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ES0-005 exam Dumps Source : RES Automation Manager 2011 Basic

Test Code : ES0-005
Test designation : RES Automation Manager 2011 Basic
Vendor designation : RES
: 60 existent Questions

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RES RES Automation Manager 2011

RES application offers unique iPhone and iPad App, featuring users with provider Orchestration Capabilities from their cellular device | killexams.com existent Questions and Pass4sure dumps

PHILADELPHIA--(company WIRE)--RES software, the confirmed chief in dynamic computing device options, these days announced the supply of a cellular application configured for Apple’s iPhone and iPad. the unique app, provider Orchestration customer, gives conclusion users on-demand access to its RES provider Orchestration Module functionality. introduced remaining week as a key enhancement to RES Automation supervisor 2011, service Orchestration enables IT specialists to carry unique ranges of IT as a provider to finish clients. The RES utility cell app raises the gain of this answer, bringing it to finish users on the go.

RES carrier Orchestration enables IT to consume trade guidelines to automate their service dawn needs and present IT as a service to conclusion users. Some commonplace examples of how agencies can improvement from provider Orchestration consist of:

  • organising an IT service catalog that finish clients can leverage to select necessary features. once accredited by pass of a manager, the features will instantly be grew to become on, casting off IT dependency and saving helpful time.
  • Programming the device to admire when a user joins a branch. full vital features might be enabled to enable computerized, uninterrupted access to the outfit clients deserve to execute their travail conveniently.
  • With the provider Orchestration customer cell utility, finish clients possess access to these features through their smart telephones. conclusion clients can quite simply browse the self-carrier catalog based by using IT, and request the necessary desktop software. an automated request is then despatched to their manager. The manager can consume his cell to endorse the request. as soon as the request is authorised, carrier Orchestration will exploit the birth of the software the consume of the company’s dawn infrastructure. conclusion users may possess full entry to an accepted utility on their laptop unless they not want it.

    one more enjoyable means of the mobile carrier catalog is the capability to reset a windows password by using the cell outfit as a depended on token, heading off the should log on. extra approvals may also be introduced to this role for security measures.

    by using automating the system of delivering these capabilities, each in-office and for users on the go, it will possibly now save valuable substances that would possess in any other case been spent coordinating with the conclusion person and their manager and getting individual functions competent to be used. These substances can also be refocused on extra strategic trade needs.

    “nowadays’s IT departments are challenged with doing extra for the firm, regularly with restrained materials to assist these initiatives. They require solutions that allow them to minimize the time spent on routine initiatives,” famous Bob Janssen, CTO of RES software. “service Orchestration through RES software helps to greatly sever back the time IT spends handling carrier birth to finish clients, a touchstone project. With the unique cellular app, they are additional extending this offering to empower finish users to entry the services they exigency when on the go, cutting back their dependence on IT and enabling them improved productiveness.”

    carrier Orchestration customer presents champion for any carrier, including functions, printers, facts and person debts; guaranteeing conclusion clients possess full access to whatever thing they might need. The mobile utility is simple to installation and even gives the capability to reset passwords the usage of your Apple iPhone for authentication. It should be attainable without freight this month along with RES Automation manager 2011, which is now available as a free up candidate and may ship on November 1.

    For extra assistance on RES utility and entire details on the rebrand initiative please consult with:

  • try carrier Orchestration customer on the App shop
  • RES software options On the web
  • RES utility On their weblog
  • RES software On Twitter
  • About RES application

    RES application, the proven leader in dynamic computing device options is using a change in the approach organizations control, maintain and in the reduction of the cost of their computing device infrastructure. The RES application award-profitable, patented products permit IT specialists to manage and deliver secure, personalised and compliant computers independent of the underlying computing infrastructure – thin shoppers, digital desktops, physical pcs, or server-primarily based computing environments. The company empowers shoppers, from small to medium-sized organizations to world corporations, to sever back laptop complexity and meet the fundamental wants of a dynamic workforce that requires on-demand access to their customized workspaces. For more guidance, keep updates on Twitter @ressoftware and consult with www.ressoftware.com.


    RES Workspace manager permits Dynamic, Context-mindful computers | killexams.com existent Questions and Pass4sure dumps

    RES Workspace supervisor permits Dynamic, Context-aware desktops

    New points simplify, comfy desktop administration while improving flexibility for conclusion clients.

    note: ESJ’s editors cautiously select dealer-issued press releases about unique or upgraded products and features. they possess edited and/or condensed this liberate to spotlight key facets but build no claims as to the accuracy of the supplier's statements.

    RES software has greater its flagship product RES Workspace supervisor (formerly PowerFuse). through managing computers, laptops, and full kinds of virtual applications, Workspace supervisor simplifies IT as companies navigate from physical to digital elements in their computer ambiance. the unique points maximize the context-conscious capabilities of the application and give IT specialists protection and control over person workspaces. The reply additionally now integrates with provider Orchestration technology, fragment of the newest release of RES Automation manager, enabling IT to automate the start of IT capabilities from a personalized service catalog directly to a user's workspace.

    Enhancements to Workspace manager 2011 consist of:

    Dynamic privileges: adds manage over who, when, and the pass desktop and equipment-degree materials are accessed. using dynamic privileges, desktop directors can elevate clients to administrator tiers for selected projects or strategies within applications devoid of granting them full administrator rights.

    Whitelisting/blacklisting of user-put in purposes: can provide safety points to managing conclusion user application installations. IT controls which functions are allowed to be do in by pass of precise organizations of clients, and is also capable of centrally validate them before they're do in.

    Context-mindful web website protection: Workspace supervisor 2011 enables IT to dynamically permit or traverse access to numerous internet sites and applications based upon the user's context (together with time of the day, time zone, energetic listing group, and many others.).

    more advantageous automation supervisor integration: The aggregate of Workspace manager and Automation manager makes it viable for IT managers to create reusable "runbooks" which can be pre-set enterprise guidelines that automate the birth of IT capabilities to a workspace. In a self-carrier mannequin, clients are offered with simplest those IT capabilities (purposes, information, web sites, and so on.) to which IT has already granted typical permission to them. clients can then provoke a request for the carrier, triggering a workflow it's absolutely computerized -- disposing of most of the bottlenecks associated with provisioning and managing purposes on the desktop.

    Workspace supervisor 2011 is packaged as three divorce modules:

  • Composition and Personalization: gives context-mindful and centrally managed workspaces for clients that hold full the appropriate applications, records, printing, and personal settings that are essential for his or her success. IT authorities can mode any alterations and preview their influence from a unique crucial console before altering a user's workspace.
  • superior Administration: Improves the means to manage an infrastructure with transparent logs of changes, latest reputation reporting, and license usage facts from full clients. This module also makes it viable to open or avoid the administration console for distinctive administrative roles and create actual-time configuration studies. Plus, it helps administrators in managing distinctive application delivery ideas.
  • security and efficiency: delivers a personalized laptop according to enterprise trade suggestions and compliance. edifice upon the frail modules, enabling safety prevents clients from unauthorized actions such as executing obvious applications and using detachable disks. it could possibly add or remove these restrictions in line with a person's area or context.
  • For greater information, talk over with www.ressoftware.com.


    5 IT technologies a well-behaved pass to exchange the world within the next 5 Years | killexams.com existent Questions and Pass4sure dumps

    For staunch technology aficionados issues definitely can't movement ahead snappy sufficient. we'd fancy to perceive the coming year pleasing the entire promises of the latest digital revolution. They want the expertise to lighten us, advise us, drive us round, indulge and give protection to us. They exigency their environment and their appliances to suppose with us, retain their calendars, booklet their vacation trips and deal with their each day routine. however even digital revolutions hold time. besides the fact that children subsequent year, fancy final year, will bring on a lot of exchange and innovation, it should be would becould very well be greater enjoyable to hold a survey at how technologies which are nonetheless of their infancy nowadays, will trade their world past consciousness in the coming 5 years.

    1. The finish of the App

    In 2011 Steve Jobs called Dropbox a “feature” as an alternative of a product. He expected a future in which the Dropbox app would be nothing more than a fragment of iOS. Now, 5 years later, it seems that he can be right: the individual app as they are cognizant of it is ready to vanish. And it’s about time, too. as a result of why may soundless they should open a divorce app for every tiny characteristic? Why now not let their digital second cope with every thing, from hotel bookings to the fastest routes to their locations, from their calendars to their custom intelligence feed? instead of the “dumb” isolated apps, they now perceive the emergence of virtual assistants that unite the features of full the diverse apps on their telephones, computers and capsules in a unique user interface. thanks to the economy of APIs, it’s commonly a be counted of linking full of it collectively and sitting returned. inside five years, the science fiction movie Her will probably be science fiction no more.

    2. the upward thrust of cyberspace

    at present, it’s soundless exiguous more than a gimmick for women and boys with toys, however that circumstance will change unexpectedly. Augmented fact, mixed verity and digital verity can possess become an essential fragment of the world inside just a few years’ time, and this revolution is already happening. The technique has gain as far as to build definitely astonishing consequences viable, and engines of games and application structures now possess default VR assist. The percentages are limitless, and the primary purposes are already emerging—for now, exceptionally for entertainment purposes (e.g., the film app that allows you to watch a 3D film in a digital cinema), but it gained’t be lengthy before they start the consume of company applications. because why would they nevertheless Go to conferences if they will meet on a virtual seashore in digital Hawaii? Or on precise of the Himalayas, with a are animate video feed around us? the leisure is more desirable than their tiresome meeting rooms, with their modular ceilings and their icy fluorescent lights. convivial media will additionally journey a transformation and should present an immersive consumer experience. It’s no coincidence that businesses fancy fb build investments so closely in digital-fact technology.

    It might full soundless survey distant, and the expertise remains kindly of unworkable, however examine it with the first cellphones: they transformed from clunky gimmicks to flat and lightweight powerhouses in a few years’ time.

    3. synthetic Intelligence (AI) for the masses

    Deep learning (the brand unique designation for ersatz intelligence) is scorching. earlier this 12 months, Microsoft made available on GitHub a free deep-studying appliance package, which fits the enterprise’s strategy to build AI available to the hundreds. builders can consume this device kit to boost smarter applications that may be taught from their interactions with people and different computer systems. suppose functions that fully hold into account human speech or protection software that works on the groundwork of facial recognition. Or the aforementioned virtual second to your mobile, with which that you would be able to possess a meaningful conversation and which can inform what temper you’re in by using your facial expression.

    It’s inevitable that we'll start to survey more and more applications of ersatz intelligence within the company world. Many agencies and sectors already consume it to a enhanced or lesser extent. faith the chat-bot functions that banks consume to reply consumer inquiries. Or IBM’s Watson for Oncology, which advises docs when identifying treatments and learns from statistics collected by pass of the doctors themselves. as the vigour of computers grows, the expertise will increasingly nest in every fragment of their groups. it'll lead to extensive automation of enterprise processes, it's going to champion us build informed company decisions and it will release time that’s at the jiffy consumed through full kinds of guide, repetitive initiatives.

    4. information superhighway of issues

    We’ve been ready a long time for the cyber web of issues for buyers to build the transition from their toothbrushes and thermostats to the leisure of their stuff, but obstacles remain, such because the want of a common defense common. That the safety factor soundless needs attention was confirmed terminal month, when a mammoth a fragment of the information superhighway within the eastern u.s. become shut down by using a DDoS assail originating from cyber web of things gadgets similar to sensible safety cameras and routers. still, within the coming years they will witness an explosive growth of the “issues,” and by pass of 2020 there might be 20 to 50 billion instruments connected to the IoT (depending on which analyst you ask).

    the economic information superhighway of issues is already a truth. deem the Rolls Royce plane engines, which continuously send real-time records to the brand to predict complications and discontinue mess ups. Or the John Deere tractors that inform farmers about what vegetation they may soundless plant, when and where they exigency to plow, and what is the most excellent route for plowing. full because of the addition of sensors and facts connectivity.

    And additionally their workplaces will Go in the course of the IoT transformation. Philips, Cisco and Axians are working on a digital ceiling, which transforms a regular modular ceiling into an shrewd statistics hub that may enhance productivity, sever the operating costs of structures and supply own environments for employees. briefly, the IoT will exchange every exiguous thing, and agencies should be cognizant about the implications.

    5. information superhighway of everything

    One can't view these pleasing unique applied sciences in an remoted method.  every thing will hook up with every exiguous thing, and the records they compile with their related automobiles, fridges, telephones, sensors, wearables and computers may also be reused to supply us assistance and tips in many different areas and applications. Boundaries between the IoT, VR and AI will fade, of which they already perceive the primary symptoms. the unique Tesla models are outfitted with three radars, eight cameras and a GPU that’s 40 instances more powerful than in outdated models. perquisite here they perceive the IoT intersecting with digital intelligence: the imminent Tesla models will sever back Autopilot’s role and build the software “shadow power” alongside the motive force. Tesla will then resolve what Autopilot would possess done more desirable than the driver and through which instances it would possess made blunders. the consume of these metrics, it's going to demonstrate that its Autopilot is safer than a human driver to eventually gain popularity of frequent use. This became a mannequin that they already knew in SaaS however haven't seen before in the car world.

    The combination of statistics units will build the distinctions fade even additional. sooner or later, the intelligence in their instruments will be omnipresent and entirely privy to its ambiance. This competence will outcome in applications that they can't even imagine now, in full sectors, from transportation to fitness features, from places of travail to factories. supply it an additional 5 years.

    The trade Revolution

    Whoever nevertheless thinks that this doughty unique world should be restrained to consumer products will countenance some most essential surprises in the coming years. full these improvements will locate their means into the office, just as tablets, cell phones and app stores did full the pass through the consumerization of IT. if you don’t prepare now, then in 5 years you may be helplessly standing on the sidelines. You exigency to be capable of predict what americans want, you ought to be capable of predict what they're going to carry to the office and also you should do in constrain the appropriate safety measures. in case you fail in any of those regards, you’ll be unable to secure the most fulfilling employees and also you received’t stand a chance in opposition t the competition that did build the fundamental preparations. You’ll even possess a hard time preserving your IT secure.

    groups that 10 years ago concept the cellular phone wouldn’t strike their company IT are now attempting to contend with the BYOD revolution. organizations that now correspond with VR, deep learning and IoT won’t challenge the style they structure their IT are downright naive. the times during which IT could behave as shepherd are gone forever. IT has to become a lot extra of a provider provider and a employer of unique applied sciences—the next 5 years more than ever.

    in regards to the creator

    ITBob Janssen is the SVP of Innovation, CTO & founding father of RES. He has been liable for product vision, mode and progress at RES considering founding the company in 1999 and is a favorite RES spokesperson at trade events. He turned into instrumental in the introduction of the flagship products, RES Workspace supervisor (now RES ONE Workspace) and RES Automation manager (now RES ONE Automation), released in 1999 and 2005, respectively. perquisite through his tenure, RES has offered millions of licenses international. Bob holds several patents for the solutions he has developed on the trade and has worked with the RES R&D crew to file numerous others.

    5 IT technologies in an pains to trade the area in the next 5 Years changed into remaining modified: February tenth, 2017 by pass of Bob Janssen




    Killexams.com ES0-005 Dumps and existent Questions

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    ES0-005 exam Dumps Source : RES Automation Manager 2011 Basic

    Test Code : ES0-005
    Test designation : RES Automation Manager 2011 Basic
    Vendor designation : RES
    : 60 existent Questions

    So simple preparation of ES0-005 exam with this question bank.
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    A few well-behaved men cant bring an alteration to the worlds pass but they can only narrate you whether you possess been the only guy who knew how to execute this and I want to be known in this world and build my own designate and I possess been so lame my entire pass but I know now that I wanted to secure a pass in my ES0-005 and this could build me well-known maybe and yes I am short of glory but passing my A+ exams with killexams.com was my morning and night glory.


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    No trouble! 24 hrs preparation today's ES0-005 examination is required.
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    Five IT Technologies That Will Change the World in the Next Five Years | killexams.com existent questions and Pass4sure dumps

    For staunch technology aficionados things obviously cannot perambulate forward snappy enough. They would fancy to perceive the coming year fulfilling full the promises of the latest digital revolution. They want the technology to lighten us, advise us, drive us around, indulge and protect us. They want their environment and their appliances to contemplate with us, maintain their calendars, book their holidays and hold care of their daily routine. But even digital revolutions hold time. Although next year, fancy terminal year, will bring about a lot of change and innovation, it might be more entertaining to hold a survey at how technologies that are soundless in their infancy today, will change their world beyond recognition in the coming five years.

    1. The finish of the App

    In 2011 Steve Jobs called Dropbox a “feature” instead of a product. He predicted a future in which the Dropbox app would be nothing more than a fragment of iOS. Now, five years later, it seems that he will be right: the individual app as they know it is about to disappear. And it’s about time, too. Because why should they possess to open a divorce app for every tiny function? Why not let their virtual second hold care of everything, from hotel bookings to the fastest routes to their destinations, from their calendars to their custom intelligence feed? Instead of the “dumb” isolated apps, they now perceive the emergence of virtual assistants that unite the functions of full the different apps on their phones, computers and tablets in a unique user interface. Thanks to the economy of APIs, it’s mostly a matter of linking it full together and sitting back. Within five years, the science fiction film Her will probably be science fiction no more.

    2. The tower of Cyberspace

    Currently, it’s soundless exiguous more than a gimmick for girls and boys with toys, but that situation will change rapidly. Augmented reality, mixed reality and virtual reality will possess become an essential fragment of the world within a few years’ time, and this revolution is already happening. The technique has gain so far as to build really impressive results possible, and engines of games and software platforms now possess default VR support. The possibilities are endless, and the first applications are already emerging—for now, mainly for entertainment purposes (e.g., the movie app that lets you watch a 3D movie in a virtual cinema), but it won’t be long before they start using trade applications. Because why would they soundless Go to meetings if they can meet on a virtual beach in virtual Hawaii? Or on top of the Himalayas, with a live video feed around us? Anything is better than their tiresome meeting rooms, with their modular ceilings and their icy fluorescent lights. convivial media will also taste a transformation and will present an immersive user experience. It’s no coincidence that companies fancy Facebook invest so heavily in virtual-reality technology.

    It might full soundless seem far away, and the technology is soundless kindly of unworkable, but compare it with the first mobile phones: they transformed from clunky gimmicks to flat and lightweight powerhouses in a few years’ time.

    3. ersatz Intelligence (AI) for the Masses

    Deep learning (the unique designation for ersatz intelligence) is hot. Earlier this year, Microsoft made available on GitHub a free deep-learning appliance kit, which fits the company’s strategy to build AI available to the masses. Developers can consume this appliance kit to develop smarter applications that can learn from their interactions with humans and other computers. contemplate applications that fully understand human speech or security software that works on the basis of facial recognition. Or the aforementioned virtual second on your phone, with which you can possess a meaningful conversation and which can narrate what mood you’re in by your facial expression.

    It’s inevitable that they will start to perceive more and more applications of ersatz intelligence in the trade world. Many companies and sectors already consume it to a greater or lesser extent. deem the chat-bot applications that banks consume to reply customer inquiries. Or IBM’s Watson for Oncology, which advises doctors when choosing treatments and learns from data collected by the doctors themselves. As the power of computers grows, the technology will increasingly nest in every fragment of their organizations. It will lead to extensive automation of trade processes, it will back us build informed trade decisions and it will free up time that’s currently consumed by full kinds of manual, repetitive tasks.

    4. Internet of Things

    We’ve been waiting a while for the Internet of Things for consumers to build the transition from their toothbrushes and thermostats to the leisure of their stuff, but obstacles remain, such as the want of a common safety standard. That the security aspect soundless needs attention was proven terminal month, when a big fragment of the Internet in the eastern United States was shut down by a DDoS assail originating from Internet of Things gadgets such as smart security cameras and routers. Still, in the coming years they will witness an explosive growth of the “things,” and by 2020 there will be 20 to 50 billion devices connected to the IoT (depending on which analyst you ask).

    The industrial Internet of Things is already a reality. deem the Rolls Royce aircraft engines, which continuously send real-time data to the manufacturer to predict problems and prevent disasters. Or the John Deere tractors that inform farmers about what crops they should plant, when and where they exigency to plow, and what is the best route for plowing. full thanks to the addition of sensors and data connectivity.

    And also their offices will Go through the IoT transformation. Philips, Cisco and Axians are working on a digital ceiling, which transforms an ordinary modular ceiling into an brilliant data hub that can multiply productivity, sever the operating costs of buildings and provide personal environments for workers. In short, the IoT will change everything, and companies should be cognizant of the implications.

    5. Internet of Everything

    One cannot view these exciting unique technologies in an isolated manner.  Everything will connect to everything, and the data they collect with their connected cars, refrigerators, telephones, sensors, wearables and computers can be reused to give us information and assistance in many other locations and applications. Boundaries between the IoT, VR and AI will fade, of which they already perceive the first symptoms. The unique Tesla models are equipped with three radars, eight cameras and a GPU that’s 40 times more powerful than in previous models. Here they perceive the IoT intersecting with virtual intelligence: the forthcoming Tesla models will reduce Autopilot’s role and build the software “shadow drive” alongside the driver. Tesla will then resolve what Autopilot would possess done better than the driver and in which situations it would possess made mistakes. Using these metrics, it will prove that its Autopilot is safer than a human driver to eventually obtain approval for widespread use. This was a model that they already knew in SaaS but possess not seen before in the automotive world.

    The combination of data sets will build the distinctions fade even further. Ultimately, the intelligence in their devices will be omnipresent and fully cognizant of its environment. This capability will result in applications that they cannot even imagine now, in full sectors, from transportation to health services, from offices to factories. Give it another five years.

    The trade Revolution

    Whoever soundless thinks that this doughty unique world will be confined to consumer products will countenance some major surprises in the coming years. full these innovations will find their pass into the workplace, just as tablets, mobile phones and app stores did during the consumerization of IT. If you don’t prepare now, then in five years you will be helplessly standing on the sidelines. You must be able to predict what people need, you must be able to predict what they will bring to the workplace and you must implement the perquisite security measures. If you fail in any of these regards, you’ll be unable to secure the best employees and you won’t stand a chance against the competition that did build the necessary preparations. You’ll also possess a hard time keeping your IT secure.

    Companies that 10 years ago thought the cell phone wouldn’t strike their corporate IT are now trying to cope with the BYOD revolution. Companies that now believe VR, deep learning and IoT won’t challenge the pass they structure their IT are downright naive. The days in which IT could behave as shepherd are gone forever. IT has to become much more of a service provider and a supplier of unique technologies—the next five years more than ever.

    About the Author

    ITBob Janssen is the SVP of Innovation, CTO & founder of RES. He has been accountable for product vision, strategy and progress at RES since founding the company in 1999 and is a prominent RES spokesperson at industry events. He was instrumental in the creation of the flagship products, RES Workspace Manager (now RES ONE Workspace) and RES Automation Manager (now RES ONE Automation), released in 1999 and 2005, respectively. During his tenure, RES has sold millions of licenses worldwide. Bob holds several patents for the solutions he has developed at the company and has worked with the RES R&D team to file numerous others.

    Five IT Technologies That Will Change the World in the Next Five Years was terminal modified: February 10th, 2017 by Bob Janssen


    Army Chopper Pilots hover With Digital Co-Pilot That Could Revolutionize Flight As They Know It | killexams.com existent questions and Pass4sure dumps

    a helicopter flying in the air © Sikorsky

    U.S. Army pilots possess flown in an experimental, optionally-manned Sikorsky S-76B helicopter, albeit in an roundabout fashion. The flight test was fragment of a U.S. military program seeking to add-in a semi-autonomous "co-pilot" that can reduce the workload on aviators, help their mission performance, and present unique failsafes in case of an emergency.

    The Defense Advanced Research Projects Agency (DARPA), in cooperation with the Army’s Aviation progress Directorate and Sikorsky, now fragment of Lockheed Martin, conducted this experiment under the Aircrew Labor In-Cockpit Automation System (ALIAS) program on Oct. 17, 2018. The flight, which took condition at Fort Eustis, Virginia, gave the Army personnel an opportunity to evaluate the semi-autonomous system on board the modified S-76B, also known as the Sikorsky Autonomy Research Aircraft (SARA). Sikorsky’s test pilots had previously been the only ones to hover the helicopter since testing began in 2013.

    “The reason this ilk of technology is important, is to reduce workload, the piloting workload and let the mission crews concentrate on what they’re really there to do, which is to either execute the MEDEVAC [medical evacuation], the proximate air champion mission, or whatever they’re there to do,” Dave Braden, the Program Manager for the U.S. Marine Corps’ portion of the Future plumb lift (FVL) program, which also has a stake in ALIAS, said of the latest test. “Rather than concentrate on stirring controls, they can concentrate on what really needs to be done.”

    The SARA test bed had what Sikorsky calls its Matrix Technology, which provides autonomous functionality for both hardware and software, tapping into existing mechanical and electronic control systems. With this additional outfit installed, the helicopter will discharge set mission plans that aviators can program using a small hand-held tablet.

    Those identical individuals can quickly modify the route or other parameters on the hover during flight, as well. Sikorsky’s modifications leave the helicopter’s main systems intact, though, in case, for whatever reason, the pilots exigency to hold direct control of the aircraft.

    During the October 2018 flight, the modified S-76B demonstrated its competence to hold off and land autonomously and using a set of cameras, along with a laser imaging system, to hover to a designated area while avoiding known and unknown obstacles. The helicopter also has the competence to consume its onboard sensors to determine safe landing zones automatically and to hover at low altitudes.

    DARPA formally began phase 1 of the ALIAS pains in 2014, with Sikorsky and Aurora Flight Sciences, now fragment of Boeing, developing their respective autonomous 'co-pilots.' In phase 2, the two firms conducted initial demonstrations of those systems on both fixed and rotary-wing aircraft. Aurora’s system involved putting a physical robot in the cockpit of a Diamond DA-42 light fixed-wing aircraft to discharge various semi-autonomous functions.

    In January 2017, DARPA picked Sikorsky lonely to continue to phase 3 and travail on maturing their system into something that might evolve into an operational capability not only for the Army, but for the U.S. military as a whole. The potential benefits of the system could be immense. The Connecticut-based aviation firm has also demonstrated its Matrix technology on a Cessna C-208 Caravan.

    “The capability that ALIAS provides to the crew member is really fancy a co-pilot,” Dr. Graham Drozeski, the program manager for the project at DARPA, explained. “It can hover routes, it can draw routes, it can execute emergency procedures, and it will execute full that perfectly.”

    Essentially, pilots will be able to readily hold their hands off the flight controls in order to operate other mission equipment, such as sensors, during a sortie. This, in turn, will back lessen fatigue, especially during long-duration missions, and reduce the likelihood of mistakes that aviators might otherwise build when they possess to multi-task between monitoring various systems and also flying an aircraft.

    In addition, if something happens to the aircraft, or if they’re incapacitated for any reason, such as hypoxia or wounds from anti-aircraft fire, ALIAS will be able to instantly react. Linked into the aircraft’s onboard diagnostics system, it may potentially be able to identify the issue and respond with the best course of action faster than the human operators. This would possess a disruptive impact on the science of what is known as crew resource management, which started as a pass to help communication between members of an aircraft's crew and abbreviate the time necessary to troubleshoot problems during an emergency.

    “Hovering in adverse winds is a stint that consumes a human pilot’s attention, but automated flight control achieves ‘rock steady’ precision,” Drozeski used as an specimen in an interview for the official press release about the flight test. “Really, they want the pilot’s eyes and intellect on the fight rather than holding an altitude."

    Building on these basic capabilities, Sikorsky’s semi-autonomous flight system has the potential to grow in scope over time, as well, quickly offering the human pilots optimal suggestions. This could comprehend functions such as providing routes to hover to a destination that are both safe and avoid as many known threats and natural hazards as possible. Connected to additional sensors or fire control systems, it might be able to present the best vectors for an assail or rapidly identify targets. There are already requirements for autonomous operation and pilot-optional flight in the joint-service Future plumb lift program and the Army's nearer-term Future assail Reconnaissance Aircraft Competitive Prototype (FARA CP) project, among other present U.S. military aviation efforts.

    Sikorsky has teamed up with Boeing to present advanced compound helicopter designs for the Future plumb Life-Medium portion of the overall FVL program, depicted in the video below, which may benefit from the company's travail on its Matrix Technology for DARPA.

    It may eventually be able to build many of these decisions full on its own or based on a set of parameters the crew defines beforehand. It also leaves open the possibility that ALIAS might fully hold the condition of one or more crew members entirely, allowing for entirely unmanned flight. This, in turn, could further reduce the strain on aviators by allowing pilotless aircraft to hold on a host of missions themselves as necessary.

    If an ALIAS-equipped aircraft can discharge various missions, even just simple tasks, such as low-risk resupply missions or just ferrying it from one location to another, U.S. military units would be able to designate more of their pilots to more claim operational needs. ALIAS' competence to allow aviation units to execute more with less actual personnel would be invaluable in an era of worrisome and chronic shortages of aviators.

    The U.S. Army and Marine Corps possess both become increasingly interested in autonomous resupply aircraft for exactly these reasons. The Marines notably deployed a pair of pilot-optional Kaman K-MAX helicopters, designated CQ-24A, to champion their operations in Afghanistan between 2011 and 2014. Lessons scholarly at Kaman, another Lockheed Martin company now, from the K-MAX's competence to operate semi-autonomously has filtered into the Matrix Technologies project, as well.

    If the Matrix technology is as readily adaptable to any platform as DARPA hopes, it may be simple to integrate this functionality across U.S. military aviation communities with a minimum of effort. The final goal in phase 3 of the ALIAS program is to install the outfit on an Army UH-60M Black Hawk helicopter and link it together with full of that helicopter’s flight control and mission systems, demonstrating how simple it is or isn’t to add the semi-autonomous functionality to in-service aircraft types.

    “We’ve chosen the Black Hawk as the platform they want to demonstrate full integration of ALIAS-type capabilities in it,” Drozeski said. “Not just wiggling the sticks, but full the circuit breakers and switches and radios in the aircraft – they want to integrate full of those.”

    Sikorsky says it is working on putting its Matrix technology into a company UH-60A testbed by the finish of 2018. The modified Army Black Hawk is set to discharge at least two demonstration flights in 2019.

    Sikorsky's UH-60A test bed, at top, and the Matrix-equipped S-76B. © Sikorsky Sikorsky's UH-60A test bed, at top, and the Matrix-equipped S-76B.

    If ALIAS works in a military context, this would be essential that it would be equally useful for civilian commercial aviation applications. Airliners, in particular, possess already become increasingly automated over the years. However, there is both a continued exigency for human pilots in many circumstances and this presents the identical set of risks from physical fatigue or mental exhaustion that are present in military aviation communities.

    Right now, Sikorsky is looking at integrating the semi-autonomous functionality into one of their increasingly accepted S-92 helicopters. DARPA expects the travail on ALIAS to continue into 2020, which could perceive demonstrations of improved capabilities or the competence to consume the system on more varied platforms.

    Contact the author: jtrevithickpr@gmail.com


    TELUS reports sturdy results for third quarter 2018 | killexams.com existent questions and Pass4sure dumps

    Consolidated revenue and EBITDA growth of 11 per cent and 8.2 per cent, respectively and free cashflow growth of 41 per cent; excluding impacts of TELUS Garden and TELUS Friendly FutureFoundation, revenue and EBITDA up 5.8 per cent and 6.4 per cent, respectively

    Strong total customer growth of 187,000, including 199,000 unique wireless, Internet and TV customeradditions

    Total wireless net additions of 145,000, including 109,000 postpaid additions, combined withindustry-leading wireless postpaid churn of 0.87 per cent, reflecting customer service and networkexcellence; strongest wireless customer growth since Q3 2010

    Wireline customer additions of 42,000, with sturdy Internet and TV customer growth, driven byrecord Q3 customer loyalty and leading broadband network leadership

    Quarterly dividend increased to $0.545 per share, their sixteenth dividend multiply since 2011;$1.2 billion returned to shareholders in 2018 through their dividend growth program

    2019 capital expenditures anticipated to be similar to 2018, at approximately $2.85 billion

    VANCOUVER, British Columbia, Nov. 08, 2018 (GLOBE NEWSWIRE) -- TELUS Corporation today released its unaudited results for the third quarter of 2018. For the quarter, consolidated operating revenue of $3.8 billion increased by 11 per cent over the identical epoch a year ago. This growth was driven by higher wireless network and outfit revenues, wireline services revenue growth and higher Other operating income resulting from their share of the non-recurring equity income related to existent estate joint ventures of $171 million arising from the sale of TELUS Garden. Excluding this equity income, consolidated operating revenue increased by 5.8 per cent.

    Earnings before interest, income taxes, depreciation and amortization (EBITDA) increased by 8.2 per cent to $1.3 billion due to higher revenue growth as referenced above and improved wireless outfit margins. This growth was partly offset by incremental employee benefits expense due to recent trade acquisitions and increased costs to champion their growing customer base. Adjusted EBITDA was up 6.4 per cent when excluding the net gain from the sale of TELUS Garden, as well as restructuring and other costs, which included their committed donation of $118 million to the TELUS Friendly Future Foundation.  

    “TELUS reported sturdy operational and financial results for the third quarter, including robust customer growth across both the wireless and wireline segments of their business. This was buttressed by a continued excellent performance in wireless and wireline customer loyalty and lifetime revenue,” said Darren Entwistle, President and CEO. “Importantly, the TELUS team continues to achieve industry-leading postpaid wireless churn, and realized record third quarter high-speed Internet and TV retention levels. This performance was driven by their team’s relentless focus on providing exceptional customer experiences, and was anchored by the ongoing generational investments they are making in their leading broadband wireline and wireless networks, both of which are hallmarks of TELUS’ successful, long-term growth strategy.”

    Mr. Entwistle added, “The efficacy of their broadband technology investments is reflected in TELUS, once again, being named as having the fastest mobile network in Canada by PCMag. This iterate acknowledgement builds on their outstanding record of achievement with respect to network excellence, having already earned the top spot in full major mobile network reporting this year, including Ookla, J.D. Power and OpenSignal. These leading network rankings, each received consecutively for two or more years, reinforce the consistent superiority of TELUS’ broadband networks available to citizens across the country.

    Mr. Entwistle further commented, “Our dividend multiply announced today, on the back of their 41 per cent free cash flux growth, reflects the sixteenth multiply since 2011, and is the fourth in their most recent three-year dividend growth program, targeting annual growth between seven and 10 per cent through 2019. This builds on their proven track record of providing investors with the industry’s best multi-year dividend growth program, which continues to generate significant value for their shareholders. Notably, TELUS has now returned $16 billion to shareholders, including $10.8 billion in dividends, representing $27 per share since 2004. They survey forward to updating investors on the progression of this programme at their 2019 annual universal meeting.”

    Doug French, Executive Vice-president and CFO said, “For the third quarter of 2018, TELUS delivered positive operational and financial results, reflecting the might of their multiple product and valued service offerings, their commitment to customer service excellence and their network superiority. Their strategic capital investments are clearly paying off, as evidenced by their sturdy subscriber and loyalty results, and position us to maintain their network leadership as they progressively perambulate towards the arrival of 5G.”

    Mr. French added, “As they head into the seasonally essential final quarter of 2018, they remain focused on executing against their strategy, amplifying their efforts on cost efficiency, focusing on margin accretive customer growth and investing to champion their growth strategy. Today they are raising their full year 2018 assumption for restructuring and other costs, including an additional $50 million targeted towards further streamlining their trade and enhancing their effectiveness in serving their growing customer base. This additional investment in restructuring, to be recorded in the fourth quarter of 2018, is expected to deliver annual cost savings of more than $50 million dawn next year. Meanwhile, their net debt to EBITDA leverage ratio continues to improve, putting us in well-behaved position for 2019.”

    In wireless, network revenue increased by 2.2 per cent to $1.5 billion, reflecting continued customer growth and a larger symmetry of customers selecting plans with larger data buckets or periodically topping up their data buckets. This was partly offset by declining chargeable data usage and the competitive environment putting pressure on rate draw prices.

    In wireline, their data services revenue increased by 15 per cent to $1.2 billion, reflecting higher customer care and trade services (CCBS) contracting revenues due to growth in trade volumes including recent trade acquisitions and recovery of organic growth, increased Internet and enhanced data service revenues from higher revenue per customer and continued high-speed Internet subscriber growth, increased TELUS Health revenues driven by trade acquisitions, revenues from their home and trade security service offerings and increased TELUS TV revenues from subscriber growth.

    In the quarter, they attracted 199,000 unique wireless, high-speed Internet and TELUS TV customers, up 47,000 or 31 per cent over the identical quarter a year ago. The higher net additions included 145,000 wireless net additions, including 109,000 postpaid net additions, as well as 36,000 high-speed Internet subscribers and 18,000 TELUS TV customers. Their total wireless subscriber basis of 9.2 million is up 3.7 per cent from a year ago, reflecting a 4.5 per cent multiply in their postpaid subscriber basis to 8.2 million. Their high-speed Internet connections of 1.8 million are up 6.3 per cent over the terminal twelve months, while their TELUS TV subscriber basis stands at 1.1 million.

    For the quarter, net income of $447 million increased by 10 per cent over the identical epoch a year ago as EBITDA growth was partly offset by higher depreciation and amortization due to growth in their asset basis resulting in fragment from trade acquisitions as well as increased financing costs. The higher financing costs also included a long-term debt prepayment premium of $34 million from the early redemption of their $1.0 billion 5.05 per cent string CG Notes due December 2019. Basic earnings per share (EPS) of $0.74 rose by 8.8 per cent over the identical epoch terminal year. Adjusted net income of $445 million increased by 6.7 per cent over the identical epoch a year ago, while adjusted EPS of $0.74 rose by 5.7 per cent.

    CONSOLIDATED financial HIGHLIGHTS

    C$ millions,except per share amounts              Three months ended               September 30 Per cent (unaudited) 2018 2017(1) change  Operating revenues(2) 3,774 3,404 10.9   Operating expenses before depreciation and amortization(3) 2,425 2,160 12.3   EBITDA(4) 1,349 1,244 8.2   Adjusted EBITDA(4)(5) 1,351 1,267 6.4   Net income 447 406 10.1   Adjusted net income(6) 445 417 6.7   Net income attributable to common shares 443 403 9.9   Basic EPS 0.74 0.68 8.8   Adjusted basic EPS(6) 0.74 0.70 5.7   Capital expenditures (excluding spectrum licences) 762 821 (7.2 ) Free cash flow(7) 303 215 40.9   Total subscriber connections(8) (thousands) 13,311 12,942 2.9           (1)     Our results for 2017 possess been adjusted to reflect the retrospective application of IFRS 15 and IFRS 9, which were adopted January 1, 2018. (2)     Consolidated operating revenue for the third quarter of 2018 includes non-recurring equity income related to existent estate joint ventures of $171 million arising from the sale of TELUS Garden, of which 50 per cent was allocated to each of the wireless and wireline segments. Excluding the outcome of equity income related to existent estate joint ventures arising from the sale of TELUS Garden, Operating revenues increased by 5.8 per cent. (3)     Operating expenses before depreciation and amortization for the third quarter of 2018 includes a $118 million committed donation to the TELUS Friendly Future Foundation, of which 50 per cent was allocated to each of the wireless and wireline segments. Of the $118 million, an initial donation of $100 million was made in TELUS Common Shares, with the leavings committed over a 10-year period. Excluding the donation, Operating expenses before depreciation and amortization increased by 6.8 per cent. (4)     EBITDA is a non-GAAP measure and does not possess any standardized meaning prescribed by IFRS-IASB. They issue guidance on and report EBITDA because it is a key measure used to evaluate performance. For further definition and explanation of this measure, perceive ‘Non-GAAP and other financial measures’ in this intelligence release or Section 11.1 in the 2018 third quarter Management’s discussion and analysis. (5)     Adjusted EBITDA for the third quarters of 2018 and 2017 excludes restructuring and other costs of $173 million and $23 million respectively and non-recurring gains and equity income related to existent estate joint ventures. (6)     Adjusted net income and adjusted basic EPS are non-GAAP measures and execute not possess any standardized meaning prescribed by IFRS-IASB. These terms are defined in this intelligence release as excluding from net income attributable to common shares and basic EPS (after income taxes), restructuring and other costs, non-recurring gains and equity income related to existent estate joint ventures, long-term debt prepayment premium, and favourable income tax-related adjustments. For further analysis of adjusted net income and adjusted basic EPS, perceive ‘Non-GAAP and other financial measures’ in this intelligence release or Section 1.3 in the 2018 third quarter Management’s discussion and analysis. (7)     Free cash flux is a non-GAAP measure and does not possess any standardized meaning prescribed by IFRS-IASB. For further definition and explanation of this measure, perceive ‘Non-GAAP and other financial measures’ in this intelligence release or Section 11.1 in the 2018 third quarter Management’s discussion and analysis. (8)     The sum of lively wireless subscribers, residential network access lines, high-speed Internet access subscribers and TELUS TV subscribers, measured at the finish of the respective periods based on information in billing and other systems. efficient April 1, 2017, postpaid subscribers, total subscribers and associated operating statistics (gross additions, net additions, incurious billing per user per month (ABPU), incurious revenue per subscriber unit per month (ARPU) and churn) were adjusted to comprehend an estimated migration of 85,000 Manitoba Telecom Services Inc. (MTS) subscribers in the opening subscriber balances. Subsequent to this, on October 1, 2017, postpaid and total subscribers and associated operating statistics were adjusted to reduce estimated migrations of MTS subscribers down by 11,000 to 74,000. efficient April 1, 2018, and on a prospective basis, they possess adjusted cumulative subscriber connections to remove approximately 68,000 TELUS TV subscribers as they possess ceased marketing their Satellite TV product.

    Third Quarter 2018 Operating Highlights

    TELUS wireless

  • External wireless revenue increased by $169 million or 8.5 per cent driven by higher network and outfit revenues as well as higher Other operating income resulting from their share of the non-recurring equity income arising from the sale of TELUS Garden. Excluding this non-recurring equity income, external wireless revenue was higher by 4.2 per cent
  • Wireless network revenues increased by $34 million or 2.2 per cent year-over-year to $1.5 billion. This growth was driven by continued subscriber growth and a larger symmetry of customers selecting plans with larger data buckets or periodically topping up their data buckets. These were partly offset by declining chargeable data usage and the competitive environment putting pressure on rate draw prices.  
  • Wireless outfit and other service revenue increased by $50 million or 10.8 per cent mainly due to more higher-value smartphones in the crude additions and retention mix, partly offset by lower unique postpaid contracts.
  • Average billing per user per month (ABPU) of $68.64 was essentially unchanged over the identical epoch terminal year, reflecting a decline in chargeable data usage and competitive pressures on basis rate draw pricing, offsetting growth from customers selecting plans with larger data buckets and more higher-value smartphones in the crude additions and retention mix.
  • Postpaid churn rate of 0.87 per cent remained comparatively low as their focus on customers first initiatives, retention programs and leading network property was partly offset by incremental deactivations from competitive intensity. This marks the twentieth out of the past twenty-one quarters postpaid churn has been below 1 per cent.
  • Wireless postpaid net additions of 109,000 decreased by 6,000 over the identical epoch a year ago due to competitive intensity. Prepaid net additions totaled 36,000, reflecting an improvement of 27,000 over the identical epoch a year ago, due to successful promotions and lower churn.
  • EBITDA of $921 million increased by $79 million or 9.3 per cent, while Adjusted EBITDA of $912 million increased by $59 million or 6.8 per cent over terminal year, reflecting network revenue growth driven by a larger customer basis and an improvement in outfit margins, partly offset by higher administrative costs and increased customer champion costs due to growth in the subscriber basis and increased network operating expenses. Excluding the effects of IFRS 15, Adjusted EBITDA of $866 million was higher by $53 million or 6.5 per cent.
  • Wireless capital expenditures decreased by $19 million or 8.0 per cent over the identical epoch a year ago due to lower wireless infrastructure investments.       
  • TELUS wireline

  • External wireline revenues increased by $201 million or 14.1 per cent to $1.6 billion. This growth was driven by higher data services revenue growth and higher Other operating income resulting from their share of the non-recurring equity income arising from the sale of TELUS Garden. Excluding this non-recurring equity income, external wireline revenue was higher by 8.1 per cent.
  • Data services revenues increased by $149 million or 14.6 per cent, reflecting higher CCBS contracting revenues due to growth in trade volumes including from trade acquisitions and recovery of organic growth, and increased Internet and enhanced data service revenues resulting from higher revenue per customer, as well as an multiply in their high-speed Internet subscriber base. Additionally, increased TELUS Health revenues driven by growth from trade acquisitions, revenues from their home and trade security service offerings and increased TELUS TV revenues resulting from subscriber growth also supported data services revenue growth.
  • High-speed Internet net additions of 36,000 increased by 17,000 over the identical quarter a year ago due to increased customer claim for their high-speed broadband services, including fibre to the premises, as well as improved churn reflecting their focus on executing customers first initiatives and retention programs.
  • TELUS TV net additions of 18,000 increased by 9,000 over the identical quarter a year ago due to a lower customer churn rate from stronger retention efforts and higher crude additions from their diverse product offerings.
  • Residential network access line (NAL) losses of 12,000 improved by 8,000 over the identical quarter a year ago, reflecting the success of their stronger retention efforts. Residential NAL losses continue to reflect the trend of substitution to wireless and Internet-based services. Over the terminal 12 months for the epoch ending September 30, 2018, they experienced a 4.0% decline in residential as compared to a 6.0% decline in residential NALs in the 12-month epoch ended September 30, 2017.
  • Wireline EBITDA of $428 million increased by $26 million or 6.1 per cent, while Adjusted EBITDA increased by $25 million or 5.7 per cent due to growth in Internet and TELUS Health margins, as well as an increased contribution from their CCBS contracting business. This was partly offset by the continued declines in legacy voice services. Excluding the effects of IFRS 15, Adjusted EBITDA of $429 million increased by 2.1 per cent.
  • Wireline capital expenditures decreased by $40 million or 6.8 per cent over the identical epoch a year ago primarily due to lower expenditures related to customer premise equipment, as well as a planned reduction of broadband capital expenditures. They continued connecting additional homes and businesses directly to their fibre-optic technology and their investments champion systems reliability and operational efficiency and effectiveness. At the finish of the third quarter of 2018, approximately 1.74 million premises, or 56 per cent of their high-speed broadband footprint of 3.1 million premises, are covered by their TELUS PureFibre network. This is up approximately 410,000 premises over the identical epoch a year ago.       
  • TELUS sets prefatory 2019 capital expenditure targetCapital expenditures for 2019, excluding the purchase of spectrum licences, is estimated to be similar to their 2018 target of approximately $2.85 billion. In 2019, they will continue connecting more homes and businesses directly to their fibre-optic network, further expanding their PureFibre footprint, while continuing to foster their small-cell technology strategy to help coverage and prepare for a more efficient and timely evolution to 5G. Additionally, they draw to continue investing in their champion systems to drive ongoing operational effectiveness and efficiency in serving their growing customer base.

    Dividend Declaration – quarterly dividend increased to $0.545 per shareThe TELUS Board of Directors has declared a quarterly dividend of $0.545 per share on the issued and outstanding Common Shares of the Company payable on January 2, 2019 to holders of record at the proximate of trade on December 11, 2018. This fourth quarter dividend represents an multiply of $0.04 or 7.9 per cent from the $0.505 quarterly dividend paid on January 2, 2018 and is the sixteenth dividend multiply since TELUS announced its original multi-year dividend growth program in May 2011.

    Sale of TELUS Garden and donation to the TELUS Friendly Future FoundationIn August, the TELUS Garden existent estate joint venture sold the income producing property and the related net assets. The purchaser assumed the 3.7% mortgage and the 3.4% bonds secured by the income producing property. In the application of equity accounting, they recorded their share of the non-recurring gain at $171 million. Concurrently, they committed to a donation to the TELUS Friendly Future Foundation of $118 million to back ensure vulnerable youth thrive in their digital society through better access to health and educational opportunities. Of this $118 million, an initial donation of $100 million was made in the third quarter of 2018 in TELUS Corporation Common Shares acquired in the market, with the leavings committed over a 10-year period. The Foundation will give financial grants to grassroots charities across Canada that exigency back in directly supporting underserved youth in their communities. Through these grants, the Foundation will champion their Community Boards in connecting youth to the people and opportunities that matter most.

    Denise Pickett joins their Board of DirectorsEffective November 1, 2018, Denise Pickett joined their Board. Denise was named Chief Risk Officer and President, Global Risk, Banking and Compliance, American Express in February 2018. From 1992 to the present, Denise has held a string of progressively senior roles throughout American Express. She was Country Manager for American Express Canada and President and CEO of Amex Bank of Canada. Denise subsequently relocated to the United States where most recently she served as the President of American Express OPEN, the small trade division, followed by the President of U.S. Consumer Services. She was also a member of the board of directors of the Hudson’s Bay Company (2012 to 2018) and serves as Vice Chair on the board of directors of the United pass of unique York City. Denise holds an MBA in marketing from the Schulich School of trade at York University and earned her Honours BA in Human Biology and Physiology from the University of Toronto. She was named to Payment Source’s Most Influential Women in Payments in 2018.

    Corporate HighlightsTELUS makes significant contributions and investments in the communities where team members live, travail and serve and to the Canadian economy on behalf of customers, shareholders and team members. These include:       

  • Paying, collecting and remitting a total of approximately $1.4 billion in taxes in the first nine months of 2018 to federal, provincial and municipal governments in Canada consisting of corporate income taxes, sales taxes, property taxes, employer portion of payroll taxes and various regulatory fees. Since 2000, they possess remitted approximately $24 billion in these taxes.
  • Disbursing spectrum renewal fees of over $50 million to Innovation, Science and Economic progress Canada in the first nine months of 2018. Since 2000, their total tax and spectrum remittances to federal, provincial and municipal governments in Canada possess totaled approximately $29 billion.
  • Investing approximately $2.2 billion in capital expenditures primarily in communities across Canada in the nine months of 2018 and approximately $37 billion since 2000.
  • Spending $6.1 billion in total operating expenses in the first nine months of 2018, including goods and service purchased of approximately $4.4 billion. Since 2000, they possess spent $113 billion and $75 billion respectively in these areas.
  • Generating a total team member payroll of $2.0 billion in the first nine months of 2018, including payroll taxes of $111 million. Since 2000, total team member payroll totals $44 billion.
  • Returning $1.2 billion in dividends through four quarterly dividend payments in 2018 to individual shareholders, mutual fund owners, pensioners and institutional investors. Since 2004, they possess returned approximately $16 billion to shareholders through their dividend and share purchase programs, including $10.8 billion in dividends, representing $27 per share.       
  • Access to Quarterly results informationInterested investors, the media and others may review this quarterly earnings intelligence release, management’s review of operations, quarterly results slides, audio and transcript of the investor webcast call, supplementary financial information at telus.com/investors.

    TELUS’ third quarter 2018 conference muster is scheduled for Thursday, November 8, 2018 at 9:30am ET (6:30am PT) and will feature a presentation followed by a question and reply epoch with investment analysts. Interested parties can access the webcast at telus.com/investors. An audio recording will be available on November 8 until December 15, 2018 at 1-855-201-2300. please consume reference number 1238355# and access code 77377#. An archive of the webcast will also be available at telus.com/investors and a transcript will be posted on the website within a few trade days.

    Caution regarding forward-looking statementsThis intelligence release contains forward-looking statements about expected events and the financial and operating performance of TELUS Corporation. The terms TELUS, we, us and their advert to TELUS Corporation and, where the context of the narrative permits or requires, its subsidiaries.

    Forward-looking statements comprehend any statements that execute not advert to historical facts. They include, but are not limited to, statements relating to their objectives and their strategies to achieve those objectives, their outlook, updates, capital expenditure targets, and their multi-year dividend growth program. Forward-looking statements are typically identified by the words assumption, goal, guidance, objective, outlook, strategy, target and other similar expressions, or future or conditional verbs such as aim, anticipate, believe, could, expect, intend, may, plan, predict, seek, should, strive and will.

    By their nature, forward-looking statements are subject to inherent risks and uncertainties and are based on assumptions, including assumptions about future economic conditions and courses of action. These assumptions may ultimately prove to possess been inaccurate and, as a result, their actual results or events may disagree materially from their expectations expressed in or implied by the forward-looking statements.

    Our universal outlook and assumptions for 2018 are presented in Section 9 universal trends, outlook and assumptions in the Management’s discussion and analysis (MD&A) in their 2017 Annual Report and updated in Section 9 Update to universal trends, outlook and assumptions and regulatory developments and proceedings in their MD&A for the third quarter of 2018. Their key assumptions for 2018 comprehend the following:

  • Slightly slower rate of economic growth in Canada in 2018, estimated to be 2.1% as updated in their first quarter 2018 MD&A (previously 2.2% as reported in their 2017 annual MD&A; 3.1% in 2017). For their incumbent local exchange carrier (ILEC) provinces in Western Canada, they appraise that economic growth in B.C. will be 2.2% in 2018 (previously 2.5% as reported in their 2017 annual MD&A; 3.4% in 2017), and that economic growth in Alberta will be 2.2% in 2018 (previously 2.4% as reported in their 2017 annual MD&A; 3.9% in 2017).
  • No material adverse regulatory rulings or government actions.
  • Continued fierce wireless and wireline competition in both consumer and trade markets.
  • An multiply in wireless industry penetration of the Canadian market.
  • Ongoing subscriber adoption of, and upgrades to, data-intensive smartphones, as customers want more mobile connectivity to the Internet.
  • Wireless revenue growth resulting from growth in both postpaid subscriber loading and ABPU.
  • Continued pressure on wireless acquisition and retention expenses, dependent on crude loading and customer renewal volumes, competitive intensity and customer preferences.
  • Continued growth in wireline data revenue, resulting from an multiply in high-speed Internet and TELUS TV subscribers, quicken upgrades and expanding broadband infrastructure, as well as trade outsourcing and healthcare solutions.
  • Continued erosion of wireline voice revenue, resulting from technological substitution and greater consume of inclusive long distance and lower wholesale volumes.
  • Continued focus on their customers first initiatives and maintaining their customers’ likelihood-to-recommend scores.
  • Employee defined benefit pension plans: Pension draw expense of approximately $97 million recorded in Employee benefits expense and approximately $14 million recorded in employee defined benefit pension plans net interest in Financing costs; a 3.40% rate for discounting the responsibility and a 3.50% rate for current service costs for employee defined benefit pension draw accounting purposes; and defined benefit pension draw funding of approximately $50 million.
  • Restructuring and other costs has been revised to approximately $300 million from approximately $135 million as reported in their 2017 annual MD&A. This was revised to account for the committed donation of $118 million to the TELUS Friendly Future Foundation and to champion ongoing and incremental operational efficiencies and personnel-related costs. They continually invest in operational efficiency initiatives, similar to their incessant investment in their products, services and technology, while continuing to drive to a more efficient cost structure. The multiply in their 2018 restructuring and other costs freight will help their overall cost structure, help operational effectiveness and continue to position us to effectively compete in their dynamic industry and champion growth in their core strategic priorities.
  • Income taxes computed at applicable statutory rate of 26.7 to 27.3% and cash income tax payments of approximately $170 to $230 million (2017 – $191 million). Cash tax payments are expected to be relatively consistent with 2017.
  • Further investments in broadband infrastructure as they approach nearly 50% of their targeted coverage footprint, including expanding their fibre-optic network and 4G LTE capacity expansion and upgrades, as well as investments in network and systems resiliency and reliability.
  • No wireless spectrum auctions anticipated in 2018.
  • Stabilization in the incurious Canadian dollar: U.S. dollar exchange rate (U.S. 77 cents in 2017).
  • Risks and uncertainties that could occasions actual performance or events to disagree materially from the forward-looking statements made herein and in other TELUS filings include, but are not limited to, the following:

  • Competition including: their competence to continue to retain customers through an enhanced customer service experience, including through the deployment and operation of evolving wireless and wireline network; the competence of industry competitors to successfully combine a blend of high-speed Internet access (HSIA) and, in some cases, wireless services under one bundled and/or discounted monthly rate, along with their existing broadcast or satellite-based TV services; the success of unique products, unique services and supporting systems, such as home automation security, and Internet of Things (IoT) services for Internet-connected devices; continued fierce rivalry across full services among wireless and wireline telecommunications companies, cable-TV providers, other communications companies and over-the-top (OTT) services, which, among other things, places pressures on current and future incurious billing per subscriber unit per month (ABPU) (as described in Section 5 Discussion of operations), incurious revenue per subscriber unit per month (ARPU), cost of acquisition, cost of retention and churn rate for full services, as execute customer usage patterns, flat-rate pricing trends for voice and data, inclusive rate plans for voice and data and availability of Wi-Fi networks for data; mergers and acquisitions of industry competitors; pressures on high-speed Internet and TV ARPU and churn rate resulting from market conditions, government actions and customer usage patterns; residential and trade network access line (NAL) losses; subscriber additions and retention volumes, and associated costs for wireless, TV and high-speed Internet services; their competence to obtain and present content on a timely basis across multiple devices on wireless and TV platforms at a reasonable cost; their competence to compete successfully in customer care and trade services (CCBS) contracting given their competitors’ brand recognition, consolidation and strategic alliances as well as technology progress and their ongoing competence to provide a service taste that meets or exceeds customer expectations and, in their TELUS Health business, their competence to compete with other providers of electronic medical records and pharmacy management products, systems integrators and health service providers including those that own a vertically integrated blend of health services delivery, IT solutions, and related services, and global providers that could achieve expanded Canadian footprints. 
  • Technological substitution including: reduced utilization and increased commoditization of traditional wireline voice local and long distance services from impacts of OTT applications and wireless substitution, a declining overall market for paid TV services, including as a result of content piracy and signal theft and as a result of a tower in OTT direct to consumer video offerings and virtual multichannel video programming distribution platforms; the increasing number of households that possess only wireless and/or Internet-based telephone services; potential wireless ABPU and ARPU declines as a result of, among other factors, substitution to messaging and OTT applications; substitution to increasingly available Wi-Fi services; and disruptive technologies such as OTT IP services, including Network as a Service in the trade market, that may displace or re-rate their existing data services. 
  • Technology including: subscriber claim for data that may challenge network and spectrum capacity levels in the future and may be accompanied by increases in delivery cost; their reliance on information technology and their exigency to streamline their legacy systems; technology options, evolution paths and roll-out plans for video distribution platforms and telecommunications network technologies (including broadband initiatives, such as fibre to the premises (FTTP), wireless small-cell deployment, 5G wireless and availability of resources and competence to build out adequate broadband capacity); their reliance on wireless network access agreements, which possess facilitated their deployment of wireless technologies; election of suppliers and those suppliers’ competence to maintain and service their product lines, which could strike the success of upgrades to, and evolution of, technology that they offer; supplier limitations and concentration and market power for network equipment, TELUS TV® and wireless handsets; the performance of wireless technology; their expected long-term exigency to acquire additional spectrum capacity through future spectrum auctions and from third parties to address increasing claim for data; deployment and operation of unique wireline broadband network technologies at a reasonable cost and availability and success of unique products and services to be rolled out using such network technologies; network reliability and change management; self-learning tools and automation that may change the pass they interact with customers; and uncertainties around their strategy to supplant unavoidable legacy wireline network technologies, systems and services to reduce operating costs. 
  • Regulatory decisions and developments including the potential of government intervention to further multiply wireless competition; the potential for regulatory intervention further to the CRTC’s ongoing proceeding with respect to lower-cost data-only plans; future spectrum auctions and spectrum policy determinations, including the amount of spectrum TELUS is able to acquire and its cost under the Technical, Policy and Licensing Framework for Spectrum in the 600 MHz Band, as well as cost and availability of spectrum in the 3500 MHz and mmWave bands; restrictions on the purchase, sale and transfer of spectrum licences; Innovation, Science and Economic progress Canada (ISED’s) consideration to renew TELUS’ AWS-1 and PCS-G spectrum licences that are set to expire in late 2018 and early 2019; the impact of the CRTC’s wireline wholesale services review, with a review of rates and configurations for wholesale access currently in progress for TELUS; changes to the cost affliction associated with CRTC-mandated network interconnections; disputes with unavoidable municipalities regarding rights-of-way bylaws, and other potential threats to unitary federal regulatory authority over telecommunications, including provincial wireless and consumer protection legislation; the Competition Bureau’s market study on competition in broadband services; the CRTC’s forthcoming report on the retail practices of Canada’s big telecommunications carriers, as directed by the Governor in Council; the CRTC’s phase-out of the local service subsidy regime and corresponding establishment of a broadband funding regime to champion the enhancement of high-speed Internet services focusing on underserved areas in Canada; the CRTC’s review of the charge cap and local forbearance regimes; the CRTC’s implementation of unique initiatives discussed in its May 2018 report “Harnessing Change: The Future of Programming Distribution in Canada”; plumb integration in the broadcasting industry resulting in competitors owning broadcast content services, and timely and efficient enforcement of related regulatory safeguards; the review of the Copyright Act, which began in early 2018; the federal government’s review of the Broadcasting Act, Telecommunications Act and Radiocommunication Act as announced on June 5, 2018; the pending ratification and implementation of the United States Mexico Canada Agreement; restrictions on non-Canadian ownership and control of TELUS Common Shares and the ongoing monitoring and compliance with such restrictions; and their competence to comply with intricate and changing regulation of the healthcare and medical devices industry in the provinces of Canada in which they operate, including as an operator of health clinics. 
  • Capital expenditure levels and potential outlays for spectrum licences in spectrum auctions or from third parties, due to: their broadband initiatives, including connecting more homes and businesses directly to fibre; their ongoing deployment of newer wireless technologies, including wireless small cells to help coverage and capacity and prepare for a more efficient and timely evolution to 5G wireless services; utilizing acquired spectrum; investments in network resiliency and reliability; subscriber claim for data; evolving systems and trade processes; implementing efficiency initiatives; supporting big intricate deals; and future wireless spectrum auctions held by ISED including the 600 MHz spectrum auction scheduled to hold condition in March 2019 which will result in increased expenditures. Their capital expenditure levels could be impacted if they execute not achieve their targeted operational and financial results. 
  • Human resource matters including: recruitment, retention and appropriate training in a highly competitive industry, and the even of employee engagement. 
  • Operational performance and trade combination risks including: their reliance on legacy systems and competence to implement and champion unique products and services and trade operations in a timely manner; their competence to implement efficient change management for system replacements and upgrades, process redesigns and trade integrations (such as their competence to successfully integrate acquisitions, complete divestitures or establish partnerships in a timely manner, and realize expected strategic benefits, including those following compliance with any regulatory orders); their competence to identify and manage unique risks inherent to unique service offerings that they may provide, including as a result of acquisitions, which could result in damage to their brand, their trade in the apposite area or as a whole, additional exposure to litigation or regulatory proceedings; the implementation of intricate big enterprise deals that may be adversely impacted by available resources; system limitations and degree of co-operation from other service providers; their competence to successfully manage operations in foreign jurisdictions, including managing risks such as currency fluctuations; and existent estate joint venture re-development risks. 
  • Business continuity events including: their competence to maintain customer service and operate their networks in the event of human oversight or human-caused threats, such as cyberattacks and outfit failures that could occasions various degrees of network outages; supply chain disruptions, delays and economics including as a result of government restrictions or trade actions; natural cataclysm threats; epidemics; pandemics; political instability in unavoidable international locations; information security and privacy breaches, including data loss or theft of data; intentional threats to their infrastructure and trade operations; and the completeness and effectiveness of trade continuity and cataclysm recovery plans and responses. 
  • Ability to successfully implement cost reduction initiatives and realize planned savings, net of restructuring and other costs, without losing customer service focus or negatively affecting trade operations. Examples of these initiatives are: their operating efficiency and effectiveness program to drive improvements in financial results, including the future benefits of the 2016 immediately vesting transformative compensation initiative; trade integrations; trade product simplification; trade process outsourcing; offshoring and reorganizations, including any full-time equivalent (FTE) employee reduction programs; procurement initiatives; and existent estate rationalization. Additional revenue and cost efficiency and effectiveness initiatives will continue to be assessed and implemented. 
  • Financing and debt requirements including: their competence to carry out financing activities, and their competence to maintain investment grade credit ratings in the sweep of BBB+ or the equivalent. 
  • Ability to sustain their dividend growth program through 2019. This program may be affected by factors such as the competitive environment, economic performance in Canada, their earnings and free cash flow, their levels of capital expenditures and spectrum licence purchases, acquisitions, the management of their capital structure, and regulatory decisions and developments. Quarterly dividend decisions are subject to assessment and determination by their Board of Directors (Board) based on the Company’s financial position and outlook. Shares may be purchased under their simple course issuer bid (NCIB) when and if they deem it opportunistic, based on the Company’s financial position and outlook, and the market charge of TELUS shares. There can be no assurance that their dividend growth program or any NCIB will be maintained, not changed and/or completed through 2019. 
  • Taxation matters including: interpretation of intricate domestic and foreign tax laws by the tax authorities that may disagree from their interpretations; the timing and character of income and deductions, such as tax depreciation and operating expenses; tax credits or other attributes; changes in tax laws, including tax rates; tax expenses being materially different than anticipated, including the taxability of income and deductibility of tax attributes; elimination of income tax deferrals through the consume of different tax year-ends for operating partnerships and corporate partners; and changes to the interpretation of tax laws, including as a result of changes to applicable accounting standards or tax authorities adopting more aggressive auditing practices, tax reassessments or adverse court decisions impacting the tax payable by us. 
  • Litigation and legal matters including: their competence to successfully respond to investigations and regulatory proceedings; their competence to shield against existing and potential claims and lawsuits, including intellectual property infringement claims and class actions based on consumer claims, data, privacy or security breaches and secondary market liability; and the complexity of legal compliance in domestic and foreign jurisdictions, including compliance with competition, anti-bribery and foreign vitiate practices laws. 
  • Health, safety and the environment including: lost employee travail time resulting from illness or injury, public concerns related to radio frequency emissions, environmental issues affecting their trade including climate change, consume and consume recycling, risks relating to fuel systems on their properties, and changing government and public expectations regarding environmental matters and their responses. 
  • Economic growth and fluctuations including: the condition of the economy in Canada, which may be influenced by economic and other developments outside of Canada, including potential outcomes of yet unknown policies and actions of foreign governments; future interest rates; inflation; unemployment levels; effects of fluctuating oil prices; effects of low trade spending (such as reducing investments and cost structure); pension investment returns, funding and discount rates; and Canadian dollar: U.S. dollar exchange rates.
  • These risks are described in additional detail in Section 9 universal trends, outlook and assumptions, and regulatory developments and proceedings and Section 10 Risks and risk management in their 2017 annual MD&A. Those descriptions are incorporated by reference in this cautionary statement but are not intended to be a complete list of the risks that could strike TELUS.

    Many of these factors are beyond their control or their current expectations or knowledge. Additional risks and uncertainties not currently known to us or that they currently deem to be insubstantial may also possess a material adverse outcome on their financial position, financial performance, cash flows, trade or reputation. Except as otherwise indicated in this document, the forward-looking statements made herein execute not reflect the potential impact of any non-recurring or special items or any mergers, acquisitions, dispositions or other trade combinations or transactions that may be announced or that may occur after the date of this document.

    Readers are cautioned not to condition undue reliance on forward-looking statements. Forward-looking statements in this document report their expectations and are based on their assumptions as at the date of this document and are subject to change after this date. Except as required by law, they disclaim any intention or responsibility to update or revise any forward-looking statements. The forward-looking statements in this intelligence release are presented for the purpose of assisting their investors and others in understanding unavoidable key elements of their expected 2018 and 2019 financial results as well as their objectives, strategic priorities and trade outlook. Such information may not be appropriate for other purposes.

    This cautionary statement qualifies full of the forward-looking statements in this document.

    Non-GAAP and other financial measuresWe possess issued guidance on and report unavoidable non-GAAP measures that are used to evaluate the performance of TELUS, as well as to determine compliance with debt covenants and to manage their capital structure. As non-GAAP measures generally execute not possess a standardized meaning, they may not be comparable to similar measures presented by other issuers. Securities regulations require such measures to be clearly defined, qualified and reconciled with their nearest GAAP measure.

    Adjusted Net income and adjusted basic earnings per share: These measures are used to evaluate performance at a consolidated even and exclude items that may obscure the underlying trends in trade performance. These measures should not be considered alternatives to Net income and basic earnings per share in measuring TELUS’ performance. Items that may, in management’s view, obscure the underlying trends in trade performance comprehend significant gains or losses associated with existent estate redevelopment partnerships, gains on the exchange of wireless spectrum licences, restructuring and other costs, long-term debt prepayment premiums (when applicable), income tax-related adjustments and asset retirements related to restructuring activities.

    Reconciliation of adjusted Net income

    C$ and in millions       Three months ended      September 30   Dollar     2018   2017   change    Net income attributable to Common Shares 443   403   40   Add back (deduct):       Restructuring and other costs, after income taxes1 130   16   114   Favourable income tax-related adjustments (3 ) (2 ) (1 ) Non-recurring gains and equity income related to existent estate joint ventures, after income taxes2 (150 ) —   (150 ) Long-term debt prepayment premium, after income taxes 25   —   25   Adjusted Net income 445   417   28  

           

  • Includes their third quarter of 2018 donation to the TELUS Friendly Future Foundation of $90 million after income taxes.
  • Includes equity income arising from the third quarter of 2018 sale of TELUS Garden of $150 million after income taxes.
  • Reconciliation of adjusted basic EPS

    C$, per share amounts       Three months ended     September 30   Dollar     2018   2017   change   Basic EPS 0.74   0.68   0.06   Add back (deduct):       Restructuring and other costs, after income taxes, per share1 0.22   0.03   0.19   Favourable income tax-related adjustments, per share (0.01 ) (0.01 ) —   Non-recurring gains and equity income related to existent estate joint ventures, after income taxes, per share2 (0.25 ) —   (0.25 ) Long-term debt prepayment premium, after income taxes, per share 0.04   —   0.04   Adjusted basic EPS 0.74   0.70   0.04  
  • Includes their third quarter of 2018 donation to the TELUS Friendly Future Foundation of $0.15 per share after income taxes.
  • Includes equity income arising from the third quarter of 2018 sale of TELUS Garden of $0.25 per share after income taxes.
  • EBITDA (earnings before interest, income taxes, depreciation and amortization): They possess issued guidance on and report EBITDA because it is a key measure used to evaluate performance at a consolidated level. EBITDA is commonly reported and widely used by investors and lending institutions as an indicator of a company’s operating performance and competence to incur and service debt, and as a valuation metric. EBITDA should not be considered an alternative to Net income in measuring TELUS’ performance, nor should it be used as an exclusive measure of cash flow. EBITDA as calculated by TELUS is equivalent to Operating revenues less the total of Goods and services purchased expense and Employee benefits expense.

    We also reckon Adjusted EBITDA to exclude items of an unusual nature that execute not reflect their ongoing operations and should not, in their opinion, be considered in a valuation metric, or should not be included in an assessment of their competence to service or incur debt.

    Reconciliation of Adjusted EBITDA

    C$ and in millions     Three months ended    September 30   2018   2017 Net income 447   406 Financing costs 196   149 Income taxes 134   142 Depreciation 419   410 Amortization of intangible assets 153   137 EBITDA 1,349   1,244 Add back restructuring and other costs included in EBITDA 173   23 Deduct gains and equity income related to existent estate joint ventures (171 ) — Adjusted EBITDA 1,351   1,267

    Free cash flow: They report this measure as a supplementary indicator of their operating performance. It should not be considered an alternative to the measures in the Consolidated statements of cash flows. Free cash flux excludes unavoidable working capital changes (such as trade receivables and trade payables), proceeds from divested assets and other sources and uses of cash, as found in the Consolidated statements of cash flows. It provides an indication of how much cash generated by operations is available after capital expenditures (excluding purchases of spectrum licences) that may be used to, among other things, pay dividends, repay debt, purchase shares or build other investments. Free cash flux may be supplemented from time to time by proceeds from divested assets or financing activities.

    Calculation of free cash flow

    C$ and in millions          Three months ended         September 30     2018   2017    EBITDA 1,349   1,244    Deduct non-cash gains from the sale of property, plant and equipment (3 ) (2 )  Restructuring and other costs, net of disbursements 42   (19 )  Deduct non-recurring gains and equity income related to existent estate joint ventures (171 ) —    Donation to TELUS Friendly Future Foundation in TELUS Common Shares 100      Effects of compress asset, acquisition and fulfilment (56 ) (47 )  Items from the condensed interim consolidated statements of cash flows:     Share-based compensation, net 34   22   Net employee defined benefit plans expense 24   20   Employer contributions to employee defined benefit plans (9 ) (17 ) Interest paid (198 ) (146 ) Interest received 2   1    Capital expenditures (excluding spectrum licences) (762 ) (821 )  Free cash flux before income taxes 352   235    Income taxes paid, net of refunds (49 ) (20 )  Free cash flow 303   215  

    Our mode of calculating Free cash flux has been revised to reflect the discretionary nature of the donation to the TELUS Friendly Future Foundation that fundamentally transformed their operating model in respect of philanthropic giving.

    About TELUSTELUS (TSX: T, NYSE: TU) is one of Canada’s largest telecommunications companies, with $14.1 billion of annual revenue and 13.3 million subscriber connections, including 9.2 million wireless subscribers, 1.8 million high-speed Internet subscribers, 1.3 million residential network access lines and 1.1 million TELUS TV customers. TELUS provides a wide sweep of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment, video and home and trade security. TELUS is also Canada's largest healthcare IT provider, and TELUS International delivers trade process solutions around the globe.

    In champion of their philosophy to give where they live, TELUS, their team members and retirees possess contributed over $650 million to charitable and not-for-profit organizations and volunteered more than 1.21 million days of service to local communities since 2000. Created in 2005 by President and CEO Darren Entwistle, TELUS’ 13 Canadian community boards and five International boards possess led the Company’s champion of grassroots charities and possess contributed $72 million in champion of 7,000 local charitable projects, enriching the lives of more than 2 million children and youth, annually. TELUS was honoured to be named the most outstanding philanthropic corporation globally for 2010 by the Association of Fundraising Professionals, becoming the first Canadian company to receive this prestigious international recognition.

    For more information about TELUS, please visit telus.com.



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