In this 30-minute deep dive, attendees will learn how a culture of collaboration helped TELUS transform how we supported customers, employees and drove business outcomes. Instead of positioning collaborative technology as the solution, TELUS worked to change the culture by introducing the behaviors and leadership model needed to truly become an organization that shared information and expertise across the enterprise. Regardless of location (TELUS has 44K employees in 8 countries), role or tenure, TELUS team members were expected to demonstrate spirited team work. The deployment of collaborative technologies helped support the evolution from a closed, hierarchical model to a open, transparent culture where employees were empowered to help their peers and customers, develop their own career and The results speak volumes – employee engagement went from 53%-87%, customer likelihood to recommend jumped 20% and share price more than doubled since 2010.

1. HOW TELUS USED COLLABORATION TO
CHANGE OUR CULTURE AND DRIVE BUSINESS
RESULTS
BRYAN ACKER | @bryan_acker
Culture Change Ambassador | TELUS Transformation Office
Culture is your competitive advantage

2. Page 2
TELUS is a complex organization
44,000 employees Multiple countries
Unionized work
force
More than a
telecom
Flexible work styles Diverse age ranges
$12+ billion Vast product lines
13.7m+ customer
connections

3. Page 3
Why did we need to change?
 Flat customer sat results
 Frustrating career development process
 Command and control model
 Employees felt they weren’t being heard

4. 53 58 54 57
0
20
40
60
80
100
2007 2008 2009 2010
TELUS Employee Engagement
“Say, Stay, Strive”
How did we really know things we’re bad?

5. HOW DID WE CHANGE?
Culture is your competitive advantage

6. 6TELUS Confidential Customer Experience I Leadership SummitCustomer Experience • Page 6
Started with team members and then focused on “YOU”
Continuing to
foster our
internal
culture for
sustained
competitive
advantage
Putting
Customers
First to provide
focus and
direction for
each role
Putting customers first
became our #1 strategic
priority in 2008

7. Page 7
We focused on people and culture
Learning
Leadership
Collaboration
Community
Recognition
Pervasive learning model
TELUS Leadership Philosophy
Habitat Social and enterprise tools
We give where we live®
Many options for diverse groups
Transformational drivers

8. Page 8
Concerns
Collaboration strategy
 Employees don’t understand why collaboration is important
 No easy mapping for improvement
 Subject matter expertise cannot be shared easily
 Employees don’t develop the behavioural collaborative practices
needed to fully adopt a new technology
How could this impact our business?
 Employees only understand how to use collaborative tools to perform specific tasks;
organization won’t develop a culture of collaboration
 Missed opportunity to develop informal coaching, mentoring and development
communities
 Without explaining the “why” behind using technology, employee adoption & usage
at risk

9. Page 9
Structure must enable purposeful collaboration
collaboration• Must be meaningful to multiple teams and groups
– Searchable using multiple contexts
– Scale to support various business lines & locations
– Short learning curve
Not all teams and business units are created equal.
Our
Needs
The
Result
Multiple
Learning
Paths
Job Families Role
Values
Attributes
Work Styles
Diversity &
Inclusiveness
Safety
Technical
Certifications

10. Page 10
What’s in it for me?
Users need to understand not only why am I learning
this but how can it help me do my job?

11. FROM THEORY TO
EVERYDAY ACTION
Culture is your competitive advantage

12. Page 12
Role model best practices and show the business what is possible
Customers First Group
Enterprise Business
Service 2.0 Group

14. 2
Live Webcast Live micro-blogging Habitat Videos

15. Page 15
Senior leader buy-in and regular visibility
Are senior leaders role modeling the new collaborative behaviours?
VLOGS BLOGSMicroblogs
SVP & President TELUS Retail LtdSVP Consumer MarketingRewarding early adopters with
breaking news

16. Page 16
We are NOW open to new ways of learning

17. 17TELUS Confidential Customer Experience I Leadership Summit
TELUS Collaboration House

18. 18TELUS Confidential Customer Experience I Leadership Summit
Customers Quest

19. Page 19
Gamification of leadership development
TELUS Ignite Speed Skating

20. 20TELUS Confidential Customer Experience I Leadership Summit
200+ unique leadership conversations Strong focus on employee engagement
Addressing both technical and behavioural skillsTELUS Ignite Speed Skating

21. REAL CHANGE
REAL RESULTS
Culture is your competitive advantage

22. 22TELUS Confidential Customer Experience I Leadership Summit
53 58 54 57
70
80 83 85 87
0
20
40
60
80
100
2007 2008 2009 2010 2011 2012 2013 2014 2015
TELUS Employee Engagement
“Say, Stay, Strive”
“the TELUS employee engagement score
is #1 globally amongst organizations of
similar size and composition”
-AON Hewitt
Industry leading engagement results

23. Page 23
Happy customers
Lowest number of complaints when compared to other national
wireless carriers in Canada.

24. Page 24
Curriculum Vitae Submissions
116 022
164 505
201 597
251 000
283 557
301 140
322 570
0
50 000
100 000
150 000
200 000
250 000
300 000
350 000
2009 2010 2011 2012 2013 2014 2015

25. Page 25
Absenteeism is on the way down
Average Canadian rates TELUS
Year
Average all full-time
employees
For organizations
with >500 employees
For unionized
organizations
absenteeism per
full-time employee
2015 7.5 9.1 11.1 6.1
2014 7.4 9.0 11.3 6.2
2013 7.4 9.3 10.9 6.5
2012 7.7 8.9 11.0 6.8
2011 7.6 9.2 11.4 7.3
Reduction of ~ 100,000 days/year 7.9

26. Page 26
Global Leadership in Shareholder Return
Year TELUS’ world ranking vs.
incumbent telcos
% points ahead
of no. 2 peer
2010 #1 +18
2011 #1 +33
2012 #1 +64
2013 #1 +83
2014 #1 +43
2015 #1 +82
Since 2000, total shareholder return is 338%

27. Questions?

28. Visit
www.telustransformationoffice.com
Contact
TTO@TELUS.COM