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Introduction |
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President & CEO's Letter
page number: 1 2 3 4 5
Since joining Team TELUS less than a year ago, I have had the honour of working with a tremendously talented group of people and being part of a dynamic, future-focused organization. This has been a year of tremendous change. We have repositioned the Company to capitalize on the growth markets of data, IP and wireless. To do that, we completed the largest telecommunications acquisition in Canadian history; we restructured the Company in three months; and we listed on the New York Stock Exchange. While working hard on all of these initiatives, we exceeded our financial targets for 2000.
Our revenues in 2000 of $6.4 billion increased 10 per cent, as we completed two acquisitions - Clearnet and QuébecTel. EBITDA of $2.5 billion rose six per cent from strong revenue growth and cost containment in our voice and data business partially offset by higher costs for national expansion and a digital wireless migration program. Furthermore, we are now raising the bar to significantly higher targets for 2001.
When I spoke with investors the day after I joined the Company, I promised we would put together a five-part plan to catapult TELUS to a leadership position in the Canadian market. In this letter, I will set out the components of that plan:
Change is at the heart of who we are at TELUS and what we do for our customers. We are exploiting new technologies to benefit our clients. We are building strategic relationships with our customers, our suppliers and our partners. We are helping people communicate more effectively and we are keeping businesses growing.
page number: 1 2 3 4 5
Since joining Team TELUS less than a year ago, I have had the honour of working with a tremendously talented group of people and being part of a dynamic, future-focused organization. This has been a year of tremendous change. We have repositioned the Company to capitalize on the growth markets of data, IP and wireless. To do that, we completed the largest telecommunications acquisition in Canadian history; we restructured the Company in three months; and we listed on the New York Stock Exchange. While working hard on all of these initiatives, we exceeded our financial targets for 2000.
Our revenues in 2000 of $6.4 billion increased 10 per cent, as we completed two acquisitions - Clearnet and QuébecTel. EBITDA of $2.5 billion rose six per cent from strong revenue growth and cost containment in our voice and data business partially offset by higher costs for national expansion and a digital wireless migration program. Furthermore, we are now raising the bar to significantly higher targets for 2001.
When I spoke with investors the day after I joined the Company, I promised we would put together a five-part plan to catapult TELUS to a leadership position in the Canadian market. In this letter, I will set out the components of that plan:
- our strategy for high growth;
- our culture for competitive advantage;
- our customer-centric structure;
- our people who will lead the way; and
- our challenges and priorities that will provide the Company with much-needed focus for 2001.
Change is at the heart of who we are at TELUS and what we do for our customers. We are exploiting new technologies to benefit our clients. We are building strategic relationships with our customers, our suppliers and our partners. We are helping people communicate more effectively and we are keeping businesses growing.
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