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ES0-005 RES Automation Manager 2011 Basic

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

Test Code : ES0-005
Test cognomen : RES Automation Manager 2011 Basic
Vendor cognomen : RES
: 60 true 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 true 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 halt clients. The RES utility cell app raises the attain of this answer, bringing it to halt users on the go.

RES carrier Orchestration enables IT to employ commerce guidelines to automate their service nascence needs and offer 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 halt clients can leverage to select necessary features. once accredited by passage of a manager, the features will instantly exist grew to become on, casting off IT dependency and saving helpful time.
  • Programming the device to admire when a user joins a branch. every bit of vital features might exist enabled to enable computerized, uninterrupted access to the tackle clients deserve to carry out their travail conveniently.
  • With the provider Orchestration customer cell utility, halt clients beget 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 employ his cell to certify the request. as soon as the request is authorised, carrier Orchestration will exploit the birth of the software the employ of the company’s nascence infrastructure. conclusion users may beget replete 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 tackle as a depended on token, heading off the should log on. extra approvals may moreover exist 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 beget in any other case been spent coordinating with the conclusion person and their manager and getting individual functions competent to exist used. These substances can moreover exist refocused on extra strategic commerce 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 crop back the time IT spends handling carrier birth to halt clients, a criterion project. With the unique cellular app, they are additional extending this offering to empower halt 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 advocate for any carrier, including functions, printers, facts and person debts; guaranteeing conclusion clients beget replete 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 exist 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 whole details on the rebrand initiative gladden 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 miniature to medium-sized organizations to world corporations, to crop 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 true 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 pick dealer-issued press releases about unique or upgraded products and features. they beget edited and/or condensed this liberate to spotlight key facets but fabricate 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 every bit of 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 acknowledge additionally now integrates with provider Orchestration technology, piece 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 passage 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 replete 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 exist save in by passage of precise organizations of clients, and is moreover capable of centrally validate them before they're save in.

    Context-mindful web website protection: Workspace supervisor 2011 enables IT to dynamically permit or contradict 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 possible for IT managers to create reusable "runbooks" which can exist 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 license to them. clients can then arouse 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 divide modules:

  • Composition and Personalization: gives context-mindful and centrally managed workspaces for clients that hold every bit of the preempt applications, records, printing, and personal settings that are essential for his or her success. IT authorities can fashion any alterations and preview their influence from a solitary crucial console before altering a user's workspace.
  • superior Administration: Improves the means to manage an infrastructure with clear logs of changes, latest reputation reporting, and license usage facts from every bit of clients. This module moreover 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 commerce suggestions and compliance. pile upon the used modules, enabling safety prevents clients from unauthorized actions such as executing discrete applications and using detachable disks. it could possibly add or remove these restrictions in line with a person's region or context.
  • For greater information, talk over with www.ressoftware.com.


    5 IT technologies a ample passage to exchange the world within the next 5 Years | killexams.com true Questions and Pass4sure dumps

    For actual technology aficionados issues definitely can't movement ahead snappy sufficient. we'd fondness to behold the coming year pleasing the entire promises of the latest digital revolution. They want the expertise to mitigate us, recommend us, drive us round, spoil 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 win time. besides the fact that children subsequent year, fondness final year, will bring on a lot of exchange and innovation, it should exist would becould very well exist greater enjoyable to win a ogle at how technologies which are nonetheless of their infancy nowadays, will trade their world past consciousness in the coming 5 years.

    1. The halt 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 exist nothing more than a piece of iOS. Now, 5 years later, it seems that he can exist right: the individual app as they are aware of it is ready to vanish. And it’s about time, too. as a result of why may noiseless they should open a divide app for every tiny characteristic? Why now not let their digital helper cope with every thing, from hotel bookings to the fastest routes to their locations, from their calendars to their custom tidings feed? instead of the “dumb” isolated apps, they now behold the emergence of virtual assistants that unite the features of every bit of the diverse apps on their telephones, computers and capsules in a solitary user interface. thanks to the economy of APIs, it’s commonly a exist counted of linking every bit of of it collectively and sitting returned. inside five years, the science fiction movie Her will probably exist science fiction no more.

    2. the upward thrust of cyberspace

    at present, it’s noiseless puny more than a gimmick for women and boys with toys, however that circumstance will change unexpectedly. Augmented fact, mixed veracity and digital veracity can beget become an distinguished piece of the world inside just a few years’ time, and this revolution is already happening. The technique has approach as far as to fabricate definitely astonishing consequences viable, and engines of games and application structures now beget 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 exist lengthy before they start the employ of company applications. because why would they nevertheless creep to conferences if they will meet on a virtual seashore in digital Hawaii? Or on precise of the Himalayas, with a are alive video feed around us? the leisure is more desirable than their tedious meeting rooms, with their modular ceilings and their impertubable fluorescent lights. sociable media will additionally journey a transformation and should present an immersive consumer experience. It’s no coincidence that businesses fondness fb fabricate investments so closely in digital-fact technology.

    It might every bit of noiseless ogle distant, and the expertise remains reasonably 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 cognomen 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 fabricate AI available to the hundreds. builders can employ this device kit to boost smarter applications that may exist taught from their interactions with people and different computer systems. suppose functions that fully win into account human speech or protection software that works on the groundwork of facial recognition. Or the aforementioned virtual helper to your mobile, with which that you would exist able to beget 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 ogle more and more applications of ersatz intelligence within the company world. Many agencies and sectors already employ it to a enhanced or lesser extent. confidence the chat-bot functions that banks employ to reply consumer inquiries. Or IBM’s Watson for Oncology, which advises docs when identifying treatments and learns from statistics collected by passage of the doctors themselves. as the vigour of computers grows, the expertise will increasingly nest in every piece of their groups. it'll lead to extensive automation of enterprise processes, it's going to advocate us fabricate informed company decisions and it will release time that’s at the moment consumed through every bit of 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 fabricate 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 ingredient noiseless needs attention was confirmed eventual month, when a vast a piece of the information superhighway within the eastern u.s. become shut down by using a DDoS assault 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 passage of 2020 there might exist 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. consider the Rolls Royce plane engines, which continuously route real-time records to the brand to foretell complications and cease mess ups. Or the John Deere tractors that inform farmers about what vegetation they may noiseless plant, when and where they exigency to plow, and what is the most excellent route for plowing. every bit of because of the addition of sensors and facts connectivity.

    And additionally their workplaces will creep 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 ingenious statistics hub that may enhance productivity, crop the operating costs of structures and supply own environments for employees. briefly, the IoT will exchange every puny thing, and agencies should exist aware 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 puny thing, and the records they compile with their related automobiles, fridges, telephones, sensors, wearables and computers may moreover exist 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 behold 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. birthright here they behold the IoT intersecting with digital intelligence: the imminent Tesla models will crop back Autopilot’s role and fabricate the software “shadow power” alongside the motive force. Tesla will then anatomize what Autopilot would beget done more desirable than the driver and through which instances it would beget made blunders. the employ 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 fabricate the distinctions fade even additional. sooner or later, the intelligence in their instruments will exist omnipresent and entirely privy to its ambiance. This skill will outcome in applications that they can't even imagine now, in every bit of sectors, from transportation to fitness features, from places of travail to factories. supply it an additional 5 years.

    The commerce Revolution

    Whoever nevertheless thinks that this plucky unique world should exist restrained to consumer products will puss some most distinguished surprises in the coming years. every bit of these improvements will locate their means into the office, just as tablets, cell phones and app stores did every bit of the passage through the consumerization of IT. if you don’t prepare now, then in 5 years you may exist helplessly standing on the sidelines. You exigency to exist capable of foretell what americans want, you ought to exist capable of foretell what they're going to carry to the office and moreover you should save in constrain the preempt safety measures. in case you fail in any of those regards, you’ll exist unable to accumulate the most fulfilling employees and moreover you received’t stand a desultory in opposition t the competition that did fabricate the fundamental preparations. You’ll even beget a difficult time preserving your IT secure.

    groups that 10 years ago concept the cellular phone wouldn’t affect their company IT are now attempting to contend with the BYOD revolution. organizations that now harmonize 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, fashion 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. birthright through his tenure, RES has offered millions of licenses international. Bob holds several patents for the solutions he has developed on the commerce and has worked with the RES R&D crew to file numerous others.

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


    ES0-005 RES Automation Manager 2011 Basic

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    Killexams.com ES0-005 Dumps and true Questions

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

    Test Code : ES0-005
    Test cognomen : RES Automation Manager 2011 Basic
    Vendor cognomen : RES
    : 60 true Questions

    So smooth preparation of ES0-005 exam with this question bank.
    Killexams.Com helped me to score 96 percent in ES0-005 certification consequently i beget entire religion on the goods of killexams. My first advent with this website grow to exist 12 months ago thru actually considered one of my buddy. I had made amusing of him for the usage of ES0-005 exam engine however he guess with me approximately his maximum grades. It became proper due to the fact he had scored ninety one percentage I only scored 40 percentage. Im cheerful that my pal gained the wager due to the reality now i beget entire accept as actual with on this website and may approach yet again for repeated instances.


    exceptional to pay attention that actual test questions modern ES0-005 exam are furnished birthright here.
    A few ample men cant bring an alteration to the worlds passage but they can only flaunt you whether you beget been the only guy who knew how to carry out this and I want to exist known in this world and fabricate my own label and I beget been so lame my whole passage but I know now that I wanted to accumulate a pass in my ES0-005 and this could fabricate me illustrious 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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    Five IT Technologies That Will Change the World in the Next Five Years | killexams.com true questions and Pass4sure dumps

    For actual technology aficionados things obviously cannot creep forward snappy enough. They would fondness to behold the coming year fulfilling every bit of the promises of the latest digital revolution. They want the technology to mitigate us, recommend us, drive us around, spoil and protect us. They want their environment and their appliances to speculate with us, advocate their calendars, book their holidays and win confidence of their daily routine. But even digital revolutions win time. Although next year, fondness eventual year, will bring about a lot of change and innovation, it might exist more sharp to win a ogle at how technologies that are noiseless in their infancy today, will change their world beyond recognition in the coming five years.

    1. The halt 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 exist nothing more than a piece of iOS. Now, five years later, it seems that he will exist right: the individual app as they know it is about to disappear. And it’s about time, too. Because why should they beget to open a divide app for every tiny function? Why not let their virtual helper win confidence of everything, from hotel bookings to the fastest routes to their destinations, from their calendars to their custom tidings feed? Instead of the “dumb” isolated apps, they now behold the emergence of virtual assistants that unite the functions of every bit of the different apps on their phones, computers and tablets in a solitary user interface. Thanks to the economy of APIs, it’s mostly a matter of linking it every bit of together and sitting back. Within five years, the science fiction film Her will probably exist science fiction no more.

    2. The ascend of Cyberspace

    Currently, it’s noiseless puny more than a gimmick for girls and boys with toys, but that situation will change rapidly. Augmented reality, mixed reality and virtual reality will beget become an essential piece of the world within a few years’ time, and this revolution is already happening. The technique has approach so far as to fabricate really impressive results possible, and engines of games and software platforms now beget 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 exist long before they start using commerce applications. Because why would they noiseless creep 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 tedious meeting rooms, with their modular ceilings and their impertubable fluorescent lights. sociable media will moreover smack a transformation and will offer an immersive user experience. It’s no coincidence that companies fondness Facebook invest so heavily in virtual-reality technology.

    It might every bit of noiseless seem far away, and the technology is noiseless reasonably 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 cognomen 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 fabricate AI available to the masses. Developers can employ this appliance kit to develop smarter applications that can learn from their interactions with humans and other computers. speculate applications that fully understand human speech or security software that works on the basis of facial recognition. Or the aforementioned virtual helper on your phone, with which you can beget a meaningful conversation and which can flaunt what temper you’re in by your facial expression.

    It’s inevitable that they will start to behold more and more applications of ersatz intelligence in the commerce world. Many companies and sectors already employ it to a greater or lesser extent. consider the chat-bot applications that banks employ to acknowledge 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 piece of their organizations. It will lead to extensive automation of commerce processes, it will aid us fabricate informed commerce decisions and it will free up time that’s currently consumed by every bit of kinds of manual, repetitive tasks.

    4. Internet of Things

    We’ve been waiting a while for the Internet of Things for consumers to fabricate 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 noiseless needs attention was proven eventual month, when a large piece of the Internet in the eastern United States was shut down by a DDoS assault 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 exist 20 to 50 billion devices connected to the IoT (depending on which analyst you ask).

    The industrial Internet of Things is already a reality. consider the Rolls Royce aircraft engines, which continuously route real-time data to the manufacturer to foretell problems and forestall 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. every bit of thanks to the addition of sensors and data connectivity.

    And moreover their offices will creep 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 enlarge productivity, crop the operating costs of buildings and provide personal environments for workers. In short, the IoT will change everything, and companies should exist aware 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 exist 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 behold 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 behold the IoT intersecting with virtual intelligence: the forthcoming Tesla models will reduce Autopilot’s role and fabricate the software “shadow drive” alongside the driver. Tesla will then anatomize what Autopilot would beget done better than the driver and in which situations it would beget made mistakes. Using these metrics, it will point to 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 beget not seen before in the automotive world.

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

    The commerce Revolution

    Whoever noiseless thinks that this plucky unique world will exist confined to consumer products will puss some major surprises in the coming years. every bit of these innovations will find their passage 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 exist helplessly standing on the sidelines. You must exist able to foretell what people need, you must exist able to foretell what they will bring to the workplace and you must implement the birthright security measures. If you fail in any of these regards, you’ll exist unable to accumulate the best employees and you won’t stand a desultory against the competition that did fabricate the necessary preparations. You’ll moreover beget a difficult time keeping your IT secure.

    Companies that 10 years ago thought the cell phone wouldn’t affect 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 passage 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 amenable 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 eventual modified: February 10th, 2017 by Bob Janssen


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

    a helicopter flying in the air © Sikorsky

    U.S. Army pilots beget flown in an experimental, optionally-manned Sikorsky S-76B helicopter, albeit in an indirect fashion. The flight test was piece 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 offer 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 piece of Lockheed Martin, conducted this experiment under the Aircrew Labor In-Cockpit Automation System (ALIAS) program on Oct. 17, 2018. The flight, which took residence at Fort Eustis, Virginia, gave the Army personnel an occasion to evaluate the semi-autonomous system on board the modified S-76B, moreover known as the Sikorsky Autonomy Research Aircraft (SARA). Sikorsky’s test pilots had previously been the only ones to cruise the helicopter since testing began in 2013.

    “The understanding this character 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 advocate mission, or whatever they’re there to do,” Dave Braden, the Program Manager for the U.S. Marine Corps’ portion of the Future upright boost (FVL) program, which moreover has a stake in ALIAS, said of the latest test. “Rather than concentrate on affecting controls, they can concentrate on what really needs to exist 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 tackle installed, the helicopter will accomplish set mission plans that aviators can program using a miniature hand-held tablet.

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

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

    DARPA formally began facet 1 of the ALIAS pains in 2014, with Sikorsky and Aurora Flight Sciences, now piece of Boeing, developing their respective autonomous 'co-pilots.' In facet 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 accomplish various semi-autonomous functions.

    In January 2017, DARPA picked Sikorsky lonesome to continue to facet 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 exist immense. The Connecticut-based aviation difficult has moreover demonstrated its Matrix technology on a Cessna C-208 Caravan.

    “The capability that ALIAS provides to the crew member is really fondness a co-pilot,” Dr. Graham Drozeski, the program manager for the project at DARPA, explained. “It can cruise routes, it can contrivance routes, it can execute emergency procedures, and it will carry out every bit of that perfectly.”

    Essentially, pilots will exist able to readily win their hands off the flight controls in order to operate other mission equipment, such as sensors, during a sortie. This, in turn, will aid lessen fatigue, especially during long-duration missions, and reduce the likelihood of mistakes that aviators might otherwise fabricate when they beget to multi-task between monitoring various systems and moreover 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 exist able to instantly react. Linked into the aircraft’s onboard diagnostics system, it may potentially exist able to identify the issue and respond with the best course of action faster than the human operators. This would beget a disruptive impact on the science of what is known as crew resource management, which started as a passage to help communication between members of an aircraft's crew and curtail the time necessary to troubleshoot problems during an emergency.

    “Hovering in adverse winds is a chore that consumes a human pilot’s attention, but automated flight control achieves ‘rock steady’ precision,” Drozeski used as an case in an interview for the official press release about the flight test. “Really, they want the pilot’s eyes and understanding 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 cruise 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 exist able to present the best vectors for an assault or rapidly identify targets. There are already requirements for autonomous operation and pilot-optional flight in the joint-service Future upright boost program and the Army's nearer-term Future assault Reconnaissance Aircraft Competitive Prototype (FARA CP) project, among other present U.S. military aviation efforts.

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

    It may eventually exist able to fabricate many of these decisions every bit of on its own or based on a set of parameters the crew defines beforehand. It moreover leaves open the possibility that ALIAS might fully win the residence 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 win on a host of missions themselves as necessary.

    If an ALIAS-equipped aircraft can accomplish 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 exist able to designate more of their pilots to more require operational needs. ALIAS' skill to allow aviation units to carry out more with less actual personnel would exist invaluable in an era of worrisome and inveterate shortages of aviators.

    The U.S. Army and Marine Corps beget 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 advocate their operations in Afghanistan between 2011 and 2014. Lessons scholarly at Kaman, another Lockheed Martin company now, from the K-MAX's skill 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 exist smooth to integrate this functionality across U.S. military aviation communities with a minimum of effort. The final goal in facet 3 of the ALIAS program is to install the tackle on an Army UH-60M Black Hawk helicopter and link it together with every bit of of that helicopter’s flight control and mission systems, demonstrating how smooth 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 replete integration of ALIAS-type capabilities in it,” Drozeski said. “Not just wiggling the sticks, but every bit of the circuit breakers and switches and radios in the aircraft – they want to integrate every bit of of those.”

    Sikorsky says it is working on putting its Matrix technology into a company UH-60A testbed by the halt of 2018. The modified Army Black Hawk is set to accomplish 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 weigh that it would exist equally useful for civilian commercial aviation applications. Airliners, in particular, beget 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 well-liked S-92 helicopters. DARPA expects the travail on ALIAS to continue into 2020, which could behold demonstrations of improved capabilities or the skill to employ the system on more varied platforms.

    Contact the author: jtrevithickpr@gmail.com


    TELUS reports sturdy results for third quarter 2018 | killexams.com true 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 enlarge since 2011;$1.2 billion returned to shareholders in 2018 through their dividend growth program

    2019 capital expenditures anticipated to exist 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 period a year ago. This growth was driven by higher wireless network and tackle revenues, wireline services revenue growth and higher Other operating income resulting from their participate of the non-recurring equity income related to true 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 tackle margins. This growth was partly offset by incremental employee benefits expense due to recent commerce acquisitions and increased costs to advocate 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 reiterate acknowledgement builds on their outstanding record of achievement with respect to network excellence, having already earned the top spot in every bit of 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 enlarge announced today, on the back of their 41 per cent free cash current growth, reflects the sixteenth enlarge 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 participate since 2004. They ogle forward to updating investors on the progression of this programme at their 2019 annual generic meeting.”

    Doug French, Executive Vice-president and CFO said, “For the third quarter of 2018, TELUS delivered positive operational and financial results, reflecting the energy 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 creep towards the arrival of 5G.”

    Mr. French added, “As they head into the seasonally distinguished 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 advocate their growth strategy. Today they are raising their replete year 2018 assumption for restructuring and other costs, including an additional $50 million targeted towards further streamlining their commerce and enhancing their effectiveness in serving their growing customer base. This additional investment in restructuring, to exist recorded in the fourth quarter of 2018, is expected to deliver annual cost savings of more than $50 million nascence next year. Meanwhile, their net debt to EBITDA leverage ratio continues to improve, putting us in ample position for 2019.”

    In wireless, network revenue increased by 2.2 per cent to $1.5 billion, reflecting continued customer growth and a larger proportion 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 contrivance prices.

    In wireline, their data services revenue increased by 15 per cent to $1.2 billion, reflecting higher customer confidence and commerce services (CCBS) contracting revenues due to growth in commerce volumes including recent commerce 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 commerce acquisitions, revenues from their home and commerce 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 enlarge 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 eventual 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 period a year ago as EBITDA growth was partly offset by higher depreciation and amortization due to growth in their asset basis resulting in piece from commerce acquisitions as well as increased financing costs. The higher financing costs moreover included a long-term debt prepayment premium of $34 million from the early redemption of their $1.0 billion 5.05 per cent succession CG Notes due December 2019. Basic earnings per participate (EPS) of $0.74 rose by 8.8 per cent over the identical period eventual year. Adjusted net income of $445 million increased by 6.7 per cent over the identical period a year ago, while adjusted EPS of $0.74 rose by 5.7 per cent.

    CONSOLIDATED financial HIGHLIGHTS

    C$ millions,except per participate 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 beget 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 true 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 true 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 balance 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 beget any standardized significance 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, behold ‘Non-GAAP and other financial measures’ in this tidings 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 true estate joint ventures. (6)     Adjusted net income and adjusted basic EPS are non-GAAP measures and carry out not beget any standardized significance prescribed by IFRS-IASB. These terms are defined in this tidings 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 true 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, behold ‘Non-GAAP and other financial measures’ in this tidings release or Section 1.3 in the 2018 third quarter Management’s discussion and analysis. (7)     Free cash current is a non-GAAP measure and does not beget any standardized significance prescribed by IFRS-IASB. For further definition and explanation of this measure, behold ‘Non-GAAP and other financial measures’ in this tidings release or Section 11.1 in the 2018 third quarter Management’s discussion and analysis. (8)     The sum of dynamic wireless subscribers, residential network access lines, high-speed Internet access subscribers and TELUS TV subscribers, measured at the halt of the respective periods based on information in billing and other systems. efficacious April 1, 2017, postpaid subscribers, total subscribers and associated operating statistics (gross additions, net additions, just billing per user per month (ABPU), just 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. efficacious April 1, 2018, and on a prospective basis, they beget adjusted cumulative subscriber connections to remove approximately 68,000 TELUS TV subscribers as they beget 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 tackle revenues as well as higher Other operating income resulting from their participate 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 proportion 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 contrivance prices.  
  • Wireless tackle and other service revenue increased by $50 million or 10.8 per cent mainly due to more higher-value smartphones in the raw 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 period eventual year, reflecting a decline in chargeable data usage and competitive pressures on basis rate contrivance pricing, offsetting growth from customers selecting plans with larger data buckets and more higher-value smartphones in the raw 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 attribute 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 period a year ago due to competitive intensity. Prepaid net additions totaled 36,000, reflecting an improvement of 27,000 over the identical period 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 eventual year, reflecting network revenue growth driven by a larger customer basis and an improvement in tackle margins, partly offset by higher administrative costs and increased customer advocate 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 period 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 participate 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 commerce volumes including from commerce acquisitions and recovery of organic growth, and increased Internet and enhanced data service revenues resulting from higher revenue per customer, as well as an enlarge in their high-speed Internet subscriber base. Additionally, increased TELUS Health revenues driven by growth from commerce acquisitions, revenues from their home and commerce security service offerings and increased TELUS TV revenues resulting from subscriber growth moreover 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 require 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 raw 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 eventual 12 months for the period 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 period 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 period 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 advocate systems reliability and operational efficiency and effectiveness. At the halt 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 period a year ago.       
  • TELUS sets introductory 2019 capital expenditure targetCapital expenditures for 2019, excluding the purchase of spectrum licences, is estimated to exist 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 contrivance to continue investing in their advocate 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 participate on the issued and outstanding Common Shares of the Company payable on January 2, 2019 to holders of record at the proximate of commerce on December 11, 2018. This fourth quarter dividend represents an enlarge of $0.04 or 7.9 per cent from the $0.505 quarterly dividend paid on January 2, 2018 and is the sixteenth dividend enlarge 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 true 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 participate of the non-recurring gain at $171 million. Concurrently, they committed to a donation to the TELUS Friendly Future Foundation of $118 million to aid 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 balance committed over a 10-year period. The Foundation will give financial grants to grassroots charities across Canada that exigency aid in directly supporting underserved youth in their communities. Through these grants, the Foundation will advocate 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 succession 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 miniature commerce division, followed by the President of U.S. Consumer Services. She was moreover 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 passage of unique York City. Denise holds an MBA in marketing from the Schulich School of commerce 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 beget 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 beget 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 beget 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 beget returned approximately $16 billion to shareholders through their dividend and participate 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 tidings 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 convoke is scheduled for Thursday, November 8, 2018 at 9:30am ET (6:30am PT) and will feature a presentation followed by a question and acknowledge period with investment analysts. Interested parties can access the webcast at telus.com/investors. An audio recording will exist available on November 8 until December 15, 2018 at 1-855-201-2300. gladden employ reference number 1238355# and access code 77377#. An archive of the webcast will moreover exist available at telus.com/investors and a transcript will exist posted on the website within a few commerce days.

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

    Forward-looking statements comprehend any statements that carry out not refer 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 theme 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 beget been inaccurate and, as a result, their actual results or events may differ materially from their expectations expressed in or implied by the forward-looking statements.

    Our generic outlook and assumptions for 2018 are presented in Section 9 generic 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 generic 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 exist 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 evaluate that economic growth in B.C. will exist 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 exist 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 vehement wireless and wireline competition in both consumer and commerce markets.
  • An enlarge 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, theme on raw loading and customer renewal volumes, competitive intensity and customer preferences.
  • Continued growth in wireline data revenue, resulting from an enlarge in high-speed Internet and TELUS TV subscribers, accelerate upgrades and expanding broadband infrastructure, as well as commerce outsourcing and healthcare solutions.
  • Continued erosion of wireline voice revenue, resulting from technological substitution and greater employ 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 capitalize pension plans: Pension contrivance expense of approximately $97 million recorded in Employee benefits expense and approximately $14 million recorded in employee defined capitalize pension plans net interest in Financing costs; a 3.40% rate for discounting the duty and a 3.50% rate for current service costs for employee defined capitalize pension contrivance accounting purposes; and defined capitalize pension contrivance 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 advocate ongoing and incremental operational efficiencies and personnel-related costs. They continually invest in operational efficiency initiatives, similar to their perpetual investment in their products, services and technology, while continuing to drive to a more efficient cost structure. The enlarge 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 advocate 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 exist 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 just Canadian dollar: U.S. dollar exchange rate (U.S. 77 cents in 2017).
  • Risks and uncertainties that could cause actual performance or events to differ materially from the forward-looking statements made herein and in other TELUS filings include, but are not limited to, the following:

  • Competition including: their skill to continue to retain customers through an enhanced customer service experience, including through the deployment and operation of evolving wireless and wireline network; the skill of industry competitors to successfully combine a mingle 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 vehement rivalry across every bit of 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 just billing per subscriber unit per month (ABPU) (as described in Section 5 Discussion of operations), just revenue per subscriber unit per month (ARPU), cost of acquisition, cost of retention and churn rate for every bit of services, as carry out 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 commerce network access line (NAL) losses; subscriber additions and retention volumes, and associated costs for wireless, TV and high-speed Internet services; their skill to obtain and offer content on a timely basis across multiple devices on wireless and TV platforms at a reasonable cost; their skill to compete successfully in customer confidence and commerce services (CCBS) contracting given their competitors’ brand recognition, consolidation and strategic alliances as well as technology progress and their ongoing skill to provide a service smack that meets or exceeds customer expectations and, in their TELUS Health business, their skill 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 mingle 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 ascend in OTT direct to consumer video offerings and virtual multichannel video programming distribution platforms; the increasing number of households that beget 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 commerce market, that may displace or re-rate their existing data services. 
  • Technology including: subscriber require for data that may challenge network and spectrum capacity levels in the future and may exist 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 skill to build out adequate broadband capacity); their reliance on wireless network access agreements, which beget facilitated their deployment of wireless technologies; election of suppliers and those suppliers’ skill to maintain and service their product lines, which could affect 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 require 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 exist rolled out using such network technologies; network reliability and change management; self-learning tools and automation that may change the passage they interact with customers; and uncertainties around their strategy to replace inescapable legacy wireline network technologies, systems and services to reduce operating costs. 
  • Regulatory decisions and developments including the potential of government intervention to further enlarge 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 cross associated with CRTC-mandated network interconnections; disputes with inescapable 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 large 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 advocate the enhancement of high-speed Internet services focusing on underserved areas in Canada; the CRTC’s review of the price 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”; upright integration in the broadcasting industry resulting in competitors owning broadcast content services, and timely and efficacious 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 skill to comply with complex 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 miniature 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 require for data; evolving systems and commerce processes; implementing efficiency initiatives; supporting large complex deals; and future wireless spectrum auctions held by ISED including the 600 MHz spectrum auction scheduled to win residence in March 2019 which will result in increased expenditures. Their capital expenditure levels could exist impacted if they carry out not achieve their targeted operational and financial results. 
  • Human resource matters including: recruitment, retention and preempt training in a highly competitive industry, and the flat of employee engagement. 
  • Operational performance and commerce combination risks including: their reliance on legacy systems and skill to implement and advocate unique products and services and commerce operations in a timely manner; their skill to implement efficacious change management for system replacements and upgrades, process redesigns and commerce integrations (such as their skill 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 skill 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 commerce in the germane region or as a whole, additional exposure to litigation or regulatory proceedings; the implementation of complex large enterprise deals that may exist adversely impacted by available resources; system limitations and degree of co-operation from other service providers; their skill to successfully manage operations in exotic jurisdictions, including managing risks such as currency fluctuations; and true estate joint venture re-development risks. 
  • Business continuity events including: their skill to maintain customer service and operate their networks in the event of human error or human-caused threats, such as cyberattacks and tackle failures that could cause 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 inescapable international locations; information security and privacy breaches, including data loss or theft of data; intentional threats to their infrastructure and commerce operations; and the completeness and effectiveness of commerce 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 commerce 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; commerce integrations; commerce product simplification; commerce process outsourcing; offshoring and reorganizations, including any full-time equivalent (FTE) employee reduction programs; procurement initiatives; and true estate rationalization. Additional revenue and cost efficiency and effectiveness initiatives will continue to exist assessed and implemented. 
  • Financing and debt requirements including: their skill to carry out financing activities, and their skill to maintain investment grade credit ratings in the range of BBB+ or the equivalent. 
  • Ability to sustain their dividend growth program through 2019. This program may exist 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 theme to assessment and determination by their Board of Directors (Board) based on the Company’s financial position and outlook. Shares may exist purchased under their balanced course issuer bid (NCIB) when and if they consider it opportunistic, based on the Company’s financial position and outlook, and the market price of TELUS shares. There can exist no assurance that their dividend growth program or any NCIB will exist maintained, not changed and/or completed through 2019. 
  • Taxation matters including: interpretation of complex domestic and exotic tax laws by the tax authorities that may differ 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 employ 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 skill to successfully respond to investigations and regulatory proceedings; their skill to guard 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 exotic jurisdictions, including compliance with competition, anti-bribery and exotic debauch 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 commerce including climate change, squander and squander 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 state of the economy in Canada, which may exist influenced by economic and other developments outside of Canada, including potential outcomes of yet unknown policies and actions of exotic governments; future interest rates; inflation; unemployment levels; effects of fluctuating oil prices; effects of low commerce 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 generic 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 exist a complete list of the risks that could affect 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 exist incorporeal may moreover beget a material adverse outcome on their financial position, financial performance, cash flows, commerce or reputation. Except as otherwise indicated in this document, the forward-looking statements made herein carry out not reflect the potential impact of any non-recurring or special items or any mergers, acquisitions, dispositions or other commerce combinations or transactions that may exist announced or that may occur after the date of this document.

    Readers are cautioned not to residence undue reliance on forward-looking statements. Forward-looking statements in this document picture their expectations and are based on their assumptions as at the date of this document and are theme to change after this date. Except as required by law, they disclaim any protest or duty to update or revise any forward-looking statements. The forward-looking statements in this tidings release are presented for the purpose of assisting their investors and others in understanding inescapable key elements of their expected 2018 and 2019 financial results as well as their objectives, strategic priorities and commerce outlook. Such information may not exist preempt for other purposes.

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

    Non-GAAP and other financial measuresWe beget issued guidance on and report inescapable 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 carry out not beget a standardized meaning, they may not exist comparable to similar measures presented by other issuers. Securities regulations require such measures to exist 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 flat and exclude items that may obscure the underlying trends in commerce performance. These measures should not exist considered alternatives to Net income and basic earnings per participate in measuring TELUS’ performance. Items that may, in management’s view, obscure the underlying trends in commerce performance comprehend significant gains or losses associated with true 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 true 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 participate 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 true 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 participate after income taxes.
  • Includes equity income arising from the third quarter of 2018 sale of TELUS Garden of $0.25 per participate after income taxes.
  • EBITDA (earnings before interest, income taxes, depreciation and amortization): They beget 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 skill to incur and service debt, and as a valuation metric. EBITDA should not exist considered an alternative to Net income in measuring TELUS’ performance, nor should it exist 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 moreover device Adjusted EBITDA to exclude items of an unusual nature that carry out not reflect their ongoing operations and should not, in their opinion, exist considered in a valuation metric, or should not exist included in an assessment of their skill 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 true 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 exist considered an alternative to the measures in the Consolidated statements of cash flows. Free cash current excludes inescapable working capital changes (such as trade receivables and trade payables), proceeds from divested assets and other sources and uses of cash, as institute 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 exist used to, among other things, pay dividends, repay debt, purchase shares or fabricate other investments. Free cash current may exist 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 true estate joint ventures (171 ) —    Donation to TELUS Friendly Future Foundation in TELUS Common Shares 100      Effects of contract 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 capitalize plans expense 24   20   Employer contributions to employee defined capitalize plans (9 ) (17 ) Interest paid (198 ) (146 ) Interest received 2   1    Capital expenditures (excluding spectrum licences) (762 ) (821 )  Free cash current before income taxes 352   235    Income taxes paid, net of refunds (49 ) (20 )  Free cash flow 303   215  

    Our fashion of calculating Free cash current 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 range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment, video and home and commerce security. TELUS is moreover Canada's largest healthcare IT provider, and TELUS International delivers commerce process solutions around the globe.

    In advocate of their philosophy to give where they live, TELUS, their team members and retirees beget 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 beget led the Company’s advocate of grassroots charities and beget contributed $72 million in advocate of 7,000 local charitable projects, enriching the lives of more than 2 million children and youth, annually. TELUS was honoured to exist 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, gladden visit telus.com.



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