More than 800 team members live the frontline experience
In 2011, TELUS introduced a new program called Closer to the Customer to help deliver on our future friendly brand promise to clients.
We believe we can build more productive workplaces and create stronger connections with our customers and communities by leveraging the innovative spirit of our team. We do this by:
We have a long-standing commitment to protecting and advancing human rights as outlined in our Ethics Policy and reflected in our Respectful Workplace, Employment Equity and diversity practices. In 2010, TELUS became a signatory of the United Nations Global Compact (UNGC) reflecting our desire to advance UNGC principles in the workplace and beyond.
We believe in providing inclusive and respectful workplaces for team members in Canada and our global operations. As such, we comply with local laws and participate in groups such as Assisting Local Leaders with Immigrant Employment Strategies, which supports local efforts in Canadian cities to successfully adapt and implement programs that further the employment of skilled immigrants. We also work with local agencies, such as the Edmonton Region Immigrant Employment Council, and conduct annual meetings with Human Resources and Skills Development Canada and the Canadian Human Rights Commission.
Our commitment to broader diversity goals dates back to 2004 when we first opened the TELUS Respectful Workplace Office, dedicated to educating team members about behaviours that support equal opportunity for all and to resolving workplace issues when they occur. Since that time we have broadened our diversity goals to drive benefits for all stakeholders, including team members, customers and neighbours of TELUS.
Two years ago, we introduced the Diversity and Inclusiveness volunteer council, which, among other things, supports three resource groups: Spectrum, which represents lesbian, gay, bisexual, transgender and queer/questioning team members; Connections for women; and Eagles for team members with Aboriginal backgrounds. In 2010, the council prepared its first annual diversity report, highlighting workplace programs, affinity marketing and community investments and sponsorships in support of diversity at work and in our communities.
Our values continue to guide our actions and decisions and remain as relevant today as they were when we created them a decade ago.
For the third straight year, TELUS was named one of Canada’s Best Diversity Employers in an annual competition that recognizes the nation’s leaders in creating diverse and inclusive workplaces.
In 2011, TELUS introduced a new program called Closer to the Customer to help deliver on our future friendly brand promise to clients.
In 2010, the TELUS team worked with Port Metro Vancouver over eight months to remove two obsolete telecommunication copper cables from the Burrard Inlet near Port Moody, British Columbia.
In 2010, TELUS International Philippines (TIP) launched TELUS International University (TIU) to provide continuing education opportunities for TIP team members. By participating in TIU, qualified team members can save up to 50 per cent on the cost of their tuition and benefit from the use of a library within the workplace.
In June 2010, TELUS team members hosted more than 100 clients, reporters, community partners and elected officials at TELUS House Toronto − our new home in downtown Toronto.
The 2010 Olympic Winter Games provided our team an important opportunity to demonstrate our Work Styles program in action by embracing telecommuting and taking 1,000 vehicles off the streets of Vancouver.
In 2010, TELUS’ Green Teams hosted approximately 65 events and special projects, including workshops on energy and organic gardening, screenings of various documentaries presentations on topics, such as the recycling of electronics at TELUS.
TELUS team members have access to a program called Bravo that enables them to recognize the achievements of their colleagues across TELUS every day, and career milestones to mark long service with our company.
Rachel used to think she couldn’t run. That changed in 1999 when the program manager in Human Resources had a light bulb moment. She decided, once and for all, to become a runner as well as shed some unwanted pounds.