- Exceeded Target
- Met Target
- Did not meet target
- Not applicable
|Performance measure||2011 target||2011 results||2012 target1||GRI-G3|
|Engagement – TELUS International Philippines (new target)||76%||70%||74%||-|
|Engagement – TELUS International Central America (new target)||n/a||65%||69%||-|
|Average Canadian voluntary turnover2||7.6%||8.6%||8.2%3||LA2 Core|
|Team member recognition spend||$8.8 million||$9.76 million||$8.53 million||-|
|Investment in learning||$19.6 million||$20.4 million||$23.1 million||LA10 Core|
|Return on Learning4||n/a||69%||71%||-|
|Wellness reach rate5||80%||71%||75% of team members nationally have access to face-to-face wellness programs||LA8 Core|
|Wellness onsite fitness membership||25%||20%||As Work Styles expands the relevancy of this measure declines. We will continue to track Active Living participation but will not report targets||LA8 Core|
|Safety - lost time accidents per 200,000 person-hours worked6||0.82||0.74||Maintain or better our 0.74 ratio||LA7 Core|
Data presented is for TELUS domestic team members tracked in primary Human Resources Management system.
Target is 8.2 per cent, which is lower than the 2011 Conference Board of Canada communications/telecommunications average voluntary turnover rate of 8.8 per cent.
Return on Learning indicates the impact that formal, informal and/or social education has had on team member performance.
Tracking formula changed in 2011 to reflect actual participation rate in wellness programs. In past years, we tracked “opportunity” to participate at onsite events. Beginning in 2011, we tracked the actual participation rate for all virtual and onsite events as we feel this shows more accurately the uptake of our offerings.
Data presented is for TELUS Canadian domestic team members tracked in primary Human Resources Management system.