Equality and Diversity
Individuality is valued at Telus, and the company appreciates variety within its employees, the organization, as well as the communities in which they reside, work, and service. In order to be a prominent representative in the framework of equality and inclusion, the corporation admits the importance of ensuring that its staff, at all levels, demonstrates the variety of customers and communities (Telus Corporation, 2019). The staff is able to bring their complete selves to work and express their talents and originality with confidence, as well as trust, because the company cultivates an environment of acceptance, respect, and tolerance (Strandber, 2019). In a climate of increased competition and client choice, a diversified and inclusive atmosphere encourages originality of thinking – the birth of innovation.
There are some particular activities that the company tends to undertake to reach a greater extent of diversity and equality. For instance, it establishes collaborations with other industry groups such as SenseAbility, Magnet, and Indigenous Link so that there could be the opportunity to broaden the corporation’s employment prospect pool. Telus creates work aids in order to assist managers in understanding better how to help people with disabilities, as well as brainstorms improvements to the job ads, career webpages, and learning. It also advances the number and quality of females and diverse applicants within the scope of technical and managerial roles, involving the establishment of several Diversity and Inclusiveness awards for women and minorities in innovations (Telus Corporation, 2019). Moreover, the company has enlisted the help of over 7,000 teammates through its Team Member Resource Groups in order to advance inclusiveness inside the firm, as well as in the communities it serves and works, throughout the globe.
Telus has been successful in implementing practices in terms of equality and diversity. There are numerous indicators – subsequent from the facts above – that confirm such a suggestion. The company’s policy and establishing documents show that Telus pays attention to this dimension and is a leader in this vein. The described approach is a generally accepted practice for corporations that aim to be significant in terms of sustainability. The only visible and possible limitation here is that while focusing on equality and diversity of the staff – without appropriate HRs – professional skills that contribute to the firm’s profits most may not be as significant as they should.
Value Creation and CSR
The company leverages information from virtual guides to guarantee that Telus makes data-driven choices and initiatives in the best interests of its consumers. The corporation has set new records for 4G and 5G internet speeds, outperforming South Korea’s indicators in this regard (Telus Corporation, 2021a). The firm’s worldwide unrivaled fiber infrastructure and technologies are improving not only urban Canada but also rural country’s regions. Because of the Telus data network, these regions’ broadband network is faster than any metropolitan market in the US.
The corporation is collaborating with a number of healthcare organizations to develop new products and expand the greatest healthcare environment possible. It has spent $3 billion in the Canadian medical sector over the previous ten years (Li, 2022; Oli, 2021). The company’s digital platform technology allows healthcare providers and patients to communicate and share health data. Due to its impartiality, such technology gives its consumers access to a variety of merchants and services. The way healthcare practitioners communicate with their clients has altered as a result of this (Joseph et al., 2021). The firm has just released a new Mental Health app for its team, which gives them access to multiple specialists who can offer psychological support during these trying moments of the pandemic.
The firm also formed a business entity named TELUS Agriculture, which delivers innovative technology-based services for food production, delivery, and distribution throughout the world. It also links and enables producers and individuals in the agribusiness industry to use innovative data systems to supply customers with healthier products. The company’s culture and strategic planning procedures integrate a CSR viewpoint (Samsung, 2022). The firm dedicates itself to ensuring that it helps the communities in which it operates while still chasing their business’ prosperity, making them international innovators in Social Capitalism. The corporation reports achievements in the framework of human rights, employment, ecology, and anti-corruption measures, which illustrates its commitment to the communities in which it operates as a signatory to the UN Global Compact.
Telus accomplishes this through investments in sustainability and promoting its for-good initiatives, such as Mobility for Good. The corporation was important in delivering a swift reaction during the current COVID-19 crisis, investing $150 million to assist Canadians through these unusual times (Telus Corporation, 2021b). In order to assist in guiding its response to Covid-19, the company has formed a Medical Advisory Council comprising experts in pandemic management, healthcare, contagious diseases, e-health, and health policy (Billedeau & Wilson, 2021). The firm’s strategic plan and culture are based on the belief that success in business requires not just offering unrivaled performance, dependability, and availability of world-class broadband services to consumers but also doing charitable work (van Luijk et al., 2020). The corporation has established unrivaled customer retention and achieved industry-leading achievements by putting clients and communities first.
Within the scope of value creation and CSR, it seems that Telus demonstrates notable performance as well. There are pieces of evidence that reveal the firm’s impressive attainments in this regard. The company’s reports contain developed and consistent sections that refer to the mentioned issues. Again, there are no severe limitations that could adversely affect Telus’s affairs. The only possible problem that it may face is that such an emphasis on the variety of collaborations could shift the corporation’s primary strategic line backward.
Risk Governance
The company tends to demonstrate quite a significant risk governance and oversight systems in place, with risk supervision roles stated in the Board of Directors’ policy handbook. This Board is in charge of identifying major risks to the firm, as well as overseeing the development of systems and procedures that successfully detect, analyze, and mitigate such risks. The corporation’s risk management culture is built on clear risk assessment and open dialogue, which is backed up by the Board and Executive Team (Telus Corporation, 2021a). Responsibility for risk evaluation and risk information reporting is in the risk governance methodology. Telus possesses the competencies needed to enable successful decision-making across the business thanks to retraining and awareness initiatives, suitable resources, and risk advocates.
Telus employs a multi-step strategy, sharing responsibilities across the business and understanding that successful risk assessment is changing and critical to meeting the strategic and operational goals. Executive and operational leadership are required to incorporate risk governance into key decision-making procedures (involving strategic planning) and daily operations. Risk mitigation and regulatory functions exist throughout the company in areas such as finances, administration, information and trust (including privacy), safety, and other business operating sectors. These groups create rules, offer guidance and insight, and collaborate with managers to oversee the architecture and implementation of controls.
The firm faces both dangers and possibilities as a result of occurrences both inside and outside the company. It endeavors to minimize taking on excessive risk and to match risks with corporate plans, goals, principles, as well as risk tolerances. In turn, Telus wants to capitalize on any possibilities that may arise (Telus Corporation, 2021a). Through managing performance, business operations, and appropriate responses, which might involve reducing, shifting, preserving, and averting risks, tries to efficiently decrease the risk exposures. The visible limitation here is that the attempt to get benefits from arising risks may hinder the smooth and developed processes of risk governance.
Intellectual Property Protection
Telus wants to make sure that its intangibles in the fields of innovativeness are significant. It properly uses, safeguards, and appraises them in order to maximize their worth. The company uses a mix of legal protections provided by copyrights, trademarks, patents, and other patent laws, so as contractual obligations under licensing agreements, to secure the intellectual property (Telus Corporation, 2021a). In copyright violators cases, large damages can be granted, and plaintiffs may have to pay a lot of money to defend or settle the case.
The firm’s legal team provides advice on and manages risks associated with claims and potential asserts, vigorously defends class action lawsuits and numerous different cases, prioritizes settlements in appropriate circumstances, evaluates the business operations on a regular basis, and keeps track of legal regulations that may be risky. They look for and secure contractual safeguards that are in line with industry standards to assist limit the hazards of intellectual property breaches, and they fight to preserve the corporation’s rights via litigation and other ways (Telus Corporation, 2021a). Hence, in the legal dimension of intellectual-property protection, Telus seems to have no considerable limitations or gaps.
References
Billedeau D., & Wilson J. (2021) COVID-19 and corporate social responsibility: A Canadian perspective. In Leal Filho W. (ed.), COVID-19: Paving the way for a more sustainable world (pp. 23 – 41). Springer.
Joseph, R., Bruni, A., & Carvalho, C. (2021). Health City: Transforming health and driving economic development. Healthcare Management Forum, 34(1), 21–25.
Li, T. (2022). Telus Health launches Virtual Pharmacy service in Canada.IT World Canada.
Oli, S. (2021). Canada’s public health agency admits it tracked 33 million mobile devices during lockdown. National Post.
Samsung. (2022). Samsung and TELUS equip Canada’s first responders with new mission critical technology to keep Canadians safer.
Strandber, C. (2019). Corporate social responsibility in Canada: Trends, barriers and opportunities. Strandberg Consulting.
Telus Corporation. (2019). 2018 report on diversity & inclusiveness.
Telus Corporation. (2021a). Management’s discussion and analysis 2020.
Telus Corporation. (2021b). TELUS recognized as one of Canada’s Top 100 Greenest Employers.
van Luijk, N., Giles, A.R., & Hayhurst, L.M.C. (2020). Extractives industry and sport for development: How is right to play promoting environmental sustainability in indigenous communities in canada? In Wilson, B. and Millington, B. (eds.), Sport and the environment (pp. 47-66). Emerald Publishing Limited.