Robert Mc. Farlane EVP & Chief Financial Officer Investor Meetings New York, Montreal March 25, 2009
TELUS forward looking statements Today's presentation and answers to questions contain statements about expected future events and financial and operating results of TELUS that are forward-looking. By their nature, forwardlooking statements require the Company to make assumptions and predictions about future events, and are subject to inherent risks and uncertainties. There is significant risk that the forward-looking statements will not prove to be accurate. Readers are cautioned not to place undue reliance on forward-looking statements as a number of factors could cause actual future results and events to differ materially from that expressed in the forward-looking statements. Accordingly our comments are subject to the disclaimer and qualified by the assumptions (including assumptions for 2009 targets referred to in TELUS’ 2008 annual Management’s discussion and analysis including capital expenditures, share purchases and operational efficiency initiatives), qualifications and risk factors referred to in TELUS’ 2008 annual Management’s discussion and analysis (including those associated with operational efficiency, funding and share repurchases, technology and network build, large client deals), and other risk factors discussed herein and listed from time to time in TELUS reports and other public disclosure documents including its annual report, annual information form, and other filings with securities commissions in Canada (on www. sedar. com) and in the United States (on EDGAR at C: /DATA/Finance/Investor. Relations/Invest. Relations/Presentations/2009/090312%20 Genuity%20 mark eting, %20 DE/www. sec. gov). For further information, see Financial and operating targets and Risks and risk management, in Sections 1. 5 and 10 respectively of TELUS’ 2008 annual Management’s discussion and analysis. Except as required by law, TELUS disclaims any intention or obligation to update or revise forwardlooking statements, and reserves the right to change, at any time at its sole discretion, its current
Strategic overview Building on efficiency and long-term growth
Strategic focus on wireless $6. 0 B Revenue $9. 7 B Wireless 48% Wireless 18% 2000 2008 12 mo. June Executing strategy drives wireless growth, now 48% of revenue
Strategic focus on data $6. 0 B Data 10% Voice 2000 12 mo. June $9. 7 B Revenue Data 29% Voice 2008 Executing strategy drives data growth, now 29% of total revenue
Our strategic imperatives and intent Strategic imperatives § § § Focusing on growth markets of data and wireless Building national capabilities Partnering, acquiring and divesting as necessary Providing integrated solutions Investing in internal capabilities Going to market as one team Strategic intent… to unleash the power of the Internet to deliver the best solutions to Canadians at home, in the workplace and on the move. Consistent strategy and successful execution 2000 2009
TELUS 2009 priorities § Execute on TELUS’ broadband strategy, leveraging our investments in leading wireline and wireless networks to deliver winning solutions for our customers § Increase the efficiency of our operations to improve TELUS’ cost structure and economic performance § Outpace the competition and earn the patronage of clients through an engaged TELUS team Achieved 83% of 40 public consolidated financial targets over the past 8 years
Investing in operational efficiency
Investing in operational efficiency Restructuring charges since 2002 ($ millions) 59 68 852 50 – 75 902 – 927 20 54 570 28 53 Included 25% or 6500 net reduction (~ 8, 000 gross) in wireline positions 2002 2008 2009 E EBITDA savings help offset strategic near-term dilutive investments
Wireless Total active employees International Emergis Wireline 8, 600 8, 100 5, 200 6, 900 5, 400 5, 700 6, 300 3, 300 7, 700 4, 900 6, 700 7, 900 1, 100 25, 500 20, 400 2001 19, 000 19, 500 19, 600 19, 300 19, 400 19, 000 2002 2003 2004 2005 2006 2007 2008 Wireline positions flat despite incumbent growth in HSIA and TTV and national growth in large clients deals
Total connections 10. 7 11. 1 11. 6 (millions) Res NALs Bus NALs 6. 0 Dial-up Internet High-speed Internet Wireless 1999 2006 2007 2008 Since 1999, connection per employee increased by 15%
Accelerating operational efficiency External supplier Simplification of and consultant products rationalization and processes Employee Operation-wide positions and expense control compensation optimization Business process outsourcing Accelerated efficiency initiatives in Q 4 and into 2009
Analysis of active employees 2008 2007 Chg 19, 000 19, 400 (400) TELUS International (TI) 7, 900 6, 700 1, 200 Emergis (Added Jan 2008) 1, 100 0 1, 100 28, 000 26, 100 1, 900 8, 600 8, 100 500 36, 600 34, 200 2, 400 Wireline (ex TI and Emergis) Total Wireline Wireless Total Wireline positions down 2% due to efficiency initiatives and flexibility in new collective agreement
Investing in our business
TELUS’ funding position § § Solid operating performance and prudent financial policies and guidelines Sustainable cash flow, strong balance sheet, and ample liquidity NCIB lever can be toggled contingent on cash and investment opportunities Significant discretionary capex focused on long-term growth §Strong balance sheet and cash flow generation gives TELUS the opportunity to reinvest in our business and return cash to shareholders
Investing $2. 05 billion in our business in 2009 § 2009 represents a peak year in wireless capital spend § Excellent track record of investments in core business in domestic market § Focused on broadband growth investments: Broadband Wireless Wireline § Investment in TELUS International ~1% of capex / ~2% opex / EBITDA + § Investment in large client deals and Emergis ~ 5% capex Investments are focused on strategic imperatives and long-term growth
Reinvesting $2. 05 billion in our business 2009 E Verticals* Wireline and wireless customer growth Broadband t en i ta s Su st ai Su nm Strategic growth - discretionary nm en t Sustainment and volume related – non discretionary TELUS International Efficiency *Verticals includes large client deals (LCDs) and Emergis Investments focused on strategic imperatives & long-term growth
TELUS capital intensity and historical average Wireline Wireless Consolidated 20% 25% 22% 20% 19% 15% 14% 10% 5% 0% 2002 2003 2004 2005 2006 2007 2008 2009 E consolidated capital intensity at similar historical average levels despite major broadband builds
Returning cash to shareholders § 5 consecutive annual dividend increases § 5. 6% increase - $1. 90 for 2009 § 20% increase - $1. 80 § 36% increase - $1. 50 § 38% increase - $1. 10 § 33% increase - $0. 80 § 5 consecutive NCIB totaling $2. 8 B 1, 204 5. 5 B ($millions) NCIB Dividends 1, 212 2. 8 B 1, 271 2. 7 B 864 327 249 2004 312 2005 412 2006 521 2007 584 600 2008 2009 E Cumulative Total return of $5. 5 billion to shareholders over 6 years
Investing in Future Friendly Home
Moderate Network Access Line losses vs. peers 1 Other § Wireline challenges: § Wireless substitution § Vo. IP competition § Second lines declining § Long distance declining -3. 2% -3. 6% -5. 0% -6. 6% 2007 2008 1 Includes a weighted average of Bell, MTS and Bell Aliant -7. 4% -9. 7% . TELUS consistently compares favourably to North American peers due to business line growth -8. 1% -9. 3%
Expanding and enhancing broadband footprint § Balanced approach including FTTx rollout § Target appropriate technology based on demand geography § Brownfield (existing homes) - shortening loops, ADSL 2+, VDSL 2 § Building out FTTP in MDUs and new Greenfield developments § 100 Mbps GPON market trials for costs, demand, technical viability § Enabling TELUS TV offerings – HDTV, PVR, HD Video on Demand § Enables new ADSL offerings – 15 Mbps Turbo Internet service Increasing speed and capacity of broadband to enhance TELUS TV and core Internet speed and offerings
TELUS TV – 2008 highlights § § § § Mass market in Edmonton / Calgary in 2008 Approx 90% HD footprint in Edmonton Positive subscriber momentum / demand Continued rollout in AB, BC and Quebec HDTV in 2008 – up to 33 HD Channels Introduced PVR capabilities (up to 60 hours) Introduced HD Video on Demand Up to three simultaneous channels of switched video Seeing strong demand with increased traction in subscriber loading
TELUS TV benefits § § § Subscription based model – month to month, 1 year, 2 year, 3 year Promotions vary with length of contract term (i. e. PVR rental only on 3 yr) All new TELUS TV set top box rentals are HD capable Flexibility for customer to choose programming – bundles / a la carte Positive customer feedback in terms of video quality TTV enabling multiple service solutions – local, long distance, Internet, TV Bundling services results in enhanced customer loyalty and retention
Investing in enterprise
Key industry verticals – enterprise segment Established Verticals Public Sector Healthcare Finance Sector Energy Sector Building scale economies to secure leadership position in key markets in Canada
Benefits of large client deals § § § Superior value proposition - next generation IP solutions are world class Success based capex and opex - after winning multiple-year client contracts Cash flow positive and contribute to financial strength over long term Depth of J-curve can depend on length of contract Low churn, non contract growth and high customer renewal Winning large clients deals is key to advancing national growth strategy
Major contract wins across Canada § § § § Quebec Government – up to $900 million over 10 years Department of National Defence – $200 million over 5 years TD Bank – $180 million contract over 5 years Government of Ontario – $140 million contract over 5 years Yellow Pages Group – $90 million over long term Ville de Montreal – $87 million over 10 years Hamilton Health Sciences - $137 million over 15 years Co-operators - $66 million over 6 years Excellent progress in Canadian business market
TELUS’ growth in enterprise segment 2000 Virtually unknown in large corporate market outside Western Canada Leverage investment in national Next Generation Network Opportunity n Customer dissatisfaction with incumbents n Potential IP platform to drive strategic solutions Challenge n Customer risk aversion n Migration fears n Few reference clients 2008 Excellent reputation for innovation, transition and operations of large client deals Outcome n Top score for client satisfaction n Cumulative $2. 6 B in contract value won n Need to convert to IP platform n Anchor clients in key verticals n Support western base n Non-contract growth n Leverage IP technology n Low churn and high renewal rates
Enhancing leadership position in healthcare § § § Health care vertical an area of strategic importance in Canada Acquisition of Emergis complemented TELUS’ strong presence in this area Leveraged partnership to win a significant number of new client relationships $500 M in 2009 Federal Budget to enable e. health records 2008 Health Company of the Year TELUS is well positioned to participate in evolution of healthcare delivery in Canada
Investing in wireless
Technology roadmap at TELUS 2007 2008 2009 2010 2011 2012 2013 HSPA LTE* 7 – 30 Mbps 50 Mbps+ EVDO Rev A 3. 2 Mbps GSM/UMTS Ecosystem CDMA 2000 Ecosystem * Theoretical. Standards in progress Future proofing our technology roadmap
Wireless technology evolution at TELUS § National next generation wireless network build § Using High Speed Packet Access (HSPA) technology § Launching service by early 2010 / 2009 peak capex year § Optimal transition to 4 G, long term evolution (LTE) § Vendors: Nokia Siemens Networks and Huawei Technologies § HSPA mobile phone call, video telephony call and data call completed § TELUS benefits from network sharing agreement with Bell § Lowering costs and increasing speed of national build § Offering widest national coverage by early 2010 § Using existing 850/1900 MHz wireless spectrum Joint next generation wireless network overlay for 2010
Canadian wireless industry sustaining growth Population penetration gain Population penetration 52% 4. 1% 2003 47% 4. 4% 2004 5. 1% 2005 56% 4. 6% 2006 61% 4. 9% 2007 65% 4. 6% 2008 Canadian wireless revenues grew by 11% in 2008
TELUS’ multi brand strategy § § § § Premium brand Smartphone focused Full service brand Subscription model High ARPU with data Low churn Growth market § Basic brand § Limited handsets § Talk and text § No contract model § Lower ARPU § Lower cost structure § Growth market § § § § Vertical brand Business focussed Push to talk centric Subscription model Solid metrics Low capex Mature market Goal for multi-brand strategy to provide similar EBITDA flow through
Industry net additions and share of net adds Net additions / share of net adds 408 K 26% 515 K 33% 351 K 23% 651 K 38% 604 K 41% 588 K* 39% 2007 Source: Company reports 2008 * Digital net additions excluding analogue turndown TELUS increased share of net additions by 5 points to 38%
Wireless ARPU Data Voice $63. 56 7. 02 2007 -1. 3% $62. 73 $63. 70 9. 84 7. 95 2008 Q 4 -07 -2. 4% $62. 16 11. 17 Q 4 -08 Q 4 ARPU decline impacted by Mike & economic slowdown Exiting 2008 with lower ARPU growth in worsening economy
Building on wireless data growth § Growing wireless data usage through smartphone adoption § Data revenue growth of 55% in 2008 § Partially offsetting wireless voice declines $690 data revenue ($million) Data rev. as % of network rev $446 16% $280 11% $131 4% 2005 5% 2006 2007 2008 55% data revenue growth driven by smartphone adoption
2008 Wireless marketing efficiency ARPU $63 $64 $54 16% 17. 5% 13% 1. 52% 1. 47% 1. 60% Avg. customer tenure (months) 64 68 63 Lifetime revenue per customer $4, 145 $4, 333 $3, 394 COA&COR per gross addition $590 $730 $550 COA&COR % lifetime revenues 14% 17% 16% Data revenue % of total ARPU Churn 1 1 – Churn excludes turndown of analogue network Source: Company reports and TELUS estimates TELUS is a leader in marketing efficiency
2008 Wireless profitability EBITDA Margins 1 (% of total wireless revenues) 43. 0% 44. 4% 39. 5% 3. 9% 9. 0% 7. 9% Network revenue flow thru to EBITDA 1 20. 8% 33. 8% 45. 6% CAPEX intensity 11. 8% 14. 7% 11. 0% Cash flow yield 1, 2 31. 3% 29. 7% 28. 5% EBITDA growth 1 1 – TELUS and Rogers EBITDA as adjusted excludes non-cash expenses associated with cash settlement of options 2 – Cash flow yield is defined as EBITDA (as adjusted) less capex divided by total wireless revenue Source: Company reports and TELUS estimates Initial costs relating to Koodo rollout impacted EBITDA growth 2009 focus on efficiency to improve EBITDA flow through
Questions ? Darrell Rae Director, Investor Relations (604) 697 -8192 Darrell. Rae@telus. com ir@telus. com
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