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Our Services. MarketScreener Portfolios. Add to my list. TELUS reports operational and financial results for second quarter Below are select highlights of the steps we are taking: Offering flexible payment options for consumers and small business customers who have been financially affected by the pandemic.

Deferring planned price increases and extending promotional periods. Delaying suspensions, cancellations and write-offs for our customers who were in collections, and accepting payment arrangements.

Waiving wireless roaming fees up to April 30, , and home internet overage charges for customers without unlimited data plans up to June 30, Providing families currently participating in our Internet for Good program with a credit for free service and recently expanding the program to people living with disabilities who receive financial disability assistance from the provincial governments in British Columbia, Alberta and Quebec.

Expanding our Mobility for Good program to hospital workers, providing a credit for wireless service to frontline healthcare workers at hospitals across the country that have been significantly impacted by the COVID pandemic.

Donating over 14, devices and tablets to enable isolated seniors, hospitalized patients and vulnerable Canadians stay connected. Launching our StandWithOwners initiative to support Canadian small businesses.

Avoiding layoffs by redeploying front line team members, including those directly impacted by store closures, into other areas of the business requiring additional support.

Reallocating our capital expenditures in to provide Canadians with the network speed, reliability and coverage and to stay connected as well as accelerating our PureFibre capital investments in Calgary.

Empowering team members to continue to be productive while working from home by providing alternate arrangements to balance COVID pandemic-related impacts, such as school closures Ensuring the health and well-being of our team members by implementing strict hygiene and physical distancing standards for the remaining employees who continue to work at TELUS premises or in a customer-facing role, both domestically and internationally.

All information pertaining to shares outstanding and per-share amounts in this news release for periods before March 17, , reflects retrospective treatment of the two-for-one share split 4 Capital expenditures include assets purchased, excluding right-of-use lease assets, but not yet paid for, and consequently differ from Cash payments for capital assets, excluding spectrum licences, as reported in the interim consolidated financial statements.

Refer to Note 31 of the interim consolidated financial statements for further information. Effective for the third quarter of , with retrospective application to the launch of TELUS-branded security services at the beginning of the third quarter of , we have added security subscriber connections to our total subscriber connections.

December 31, security subscriber connections have been increased to include approximately , subscribers related to our acquisition ADT Security Services Canada, Inc.

ADT Canada acquired on November 5, Device financing programs, which provide transparency of full device costs resulting in customers deferring device upgrade purchases also contributed to the decrease.

This decrease reflects the impacts caused by the COVID pandemic including: i changing customer behaviour related to travel restrictions, as well as our decision to temporarily waive roaming charges for customers in response to the pandemic; ii the closure of 90 per cent of our conventional retail stores for an undetermined period of time, which hindered customer opportunities for device upgrades and the upgrade or selection of higher-tier plans; iii decreases in chargeable data usage as more people work from home and offload their mobile devices onto Wi-Fi networks; and iv our decision to temporarily waive late payment charges, partly offset by: v increased chargeable voice usage revenue primarily generated in the early stages of the COVID pandemic prior to the easing of certain related restrictions.

Mobile phone ABPU was also impacted by continued declines in chargeable data usage, and the impact of the competitive environment putting pressure on base rate plan prices in the current and prior periods.

Mobile phone ABPU declination was partly offset by growth resulting from our combined TELUS Easy Payment device financing, Peace of Mind endless data plans and TELUS Family Discount offerings, which we introduced at the beginning of the third quarter of , with customers selecting plans with endless data or larger data buckets and higher-value smartphones in the sales mix.

Mobile phone ARPU also continues to be impacted by the continued trend of declining chargeable usage and the impact of the competitive environment putting pressure on base rate plan prices.

These declines more than offset the increased number of customers selecting higher-tier plans with endless data or larger data buckets.

Mobile phone churn rate was 0. Mobile phone gross additions were ,, reflecting a decrease of 68, compared to the same period a year prior.

This decline is reflective of reduced customer-switching activity between carriers and the closure of certain conventional sales channels for an undetermined period of time in response to the COVID pandemic.

The decline more than offset growth in the Canadian population, successful promotions and expanded channels, including enhancing the use of our digital footprint.

Total subscriber net additions were 94,, compared to , in the prior year. Mobile phone net additions were 61, in the second quarter of , a decrease of 21, Mobile connected device net additions of 33, as compared to 72, in the second quarter of , as growth in our consumer health personal emergency response system devices was more than offset by lower IoT gross additions from reduced business customer activity.

This was partially offset by higher equipment margins and enhanced cost efficiency programs in response to the COVID pandemic. This growth was partly offset by a 5.

Data services revenue growth was driven by a combination of higher revenues from our diverse portfolio of solutions, including our TI customer care and business services which included contribution from our acquisition of Competence Call Center CCC , growth in business volumes from both expanded services and customer growth, partly offset by temporary disruptions due to government-mandated site closures in response to the COVID pandemic.

Increased revenues from home and business smart technology including security which included contribution from our acquisition of ADT Canada, internet and third wave data services, and TV also contributed to growth.

Additionally, this growth was driven by increased revenues from our virtual care solutions. This growth was partly offset by impacts resulting from the COVID pandemic, including a decline in health revenue mainly from the temporary closures of our conventional Medisys and Copeman clinics for all non-essential services and reduced health benefit claims, in addition to lower revenue from business customers as they redeploy their resources.

Data services revenues growth was also impacted the ongoing decline in legacy data service revenues. Internet net additions of 37, improved by 12,, due to continued net new demand from consumers and businesses as we keep our customers connected through offering a range of installation options including virtual installations, as well as improved churn resulted from our customer first initiatives and retention programs and reduced switching activity between providers due to the COVID pandemic.

Additionally, we continued our focus on connecting more homes and businesses directly to fibre. TV net additions were 8,, a decrease of 8,, mainly due to lower gross additions as a result of the impact of the COVID pandemic and the changing landscape of increased streaming services, partly offset by lower customer churn rate from strong retention efforts and reduced switching activity due to the COVID pandemic.

Security net additions of 12,, reflecting an increase of 1,, was driven by strong organic growth as we keep our customers connected and protected through offering a range of installation options and demand from our bundled product offerings.

Residential voice net losses of 10, increased by 1, compared to the same period a year ago. The residential voice subscriber losses continue to reflect the trend of substitution by wireless and internet-based services, partially mitigated by our expanding fibre footprint and bundled product offerings and our strong retention efforts, including lower-priced offerings.

This decrease reflects: impacts from the COVID pandemic including the temporary capacity disruptions in our TI business due to government-mandated site closures, the impacts to our health business from the temporary closures of Medisys and Copeman clinics and reduced health benefit claims, customers first initiatives including temporary overage waives, and increased bad debt expense.

As well, lower Adjusted EBITDA in the second quarter of was impacted by continued declines in legacy voice and legacy data services, higher employee benefits expense mainly from business acquisitions and to support TI revenue growth, and a decline in the EBITDA contribution from our legacy business services.

These factors were partly offset by an increased contribution from the TI acquisition of CCC, expanded services for existing customers and customer growth, growth from our home and business smart technology including security , and higher internet margins.

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: The COVID pandemic including its impacts on our customers, our team members and our communities, as well as changes resulting from the pandemic to our business and operations including to the demand for and supply of the products and services that we offer and the channels through which we offer them.

Regulatory decisions and developments including changes to our regulatory regime the timing of announcement or implementation of which are uncertain or the outcomes of proceedings, cases or inquiries relating to its application, including but not limited to those set out in Section 9.

President Donald Trump permitting the Secretary of Commerce to block certain technology transactions deemed to constitute national security risks and the imposition of additional licence requirements on the export, re-export and transfer of goods, services and technology to Huawei Technologies Co.

Operational performance and business combination risks including: our reliance on legacy systems and ability to implement and support new products and services and business operations in a timely manner; our ability to manage the requirements of large enterprise deals; our ability to implement effective change management for system replacements and upgrades, process redesigns and business integrations such as our ability 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 ; our ability to identify and manage new risks inherent in new service offerings that we may provide, including as a result of acquisitions, which could result in damage to our brand, our business in the relevant area or as a whole, and additional exposure to litigation or regulatory proceedings.

Data protection including risks that malfunctions or unlawful acts could result in unauthorized access to, change, loss, or distribution of data, which may compromise the privacy of individuals and could result in financial loss and harm to our reputation and brand.

Security threats including intentional damage or unauthorized access to our physical assets or our IT systems and networks, which could prevent us from providing reliable service or result in unauthorized access to our information or that of our customers.

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 business operations.

Examples of these initiatives are: our operating efficiency and effectiveness program to drive improvements in financial results; business integrations; business product simplification; business process automation and outsourcing; offshoring and reorganizations; procurement initiatives; and real estate rationalization.

Foreign operations and our ability to successfully manage operations in foreign jurisdictions, including managing risks such as currency fluctuations.

Business continuity events including: our ability to maintain customer service and operate our network in the event of human error or human-caused threats, such as cyberattacks and equipment 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 disaster threats; epidemics; pandemics including the ongoing COVID pandemic ; political instability in certain international locations; information security and privacy breaches, including data loss or theft of data; and the completeness and effectiveness of business continuity and disaster recovery plans and responses.

Human resource matters including: recruitment, retention and appropriate training in a highly competitive industry, the level of our employee engagement, and the health of our team.

Our business plans and growth could be negatively affected if existing financing is not sufficient to cover our funding requirements.

Lower than planned free cash flow could constrain our ability to invest in operations, reduce leverage or return capital to shareholders, and could affect our ability to sustain our dividend growth program through This program may be affected by factors such as the competitive environment, economic performance in Canada, our earnings and free cash flow, our levels of capital expenditures and spectrum licence purchases, acquisitions, the management of our capital structure, regulatory decisions and developments, and business continuity events.

Quarterly dividend decisions are subject to assessment and determination by our Board of Directors based on our financial position and outlook.

Taxation matters including: interpretation of complex domestic and foreign tax laws by the relevant tax authorities that may differ from our 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 use of different tax year-ends for operating partnerships and corporate partners; and changes to the interpretation of tax laws, including those resulting from changes to applicable accounting standards or the adoption of more aggressive auditing practices by tax authorities, tax reassessments or adverse court decisions impacting the tax payable by us.

Litigation and legal matters including: our ability to successfully respond to investigations and regulatory proceedings; our ability to defend 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 , or to negotiate and execute upon indemnity rights or other protections in respect of such claims and lawsuits; and the complexity of legal compliance in domestic and foreign jurisdictions, including compliance with competition, anti-bribery and foreign corrupt practices laws.

Health, safety and the environment including: lost employee work time resulting from illness or injury, public concerns related to radio frequency emissions, environmental issues affecting our business, including climate change, waste and waste recycling, risks relating to fuel systems on our properties, changing government and public expectations regarding environmental matters and our responses; and challenges associated with the COVID pandemic and our response to it, which may add to or accentuate these factors.

Economic growth and fluctuations including: the state of the economy in Canada, which may be influenced by economic and other developments outside of Canada, including potential outcomes of yet unknown policies and actions of foreign governments and the ongoing COVID pandemic as well as public and private sector responses to the pandemic; expectations of future interest rates; inflation; unemployment levels; effects of fluctuating oil prices; effects of low business spending such as reducing investments and cost structure ; pension investment returns, funding and solvency discount rates; fluctuations in foreign exchange rates of the currencies in the regions in which we operate; the impact of tariffs on trade between Canada and the U.

This cautionary statement qualifies all of the forward-looking statements in this document. More Financials. Period : Day Week.

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Second quarters ended June Per cent. All information pertaining to shares outstanding and per-share amounts in this news release for periods before March 17, , reflects retrospective treatment of the two-for-one share split.

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Consultado el 22 de mayo de Consultado el 26 de julio de Some even offered hostages and asked for the insignia of office traditionally awarded to them by the emperor: a gilded silver staff and a silver crown, a white cloak, a white tunic, and a gilded boot.

Belisarius had been furnished by Justinian with these items in anticipation of this demand, and duly dispatched them along with sums of money.

Nevertheless it was clear that, as long as the outcome of the war remained undecided, neither side could count on the firm loyalty of the Moors.

Belisarius was also reinforced by the Roman general Cyril with his contingent, who had sailed to Sardinia only to find it once again in possession of the Vandals.

The Vandal king now determined to advance on Carthage. His intentions are not clear; the traditional interpretation is that that he hoped to reduce the city by blockading it, but Ian Hughes believes that, lacking the reserves for a protracted war of attrition, he hoped to force Belisarius into a "single, decisive confrontation".

Approaching the city, the Vandal army cut the aqueduct supplying it with water, and attempted to prevent provisions from arriving in the city.

Gelimer also dispatched agents to the city to undermine the loyalty of the inhabitants and the imperial army. Belisarius, who was alert to the possibility of treachery, set an example by impaling a citizen of Carthage who intended to join the Vandals.

The greatest danger for defection came from the Huns, who were disgruntled because they had been ferried to Africa against their will and feared being left there as a garrison.

Indeed, Vandal agents had already made contact with them, but Belisarius managed to maintain their allegiance—at least for the moment—by making a solemn promise that after the final victory they would be richly rewarded and allowed to return to their homes.

Their loyalty however remained suspect, and, like the Moors, the Huns probably awaited to see who would emerge as the victor and rally to him.

As at Ad Decimum, the Roman cavalry proceeded in advance of the infantry, and the ensuing Battle of Tricamarum was a purely cavalry affair, with Belisarius' army considerably outnumbered.

Both armies kept their most untrustworthy elements—the Moors and Huns—in reserve. John the Armenian played the most important role on the Roman side, and Tzazon on the Vandal.

John led repeated charges at the Vandal centre, culminating in the death of Tzazon. This was followed by a general Roman attack across the front and the collapse of the Vandal army, which retreated to its camp.

Gelimer, seeing that all was lost, fled with a few attendants into the wilds of Numidia, whereupon the remaining Vandals gave up all thoughts of resistance and abandoned their camp to be plundered by the Romans.

The dispersal of his army after the battle, looting heedlessly and leaving themselves vulnerable to a potential Vandal counter-attack was also an indication of the poor discipline in the Roman army and the command difficulties Belisarius faced.

Drawing of a medallion commemorating the Roman victory in the Vandalic War, c. A Roman detachment under John the Armenian pursued the fleeing Vandal king for five days and nights, and was almost upon him when he was killed in an accident.

The Romans halted to mourn their leader, allowing Gelimer to escape, first to Hippo Regius and from there to the city of Medeus on Mount Papua, on whose Moorish inhabitants he could rely.

Belisarius sent men under the Herul Pharas to blockade him there. Belisarius was also fortunate in recovering the Vandal royal treasure, which had been loaded in a ship at Hippo.

Bonifatius, Gelimer's secretary, was supposed to sail with it to Spain, where Gelimer too would later follow, but adverse winds kept the ship in harbour and in the end, Bonifatius handed it over to the Romans in exchange for his own safety as well as a considerable share of the treasure, if Procopius is to be believed.

Aid was also sent to the provincials in Tripolitania, who had been subject to attacks by the local Moorish tribes.

An exchange of letters followed between Justinian and the Ostrogoth court, through which Justinian was drawn into the intrigues of the latter, leading to the Roman invasion of Italy a year later.

Meanwhile, Gelimer remained blockaded by Pharas at the mountain stronghold of Medeus, but as the blockade dragged through the winter, Pharas grew impatient.

He attacked the mountain stronghold, only to be beaten back with the loss of a quarter of his men. While a success for Gelimer, it did not alter his hopeless situation as he and his followers remained tightly blockaded and began to suffer from lack of food.

Pharas sent him messages calling upon him to surrender and spare his followers the misery, but it was not until March that the Vandal king agreed to surrender after receiving guarantees for his safety.

Gelimer was then escorted to Carthage. The Menorah of the Temple of Jerusalem, shown carried in the triumphal procession of Titus along with spoils from the Temple on the Arch of Titus in Rome.

Belisarius would not remain long in Africa to consolidate his success, as a number of officers in his army, in hopes of their own advancement, sent messengers to Justinian claiming that Belisarius intended to establish his own kingdom in Africa.

Justinian then gave his general two choices as a test of his intentions: he could return to Constantinople or remain in Africa.

Belisarius, who had captured one of the messengers and was aware of the slanders against him, chose to return. Gelimer was given an ample estate in Galatia , and would have been raised to patrician rank if he had not steadfastly refused to renounce his Arian faith.

The emperor was determined to restore the province to its former extent and prosperity, indeed, iIn the words of J. Gelimer was unwilling to surrender a rival claimant to Justinian, who could use him to stir up trouble in his kingdom, and probably expected war to come either way, according to J.

He consequently refused Justinian's demand on the grounds that this was an internal matter among the Vandals. Justinian now had his pretext, and with peace restored on his eastern frontier with Sassanid Persia in , he started assembling an invasion force.

The financial officials resented the expenditure involved, while the military was weary from the Persian war and feared the Vandals' sea-power.

The emperor's scheme received support mostly from the Church, reinforced by the arrival of victims of renewed persecutions from Africa.

Only the powerful minister John the Cappadocian dared to openly voice his opposition to the expedition, however, and Justinian disregarded it and pressed on with his preparations.

Soon after his seizure of power, Gelimer's domestic position began to deteriorate, as he persecuted his political enemies among the Vandal nobility, confiscating their property and executing many of them.

In response to Godas' emissaries, Justinian detailed Cyril, one of the officers of the foederati , with men, to accompany the invasion fleet and then sail on to Sardinia.

The Vandal king's decision played a crucial role in the outcome of the war, for it removed from the scene the Vandal navy, the main obstacle to a Roman landing in Africa, as well as a large part of his army.

Gelimer also chose to ignore the revolt in Tripolitania for the moment, as it was both a lesser threat and more remote, while his lack of manpower constrained him to await Tzazon's return from Sardinia before undertaking further campaigns.

The Ostrogoth court readily agreed to allow the Roman invasion fleet to use the harbour of Syracuse in Sicily and establish a market for the provisioning of the Roman troops there.

Justinian selected one of his most trusted and talented generals, Belisarius , who had recently distinguished himself against the Persians [ citation needed ] and in the suppression of the Nika riots , to lead the expedition.

As Ian Hughes points out, Belisarius was also eminently suited for this appointment for two other reasons: he was a native Latin-speaker, and was solicitous of the welfare of the local population, keeping a tight leash on his troops.

Both these qualities would be crucial in winning support from the Latin-speaking African population. There were also some 1,—2, of Belisarius' own retainers bucellarii , an elite corps it is unclear if their number is included in the 5, cavalry mentioned as a total figure by Procopius.

In addition, there were two additional bodies of allied troops, both mounted archers, Huns and Heruls.

The army was led by an array of experienced officers, among whom the eunuch Solomon was chosen as Belisarius' chief of staff domesticus and the former praetorian prefect Archelaus was placed in charge of the army's provisioning.

The whole force was transported on vessels manned by 30, sailors under admiral Calonymus of Alexandria , guarded by ninety-two dromon warships.

Bury, is that the expeditionary force was remarkably small for the task, especially given the military reputation of the Vandals, and that perhaps it reflects the limit of the fleet's carrying capacity, or perhaps it was an intentional move to limit the impact of any defeat.

On the Vandal side, the picture is less clear. The Vandal army was not a professional and mostly volunteer force like the East Roman army , but comprised every able-bodied male of the Vandal people.

Hence modern estimates on the available forces vary along with estimates on the total Vandal population, from a high of between 30,—40, men out of a total Vandal population of at most , people Diehl and Bury , to as few as 25, men—or even 20,, if their losses against the Moors are taken into account—for a population base of , Hughes.

In addition, their mode of fighting was ill-suited to confronting Belisarius' veterans: the Vandal army was composed exclusively of cavalry, lightly armoured and armed only for hand-to-hand combat, to the point of neglecting entirely the use of bows or javelins, in stark contrast to Belisarius' heavily armoured cataphracts and horse archers.

The account of Procopius completely refutes this poorly chosen source. The Vandals were also weakened by the hostility of their Roman subjects, the continued existence among the Vandals of a faction loyal to Hilderic, and by the ambivalent position of the Moorish tribes, who watched the oncoming conflict from the sidelines, ready to join the victor and seize the spoils.

Amidst much pomp and ceremony, with Justinian and the Patriarch of Constantinople in attendance, the Roman fleet set sail around 21 June The initial progress was slow, as the fleet spent five days at Heraclea Perinthus waiting for horses and a further four days at Abydus due to lack of wind.

From Methone, the fleet sailed up the Ionian Sea to Zacynthus , from where they crossed over to Italy. The crossing took longer than expected due to lack of wind, and the army suffered from lack of fresh water when the supplies they had brought aboard went bad.

The latter informed Procopius that not only were the Vandals unaware of Belisarius' sailing, but that Gelimer, who had just dispatched Tzazon's expedition to Sardinia, was away from Carthage at the small inland town of Hermione.

Then the Roman army began its march north, following the coastal road. Thus, on the morning of 13 September, the tenth day of the march from Caputvada, the Roman army approached Ad Decimum.

Nevertheless, it was clear that, as long as the outcome of the war remained undecided, neither side could count on the firm loyalty of the Moors.

As soon as Tzazon received his brother's message, he left Sardinia and landed in Africa, joining up with Gelimer at Bulla. His intentions were not clear; the traditional interpretation is that he hoped to reduce the city by blockading it, but Ian Hughes believes that, lacking the reserves for a protracted war of attrition, he hoped to force Belisarius into a "single, decisive confrontation".

The greatest danger of defection came from the Huns, who were disgruntled because they had been ferried to Africa against their will and feared being left there as a garrison.

Their loyalty, however, remained suspect, and, like the Moors, the Huns probably waited to see who would emerge as the victor and rally to him.

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More Originals. Bury, he intended "to wipe out all traces of the Vandal conquest, as if it had never been, and to restore the conditions which had existed before the coming of Gaiseric".

To this end, the Vandals were barred from holding office or even property, which was returned to its former owners; most Vandal men became slaves, while the victorious Roman soldiers took their wives; and the Chalcedonian Church was restored to its former position while the Arian Church was dispossessed and persecuted.

As a result of these measures, the Vandal population was diminished and emasculated, and gradually disappeared entirely, absorbed into the provincial population.

The army of Belisarius was left behind to form the garrison of the new prefecture, under the overall command of a magister militum and with several regional duces.

Despite Justinian's intentions and proclamations, however, Roman control over Africa was not yet secure. During his campaign, Belisarius had secured most of the provinces of Byzacena, Zeugitana and Tripolitania, but further west, imperial control extended in a series of strongholds captured by the fleet along the coast as far as Constantine, while most of the inland areas of Numidia and Mauretania remained under the control of the local Moorish tribes, as indeed had been the case under the Vandal kings.

The first imperial governor, Belisarius' former domesticus Solomon, who combined the offices of both magister militum and praetorian prefect, was able to score successes against them and strengthen Roman rule in Africa, but his work was interrupted by a widespread military mutiny in The mutiny was eventually subdued by Germanus , a cousin of Justinian, and Solomon returned in He fell, however, in the Battle of Cillium in against the united Moorish tribes, and Roman Africa was again in jeopardy.

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