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ES0-005 | RES Automation Manager 2011 Basic

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ES0-005 - RES Automation Manager 2011 Basic - braindump

Vendor RES
Exam Number ES0-005
Exam Name RES Automation Manager 2011 Basic
Questions 60 Q & A
Recent Update December 7, 2018
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ES0-005 exam Dumps Source : RES Automation Manager 2011 Basic

Test Code : ES0-005
Test Name : RES Automation Manager 2011 Basic
Vendor Name : RES
Q&A : 60 Real Questions

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RES RES Automation Manager 2011

RES application offers New iPhone and iPad App, featuring users with provider Orchestration Capabilities from their cellular device | killexams.com Real Questions and Pass4sure dumps

PHILADELPHIA--(company WIRE)--RES software, the confirmed chief in dynamic computing device options, these days announced the supply of a cellular application configured for Apple’s iPhone and iPad. the new app, provider Orchestration customer, gives conclusion users on-demand access to its RES provider Orchestration Module functionality. introduced remaining week as a key enhancement to RES Automation supervisor 2011, service Orchestration enables IT specialists to carry new ranges of IT as a provider to end clients. The RES utility cell app raises the reach of this answer, bringing it to end users on the go.

RES carrier Orchestration enables IT to use business guidelines to automate their service beginning needs and offer IT as a service to conclusion users. Some commonplace examples of how agencies can improvement from provider Orchestration consist of:

  • organising an IT service catalog that end clients can leverage to select necessary features. once accredited by way of a manager, the features will instantly be grew to become on, casting off IT dependency and saving helpful time.
  • Programming the device to admire when a user joins a branch. All vital features might be enabled to enable computerized, uninterrupted access to the equipment clients deserve to do their work conveniently.
  • With the provider Orchestration customer cell utility, end clients have access to these features through their smart telephones. conclusion clients can quite simply browse the self-carrier catalog based by using IT, and request the necessary desktop software. an automated request is then despatched to their manager. The manager can use his cell to approve the request. as soon as the request is authorised, carrier Orchestration will manipulate the birth of the software the use of the company’s beginning infrastructure. conclusion users may have full entry to an accepted utility on their laptop unless they not want it.

    one more enjoyable means of the mobile carrier catalog is the capability to reset a windows password by using the cell equipment as a depended on token, heading off the should log on. extra approvals may also be introduced to this function for security measures.

    by using automating the system of delivering these capabilities, each in-office and for users on the go, it will possibly now save valuable substances that would have in any other case been spent coordinating with the conclusion person and their manager and getting individual functions competent to be used. These substances can also be refocused on extra strategic business needs.

    “nowadays’s IT departments are challenged with doing extra for the firm, regularly with restrained materials to assist these initiatives. They require solutions that allow them to minimize the time spent on routine initiatives,” noted Bob Janssen, CTO of RES software. “service Orchestration through RES software helps to greatly cut back the time IT spends handling carrier birth to end clients, a standard project. With the new cellular app, we are additional extending this offering to empower end users to entry the services they need when on the go, cutting back their dependence on IT and enabling them improved productiveness.”

    carrier Orchestration customer presents support for any carrier, including functions, printers, facts and person debts; guaranteeing conclusion clients have full access to whatever thing they might need. The mobile utility is simple to installation and even gives the capability to reset passwords the usage of your Apple iPhone for authentication. It should be attainable without charge this month along with RES Automation manager 2011, which is now available as a free up candidate and may ship on November 1.

    For extra assistance on RES utility and whole details on the rebrand initiative please consult with:

  • try carrier Orchestration customer on the App shop
  • RES software options On the web
  • RES utility On our weblog
  • RES software On Twitter
  • About RES application

    RES application, the proven leader in dynamic computing device options is using a change in the approach organizations control, maintain and in the reduction of the cost of their computing device infrastructure. The RES application award-profitable, patented products permit IT specialists to manage and deliver secure, personalised and compliant computers independent of the underlying computing infrastructure – thin shoppers, digital desktops, physical pcs, or server-primarily based computing environments. The company empowers shoppers, from small to medium-sized organizations to world corporations, to cut back laptop complexity and meet the fundamental wants of a dynamic workforce that requires on-demand access to their customized workspaces. For more guidance, observe updates on Twitter @ressoftware and consult with www.ressoftware.com.


    RES Workspace manager permits Dynamic, Context-mindful computers | killexams.com Real Questions and Pass4sure dumps

    RES Workspace supervisor permits Dynamic, Context-aware desktops

    New points simplify, comfy desktop administration while improving flexibility for conclusion clients.

    note: ESJ’s editors cautiously choose dealer-issued press releases about new or upgraded products and features. we have edited and/or condensed this liberate to spotlight key facets but make no claims as to the accuracy of the supplier's statements.

    RES software has greater its flagship product RES Workspace supervisor (formerly PowerFuse). through managing computers, laptops, and all kinds of virtual applications, Workspace supervisor simplifies IT as companies navigate from physical to digital elements in their computer ambiance. the new points maximize the context-conscious capabilities of the application and give IT specialists protection and control over person workspaces. The answer additionally now integrates with provider Orchestration technology, part of the newest release of RES Automation manager, enabling IT to automate the start of IT capabilities from a personalized service catalog directly to a user's workspace.

    Enhancements to Workspace manager 2011 consist of:

    Dynamic privileges: adds manage over who, when, and the way desktop and equipment-degree materials are accessed. using dynamic privileges, desktop directors can elevate clients to administrator tiers for selected projects or strategies within applications devoid of granting them full administrator rights.

    Whitelisting/blacklisting of user-put in purposes: can provide safety points to managing conclusion user application installations. IT controls which functions are allowed to be put in by way of precise organizations of clients, and is also capable of centrally validate them before they're put in.

    Context-mindful web website protection: Workspace supervisor 2011 enables IT to dynamically permit or deny access to numerous internet sites and applications based upon the user's context (together with time of the day, time zone, energetic listing group, and many others.).

    more advantageous automation supervisor integration: The aggregate of Workspace manager and Automation manager makes it possible for IT managers to create reusable "runbooks" which can be pre-set enterprise guidelines that automate the birth of IT capabilities to a workspace. In a self-carrier mannequin, clients are offered with simplest those IT capabilities (purposes, information, web sites, and so on.) to which IT has already granted typical permission to them. clients can then provoke a request for the carrier, triggering a workflow it's absolutely computerized -- disposing of most of the bottlenecks associated with provisioning and managing purposes on the desktop.

    Workspace supervisor 2011 is packaged as three separate modules:

  • Composition and Personalization: gives context-mindful and centrally managed workspaces for clients that contain all the appropriate applications, records, printing, and personal settings that are essential for his or her success. IT authorities can method any alterations and preview their influence from a single crucial console before altering a user's workspace.
  • superior Administration: Improves the means to manage an infrastructure with clear logs of changes, latest reputation reporting, and license usage facts from all clients. This module also makes it viable to open or avoid the administration console for distinctive administrative roles and create actual-time configuration studies. Plus, it helps administrators in managing distinctive application delivery ideas.
  • security and efficiency: delivers a personalized laptop according to enterprise business suggestions and compliance. building upon the old modules, enabling safety prevents clients from unauthorized actions such as executing definite applications and using detachable disks. it could possibly add or remove these restrictions in line with a person's area or context.
  • For greater information, talk over with www.ressoftware.com.


    5 IT technologies a good way to exchange the world within the next 5 Years | killexams.com Real Questions and Pass4sure dumps

    For true technology aficionados issues definitely can't movement ahead fast sufficient. we'd like to see the coming year pleasing the entire promises of the latest digital revolution. We want the expertise to relieve us, advise us, drive us round, pamper and give protection to us. We need our environment and our appliances to suppose with us, retain our calendars, booklet our vacation trips and deal with our each day routine. however even digital revolutions take time. besides the fact that children subsequent year, like final year, will bring on a lot of exchange and innovation, it should be would becould very well be greater enjoyable to take a look at how technologies which are nonetheless of their infancy nowadays, will trade our world past consciousness in the coming 5 years.

    1. The end of the App

    In 2011 Steve Jobs called Dropbox a “feature” as an alternative of a product. He expected a future in which the Dropbox app would be nothing more than a part of iOS. Now, 5 years later, it seems that he can be right: the individual app as we are aware of it is ready to vanish. And it’s about time, too. as a result of why may still we should open a separate app for every tiny characteristic? Why now not let our digital assistant cope with every thing, from hotel bookings to the fastest routes to our locations, from our calendars to our custom news feed? instead of the “dumb” isolated apps, we now see the emergence of virtual assistants that unite the features of all the diverse apps on our telephones, computers and capsules in a single user interface. thanks to the economy of APIs, it’s commonly a be counted of linking all of it collectively and sitting returned. inside five years, the science fiction movie Her will probably be science fiction no more.

    2. the upward thrust of cyberspace

    at present, it’s still little more than a gimmick for women and boys with toys, however that circumstance will change unexpectedly. Augmented fact, mixed truth and digital truth can have become an important part of the world inside just a few years’ time, and this revolution is already happening. The technique has come as far as to make definitely astonishing consequences viable, and engines of games and application structures now have default VR assist. The percentages are limitless, and the primary purposes are already emerging—for now, exceptionally for entertainment purposes (e.g., the film app that allows you to watch a 3D film in a digital cinema), but it gained’t be lengthy before we start the use of company applications. because why would we nevertheless go to conferences if we will meet on a virtual seashore in digital Hawaii? Or on precise of the Himalayas, with a are living video feed around us? the rest is more desirable than our boring meeting rooms, with their modular ceilings and their cold fluorescent lights. Social media will additionally journey a transformation and should present an immersive consumer experience. It’s no coincidence that businesses like fb make investments so closely in digital-fact technology.

    It might all still look distant, and the expertise remains somewhat unworkable, however examine it with the first cellphones: they transformed from clunky gimmicks to flat and lightweight powerhouses in a few years’ time.

    3. synthetic Intelligence (AI) for the masses

    Deep learning (the brand new name for artificial intelligence) is scorching. earlier this 12 months, Microsoft made available on GitHub a free deep-studying tool package, which fits the enterprise’s strategy to make AI available to the hundreds. builders can use this device kit to boost smarter applications that may be taught from their interactions with people and different computer systems. suppose functions that fully take into account human speech or protection software that works on the groundwork of facial recognition. Or the aforementioned virtual assistant to your mobile, with which that you would be able to have a meaningful conversation and which can inform what temper you’re in by using your facial expression.

    It’s inevitable that we'll start to look more and more applications of artificial intelligence within the company world. Many agencies and sectors already use it to a enhanced or lesser extent. trust the chat-bot functions that banks use to reply consumer inquiries. Or IBM’s Watson for Oncology, which advises docs when identifying treatments and learns from statistics collected by way of the doctors themselves. as the vigour of computers grows, the expertise will increasingly nest in every part of our groups. it'll lead to extensive automation of enterprise processes, it's going to support us make informed company decisions and it will release time that’s at the moment consumed through all kinds of guide, repetitive initiatives.

    4. information superhighway of issues

    We’ve been ready a long time for the cyber web of issues for buyers to make the transition from our toothbrushes and thermostats to the rest of our stuff, but obstacles remain, such because the lack of a common defense common. That the safety element still needs attention was confirmed last month, when a big a part of the information superhighway within the eastern u.s. become shut down by using a DDoS attack originating from cyber web of things gadgets similar to sensible safety cameras and routers. still, within the coming years we will witness an explosive growth of the “issues,” and by way of 2020 there might be 20 to 50 billion instruments connected to the IoT (depending on which analyst you ask).

    the economic information superhighway of issues is already a truth. consider the Rolls Royce plane engines, which continuously send real-time records to the brand to predict complications and stop mess ups. Or the John Deere tractors that inform farmers about what vegetation they may still plant, when and where they need to plow, and what is the most excellent route for plowing. All because of the addition of sensors and facts connectivity.

    And additionally our workplaces will go in the course of the IoT transformation. Philips, Cisco and Axians are working on a digital ceiling, which transforms a regular modular ceiling into an clever statistics hub that may enhance productivity, cut the operating costs of structures and supply own environments for employees. briefly, the IoT will exchange every little thing, and agencies should be aware about the implications.

    5. information superhighway of everything

    One can't view these pleasing new applied sciences in an remoted method.  every thing will hook up with every little thing, and the records we compile with our related automobiles, fridges, telephones, sensors, wearables and computers may also be reused to supply us assistance and tips in many different areas and applications. Boundaries between the IoT, VR and AI will fade, of which we already see the primary symptoms. the new Tesla models are outfitted with three radars, eight cameras and a GPU that’s 40 instances more powerful than in outdated models. right here we see the IoT intersecting with digital intelligence: the imminent Tesla models will cut back Autopilot’s function and make the software “shadow power” alongside the motive force. Tesla will then analyze what Autopilot would have done more desirable than the driver and through which instances it would have made blunders. the use of these metrics, it's going to demonstrate that its Autopilot is safer than a human driver to eventually gain popularity of frequent use. This became a mannequin that we already knew in SaaS however haven't seen before in the car world.

    The combination of statistics units will make the distinctions fade even additional. sooner or later, the intelligence in our instruments will be omnipresent and entirely privy to its ambiance. This ability will effect in applications that we can't even imagine now, in all sectors, from transportation to fitness features, from places of work to factories. supply it an additional 5 years.

    The business Revolution

    Whoever nevertheless thinks that this brave new world should be restrained to consumer products will face some most important surprises in the coming years. All these improvements will locate their means into the office, just as tablets, cell phones and app stores did all the way through the consumerization of IT. if you don’t prepare now, then in 5 years you may be helplessly standing on the sidelines. You need to be capable of predict what americans want, you ought to be capable of predict what they're going to carry to the office and also you should put in force the appropriate safety measures. in case you fail in any of those regards, you’ll be unable to get the most fulfilling employees and also you received’t stand a chance in opposition t the competition that did make the fundamental preparations. You’ll even have a hard time preserving your IT secure.

    groups that 10 years ago concept the cellular phone wouldn’t affect their company IT are now attempting to contend with the BYOD revolution. organizations that now agree with VR, deep learning and IoT won’t challenge the style they structure their IT are downright naive. the times during which IT could behave as shepherd are gone forever. IT has to become a lot extra of a provider provider and a employer of new applied sciences—the next 5 years more than ever.

    in regards to the creator

    ITBob Janssen is the SVP of Innovation, CTO & founding father of RES. He has been liable for product vision, method and development at RES considering founding the company in 1999 and is a favorite RES spokesperson at trade events. He turned into instrumental in the introduction of the flagship products, RES Workspace supervisor (now RES ONE Workspace) and RES Automation manager (now RES ONE Automation), released in 1999 and 2005, respectively. right through his tenure, RES has offered millions of licenses international. Bob holds several patents for the solutions he has developed on the business and has worked with the RES R&D crew to file numerous others.

    5 IT technologies in an effort to trade the area in the next 5 Years changed into remaining modified: February tenth, 2017 by way of Bob Janssen




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    Five IT Technologies That Will Change the World in the Next Five Years | killexams.com real questions and Pass4sure dumps

    For true technology aficionados things obviously cannot move forward fast enough. We would like to see the coming year fulfilling all the promises of the latest digital revolution. We want the technology to relieve us, advise us, drive us around, pamper and protect us. We want our environment and our appliances to think with us, keep our calendars, book our holidays and take care of our daily routine. But even digital revolutions take time. Although next year, like last year, will bring about a lot of change and innovation, it might be more interesting to take a look at how technologies that are still in their infancy today, will change our world beyond recognition in the coming five years.

    1. The End of the App

    In 2011 Steve Jobs called Dropbox a “feature” instead of a product. He predicted a future in which the Dropbox app would be nothing more than a part of iOS. Now, five years later, it seems that he will be right: the individual app as we know it is about to disappear. And it’s about time, too. Because why should we have to open a separate app for every tiny function? Why not let our virtual assistant take care of everything, from hotel bookings to the fastest routes to our destinations, from our calendars to our custom news feed? Instead of the “dumb” isolated apps, we now see the emergence of virtual assistants that unite the functions of all the different apps on our phones, computers and tablets in a single user interface. Thanks to the economy of APIs, it’s mostly a matter of linking it all together and sitting back. Within five years, the science fiction film Her will probably be science fiction no more.

    2. The Rise of Cyberspace

    Currently, it’s still little more than a gimmick for girls and boys with toys, but that situation will change rapidly. Augmented reality, mixed reality and virtual reality will have become an essential part of the world within a few years’ time, and this revolution is already happening. The technique has come so far as to make really impressive results possible, and engines of games and software platforms now have default VR support. The possibilities are endless, and the first applications are already emerging—for now, mainly for entertainment purposes (e.g., the movie app that lets you watch a 3D movie in a virtual cinema), but it won’t be long before we start using business applications. Because why would we still go to meetings if we can meet on a virtual beach in virtual Hawaii? Or on top of the Himalayas, with a live video feed around us? Anything is better than our boring meeting rooms, with their modular ceilings and their cold fluorescent lights. Social media will also experience a transformation and will offer an immersive user experience. It’s no coincidence that companies like Facebook invest so heavily in virtual-reality technology.

    It might all still seem far away, and the technology is still somewhat unworkable, but compare it with the first mobile phones: they transformed from clunky gimmicks to flat and lightweight powerhouses in a few years’ time.

    3. Artificial Intelligence (AI) for the Masses

    Deep learning (the new name for artificial intelligence) is hot. Earlier this year, Microsoft made available on GitHub a free deep-learning tool kit, which fits the company’s strategy to make AI available to the masses. Developers can use this tool kit to develop smarter applications that can learn from their interactions with humans and other computers. Think applications that fully understand human speech or security software that works on the basis of facial recognition. Or the aforementioned virtual assistant on your phone, with which you can have a meaningful conversation and which can tell what mood you’re in by your facial expression.

    It’s inevitable that we will start to see more and more applications of artificial intelligence in the business world. Many companies and sectors already use it to a greater or lesser extent. Consider the chat-bot applications that banks use to answer customer inquiries. Or IBM’s Watson for Oncology, which advises doctors when choosing treatments and learns from data collected by the doctors themselves. As the power of computers grows, the technology will increasingly nest in every part of our organizations. It will lead to extensive automation of business processes, it will help us make informed business decisions and it will free up time that’s currently consumed by all kinds of manual, repetitive tasks.

    4. Internet of Things

    We’ve been waiting a while for the Internet of Things for consumers to make the transition from our toothbrushes and thermostats to the rest of our stuff, but obstacles remain, such as the lack of a common safety standard. That the security aspect still needs attention was proven last month, when a large part of the Internet in the eastern United States was shut down by a DDoS attack originating from Internet of Things gadgets such as smart security cameras and routers. Still, in the coming years we will witness an explosive growth of the “things,” and by 2020 there will be 20 to 50 billion devices connected to the IoT (depending on which analyst you ask).

    The industrial Internet of Things is already a reality. Consider the Rolls Royce aircraft engines, which continuously send real-time data to the manufacturer to predict problems and prevent disasters. Or the John Deere tractors that inform farmers about what crops they should plant, when and where they need to plow, and what is the best route for plowing. All thanks to the addition of sensors and data connectivity.

    And also our offices will go through the IoT transformation. Philips, Cisco and Axians are working on a digital ceiling, which transforms an ordinary modular ceiling into an intelligent data hub that can increase productivity, cut the operating costs of buildings and provide personal environments for workers. In short, the IoT will change everything, and companies should be aware of the implications.

    5. Internet of Everything

    One cannot view these exciting new technologies in an isolated manner.  Everything will connect to everything, and the data we collect with our connected cars, refrigerators, telephones, sensors, wearables and computers can be reused to give us information and assistance in many other locations and applications. Boundaries between the IoT, VR and AI will fade, of which we already see the first symptoms. The new Tesla models are equipped with three radars, eight cameras and a GPU that’s 40 times more powerful than in previous models. Here we see the IoT intersecting with virtual intelligence: the forthcoming Tesla models will reduce Autopilot’s function and make the software “shadow drive” alongside the driver. Tesla will then analyze what Autopilot would have done better than the driver and in which situations it would have made mistakes. Using these metrics, it will show that its Autopilot is safer than a human driver to eventually obtain approval for widespread use. This was a model that we already knew in SaaS but have not seen before in the automotive world.

    The combination of data sets will make the distinctions fade even further. Ultimately, the intelligence in our devices will be omnipresent and fully aware of its environment. This capability will result in applications that we cannot even imagine now, in all sectors, from transportation to health services, from offices to factories. Give it another five years.

    The Business Revolution

    Whoever still thinks that this brave new world will be confined to consumer products will face some major surprises in the coming years. All these innovations will find their way into the workplace, just as tablets, mobile phones and app stores did during the consumerization of IT. If you don’t prepare now, then in five years you will be helplessly standing on the sidelines. You must be able to predict what people need, you must be able to predict what they will bring to the workplace and you must implement the right security measures. If you fail in any of these regards, you’ll be unable to get the best employees and you won’t stand a chance against the competition that did make the necessary preparations. You’ll also have a hard time keeping your IT secure.

    Companies that 10 years ago thought the cell phone wouldn’t affect their corporate IT are now trying to cope with the BYOD revolution. Companies that now believe VR, deep learning and IoT won’t challenge the way they structure their IT are downright naive. The days in which IT could behave as shepherd are gone forever. IT has to become much more of a service provider and a supplier of new technologies—the next five years more than ever.

    About the Author

    ITBob Janssen is the SVP of Innovation, CTO & founder of RES. He has been responsible for product vision, strategy and development at RES since founding the company in 1999 and is a prominent RES spokesperson at industry events. He was instrumental in the creation of the flagship products, RES Workspace Manager (now RES ONE Workspace) and RES Automation Manager (now RES ONE Automation), released in 1999 and 2005, respectively. During his tenure, RES has sold millions of licenses worldwide. Bob holds several patents for the solutions he has developed at the company and has worked with the RES R&D team to file numerous others.

    Five IT Technologies That Will Change the World in the Next Five Years was last modified: February 10th, 2017 by Bob Janssen


    Army Chopper Pilots Fly With Digital Co-Pilot That Could Revolutionize Flight As We Know It | killexams.com real questions and Pass4sure dumps

    a helicopter flying in the air © Sikorsky

    U.S. Army pilots have flown in an experimental, optionally-manned Sikorsky S-76B helicopter, albeit in an indirect fashion. The flight test was part of a U.S. military program seeking to add-in a semi-autonomous "co-pilot" that can reduce the workload on aviators, improve their mission performance, and offer new failsafes in case of an emergency.

    The Defense Advanced Research Projects Agency (DARPA), in cooperation with the Army’s Aviation Development Directorate and Sikorsky, now part of Lockheed Martin, conducted this experiment under the Aircrew Labor In-Cockpit Automation System (ALIAS) program on Oct. 17, 2018. The flight, which took place at Fort Eustis, Virginia, gave the Army personnel an opportunity to evaluate the semi-autonomous system on board the modified S-76B, also known as the Sikorsky Autonomy Research Aircraft (SARA). Sikorsky’s test pilots had previously been the only ones to fly the helicopter since testing began in 2013.

    “The reason this type of technology is important, is to reduce workload, the piloting workload and let the mission crews concentrate on what they’re really there to do, which is to either execute the MEDEVAC [medical evacuation], the close air support mission, or whatever they’re there to do,” Dave Braden, the Program Manager for the U.S. Marine Corps’ portion of the Future Vertical Lift (FVL) program, which also has a stake in ALIAS, said of the latest test. “Rather than concentrate on moving controls, they can concentrate on what really needs to be done.”

    The SARA test bed had what Sikorsky calls its Matrix Technology, which provides autonomous functionality for both hardware and software, tapping into existing mechanical and electronic control systems. With this additional equipment installed, the helicopter will perform set mission plans that aviators can program using a small hand-held tablet.

    Those same individuals can quickly modify the route or other parameters on the fly during flight, as well. Sikorsky’s modifications leave the helicopter’s main systems intact, though, in case, for whatever reason, the pilots need to take direct control of the aircraft.

    During the October 2018 flight, the modified S-76B demonstrated its ability to take off and land autonomously and using a set of cameras, along with a laser imaging system, to fly to a designated area while avoiding known and unknown obstacles. The helicopter also has the ability to use its onboard sensors to determine safe landing zones automatically and to fly at low altitudes.

    DARPA formally began Phase 1 of the ALIAS effort in 2014, with Sikorsky and Aurora Flight Sciences, now part of Boeing, developing their respective autonomous 'co-pilots.' In Phase 2, the two firms conducted initial demonstrations of those systems on both fixed and rotary-wing aircraft. Aurora’s system involved putting a physical robot in the cockpit of a Diamond DA-42 light fixed-wing aircraft to perform various semi-autonomous functions.

    In January 2017, DARPA picked Sikorsky alone to continue to Phase 3 and work on maturing their system into something that might evolve into an operational capability not only for the Army, but for the U.S. military as a whole. The potential benefits of the system could be immense. The Connecticut-based aviation firm has also demonstrated its Matrix technology on a Cessna C-208 Caravan.

    “The capability that ALIAS provides to the crew member is really like a co-pilot,” Dr. Graham Drozeski, the program manager for the project at DARPA, explained. “It can fly routes, it can plan routes, it can execute emergency procedures, and it will do all that perfectly.”

    Essentially, pilots will be able to readily take their hands off the flight controls in order to operate other mission equipment, such as sensors, during a sortie. This, in turn, will help lessen fatigue, especially during long-duration missions, and reduce the likelihood of mistakes that aviators might otherwise make when they have to multi-task between monitoring various systems and also flying an aircraft.

    In addition, if something happens to the aircraft, or if they’re incapacitated for any reason, such as hypoxia or wounds from anti-aircraft fire, ALIAS will be able to instantly react. Linked into the aircraft’s onboard diagnostics system, it may potentially be able to identify the issue and respond with the best course of action faster than the human operators. This would have a disruptive impact on the science of what is known as crew resource management, which started as a way to improve communication between members of an aircraft's crew and shorten the time necessary to troubleshoot problems during an emergency.

    “Hovering in adverse winds is a task that consumes a human pilot’s attention, but automated flight control achieves ‘rock steady’ precision,” Drozeski used as an example in an interview for the official press release about the flight test. “Really, we want the pilot’s eyes and mind on the fight rather than holding an altitude."

    Building on these basic capabilities, Sikorsky’s semi-autonomous flight system has the potential to grow in scope over time, as well, quickly offering the human pilots optimal suggestions. This could include functions such as providing routes to fly to a destination that are both safe and avoid as many known threats and natural hazards as possible. Connected to additional sensors or fire control systems, it might be able to present the best vectors for an attack or rapidly identify targets. There are already requirements for autonomous operation and pilot-optional flight in the joint-service Future Vertical Lift program and the Army's nearer-term Future Attack Reconnaissance Aircraft Competitive Prototype (FARA CP) project, among other present U.S. military aviation efforts.

    Sikorsky has teamed up with Boeing to offer advanced compound helicopter designs for the Future Vertical Life-Medium portion of the overall FVL program, depicted in the video below, which may benefit from the company's work on its Matrix Technology for DARPA.

    It may eventually be able to make many of these decisions all on its own or based on a set of parameters the crew defines beforehand. It also leaves open the possibility that ALIAS might fully take the place of one or more crew members entirely, allowing for entirely unmanned flight. This, in turn, could further reduce the strain on aviators by allowing pilotless aircraft to take on a host of missions themselves as necessary.

    If an ALIAS-equipped aircraft can perform various missions, even just simple tasks, such as low-risk resupply missions or just ferrying it from one location to another, U.S. military units would be able to allocate more of their pilots to more demand operational needs. ALIAS' ability to allow aviation units to do more with less actual personnel would be invaluable in an era of worrisome and chronic shortages of aviators.

    The U.S. Army and Marine Corps have both become increasingly interested in autonomous resupply aircraft for exactly these reasons. The Marines notably deployed a pair of pilot-optional Kaman K-MAX helicopters, designated CQ-24A, to support their operations in Afghanistan between 2011 and 2014. Lessons learned at Kaman, another Lockheed Martin company now, from the K-MAX's ability to operate semi-autonomously has filtered into the Matrix Technologies project, as well.

    If the Matrix technology is as readily adaptable to any platform as DARPA hopes, it may be easy to integrate this functionality across U.S. military aviation communities with a minimum of effort. The final goal in Phase 3 of the ALIAS program is to install the equipment on an Army UH-60M Black Hawk helicopter and link it together with all of that helicopter’s flight control and mission systems, demonstrating how easy it is or isn’t to add the semi-autonomous functionality to in-service aircraft types.

    “We’ve chosen the Black Hawk as the platform we want to demonstrate full integration of ALIAS-type capabilities in it,” Drozeski said. “Not just wiggling the sticks, but all the circuit breakers and switches and radios in the aircraft – we want to integrate all of those.”

    Sikorsky says it is working on putting its Matrix technology into a company UH-60A testbed by the end of 2018. The modified Army Black Hawk is set to perform at least two demonstration flights in 2019.

    Sikorsky's UH-60A test bed, at top, and the Matrix-equipped S-76B. © Sikorsky Sikorsky's UH-60A test bed, at top, and the Matrix-equipped S-76B.

    If ALIAS works in a military context, this would mean that it would be equally useful for civilian commercial aviation applications. Airliners, in particular, have already become increasingly automated over the years. However, there is both a continued need for human pilots in many circumstances and this presents the same set of risks from physical fatigue or mental exhaustion that are present in military aviation communities.

    Right now, Sikorsky is looking at integrating the semi-autonomous functionality into one of their increasingly popular S-92 helicopters. DARPA expects the work on ALIAS to continue into 2020, which could see demonstrations of improved capabilities or the ability to use the system on more varied platforms.

    Contact the author: jtrevithickpr@gmail.com


    TELUS reports strong results for third quarter 2018 | killexams.com real questions and Pass4sure dumps

    Consolidated revenue and EBITDA growth of 11 per cent and 8.2 per cent, respectively and free cashflow growth of 41 per cent; excluding impacts of TELUS Garden and TELUS Friendly FutureFoundation, revenue and EBITDA up 5.8 per cent and 6.4 per cent, respectively

    Strong total customer growth of 187,000, including 199,000 new wireless, Internet and TV customeradditions

    Total wireless net additions of 145,000, including 109,000 postpaid additions, combined withindustry-leading wireless postpaid churn of 0.87 per cent, reflecting customer service and networkexcellence; strongest wireless customer growth since Q3 2010

    Wireline customer additions of 42,000, with strong Internet and TV customer growth, driven byrecord Q3 customer loyalty and leading broadband network leadership

    Quarterly dividend increased to $0.545 per share, our sixteenth dividend increase since 2011;$1.2 billion returned to shareholders in 2018 through our dividend growth program

    2019 capital expenditures anticipated to be similar to 2018, at approximately $2.85 billion

    VANCOUVER, British Columbia, Nov. 08, 2018 (GLOBE NEWSWIRE) -- TELUS Corporation today released its unaudited results for the third quarter of 2018. For the quarter, consolidated operating revenue of $3.8 billion increased by 11 per cent over the same period a year ago. This growth was driven by higher wireless network and equipment revenues, wireline services revenue growth and higher Other operating income resulting from our share of the non-recurring equity income related to real estate joint ventures of $171 million arising from the sale of TELUS Garden. Excluding this equity income, consolidated operating revenue increased by 5.8 per cent.

    Earnings before interest, income taxes, depreciation and amortization (EBITDA) increased by 8.2 per cent to $1.3 billion due to higher revenue growth as referenced above and improved wireless equipment margins. This growth was partly offset by incremental employee benefits expense due to recent business acquisitions and increased costs to support our growing customer base. Adjusted EBITDA was up 6.4 per cent when excluding the net gain from the sale of TELUS Garden, as well as restructuring and other costs, which included our committed donation of $118 million to the TELUS Friendly Future Foundation.  

    “TELUS reported strong operational and financial results for the third quarter, including robust customer growth across both the wireless and wireline segments of our business. This was buttressed by a continued excellent performance in wireless and wireline customer loyalty and lifetime revenue,” said Darren Entwistle, President and CEO. “Importantly, the TELUS team continues to achieve industry-leading postpaid wireless churn, and realized record third quarter high-speed Internet and TV retention levels. This performance was driven by our team’s relentless focus on providing exceptional customer experiences, and was anchored by the ongoing generational investments we are making in our leading broadband wireline and wireless networks, both of which are hallmarks of TELUS’ successful, long-term growth strategy.”

    Mr. Entwistle added, “The efficacy of our broadband technology investments is reflected in TELUS, once again, being named as having the fastest mobile network in Canada by PCMag. This repeat acknowledgement builds on our outstanding record of achievement with respect to network excellence, having already earned the top spot in all major mobile network reporting this year, including Ookla, J.D. Power and OpenSignal. These leading network rankings, each received consecutively for two or more years, reinforce the consistent superiority of TELUS’ broadband networks available to citizens across the country.

    Mr. Entwistle further commented, “Our dividend increase announced today, on the back of our 41 per cent free cash flow growth, reflects the sixteenth increase since 2011, and is the fourth in our most recent three-year dividend growth program, targeting annual growth between seven and 10 per cent through 2019. This builds on our proven track record of providing investors with the industry’s best multi-year dividend growth program, which continues to generate significant value for our shareholders. Notably, TELUS has now returned $16 billion to shareholders, including $10.8 billion in dividends, representing $27 per share since 2004. We look forward to updating investors on the progression of this programme at our 2019 annual general meeting.”

    Doug French, Executive Vice-president and CFO said, “For the third quarter of 2018, TELUS delivered positive operational and financial results, reflecting the strength of our multiple product and valued service offerings, our commitment to customer service excellence and our network superiority. Our strategic capital investments are clearly paying off, as evidenced by our strong subscriber and loyalty results, and position us to maintain our network leadership as we progressively move towards the arrival of 5G.”

    Mr. French added, “As we head into the seasonally important final quarter of 2018, we remain focused on executing against our strategy, amplifying our efforts on cost efficiency, focusing on margin accretive customer growth and investing to support our growth strategy. Today we are raising our full year 2018 assumption for restructuring and other costs, including an additional $50 million targeted towards further streamlining our business and enhancing our effectiveness in serving our growing customer base. This additional investment in restructuring, to be recorded in the fourth quarter of 2018, is expected to deliver annual cost savings of more than $50 million beginning next year. Meanwhile, our net debt to EBITDA leverage ratio continues to improve, putting us in good position for 2019.”

    In wireless, network revenue increased by 2.2 per cent to $1.5 billion, reflecting continued customer growth and a larger proportion of customers selecting plans with larger data buckets or periodically topping up their data buckets. This was partly offset by declining chargeable data usage and the competitive environment putting pressure on rate plan prices.

    In wireline, our data services revenue increased by 15 per cent to $1.2 billion, reflecting higher customer care and business services (CCBS) contracting revenues due to growth in business volumes including recent business acquisitions and recovery of organic growth, increased Internet and enhanced data service revenues from higher revenue per customer and continued high-speed Internet subscriber growth, increased TELUS Health revenues driven by business acquisitions, revenues from our home and business security service offerings and increased TELUS TV revenues from subscriber growth.

    In the quarter, we attracted 199,000 new wireless, high-speed Internet and TELUS TV customers, up 47,000 or 31 per cent over the same quarter a year ago. The higher net additions included 145,000 wireless net additions, including 109,000 postpaid net additions, as well as 36,000 high-speed Internet subscribers and 18,000 TELUS TV customers. Our total wireless subscriber base of 9.2 million is up 3.7 per cent from a year ago, reflecting a 4.5 per cent increase in our postpaid subscriber base to 8.2 million. Our high-speed Internet connections of 1.8 million are up 6.3 per cent over the last twelve months, while our TELUS TV subscriber base stands at 1.1 million.

    For the quarter, net income of $447 million increased by 10 per cent over the same period a year ago as EBITDA growth was partly offset by higher depreciation and amortization due to growth in our asset base resulting in part from business acquisitions as well as increased financing costs. The higher financing costs also included a long-term debt prepayment premium of $34 million from the early redemption of our $1.0 billion 5.05 per cent Series CG Notes due December 2019. Basic earnings per share (EPS) of $0.74 rose by 8.8 per cent over the same period last year. Adjusted net income of $445 million increased by 6.7 per cent over the same period a year ago, while adjusted EPS of $0.74 rose by 5.7 per cent.

    CONSOLIDATED FINANCIAL HIGHLIGHTS

    C$ millions,except per share amounts              Three months ended               September 30 Per cent (unaudited) 2018 2017(1) change  Operating revenues(2) 3,774 3,404 10.9   Operating expenses before depreciation and amortization(3) 2,425 2,160 12.3   EBITDA(4) 1,349 1,244 8.2   Adjusted EBITDA(4)(5) 1,351 1,267 6.4   Net income 447 406 10.1   Adjusted net income(6) 445 417 6.7   Net income attributable to common shares 443 403 9.9   Basic EPS 0.74 0.68 8.8   Adjusted basic EPS(6) 0.74 0.70 5.7   Capital expenditures (excluding spectrum licences) 762 821 (7.2 ) Free cash flow(7) 303 215 40.9   Total subscriber connections(8) (thousands) 13,311 12,942 2.9           (1)     Our results for 2017 have been adjusted to reflect the retrospective application of IFRS 15 and IFRS 9, which were adopted January 1, 2018. (2)     Consolidated operating revenue for the third quarter of 2018 includes non-recurring equity income related to real estate joint ventures of $171 million arising from the sale of TELUS Garden, of which 50 per cent was allocated to each of the wireless and wireline segments. Excluding the effect of equity income related to real estate joint ventures arising from the sale of TELUS Garden, Operating revenues increased by 5.8 per cent. (3)     Operating expenses before depreciation and amortization for the third quarter of 2018 includes a $118 million committed donation to the TELUS Friendly Future Foundation, of which 50 per cent was allocated to each of the wireless and wireline segments. Of the $118 million, an initial donation of $100 million was made in TELUS Common Shares, with the remainder committed over a 10-year period. Excluding the donation, Operating expenses before depreciation and amortization increased by 6.8 per cent. (4)     EBITDA is a non-GAAP measure and does not have any standardized meaning prescribed by IFRS-IASB. We issue guidance on and report EBITDA because it is a key measure used to evaluate performance. For further definition and explanation of this measure, see ‘Non-GAAP and other financial measures’ in this news release or Section 11.1 in the 2018 third quarter Management’s discussion and analysis. (5)     Adjusted EBITDA for the third quarters of 2018 and 2017 excludes restructuring and other costs of $173 million and $23 million respectively and non-recurring gains and equity income related to real estate joint ventures. (6)     Adjusted net income and adjusted basic EPS are non-GAAP measures and do not have any standardized meaning prescribed by IFRS-IASB. These terms are defined in this news release as excluding from net income attributable to common shares and basic EPS (after income taxes), restructuring and other costs, non-recurring gains and equity income related to real estate joint ventures, long-term debt prepayment premium, and favourable income tax-related adjustments. For further analysis of adjusted net income and adjusted basic EPS, see ‘Non-GAAP and other financial measures’ in this news release or Section 1.3 in the 2018 third quarter Management’s discussion and analysis. (7)     Free cash flow is a non-GAAP measure and does not have any standardized meaning prescribed by IFRS-IASB. For further definition and explanation of this measure, see ‘Non-GAAP and other financial measures’ in this news release or Section 11.1 in the 2018 third quarter Management’s discussion and analysis. (8)     The sum of active wireless subscribers, residential network access lines, high-speed Internet access subscribers and TELUS TV subscribers, measured at the end of the respective periods based on information in billing and other systems. Effective April 1, 2017, postpaid subscribers, total subscribers and associated operating statistics (gross additions, net additions, average billing per user per month (ABPU), average revenue per subscriber unit per month (ARPU) and churn) were adjusted to include an estimated migration of 85,000 Manitoba Telecom Services Inc. (MTS) subscribers in the opening subscriber balances. Subsequent to this, on October 1, 2017, postpaid and total subscribers and associated operating statistics were adjusted to reduce estimated migrations of MTS subscribers down by 11,000 to 74,000. Effective April 1, 2018, and on a prospective basis, we have adjusted cumulative subscriber connections to remove approximately 68,000 TELUS TV subscribers as we have ceased marketing our Satellite TV product.

    Third Quarter 2018 Operating Highlights

    TELUS wireless

  • External wireless revenue increased by $169 million or 8.5 per cent driven by higher network and equipment revenues as well as higher Other operating income resulting from our share of the non-recurring equity income arising from the sale of TELUS Garden. Excluding this non-recurring equity income, external wireless revenue was higher by 4.2 per cent
  • Wireless network revenues increased by $34 million or 2.2 per cent year-over-year to $1.5 billion. This growth was driven by continued subscriber growth and a larger proportion of customers selecting plans with larger data buckets or periodically topping up their data buckets. These were partly offset by declining chargeable data usage and the competitive environment putting pressure on rate plan prices.  
  • Wireless equipment and other service revenue increased by $50 million or 10.8 per cent mainly due to more higher-value smartphones in the gross additions and retention mix, partly offset by lower new postpaid contracts.
  • Average billing per user per month (ABPU) of $68.64 was essentially unchanged over the same period last year, reflecting a decline in chargeable data usage and competitive pressures on base rate plan pricing, offsetting growth from customers selecting plans with larger data buckets and more higher-value smartphones in the gross additions and retention mix.
  • Postpaid churn rate of 0.87 per cent remained comparatively low as our focus on customers first initiatives, retention programs and leading network quality was partly offset by incremental deactivations from competitive intensity. This marks the twentieth out of the past twenty-one quarters postpaid churn has been below 1 per cent.
  • Wireless postpaid net additions of 109,000 decreased by 6,000 over the same period a year ago due to competitive intensity. Prepaid net additions totaled 36,000, reflecting an improvement of 27,000 over the same period a year ago, due to successful promotions and lower churn.
  • EBITDA of $921 million increased by $79 million or 9.3 per cent, while Adjusted EBITDA of $912 million increased by $59 million or 6.8 per cent over last year, reflecting network revenue growth driven by a larger customer base and an improvement in equipment margins, partly offset by higher administrative costs and increased customer support costs due to growth in the subscriber base and increased network operating expenses. Excluding the effects of IFRS 15, Adjusted EBITDA of $866 million was higher by $53 million or 6.5 per cent.
  • Wireless capital expenditures decreased by $19 million or 8.0 per cent over the same period a year ago due to lower wireless infrastructure investments.       
  • TELUS wireline

  • External wireline revenues increased by $201 million or 14.1 per cent to $1.6 billion. This growth was driven by higher data services revenue growth and higher Other operating income resulting from our share of the non-recurring equity income arising from the sale of TELUS Garden. Excluding this non-recurring equity income, external wireline revenue was higher by 8.1 per cent.
  • Data services revenues increased by $149 million or 14.6 per cent, reflecting higher CCBS contracting revenues due to growth in business volumes including from business acquisitions and recovery of organic growth, and increased Internet and enhanced data service revenues resulting from higher revenue per customer, as well as an increase in our high-speed Internet subscriber base. Additionally, increased TELUS Health revenues driven by growth from business acquisitions, revenues from our home and business security service offerings and increased TELUS TV revenues resulting from subscriber growth also supported data services revenue growth.
  • High-speed Internet net additions of 36,000 increased by 17,000 over the same quarter a year ago due to increased customer demand for our high-speed broadband services, including fibre to the premises, as well as improved churn reflecting our focus on executing customers first initiatives and retention programs.
  • TELUS TV net additions of 18,000 increased by 9,000 over the same quarter a year ago due to a lower customer churn rate from stronger retention efforts and higher gross additions from our diverse product offerings.
  • Residential network access line (NAL) losses of 12,000 improved by 8,000 over the same quarter a year ago, reflecting the success of our stronger retention efforts. Residential NAL losses continue to reflect the trend of substitution to wireless and Internet-based services. Over the last 12 months for the period ending September 30, 2018, we experienced a 4.0% decline in residential as compared to a 6.0% decline in residential NALs in the 12-month period ended September 30, 2017.
  • Wireline EBITDA of $428 million increased by $26 million or 6.1 per cent, while Adjusted EBITDA increased by $25 million or 5.7 per cent due to growth in Internet and TELUS Health margins, as well as an increased contribution from our CCBS contracting business. This was partly offset by the continued declines in legacy voice services. Excluding the effects of IFRS 15, Adjusted EBITDA of $429 million increased by 2.1 per cent.
  • Wireline capital expenditures decreased by $40 million or 6.8 per cent over the same period a year ago primarily due to lower expenditures related to customer premise equipment, as well as a planned reduction of broadband capital expenditures. We continued connecting additional homes and businesses directly to our fibre-optic technology and our investments support systems reliability and operational efficiency and effectiveness. At the end of the third quarter of 2018, approximately 1.74 million premises, or 56 per cent of our high-speed broadband footprint of 3.1 million premises, are covered by our TELUS PureFibre network. This is up approximately 410,000 premises over the same period a year ago.       
  • TELUS sets preliminary 2019 capital expenditure targetCapital expenditures for 2019, excluding the purchase of spectrum licences, is estimated to be similar to our 2018 target of approximately $2.85 billion. In 2019, we will continue connecting more homes and businesses directly to our fibre-optic network, further expanding our PureFibre footprint, while continuing to advance our small-cell technology strategy to improve coverage and prepare for a more efficient and timely evolution to 5G. Additionally, we plan to continue investing in our support systems to drive ongoing operational effectiveness and efficiency in serving our growing customer base.

    Dividend Declaration – quarterly dividend increased to $0.545 per shareThe TELUS Board of Directors has declared a quarterly dividend of $0.545 per share on the issued and outstanding Common Shares of the Company payable on January 2, 2019 to holders of record at the close of business on December 11, 2018. This fourth quarter dividend represents an increase of $0.04 or 7.9 per cent from the $0.505 quarterly dividend paid on January 2, 2018 and is the sixteenth dividend increase since TELUS announced its original multi-year dividend growth program in May 2011.

    Sale of TELUS Garden and donation to the TELUS Friendly Future FoundationIn August, the TELUS Garden real estate joint venture sold the income producing property and the related net assets. The purchaser assumed the 3.7% mortgage and the 3.4% bonds secured by the income producing property. In the application of equity accounting, we recorded our share of the non-recurring gain at $171 million. Concurrently, we committed to a donation to the TELUS Friendly Future Foundation of $118 million to help ensure vulnerable youth thrive in our digital society through better access to health and educational opportunities. Of this $118 million, an initial donation of $100 million was made in the third quarter of 2018 in TELUS Corporation Common Shares acquired in the market, with the remainder committed over a 10-year period. The Foundation will give financial grants to grassroots charities across Canada that need help in directly supporting underserved youth in our communities. Through these grants, the Foundation will support our Community Boards in connecting youth to the people and opportunities that matter most.

    Denise Pickett joins our Board of DirectorsEffective November 1, 2018, Denise Pickett joined our Board. Denise was named Chief Risk Officer and President, Global Risk, Banking and Compliance, American Express in February 2018. From 1992 to the present, Denise has held a series of progressively senior roles throughout American Express. She was Country Manager for American Express Canada and President and CEO of Amex Bank of Canada. Denise subsequently relocated to the United States where most recently she served as the President of American Express OPEN, the small business division, followed by the President of U.S. Consumer Services. She was also a member of the board of directors of the Hudson’s Bay Company (2012 to 2018) and serves as Vice Chair on the board of directors of the United Way of New York City. Denise holds an MBA in marketing from the Schulich School of Business at York University and earned her Honours BA in Human Biology and Physiology from the University of Toronto. She was named to Payment Source’s Most Influential Women in Payments in 2018.

    Corporate HighlightsTELUS makes significant contributions and investments in the communities where team members live, work and serve and to the Canadian economy on behalf of customers, shareholders and team members. These include:       

  • Paying, collecting and remitting a total of approximately $1.4 billion in taxes in the first nine months of 2018 to federal, provincial and municipal governments in Canada consisting of corporate income taxes, sales taxes, property taxes, employer portion of payroll taxes and various regulatory fees. Since 2000, we have remitted approximately $24 billion in these taxes.
  • Disbursing spectrum renewal fees of over $50 million to Innovation, Science and Economic Development Canada in the first nine months of 2018. Since 2000, our total tax and spectrum remittances to federal, provincial and municipal governments in Canada have totaled approximately $29 billion.
  • Investing approximately $2.2 billion in capital expenditures primarily in communities across Canada in the nine months of 2018 and approximately $37 billion since 2000.
  • Spending $6.1 billion in total operating expenses in the first nine months of 2018, including goods and service purchased of approximately $4.4 billion. Since 2000, we have spent $113 billion and $75 billion respectively in these areas.
  • Generating a total team member payroll of $2.0 billion in the first nine months of 2018, including payroll taxes of $111 million. Since 2000, total team member payroll totals $44 billion.
  • Returning $1.2 billion in dividends through four quarterly dividend payments in 2018 to individual shareholders, mutual fund owners, pensioners and institutional investors. Since 2004, we have returned approximately $16 billion to shareholders through our dividend and share purchase programs, including $10.8 billion in dividends, representing $27 per share.       
  • Access to Quarterly results informationInterested investors, the media and others may review this quarterly earnings news release, management’s review of operations, quarterly results slides, audio and transcript of the investor webcast call, supplementary financial information at telus.com/investors.

    TELUS’ third quarter 2018 conference call is scheduled for Thursday, November 8, 2018 at 9:30am ET (6:30am PT) and will feature a presentation followed by a question and answer period with investment analysts. Interested parties can access the webcast at telus.com/investors. An audio recording will be available on November 8 until December 15, 2018 at 1-855-201-2300. Please use reference number 1238355# and access code 77377#. An archive of the webcast will also be available at telus.com/investors and a transcript will be posted on the website within a few business days.

    Caution regarding forward-looking statementsThis news release contains forward-looking statements about expected events and the financial and operating performance of TELUS Corporation. The terms TELUS, we, us and our refer to TELUS Corporation and, where the context of the narrative permits or requires, its subsidiaries.

    Forward-looking statements include any statements that do not refer to historical facts. They include, but are not limited to, statements relating to our objectives and our strategies to achieve those objectives, our outlook, updates, capital expenditure targets, and our multi-year dividend growth program. Forward-looking statements are typically identified by the words assumption, goal, guidance, objective, outlook, strategy, target and other similar expressions, or future or conditional verbs such as aim, anticipate, believe, could, expect, intend, may, plan, predict, seek, should, strive and will.

    By their nature, forward-looking statements are subject to inherent risks and uncertainties and are based on assumptions, including assumptions about future economic conditions and courses of action. These assumptions may ultimately prove to have been inaccurate and, as a result, our actual results or events may differ materially from our expectations expressed in or implied by the forward-looking statements.

    Our general outlook and assumptions for 2018 are presented in Section 9 General trends, outlook and assumptions in the Management’s discussion and analysis (MD&A) in our 2017 Annual Report and updated in Section 9 Update to general trends, outlook and assumptions and regulatory developments and proceedings in our MD&A for the third quarter of 2018. Our key assumptions for 2018 include the following:

  • Slightly slower rate of economic growth in Canada in 2018, estimated to be 2.1% as updated in our first quarter 2018 MD&A (previously 2.2% as reported in our 2017 annual MD&A; 3.1% in 2017). For our incumbent local exchange carrier (ILEC) provinces in Western Canada, we estimate that economic growth in B.C. will be 2.2% in 2018 (previously 2.5% as reported in our 2017 annual MD&A; 3.4% in 2017), and that economic growth in Alberta will be 2.2% in 2018 (previously 2.4% as reported in our 2017 annual MD&A; 3.9% in 2017).
  • No material adverse regulatory rulings or government actions.
  • Continued intense wireless and wireline competition in both consumer and business markets.
  • An increase in wireless industry penetration of the Canadian market.
  • Ongoing subscriber adoption of, and upgrades to, data-intensive smartphones, as customers want more mobile connectivity to the Internet.
  • Wireless revenue growth resulting from growth in both postpaid subscriber loading and ABPU.
  • Continued pressure on wireless acquisition and retention expenses, dependent on gross loading and customer renewal volumes, competitive intensity and customer preferences.
  • Continued growth in wireline data revenue, resulting from an increase in high-speed Internet and TELUS TV subscribers, speed upgrades and expanding broadband infrastructure, as well as business outsourcing and healthcare solutions.
  • Continued erosion of wireline voice revenue, resulting from technological substitution and greater use of inclusive long distance and lower wholesale volumes.
  • Continued focus on our customers first initiatives and maintaining our customers’ likelihood-to-recommend scores.
  • Employee defined benefit pension plans: Pension plan expense of approximately $97 million recorded in Employee benefits expense and approximately $14 million recorded in employee defined benefit pension plans net interest in Financing costs; a 3.40% rate for discounting the obligation and a 3.50% rate for current service costs for employee defined benefit pension plan accounting purposes; and defined benefit pension plan funding of approximately $50 million.
  • Restructuring and other costs has been revised to approximately $300 million from approximately $135 million as reported in our 2017 annual MD&A. This was revised to account for the committed donation of $118 million to the TELUS Friendly Future Foundation and to support ongoing and incremental operational efficiencies and personnel-related costs. We continually invest in operational efficiency initiatives, similar to our continual investment in our products, services and technology, while continuing to drive to a more efficient cost structure. The increase in our 2018 restructuring and other costs charge will improve our overall cost structure, improve operational effectiveness and continue to position us to effectively compete in our dynamic industry and support growth in our core strategic priorities.
  • Income taxes computed at applicable statutory rate of 26.7 to 27.3% and cash income tax payments of approximately $170 to $230 million (2017 – $191 million). Cash tax payments are expected to be relatively consistent with 2017.
  • Further investments in broadband infrastructure as we approach nearly 50% of our targeted coverage footprint, including expanding our fibre-optic network and 4G LTE capacity expansion and upgrades, as well as investments in network and systems resiliency and reliability.
  • No wireless spectrum auctions anticipated in 2018.
  • Stabilization in the average Canadian dollar: U.S. dollar exchange rate (U.S. 77 cents in 2017).
  • 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:

  • Competition including: our ability to continue to retain customers through an enhanced customer service experience, including through the deployment and operation of evolving wireless and wireline network; the ability of industry competitors to successfully combine a mix of high-speed Internet access (HSIA) and, in some cases, wireless services under one bundled and/or discounted monthly rate, along with their existing broadcast or satellite-based TV services; the success of new products, new services and supporting systems, such as home automation security, and Internet of Things (IoT) services for Internet-connected devices; continued intense rivalry across all services among wireless and wireline telecommunications companies, cable-TV providers, other communications companies and over-the-top (OTT) services, which, among other things, places pressures on current and future average billing per subscriber unit per month (ABPU) (as described in Section 5 Discussion of operations), average revenue per subscriber unit per month (ARPU), cost of acquisition, cost of retention and churn rate for all services, as do customer usage patterns, flat-rate pricing trends for voice and data, inclusive rate plans for voice and data and availability of Wi-Fi networks for data; mergers and acquisitions of industry competitors; pressures on high-speed Internet and TV ARPU and churn rate resulting from market conditions, government actions and customer usage patterns; residential and business network access line (NAL) losses; subscriber additions and retention volumes, and associated costs for wireless, TV and high-speed Internet services; our ability to obtain and offer content on a timely basis across multiple devices on wireless and TV platforms at a reasonable cost; our ability to compete successfully in customer care and business services (CCBS) contracting given our competitors’ brand recognition, consolidation and strategic alliances as well as technology development and our ongoing ability to provide a service experience that meets or exceeds customer expectations and, in our TELUS Health business, our ability to compete with other providers of electronic medical records and pharmacy management products, systems integrators and health service providers including those that own a vertically integrated mix of health services delivery, IT solutions, and related services, and global providers that could achieve expanded Canadian footprints. 
  • Technological substitution including: reduced utilization and increased commoditization of traditional wireline voice local and long distance services from impacts of OTT applications and wireless substitution, a declining overall market for paid TV services, including as a result of content piracy and signal theft and as a result of a rise in OTT direct to consumer video offerings and virtual multichannel video programming distribution platforms; the increasing number of households that have only wireless and/or Internet-based telephone services; potential wireless ABPU and ARPU declines as a result of, among other factors, substitution to messaging and OTT applications; substitution to increasingly available Wi-Fi services; and disruptive technologies such as OTT IP services, including Network as a Service in the business market, that may displace or re-rate our existing data services. 
  • Technology including: subscriber demand for data that may challenge network and spectrum capacity levels in the future and may be accompanied by increases in delivery cost; our reliance on information technology and our need to streamline our legacy systems; technology options, evolution paths and roll-out plans for video distribution platforms and telecommunications network technologies (including broadband initiatives, such as fibre to the premises (FTTP), wireless small-cell deployment, 5G wireless and availability of resources and ability to build out adequate broadband capacity); our reliance on wireless network access agreements, which have facilitated our deployment of wireless technologies; choice of suppliers and those suppliers’ ability to maintain and service their product lines, which could affect the success of upgrades to, and evolution of, technology that we offer; supplier limitations and concentration and market power for network equipment, TELUS TV® and wireless handsets; the performance of wireless technology; our expected long-term need to acquire additional spectrum capacity through future spectrum auctions and from third parties to address increasing demand for data; deployment and operation of new wireline broadband network technologies at a reasonable cost and availability and success of new products and services to be rolled out using such network technologies; network reliability and change management; self-learning tools and automation that may change the way we interact with customers; and uncertainties around our strategy to replace certain legacy wireline network technologies, systems and services to reduce operating costs. 
  • Regulatory decisions and developments including the potential of government intervention to further increase wireless competition; the potential for regulatory intervention further to the CRTC’s ongoing proceeding with respect to lower-cost data-only plans; future spectrum auctions and spectrum policy determinations, including the amount of spectrum TELUS is able to acquire and its cost under the Technical, Policy and Licensing Framework for Spectrum in the 600 MHz Band, as well as cost and availability of spectrum in the 3500 MHz and mmWave bands; restrictions on the purchase, sale and transfer of spectrum licences; Innovation, Science and Economic Development Canada (ISED’s) consideration to renew TELUS’ AWS-1 and PCS-G spectrum licences that are set to expire in late 2018 and early 2019; the impact of the CRTC’s wireline wholesale services review, with a review of rates and configurations for wholesale access currently in progress for TELUS; changes to the cost burden associated with CRTC-mandated network interconnections; disputes with certain municipalities regarding rights-of-way bylaws, and other potential threats to unitary federal regulatory authority over telecommunications, including provincial wireless and consumer protection legislation; the Competition Bureau’s market study on competition in broadband services; the CRTC’s forthcoming report on the retail practices of Canada’s large telecommunications carriers, as directed by the Governor in Council; the CRTC’s phase-out of the local service subsidy regime and corresponding establishment of a broadband funding regime to support the enhancement of high-speed Internet services focusing on underserved areas in Canada; the CRTC’s review of the price cap and local forbearance regimes; the CRTC’s implementation of new initiatives discussed in its May 2018 report “Harnessing Change: The Future of Programming Distribution in Canada”; vertical integration in the broadcasting industry resulting in competitors owning broadcast content services, and timely and effective enforcement of related regulatory safeguards; the review of the Copyright Act, which began in early 2018; the federal government’s review of the Broadcasting Act, Telecommunications Act and Radiocommunication Act as announced on June 5, 2018; the pending ratification and implementation of the United States Mexico Canada Agreement; restrictions on non-Canadian ownership and control of TELUS Common Shares and the ongoing monitoring and compliance with such restrictions; and our ability to comply with complex and changing regulation of the healthcare and medical devices industry in the provinces of Canada in which we operate, including as an operator of health clinics. 
  • Capital expenditure levels and potential outlays for spectrum licences in spectrum auctions or from third parties, due to: our broadband initiatives, including connecting more homes and businesses directly to fibre; our ongoing deployment of newer wireless technologies, including wireless small cells to improve coverage and capacity and prepare for a more efficient and timely evolution to 5G wireless services; utilizing acquired spectrum; investments in network resiliency and reliability; subscriber demand for data; evolving systems and business processes; implementing efficiency initiatives; supporting large complex deals; and future wireless spectrum auctions held by ISED including the 600 MHz spectrum auction scheduled to take place in March 2019 which will result in increased expenditures. Our capital expenditure levels could be impacted if we do not achieve our targeted operational and financial results. 
  • Human resource matters including: recruitment, retention and appropriate training in a highly competitive industry, and the level of employee engagement. 
  • 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 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 to 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, additional exposure to litigation or regulatory proceedings; the implementation of complex large enterprise deals that may be adversely impacted by available resources; system limitations and degree of co-operation from other service providers; our ability to successfully manage operations in foreign jurisdictions, including managing risks such as currency fluctuations; and real estate joint venture re-development risks. 
  • Business continuity events including: our ability to maintain customer service and operate our networks 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; political instability in certain international locations; information security and privacy breaches, including data loss or theft of data; intentional threats to our infrastructure and business operations; and the completeness and effectiveness of business continuity and disaster recovery plans and responses. 
  • 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, including the future benefits of the 2016 immediately vesting transformative compensation initiative; business integrations; business product simplification; business process outsourcing; offshoring and reorganizations, including any full-time equivalent (FTE) employee reduction programs; procurement initiatives; and real estate rationalization. Additional revenue and cost efficiency and effectiveness initiatives will continue to be assessed and implemented. 
  • Financing and debt requirements including: our ability to carry out financing activities, and our ability to maintain investment grade credit ratings in the range of BBB+ or the equivalent. 
  • Ability to sustain our dividend growth program through 2019. 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, and regulatory decisions and developments. Quarterly dividend decisions are subject to assessment and determination by our Board of Directors (Board) based on the Company’s financial position and outlook. Shares may be purchased under our normal course issuer bid (NCIB) when and if we consider it opportunistic, based on the Company’s financial position and outlook, and the market price of TELUS shares. There can be no assurance that our dividend growth program or any NCIB will be maintained, not changed and/or completed through 2019. 
  • Taxation matters including: interpretation of complex domestic and foreign tax laws by the 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 as a result of changes to applicable accounting standards or tax authorities adopting more aggressive auditing practices, 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; 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, and changing government and public expectations regarding environmental matters and our responses. 
  • 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; 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 discount rates; and Canadian dollar: U.S. dollar exchange rates.
  • These risks are described in additional detail in Section 9 General trends, outlook and assumptions, and regulatory developments and proceedings and Section 10 Risks and risk management in our 2017 annual MD&A. Those descriptions are incorporated by reference in this cautionary statement but are not intended to be a complete list of the risks that could affect TELUS.

    Many of these factors are beyond our control or our current expectations or knowledge. Additional risks and uncertainties not currently known to us or that we currently deem to be immaterial may also have a material adverse effect on our financial position, financial performance, cash flows, business or reputation. Except as otherwise indicated in this document, the forward-looking statements made herein do not reflect the potential impact of any non-recurring or special items or any mergers, acquisitions, dispositions or other business combinations or transactions that may be announced or that may occur after the date of this document.

    Readers are cautioned not to place undue reliance on forward-looking statements. Forward-looking statements in this document describe our expectations and are based on our assumptions as at the date of this document and are subject to change after this date. Except as required by law, we disclaim any intention or obligation to update or revise any forward-looking statements. The forward-looking statements in this news release are presented for the purpose of assisting our investors and others in understanding certain key elements of our expected 2018 and 2019 financial results as well as our objectives, strategic priorities and business outlook. Such information may not be appropriate for other purposes.

    This cautionary statement qualifies all of the forward-looking statements in this document.

    Non-GAAP and other financial measuresWe have issued guidance on and report certain non-GAAP measures that are used to evaluate the performance of TELUS, as well as to determine compliance with debt covenants and to manage our capital structure. As non-GAAP measures generally do not have a standardized meaning, they may not be comparable to similar measures presented by other issuers. Securities regulations require such measures to be clearly defined, qualified and reconciled with their nearest GAAP measure.

    Adjusted Net income and adjusted basic earnings per share: These measures are used to evaluate performance at a consolidated level and exclude items that may obscure the underlying trends in business performance. These measures should not be considered alternatives to Net income and basic earnings per share in measuring TELUS’ performance. Items that may, in management’s view, obscure the underlying trends in business performance include significant gains or losses associated with real estate redevelopment partnerships, gains on the exchange of wireless spectrum licences, restructuring and other costs, long-term debt prepayment premiums (when applicable), income tax-related adjustments and asset retirements related to restructuring activities.

    Reconciliation of adjusted Net income

    C$ and in millions       Three months ended      September 30   Dollar     2018   2017   change    Net income attributable to Common Shares 443   403   40   Add back (deduct):       Restructuring and other costs, after income taxes1 130   16   114   Favourable income tax-related adjustments (3 ) (2 ) (1 ) Non-recurring gains and equity income related to real estate joint ventures, after income taxes2 (150 ) —   (150 ) Long-term debt prepayment premium, after income taxes 25   —   25   Adjusted Net income 445   417   28  

           

  • Includes our third quarter of 2018 donation to the TELUS Friendly Future Foundation of $90 million after income taxes.
  • Includes equity income arising from the third quarter of 2018 sale of TELUS Garden of $150 million after income taxes.
  • Reconciliation of adjusted basic EPS

    C$, per share amounts       Three months ended     September 30   Dollar     2018   2017   change   Basic EPS 0.74   0.68   0.06   Add back (deduct):       Restructuring and other costs, after income taxes, per share1 0.22   0.03   0.19   Favourable income tax-related adjustments, per share (0.01 ) (0.01 ) —   Non-recurring gains and equity income related to real estate joint ventures, after income taxes, per share2 (0.25 ) —   (0.25 ) Long-term debt prepayment premium, after income taxes, per share 0.04   —   0.04   Adjusted basic EPS 0.74   0.70   0.04  
  • Includes our third quarter of 2018 donation to the TELUS Friendly Future Foundation of $0.15 per share after income taxes.
  • Includes equity income arising from the third quarter of 2018 sale of TELUS Garden of $0.25 per share after income taxes.
  • EBITDA (earnings before interest, income taxes, depreciation and amortization): We have issued guidance on and report EBITDA because it is a key measure used to evaluate performance at a consolidated level. EBITDA is commonly reported and widely used by investors and lending institutions as an indicator of a company’s operating performance and ability to incur and service debt, and as a valuation metric. EBITDA should not be considered an alternative to Net income in measuring TELUS’ performance, nor should it be used as an exclusive measure of cash flow. EBITDA as calculated by TELUS is equivalent to Operating revenues less the total of Goods and services purchased expense and Employee benefits expense.

    We also calculate Adjusted EBITDA to exclude items of an unusual nature that do not reflect our ongoing operations and should not, in our opinion, be considered in a valuation metric, or should not be included in an assessment of our ability to service or incur debt.

    Reconciliation of Adjusted EBITDA

    C$ and in millions     Three months ended    September 30   2018   2017 Net income 447   406 Financing costs 196   149 Income taxes 134   142 Depreciation 419   410 Amortization of intangible assets 153   137 EBITDA 1,349   1,244 Add back restructuring and other costs included in EBITDA 173   23 Deduct gains and equity income related to real estate joint ventures (171 ) — Adjusted EBITDA 1,351   1,267

    Free cash flow: We report this measure as a supplementary indicator of our operating performance. It should not be considered an alternative to the measures in the Consolidated statements of cash flows. Free cash flow excludes certain working capital changes (such as trade receivables and trade payables), proceeds from divested assets and other sources and uses of cash, as found in the Consolidated statements of cash flows. It provides an indication of how much cash generated by operations is available after capital expenditures (excluding purchases of spectrum licences) that may be used to, among other things, pay dividends, repay debt, purchase shares or make other investments. Free cash flow may be supplemented from time to time by proceeds from divested assets or financing activities.

    Calculation of free cash flow

    C$ and in millions          Three months ended         September 30     2018   2017    EBITDA 1,349   1,244    Deduct non-cash gains from the sale of property, plant and equipment (3 ) (2 )  Restructuring and other costs, net of disbursements 42   (19 )  Deduct non-recurring gains and equity income related to real estate joint ventures (171 ) —    Donation to TELUS Friendly Future Foundation in TELUS Common Shares 100      Effects of contract asset, acquisition and fulfilment (56 ) (47 )  Items from the condensed interim consolidated statements of cash flows:     Share-based compensation, net 34   22   Net employee defined benefit plans expense 24   20   Employer contributions to employee defined benefit plans (9 ) (17 ) Interest paid (198 ) (146 ) Interest received 2   1    Capital expenditures (excluding spectrum licences) (762 ) (821 )  Free cash flow before income taxes 352   235    Income taxes paid, net of refunds (49 ) (20 )  Free cash flow 303   215  

    Our method of calculating Free cash flow has been revised to reflect the discretionary nature of the donation to the TELUS Friendly Future Foundation that fundamentally transformed our operating model in respect of philanthropic giving.

    About TELUSTELUS (TSX: T, NYSE: TU) is one of Canada’s largest telecommunications companies, with $14.1 billion of annual revenue and 13.3 million subscriber connections, including 9.2 million wireless subscribers, 1.8 million high-speed Internet subscribers, 1.3 million residential network access lines and 1.1 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment, video and home and business security. TELUS is also Canada's largest healthcare IT provider, and TELUS International delivers business process solutions around the globe.

    In support of our philosophy to give where we live, TELUS, our team members and retirees have contributed over $650 million to charitable and not-for-profit organizations and volunteered more than 1.21 million days of service to local communities since 2000. Created in 2005 by President and CEO Darren Entwistle, TELUS’ 13 Canadian community boards and five International boards have led the Company’s support of grassroots charities and have contributed $72 million in support of 7,000 local charitable projects, enriching the lives of more than 2 million children and youth, annually. TELUS was honoured to be named the most outstanding philanthropic corporation globally for 2010 by the Association of Fundraising Professionals, becoming the first Canadian company to receive this prestigious international recognition.

    For more information about TELUS, please visit telus.com.



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