Governance highlights

Read highlights about our ongoing commitment to corporate governance.
Leaders smiling while brainstorming together on a whiteboard.

Building on our commitment to good governance

At TELUS, we are committed to high standards in corporate governance and are constantly evolving our practices and pursuing transparency and integrity in everything we do. We believe that strong corporate governance is the foundation for accountability to our shareholders and we strive to be at the forefront of governance best practices.

Best practices

Our long-standing best practices provide a foundation for TELUS to effectively pursue corporate governance excellence. See some of those practices below.
  • Independent Board and committees
  • Board diversity policy
  • Majority voting policy
  • Clawback policy
  • Say-on-pay vote
  • Shareholder engagement policy
  • Separate independent Chair of the Board and CEO positions
  • Code of ethics and conduct and EthicsLine
  • Privacy management program framework
  • Enterprise risk governance and oversight
  • Board recruitment process and orientation programs
  • Mandatory continuing education sessions for the Board
  • Limit on interlocking boards and number of public board directorships
  • Board and committee succession planning
  • CEO succession planning
  • Board, committee and director evaluations
  • Director term limits
  • Share ownership guidelines for directors and executives
Details on the above practices are in the 
Board policy manual
 and also available on the 
Corporate Policies
 section.

Pursuit of excellence

In 2024, we continued to advance our leading governance practices

98%

in favour of the election of our directors at our 2024 meeting

100%

of the targets in our Board diversity policy were exceeded in 2024

96%

in favour of appointment of auditors Deloitte LLP

Some of the recent initiatives we pursued include:

  • In 2024, we engaged Egon Zehnder Inc. to assist us in conducting a comprehensive review of Board effectiveness. Components of this review included the completion of confidential surveys by Board members and key members of the senior management team, interviews with Committee Chairs, and Board member self-assessments. Following the comprehensive review of Board effectiveness and a review of the mandate, scope, duties and responsibilities of each of the four Committees by the Corporate Governance Committee (in consultation with the Board Chair and all committee chairs), the Board concluded that a reorganization of the Committee structure would allow more time to focus on strategy and business priorities and would optimize the Board’s use of resources. The Board approved eliminating the Pension Committee and moving from four to three Committees effective January 1, 2025.
  • We continued the CEO succession planning process.
  • We conducted an annual review of our Board succession planning process, including selection criteria, for the Board Chair and the committee chairs. Building upon our success to date in creating a diverse, value-adding and effective Board, the Board again conducted an analysis of leading practices in Board Diversity, reviewed the Board Diversity Policy against these practices to ensure the continuation of leading targets for Board diversity, and assessed the composition of the Board against leading diversity practices. We revised the Board Diversity Policy to express all targets as percentages. The Board has met or surpassed all targets specified in the Board Diversity Policy. Currently 46 per cent of our independent directors are women, and 23 per cent of our independent directors are members of visible minorities, Indigenous, persons with disabilities or members of the LGBTQ2+ community.
  • The Corporate Governance Committee reviewed and monitored, on behalf of the Board, TELUS’ overall approach, planning and reporting on environmental, social and governance (ESG) and sustainability matters, while the Audit Committee reviewed and approved metrics regarding climate-related risks, sustainability and environmental disclosure in financial reporting.
  • The Board and the Audit Committee considered the risks and opportunities of artificial intelligence (AI) throughout the year. The TELUS AI Policy was reviewed by the Corporate Governance Committee and adopted by the Board in February 2025. Cybersecurity was considered by the Audit Committee or the full Board every quarter.
For a full statement of TELUS corporate governance practices, please refer to the
Statement of TELUS’ corporate governance practices
 in TELUS’ 2025 Information circular.