4 rws csgo betting

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4 rws csgo betting the man who bet on everything pdf

4 rws csgo betting

Someone who is putting up at least 10rws consistently generally means they know how to impact a round and do make a difference in the game. It's when you get ppl bragging about 18rws that it starts turning into more of a show of who can do the most dumb, puggy plays in a match to get the most RWS. Sure you can run around and pug and get high RWS, but if you aren't playing properly with your team, then what's the point?

You can't play for frags in official matches. That's why I'm saying RWS is a shit metric and skews stuff. Edit: Who is downvoting me? At the end of the game, add up all the RWS and it equals I'm just saying this to confirm that the average is I thought you were asking if 10rws was average.

Oh no, I was asking if getting 9. I think that you should be much higher than 10 rws if you grind CS every day for 10 months personally. I understand that But if you read the guys comment that I replied too, he's saying that getting 9. And I'm questioning that statement because personally I don't agree with it and was wondering what other people's opinion of "getting 9. Still doesn't change the fact RWS will be given out each round.

Still a big fucking difference. The RWS value displayed in your profile, and what you are ranked by, is determined by taking all RWS points you've earned playing in Ranked Pug servers and dividing them by your total rounds played plus your rounds left. You can save a gun and not get a kill with it in the next round so it actually has a 0 rws impact. If you win a round by only killing one player, the damage dealt to that player will determine all of the RWS given out for damage.

You plant the bomb and it explodes, and you do 0 damage and everyone else on your team each does 50 damage, you would get The only situation where I see this failing is if you win a round without the team dealing any damage at all. I'm sure this has some form of default case probably gives each player an equal share of the remaining RWS but that would happen so rarely it's completely negligible; I wouldn't be surprised if it's never happened.

Yeah I can get behind that, but Considering I've reached 9. I am full aware that I'm just an avarge ESEA player at the moment, but I have a lot of motivation and dedication to actually improve. I add people who is ovbiously better players than me to ask them what they thought I was doing wrong, but a lot of the time it comes down to beeing out-aimed and out-played from good flashes and smokes.

I could probably go from 11 to 13 if i hunted kills and didnt play for the team. I basicly never chase kills that I do not need to. It seems pointless to me, but it raises my RWS, so I feel like I'm gimping myself by playing correctly. Yeh i feel the same. It frustrates me. RWS is not a great system to judge skill. I cant remember but i think it was steel or dazed who said RWS isnt a good system to judge skill, the only thing you can say is that if you dont have 10 at least you arent good enough.

But you should use RWS as a metric to see how well you are playing. If you chase kills you are cheating yourself because you arent seeing how much you improve by getting kills that actually matter. Its like doing pullups and putting your feet on the floor for a couple seconds and saying "yeh i can do 15 now that ive put my feet on the floor" Your numbers are improving but you as a player arent.

Thats a really great way of looking at it. In general though, it shows you a general ballpark of skill, so its not that bad. I like it more than elo forexample. Because its not accurate as to how you perform individualy. Over time it will give a somewhat overview of skill level, but you are very dependant on your team. In the 10 first games, there was a total of 7 leavers, and maybe 4 of the games were a proper 5v5.

The paid faceit is mostly great. The only really bad thing about it is the ragers. People are incredibly chill on esea I currently have a sub to both but that isnt always great. Because they are so chill and dont care its harder to get them to do even simple strats sometimes and a lot will just do whatever. On faceit you have a fair amount of ragers. Because they really want to win and are way more driven so its a bit more high strung. But ive found because on faceit your elo and rank is only tied to wins people are MUCH MUCH more willing to do strats, not to bait, not play in a way that will increase their score but not help the team etc.

And as faceit does have a ranking system. You usually get 2 teams that are fairly evenly matched. I rarely have any complete blowouts on Faceit. Faceit not having RWS may not feel great because sometimes you can feel your efforts and contribution outstrip your rank, but it does make playing a proper game of CS much easier as noone has any incentive to killhunt or screw over teammates etc.

I gues I'm playing FaceIT tonight. I have paid for it, but havent played much at all. Thanks, you did change my mind about it :P. Its definitely worth a shot. If you get unlucky and ranked into bronze off the bat it can be bad but silver is generally all right. I have heard bad things about Faceit premium queue in the us though. Apparantly long ass queue times as it has fewer players than in EU.

Which is then made worse by everyone shouting on reddit to just play free as queue times are instant making premium queue even longer Gl man. There's not enough time in the day. Idk how pros do a grind and balance having a life or even some of them still being in school or work. Some Pro's actually just do team practise and thats it. They practise, then play FPL all day.

FPL is basicly the best practise you can get outside of scrims, cause you're playing against top tier players every game, and you're always playing against better players than yourself unless you're among the best. FaceIT shoves top elo players on 1 team vs worse elo players. That way, the lower elo players gets more elo when they win, and the higher ones gets less if they win. Yeah, It makes sense so that the lower elo gets a chance to be the "Underdogs" Im assuming the lower elo players in one game may be the higher elo in another?

Weekend was like 12pm to 5pm then either break for food an continue or go out on saturday. Sunday was pretty much all day. That was a week when schedule was stuck to, around 50 hours. What level of play did you guys reach with that time investment? I can't imagine you didnt improve a ton during all that practise. The hidden secret which isn't all that hidden and isn't really a secret is to understand that the time you put in to practice doesn't mean equal growth in skill.

The best way to practice is to practice smart, otherwise you just burn yourself out and there have been many, many teams both semi-pro and top-tier that managed to do just that. That may be hard to understand unless you have put in those 50 hours a week once to just practice and then felt how your performance has gone shit. Currently I'm in a stage where I notice improvements every day, even if super tiny. And I have actually had times where I definitely got too much CS.

Before that was just standard nolifing hours, playing till like am often. You must have eaten at such odd hours. Where are you from, if you don't mind me asking? Im uk and i will eat lunch between 11am and 1pm depending what i had for and what time i had breakfast Yeah I dunno, I thought it was normal to eat tea dinner for the europeans and americans between 5 and 6, since that's when most people are getting home from work and to have lunch around mid day.

Mind you that these are two whole different games. In CS if you play dogshit you are most likely gonna get your ass whooped hard and that ain't fun. Same I work 40 hours a week and play like 45 hours a week so that is 85 hours out of hours a week. After a couple of weeks you would burn out. I've done it, and I had to take a week off after that. I often play games like HearthStone for just waking up my brain, then I play on the reaction custom map, where you shoot dots, and a new one appears every 0.

There's no "win", but its pretty good for train your accuracy like thag. Don't forget to try and keep a balanced life though. Get some exercise I know how much it sucks. If all you do is playing Counter-Strike, it takes a special kind of character to actually enjoy playing it, and looking forward to playing every day. It keeps me fit enough, but it does kill your back to walk about with 5kg on your shoulders ticket equipment for a local ferry.

Gl with your cs career man, if you're this new and already getting decent rws you've clearly got a lot of natural talent. If you cant walk with 5kgs on your shoulder to the point it hurts your back you are not in shape at all And 5kg might be an underatatement. I havent weighted my gear and just threw a number that wasnt redicilous. Well if it is 5 kilo then its still pretty bad. But yeh if its much more even then i can see how that would be awkward. At my peak 2 years ago I was 60 hours a week.

Now Im 30 hours. Tbh most time I spent was just afk in random comm servers. Compare your hours on steam to the hours shown at csgo-stats. Edit: not an ad, I just check people's profiles there every time to bust cheaters with idled hours. Haha yea I once did that. I had 2. Turns out I only had hours in mm. However I think I had 1. I've read your post and greatly appreciate it. I'm going to reply to you properly once I'm home, cause you deserve a proper reply.

The thing is, in 5v5s, its a real pain in the ass, cause it cuts into the chunk of time I have to react, aim and fire. In DM on the other hand, its absolutely not an issue at all. I feel like I play A LOT better in DM, which I assume most people do, but if I could somehow have the same level of skill, confidence and get rid of the body alert in a 5v5, I feel like I can go some places.

You mentioned communication a whole lot in your post, and its probably the most underrated skill in pugs, and should be one of the most valueable assets you can have in an actual team. I have been struggling with social anxiety in real life, but it doesnt transfer directly over to 1.

My workplace and 2. Online, but I would be lieing if I said I was completely unaffected by it. I'm getting better every day, since I work in the service field of work, and deal with thousands of customers every day. I really want to become a better player, and I will do anything I can within my power to reach a top level, even if getting a team up there is going to be a grind. You may not have much luck now since the rosters are locked for the rest of the season, but once the playoffs are over, you'll see plenty of teams recruit again.

Warning though, At least in my experience when I posted my recruitment ad all I got were offers from people where no one else was over 8 rws. Hope it's different for you. Alright, here's my perspective on it. Searching a team of players with an equal skill level or maybe a bit higher than you is important. Playing in a team is quite different than playing ESEA and requires a different mindset. Try not to let these conflicts ruin the team, because they will happen.

When you are trying out for a team, try to be prepared.. There's nothing worse than trying out a new teammate and he cannot smoke CT mirage. Showing people that you are prepared and know your stuff will help you a lot in your path to finding a skillful team to grow with. Lastly, don't give up. You will most likely join loads of teams that fall apart after 2 weeks because things don't work out.

This happens, but you will find the right team eventually. Just keep trying to improve yourself and put the time and effort in. If you are a friendly person and don't burn to many bridges on your journey, success will come your way. I've got Train and a few on mirage left, but my nadework is currently my biggest flaw as an individual.

My flashes tend to be very random, and not always precise. I've considered it, but I am not exactly a leader type of guy, and I can be quite shy to new people at first. Thanks for the tip for gamurs tho! And pug stats don't really mean much but 85 adr is a good place to start for an esea open team. First of all, check out the Gamer. You can apply for teams or just get your own ad out there.

There are also a plethora of tournaments with and without prizes hosted on gamer. Keep in mind that the competition in Sweden is much more fierce; There are more good teams and players there than in Norway. I absolutely think you are right. Going up as a sweedish pro is probably a lot harder than a norwegian one. There's very few proffessional norwegian players at all, and people in general are not that open minded towards esports here, so sponsors are rare.

Do you consider yourself a primary awper? Like if your team picks up and AWP are you the first person they give it to? If no then you should do Hiko's challenge as its better for practicing aim on rifles. If yes then continue doing KennyS's training. I consider myself a better awper than rifler by a large margin, but I lack the confidence to go for the awp in actual pugs.

I think it would be way easier to awp in a proper team though. The AWP role is suppose to open the round for your team. Therefore if you don't have confidence to go for the aggressive peeks then you should practice rifling more. If you are still determined to become primary awper for your team you should find a way to develop confidence in yourself so you can win the round for your team.

You're absolutely right, I need to be more confident in myself. There are so many idiots and loosers that are super confident in themselves without having anything to back it up. Don't sell yourself short because of your confidence. If it's not great atm then fake it til you make it! Well aim can always be improved.

It doesn't matter what level you play at. Every pro player still does training for their aim every single day. Your aim can only get better so you should still practice your aim. I wish you'd elaborated more, but you're totally right! Never think you're hitting your cap. There's always room to improve, always new things to learn, always new ways to practice. Alright my friend. First of all, if you wanna find a team don't be picky. If you can't really find a team, then why not form your own team?

For example, when you play PUGs try to look for good players that are without team. You can ask them to play with you for the start and see how the things go. You know what will good players have? Friends that also similar level with them. When eventually you play with few players dont hesitate to ask them if they wanna invite their friends.

Find a good IGL who's calm all the time and has a knowledge. Find a guy who can use AWP and comfortable using it any time. Let's say you found 4 players that you think can and will play together they should have these things : a bit of team chemistry ,understanding,helping each other, accepting each other and etc. Just start to play with them for quite some time.

Then you can approach them and tell them to make that 5 man into a team and start practising. Second of all, RWS is shit. I suggest dont bring the RWS thing when you wanna find a team. Same goes to rank. It's good that you ask for help and feedback.

Next time you ask feedback from the enemy team if it's possible, especially the guy who wrecks you the most. Cause they exactly know how to answer most of your questions. If you wanna be in a team , you should be discipline, must and willing to take orders,support teammates,communicate and do what's best for the team, not for yourself.

I'm feeling like I'm writing an essay. If you have any questions just ask and I will try to answer them all. Asking the enemy is probably a great advice. If I ask my team, a lot of the timer they're too busy dealing with themself, so they dont actually know what I did wrong, specialy early on in the round. The thing about RWS, is that you have a rough estimate of skill, and improvement from the graph. What is a better way I can market myself without a unit of skill estimate?

You can try to explain your capability, like what are you good at : awp,igl,entryfrag and etc. Your play style. Hours you put into the game, from that the person will know how serious you are about it.

If you really believe in yourself that you are good player just try to get try outs. Mitsubishi Chemical Holdings Corp. Many seniors enter retirement without much in the way of personal savings. If you expect to land in a similar boat, you may end up relying heavily on Social Security to stay afloat once your career comes to a close. You're entitled to your full monthly Social Security benefit, based on your earnings history, once you reach full retirement age, or FRA.

Specifically, Stantec has committed to set science-based emissions reduction targets, for all three scopes, in line with 1. Furthermore, Stantec has committed to a long-term target to reach net-zero emissions by no later than in line with the criteria and recommendations of the Science Based Targets initiative.

By making this pledge we demonstrate that Stantec applies the same passion to address our own impact. Carbon neutrality is recognized as an interim step towards the net-zero goal. To meet its net-zero commitment, the organization plans to transition offset purchases to options that directly produce renewable energy or reduce carbon.

Ontario — Company practitioners in Ontario, Canada, are helping communities navigate the energy transition by delivering projects like the Gull Bay microgrid which reduces the reliance on diesel fuel for local First Nations communities. Kentucky — Stantec designed and built an extension to Kentucky's Hatchery Creek, successfully restoring a wildlife ecosystem where fluctuating water levels had once destroyed important trout habitat and spawning areas.

New York City — Stantec has been selected to lead design for the Battery Coastal Resilience Project, spanning one third of a mile of waterfront along the acre Battery Park. The innovative facility closes a nutrient loop converting solids traditionally landfilled to create heat and power, clean gas for municipal use, and nutrient-rich fertilizer. The company was named the fifth most sustainable company in the world and first in North America by Corporate Knights in About StantecCommunities are fundamental.

Whether around the corner or across the globe, they provide a foundation, a sense of place and of belonging. That's why at Stantec, we always design with community in mind. We care about the communities we serve—because they're our communities too. This allows us to assess what's needed and connect our expertise, to appreciate nuances and envision what's never been considered, to bring together diverse perspectives so we can collaborate toward a shared success.

We're designers, engineers, scientists, and project managers, innovating together at the intersection of community, creativity, and client relationships. Balancing these priorities results in projects that advance the quality of life in communities across the globe. Visit us at stantec. Cautionary Note Regarding Forward-Looking StatementsThis news release contains forward-looking statements regarding the initiatives and projects described above. Forward-looking statements also include any other statements that do not refer to historical facts.

By their nature, forward-looking statements are based on assumptions and subject to inherent risks and uncertainties. There is a risk that the initiatives and projects described above may be delayed, cancelled, suspended or terminated. This could cause future results to differ materially from the forward-looking statements made in this news release. Except as may be required by law, Stantec undertakes no obligation to publicly update or revise any forward-looking statements.

Forward-looking statements are provided herein for the purpose of giving information about the initiatives and projects referred to above and their expected impact. Readers are cautioned that such information may not be appropriate for other purposes. Design with community in mind. First American Financial Corporation NYSE: FAF , a leading global provider of title insurance, settlement services and risk solutions for real estate transactions, today announced financial results for the fourth quarter ended Dec.

See base earnings definition, explanation and reconciliation to GAAP earnings later in this release. See free cash flow definition and reconciliation to cash flow from operations later in this release. See details later in this release which include a change to the definition of free cash flow. The Company will change its operating and reporting structure in and will begin to report its results in two segments, Consumer Packaging and Industrial Paper Packaging.

The Company's remaining businesses which will primarily consist of our healthcare and protective packaging businesses will be reported as "All Other" in our future earnings releases and financial statements. The Company has determined this reporting structure appropriately represents the management of its business portfolio going forward. Despite the impact of the pandemic-induced global recession, we quickly refocused operations on accelerating production of food packaging to meet consumers' growing preference for at-home eating, while making adjustments in our industrial-related and protective packaging businesses in response to demand swings.

We developed vitally needed temperature-assured packaging to begin shipping life-saving vaccines and therapeutic drugs to combat the spread of the coronavirus, and we further improved our portfolio by acquiring Can Packaging, a French designer and manufacturer of sustainable paper packaging and related equipment, while divesting our lower-margin Europe contract packaging business. Our Consumer Packaging segment achieved a 47 percent improvement in operating profit for the quarter, reflecting continued strong food packaging demand, while our Paper and Industrial Converted Products segment reported another sequential improvement in operating profit, although year-over-year results were off by 28 percent.

In our Protective Solutions segment, we achieved a 42 percent improvement in operating profit driven by strong customer demand, while our Display and Packaging segment's results were modestly lower due to the divestiture of our Europe contract packaging business. Our strong cash flow and balance sheet provide us the flexibility to invest in growing our business both organically and through acquisitions while continuing to return cash to our shareholders through dividends, including our recently announced 4.

Sales grew during the quarter due to strong volume gains, higher selling prices and acquisition sales net of divestitures. Because of the Company's accounting calendar, the fourth quarter of included two additional days when compared to the prior year quarter. Gross profit as a percentage of sales improved to The improvement in gross profit was driven by strong productivity results and increased volume.

This higher amount was driven by the timing of compensation expense increases and the addition of expenses at acquired businesses which were partially offset by cost savings related to the pandemic. Fourth-quarter segment sales increased These increases were partially offset by lower selling prices.

Sales in Global Rigid Paper Containers increased more than 12 percent, the vast majority of which was driven by higher volume due to consumers' growing preference for at-home meals. Global Rigid Plastics sales increased from the acquisition of TEQ, partially offset by lower selling prices, while volume gains in food packaging were offset by lower industrial product volumes and a negative mix of business.

Segment operating profit increased Overall, segment operating margin increased by basis points to Display and PackagingThe Display and Packaging segment includes the following products and services: designing, manufacturing, assembling, packing and distributing temporary, semi-permanent and permanent point-of-purchase displays; supply chain management services; retail packaging, including printed backer cards, thermoformed blisters and heat sealing equipment; and paper amenities, such as coasters and glass covers.

Sales declined Productivity improvements helped increase segment operating margin to 5. Paper and Industrial Converted ProductsThe Paper and Industrial Converted Products segment includes the following products: paperboard tubes, cores and cones; fiber-based construction tubes; wooden, metal and composite wire and cable reels and spools; and recycled paperboard, corrugating medium, recovered paper and material recycling services. Segment sales increased 3. Global paperboard and corrugated medium demand improved slightly during the quarter offset by reduced recycled pulp international sales.

Segment operating profit declined Segment operating margin declined basis points to 7. Protective SolutionsThe Protective Solutions segment includes the following products: custom-engineered, paperboard-based and molded foam protective packaging and components; and temperature-assured packaging.

Segment sales increased Segment operating profit improved Segment operating margin was The fourth-quarter effective tax rates on GAAP and base earnings were Sales were down 2. Gross profit as a percentage of sales in was These efforts were partially offset by the addition of expenses from acquisitions as well as the one-time gain in the prior year related to an environmental reserve release.

Cash generated from operations also improved due to the deferral of payments of the Company's portion of social security taxes, pursuant to the CARES Act and a cash tax benefit taken in anticipation of the pension termination contributions see Outlook later in the release.

See free cash flow reconciliation later in this release. In free cash flow was defined as cash flow from operations minus net capital expenditures and cash dividends. At the end of , the Company had a total-debt-to-total-capital ratio of These increases were slightly offset by short-term debt repayments. In providing guidance, the Company is assuming that global business activity will begin to return to pre-pandemic levels after mid The Company is assuming a Due to changes in its accounting calendar, Sonoco's first quarter is expected to benefit from five additional operating days partially offset by a higher tax rate of Due to the expected timing of certain discrete items, the Company's effective tax rate varies quarter to quarter leading to differences in our expected annual and quarterly effective tax rates.

Beginning in , the Company will exclude dividend payments from the calculation of free cash flow. This does not reflect a change in the Company's approach to providing value to shareholders through dividends but does align the Company's definition with its peer group. The main driver of the projected higher capital spending is the previously announced Project Horizon, which will convert the Company's Hartsville corrugated medium machine to produce uncoated recycled paperboard.

In addition, the Company is moving forward with the previously announced termination of the Sonoco Pension Plan for Inactive Participants. Following completion of a limited lump sum offering early in the second quarter of , the Company expects to settle all remaining liabilities under this plan through the purchase of annuities in mid Due to inherent uncertainty in the timing and contribution amount related to this pension termination process, the Company's operating and free cash flow estimates are exclusive of this anticipated payment.

While the Company cannot effectively estimate GAAP earnings, it anticipates the expected settlement charges will lead to a net GAAP loss in the second quarter and for the full-year Although the Company believes the assumptions reflected in the range of guidance are reasonable, given uncertainty regarding the future performance of the overall economy, continued effects of the pandemic, and potential changes in raw material prices, other costs, and to the Company's effective tax rate, as well as other risks and uncertainties, including those described below, actual results could vary substantially.

As previously mentioned, Sonoco will change its operating and reporting structure in to reflect how it will manage business operations and resources going forward. This will lead to reported results being presented in two reportable segments: Consumer Packaging and Industrial Paper Packaging. Remaining businesses will be presented in an All Other group.

The Protective Solutions and Display and Packaging segments will be eliminated and their businesses moved into the remaining two segments and All Other. Industrial Paper Packaging will be relatively unchanged except that the Company's fiber protective packaging business unit will be added from the former Protective Solutions reporting segment.

Finally, All Other will include our healthcare and protective packaging businesses, including TEQ, Sonoco ThermoSafe, consumer and automotive molded foam as well as Alloyd retail security and the U. Display and Packaging business units. The positive momentum we experienced at the end of seems to be continuing into the first quarter. Our Consumer Packaging segment, which is primarily focused on food packaging, should continue to benefit from consumers' at-home eating habits.

In All Other, we expect solid demand in our pharmaceutical and industrial markets. We are still in the early days of providing qualified cold-chain shipping solutions for FDA-approved COVID vaccines and therapeutics to the broader public, but we expect demand to expand as last-mile distribution systems become more organized.

We remain confident that Sonoco is well-positioned for when the grip of the pandemic weakens and we'll continue to invest to reinforce the long-term potential of our core businesses, while remaining committed to returning value to our shareholders. ET today. The live conference call and a corresponding presentation can be accessed via the Internet at www.

A telephonic replay of the call will be available starting at 2 p. ET, to U. The replay passcode for both U. The archived call will be available through February 21, About SonocoFounded in , Sonoco NYSE: SON is a global provider of a variety of consumer packaging, industrial products, protective packaging, and displays and packaging supply chain services. Sonoco is committed to creating sustainable products, services and programs for our customers, employees and communities that support our corporate purpose of Better Packaging.

Better Life. For more information, visit www. Such forward-looking statements are based on current expectations, estimates and projections about our industry, management's beliefs and certain assumptions made by management. Such information includes, without limitation, discussions as to guidance and other estimates, perceived opportunities, expectations, beliefs, plans, strategies, goals and objectives concerning our future financial and operating performance.

These statements are not guarantees of future performance and are subject to certain risks, uncertainties and assumptions that are difficult to predict. Therefore, actual results may differ materially from those expressed or forecasted in such forward-looking statements. The Company undertakes no obligation to publicly update or revise forward-looking statements, whether as a result of new information, future events or otherwise. In light of these risks, uncertainties and assumptions, the forward-looking events discussed herein might not occur.

These references are not intended to, and do not, incorporate the contents of our website by reference into this release. In addition, these non-GAAP measures are not based on any comprehensive set of accounting rules or principles. Sonoco continues to provide all information required by GAAP, but it believes that evaluating its ongoing operating results may not be as useful if an investor or other user is limited to reviewing only GAAP financial measures. In addition, these same non-GAAP measures are used in determining incentive compensation for the entire management team and in providing earnings guidance to the investing community.

Sonoco management does not, nor does it suggest that investors should, consider these non-GAAP financial measures in isolation from, or as a substitute for, financial information prepared in accordance with GAAP.

Material limitations associated with the use of such measures are that they do not reflect all period costs included in operating expenses and may not reflect financial results that are comparable to financial results of other companies that present similar costs differently. Furthermore, the calculations of these non-GAAP measures are based on subjective determinations of management regarding the nature and classification of events and circumstances that the investor may find material and view differently.

To compensate for these limitations, management believes that it is useful in understanding and analyzing the results of the business to review both GAAP information which includes all of the items impacting financial results and the non-GAAP measures that exclude certain elements, as described above. Whenever reviewing a non-GAAP financial measure, investors are encouraged to fully review and consider the related reconciliation as detailed below.

Although recurring, these charges are subject to significant fluctuations from period to period due to the varying levels of restructuring activity and the inherent imprecision in the estimates used to recognize the impairment of assets and the wide variety of costs and taxes associated with severance and termination benefits in the countries in which the restructuring actions occur. In , free cash flow was defined as cash flow from operations minus net capital expenditures and cash dividends.

Beginning in , the Company defines Free Cash Flow as cash from operating activities less net capital expenditures. Another quarter of robust performance in sales, especially with brands, combined with outstanding revenue retention, drove the second consecutive quarter of acceleration in subscription revenue growth.

ChannelAdvisor also launched new enhancements to the Channel Health Console to provide brands with a simplified dashboard to monitor the health and performance of their fulfillment channels closely. Existing customers including Xerox and Tetra, a division of Spectrum Brands, expanded their relationships with the addition of the Brands Analytics functionality.

Financial Outlook Based on the information available as of today, ChannelAdvisor is issuing guidance for its first quarter Adjusted EBITDA and adjusted EBITDA margin exclude depreciation, amortization, income tax expense, net interest expense, stock-based compensation expense, for only, non-recurring severance and related costs, and for only, transaction costs associated with our July acquisition of BlueBoard. Free cash flow is cash flow from operations, reduced by purchases of property and equipment and payment of capitalized software development costs.

Management of the company does not consider these non-GAAP measures in isolation or as an alternative to financial measures determined in accordance with GAAP. Reconciliation tables of the most comparable GAAP financial measures to the non-GAAP financial measures used in this press release are included with the financial tables at the end of this release. In addition, other companies, including companies in our industry, may calculate similarly named non-GAAP measures differently than we do, which limits their usefulness in comparing our financial results with theirs.

For nearly two decades, ChannelAdvisor has helped brands and retailers worldwide improve their online performance by expanding sales channels, connecting with consumers around the world, optimizing their operations for peak performance and providing actionable analytics to improve competitiveness.

Thousands of customers depend on ChannelAdvisor to securely power their sales and optimize fulfillment on channels such as Amazon, eBay, Facebook, Google, Walmart, and hundreds more. These forward-looking statements are made as of the date of this release and are based on current expectations, estimates, forecasts, and projections, as well as the current beliefs and assumptions of management.

ChannelAdvisor undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Industry-leading fourth quarter customer growth of , net additions, driven by world leading customer experience and broadband network performance, complemented by strong digital capabilities, and superior product offerings Leading wireline net additions of 78,, representing our best fourth quarter wireline loading on record, inclusive of 44, high-quality internet net additions, powered by TELUS PureFibre and enhanced customer loyalty Total wireless net additions of ,, including 87, mobile phone net additions, an increase of 17, on the prior year, and 88, mobile connected devices, up 28, on the prior year Fourth quarter consolidated revenue growth of 5.

Consolidated operating revenues and other income increased by 5. This decline reflects multiple impacts from the COVID pandemic, declines in wireline legacy voice and legacy data services and higher employee benefits and other costs, including support for business acquisitions. This was partly offset by growth in wireline data service margins resulting from business acquisitions, expanded services and customer growth; growth in our wireless subscriber base; increased organic and inorganic EBITDA contribution from TELUS International; and enhanced cost efficiency programs.

Our performance in the fourth quarter, and for the full year, was characterized by our hallmark combination of robust, high-quality and profitable customer growth, alongside strong financial results. The quarter concluded another year of industry-leading customer growth, with , total net customer additions, including an all-time record for annual wireline customer growth of , Notably, we achieved strong free cash flow for the year, within the range initially targeted in February , and TELUS was the only telecom provider amongst its national peers to report positive EBITDA growth for the year.

Indeed, represented our seventh consecutive year of industry-leading postpaid wireless churn below one per cent. This performance was backed by our highly engaged team, world-leading wireless and fibre broadband networks, strong digital capabilities, and superior service offerings. In addition, for the second year in a row, Canadian-based Tutela placed TELUS first in respect of quality, latency and download throughput, for our wireless network, nationally. Our wireline broadband network was similarly recognized, with U.

At a time when the speed, quality and expansiveness of our networks has become more important than ever, these recognitions are particularly resonant. Furthermore, the unparalleled skill, innovation and grit of our team underpins our leading multi-year dividend growth program, now in its eleventh year. TELUS International has evolved, over the last 15 years, into a digital customer experience innovator that harnesses the power of technology to provide outstanding customer and community experiences on a global basis.

Our integrated and broad portfolio of solutions within these growth verticals, combined with a strong financial growth profile, further enhances the differentiated value we are creating for our investors. Throughout , our mobile clinics supported 28, patient visits, including administering 12, COVID assessments and tests. In , we achieved healthy free cash flow growth of 54 per cent, reflective of positive year-over-year EBITDA growth, despite an unprecedented operating environment, and lower capital expenditures as planned.

Clearly, our strategic acquisitions and thoughtful capital investments are paying off, as demonstrated by our consistent financial results and customer growth, and these investments will enhance our profitability and cash flow generation over the long-term. Our generational and superior fibre build is progressing towards completion, providing a solid foundation for the ongoing expansion of our world-leading wireless network with 5G, particularly as key MHz spectrum becomes available in These financial targets support our leading dividend growth program where we continue to target seven to 10 per cent annual increases through This builds on our commitment and consistent track record with respect to our transparent dividend growth program over the past decade.

In the quarter, we added , new customer additions, up 77, over last year, and inclusive of 87, mobile phones, 88, mobile connected devices, in addition to 44, internet, 20, TV and 23, security customers. This was partly offset by low residential voice losses of 9, Our total wireless subscriber base of Additionally, our internet connections grew by 7.

These decreases were partially offset by increased investments in our 5G network, in addition to investments to increase system capacity and reliability. With our ongoing investments, we are advancing wireless speeds and coverage that enabled our 5G network launch, continuing to connect additional homes and businesses directly to our fibre-optic technology, and supporting systems reliability and operational efficiency and effectiveness efforts.

Our capital expenditures allowed us to achieve strong internet, TV and security customer growth, and enabled us to deliver greater resiliency, scalability, and efficiency in IT infrastructure and remote work capability in response to the COVID pandemic. Furthermore, at December 31, , our 5G network was available to over 75 communities and covered over These declines reflect increased depreciation and amortization from capital assets growth, including acquisitions; declines in wireline legacy voice and legacy data services; higher non-labour-related restructuring and other costs; multiple impacts from the COVID pandemic, which were partly offset by growth in wireline data service margins, wireless and wireline subscriber base growth, increased EBITDA contribution from TELUS International, and enhanced cost efficiency programs; and, as it relates to EPS, higher shares outstanding.

In order to curb the increasing rate of new infections, provinces across the country reinstated varying levels of restrictions to ensure physical distancing. Although much uncertainty remains concerning the magnitude and length of the pandemic, TELUS continues to focus relentlessly on keeping Canadians connected and on ensuring the health, safety and well-being of our team members, customers, and communities. The pandemic has impacted our operations and financial condition and we expect many of these trends to continue well into We expect that the availability, distribution and effectiveness of COVID vaccinations to the general population will occur by the second half of , which will allow for the gradual re-opening of the global economy and areas where we conduct business.

As we navigate through the pandemic, we continue to take various steps to mitigate the negative effects, including pursuing cost savings initiatives and margin accretion opportunities. As of the end of , following the closures that took place in second quarter, almost all retail stores had reopened, although the reopening remained subject to some restrictions such as the number of people permitted in our retail stores. While the health emergency has had a negative impact on overall store traffic, our net additions for the fourth quarter of — across wireless, internet, TV, residential voice, and security — all experienced year-over-year improvements as we continued to evolve our operations and support our customers virtually.

We experienced increased utilization of our digital assets in both our wireless and wireline segments, including telus. Entering , we will continue to thoughtfully provide our customers with flexibility in terms of where and how they shop — a strategy enabled by our steadfast focus on providing a seamless customer experience across all sales channels, both in-person and virtually.

With land borders remaining closed and official travel advisories in effect instructing Canadians to avoid all non-essential travel, we continued to experience lower wireless roaming revenue. We expect that reduced roaming revenue will persist for as long as travel remains limited. Our virtual care offerings were augmented by the fourth-quarter acquisition of EQ Care. However, due to restrictions in place to protect patients during the pandemic, the clinics are still unable to offer their full suite of core services.

TELUS International was impacted by temporary operating restrictions of certain delivery centres, however its ability to quickly enable team members to work and support customers from home and in other modified work locations has helped to mitigate these impacts.

Certain TELUS International clients also continue to experience challenges, in particular those clients in travel and hospitality-related businesses; however, the decline in business from these clients was offset by increases in business from clients in the games, media and ecommerce food delivery industries. While some delivery centres have begun to welcome back more team members, TELUS International is planning for the majority of its team to make a gradual return to its centres provided it has been deemed safe to do so by local government and health authorities, in addition to guidance from the TELUS MAC and its own best practices.

In the second half of , cash receipts steadily recovered from earlier declines experienced in the second quarter of We believe government assistance programs designed to support individuals and businesses, as well as the resumption of collections activities, were key contributing factors to the improvement in cash receipts in the second half of the year.

In addition to the financial impacts described above, we continued to take various steps to support our community during these challenging times. Further expanding Mobility for Good to include 2. Our workshops are free of charge and help foster the safe and responsible use of technology in our digital world.

Expanding our TELUS Health for Good program with the launch of seven new mobile health clinics in , and an additional two clinics in January, , bringing our total to 13 clinics nationwide. Since inception, our mobile health clinics have supported over 50, patient visits. For further discussion on the effect of the COVID pandemic on the environment in which we operate, refer to Section 1.

All information pertaining to shares outstanding and per-share amounts in this news release for periods before March 17, , reflects retrospective treatment of the two-for-one share split. Refer to Note 31 in our annual consolidated financial statements for further information. December 31, security subscriber connections have been increased to include approximately , subscribers related to our acquisition of ADT Security Services Canada, Inc.

ADT Canada acquired on November 5, During the third quarter of , we adjusted cumulative subscriber connections to add approximately 31, security subscribers as a result of a business acquisition. For additional information on our subscriber definitions, see Section The nature of the pandemic and the uncertainty of its magnitude, length and the time to recovery are not currently able to be estimated. Therefore, results described below may not be indicative of future trends, as the COVID pandemic prevents us and our customers from operating in the normal course of business in certain areas while we continue to adjust our mode of operations to continue delivering on our customers first priorities and social purpose.

This decrease reflects the impacts caused by the COVID pandemic including: i significantly reduced roaming revenue from changing customer behaviour related to travel restrictions; ii the temporary closure of approximately 90 per cent of our conventional retail stores from March through a majority of the second quarter which hindered customer opportunities for device upgrades and the upgrade or selection of higher-tier plans; and iii decreases in chargeable data usage as more people work from home and offload their mobile devices onto Wi-Fi networks.

Mobile phone ABPU was also impacted by the impact of the competitive environment putting pressure on base rate plan prices in the current and prior periods. Mobile phone gross additions were ,, reflecting a decrease of 8, compared to the same period a year ago. This decline is reflective of fewer activations from travelers due to border restrictions and customers reducing their shopping habits in retail outlets. The decline more than offset growth in high-value customer additions, successful promotions and expanded channels, including enhancing the capabilities of our digital footprint.

Mobile phone churn rate was 1. Total subscriber net additions were ,, an increase of 45, Mobile phone net additions were 87, in the fourth quarter of as compared to 70, in the fourth quarter of , due to our strong execution in our digital sales channels and successful efforts in driving high-value customer additions. Mobile connected device net additions were 88, as compared to 60, in the fourth quarter of , due to increased demand for Internet of Things solutions, partly offset by tablet net losses of approximately 9,, reflecting an increase in tablet net losses of 6, This was partially offset by enhanced cost efficiency programs, higher equipment margins, growth in monthly recurring charges, and increases in our subscriber base.

Data services revenues growth of 22 per cent was driven by a combination of higher revenues from our diverse portfolio of solutions, including our TELUS International customer care and business services which included contribution from our first quarter acquisition of Competence Call Center CCC and expanded services for existing customers and customer growth.

The increased revenues were also from growth in our home and business smart technology including security and agriculture which included contribution from our fourth quarter acquisition of ADT Canada, internet and third wave data services. Additionally, this growth was driven by increased revenues from our virtual care solutions. Data services revenues growth was also impacted by the ongoing decline in legacy data service revenues and lower revenues from our business customers as they redeploy their resources.

Internet net additions of 44, increased by 16,, as a result of continued net new demand from consumers and businesses for our PureFibre services as we continued to keep our customers connected through offering a range of installation options, as well as lower customer churn resulting from our customers first initiatives and retention programs, the success of our bundled product offerings, and reduced switching activity between providers due to the COVID pandemic.

Additionally, we continued our focus on connecting more homes and businesses directly to fibre. TV net additions were 20, increased by 5,, due to lower customer churn from strong retention efforts, the success of our bundled product offerings, and reduced switching activity due to the pandemic.

Security net additions of 23, reflected an increase of 8,, which was driven by strong organic growth as we keep our customers connected and protected through offering a range of installation options and demand from our bundled product offerings. Residential voice net losses were limited to only 9,, down 3, compared to the same period a year ago. The residential voice subscriber losses continue to reflect the trend of substitution by wireless and internet-based services, partially mitigated by our expanding fibre footprint and bundled product offerings and our strong retention efforts, including lower-priced offerings.

This increase reflects the following trends: increased contribution from TELUS International as a result of the acquisition of CCC and expanded services for existing customers and customer growth; growth from our home and business smart technology including security , driven by business acquisitions and expanded services; and higher internet margins.

This growth was partially offset by higher employee benefits expense, as well as higher operating and administrative costs associated with business acquisitions and TELUS International growth, a decline in TV margins as a result of lower revenue per customer and higher content costs, and a decline in the EBITDA contribution from our legacy voice and data services.

Our health business saw growth from our virtual care solutions, which was mostly offset by higher product costs in support of growth, lower contribution from our TELUS Health Care Centres, and reduced health benefit claims due to the lingering COVID pandemic impacts on business recovery. Corporate Highlights TELUS 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.

Increasing customer demand for reliable access and fast data services is expected to support continued customer growth. This growth is supported by our strategic investments in advanced broadband technologies, including our PureFibre service and the ongoing roll-out of 5G. Our growth profile is also underpinned by a team member culture focused on delivering customer service excellence and our ongoing focus on operational effectiveness.

Our assumptions for are set out in Section 9. This first quarter dividend for reflects an increase of 6. TELUS International will not receive any proceeds from the subordinate voting shares sold by the selling shareholders. Interested parties can access the webcast at telus. An audio recording will be available approximately 60 minutes after the call until March 11, at Please use reference number and access code An archive of the webcast will also be available at telus.

Caution regarding forward-looking statements This news release contains forward-looking statements about expected events and the financial and operating performance of TELUS Corporation. 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 consolidated financial targets, outlook, updates, our multi-year dividend growth program and our plans and expectations regarding the impact of the COVID pandemic and responses to it.

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 key assumptions for include the following: Estimated economic growth rates in Canada, B. Estimated annual unemployment rates in Canada, B. Estimated annual rates of housing starts on an unadjusted basis in Canada, B. No material adverse regulatory rulings or government actions.

Continued intense mobile products and services competition and fixed products and services competition in both consumer and business markets. Continued increase in mobile phone industry penetration of the Canadian market. Ongoing subscriber adoption of, and upgrades to, data-intensive smartphones, as customers seek more mobile connectivity to the internet at faster speeds.

We estimate there will be higher device upgrade volumes closer to pre-pandemic levels in Mobile products and services revenue growth resulting from improvements in subscriber loading, with continued competitive pressure on blended ARPU. Roaming revenue will remain at levels similar to the latter half of as continued travel advisories and border restrictions, including those in Canada and the U. Continued pressure on mobile products and services acquisition and retention expenses, arising from gross loading and customer renewal volumes including potential impacts related to deferred device upgrades during the global health pandemic, competitive intensity and customer preferences.

Continued mobile connected devices growth, as our IoT offerings diversify and expand. Continued growth in fixed products and services data revenue, reflecting an increase in internet, TV and security subscribers, speed upgrades, rate plans with larger data buckets or endless data usage, and expansion of our broadband infrastructure, healthcare solutions, and home and business security offerings.

Continued erosion of residential voice revenue resulting from technological substitution and greater use of inclusive long distance. Income taxes: Income taxes computed at an applicable statutory rate of Continued stabilization in the average Canadian dollar: U. Continued deployment of access-agnostic technology in our network.


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