Report on Human Resource Management Practices of ’Banglalink Customer Care’

Course Title: Course Code: Submitted to:

Human Resource Management HRM- 340 Ayesha Tabassum

Faculty of Business Administration

Submission Date: 17th January 2009

Letter of transmittal
January 17, 2009 Ayesha Tabassum Course instructor Human Resource Management (HRM-340) Faculty of Business Administration

Eastern University Dhanmondi, Dhaka-1205. Dear Madam, We have a great pleasure to submit this report on ‘Human Resource Practices’ of ‘Banglalink Customer Care’. You assigned us to prepare this report as a part of Human Resource Management course (HRM-340) requirement. While preparing this report we have tried to follow your instruction given in the class. We hope that this report despite its lack of information will be a gateway to understand ‘The Human Resource Practices’ of ‘Banglalink Customer care’. We really enjoyed doing such an informative report. If you have further quires regarding this report, we gladly remain stand by whenever you ask for it. Sincerely yours, -----------------Jahidul Karim (071200092) -------------------------Mostafizur Rahman (071200048) -------------------------Nazmul Hossain (071200149) -------------------Nazrul Islam (071200088) ---------------------

Letter of Authorization

January 17, 2009 Ayesha Tabassum Course Instructor

Human Resource Management (HRM-340) Faculty of Business Administration Eastern University Subject: Declaration regarding the validity of the Report. Dear Madam, This is our truth declaration that the “Term Paper” We have prepared is not a copy of any report previously made by any other student. We also express our honest confirmation in support of the fact that the said “Term Paper” has neither been used before to fulfill any other course related purposes nor it will be submitted to any other person or authority in future. Sincerely Yours,

Making a report is such a thing of pleasure. But doing this is also a tough thing. With the help of some people we finally were able to finish the task that was assigned to us by the course instructor Ayesha Tabassum. While doing this report we faced some problems and

with the help of those people we overcame those problems. For that, we are really grateful to some guys. And we want to acknowledge our gratitude to them. First of all, we would like to thank the almighty Allah who has given us the required knowledge and the power to finish this report. Then we would like to thank the course instructor of HRM-340(Human Resource Management) Ayesha Tabassum who assigned us such an interesting task to do. We are also very grateful to her because she followed us to the right way to complete a difficult task. Her assistance was remarkable and very fruitful for us. She provided sufficient information when needed. . We would like to acknowledge General Manager of Quality Assurance Unit of Dhaka Customer Care Center Mr. Mojibur Rahman and other employees for their sincere cooperation while preparing this report. Some friends contributed with ideas and suggestions that enhanced this report. We would like to thank the people who provided discerning comments and suggestion. Finally, we owe a debt to some people who helped us to finish the report. In short, we hope the dedication of this report to them can acknowledge and offset the sacrifice they have had to make. All the group members were really co-operative. They did their work very comfortably.

Part Page Executive Summary




1.1 1.2 1.3

2. 3.

4. 5.

Origin of the Report Objectives Methodology 1.3.1 Research Approach 1.3.2 Sample Design 1.3.3 Fieldwork 1.3.4 Data Sources 1.3.5 Data Collection Instruments 1.3.6 Data Analysis and Organization 1.4 Scope 1.5 Limitations 1.6 Definitions Background of the Research Data Analysis 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.1 0 Conclusions Recommendations Bibliography Appendix

Executive Summery

This report is the part of Human Resource Management course requirement. The objective of the report is giving an overall idea about the Human Resource process of Banglalink In this report we have shown the background of Banglalink. Then we have shown the company profile at a glance. And finally we have discussed about the Human Resource Process of Banglalink Customer Care. We have tried to explain this system step by step. From overall analysis we have see that Banglalink is very much careful about this Human Resource Process.

Introduction to the Report

Making a Difference

1.0 Introduction
1.1 Origin of the report

The course instruction Human Resource Management (HRM-340) Ayesha Tabassum authorized the task of writing this report to a group of four members. The topic was selected by the group with the consent of the instructor. The Date of Submission of this report is on January 17, 2009.

1.2 Purpose
This report is the requirement of Human Resource Management Course (HRM-340). The purpose of this report is given an overall idea about the Human Resource Process of Banglalink Customer Care.

1.3 Objective of the report
 To fulfill academic requirement  To gain practical knowledge of HR practices  To compare Banglalink Customer Care with other companies  To identify and analyze the SWOT analysis of B.C.C  To evaluate the growth and impact of HR practices in B.C.C.  To recommend ways or steps to solve problems regarding HR practices 1.4 Scope of the Study We have got the scope of prepared these kinds of report for our course instructor Ayesha Tabassum. There we have collected information from website from the Company and also form the Dhaka C.C.C

1.5 Methodology
We have followed the methods of report writing and collect various information for competition this report properly. Both primary and secondary source were involved to develop this report. There we have tried to use details and important information on this report.

1.6 Report Preview

In this report at first we have given the company profile, Customer Care information. Then we have discussed the Human Resource Process followed by Banglalink Customer Crae & the impact of the present HR practices on the Banglalink Customer Care.

1.7 Source of Information
Banglalink is the 2nd largest telecommunication company of Bangladesh. So data collection is very difficult. We have visited the Dhaka C.C.C. and discuss with their General Manager of Quality assurance Unit & other employees. They gave us lot of information about this organization. The secondary sources require: 1. Website. 2. Related books about report writing.

1.8 Historical Background
Banglalink is the second largest cellular service provider in Bangladesh. As of August, 2008, banglalink has a subscriber base of more than 10 million. It is a wholly owned subsidiary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of banglalink users increased by more than 253 per cent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. In August, 2006, Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections.

1.9 Limitation
The limitation of the study is given below: 1. The first limitation is time. There was so short time for research this kind of report 2. Banglalink is very much reputed company. So they are very much compact and concern to reveal about their information.

Organization Overview

Making a Difference

Company Profile

Orascom Telecom Bangladesh Limited

Type Founded Headquarters

Subsidiary 1999 Tiger House, House # House # SW(H)04, , Gulshan Avenue Gulshan Model Town, Dhaka, Bangladesh

Area served Key people Industry Products Revenue Parent Website

61 districts and 486 thanas Rashid Khan, CEO Telecommunication Telephony, GPRS US $ 26.3 million Orascom Telecom


Banglalink is the second largest cellular service provider in Bangladesh. As of August, 2008, Banglalink has a subscriber base of more than 10 million. It is a wholly owned subsidiary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users increased by more than 253 per cent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. In August, 2006, Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections.

Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199 upazilas and later they were also allowed to extend to cellular mobile radio-telephone services. In July, 2004, it was reported that Orascom Telecom is set to purchase through a hushhush deal the Malaysian stakes in Sheba Telecom, as it had failed to tap the business potentials in Bangladesh mainly due to a chronic feud between its Malaysian and Bangladeshi partners. An agreement was reached with Orascom worth $25 million was finalized in secret. The pact has been kept secret for legal reasons, considering financial fallout and because of the feud. The main reason for the undercover dealing was because the existing joint venture agreement between the Bangladeshi and the Malaysian partners dictates that if any party sells its Sheba shares, the other party will enjoy the first right to buy that. Integrated Services Ltd (ISL), the Bangladeshi partner, was being 'officially' shown as purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL then paid another $10 million to Standard Chartered Bank to settle Sheba's liabilities. Sheba had a base 59,000 users, of whom 49,000 were regular when it was sold. In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba Telecom (Pvt.) Limited (“Sheba”). It was acquired for US$ 60 million and re-branded and launched its services under “Banglalink” in February, 2005. Banglalink’s license is a nationwide 15-year GSM license and will expire in November, 2011. In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom Telecom Bangladesh Limited, matching its parent company name.

Vision of Banglalink
"Banglalink understands people's needs best and will create and deliver appropriate communication services to improve people's life and make it easier".

Mission of the Banglalink
To deliver optimum value to • Customers • Employees • Shareholders and the Nation • Attract and retain quality human resource • Firm commitment to the society and the growth of national economy while ensuring good Corporate Governance

Objective of Banglalink
To earn customer satisfaction through diversified telecommunication activities and introduction of innovative ideas.

Efforts of Banglalink
To achieve the goal through fully motivated, committed and dedicated work force.

Committed to the client
 Respond to the customer needs with speed and accuracy  Share their values and beliefs  Grow as our customer grow

Offer first rated solutions of client problems and issues

 Provide product and service at competitive pricing  Create life long relationship based on mutual trust and respect

Provide service with high degree of professionalism and use of most modern technology

Value of Banglalink
Banglalink aims to understand peoples' needs best and develop appropriate communication services to improve peoples' life and make it simple. To ensure their vision is achieved, they have set their selves a few values, they want to be:  Customer focus  Integrity quality  Team work  Respect for the individual  Responsible Citizenship  Straight Forward  Reliable  Innovative  Passionate

Core objective of Banglalink
Banglalink believe in its uncompromising committed to fulfill its customer need and satisfaction and to become their first choice in telecommunication. Taking cue from its pool of esteemed clientele, Banglalink intend to pave the way for a new era in telecommunicating that upholds and epitomizes its vaunted marquees “You First” You

Making a Difference
When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario changed overnight with mobile telephony becoming an extremely useful and affordable communication tool for people across all segments. Within one year of operation, Banglalink became the fastest growing mobile operator of the country with a growth rate of 257%. This milestone was achieved with innovative and attractive products and services targeting the different market segments; aggressive improvement of network quality and dedicated customer care; and effective communication that emotionally connected customers with Banglalink.

Banglalink Coverage Map

Level of Competition:
The level of competition of the Banglalink is very high. We can divided the competitors in to two categories: Close Competitors: - Grameen Phone - Warid - Aktel - Teletalk - Citycell Distance Competitors: - RanksTel - Dhaka Phone - People’s Telecom

Banglalink Customer Care
Banglalink Customer Care (Customer Care -8, Banglalink point-95, Banglalink Service Point-500), the concern of Orascom Telecom have the following divisionsCare Line (CL)  Call Center (CC)  Investigation Regulation Unit (IRU)  Information Technological Service Unit (ITSU) Planning and Development  Quality Assurance Unit(QAU)  Credit Management Unit(CMU)  Complain Management Unit(CMU)  Customer Care Unit(CCU)

Care Line (CL)
Call Center(CC)  Provide varieties of help to the customers by using “Tiger Web” Investigation Regulation Unit (IRU)  Deals with the problem of customers  Works with the confidential problems of consumers  Helps the CID, RAB & other private agencies to solve any criminal cases  Briefly investigate internal conflicts, services & other issues as needed

Information Technological Service Unit (ITSU)  Provide IT related solutions  Upload database and send it to customers  Provide information by using “Customer Care Web”

Planning and Development
Quality Assurance Unit(QAU)  Find the problems of all division of Banglalink Customer Care & provide solution  Set a standard of customer care services and monitor the total division  Help the total development of all the divisions of Banglalink Customer Care Credit Management Unit(CMU)  Do financial works of customer care centers  Deals for the bills and payments with customer care Complain Management Unit(CMU)  Seek complain from employees or customer & forward it to the quality assurance unit Customer Care Unit(CCU)  Provide various types of health to the customers by using “Customer Care Web” Banglalink customer care offers a dedicated 24 / 7 service to answer all your queries. 24 hours a day. 7 days a week. Any queries you may have about:

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subscribing for a new connection any form of account information coverage details product information value added services billing information

For your own convenience and we'll answer all your queries regarding our products, promotions and services. At banglalink, your convenience is our first priority! Banglalink Customer Care is devoted to make certain that all your queries are answered without delay, serving for your convenience.

Location Dhaka CCC (LG- Gulshan) Rangs Arcade Ground Floor, South Side 153/A, Gulshan North Avenue Gulshan Circle - 2 Dhaka CCC (Motijheel) Humayun Court Ground Floor 21 Motijheel C/A Dhaka - 1000 Chittagong CCC Forum Central, Ground Floor 787/863, M.M. Ali Road, Golpahar Circle,

Contact Number Working Hour Fax: 02-9862607 9 a.m. - 8 p.m. Sunday -Thursday 9 a.m. - 6 p.m. Saturday Fax: 02-9563638 3 p.m. - 8 p.m. Friday

Fax: 031- 638864

Chittagong-4000. Sylhet CCC Liakot Bhaban (2nd floor) Jallar Par Zindabazar Sylhet -3100 Rajshahi CCC House # 19A,Cantonment Road Uttara Clinic More, Uposhahar, Rajshahi Khulna CCC 69, K.D.A. Avenue Khulna Bogra CCC Plot # 8118, Holding # 173 Ward # 07, Jaleswaritola, Kalibari More, Bogra-5800 Zia International Airport CCC Arrival Lounge Zia International Airport, Kurmitola Dhaka 24 hours / 7 days a week Fax: 051-51545 Fax: 0721-861322 9 a.m. - 6 p.m. Saturday -Thursday Friday Closed Fax: 0821-812090

Banglalink care lines Contact Number 121 or 01911 304121 - All Prepaid Customers 122 - All Postpaid and Call & Control 120 - For SMS call back Working Hour 24 hours a day, 7 days a week and 365 days a year.

(From Banglalink mobile only) 2727 for yellow page service 175 for E-Voucher retailer service 9126 for BP/BSP Support Telephone: +(88)02 9888370-1, +(88)02 9862325-6 Mobile: For all Operator ,T& T and PSTN except BL Call & Control. 01911 304121 01912-999000 (SME Hotline) 01911-304122 Fax: 8820594 E-mail: This e-mail address is being protected from spambots, you need JavaScript enabled to view it

Banglalink Customer Care HR Practices

Making a Difference

Human Resource Planning
Human Resource Planning is one of the most important elements in a successful HRM program. Specifically, human resource planning is the process by which an organization ensures that it has right number and kinds of people, at the right places, at the right time

capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. As Banglalink is a concern of Orascom Telecom so its HR Planning is given great importance. Banglalink customer cares have following division:-

Care Line (CL)
 Call Center (CC)  Investigation Regulation Unit (IRU)  Information Technological Service Unit (ITSU)

Planning and Development
 Quality Assurance Unit(QAU)  Credit Management Unit(CMU)  Complain Management Unit(CMU)  Customer Care Unit(CCU) All the divisions take the following HR Planning Process Set Organizational Objectives and Strategies  Analyze Internal Inventory of HR Capabilities  Scan External Environment for Changes Affecting Employee Supply  Organizational Need for Employee  Forecasting HR Supply and Demand  Finally Fixed HR Strategies and Plans

Human Resource Planning: Employer Point of View

Human Resource Planning: Employee Point of View

Job Design and Analysis
Job design is really important issue for any organizations HR practices. It refers to organizing tasks, duties, and responsibilities into a productive unit of work. It addresses the content of kobs and the effect of jobs on employees. Job design is receiving greater attention for three major reasons:  Job design can influence performance in certain jobs, especially those where employee motivation can make a substantial difference. Lower costs through reduced turnover and absenteeism also are related to good job design  Job design can affect job satisfaction. Because people are more satisfied with certain job configurations than with others, identifying what makes a “good” job becomes critical.  Job design can affect both physical and mental health. Problems such as hearing loss, backache, and leg pain sometimes can be traced directly to job design, as can stress, high blood pressure, and heart disease.

All the divisions of Banglalink customer cares show the following criterias as job design process Effective job enlargement and job enrichment available there  Job rotation is done in all divisions when needed  Both top and bottom level employees get autonomy and feedback in their job procedure  Both special-purpose teams and self directed work teams available in all the divisions  Employees can get flextime schedule, compressed schedule and shifting schedule when needed. Job analysis obtains information about jobs, and it uses that information to develop job description and job specification and to conduct job evaluations. These, in turn, are available in helping managers identify the kinds of individuals they should recruit, select, and develop as well as providing guidance for decisions about training and career development, performance appraisal, and compensation administration.

All the divisions show the following characteristics Effective job analysts are available there

 Total framework of a job is rechecking by expertise groups in multiple times  Effective diversity programmes are allocate there with all division  Equal Employment Opportunity(EEO) is managed in all divisions with great care Job Design and Analysis: Employer Point of View

Job Design and Analysis: Employee Point of View

Recruitment and Selection

Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Recruitment is the process of attracting qualified candidates for jobs in the public or private sector. It is a process by which the needed personnel are found and they become interested to apply for the vacant post.

Recruitment process of Banglalink Customer Care: Recruitment process flowchart:


Vacant or new position occurs

Perform job analysis & plan recruiting effort

Generate applicant pool via internal or external recruitment methods

Evaluate applicants via selection process

Impress applicants

Make offer

Recruitment Goals: For a large company have some recruitment goals. These are
1. Attract large number of applicants 2. Attract highly qualified applicants 3. Attract applicants willing to accept offers 4. Fill vacancies quickly 5. Fill vacancies at minimal cost 6. Hire people who perform well 7. Hire people who will stay with the organization 8. generate positive public relations “ spillover” all the preceding goals should be reached with the greatest speed & at the least possible cost to the organization. Banglalink is a rewound company, that’s why they recruit their employees to following the above of the recruitment goals.

Recruitment philosophy:
The recruitment process is enforced as per following procedure:

Requisition: For the vacant positions of employees, job description and employee specification is prepared by the concerned division and get noted by Banglalink Customer Care.

Sources of recruitment: Recruitment sources are divided by two parts
1. Internal sources of recruitment 2. External sources of recruitment Our report consists of the recruitment process of entry level employees or recruitment process of customer care of Banglalink. For instance, entry level jobs must be filled externally, external Advertisement: Advertisement is prepared by Banglalink Customer Care for publication in the national Daily newspaper and internet. Banglalink Customer Care used pre - approved format for the advertisement. Issuances of Interview Card: After receiving the application Banglalink Customer Care prepares necessary database of the candidates and after screening the applications they issue invitation card by normal mail but in case of emergency currier service used, or interview schedule should be known to the candidates Over telephone. On the basis of resume evaluation, ratings are made as per the weight age chart. Written test: MCQ type question is used to evaluate the candidates on the following areas: 1. Basic Science

2. General Knowledge 3. Logical & Analytical Ability 4. Creative Ability 5. Academic Specialty After the test, resume questionnaire is filled up by the candidates, result of the written testis published in the Company Notice Board. Audio Visual Test: Selected candidates are called for an Audio Visual Test where a selected documentary film is shown to the candidates and a MCQ type test is taken. The purpose of this test is to judge the candidates ability to comprehended instructions/ideas. Result of the Audio Visual Test is published in the Company Notice Board. Extempore Performance: Short listed candidates after the Audio Visual Testis called for Extempore Performance. In these steps candidates will be given a variety of current general topics to choose from. After selecting a topic by the candidates, they will have to give a speech for 3 minutes on the topic. Their performance is evaluated and documented in form-bed/rec-2. Result of this test is published in the Company Notice Board. Interview-1: Short listed candidates after extempore performance are called for interview-1. In this step a panel of concerned managers and experts will interview the incumbent. Result of the interview-1 is published in the Company Notice Board.

Leadership Test:

Short listed candidates after interview-1 are called for a Leadership Test. The purpose of this test is to judge the candidates:  Ability to gain a groups acceptance of his or her own ideas.  Natural ability to establish command over a group. The candidates divide into several groups, about five and are given a topic to discuss in group and to submit a report after their discussion. Final interview: The candidates who approved for the leadership test, is called the final interview. Final interview is taken by company CEO. Placement: Banglalink Customer Care prepares necessary documents and sends the selected candidates to his/her respective department for placement. The selection Process is the process of choosing from among available applicants who are most likely to successfully perform a job. The objective the selection process is to choose the individual who can successfully perform the job from the pool of qualifies candidates. Present Condition about Selection Procedure of Banglalink Customer Care The company selects qualified Personnel/Specialized officer/ medical Representatives/ junior executives on the basis of some relevant tests such as: 1. Written-test (mainly English and Mathematics, General Knowledge) 2. Announce result of Written-Test. 3. Scoring of Written- Test. (to sort of qualified candidates on the basis of their Written-Test scores) 4. Fill in the company resume before interview. 5. Verbal Interview by 4 Members of Committee. 6. Compilation of recruitment proposal with proposed salary.

7. Approval of COO/CEO 8. Issuing of appointment Letter. 9. Joining Report. 10. Information sheet for new employee. 11. Orientation. In the case of junior executive selection, they specially select a pool of candidates on the basis of Written and Viva test especially on: 1. English (Free-Hand Writing, composition) 2. Analysis-ability Test. 3. Maths. 4. General-Knowledge. The Viva-Test is especially on handling pressure and providing creativity. For the total selection process the following criterias are given great importance Job fit & organization fit maintain with great care  Effective selection criterias & predictors are followed here  Effective selection process is rechecked by top level management Recruitment and Selection: Employer Point of View

Recruitment and Selection: Employee Point of View

Training and Employee Development
Training is the learning experience in that it seeks a relatively permanent change in an individual that all improve the ability to perform on the job. We typically say training can involve changing of skills, knowledge, attitudes, or behaviors. It may mean changing what employees know, how they work, the attitude toward their work, or their interaction with their co-workers or supervisors. Training is more present-day oriented; its focus is on individual’s current job, enhancing those specific skills and abilities to immediately perform their jobs. As a training procedure Banglalink Customer Care shows the following things Effective training for all employees & Exclusive executive training for top level employees  Effectively performance gap are fulfilled  Effective strategic training plan is taken quarterly  Good coordination among training materials, training efforts and training arrangements  Training program is providing for handle crucial situation  Effective training assists organizational competitiveness by aiding in the retention of employees  Training program is providing for increasing employees KSAs to compete effectively  On -the -job -training and external training are followed by them

Employment development, on the hand, generally focuses on future jobs in the organization. As job and career progress is needed, new skills and abilities will be required. To develop the employee career Banglalink Customer Care following the given criterias Individual centered career progression & dual career progression are effectively done here  Redevelopment is provided if any employee needs that  By providing great KSAs, under the taken care of expertise panels they can develop their employees  Good coordination between training and development process for both short and long term process are seen here

Training and Employee Development: Employer Point of View

Training and Employee Development: Employee Point of View

Performance management
Performance management is the systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of organization mission and goals. Employee performance management includes:
   

Planning work and setting expectations, Continually monitoring performance, Developing the capacity to perform, Periodically rating performance in a summary fashion, and rewarding good performance Employee performance management includes:
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Planning work and setting expectations, continually monitoring performance, Developing the capacity to perform, periodically rating performance in a summary fashion, and

Rewarding good performance.

The appraisal processes are: 1. Establish performance standards with employees. 2. Mutuality set measurable goals. 3. Measures actual performance. 4. Compare actual performance with standards. 5. Discuss the appraisal with the employee. 6. If necessary initiative corrective action.

In other words performance management should be:
• •

Strategic - it is about broader issues and longer-term goals Integrated - it should link various aspects of the business, people management, and individuals and teams.

It should incorporate:

Performance improvement - throughout the organisation, for individual, team and organisational effectiveness Development - unless there is continuous development of individuals and teams, performance will not improve Managing behaviour - ensuring that individuals are encouraged to behave in a way that allows and fosters better working relationships.

All the divisions of Banglalink Customer Care shows the following characteristics for performance management Effective performance appraisal is followed here for both administrative and development use  360 degree appraisal is followed here in most of the cases  Good link is created between pay system and performance appraisal  After 3 times of performance appraisal decision is taken for/against any employee  Performance Appraisal interview is taken by Head of the department, GM of the department and CEO of Banglalink

Performance management: Employer Point of View

Performance management: Employee Point of View

Reward and Compensation
The reward system of an organization includes anything that an employee may value and desire and that the employer is able or willing to offer in exchange for employee contributions. Organization use reward to motivate employee. They rely on rewards to motivate job candidates to join the organization. They certainly depend on rewards to get employees to come to work and perform effectively once they are hired. Banglalink Customer Care provide following kind of rewards to their employees Both intrinsic and extrinsic rewards are available

 Top level employees get much more extrinsic rewards, while mid or lower level employees get little  Incentives and bonuses are available but that not always happy for employees Compensation systems in organizations must be linked to organizational objectives and strategies. Compensation refers to all financial returns and tangible services and benefits employee receive as part of an employment relationship. “Organizations need to be fluid to move as markets move that necessitates a more flexible approach to compensation”-Kathryn McKee An effective compensation program in an organization addresses four objectives Legal compliance with all appropriate laws and regulations  Cost effectiveness for the organization  Internal, external, and individual equity for employees  Performance enhancement for the organization Banglalink Customer Care provide following kinds of compensation to their employees Compensation Administration Process is followed very seriously with great care  Equal pay system is followed  Job evaluation is checked by various steps and different groups of expertise  Effective pay structure system are available there  Effective pay range are available there

Reward and Compensation: Employer Point of View

Satisfied Highly Satisfied

Reward and Compensation: Employee Point of View

Satisfied Dissatisfied Neutral

Employee Relation
Employee relation is more important issue for an organization. If employee relationship is good with their employer then that organization can run their business successfully. Employees expect from their employees to provide flexible work environment. By ensuring following kinds of things Banglalink Customer care maintain good relationship with their employeesHealth, Safety & Security  Coordinate & monitor health and safety programs of employees  Investigate conflicts  Communicate with employees & take necessary steps if needed  Follow top class security procedures & recommend changes as needed Rights & Discipline

Both employees & employers have some rights and responsibilities. They are Equal Employment Opportunity(EEO)  No wrongful discipline  No sexual harassment  No emotional distress  No breach of employment contract  No negligent evaluation  Proper care of employee benefits Employee-Management Relationship  Good relationship between-team & team leaders -team & supervisor -team & manager -team leaders & supervisors -team leaders & managers -managers & supervisors There can be some points in which they are in a contradict position a. Incentives & bonuses b. Discharge of employees c. Work schedules d. Vacation & leave e. Rest & break rules

Employee Relation: Employer Point of View

Highly Satisfied Satisfied Neutral

Employee Relation: Employee Point of View

Highly Dissatisfied Dissatisfied

Impact of the Present HR Practices on the Banglalink Banglalink Coverage Growth: (Area)
Year 2005 2006 2007 2008 District 25 32 47 61 Thana 190 250 370 486

Banglalink Coverage Growth: (Population)

Year 2005 2006 2007 2008

Population 37% 51% 63% 90%

Banglalink Revenue Growth Rate
Year 2005 2006 2007 2008 Revenue Rate 37% 51% 63% 90%

Growth of Subscribers of Banglalink (most fastest company that reach 10000000 Subscriber)
Year 2005 2006 2007 2008 Subscribers 3700000 4870980 6095380 10000000

Investment Growth of Banglalink
 Quarterly 400 Crore from 2007

 Stressful working environment  Have to handle serious pressure  Hard rules & regulations for recruiting, selecting & placing  Lack of good co-operation among the employees because of tough competition  High tariff rate  Low network coverage  High cost of using leased optical fiber from Govt.  Lack of job retention  Lack of job satisfaction

 Can provide up to date technology  Can increase job satisfaction level of the employees  Can introduce job retention process  Can increase reward & compensation  Can increase the network coverage  Can get the leader of telecommunication section

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History Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us

November 28, 1996
Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts and Telecommunications

March 26, 1997
Grameenphone launched its service on the Independence Day of Bangladesh

November 5, 2006
After almost 10 years of operation, Grameenphone has over 10 million subscribers

September 20, 2007
Grameenphone announces 15 million subscribers. Grameenphone is now the leading telecommunications service provider in the country with more than 20 million subscribers as of June 2008. Presently, there are about 30 million telephone users in the country, of which, a little over one million are fixed-phone users and the rest mobile phone subscribers. Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone has come a long way. It is a joint venture enterprise between Telenor (62%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom

Corporation (38%), a non-profit sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank. Over the years, Grameenphone has always been a pioneer in introducing new products and services in the local market. GP was the first company to introduce GSM technology in Bangladesh when it launched its services in March 1997.The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to the local employees over the years. [Read more]

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History Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us / History The company has so far invested more than BDT 10,700 crore (USD 1.6 billion) to build the network infrastructure since its inception in 1997. It has invested over BDT 3,100 crore (USD 450 million) during the first three quarters of 2007 while BDT 2,100 crore (USD 310 million) was invested in 2006 alone. Grameenphone is also one the largest taxpayers in the country, having contributed nearly BDT 7000 crore in direct and indirect taxes to the Government Exchequer over the years. Of this amount, over BDT 2000 crore was paid in 2006 alone. Since its inception in March 1997, Grameenphone has built the largest cellular network in the country with over 10,000 base stations in more than 5700 locations. Presently, nearly 98 percent of the country's population is within the coverage area of the Grameenphone network. Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It established the first 24-hour Call Center, introduced value-added services such as VMS, SMS, fax and data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE, personal ring back tone and many other products and services. The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speed Internet and data services from anywhere within the coverage area. There are currently nearly 3 million EDGE/GPRS users in the Grameenphone network. Grameenphone nearly doubled its subscriber base during the initial years while the growth was much faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 by the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1.16 million in 2003, 2.4 million in 2004, 5.5 million in 2005, 11.3 million in 2006, and it ended 2007 with 16.5 million customers. From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In recent years, the focus has been to provide after-sales within a short distance from where the customers live. There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 61 districts. In addition, there are 72 Grameenphone Centers in all the divisional cities and they remain open from 8am-7pm every day including all holidays. GP has generated direct and indirect employment for a large number of people over the years. The company presently has more than 5,000 full and temporary employees. Another 100,000 people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others. In addition, the Village Phone Program, also started in 1997, provides a good income-earning opportunity to more than 210,000 mostly women Village Phone operators living in rural areas. The Village Phone Program is a unique initiative to provide universal access to telecommunications service in remote, rural

areas. Administered by Grameen Telecom Corporation, it enables rural people who normally cannot afford to own a telephone to avail the service while providing the VP operators an opportunity to earn a living. The Village Phone initiative was given the "GSM in the Community" award at the global GSM Congress held in Cannes, France in February 2000. Grameenphone was also adjudged the Best Joint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphone was presented with the GSM Association's Global Mobile Award for ‘Best use of Mobile for Social and Economic Development' at the 3GSM World Congress held in Singapore, in October 2006, for its Community Information Center (CIC) project, and for its HealthLine Service project at the 3GSM World Congress held in Barcelona, Spain, in February 2007. Grameenphone considers its employees to be one of its most important assets. GP has an extensive employee benefit scheme in place including Gratuity, Provident Fund, Group Insurance, Family Health Insurance, Transportation Facility, Day Care Centre, Children's Education Support, Higher Education Support for employees, in-house medical support and other initiatives.

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History Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

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Grameenphone Corporate Governance
In the fast-paced world of telecommunications, vibrant and dynamic Corporate Governance practices are an essential ingredient to success. Grameenphone believes in the continued improvement of corporate governance. This in turn has led the Company to commit considerable resources and implement internationally accepted Corporate Standards in its day-to-day operations. Being a public limited company, the Board of Directors of Grameenphone have a pivotal role to play in meeting all stakeholders’ interests. The Board of Directors and the Management Team of Grameenphone are committed to maintaining effective Corporate Governance through a culture of accountability, transparency, well-understood policies and procedures. The Board of Directors and the Management Team also persevere to maintain compliance of all laws of Bangladesh and all internally documented regulations, policies and procedures. Grameenphone is a truly transparent company that operates at the highest levels of integrity and accountability on a global standard.

Grameenphone Organogram

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Ensuring secured working environment is an integral part of responsible corporate behavior
Believing in the ethos of corporate social responsibility, Grameenphone always strives to uphold the standards in all its business operations. Ensuring secured work place is no exception. In order to minimize accidents at the workplace and at the project sites, GP regularly undertakes awareness programs as well as necessary training programs for GP employees and vendors/suppliers regarding various Health, Safety and Environment issues. Though the employees of our vendors are not directly employed by us, through our contractual agreement with the vendors, we aim to ensure safe and secured working condition for their employees when they are working for us. However, we are aware that this is a continuous process and there are always opportunities to raise the collective performance level with respect to health and safety standards. Due to our scale of operations dispersed across the country while the local vendors/suppliers having low awareness on standard HSE practices, we consistently endeavor to address this issue through necessary phase-by-phase capacity building exercises.

Unfortunately some recent accidents occurring in our work place made us more concerned and alert to ensure that required standards are adhered to, especially by our vendors. On a few of these occasions, the victims, mostly employees of our vendors, regrettably succumbed to his/her injuries. Though safety measures were in place, while these accidents occurred, they had proved to be inadequate to prevent these accidents from happening. In these accidents, 3 vendor workers died falling to the ground from roof-top or tower while 2 other died due to electrocution while erecting billboard, 1 due to a fall into an acid tub in vendor’s factory premise, 1 from snake bite and another one from a heart attack while sleeping. On other occasions, a young girl died of electrocution from a wire in the fence of a storage area adjacent to a construction site while a 70-year old woman died as she was hit by a GP vehicle on Mymensingh highway. In light of these recent unfortunate incidents, Grameenphone has commissioned a team having the Head of HSE as the team leader. The team will directly report to the CEO on the following immediate tasks which include: 1. Inspections at some factory premises to instantly show cause if any deviation is found from the standard or agreement.

2. Educate the vendors and suppliers on Health, Safety and Environmental (HSE) issues. The aim is to make the vendors and the suppliers capable enough by themselves to follow and practice HSE and corporate responsibilities in their daily activities. The focus will be targeted at the following areas: a. Setup a more Comprehensive Guideline and enhance competence of the vendor on HSE compliance. b. Benchmark setting on safe working condition including ILO and international best-practices and Standard Operation Procedure (SOP). c. Regular audit of vendors/suppliers.

Telenor has extended its cooperation with Det Norske Veritas (DNV) as an advisor to perform mapping and review of HSE standards at relevant supplier in markets where Telenor has operations. DNV has already performed an independent assessment on working conditions and production standards at the relevant suppliers' facilities to provide necessary counsel to GP.

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The Supplier Conduct Principles
The Supplier Conduct Principles (SCP) have been approved by Telenor's Board of Directors and is a document that defines what Telenor, or Telenor-affiliated companies such as Grameenphone, expect from its business partners. The SCP attached specifies conduct requirements to our business partners, in this case "Suppliers". It should be noted that "Suppliers" in this context is a much wider term than the traditional upstream suppliers typical in a procurement setting. Suppliers, in the context of the SCP, are defined as "any person and/or entity that has a direct contractual relationship with Telenor and offering products and/or services to Telenor. This includes any manufacturer, vendor, contractor, consultant, middleman, service or facilities provider, dealer, distributor or other partner that is directly cooperating with Telenor, however, excluding customers.” Please click on the following link to fully understand our expectations and your business obligations. The Supplier Conduct Principles

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History Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

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Request for Proposals (RFP)

Child Care Service
Grameenphone Ltd. is the leading Telecommunications Company in Bangladesh. Grameenphone has taken an initiative to appoint compliant and professional business organizations in the area of providing Child Care Service for Grameenphone Day Care Centres situated in different locations inside Dhaka. Interested business organizations are invited to visit our web-site: for Tender document from 1st November, 2009 to 5th November, 2009. The detail scope of service and other related terms and condition along with the proposal submission process is mentioned in the tender document. Conditions: 1) In view of the nature of the services, only those organizations possessing substantial and proven track record of performance in the same field of activities are encouraged to participate. 2) Grameenphone reserves the right to change or cancel the requirement at any time during the proposal evaluation process and also to reject any or all proposals at any time without any prior notice.

CSR at Grameenphone

Every step counts

"Even a journey of a thousand miles begins with a single step..." - Chinese proverb
At Grameenphone, we live by the statement "Development is a journey, not a destination." Our work is not just about ensuring connectivity; it is about connecting with people and building relationships, based on trust, with our subscribers, business partners, employees, shareholders, as well as the wider community. We have always believed that good development is good business. While we maintain our business focus, taking the nation forward remains our top priority. Thus our relationship with Bangladesh is built on a partnership which strives to achieve common economic and social goals. Corporate social responsibility, as we see it, is a ‘complementary' combination of ethical and responsible corporate behavior, as well as a commitment towards generating greater good for the society by addressing the development needs of the country.

Our core strategy in this area is to be Bangladesh's partner in developing the country, particularly in its promise, as a United Nations Millennium Declaration signatory, to meet the eight targets known as the Millennium Development Goals by 2015. We have consolidated our social investment initiatives in four core areas related to the Millennium Development Goals namely,

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Poverty alleviation, Healthcare, Empowerment Education.

We are witness to the endless possibilities and the strength of the people of Bangladesh. We believe every step matters in the journey of hope we are taking together as a nation. With every connection we provide and with every opportunity we create in the community at large, we see the emergence of new possibilities. The Village Phone ladies lead us towards a silent yet powerful social revolution. The indomitable spirit of acid survivors inspires us, while the confidence of intellectually challenged athletes shows us how to make the word ‘impossible' obsolete. Every step inspires us to move forward and takes us one step closer to our destination. Every step counts.