INTERNSHIP REPORT ON

PAKISTAN TELECOMMUNICATION LIMITED

ABBOTTABAD

Submitted By: Anayat Ullah

Roll No : F-129-2017

Supervised By: Muhammad Ishfaq Shah

GOVT. COLLEGE OF MANAGEMENT SCIENCES

ABBOTTABAD

SESSION

2017– 2021
 INTERNSHIP REPORT ON

PAKISTAN TELECOMMUNICATION LIMITED

ABBOTTABAD

Submitted By: Anayat Ullah

Roll No : F-129-2017

Supervised By: Muhammad Ishfaq Shah

This Internship report is submitted to partial fulfillment of the

requirements for the degree of Bachelors of Business Administration
awarded by the Abbottabad University of Science & Technology.

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES

ABBOTTABAD

SESSION

2017- 2021
 Government College of Management Sciences
Abbottabad

APPROVAL COMMITTEE

1. External Examiner

Mr_________________ Signature___________________

2. Supervisor

Mr. Muhammad Ishfaq Shah Signature___________________

Lecturer, GCMS, Abbottabad

Head of Department

Prof. Syed Arif Zahid Signature___________________

Principal, GCMS, Abbottabad

 DEDICTION

I dedicated these efforts to my Parents for their Love & Support throughout my life and my
Respected Teachers who Guided me during the course Of My Studies and preparation of this
Report.
 ABSTRACT

The basic objective of my internship to know the issues related to finance department & to
know find out problems regarding the theoretical concepts with practical experience working
in an organization during my internship. With the emerging trend of computerized system the
load of work can be decreased. It is not easy to implement a system immediately it take a lot
of time. so it is important for the organization to develop a research for redesigning the
operations organization. Fresh graduates have more knowledge about business administration
and skills in information technology. BBA (Hons) is a program In which we studied about
business. In Pakistan the telecommunication sector is at the maturity stage and
telecommunication sectors are the best institutes in which we are easily understand the
practical experience. BBA (Hons) gives us an opportunity to touch the practical experience
about business and HR Practices as the internship. The internship program in an important
part to give students an opportunity to have experience of practical field. Unless and until the
student experience the novelty of practical work, their knowledge of what they study in
theoretical courses remains incomplete.
 TABLE OF CONTENTS

CHAPTER 1 .......................................................................................................................................... 1
INTRODUCTION................................................................................................................................. 1
1.1 Background of the Study .............................................................................................................. 1
1.2 Purpose of The Study .................................................................................................................... 1
1.3 Scope of Study .............................................................................................................................. 2
1.4 Research Methodology ................................................................................................................. 2
CHAPTER 2 .......................................................................................................................................... 3
INTRODUCTION TO PAKISTAN PTCL......................................................................................... 3
2.1 Introduction to PTCL .................................................................................................................... 3
2.1.1 Historical Background ........................................................................................................... 3
2.2 Organizational Structure and / Hierarchy ..................................................................................... 5
2.3 Board Of Directors ........................................................................................................................ 6
2.4 Mission and Vision ..................................................................................................................... 11
2.4.1 Vision ................................................................................................................................... 11
2.4.2 Mission................................................................................................................................. 11
CHAPTER 3 ........................................................................................................................................ 12
PRODUCTS & SERVICES ............................................................................................................... 12
3.1 Voice Products & Services ......................................................................................................... 12
3.2 Data Products & Services ........................................................................................................... 14
3.3 Departments of PTCL ................................................................................................................ 20
3.3.1 Human Resources Department............................................................................................. 20
3.3.2 Management Information System (Mis) .............................................................................. 20
3.3.3 Marketing Division .............................................................................................................. 21
3.3.4 Information Technology Department ................................................................................... 21
3.3.5 Finance Division .................................................................................................................. 22
3.7 PTCL‟s Basic Organizational Units ............................................................................................ 22
3.8 Levels of Organizational Chart ................................................................................................... 24
3.9 Fixed Asset Management ............................................................................................................ 25
CHAPTER NO 4 ................................................................................................................................. 29
HUMAN RESOURCE PRACTICES OF PTCL.............................................................................. 29
4.1 Role of the HR Department ........................................................................................................ 29
4.2 Policy Initiation and Formulation ............................................................................................... 29
4.3 Advice ......................................................................................................................................... 29
 4.4 Control ........................................................................................................................................ 29
4.5 Service......................................................................................................................................... 30
4.6 Human Resource Management at PTCL .................................................................................... 30
4.7 Performance Appraisal at PTCL ................................................................................................. 30
4.8 Recruitment ................................................................................................................................ 31
4.8.1 Recruitment Procedure ......................................................................................................... 31
4.8.2recruitment Methods ............................................................................................................. 32
4.8.2.1 Internal Recruitment ......................................................................................................... 32
4.8.2.2 External Recruitment ........................................................................................................ 32
4.8.2.3 Quota System .................................................................................................................... 32
4.8.3 Modes Of Recruitment ......................................................................................................... 33
4.8.3.1 Selection ............................................................................................................................ 33
4.8.3.2 Selection Criteria............................................................................................................... 33
4.9 Human Resource Planning .......................................................................................................... 34
CHAPTER 5 ........................................................................................................................................ 35
SWOT ANALYSIS ............................................................................................................................. 35
5.1 Strengths ..................................................................................................................................... 35
5.2 Weaknesses ................................................................................................................................. 37
5.3Opportunities................................................................................................................................ 39
5.4 Threats......................................................................................................................................... 40
5.5 Operation Analysis...................................................................................................................... 41
CHAPTER 6 ........................................................................................................................................ 45
CONCLUSION& RECOMMENDATIONS .................................................................................... 45
6.1 Conclusion .................................................................................................................................. 45
References ............................................................................................................................................. 48
 ACKNOWLEDGEMENT

“To Him belongs the dimension of the Heavens and the earth, it is He who gives lifeand death and He has
power over all things.”(Al-Quran)

All praise to Allah Almighty, the most merciful, kind, and source of all knowledge and
wisdom. All respect and possible tributes goes to my Holy Prophet Mohammad (SAW), who
is forever guidance and knowledge for all human beings on this earth. I am really every
thankful to my Supervisor Muhammad Ishfaq Shah for his cooperative attitude during the
completion of my internship report. He helped and support me during gathering and
analyzing information.

Anayat Ullah
 List of Abbreviations

BBA Bachelors of Business Administration

CSR Customer Service Representative

NP: Non-Personal

PTA Pakistan Telecommunication Authority

PTCL Pakistan Telecommunication Company limited

SMS: Short Message Service

SEP: Student Entrepreneur Program

SIM: Subscriber Identity Module

UAE: United Arab Emirate

VAS: Value Added Service

 EXECUTIVE SUMMARY

Thanks to ALLAH Almighty I have successfully completed my eight weeks internship as

per requirement of BBA (Hons) Degree. I was appointed at Abbottabad Branch of PTCL,.
My internship started on 17-04-2021 and ended on 17-06-2021, with the official working
hours starting from 9am to 4pm. I worked here in Revenue Department.

The basic objective of my internship to know the issues related to finance department & to
know find out problems regarding the theoretical concepts with practical experience working
in an organization during my internship. With the emerging trend of computerized system the
load of work can be decreased. It is not easy to implement a system immediately it take a lot
of time.so it is important for the organization to develop a research for redesigning the
operations organization. Fresh graduates have more knowledge about business administration
and skills in information technology.

To update the skills, it is suggested to develop HR training programs for fresh graduates.
PTCL is the largest telecommunication company in Pakistan and almost all over the Pakistan
no other company is as famous as PTCL especially for landline services.

With employee strength of 80,000 and 5.7 million customers PTCL is enjoying the leading
position in telecommunication industry. This report with other helpful material also contains
SWOT analysis which is useful in academia and for organization as well.

The Telecommunication Sector around the world is going through a process of rapid change
in information technology and convergence with focus on mobile internet and value added
services. In line with global trends and for meeting the emerging demand, major initiatives
have been taken by PTCL to upgrade its network, introduce a range of new value added
services, develop a portfolio of information technology, internet, bandwidth related services
and should revise its organizational structure to make it more conducive to deal with the
change and commercialization process to enhance the revenue potential of the company. The
Socio-economic growth of a developing country depends mainly on the telecommunication
sector and its involvement in information technology; Tele-marketing and E-Commerce
makes it an integral organ of the overall development of the country.
 CHAPTER 1
INTRODUCTION

1.1 Background of the Study

The Telecommunication Sector around the world is going through a process of rapid
change in information technology and convergence with focus on mobile internet and
value added services. In line with global trends and for meeting the emerging demand,
major initiatives have been taken by PTCL to upgrade its network, introduce a range
of new value added services, develop a portfolio of information technology, internet,
bandwidth related services and should revise its organizational structure to make it
more conducive to deal with the change and commercialization process to enhance the
revenue potential of the company. The Socio-economic growth of a developing
country depends mainly on the telecommunication sector and its involvement in
information technology; Tele-marketing and E-Commerce makes it an integral organ
of the overall development of the country.

1.2 Purpose of the Study

The aim of this study is not merely to fulfill an academic requirement and get a
degree. But also the purpose of this study is “to practically learn all the concepts that I
have learnt in my course work”.

 The report is based on study carried out for the fulfillment of the degree

requirement of the BBA (Hons), in Govt. College of Management Sciences

 The purpose of the study is to gain practical knowledge.

 To analyze PTCL Telephone House, Abbottabad and perform SWOT and

financial analysis.

 To make relevant recommendations in the light of the analysis made.

1
1.3 Scope of Study
I could venture only financial aspects of the organization (PTCL). But that would
have helped me, meet my study objectives partially. Now the scope of this study is
very broad. I have tried my level best to venture each and every aspect and area
regarding the organization and to do justice with it. And that‟s why this study gives an
overview of Pakistan Telecommunication Limited. An overview in the sense that in
this very study all areas, including PTCL‟s service marketing, managerial, strategic
and financial, have been ventured into provide that the data for this study, that I have
used, is the most recent one. My main emphasis in this study is on the PTCL‟s
financial, strategic, service related and managerial areas. The scope of this particular
study is confined to PTCL Management/ organizational structure. More specially the
Human resource management department of PTCL is the major emphasis of this
study. The objective is to identify the most appropriate organizational culture for
PTCL in competitive environment.

1.4 Research Methodology

To study an organization, one needs to have reliable and relevant data and
information. The study makes use of two kinds of data, gathered through different
sources, which can be grouped as primary and secondary data:

1.4.1 Primary Data

The data collected for the first time is called primary data. The sources for the
primary data were discussions with Chief Engineers, General Managers and
unstructured interviews with the staff of PTCL and my personal observations.

1.4.2 Secondary Data

The data which has gone through mathematical and statistical techniques after
its collection is called secondary data. The secondary data sources which were
consulted during my study are the manuals, rules and procedural hand books,
brochures and annual reports of PTCL material available at HR Department,
newsletter, internet and books available on management.

2
 CHAPTER 2
INTRODUCTION TO PAKISTAN PTCL

2.1 Introduction to PTCL

PTCL is a largest telecommunications provide in Pakistan. PTCL also continues to be
the largest CDMA operator in the country with 0.8 million Broadband customers. The
company maintains a leading position in Pakistan as infrastructure provider to other
telecom operators and corporate customers of the country. It has the potential to be an
instrumental agent in Pakistan‟s economic growth .PTCL has laid an optical Fiber
Access Net work in the major metropolitan centers of Pakistan and local loop services
have started to be modernized and upgraded from copper to an optical network. On
the long distance and international infrastructure side, the capacity of two SEA-ME-
WE submarine cable is being expanded to meet the increasing demand of
international traffic.

The same year, Pakistan Telecommunication Company Limited was formed and listed
on all stock exchanges of Pakistan PTCL launched its mobile and data services
subsidiaries in 2001 by the name of Ufone and PakNet respectively. None of the
brands made it to the top slots in the respective competitions. Lately, however, Ufone
had increased its market share in the cellular sector. The PakNet brand has effectively
dissolved over the period of time. A recent DSL service launched by PTCL reflects
this by the introduction of a new brand name and operation of the service being
directly supervised by PTCL.

2.1.1 Historical Background

1947 Posts & Telegraph Dept. established

1962 Pakistan Telegraph & Telephone Deptt.

3
1990-91 Pakistan Telecom Corporation

ALIS: 850,000

Waiting list: 900,000 Epansion Program of 900,000 lines initiated

(500,000 lines by Private Sector Participation

400,000 lines PTC/GOP own resources).

1995 About 5 % of PTSL assets transferred to PTA, FAB & NTC

1996 PTCL Formed listed on all Stock Exchanges of Pakistan

1998 Mobile & Internet subsidiaries established

2000 Telecom Policy Finalized

2003 Telecom Deregulation Policy Announced

2005 26 & Shares by Etisalat UAE through open bidding

2014 2014 PTCL Management announced a Voluntary Separation Scheme

(VSS) for its employees.

2016 2016 (PTCL), the country's premier telecom operator, earned a profit of
Rs. 876.374 million for the July-September period of 2016

2019 2019, Etisalat has held back $800m amount over a property-transfer
dispute with the Pakistani government.

2020 2020 Telenor Microfinance Bank selects PTCL to expedite the bank‟s
Digital Transformation journey.

4
2.2 Organizational Structure and / Hierarchy

An Organizational Structure clarify the roles of personnel of an Organization and to

determine who has to do what task, which is responsible for what, objectives to be
achieved, who is to report to whom and to remove the obstacles for performance
caused by confusion and uncertainty of job assignment as well as to make easy
decision- making and communication networks reflecting and supporting organization
objectives.

The head of Pakistan Telecommunication Company Limited is called “President”.

Then come the SEVPs (Senior Executive Vice Presidents), i.e. SEVP (Finance),
SEVP (Operations), SEVP (Technical), and SEVP (Human Resource Management),
SEVP (HR & Business Development). Then there is a chain of Executive Vice
Presidents (EVPs) like EVP (Finance Central), EVP (Marketing), EVP (Marketing
5
Central), EVP (Accounts), EVP (Operation), EVP (Information Technology, Training
& Research), and EVP (Revenue). All these are appointed at Pakistan
Telecommunication Company, Headquarters at G-8/4, Islamabad. Apart from these
EVP, there are also EVP (Operation), EVP (Marketing) etc who are heading the other
regions of PTCL in major cities country wide. Then there are Chief Engineers and
General Managers at H/Qs who report to their relevant EVP. Then there are Senior
Managers, Deputy Directors, Assistant Directors, Account Officers, Assistant
Account Officers, Financial Analysts, HR Managers, Computer Programmers, and IT
Specialists etc. There are also Regional Heads (General Managers) to head PTCL
Regions then come the Senior Managers (Operations), Senior Engineers (Operations),
Engineers to look after the telecom system of Regions. There are also Senior
Managers Finance, Account Officers and Accountants to Handle Regional account
and billing matters. Manager HR & his staff are responsible to take care of Personnel
affairs at Regional Level. In non-gazette staff there are Engineering Supervisors
Operations /Switching Power plant /Optical Fiber system/M.W Media, Account
Assistants, Stenographers, Assistants, Key Punch Operators, Telecom Technicians,
Upper Division Clerks, Lower Division Clerks, Line Men, Wire Men, Drivers,
Exchange Cleaners, NaibQasids and Peons etc. All the staff is recruited by the HR
Department headed by SEVP HR. The HR experts are responsible for hiring & to
further streamline its recruitment process

2.3 Board Of Directors

Mr. Shoaib Ahmad Siddiqui

Chairman
Mr. Shoaib Ahmad Siddiqui is the Chairman of PTCL‟s Board of Directors. Mr.
Siddiqui possesses 37 years of experience with the Civil Services of Pakistan and has
served on key administrative positions in Federal and Provincial Governments. He is
currently serving as Federal Secretary, Ministry of Information Technology and
Telecommunication, Government of Pakistan. He is also the Chairman of USF-
Universal Service Fund. Mr. Siddiqui has previously served as Secretary, Ministry of
Communications; Secretary, Planning, Development & Reform Division; Secretary,
Information Broadcasting & N.H; Secretary, National Security Division; Secretary,

6
Narcotics Control Division; Special Secretary, Ministry of Interior; Administrator
Karachi Municipal Corporation; Member Board of Revenue; and Commissioner
Karachi Division. Mr. Siddiqui holds a B.Sc. Engineering from the University of
Engineering & Technology, Lahore and a M.Sc. (Development Administration) from
the University of Birmingham, (U.K). He is also a law graduate and did his L.L.B and
LLM from Karachi University. Mr. Siddiqui also holds an Executive MBA degree.

Mr. Abdulrahim Abdulla Abdulrahim Al Nooryani

Non-Executive Director

Mr. Abdulrahim A. Al Nooryani is the longest serving Board member and has been
on the Board since 2006. Mr. Al Nooryani has 40 years‟ experience in the telecom
industry. He is Chairman of Etisalat International Pakistan LLC, which is a subsidiary
of Emirates Telecommunication Company. He is also Chairman of the Board of
Directors of Pak Telecom Mobile Limited. Mr. Al Nooryani joined Etisalat as a
graduate trainee, and subsequently rose to become the Chief Officer Procurement,
Contracts and Administration. He held several directorships at Etisalat‟s numerous
subsidiaries.

Mr. Naveed Kamran Baloch

Non-Executive Director

Mr. Naveed Kamran Baloch possesses 34 years of experience in the Civil Services of
Pakistan and is currently the Secretary, Finance, Ministry of Finance, Government of
Pakistan. Prior to his current posting, Mr. Baloch has served as Secretary, Cabinet
Division; Chief Secretary, Khyber Pakhtunkhwa; Principal Secretary to Chief
Minister (Sindh); Secretary, Ministry of National Health Services, Regulation &
Coordination; Director General, National Institute of Management Karachi; and
Secretary Information, Government of Sindh, Pakistan. Mr. Baloch has also served as
Chairman, CCM Pakistan and Chairman, State Life Insurance Corporation of
Pakistan. Mr. Baloch holds a M.Sc. in Social Policy and Planning in Development
countries from London School of Economics, UK. He is also a certified Board
Director of Pakistan Institute of Corporation Governance.

7
Mr. Hatem Dowidar

Non-Executive Director

Mr. Hatem Dowidar possesses more than 20 years of experience in the telecom
industry. He is the Chief Executive Officer of Etisalat International. Mr. Dowidar
started his career in AEG/Deutsche Aerospace (Daimler Benz Group) in Egypt before
moving to HR in Procter & Gamble. Prior to joining Etisalat Group, he was the Group
Chief of Staff for Vodafone Group. Mr. Dowidar was previously with Vodafone
Egypt and served as HR Director, later becoming the CEO of Vodafone Egypt. He
held several senior positions at Vodafone Group and its subsidiaries, including Group
Core Services Director, CEO of Vodafone Malta, CEO of Partner Markets with
partnerships covering over 45 markets and Regional Director Emerging Markets. Mr.
Dowidar also serves as Chairman and Board Member in several Corporate Boards
within and outside the telecommunications industry. Mr. Dowidar holds a bachelor‟s
degree in communications and Electronics Engineering from Cairo University and an
MBA from the American University in Cairo.

Mr. Rizwan Malik

Non-Executive Director

Mr. Rizwan Malik has been part of the Superior Civil Services of Pakistan for the past
33 years in various capacities. Mr. Malik is currently the Secretary, Privatization
Division/Commission, Prior to this, he has served as Special Secretary, Interior
Division, Islamabad; Joint Secretary, Planning & Development, Textile and
Communication Divisions; Director General, Benazir Income Support Program
(BISP); Director General Electronic Government, IT & Telecom Division; Joint
Secretary, Establishment Division; Additional Secretary, Interior Division; and
Special Secretary, Interior Division; Additional Secretary, Local Government;
Additional Secretary, P&D, Punjab; Joint Registrar Cooperative, Punjab; and
Secretary, P&D, Government of Baluchistan. Mr. Malik has also rendered services as
Assistant Commissioner/Sub Divisional Magistrate in various Sub Divisions of
Karachi; Additional Deputy Commissioner Narowal, Gujranwala & Rawalpindi
Districts; and Deputy Commissioner Narowal. Mr. Malik graduated from Government
8
College, Lahore and holds a Master‟s degree in Political Science from Punjab
University which awarded him a Gold Medal for academic excellence. He is on
Academic Roll of Honor of Government College, Lahore.

Dr. Karim Bennis

Non-Executive Director

Dr. Karim Bennis is a Member on the Board of the Company nominated by EIP and
working as an Acting Group CFO, Etisalat Group. He was appointed as Vice
President Financial Control and Planning of Etisalat Group in August 2013, a leading
company in the telecom market within Middle East, Asia and Africa (USD 14 billion
Revenues). His area of responsibility is the Etisalat Group footprint which includes 16
countries including UAE, Morocco, Egypt, Saudi Arabia and Pakistan. In his previous
roles, Karim served as Deputy Managing Director and CFO at Tractafric Motors
Corp. His other roles included Finance Controller, Strategic Planning & Subsidiaries
Management of Maroc Telecom (7 years as a Secondee of Vivendi Group) and Group
Financial Controller European Division of Crown Cork & Seal Company in
Paris. Along with his expertise in Telecoms, Karim has international experience of
various industries including manufacturing, retail and heavy equipment. Karim is a
member of the Board, Executive Committee and Audit Committee of Etisalat Egypt.
He also serves on the Board and Audit committee of Atlantique Telecom
Holding. Karim holds a Masters in Economics & Corporate Finance from Sciences-Po
Paris, an Executive MBA from Ecole Nationale des Ponts & Chaussees and a PhD in
Economics & Technology from Conservatoire National des Arts & Metiers in France.

Syed Shabahat Ali Shah

Non-Executive Director

Syed Shabahat Ali Shah possesses more than 20 years of experience in the telecom
industry. Currently he is the Chief Executive Officer of National Information and
Technology Board, Government of Pakistan. He is also the Chairman of the IGNITE
Board and Director on the Board of USF-Universal Service Fund. Mr. Shah was the
Founder and CEO of Cronus Digital. Mr. Shah co-founded Helioswire Inc., world‟s

9
first Microsatellites based loTs company; Spire Global Inc., a BigData company; and
NADRA Data Warehouse technologies. He has previously been part of ORACLE and
created Oracle Communications line-of-business across ASEAN countries He was the
chief architect of the "Computerized National ID Card (CNIC)" process; the Project
Head of NICOP; and Paperless Workflow & Communication process. Mr. Shah holds
an MBA from Massachusetts Institute of Technology, USA and an Electrical and
Communications Engineer degree from UET Lahore.

Mr. Hesham Abdulla Al Qassim

Non-Executive Director

Mr. Hesham Abdulla Qassim Al Qassim is the Chief Executive Officer for Wasl
Asset Management Group. Furthermore, he is the Deputy Chairman of Emirates NBD
Bank PJSC; Chairman of Emirates Islamic; and Emirates NBD Egypt. Mr. Al
Qassim‟s other Board memberships include Dubai International Financial Centre
Authority; Emirates Telecommunications Corporation (Etisalat); DFIC Investment
LLC.; National General Insurance Co.; Amlak Finance; and Emirates Institute for
Banking and Financial Studies; as well as the International Humanitarian City. Mr. Al
Qassim‟s professional and vocational qualifications include a bachelor‟s degree in
Banking and Finance and a Master‟s degree in International Business Management
and in Executive Leadership Development.

Mr. Khalifa Al Shamsi

Non-Executive Director

Mr. Khalifa Al Forah Al Shamsi is the Chief Strategy & Corporate Governance
Officer, Etisalat Group. Mr. Al Shamsi possesses more than 20 years‟ experience in
telecom and ICT industry. Prior to his current position, he has rendered services with
Etisalat Group as Chief Corporate Governance officer; the Chief Digital services
officer; Senior Vice President of Technology and Network Strategy. He is responsible
for leading Etisalat Group focus on various industry verticals such as Machine-to-
Machine (M2M), cloud services, commerce and digital advertisement, advanced
communications, digital entertainment, and video services, and aims to boost the

10
Etisalat position in the digital eco-system and driving innovation and advanced
services to Etisalat customers across all areas of operation. He is also a member of the
Board of Directors at Etisalat Afghanistan and E-vision - the UAE-based TV, content
and multimedia company. Mr. Shamsi graduated from the University of Kentucky,
USA with a Bachelor‟s Degree in Electrical Engineering.

2.4 Mission and Vision

2.4.1 Vision

“To be the leading Information and Communication Technology Service Provider in

the region by achieving customers' satisfaction and maximizing shareholders' value”

2.4.2 Mission

To achieve our vision by having:

 An organizational environment that fosters professionalism, motivation and

quality

 An environment that is cost effective and quality conscious

 Services that are based on the most optimum technology

 "Quality" and "Time" conscious customer service

 Sustained growth in earnings and profitability

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 CHAPTER 3
PRODUCTS & SERVICES

3.1 Voice Products & Services

Pakistan Termination

Being an incumbent operator, PTCL is the provider of local loop and last mile for
fixed network in Pakistan, assuring highest quality of voice termination in the
country.

The established inter-operator arrangement with all the licensed operators within
Pakistan ensures that PTCL is capable of terminating Pakistan‟s mobile traffic with
the highest quality and clarity as set by the Regulatory Authority.

Wholesale Services

PTCL provides termination to the carriers in the domestic as well as international market that has quite
aggressive pricing especially for the Middle East region.

PTCL has direct connections with more than 110 carriers in 44 countries, both via
TDM and VoIP. They are connected via submarine cables, land cables, satellites and
microwave links.

Afghanistan Australia Bahrain Bangladesh

Belgium Brazil Canada China

Cyprus Egypt France Germany

Greece Hong Kong India Indonesia

Iran Italy Japan Kuwait

12
Lebanon Malaysia Nepal Netherland

Norway Oman Panama Philippine

Qatar Russia Saudi Arabia Singapore

South Africa South Korea Spain Sri Lanka

Switzerland Taiwan Thailand Turkey

UAE U.K U.S.A Yemen

IDD

Premium services that provide a direct means of calling across the Globe. Service is
available to all customers.

Integrated Services Digital Network (ISDN)

All kinds of communications, voice, data, images and video can be transmitted using dial up ISDN
line. Customers can access the Internet and make / receive phone calls or make phones calls and
transmit / receive faxes simultaneously.

Home Country Direct

Enables Pakistani‟s traveling abroad to call home using Calling Card or Prepaid Card.

13
International Toll Free Service and Universal International Free Number

Customers can choose the country coverage of their choice, allowing them to market their business
globally.

Unique services because it encourages their customers to use the fixed line to call them often for orders
and enquiries, as the calls made to them are free of cost.

Telepresence

This service enables our valued customer to make International Conference Calls across the globe.

International Roaming Services

PTCL is providing International Roaming Services for SCCP messages to Mobile Operators in
Pakistan.

Calling Cards

PTCL provides calling card to the domestic market customers for international calling on competitive
rates.

3.2 Data Products & Services

Bandwidth Transit

Bandwidth Transit provides fast and reliable end-to-end connectivity between any two
international destinations with Pakistan as a transit hub.

MPLS / International VPN

The international VPN service is one of the latest state of art IP connectivity based on
Internet Protocol Virtual Private Networks (IP MPLS-VPN), which allows companies
with locations spread out in PAKISTAN as well as international to connect and
transfer data on a private and secure way over reliable robust network infrastructure.

This product is aimed for those requiring high security/bandwidth comparable to that
provided by Private Leased Circuits as well as scalable connectivity to provide the
future growth changes in size and volume of the customer business.

14
MPLS IP VPN will deliver a flexible, customizable, any-to-any network that lets
customers to connect office headquarters, branches, distribution facilities, data centers
and other locations, with ease. This converge all the existing business traffic, even
latency-sensitive applications onto one network. The IP-MPLS VPN can reduce the
costs and simplify operations, while ensuring to meet with the demands of today's
business environment.

.PTCL is offering 2 flavors of VPN:

 ✔ Layer 2 MPLS /VPN

 ✔ Layer 3 MPLS /VPN

Different Quality of service as per Customer Demand

 ✔ Platinum

 ✔ Gold

 ✔ Silver

PTCL presenting globally through it is own node as well as partner connectivity.

List of Countries where both layer 2 & 3 VPN are offered:

Argentina Hong Kong Romania

Australia Hungary Russia

Austria India Saudi Arabia

Bahrain Indonesia Serbia

Belgium Italy Singapore

15
Brazil Japan Slovakia

Bulgaria Jordan South Africa

Canada Kenya South Korea

Chile Kuwait Spain

china Macau Sudan

Columbia Malaysia Sweden

Cyprus Mexico Switzerland

Czech Netherlands Taiwan

Denmark Nicaragua Thailand

Ecuador Nigeria Turkey

Egypt Norway Ukraine

El Salvador Oman United Arab Emirates

Finland Panama United kingdom

France Peru Uruguay

16
Germany Philippines USA

Greece Poland Venezuela

Guatemala Qatar Vietnam

Honduras

List countries where only Layer 3 VPN is offered:

Angola Ghana New Zealand

Azerbaijan Guyana Papua New Guinea

Bangladesh Haiti Paraguay

Belize Ireland Portugal

Bolivia Jamaica Puerto Rico

Botswana Kazakhstan Samoa Islands

Cameroon Kyrgyzstan Solomon Islands

Cayman Islands Lebanon Sri Lanka

Costa Rica Luxembourg Suriname

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Cote D'lvoire Mauritius Tajikistan

Croatia Mozambique Trinidad & Tobago

Ethiopia Nepal Turks & Caicos

Fiji New Caledonia Uganda

French Guiana

IP Transit

In today‟s extremely competitive transit marketplace, providers of Internet and

content services require a differentiated upstream Internet service that will
complement or improve upon their existing arrangements, delivering cost-effective,
rapid access to global content, together with assured reliability. They also need the
flexibility to be able to react quickly to changes in demand or expectations. PTIX IP
Transit is a high-performance, Internet access service that satisfies each of these
requirements.

IP Transit provides ISPs, DNOPs, LDIs, Corporate, Software Exporters and other
organizations with a high-speed, high-quality connection to the Internet, through
access to our entire BGP routing table. Internet content is delivered via our private,
low latency and low packet loss fiber-optic and Multi-Protocol Label Switching over
IP (MPLS/IP) network, which provides connectivity between key Internet and
business markets across the country. The service is underpinned by extensive
customer routes and peering connections with Major Upstream Providers.

Our IP network is connected to Tier-1 IP service providers around the globe via
multiple submarine cables in East and West to guarantee 100% availability in the case
of any Int‟l Submarine cut.

18
PTCL network is extend globally and having presence in Europe in AMsIX, LINX
and in East in Equinix in Singapore, PTCL also having content providers presenting
in Pakistan in PIE, and over all of that strong private peering connectivity made with
neighbor networks, all of that strength our IP Transit product.

We provide the following components as part of the standard IP Transit service:

 Full access to the entire global Internet

 A fully managed connection from any of our IP gateways or city nodes

 A comprehensive SLA guaranteeing service delivery, availability, latency and

packet delivery

 24x7x365 service management and technical customer support

 Secure online performance reporting

Satellite and Radio Solutions

Providing a reliable, two-way communication link anywhere within satellite footprint,

PTCL‟s Global VSAT utilizes satellite based Single Channel Per Carrier (SCPC)
technology, with data rates from 64Kbps to 34Mbps. It provides point to point
dedicated connectivity via satellite from one customer‟s premises to another. A very
Small Aperture Terminal (VSAT) antenna and indoor unit is used at each customer‟s
premises.

PTCL also provides the low cost radio solutions for the terrain which is not apt for
cable solutions especially mountain areas:

 Cellular Backhaul

 Video Transmission Service

 Broadband VSAT Network

 Managed End-To-End VSAT Service

 Maritime (Inmarsat)
19
3.3 Departments of PTCL
3.3.1 Human Resources Department

All-out efforts are being made for development of a competitive workforce

through rigorous training and with programs to improve the retention of these
employees. To deal with the situation PTCL has transformed its HR culture. More
emphasis is being given to the formulation of clear policies in the areas of training,
recruitment, transfers/postings, compensation etc

The ongoing salient HR activities are:

1. Completion new service rules

2. Development of new of HR Information Systems

3. Formation of job descriptions

4. Rightsizing

5. Compensation management

6. Performance appraisal system

7. Performance standards

8. Training and Development

9. Organizational Development

3.3.2 Management Information System (MIS)

The management information system of PTCL was developed in 1994 with a view to
provide timely information to the executives of the Company and help upgrade this
information well in time without the risk of errors and misplacement. The MIS
department is not full information system but at the time it is only project MIS. This
department is responsible for maintaining the data base of the all the projects under
construction and installation. The development wing of the Company prepares the
annual development programs (ADP). The feasibility reports for the projects or PC-1

20
is prepared and presented before the top management for approval. The annual
development program (ADP) is provided to the MIS department for maintaining the
data base. The project director is responsible for feeding the time to time completion
report of the project in the network. Currently 300 officers are provided the work
station and are directly connected with the network of MIS. At the head quarters the
network terminals are available in all the offices and

these offices can easily be connected to the network. PTCL has both types of network
i.e.; Local Area Network (LAN) and Wide Area Network (WAN) available for data
base management.

3.3.3 Marketing Division

PTCL realize its position as dominant market player and hence successfully
played its role in the year 2005-2006 with an aggressive approach towards
communication strategy and pricing of product and services. The marketing
department adopts a proactive role in introducing marketing technique for retaining
current customers and attractive new ones.

 Tariff Rationalization

 Product Launches

 Surveys

 Public relation

3.3.4 Information Technology Department

PTCL continues to participate actively in the activities of various Regional and

International Organizations like International Telecommunication Union (ITU) Asia
Pacific Telecommunity (APT), Asia Pacific Satellite Communication Council
(APSCC), ECO and SAARC. Study groups meetings, conference, workshops and
seminars of all of these organizations are regularly attended by PTCL representatives,
to stay abreast of global developments in the telecom industry.

21
In December 2003, SAARC‟s 3rd Meeting of technical Committee on Communication
and Transportation was held in Islamabad. PTCL was an active participate in the
meeting.

3.3.5 Finance Division

Regardless of the type, finance is one of the very basic and most important activities
of any business. The finance department plays the most critical role in determining the
long-term objectives and evaluating the feasibility of the business. As one of the four
basic functional heads of the Company the Member Finance generally reports directly
to the Chairman. The financial activities of PTCL have been split up into three major
branches Finance, Accounts and Project Finance with a separate head of each.

On the basis of different functions performed by PTCL finance department, the

division is divided into three sub departments

 Revenue department.

 Accounts department.

 Finance department

Evp (Finance) heads this department. The responsibilities of the General Manager
Finance usually fall in the areas of financial management, preparation of annual
budgets, determining the revenue targets for the year, investor and banker relations
and controlling the Directors Revenue in all the regions.

3.7 PTCL’s Basic Organizational Units

As discussed earlier PTCL‟s organizational chart shows that it has six main
supporting sub-heads or working unit or departments. Now the scope of these main
fundamental organizational units and the complexity of the enterprise give rise of
additional organizational units. These types result mainly from such things as the
nature and amount of work to be done, the degree of specialization or division of
labor practiced, and the people and the workplace available for the work.

To illustrate, for example in PTCL‟s organizational chart, taking the supporting head

22
of finance into consideration, the scope of the work may be so broad that it is believed
advantageous to divided the work into accounts, finance and revenue and for each
places a subordinate (The EVP‟s) in charge. A revenue EVP will be appointed to
manage the revenue work in the field and so on. These are three additional units
appear in the organization structure at the level immediately below that of the
fundamental unit of finance. And as we move down the chart we see that this vertical
expansion has taken place of each fundamental level from 1 to 6 additional
subordinate levels. For example the services and the work of the organization
continue to grow and conditions become such that further units are deemed necessary
for efficient operation. Accordingly from the accounts unit is SPVN off the two
subordinate units of (i) simple book account keeping and (ii) computerized accounts.
Similarly from other two units, additional one subordinate unit is SPUN off.

Differentiated Departmentation

But it is not enough to know that the president is supported by three persons with six
supporting heads (SEVP‟s) and they again are supported by their subordinates
(EVP‟s) and they have their own subordinates. It‟s not the end of the story rather it‟s a
mature beginning of the story.

The departmentation we discussed is differentiated because it hasn‟t got one single

base. Rater:

Under the finance unit, the departmentation is done on the basis of activity or activity
based departmentation and similar in the case with administration unit.

Under the technical unit, departmentation is done on the basis of subsidiaries and
processes.

Under the operations head, the departmentation has taken place, on the basis of
territories or territorial departmentation.

Under marketing head the departmentation has taken place on the basis of customer
service and activities. And same is the case with Marketing unit.

Now this expansion gives birth to yet another concept called span of control.

23
Span of Control

Span of control refers to the number of immediate subordinates who report to a

manager wide spans or a manager who has a relatively large number of immediate
subordinates, usually results in few organization levels and a flattening out of the
structure. But in case of PTCL, it‟s and complexity of the work does play their roles.

Centralization and Decentralization

As a result of vertical expansion in stead of horizontal expansion, we see that in PTCL

the decentralized management operates. Although centralization is there, but it is only
up to the fundamental level. Centralization tends to concentrate decision making at
the top of the organization whereas decentralization disperses decision-making and
authority throughout and further down the organization hierarchy and that‟s why
PTCL follows a decentralized pattern because it gives, the employ people of the
organization an impression, that the organization belongs to them and they belong to
it.

3.8 Levels of Organizational Chart

Every large organization structure contains three levels of management and so is the
case with PTCL‟s organization chart. It also includes those levels namely:

Strategic Level, Business Level and finally Functional Level

These three levels of management again serve three basic and important activities.
These are:

 The strategy formulation and decision-making

 Implementation of the strategies and decisions.

 Execution of them.

The PTCL‟s strategic level, which consists of the president and his ultimate four
subordinates on the top, perform the function of strategic formulation and decision-
24
making with the assistance of other units.

PTCL‟s business level consists of the six supporting expert‟s heads and their 12
subordinates. They perform the implementation function.

Whereas the functional level, consisting of subordinate units and employees, executes
the strategies and decisions taken by the strategies level and assigned and
communicated to them by the business level.

Since I was attached to the different section of Finance under EVP (Finance). So my
major area of learning in PTCL‟s Finance Department was as:

3.9 Fixed Asset Management

The Asset Management Fiscal Year can be kept open for two years simultaneously. It
means that the adjustment can be done in one fiscal year and the effects can be carried
forward to next fiscal year. Very careful assessment should be needed to decide the
period closure because once the period has been closed it can never be opened for any
prior adjustments. The Manager Fixed Assets in order to post new Fiscal year
Postings intimate the SM Fixed Assets and CWIP Control to open new fiscal year by
performing the Fiscal Year change function in SAP. After changing the fiscal year,
new fiscal year postings will be started, whereas it has no effect on previous fiscal
year and will remain be open till the finalization of Audit adjustments.

1. The Asset department will ensure that all the Asset acquisitions
have been updated in Fixed Asset Register and corresponding
Depreciation has been correctly simulated after posting any
unplanned Depreciation (if needed). Asset History Sheet should
carefully be reviewed to reconcile the Book Value matched with
the Financial Records after due incorporation of Audit adjustments.

2. The SM Fixed Assets and CWIP Control on confirmation from the

Manager Fixed Assets will close the Fiscal period of Asset
Management in SAP.

25
Prior to generating all financial reports for a particular month, some activities
must be performed to close the posting period.

Month-end activities cover:

1. General period end activities

 Maintain postings periods / fiscal year for account type „+” i.e. all account
types

 Maintain postings periods / fiscal year for account type „M‟ i.e. materials

 Maintain exchange rate tables (daily basis)

2. Asset Accounting (AA) period end closing activities

 Settlement of Asset under Construction (AUC) to Fixed Assets

 Depreciation posting run

 Maintain postings periods / fiscal year for account type „A‟ i.e. assets.

3. Besides the above month-end activities, below are some additional

processes for the year-end activities, which must be carried out in the
system:

 Carry forward AP balance

 Carry forward AR balance

 Carry forward GL balance

 Calculate unrealized gain/loss on foreign currency

 Audit Adjustment – posting to period 13-16

 Fiscal year change for Asset Accounting

 Fiscal year close for Asset Accounting

26
Fixed Assets Reports

The standard comprehensive Reports in addition to the Fixed Asset Information

System are:

 AW01N – Asset Explorer

Fixed Asset Register, list the transactional detail of Assets for:

 Planned Values

 Posted Values

 Depreciation Forecast

 Depreciation Parameters

 AR 02 – Asset History Report

Fixed Assets History Report showing:

 Asset accumulated balances with opening balance reconciliation

 Asset Acquisitions

 Asset Retirements

 Asset Transfers

 Posted Depreciation

 Unplanned (Manual) Depreciation

 Accumulated Depreciation

 Depreciation Simulation

 Evaluation Group level

27
Depreciation

Every asset transaction in the Asset Accounting (FI-AA) component immediately

causes a change to the forecasted depreciation. However, it does not immediately
cause an update of the depreciation and value adjustment accounts for the balance
sheet and profit and loss statements. The planned depreciation is posted to the general
ledger when the periodic depreciation posting run is executed. This posting run uses a
batch input session to post the planned depreciation for each posting level for each
individual asset Monthly depreciation program will be executed in SAP to post
depreciation.

 For intangible assets, amortization will be executed in the same manner as

that of depreciation for the specified period of time.

 Earlier to the periodic Depreciation run, Asset register will be updated

with un posted acquisition during the period for which depreciation run is to
be executed

 Unplanned (Manual) Depreciation will be posted to reconcile the

depreciation difference between the system calculated depreciation and
manual records

 Execute a repeat Depreciation run against any last period postings

 Test execution of Depreciation run in order to simulate and verify the

depreciation values posted by the system

 If there are no errors, execute the Depreciation run with uncheck the test
run mark

Depreciation will be posted through batch input session as a lump sum amount.

28
 CHAPTER NO 4
HUMAN RESOURCE PRACTICES OF PTCL

4.1 Role of the HR Department

The Human Resource department of the company operates in an auxiliary, advisory,
or facilitative relationship to other departments in the organization. Any staff unit,
whether it be personnel or otherwise, exists to help the line effectively. It has been
created in the first place to take advantage of specialized talent and knowledge. The
H.R department of the company generally performs the following roles:

4.2 Policy Initiation and Formulation

The SEVP of the H.R. Department is the individual most actively involved in policy
revision to cover recurring problem or to prevent anticipated problems. Ordinarily
these are proposed to the president of the company, and it is up on the latter‟s
authority that the policy is actually issued.

When proposing a new or revised policy the personnel director must analyze problem
that have occurred in the past, survey other companies to determine how they handle
similar situations, discuss the matter with colleagues and subordinates and give due
consideration to the prevailing philosophy in the organization.

4.3 Advice
A major portion of the activities of those engaged in staff personnel work is in the
nature of counsel and advice to line manager. Countless examples can be given. A
shop foreman may be confronted with a grievance over distribution of overtime.
Another foreman may have the problem employee who he feels should be disciplined
or even suspended. At the time of the annual review of all salaried personnel for
possible pay increases, the operating manager plays a key role in advising operating
manager on the administration of the program.

4.4 Control

29
The H.R. Dept. carries out important control functions. It monitors the performance of
line department and other staff departments to ensure that they conform to established
personnel policy, procedures, and practices. The control function of the personnel
department is quite comparable to the activities of a quality control group that
measures product variables to ensure conformance to engineering specifications or to
the activities of the auditing staff that inspects accounting records to ascertain
conformance with prescribed standards.

4.5 Service
The service responsibilities of the H.R. department are apparent when one examines
such things are as the employment, training, and benefits functions. The tasks of
recruiting, interviewing and testing job applicants are performed in the H.R. Dept.
Training programs are planned, Organized and often staffed through the H.R.
Department .H.R. Department must see that adequate instructional materials and
facilities are available. Once pension and insurance programs have been setup, all
claims must be through the H.R. Dept.

4.6 Human Resource Management at PTCL

The PTCL has won repute in the field of land line & WLL services for the domestic
& commercial customers. It has been achieved only due to the proper and exact
functionality of the Human Resource Department. The Head of the Human Resources
Department is the SEVP and his team comprises of EVP‟s & General Managers of
different zones. The Human Resource Department may advice the administration and
the board of directors on special issues of the company and then it offers services in
order to accomplish the task. It not only gives advice, offers services but also control
the policies of the administration. PTCL is have its official Facebook page to attract
the local and international Human Capital, PTCL is also have a LinkedIn profile to
interact with professional and fined good Human Talent for their department.

4.7 Performance Appraisal at PTCL

In PTCL, the rating scale method is used to measure the performance of the
employees, in this method different taints or qualities of employees are measured
using a bipolar rating scale and each trait is assigned a rate a value from a given set of
30
values (poor to excellent or something like that). These traits includes
communication, punctuation, skill, quality work etc. a diagrammatic representation of
rating scale is give following.

The personnel branch at PTCL deals the performance of BPS 1 to BPS 20 grades of
employees, and is managed by the SAP (Standard Access Program). SAP is software
which contain all data such as increments, Transfer, posting etc. PTCL also use
another software called Human Capital Management System (HCM), which have all
the data of employees from their hiring to retirement, the services, pension, and
experience and all the data related to their career are there in the Human Capital
Management System. All the promotions and incentive of the employees are based on
the performance they have showed in their respective department. If the performance
of an employee is not good or he lack some skills then the personnel branch forward
the record of that employee to the training and development manager of PTCL, later
on the training is arranged by Staff training college for these employees to overcome
their deficiencies in the respective skills. PTCL continually provide training to their
employees who are lack of the particular skills to improve performance and to achieve
the common goals and objective of the company, and to compete in the market and
meet the consumer demand with confidence and greater efficiency and effort. If the
performance of an employee is not good after the training then he can be punished or
demote to the lower scale.

4.8 Recruitment
The department first determines the need of employees to be hired .The post against
each vacancy is advertised and then the applications are invited from the applicants. If
there is a post of manager cadre; the SEVP personally is the interviewer of the
interviewees along with his team. PTCL is also using an online Human Resource
Hiring Management System in order to find the best fit for the organization.

4.8.1 Recruitment Procedure

The recruitment procedure of PTCL is as follows: First position or vacancy is

announced in the electronic media and print media via Internet and newspapers
respectively. Then applications are scrutinized as per specification in the job

31
description and job specification. Candidates are being short-listed. The next step is
Test of short-listed candidates. The next step of the PTCL recruitment process is the
interview. They usually Use a structured and semi-structured interview for the
candidates. Last but not the least is the verification of the documents.

4.8.2recruitment Methods

There are basically 2 methods at PTCL frequently carried out when desired, these:
methods are as follows:

 Internal Recruitment

 External Recruitment

4.8.2.1 Internal Recruitment

In this method the candidates are recruited within the PTCL. It is a search mode in
which the PTCL check out the potential and right and desired person within the
PTCL. In order to get desired candidates they advertise within the organization. Job
specification and job description by using Notice Boards.

4.8.2.2 External Recruitment

In this method PTCL recruit externally from the outside environment. For this method
they use different modes to recruit the people. Few of the methods are as: follows
carried out in past as well as currently, Online Recruitment, Use of Print Media,
(Newspapers)

4.8.2.3 Quota System

There is a percentage reserved by each quota differentiated on the basis of Gender and
Province.

 Punjab 50%

 Sindh 20%

 Khyber Pakhtunkhwa 17%

32
  Baluchistan 10%

 Women 5%

 Handicapped 2%

 Child Labor Nil

4.8.3 MODES OF RECRUITMENT

PTCL Advertise its vacant positions through different sources of media these are as
Follows:

Official Web Site

 PTV

 The NEWS

 The JUNG

 NAWA-A- WAQT

 Google (Online application forms)

4.8.3.1 SELECTION

Selection is the process of choosing from a pool of applicants the individual or

individuals who best fit the selection criteria for a given position. PTCL has got very
effective and efficient selection.

4.8.3.2 SELECTION CRITERIA

These are the following steps carried out by PTCL in order to meet selection

 Recruitment (Advertising Job specification &Description)

 Application (Online & Forms)

 Screening of applications

 Test
33
  Interview

 Final Decision Making

 Joining Letter

4.9 Human Resource Planning

Another new function that has emerged in recent years in human resource planning
(also called manpower planning). Sometimes a specific person or office has this as its
primary responsibility; more commonly the responsibilities are shared by several
people within the corporate personnel unit. Human resource planning is the process
by which a firm ensures that it has the right number of qualified persons available at
the proper times, programming jobs that are useful to the organization, and which
provide satisfaction for the individuals involved. The principal elements involved in
human resources planning are as follows:

1) Goals and plans of organization.

2) Current human resource situation including skills inventory.

3) Human resource forecast including comparison of projected future demand for

employees with projected supply.

4) Designing programs to implement the plans.

5) Audit and adjustment.

34
 CHAPTER 5
SWOT ANALYSIS

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT
Analysis is a technique for assessing these four aspects of your business.

You can use SWOT Analysis to make the most of what you've got, to your
organization's best advantage. And you can reduce the chances of failure, by
understanding what you're lacking, and eliminating hazards that would otherwise
catch you unawares.

Better still, you can start to craft a strategy that distinguishes you from your
competitors, and so compete successfully in your market.

5.1 Strengths
Strengths are things that your organization does particularly well, or in a way that
distinguishes you from your competitors. Think about the advantages your
organization has over other organizations. These might be the motivation of your
staff, access to certain materials, or a strong set of manufacturing processes.

Your strengths are an integral part of your organization, so think about what makes it
"tick." What do you do better than anyone else? What values drive your business?
What unique or lowest-cost resources can you draw upon that others can't? Identify
and analyze your organization's Unique Selling Proposition (USP), and add this to the
Strengths section.

Then turn your perspective around and ask yourself what your competitors might see
as your strengths. What factors mean that you get the sale ahead of them?

Remember, any aspect of your organization is only a strength if it brings you a clear
advantage. For example, if all of your competitors provide high-quality products, then
a high-quality production process is not a strength in your market: it's a necessity.

35
 Because of its adequate financial resources and leadership in the market,
PTCL has flexibility in changing its operations, as customers have no
alternative available. Marketing department responds to the customers
whenever they contact and ask problems. So, marketing department acts freely
and independently.

 PTCL is using modern technology to develop its products and services and to
improve the quality of services. In this connection it has replaced the old
exchanges with new digital exchanges. It has developed computerized billing
system. Due to this technology thousands of complaints has been reduced.
PTCL has also entered in the business of Mobile phone and Internet services.

 PTCL is leading company in the market, as it is sole and largest

Telecommunication services provider in Pakistan. PTCL aims at using the
latest technology for its services. PTCL is also inducting professionals in the
field of engineering and information technology. It is also getting consultancy
from international companies in order to remain leader in telecommunication
sector.

 PTCL is the biggest source of foreign exchange for Pakistan. Currently, it is

earning more than $400 million from its international traffic.

 PTCL has no competitor in the market and other companies were legally not
allowed to enter into competition with PTCL before DECEMBER, 2002 until
its monopolistic status finished by the government legislation or through its
privatization. So PTCL is performing its activities freely without any pressure.

 PTCL earns billions of rupees as profit each year and has enough money in its
general reserve. PTCL also has debt as a major source of Capital. These
adequate financial resources not only enable the company to cope with any
unexpected event but to deploy its resources to increase product line and
services without feeling any financial difficulty.

36
5.2 Weaknesses
Now it's time to consider your organization's weaknesses. Be honest! A SWOT
Analysis will only be valuable if you gather all the information you need. So, it's best
to be realistic now, and face any unpleasant truths as soon as possible.

Weaknesses, like strengths, are inherent features of your organization, so focus on

your people, resources, systems, and procedures. Think about what you could
improve, and the sorts of practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do they
notice weaknesses that you tend to be blind to? Take time to examine how and why
your competitors are doing better than you. What are you lacking?

 There is no proper training program to improve the skills ofPTCL'semployees

to cope with ever-changing telecommunication sector. Less skilled and
inefficient workers are creating hurdles in its growth.

 There is no inclusion or company culture and approaches among the officers

of PTCL and mostly their behavior with general public is still bureaucratic and
their approach is not objective or profit oriented.

 There is no independent marketing department in PTCL Headquarters there is

only one marketing officer working as a marketing manger. Further more
marketing staff in the field regions is also not available.

 Although PTC have been converted in to PTCL but it is still under the control
of bureaucracy, i.e. ministry of communication. For all the important matters
whatever administrative or financial, ministry of communication is
approached.

 PTCL is doing business very well but only to that extent to which customers
respond. Although PTCL is generating revenue from its value added services
but it doesn't have any competitor so it cannot compare its performance and
has no benchmark to gauge performance of its different departments.

37
 PTCL has lack of effective control on its employees, whenever, there exists
discrepancy between actual performance and expected performance of an
employee, and there is no criterion to take corrective action to fill the gaps. So
PTCL has no effective controlling system to keep the activities of employees
on the track.

 PTCL is leading information technology but it is not knowledge oriented so

far as promotions of its employees are concerned. Promotions of PTCL
employees are seniority based. Most of employees, who get promoted on
seniority basis, are less knowledgeable & non-professional and can't cope with
the challenges of this ever-growing field. On the other hand most of its
Knowledgeable and well-educated employees have no chance of getting
higher positions. They have to work under their boss who has more experience
but less knowledge about information technology and telecommunication.

 Telephone Industries of Pakistan (TIP) and Carrier Telephone Industries are

subsidiaries of PTCL but PTCL is not earning much from its investment of
nearly 313 million rupees which it has made in capital of Its subsidiaries. So
PTCL is getting very nominal profit from its investment in subsidiaries.

 Many customers of PTCL are not satisfied with its services because of wrong
billing, late delivery of bills and delayed responses for any fault in the
Telephone. Some customers complain that they received their bills in full
amount although they had stayed out of the home and had not used the
telephone at all. Most of the customers complain the wrong attitude of CSC
staff when they call to them for any defect in telephone service.

 PTCL is using international call revenue in millions due to alleged illegal use
of international calls. The dedicated international lines are provided to
international banks, Petroleum companies and Internet services providers
(ISP's) for transfer of data instead of voice communication. It was noticed that
some ISP's were using the voice over international phone technology
commercially to fetch overseas call revenue from customers. Consumer wants
to get benefit from lower call rates, which are two third times less than

38
 international call rates.

 PTCL has no human resource management department. It doesn't have clear

policy regarding hiring and training of work force. In PTCL, for most of the
jobs there is no job description and Job specification. Due to this management
often get confused in assigning work and evaluation of performance of
employees.

5.3 Opportunities
Opportunities are openings or chances for something positive to happen, but you'll
need to claim them for yourself!

They usually arise from situations outside your organization, and require an eye to
what might happen in the future. They might arise as developments in the market you
serve, or in the technology you use. Being able to spot and exploit opportunities can
make a huge difference to your organization's ability to compete and take the lead in
your market.

Think about good opportunities you can spot immediately. These don't need to be
game-changers: even small advantages can increase your organization's
competitiveness. What interesting market trends are you aware of, large or small,
which could have an impact?

You should also watch out for changes in government policy related to your field.
And changes in social patterns, population profiles, and lifestyles can all throw up
interesting opportunities.

 PTCL can show its interest in educating people and increasing the literacy
rate. In this way, PTCL will not only fulfill its social responsibility but will
also be able to increase awareness rate and it will be help full in the expansion
of PTCL business.

 PTCL has the opportunity to increase its market growth. PTCL can do this by
quickly responding to changing business environment and by the use of new
technology.

39
  PTCL, recently is starting its mobile services, hence, it will be entered in the
market. PTCL can expand its business by exploring and entering new markets
in similar way.

 All the value added services and digital facilities are available only in the main
cities of Pakistan. PTCL can expand its business by providing telecom
facilities in rural areas where potential customers do exist. In this way, PTCL,
domestically, can get more market coverage.

 Top management of PTCL can make additions to its existing product line by
providing more services. In this way, PTCL can increase its revenue and
customer satisfaction. This requires market research i.e. what the customer
wants and what is the need of market with innovative technology.

 PTCL can create a level of coordination among its operations; PTCL can
make itself self-sufficient and can reduce the transportation costs of
transferring technical instruments and machinery from one place to another.

5.4 Threats
Threats include anything that can negatively affect your business from the outside,
such as supply chain problems, shifts in market requirements, or a shortage of
recruits. It's vital to anticipate threats and to take action against them before you
become a victim of them and your growth stalls.

Think about the obstacles you face in getting your product to market and selling. You
may notice that quality standards or specifications for your products are changing, and
that you'll need to change those products if you're to stay in the lead. Evolving
technology is an ever-present threat, as well as an opportunity!

Always consider what your competitors are doing, and whether you should be
changing your organization's emphasis to meet the challenge. But remember that what
they're doing might not be the right thing for you to do, and avoid copying them
without knowing how it will improve your position.

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Be sure to explore whether your organization is especially exposed to external
challenges. Do you have bad debt or cash-flow problems, for example, that could
make you vulnerable to even small changes in your market? This is the kind of threat
that can seriously damage your business, so be alert.

 PTCL will maintain its monopoly till the year 2002. But after this time all
business organizations will be allowed to enter the market in competition with
PTCL. Hence end of monopoly and entry of new competitors will be a
challenge for PTCL.

 After the end of monopoly, dissatisfied customers may shift to those telecom
services providers who they think would offer better services than the PTCL,
and will increase customer satisfaction. Decrease in market share would
decrease the profitability of PTCL, which will be a real threat in near future.

 Although PTCL is the biggest earning company for Pakistan, but it requires
continually increase in its market share. Slow market growth will be a
challenge for PTCL as it has favorable market opportunities for growth by
efficient utilization of its work force.

 Exchange rate risk will cause PTCL a net exchange loss on foreign loans.
Devaluation of rupee will increase the cost of production, machinery and
almost all the equipment, imported from foreign countries. So exchange rate
risk will effect the profitability of PTCL and also increase the risk of getting
foreign loans in future.

5.5 Operation Analysis

Operational wing is the major department of the PTCL as far as the provision of the
services is concerned. This department is responsible for the sophisticated operations
through out the country and internationally. As PTCL deals in communication
industry so the operations are mainly about the telecommunication services. The
installments of the new equipments and the new systems are also the one of the main
functions of the operation department but the operation department often does mostly
the maintenance work.

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The department is distributed through out the country so the different regions are
given under the responsibility of different general managers and managers.These
managers manage the operational activities and report to their seniors. The new
projects are handled by the project managers, which are appointed by the top-level
management. They are assigned by the new task and the responsibilities along with
the required level of the authority and the resources.

A general hierarchical structure of the operation wing can be analyzed as follows:

 Member Operations

 Supervisor

 Sub-Divisional Officer

 Assistant Division Engineer

 Assistant Director

 Dy.Director

 Director

 Dy.General Manager

 General Manager

 Director General

 Divisional Engineer

 Staff

The whole country is divided into three major regions

1. North Region

2. Central Region

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 3. South Region

FOR these the DIRECTOR GENERALS are held responsible for the control and the
operations of their respective regions. So there are three directors general for the
control of three major region of the country.

There are number of general managers who work under the direct supervision of their
respective director general. The number of general managers varies from region to
region depending upon the requirement of the region.

Here is the current number of the GENERAL MANAGERS with respect to their
region.

Region North

1. The General Manager, Itr, Islamabad.

2. The General Manager, Rtr, Rawalpindi.

3. The General Manager, Htr, Abbottabad.

4. The General Manager, Ntr, Peshawar.

5. The General Manager, Ntr-Ii, D.I.Khan.

Region Central

1. The General Manager, Mtr, Multan.

2. The General Manager, Ftr, Faisalabad.

3. The General Manager, Gtr, Gujranwala.

4. The General Manager, Ltr-South, Ltr-North, Lahore.

5. The General Manager, Ctr, Lahore.

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Region South

1. The General Manager, Str-I, Hyderabad.

2. The General Manager, Str-Ii, Karachi.

3. The General Manager, Str-Iii, Karachi.

4. The General Manager, Str-V, Sukker.

5. The General Manager, Wtr, Quettra.

These managers are responsible for their area and are liable to report to their
respective DG. This is the technical area so the persons are engineers and assistant
engineers of telecommunication field. All the officers are highly qualified and
experienced in their respective fields so are the requirement of the nature of work of
the operation wing of PTCL.

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 CHAPTER 6
CONCLUSION& RECOMMENDATIONS

6.1 Conclusion
The over all performance of PTCL has been declining after privatization.

Aside from the numerical performance indicators, PTCL took several steps to
commence the journey to bring a culture charge in the organization. This entails
putting greater focus on customer service and emphasizing merit, integrity and
openness in the Company‟s business practices and process. So there is a hope that
numerical performance positive results in near future.

Submarine cable is being expanded to meet the increasing demand of International

traffic.PTCL should immediately change its Finance upper level of hierarchy and
should stream line in the good manner. PTCL encourage the Billing On line system
that each and every customer has to pay his/her bill on line basis.

The system of E-PAYMENT which although exist in PTCL finance system but there
is need of improvement this facility.

The image of PTCL being leading Telecom providing is not good in the eyes of
commonCustomer especially there are lot of complaints about the including the bogus
local calls in the monthly bills of various customers. PTCL also provide the detail of
local calls made from any Land Line Number which would be provided in Micro level
to the customer. Faulty Telephone connection Fault Free within 24 hours in order to
maximize the Revenue, as Revenue of PTCL should sacrifice at the cost of Faulty
Telephone.PTCL should make Customer Care Centers in remote areas. Employees are
given the benefits like bonus, gratuity funds, loans, increments, and medical. All the
customers are entertained individually. Same kind of behavior and attention is given
to all the customers. Getting ideas for improvement from customer side is a new idea
and that is working very well in PTCL. All the customers are asked to fill a
suggestion form and the standards of the org are improved through them. So far my

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learning is concerned; all the employees at branch were quite cooperative. They
helped me to understand the activities of a org to possible extent. Their good attitude
gave me more confidence to learn more and to ask if I have any query in my mind.
Besides there ever going activities they never get irritant by my questioning. I had
made an honest efferent to present the working & operation of PTCL in simplest way.

6.2 Recommendations
Keeping in view the aforementioned hurdle / problems the following are some
remedial measures, which help to create a better system.

 There should be effective human resource department in order to get right

people on the right job.

 Finance and HR offices and engineers may be sending to international

seminars/ workshops to get knowledge of new technique and procedures.

 There should be effective human resource department in order to get right

people on the right job. Promotion should be made the basis of performance
rather than seniority.

 Most of the PTCL personnel are non-professional; I suggest that the

competent authority of PTCL should be appointing professionals.

 There are very few programs for career development of the employees. People
working in one section or department from years are still with the same
knowledge and style of doing job. There should be proper career planning of
employee that not only sharpens the skills of the employee & improve its
efficiency but also results in better and improved output for the organization.

 existing system is not up to the slandered and must be replacing with an

efficient one.

 A comprehensive financial information system is required to be streamlined,

so that availability of accurate data records may be insured.

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 All the tool of enforcement of strict marketing discipline may be under taken
in order to monitor the whole system.

 All the records should be computerized and for this purpose special computer
program should be used.

 Employees should be equipped with up to date IT skills and for this purpose
refresher & training courses should be designed.

 The officer may be trained to adopt company culture soft-spoken, good

relations with customers and target oriented.

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 REFERENCES

 www.ptcl.com/ about

 www.wikipedia.comwww.wikipedia.com

 www.blogpost.com./ptcl

 www.scribde.com. /ptcl2019

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