PTCL

PTCL
TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ I INTRODUCTION ..................................................................................................................... II

CENTRAL BACKGROUND ............................................................................................................................................II COMPANY BACKGROUND ........................................................................................................................................III VISION .................................................................................................................................................................. V Mission ................................................................................................................................................................. V Core Values .......................................................................................................................................................... V DEREGULATION POLICY ........................................................................................................................................... VI RESTRUCTURING OF PTCL........................................................................................................................................ VI PRIVATIZATION OF PTCL ......................................................................................................................................... VII
COMPANYS ANALYSIS ......................................................................................................... IX

PTCLS CORE OBJECTIVES ..........................................................................................................................................XI FINANCE & ACCOUNTING SYSTEM OF PTCL ............................................................................................................XIII FINANCE .............................................................................................................................................................XIII ACCOUNTS .........................................................................................................................................................XIII REVENUE ............................................................................................................................................................XIII ACCOUNTING SYSTEM OF PTCL ............................................................................................................................. XIV CAPITAL RECEIPTS SIDE. .................................................................................................................................... XIV CAPITAL EXPENDITURES ..................................................................................................................................... XV MINOR EXPENDITURES ...................................................................................................................................... XV Finance planning .............................................................................................................................................. XVII HUMAN RESOURCE ASSESSMENT ........................................................................................................................ XVII SPECIAL TASKS .................................................................................................................................................... XX GRANT FOR TRAINING PERSONNEL IN INFORMATION TECHNOLOGY BY SUBSIDIZING INTERNATIONAL CERTIFICATION FEES ......................................................................................................................................... XXI GRANT FOR HUMAN RESOURCE DEVELOPMENT and Institutional Up gradation ............................................ XXI Staff-Welfare .................................................................................................................................................... XXII Education-Training ........................................................................................................................................... XXII
ENVIRONMENTAL ANALYSIS ............................................................................................. XXIV

ANALYSIS OF EXTERNAL ENVIRONMENT ........................................................................................................................ XXIV Industrial structure .......................................................................................................................................... XXIV MARKET OPERATIONS ............................................................................................................................................... XXVI Market Structure ............................................................................................................................................. XXVI REGULATORY ENVIRONMENT .................................................................................................................................... XXVIII ANALYSIS OF INTERNAL ENVIRONMENT ......................................................................................................................... XXIX FINANCIAL ANALYSIS ............................................................................................................................................ XXX BUSINESS STRATEGIES ......................................................................................................................................... XXXI
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PTCL Landline .................................................................................................................................................. XXXI PTCL V-Fone ................................................................................................................................................... XXXII U-Fone ........................................................................................................................................................... XXXIII Paknet Limited .............................................................................................................................................. XXXIV PTCL Broadband ............................................................................................................................................. XXXV Smart Services ................................................................................................................................................ XXXV SWOT ANALYSIS ................................................................................................................................................... XXXVI Strengths ....................................................................................................................................................... XXXVI Weakness ...................................................................................................................................................... XXXVI Opportunities ................................................................................................................................................ XXXVI Threats ......................................................................................................................................................... XXXVII
DEPARTMENT WORKED DURING INTERNSHIP AND SPECIFIC/LEADING CONTRIBUTION MADE. .................................................................................................................................... XXXVIII PROBLEMS IDENTIFIED ................................................................................................. XXXVIII SUGGESTIONS AND RECOMMENDATIONS ............................................................................XL CONCLUSION ......................................................................................................................XLII
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EXECUTIVE SUMMARY
With employee strength of 30,000 and 5.7 million customers, PTCL is the largest telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA operator in the country with 0.8 million V-fone customers. The company maintains a leading position in Pakistan as an infrastructure provider to other telecom operators and corporate customers of the country. It has the potential to be an instrumental agent in Pakistans economic growth. PTCL has laid an Optical Fibre Access Network in the major metropolitan centres of Pakistan and local loop services have started to be modernized and upgraded from copper to an optical network. This report is being started with the brief and complete introduction of organization, its historical background, its services and its products offerings. In this report organization structure is discussed as pr the requirement of internship. What is the hierarchy in the organization as well as working of various departments are concisely discussed. The most important thing the BUSINESS STRAGTEGIES is discussed in such a way that its not difficult to understand it. Internal and External analysis has the vital importance, which in this report is also done. More over the Financial Analysis is also done which is depicting the financial position of the org in the market place. Whereas SWOT analysis is done which clearly sows what are the strengths, weaknesses, opportunities and threats in the organization. Finally some suggestions and recommendations are given to org in this report. Limitation although very few but cant be negligible are discussed. Thus this report completely depicts the true picture of PTCL in a meaningful way.
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INTRODUCTION
CENTRAL BACKGROUND
The telecommunications industry is at the forefront of the information agedelivering voice, data, graphics and video at ever increasing speeds and in an increasing number of ways. Whereas wire line telephone communication was once the primary service of the industry, wireless communication services and cable and satellite program distribution make up an increasing share of the industry. The largest sector of the telecommunications industry continues to be made up of wired telecommunications carriers. Establishments in this sector mainly provide telephone service via wires and cables that connect customers premises to central offices maintained by telecomm 1 urinations companies. The central offices contain switching equipment that routes content to its final destination or to another switching center that determines the most efficient route for the content to take. While voice used to be the main type of data transmitted over the wires, wired telecommunications service now includes the transmission of all types of graphic, video, and electronic data mainly over the Internet. These new services have been made possible through the use of digital technologies that provide much more efficient use of the telecommunications networks. One major technology breaks digital signals into packets during transmission. Networks of computerized switching equipment, called packet switched networks, route the packets. Packets may take separate paths to their destination and may share the paths with packets from other users. At the destination, the packets are reassembled, and the transmission is complete. Because packet switching considers alternate routes, and allows multiple transmissions to share the same route, it results in a more efficient use of telecommunications capacity as packets are routed along less congested routes.
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Wireless telecommunications carriers, many of which are subsidiaries of the wired carriers, transmit voice, graphics, data, and Internet access through the transmission of signals over networks of radio towers. The signal is transmitted through an antenna into the wire line network. Other wireless services include beeper and paging services. Because wireless devices require no wire line connection, they are popular with customers who need to communicate as they travel, residents of areas with inadequate wire line service, and those who simply desire the convenience of portable communications. Increasing numbers of consumers are choosing to replace their home landlines with wireless phones. Wireless telecommunications carriers are deploying several new technologies to allow faster data transmission and better Internet access that should make them competitive with wire line carriers. One technology is called third generation (3G) wireless access. With this technology, wireless carriers plan to sell music, videos, and other exclusive content that can be downloaded and played on phones designed for 3G technologies. Wireless carriers are developing the next generation of technologies that will surpass 3G with even faster data transmission. Another technology is called fixed wireless service, which involves connecting the telephone and/or Internet wiring system in a home or business to an antenna, instead of a telephone line. The replacement of landlines with cellular service has become increasingly common because advances in wireless systems have provided data transmission speeds comparable to broadband landline systems.
COMPANY BACKGROUND
Pakistan has made steady progress in expanding telecommunication networks and services in recent years. In Pakistan this industry had few big giants in the past with PTCL being the sole provider of landline telephone service in the country. At present the organizations principal activity is to provide telecommunication services all over the country. It offers both domestic and international services throughout Pakistan. PTCL also manufactures telecommunication related equipment.
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Pakistan Telecommunication Company Limited had exclusive rights to provide basic telecom services in Pakistan till the end of year 2002. With the announcement of Deregulation Policy by the Government of Pakistan in 2003, PTA has issued licenses for basic telephony to the private sector in Pakistan who will be competing PTCL, the incumbent. From the humble beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone & Telegraph Department in 1962, to this very day, ours is a story of commitment and vision. PTC set sails for its voyage of glory in December 1990, taking over operations and functions from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991. This coincided with the Government's competitive policy, encouraging private sector participation and resulting in award of licenses for cellular, card-operated payphones, paging and, lately, data communication services. Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC, and in 1994 issued six million vouchers exchangeable into 600 million shares of the would-be PTCL in two separate placements. Each had a par value of Rs. 10 per share. These vouchers were converted into PTCL shares in mid-1996. In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly over basic telephony in the country. It also paved the way for the establishment of an independent regulatory regime. The provisions of the Ordinance were lent permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan Since then, PTCL has been working vigorously to meet the dual challenge of telecom development and socio-economic uplift of the country. This is characterized by a clearer appreciation of ongoing telecom scenario wherein convergence of technologies continuously changes the shape of the sector. A measure of this understanding is progressive measures such as establishment of the company's mobile and Internet subsidiaries in 1998.
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As telecommunication monopolies head towards an imminent end, services and infrastructure providers are set to face even bigger challenges. Pakistan also entered post-monopoly era with deregulation of the sector in January 2003. On the Government level, a comprehensive liberalization policy for telecom sector is in the offing. PTCL is in full awareness of the same, and future policies feature a strong conviction of healthy competition. The company is in process of enhancing organizational and business proficiency through vertical integration and horizontal diversification. At the same time, cross-national ownerships, operations and partnerships are being evaluated with a view to developing and diversifying the business.
VISION
To be the leading ICT services provider in the region by achieving customers satisfaction and maximizing shareholders value.
MISSION
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
CORE VALUES
Professional Integrity Customer Satisfaction Teamwork Company Loyalty

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DEREGULATION POLICY
Telecommunication de-regulation policy (Policy) has been prepared in line with Governments objective to de-regulate and liberalize various sectors of the economy. The Policy applies to opening up of the fixed-line telecommunication sector. The exclusive rights of Pakistan Telecommunication Company Limited (PTCL) to provide basic telephone services (local, long distance, international and leased line services), which it enjoyed under The Pakistan Telecommunication (Re-Organization) Act 1996 (Telecom Act 1996), have expired since 31 December 2002.
st
RESTRUCTURING OF PTCL
The governments efforts to restructure and privatize PTCL have been on-again off-again since 1991. It had an offer in the late 1990s for 26 percent equity, reputedly totaling $3 billion, but held out in negotiations and ultimately missed the unique global market window at that time. Since then, it has had difficulty attracting potential buyers. Investors have been concerned about political risk, and appropriate support from the government to transform the utility into a commercially-oriented corporation. With fortunes rising in the local telecom sector, the government hoped to make privatization of the company a landmark deal for broader reform of the economy. A successful deal would demonstrate the governments increasing support for market capitalism and, it was hoped to, boost anemic levels of direct foreign investment. PTCL and the government were contemplating different strategic options for restructuring. Plans were vetted for both a geographic and functional split of operations. Analysts believed the most likely scenario is a break-up into three new companies, tracking with the firms largest business units: local, long distance and mobile. This approach mirrors the policy environment fashioned
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for new competitive entrants. From the government perspective, breaking up PTCL prior to a sell-off will help curtail the market power of any one single service provider, thereby stimulating competition. Unbundling the sale was also likely to increase revenues for the government. The risk, of course, was that the mobile company, PTML (branded as Ufone), was disproportionately more attractive than the other businesses. According to AKD Securities, PTML's contribution to PTCL's total revenues was expected to rise to 12.5% over the next five years and was assumed to contribute 39% of PTCLs overall revenue growth. Future growth of mobile, both in terms of subscribers and net revenues, was considered to almost certainly outstrip demand for fixed line services. The target was to sell up to a 26 percent stake in PTCL; the government held 88 percent of shares. Some estimates placed the value of the trance at around $1 billion. PTCLs net profit for the year ending June 2003 was 23 billion rupees ($400 million). The new buyer would gain management control. Splitting up PTCL could take at least two years or longer, complicating hopes for a quick disposal. Leading international investors that publicly stated their interest in the sale include Singapore Telecommunications Ltd., Egypt's Orascom Telecom Holding, Saudi firm Oger and the Menara Telecom consortium. Unsolicited offers were reportedly made the planning process a moving target. The eventual new owner(s) greatest challenge was considered to be organizational. PTCL needed a fundamental shake-up of its corporate culture, and a massive reduction in staff
PRIVATIZATION OF PTCL
PTCL was sold to Etisalat at a loss of $394 million with the share price reduced from the original bid of $1.96 per share to $1.66, according to a report. The original bid offered in June 2005 by Etisalat priced PTCL at $ 2.599 billion while the revised bid approved by the cabinet in March 2006 valued the company at $2.205 billion. However, the government denied giving any concessions to Etisalat. Officials aid the price of 26 percent PTCL shares remained the same i.e.
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$2.6 billion, and then any lowering of bid price in the revised agreement approved by the cabinet in March. The official documents state that the accumulated bidding price in the revised bid came down to $2.205 billion against the original Etisalat bid of $2.599 billion, said a report in the Gulf Today. The PTCl privatization agreement with Etisalat allegedly inflicted a further loss of billions of rupees to the national exchequer besides unprecedented concessions offered in the long term, in direct conflict with Article 30 of the Public Procurement Rules 2004, it said. By far, the PTCL has been the highest profit earning state-owned company with real-estate assets worth billions of rupees across the country including commercial plazas, residential colonies and exchanges. According to the government documents, the Share Purchase Agreement (SPA) of the PTCL with Etisalat lapsed in September 2005 after the non-payment of the dues by the winner bidders. After further negotiations with the Etisalat management, the government agreed to additional concessions and modifications to the transaction structure. offer
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COMPANYS ANALYSIS
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of Telecommunication services in Pakistan. The range of services include basic telephony,
telegraph, fax, telex, Public data, Internet, E-mail, ISDN (Integrated Services Digital Network), Universal Access Numbers (UAN), and other value added services. Pakistan
Telecommunication Company Limited is a professionally managed company and has initiated measures, with active support of the Federal Government, to inculcate a corporate culture that benefits company. Pakistan Telecommunication Company Limited believes that it has an inherent potential that it can exploit to emerge as an important and active business entity. Pakistan Telecommunication Company Limited has some basic strength and the potential that needs to be exploited into real business opportunities. The Directors of the Company feel that a firm and unwavering commitment towards provision of a complete range of market driven telecommunication services to its customers using state of the art technology proven products and a customer care approach is essential in a rapidly expanding telecom market. The radical change from a monolith state controlled culture to a open market competitive environment. The customer is becoming and more conscious of the value of telecom services in an improving business environment. The advent of digital systems, increasing application of computer technologies and development of wide-band systems has generated new customer needs. Innovative products and services such as cellular mobile, high-speed data, Internet etc are much in demand. The current decade has proved to be the period of sector restructuring and growth globally. To keep pace with the changes and to meet the emerging new demands, Pakistan Telecommunication Company Limited has adjusted its programs to meet the requirements of the market. Traditional telecom monopolies like Pakistan Telecommunication Company Limited need to explore new avenues of technology and financing to accomplish a quantum leap in growth and bridge the gap between demand and supply, still remaining financially viable. The Company has taken initiatives and a
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change is gradually becoming visible through expanded capacity and increasing revenue. Pakistan Telecommunication Company Limited has taken decisions to cope with the competition within the next years. The initiatives taken resulted in the establishment of 100% Pakistan Telecommunication Company Limited owned subsidiaries like Pak Telecom Mobile Limited. Paknet and Pak Telecom Pay Phone services limited. These new entities shall provide cellular mobile information technology, Internet, payphone, prepaid calling cards and other range of services, Pakistan Telecommunication Company Limited made a conscious decision to enter the cellular business as it has tremendous potential and an accelerated annual growth of about 60% which is likely to continue for many years. Pakistan Telecommunication Company Limited has been successful in obtaining a Cellular Mobile License for its subsidiary and has selected the GSM 900 state -of theart technology, which is growing at a much faster rate internationally. Pak Telecom Mobile Limited was incorporated on 18th July 1998 to establish and run this new business independent of Pakistan Telecommunication Company Limited with full accounting separation thus creating a level playing field for industry competitors. Pakistan Telecommunication Company Limited is following a business-oriented policy to associate private entrepreneurs in telecom sector development. The options are based on interconnect and revenue sharing arrangements with license operators and through out-sourcing revenue sharing with 0 & M contractors as business partners. PTCL has successfully entered into arrangements with foreign and local telecom companies and has signed three contracts prepaid calling card service to promote international traffic. The Government of Pakistan has encouraged the growth of the telecom sector to enable Pakistan to keep pace with the rapid technological advancement in the field of telecommunication. The tariff structure remains under constant review of the government to rationalize from the point of providing adequate returns to the telecom operators and to tap the tremendous potential of the growth in the demand and market for telecom services. The GOP has reduced the CED on
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telecom services, encourages the use of value added services with special emphasis on proliferation of Internet. It has also reduced the import duties on telecom equipment and allows tax exemption. Private sector data and Internet services providers are operating under license and revenue share arrangements. Internet & information technology services are now very popular in the market and numbers of new entrants are competing, providing Pakistan Telecommunication Company Limited an opportunity lease capacity. Its available IT & Internet infrastructure both for private sector licensed operators and Pakistan Telecommunication Company Limited own customers. Pakistan Telecommunication Company Limited is launching a three-phased project for IT & Internet to expand the service to take care of 300,000 customers including the needs of private license for infrastructure.
PTCLS CORE OBJECTIVES

The primary objective of Pakistan Telecommunication Company Limited is to provide telecommunication services to the people in the country or in short to satisfy the telecommunication needs of its customers. Responding to the rapid economic and technological growth, the company is determined to meet the challenge of expanding needs of telephone and data communication such as public data network, integrated services digital network and Internet services. The major focus of attention is to improve and expand the services, minimize the faults and provide communication facilities to rural areas. It is also one of the major objectives of management that the company should not improve its performance but also encourage the private sector to enter the Tele business. The company has entered the domain of free market economy, which necessitates the liberal management policies and private sector. The following basic policy steps have been taken to meet the objectives laid in PTCL Act to expand and operate telecommunication services in the country. The main objective of any company is to earn the profit and minimize expenses by winning goodwill in the market.
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The following are the long-term objectives of the organization. Provision of Telecom services all over the country. Plan, establish and maintain telecommunication Acquire, promote and manage research and development, transfer of technology and software development including manufacturing of telecommunication equipment and plant Enhance efficiency, improve quality and expand the system to meet customer satisfaction and provide service on demand. Create congenial climate for binding of human skill and horizon of employees through training and education. Convert its cash basis single entry accounting system to accrual basis double entry system meeting the commercial international accounting standards. To introduce computerized directory assistance and complaint services reform billing and a revenue collection system. Strengthen relation with foreign international administration, entities, services providers, international and regional telecom organizations for better international communication and technical cooperation in telecommunication business. Expand customer awareness of all value-added services of PTCL. To improve the efficiency of Customer Service Centers by deputing qualified persons who are well aware of public relation techniques.
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To introduce new services of audio Tex and video conferencing for the business community.
FINANCE & ACCOUNTING SYSTEM OF PTCL

The PTCL FINANCE & ACCOUNTING system is actually divided into three wings. 1- FINANCE 2- ACCOUNTS 3- REVENUE
FINANCE
The SEVP (FINANCE) is concerned with the makeup of the all type of financial decisions especially in the context of acquisition, financing and management of all assets with some goal in mind. The EVP (Finance) with the General Manager (Finance) extend their expertise in the decision making process.
ACCOUNTS Here the SEVP (Finance) is once again concerned by heading the EVP(ACCOUNTS) and General Manager (Accounts) to deal with all Accounts Decision. In PTCL the Finance and Accounting are so correlated but the difference between finance and Accounting is the method of Funds Recognition and the decision making. In the Accounting the Director Accounts in the PTCL Regions assist the higher management. REVENUE
Here the SEVP (Finance) is once again concerned by heading the EVP (Revenue) and General Manager (Revenue) to deal with all Revenue matters. One Director Revenue within the Region
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assist to implement and control the inflow of Revenue and Reconcile it with the PTCL Headquarters Islamabad. The PTCL is actually the Revenue Generation organization. PTCL Collect the Revenue from the following modes. 1) Revenue from System Billing of Land Line Numbers. a) Through Line Rent of Land Line Numbers. b) Through National wide dialing from LLNs (Land Line Numbers) c) International dialing from LLNs d) Providing Value Added services to customers. Like UAN (Universal Access Numbers), PABX (Private Auto Branch Exchanges),VPN( Virtual Private Network) Bandwidth of ISPS (Internet service providers) e) PTCL has its three subsidiaries PAKNET (leading ISP in the country), UFONE (unique cellular phone company in Pakistan), TF (Telecom Foundation) the leading foundation for the welfare of employees of Telecom Sector.
ACCOUNTING SYSTEM OF PTCL

In PTCL the rules contained in the special volume of the PTCL under which the SEVP (FINANCE) is responsible for creating the procedure of Accounting matters.
CAPITAL RECEIPTS SIDE.
1. REVENUE FROM BILLING SYSTEM a. Revenue from Usual customer. b. Revenue from DXX System c. Revenue from DSL System d. Revenue from PABX/PBX System
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e. Revenue from Card Phone Operators f. Revenue from IPOs Internet service providers g. Revenue from Mobile Phone Operators h. Co-location charges from various companies
2. REVENUE FROM OTHER a. Revenue from Overseas calls (Incoming) b. Revenue from Premium PRS (0900) calls c. Income from Dismantle Exchanges d. Revenue from MDF used by other companies
CAPITAL EXPENDITURES
INSTALLATION OF NEW EXCHANGES Expenses of installation of new Exchanges are the major capital expense of PTCL because PTCL purchases the new telephone exchanges from France, Italy, Germany and China. So heavy cost is to be paid for purchasing process in order to proper margin. Each exchange having different capacity and due which each Engineer should has to be trained accordingly so expenses rises on purchasing of new Telephone Exchanges. This is the main expense of PTCL. EXTENSION OF EXISTING EXCHANGES The extension of the existing exchanges is the dire need as the density of the population is increasing day by day and in order to fulfill the basic communication and fill the communication gap PTCL has to extend its normal Telephone Exchanges in accordance with the demand and per paid connection. So PTCL sustain heavy expenses on the extension of exchanges.
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INTERNAL AUDIT AND TECHNICAL INSPECTION
The PTCL has sustained huge amount in context of internal audit both Accounts and Technical from various agencies. For example M/s Ferguson conduct both internal audit and external audit and payment made to auditors in the expenses of the company.
ADMINISTRATION AND CONTROL EXPENSES
Sometime in the best interest of company, some expenses could be occurred for example if there is need of induction of a financial analyst in one region or if there is need of an Engineer then transfer and posting order can be issued and traveling and training expenses could be realized to employees.
SALARIES OF STAFF The monthly salary of the staff is rest with the approval of PTCL H.Q Islamabad. PTCL is spending lot of amount on the salaries. PRINTING AND STATIONARY CHARGES On printing of stationery PTCL spends reasonable amount. CONTRIBUTION IN PROVIDEND FUND There is also contribution in the provident fund from the PTCL. FINANCE SYSTEM OF PTCL PTCL has magnificent finance structure; it is basically Product Oriented organization so here, the Revenue is the Life Blood as such for any other profit seeking organization. So we should have
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isolated the Revenue from Finance side or either we should consider the Finance in the context of Revenue. Finance activities can be evaluated in terms of PTCLs basic financial statements analyzing through:
FINANCE PLANNING
On PTCL HQ Islamabad, SEVP (Finance) is, who with the concurrence with the CEO for making all the Finance Planning thats way the PTCL has to inject the money in order to boost up the business and in order to complete the stiff competition faced in the telecomm sector. Before taking any decision regarding financial planning the draft could be presented before the Board of Governors. In this section there is need of financing either in the WLL (wireless local loop) sector or wire-line or mobile operator services. Managing the PTCLs Asset structure PTCL is very organized organization and it has also its fixed as well with the current asset. So there are many experts in order to keep the eye watch on the PTCL infrastructure, for example Director (Fixed Assets) is responsible for the maintenance and repair of the building and machinery on the Regional level. Managing the PTCLs financial structure PTCL financial structure is in the safe hands the basic qualification for the post of Assistant Accounts Officer is MBA (Finance) and for the SEVP (Finance) the incumbent should possess the degree of MBA with ACMA & CA. Due to such fresh blood the young and energetic financial management taking some bold decision the results of which are awaited up till.
HUMAN RESOURCE ASSESSMENT

It is the department of the PTCL which has been established in 1999 so it is still in the
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development stage and there are number of activities which are yet to be decided to take into the consideration by the HUMAN RESOURCE DEPARTMENT OF PTCL. It is established to regulate the human resource activities and to solve number of critical activities and the problems of PTCL regarding the human resource and their critical matters. This department has its own importance and course of action to resolve and to foresee the future for the development of the employee and the customers interests simultaneously. A great deal of delay has been there for the establishment of HUMAN RESOURCE DEPARTMENT. PREVIOUSLY recruitment of the employees was the responsibility of the RRR DEPARTMENT but now it is to decide that activity would be given under the supervision of the HUMAN RESOURCE DEPARTMENT OF PTCL. This is also done in the recent years to cope with the new market condition of telecommunication industry in PAKISTAN as the GOVERNMENT has decided to privatize the PTCL. SO to attract the healthy customer, it was also necessary to make valuable arrangements so that the company can fulfill all kind of international standards which would be then helpful to convince the customer about the worth and the value of PTCL. Besides the functional requirement this was another factor, which played vital role for the establishment of the HUMAN RESOURCE DEPARTMENT. THE HUMAN RESOURCE DEPARTMENT is lead by the CHIEF ENGINEER and he is responsible for the activities carried out by the department. There are four DIRECTORS working under the supervision of the chief engineers. Then these DIRECTORS supervise the divisional engineers and assistant divisional engineers and so on. As it is at its initial stages so authorities and responsibilities are still under the process of development and precise definition of these are not finalized by the top-level management. The hierarchy of the human resource department clarifies the responsibilities and level of authorities between the different level of the department and also between the persons of human resource department.
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The general hierarchical structure is as follows: CHIEF ENGINEER (HRM&P)
DIRECTOR
DIVISIONAL ENGINEER
ASST.DIVISIONAL ENGINEER
STAFF
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This is general hierarchy where as there are four DIRECTORS working under the supervision of the CHIEF ENGINEER. Their classifications of the DIRECTORS are through their region like KARACHI, LAHORE, and CENTRAL AND NORTH.
SPECIAL TASKS
There are no defined and precise responsibilities of this department as it has already been mentioned that this department is still in the development stage. However some special task has been assigned to the department so that its activities can be started and the flow of activities and their harmony with other department can be established. For this purpose numbers of activities are assigned, out of which some were accomplished and some others are in the process of accomplishment. There was confusion about the exact number of PTCL employees. Exact data was not provided to the top-level management, approximate figure was there. More over different departments of PTCL claim different number of employees, which they collected through their own resources. Top level management was not satisfied which such kind of information, so it assigned the first task to the HUMAN RESOURCE DEPARTMENT. The challenge was accepted by the department and was successfully met with in the given time period. The figure of fifty five thousands three hundreds and eighty five (55,385) was found for the regular employees and figure eight thousands (8,000) was found out for the employees on contract basis. This figure is for the year 2002, so is the latest figure and is accepted by the toplevel management. The organization of data base management system was also assigned to the HRM department, which was also successfully done by the department. This helped PTCL to gather the distributed employee data which is then helpful for the regulation of pay system for the employees and also helpful for the regulation of seniority system for the employees These works are done successfully by the HRM DEPARTMENT. There are some other
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responsibilities, which are still in process of accomplishment. a. The development of recruitment manager software. b. Restructuring of organization structure. c. Revising of performance appraisal process. d. Establishment of some new rules and regulations to cope new market conditions. e. Changes in the salary structure of the employees. f. Changes in the medical facilities. g. Establishment of compatibility between the expertise and their appointment. h. Reduction of union influence in the company matters. i. Establishment of programs for the development and training of employees.
GRANT FOR TRAINING PERSONNEL IN INFORMATION TECHNOLOGY BY SUBSIDIZING INTERNATIONAL CERTIFICATION FEES
In order to meet the international standards in Information Technology there was need of certification and qualification improvement by getting training and passing the examinations of different classifications of IT. So a grant was approved for the said purpose. The purpose of this grant is to support the candidates in obtaining specified and internationally recognized certification relevant to information technology and telecommunication by either completely or partially subsidizing the fee of examinations.
GRANT FOR HUMAN RESOURCE DEVELOPMENT AND INSTITUTIONAL UP GRADATION
Capacity-building in science and technology is one of most important aspects of a viable infra structure. Unfortunately majority of institutions in Pakistan suffer from a severe lack of human and institutional capacity to conduct any meaningful research and development projects and to provide quality teaching in the areas of science and engineering. There was therefore an urgent need to train manpower and upgrade scientific institution in Pakistan. SO a grant was approved by PTCL. This grant scheme was thus aimed to train manpower. The purpose of this grant was fold: to support the candidates in obtaining essential training/certification
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STAFF-WELFARE
PTCL is providing free medical facilities (indoor / outdoor) to both its serving and retired employees and their dependent family members from panel hospitals as well as from 42 staff dispensaries / medical centers established in various cities. The total number of beneficiaries is 296,850. Besides this, employees are given merit/stipend awards and general education grants for professional and general studies of their children. Benevolent grants of Rs. 1 lac as special compensation is paid to the employees on accidental death. Widows are also financially compensated out of welfare funds on the eve of Eid. Marriage grant is paid to the employees on the marriage of their dependent daughters as well. Transportation facilities for the commutation of staff and school going children are provided on nominal charges. Schools being run by Telecom Foundation (TF) are providing quality education to the children / wards of PTCL employees at concessional fees.
EDUCATION-TRAINING
At PTCL, special attention and care is given to nurturing potential and building human assets. Great emphasis is being laid on the inculcation of sense of responsibility and management of staff. Numerous training courses have been introduced for all levels of management and staff in order to train and groom the human capital. The National Post Graduate Institute of Telecom & Informatics (NPGITI) is also being revitalized. The institute currently offers Masters Programs in Telecom Engineering and Telecom Management apart from Diploma in Routing Technology. Engineers and other professionals are sent overseas to have a greater insight into emerging technologies and grasp latest management skills. Educational and training institutes that are run by PTCL include Telecom Staff College, Haripur, Regional Telecom Training Schools and fifteen Divisional Training Centers spread across the country. These facilities are fully equipped with all the required paraphernalia and have experienced faculty to groom the future resources for the organization.
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The modern training facilities at National Post Graduate Institute of Telecom & Informatics are accessible to the whole of the telecom sector. All telecom players can benefit from our facilities. This open approach gives PTCL the edge of achieving self-
sustenance in its training projects, besides catering to the telecom sector through trained and efficient human resources, thus catalyzing the growth and progress. To streamline the existing procedures and processes, further steps have been taken by integrating Recruitment Management and the Job Management System into the Human Resource Management Information System (HR-MIS).
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Environmental Analysis
Analysis of External Environment
INDUSTRIAL STRUCTURE
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Market Operations
MARKET STRUCTURE
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Regulatory Environment
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Analysis of Internal Environment
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FINANCIAL ANALYSIS
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BUSINESS STRATEGIES
Products and Services

PTCL LANDLINE
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PTCL V-FONE
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U-FONE
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PAKNET LIMITED
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PTCL BROADBAND
SMART SERVICES
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SWOT Analysis
STRENGTHS
WEAKNESS
OPPORTUNITIES
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THREATS
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Department worked during internship and specific/leading contribution made.
In the beginning they gave me a brief introduction of all the aspects related to their field of business, their products, changes in products. A general overview of PTCL was given in other words. Moreover, I learned how things work in a practical environment, challenges and problems faced as I have mentioned. More specifically the project assigned to me during the internship was the sales analysis of PTCL-V Services Packages, a product of PTCL. The major department in which I did internship was marketing and sales department. The prices of the PTCL-V devices were reduced during the period which had a positive impact on sales. I was assigned the task of analyzing the impact of change in these prices on the overall income and other service packages of PTCL-V. PTCL V-fone (WLL Service) was a major area of focus for PTCL during the year. A few prominent measures taken in this area during the year were launching of free home delivery service. No line rent package was launched in September 2007. In June 2008, 30 seconds billing was introduced contributing as an effective customer retention tool. PTCL has expanded the network to provide coverage in all large and small cities including over 10,000 villages in rural areas of Pakistan.
Problems Identified
PTCL is a well organized company and operates efficiently in this competitive environment so it was difficult for me to identify the problem. But nothing is perfect in this world there is always a room for improvement. According to my limited knowledge following were the problems and challenges that can directly affect the efficiency and performance of the bank or in other words improvement need be made in the following areas:
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There is a lack of balance in incentives given to old and new employees. New employees are paid more which de-motivates the old ones. Lack of proper computer skills in old employees is another problem. System problems do arise at times and customers have to wait for the system to work properly. Some employees misuse the resources of the company. Employees were not very effective in communication among themselves. They didnt share the experience with each other and didnt care about the other employees. Some employees lacked the trust in management.
Ineffective public dealing was another major problem which I experienced during my internship. Regularity and punctuality shows the character of big and good executives. But this problem is also faced by the overconfident employees.
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Suggestions and Recommendations
No doubt P.T.C.L having the monopoly in providing the Land-Line Telephone Connection in Pakistan and its playing its role magnificently. In current scenario P.T.C.L has increases its Revenue quite dramatically, and probably that as soon as this organization has become privatized it will flourish its revenue in better manner.
PTCL should immediately change its Finance upper level of hierarchy and should stream line in the good manner. PTCL should also encourage the Billing On line system that each and every customer should have 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 common customer especially there are lot of complaints about the including the bogus local calls in the monthly bills of various customers. PTCL should 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 should be 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. The punching system of Billing through automation at CITI Bank Karachi takes so much time to adjust so it should be revived. The Financial D.D.O powers should be entrusted to the Director Finance rather GM. PTCL is not utilizing its surplus profit in long-term investment projects which be done. PTCL management should give concentration towards the Securities of deposit and it should be on maximum level.
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The return on deposit should be checked accordingly. The cash generated from the operation must be utilized accordingly. Each Region should allocate the funds at its own level. PTCL should take the services of highly qualified financial analysts. The promotion system in the Finance & Revenue wing should be revived in true manner all promotion must be made strictly on merit. Each Region should maintain Profit & Loss and Balance sheet and the statement of Cash inflow and outflow.
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Conclusion
PTCL needs innovative service offerings currently it doesnt even offer bundles or a single bill. Has been unclear about its IPTV and WiMAX plan and strategy (trials are in progress) Overall PTCL still behaves as a monopoly it has to change its attitude. At a minimum, avoiding billing errors and providing competent and courteous service to its customers is essential if PTCL wants to show that it is transforming itself to a competitive company which cares for its customers. It is said that the best assets of a company go home to their family in the evening. Can the culture of PTCL be changed to a performance and service based organization? According to the latest directors report from PTCL the organization is being revamped. Only time can tell the impact.
TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ I INTRODUCTION ..................................................................................................................... II

CENTRAL BACKGROUND ............................................................................................................................................II COMPANY BACKGROUND ........................................................................................................................................III VISION .................................................................................................................................................................. V Mission ................................................................................................................................................................. V Core Values .......................................................................................................................................................... V DEREGULATION POLICY ........................................................................................................................................... VI RESTRUCTURING OF PTCL........................................................................................................................................ VI PRIVATIZATION OF PTCL ......................................................................................................................................... VII
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COMPANYS ANALYSIS ......................................................................................................... IX

PTCLS CORE OBJECTIVES ..........................................................................................................................................XI FINANCE & ACCOUNTING SYSTEM OF PTCL ............................................................................................................XIII FINANCE .............................................................................................................................................................XIII ACCOUNTS .........................................................................................................................................................XIII REVENUE ............................................................................................................................................................XIII ACCOUNTING SYSTEM OF PTCL ............................................................................................................................. XIV CAPITAL RECEIPTS SIDE. .................................................................................................................................... XIV CAPITAL EXPENDITURES ..................................................................................................................................... XV MINOR EXPENDITURES ...................................................................................................................................... XV Finance planning .............................................................................................................................................. XVII HUMAN RESOURCE ASSESSMENT ........................................................................................................................ XVII SPECIAL TASKS .................................................................................................................................................... XX GRANT FOR TRAINING PERSONNEL IN INFORMATION TECHNOLOGY BY SUBSIDIZING INTERNATIONAL CERTIFICATION FEES ......................................................................................................................................... XXI GRANT FOR HUMAN RESOURCE DEVELOPMENT and Institutional Up gradation ............................................ XXI Staff-Welfare .................................................................................................................................................... XXII Education-Training ........................................................................................................................................... XXII
ENVIRONMENTAL ANALYSIS ............................................................................................. XXIV

ANALYSIS OF EXTERNAL ENVIRONMENT ........................................................................................................................ XXIV Industrial structure .......................................................................................................................................... XXIV MARKET OPERATIONS ............................................................................................................................................... XXVI Market Structure ............................................................................................................................................. XXVI REGULATORY ENVIRONMENT .................................................................................................................................... XXVIII ANALYSIS OF INTERNAL ENVIRONMENT ......................................................................................................................... XXIX FINANCIAL ANALYSIS ............................................................................................................................................ XXX BUSINESS STRATEGIES ......................................................................................................................................... XXXI PTCL Landline .................................................................................................................................................. XXXI PTCL V-Fone ................................................................................................................................................... XXXII U-Fone ........................................................................................................................................................... XXXIII Paknet Limited .............................................................................................................................................. XXXIV PTCL Broadband ............................................................................................................................................. XXXV Smart Services ................................................................................................................................................ XXXV SWOT ANALYSIS ................................................................................................................................................... XXXVI Strengths ....................................................................................................................................................... XXXVI Weakness ...................................................................................................................................................... XXXVI Opportunities ................................................................................................................................................ XXXVI Threats ......................................................................................................................................................... XXXVII
DEPARTMENT WORKED DURING INTERNSHIP AND SPECIFIC/LEADING CONTRIBUTION MADE. .................................................................................................................................... XXXVIII
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PROBLEMS IDENTIFIED ................................................................................................. XXXVIII SUGGESTIONS AND RECOMMENDATIONS ............................................................................XL CONCLUSION ......................................................................................................................XLII
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EXECUTIVE SUMMARY
With employee strength of 30,000 and 5.7 million customers, PTCL is the largest telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA operator in the country with 0.8 million V-fone customers. The company maintains a leading position in Pakistan as an infrastructure provider to other telecom operators and corporate customers of the country. It has the potential to be an instrumental agent in Pakistans economic growth. PTCL has laid an Optical Fibre Access Network in the major metropolitan centres of Pakistan and local loop services have started to be modernized and upgraded from copper to an optical network. This report is being started with the brief and complete introduction of organization, its historical background, its services and its products offerings. In this report organization structure is discussed as pr the requirement of internship. What is the hierarchy in the organization as well as working of various departments are concisely discussed. The most important thing the BUSINESS STRAGTEGIES is discussed in such a way that its not difficult to understand it. Internal and External analysis has the vital importance, which in this report is also done. More over the Financial Analysis is also done which is depicting the financial position of the org in the market place. Whereas SWOT analysis is done which clearly sows what are the strengths, weaknesses, opportunities and threats in the organization. Finally some suggestions and recommendations are given to org in this report. Limitation although very few but cant be negligible are discussed. Thus this report completely depicts the true picture of PTCL in a meaningful way.
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INTRODUCTION
CENTRAL BACKGROUND
The telecommunications industry is at the forefront of the information agedelivering voice, data, graphics and video at ever increasing speeds and in an increasing number of ways. Whereas wire line telephone communication was once the primary service of the industry, wireless communication services and cable and satellite program distribution make up an increasing share of the industry. The largest sector of the telecommunications industry continues to be made up of wired telecommunications carriers. Establishments in this sector mainly provide telephone service via wires and cables that connect customers premises to central offices maintained by telecomm 2 urinations companies. The central offices contain switching equipment that routes content to its final destination or to another switching center that determines the most efficient route for the content to take. While voice used to be the main type of data transmitted over the wires, wired telecommunications service now includes the transmission of all types of graphic, video, and electronic data mainly over the Internet. These new services have been made possible through the use of digital technologies that provide much more efficient use of the telecommunications networks. One major technology breaks digital signals into packets during transmission. Networks of computerized switching equipment, called packet switched networks, route the packets. Packets may take separate paths to their destination and may share the paths with packets from other users. At the destination, the packets are reassembled, and the transmission is complete. Because packet switching considers alternate routes, and allows multiple transmissions to share the same route, it results in a more efficient use of telecommunications capacity as packets are routed along less congested routes.
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Wireless telecommunications carriers, many of which are subsidiaries of the wired carriers, transmit voice, graphics, data, and Internet access through the transmission of signals over networks of radio towers. The signal is transmitted through an antenna into the wire line network. Other wireless services include beeper and paging services. Because wireless devices require no wire line connection, they are popular with customers who need to communicate as they travel, residents of areas with inadequate wire line service, and those who simply desire the convenience of portable communications. Increasing numbers of consumers are choosing to replace their home landlines with wireless phones. Wireless telecommunications carriers are deploying several new technologies to allow faster data transmission and better Internet access that should make them competitive with wire line carriers. One technology is called third generation (3G) wireless access. With this technology, wireless carriers plan to sell music, videos, and other exclusive content that can be downloaded and played on phones designed for 3G technologies. Wireless carriers are developing the next generation of technologies that will surpass 3G with even faster data transmission. Another technology is called fixed wireless service, which involves connecting the telephone and/or Internet wiring system in a home or business to an antenna, instead of a telephone line. The replacement of landlines with cellular service has become increasingly common because advances in wireless systems have provided data transmission speeds comparable to broadband landline systems.
COMPANY BACKGROUND
Pakistan has made steady progress in expanding telecommunication networks and services in recent years. In Pakistan this industry had few big giants in the past with PTCL being the sole provider of landline telephone service in the country. At present the organizations principal activity is to provide telecommunication services all over the country. It offers both domestic and international services throughout Pakistan. PTCL also manufactures telecommunication related equipment.
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Pakistan Telecommunication Company Limited had exclusive rights to provide basic telecom services in Pakistan till the end of year 2002. With the announcement of Deregulation Policy by the Government of Pakistan in 2003, PTA has issued licenses for basic telephony to the private sector in Pakistan who will be competing PTCL, the incumbent. From the humble beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone & Telegraph Department in 1962, to this very day, ours is a story of commitment and vision. PTC set sails for its voyage of glory in December 1990, taking over operations and functions from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991. This coincided with the Government's competitive policy, encouraging private sector participation and resulting in award of licenses for cellular, card-operated payphones, paging and, lately, data communication services. Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC, and in 1994 issued six million vouchers exchangeable into 600 million shares of the would-be PTCL in two separate placements. Each had a par value of Rs. 10 per share. These vouchers were converted into PTCL shares in mid-1996. In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly over basic telephony in the country. It also paved the way for the establishment of an independent regulatory regime. The provisions of the Ordinance were lent permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan Since then, PTCL has been working vigorously to meet the dual challenge of telecom development and socio-economic uplift of the country. This is characterized by a clearer appreciation of ongoing telecom scenario wherein convergence of technologies continuously changes the shape of the sector. A measure of this understanding is progressive measures such as establishment of the company's mobile and Internet subsidiaries in 1998.
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As telecommunication monopolies head towards an imminent end, services and infrastructure providers are set to face even bigger challenges. Pakistan also entered post-monopoly era with deregulation of the sector in January 2003. On the Government level, a comprehensive liberalization policy for telecom sector is in the offing. PTCL is in full awareness of the same, and future policies feature a strong conviction of healthy competition. The company is in process of enhancing organizational and business proficiency through vertical integration and horizontal diversification. At the same time, cross-national ownerships, operations and partnerships are being evaluated with a view to developing and diversifying the business.
VISION
To be the leading ICT services provider in the region by achieving customers satisfaction and maximizing shareholders value.
MISSION
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
CORE VALUES
Professional Integrity Customer Satisfaction Teamwork Company Loyalty

PTCL
DEREGULATION POLICY
Telecommunication de-regulation policy (Policy) has been prepared in line with Governments objective to de-regulate and liberalize various sectors of the economy. The Policy applies to opening up of the fixed-line telecommunication sector. The exclusive rights of Pakistan Telecommunication Company Limited (PTCL) to provide basic telephone services (local, long distance, international and leased line services), which it enjoyed under The Pakistan Telecommunication (Re-Organization) Act 1996 (Telecom Act 1996), have expired since 31 December 2002.
st
RESTRUCTURING OF PTCL
The governments efforts to restructure and privatize PTCL have been on-again off-again since 1991. It had an offer in the late 1990s for 26 percent equity, reputedly totaling $3 billion, but held out in negotiations and ultimately missed the unique global market window at that time. Since then, it has had difficulty attracting potential buyers. Investors have been concerned about political risk, and appropriate support from the government to transform the utility into a commercially-oriented corporation. With fortunes rising in the local telecom sector, the government hoped to make privatization of the company a landmark deal for broader reform of the economy. A successful deal would demonstrate the governments increasing support for market capitalism and, it was hoped to, boost anemic levels of direct foreign investment. PTCL and the government were contemplating different strategic options for restructuring. Plans were vetted for both a geographic and functional split of operations. Analysts believed the most likely scenario is a break-up into three new companies, tracking with the firms largest business units: local, long distance and mobile. This approach mirrors the policy environment fashioned
PTCL
for new competitive entrants. From the government perspective, breaking up PTCL prior to a sell-off will help curtail the market power of any one single service provider, thereby stimulating competition. Unbundling the sale was also likely to increase revenues for the government. The risk, of course, was that the mobile company, PTML (branded as Ufone), was disproportionately more attractive than the other businesses. According to AKD Securities, PTML's contribution to PTCL's total revenues was expected to rise to 12.5% over the next five years and was assumed to contribute 39% of PTCLs overall revenue growth. Future growth of mobile, both in terms of subscribers and net revenues, was considered to almost certainly outstrip demand for fixed line services. The target was to sell up to a 26 percent stake in PTCL; the government held 88 percent of shares. Some estimates placed the value of the trance at around $1 billion. PTCLs net profit for the year ending June 2003 was 23 billion rupees ($400 million). The new buyer would gain management control. Splitting up PTCL could take at least two years or longer, complicating hopes for a quick disposal. Leading international investors that publicly stated their interest in the sale include Singapore Telecommunications Ltd., Egypt's Orascom Telecom Holding, Saudi firm Oger and the Menara Telecom consortium. Unsolicited offers were reportedly made the planning process a moving target. The eventual new owner(s) greatest challenge was considered to be organizational. PTCL needed a fundamental shake-up of its corporate culture, and a massive reduction in staff
PRIVATIZATION OF PTCL
PTCL was sold to Etisalat at a loss of $394 million with the share price reduced from the original bid of $1.96 per share to $1.66, according to a report. The original bid offered in June 2005 by Etisalat priced PTCL at $ 2.599 billion while the revised bid approved by the cabinet in March 2006 valued the company at $2.205 billion. However, the government denied giving any concessions to Etisalat. Officials aid the price of 26 percent PTCL shares remained the same i.e.
PTCL
$2.6 billion, and then any lowering of bid price in the revised agreement approved by the cabinet in March. The official documents state that the accumulated bidding price in the revised bid came down to $2.205 billion against the original Etisalat bid of $2.599 billion, said a report in the Gulf Today. The PTCl privatization agreement with Etisalat allegedly inflicted a further loss of billions of rupees to the national exchequer besides unprecedented concessions offered in the long term, in direct conflict with Article 30 of the Public Procurement Rules 2004, it said. By far, the PTCL has been the highest profit earning state-owned company with real-estate assets worth billions of rupees across the country including commercial plazas, residential colonies and exchanges. According to the government documents, the Share Purchase Agreement (SPA) of the PTCL with Etisalat lapsed in September 2005 after the non-payment of the dues by the winner bidders. After further negotiations with the Etisalat management, the government agreed to additional concessions and modifications to the transaction structure. offer
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COMPANYS ANALYSIS
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of Telecommunication services in Pakistan. The range of services include basic telephony,
telegraph, fax, telex, Public data, Internet, E-mail, ISDN (Integrated Services Digital Network), Universal Access Numbers (UAN), and other value added services. Pakistan
Telecommunication Company Limited is a professionally managed company and has initiated measures, with active support of the Federal Government, to inculcate a corporate culture that benefits company. Pakistan Telecommunication Company Limited believes that it has an inherent potential that it can exploit to emerge as an important and active business entity. Pakistan Telecommunication Company Limited has some basic strength and the potential that needs to be exploited into real business opportunities. The Directors of the Company feel that a firm and unwavering commitment towards provision of a complete range of market driven telecommunication services to its customers using state of the art technology proven products and a customer care approach is essential in a rapidly expanding telecom market. The radical change from a monolith state controlled culture to a open market competitive environment. The customer is becoming and more conscious of the value of telecom services in an improving business environment. The advent of digital systems, increasing application of computer technologies and development of wide-band systems has generated new customer needs. Innovative products and services such as cellular mobile, high-speed data, Internet etc are much in demand. The current decade has proved to be the period of sector restructuring and growth globally. To keep pace with the changes and to meet the emerging new demands, Pakistan Telecommunication Company Limited has adjusted its programs to meet the requirements of the market. Traditional telecom monopolies like Pakistan Telecommunication Company Limited need to explore new avenues of technology and financing to accomplish a quantum leap in growth and bridge the gap between demand and supply, still remaining financially viable. The Company has taken initiatives and a
PTCL
change is gradually becoming visible through expanded capacity and increasing revenue. Pakistan Telecommunication Company Limited has taken decisions to cope with the competition within the next years. The initiatives taken resulted in the establishment of 100% Pakistan Telecommunication Company Limited owned subsidiaries like Pak Telecom Mobile Limited. Paknet and Pak Telecom Pay Phone services limited. These new entities shall provide cellular mobile information technology, Internet, payphone, prepaid calling cards and other range of services, Pakistan Telecommunication Company Limited made a conscious decision to enter the cellular business as it has tremendous potential and an accelerated annual growth of about 60% which is likely to continue for many years. Pakistan Telecommunication Company Limited has been successful in obtaining a Cellular Mobile License for its subsidiary and has selected the GSM 900 state -of theart technology, which is growing at a much faster rate internationally. Pak Telecom Mobile Limited was incorporated on 18th July 1998 to establish and run this new business independent of Pakistan Telecommunication Company Limited with full accounting separation thus creating a level playing field for industry competitors. Pakistan Telecommunication Company Limited is following a business-oriented policy to associate private entrepreneurs in telecom sector development. The options are based on interconnect and revenue sharing arrangements with license operators and through out-sourcing revenue sharing with 0 & M contractors as business partners. PTCL has successfully entered into arrangements with foreign and local telecom companies and has signed three contracts prepaid calling card service to promote international traffic. The Government of Pakistan has encouraged the growth of the telecom sector to enable Pakistan to keep pace with the rapid technological advancement in the field of telecommunication. The tariff structure remains under constant review of the government to rationalize from the point of providing adequate returns to the telecom operators and to tap the tremendous potential of the growth in the demand and market for telecom services. The GOP has reduced the CED on
PTCL
telecom services, encourages the use of value added services with special emphasis on proliferation of Internet. It has also reduced the import duties on telecom equipment and allows tax exemption. Private sector data and Internet services providers are operating under license and revenue share arrangements. Internet & information technology services are now very popular in the market and numbers of new entrants are competing, providing Pakistan Telecommunication Company Limited an opportunity lease capacity. Its available IT & Internet infrastructure both for private sector licensed operators and Pakistan Telecommunication Company Limited own customers. Pakistan Telecommunication Company Limited is launching a three-phased project for IT & Internet to expand the service to take care of 300,000 customers including the needs of private license for infrastructure.
PTCLS CORE OBJECTIVES

The primary objective of Pakistan Telecommunication Company Limited is to provide telecommunication services to the people in the country or in short to satisfy the telecommunication needs of its customers. Responding to the rapid economic and technological growth, the company is determined to meet the challenge of expanding needs of telephone and data communication such as public data network, integrated services digital network and Internet services. The major focus of attention is to improve and expand the services, minimize the faults and provide communication facilities to rural areas. It is also one of the major objectives of management that the company should not improve its performance but also encourage the private sector to enter the Tele business. The company has entered the domain of free market economy, which necessitates the liberal management policies and private sector. The following basic policy steps have been taken to meet the objectives laid in PTCL Act to expand and operate telecommunication services in the country. The main objective of any company is to earn the profit and minimize expenses by winning goodwill in the market.
PTCL
The following are the long-term objectives of the organization. Provision of Telecom services all over the country. Plan, establish and maintain telecommunication Acquire, promote and manage research and development, transfer of technology and software development including manufacturing of telecommunication equipment and plant Enhance efficiency, improve quality and expand the system to meet customer satisfaction and provide service on demand. Create congenial climate for binding of human skill and horizon of employees through training and education. Convert its cash basis single entry accounting system to accrual basis double entry system meeting the commercial international accounting standards. To introduce computerized directory assistance and complaint services reform billing and a revenue collection system. Strengthen relation with foreign international administration, entities, services providers, international and regional telecom organizations for better international communication and technical cooperation in telecommunication business. Expand customer awareness of all value-added services of PTCL. To improve the efficiency of Customer Service Centers by deputing qualified persons who are well aware of public relation techniques.
PTCL
To introduce new services of audio Tex and video conferencing for the business community.
FINANCE & ACCOUNTING SYSTEM OF PTCL

The PTCL FINANCE & ACCOUNTING system is actually divided into three wings. 1- FINANCE 2- ACCOUNTS 3- REVENUE
FINANCE
The SEVP (FINANCE) is concerned with the makeup of the all type of financial decisions especially in the context of acquisition, financing and management of all assets with some goal in mind. The EVP (Finance) with the General Manager (Finance) extend their expertise in the decision making process.
ACCOUNTS Here the SEVP (Finance) is once again concerned by heading the EVP(ACCOUNTS) and General Manager (Accounts) to deal with all Accounts Decision. In PTCL the Finance and Accounting are so correlated but the difference between finance and Accounting is the method of Funds Recognition and the decision making. In the Accounting the Director Accounts in the PTCL Regions assist the higher management. REVENUE
Here the SEVP (Finance) is once again concerned by heading the EVP (Revenue) and General Manager (Revenue) to deal with all Revenue matters. One Director Revenue within the Region
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assist to implement and control the inflow of Revenue and Reconcile it with the PTCL Headquarters Islamabad. The PTCL is actually the Revenue Generation organization. PTCL Collect the Revenue from the following modes. 1) Revenue from System Billing of Land Line Numbers. a) Through Line Rent of Land Line Numbers. b) Through National wide dialing from LLNs (Land Line Numbers) c) International dialing from LLNs d) Providing Value Added services to customers. Like UAN (Universal Access Numbers), PABX (Private Auto Branch Exchanges),VPN( Virtual Private Network) Bandwidth of ISPS (Internet service providers) e) PTCL has its three subsidiaries PAKNET (leading ISP in the country), UFONE (unique cellular phone company in Pakistan), TF (Telecom Foundation) the leading foundation for the welfare of employees of Telecom Sector.
ACCOUNTING SYSTEM OF PTCL

In PTCL the rules contained in the special volume of the PTCL under which the SEVP (FINANCE) is responsible for creating the procedure of Accounting matters.
CAPITAL RECEIPTS SIDE.
1. REVENUE FROM BILLING SYSTEM a. Revenue from Usual customer. b. Revenue from DXX System c. Revenue from DSL System d. Revenue from PABX/PBX System
PTCL
e. Revenue from Card Phone Operators f. Revenue from IPOs Internet service providers g. Revenue from Mobile Phone Operators h. Co-location charges from various companies
2. REVENUE FROM OTHER a. Revenue from Overseas calls (Incoming) b. Revenue from Premium PRS (0900) calls c. Income from Dismantle Exchanges d. Revenue from MDF used by other companies
CAPITAL EXPENDITURES
INSTALLATION OF NEW EXCHANGES Expenses of installation of new Exchanges are the major capital expense of PTCL because PTCL purchases the new telephone exchanges from France, Italy, Germany and China. So heavy cost is to be paid for purchasing process in order to proper margin. Each exchange having different capacity and due which each Engineer should has to be trained accordingly so expenses rises on purchasing of new Telephone Exchanges. This is the main expense of PTCL. EXTENSION OF EXISTING EXCHANGES The extension of the existing exchanges is the dire need as the density of the population is increasing day by day and in order to fulfill the basic communication and fill the communication gap PTCL has to extend its normal Telephone Exchanges in accordance with the demand and per paid connection. So PTCL sustain heavy expenses on the extension of exchanges.
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INTERNAL AUDIT AND TECHNICAL INSPECTION
The PTCL has sustained huge amount in context of internal audit both Accounts and Technical from various agencies. For example M/s Ferguson conduct both internal audit and external audit and payment made to auditors in the expenses of the company.
ADMINISTRATION AND CONTROL EXPENSES
Sometime in the best interest of company, some expenses could be occurred for example if there is need of induction of a financial analyst in one region or if there is need of an Engineer then transfer and posting order can be issued and traveling and training expenses could be realized to employees.
SALARIES OF STAFF The monthly salary of the staff is rest with the approval of PTCL H.Q Islamabad. PTCL is spending lot of amount on the salaries. PRINTING AND STATIONARY CHARGES On printing of stationery PTCL spends reasonable amount. CONTRIBUTION IN PROVIDEND FUND There is also contribution in the provident fund from the PTCL. FINANCE SYSTEM OF PTCL PTCL has magnificent finance structure; it is basically Product Oriented organization so here, the Revenue is the Life Blood as such for any other profit seeking organization. So we should have
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isolated the Revenue from Finance side or either we should consider the Finance in the context of Revenue. Finance activities can be evaluated in terms of PTCLs basic financial statements analyzing through:
FINANCE PLANNING
On PTCL HQ Islamabad, SEVP (Finance) is, who with the concurrence with the CEO for making all the Finance Planning thats way the PTCL has to inject the money in order to boost up the business and in order to complete the stiff competition faced in the telecomm sector. Before taking any decision regarding financial planning the draft could be presented before the Board of Governors. In this section there is need of financing either in the WLL (wireless local loop) sector or wire-line or mobile operator services. Managing the PTCLs Asset structure PTCL is very organized organization and it has also its fixed as well with the current asset. So there are many experts in order to keep the eye watch on the PTCL infrastructure, for example Director (Fixed Assets) is responsible for the maintenance and repair of the building and machinery on the Regional level. Managing the PTCLs financial structure PTCL financial structure is in the safe hands the basic qualification for the post of Assistant Accounts Officer is MBA (Finance) and for the SEVP (Finance) the incumbent should possess the degree of MBA with ACMA & CA. Due to such fresh blood the young and energetic financial management taking some bold decision the results of which are awaited up till.
HUMAN RESOURCE ASSESSMENT

It is the department of the PTCL which has been established in 1999 so it is still in the
PTCL
development stage and there are number of activities which are yet to be decided to take into the consideration by the HUMAN RESOURCE DEPARTMENT OF PTCL. It is established to regulate the human resource activities and to solve number of critical activities and the problems of PTCL regarding the human resource and their critical matters. This department has its own importance and course of action to resolve and to foresee the future for the development of the employee and the customers interests simultaneously. A great deal of delay has been there for the establishment of HUMAN RESOURCE DEPARTMENT. PREVIOUSLY recruitment of the employees was the responsibility of the RRR DEPARTMENT but now it is to decide that activity would be given under the supervision of the HUMAN RESOURCE DEPARTMENT OF PTCL. This is also done in the recent years to cope with the new market condition of telecommunication industry in PAKISTAN as the GOVERNMENT has decided to privatize the PTCL. SO to attract the healthy customer, it was also necessary to make valuable arrangements so that the company can fulfill all kind of international standards which would be then helpful to convince the customer about the worth and the value of PTCL. Besides the functional requirement this was another factor, which played vital role for the establishment of the HUMAN RESOURCE DEPARTMENT. THE HUMAN RESOURCE DEPARTMENT is lead by the CHIEF ENGINEER and he is responsible for the activities carried out by the department. There are four DIRECTORS working under the supervision of the chief engineers. Then these DIRECTORS supervise the divisional engineers and assistant divisional engineers and so on. As it is at its initial stages so authorities and responsibilities are still under the process of development and precise definition of these are not finalized by the top-level management. The hierarchy of the human resource department clarifies the responsibilities and level of authorities between the different level of the department and also between the persons of human resource department.
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PTCL
The general hierarchical structure is as follows: CHIEF ENGINEER (HRM&P)
DIRECTOR
DIVISIONAL ENGINEER
ASST.DIVISIONAL ENGINEER
STAFF
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PTCL
This is general hierarchy where as there are four DIRECTORS working under the supervision of the CHIEF ENGINEER. Their classifications of the DIRECTORS are through their region like KARACHI, LAHORE, and CENTRAL AND NORTH.
SPECIAL TASKS
There are no defined and precise responsibilities of this department as it has already been mentioned that this department is still in the development stage. However some special task has been assigned to the department so that its activities can be started and the flow of activities and their harmony with other department can be established. For this purpose numbers of activities are assigned, out of which some were accomplished and some others are in the process of accomplishment. There was confusion about the exact number of PTCL employees. Exact data was not provided to the top-level management, approximate figure was there. More over different departments of PTCL claim different number of employees, which they collected through their own resources. Top level management was not satisfied which such kind of information, so it assigned the first task to the HUMAN RESOURCE DEPARTMENT. The challenge was accepted by the department and was successfully met with in the given time period. The figure of fifty five thousands three hundreds and eighty five (55,385) was found for the regular employees and figure eight thousands (8,000) was found out for the employees on contract basis. This figure is for the year 2002, so is the latest figure and is accepted by the toplevel management. The organization of data base management system was also assigned to the HRM department, which was also successfully done by the department. This helped PTCL to gather the distributed employee data which is then helpful for the regulation of pay system for the employees and also helpful for the regulation of seniority system for the employees These works are done successfully by the HRM DEPARTMENT. There are some other
PTCL
responsibilities, which are still in process of accomplishment. j. The development of recruitment manager software. k. Restructuring of organization structure. l. Revising of performance appraisal process. m. Establishment of some new rules and regulations to cope new market conditions.
n. Changes in the salary structure of the employees. o. Changes in the medical facilities. p. Establishment of compatibility between the expertise and their appointment. q. Reduction of union influence in the company matters. r. Establishment of programs for the development and training of employees.
GRANT FOR TRAINING PERSONNEL IN INFORMATION TECHNOLOGY BY SUBSIDIZING INTERNATIONAL CERTIFICATION FEES
In order to meet the international standards in Information Technology there was need of certification and qualification improvement by getting training and passing the examinations of different classifications of IT. So a grant was approved for the said purpose. The purpose of this grant is to support the candidates in obtaining specified and internationally recognized certification relevant to information technology and telecommunication by either completely or partially subsidizing the fee of examinations.
GRANT FOR HUMAN RESOURCE DEVELOPMENT AND INSTITUTIONAL UP GRADATION
Capacity-building in science and technology is one of most important aspects of a viable infra structure. Unfortunately majority of institutions in Pakistan suffer from a severe lack of human and institutional capacity to conduct any meaningful research and development projects and to provide quality teaching in the areas of science and engineering. There was therefore an urgent need to train manpower and upgrade scientific institution in Pakistan. SO a grant was approved by PTCL. This grant scheme was thus aimed to train manpower. The purpose of this grant was fold: to support the candidates in obtaining essential training/certification
PTCL
STAFF-WELFARE
PTCL is providing free medical facilities (indoor / outdoor) to both its serving and retired employees and their dependent family members from panel hospitals as well as from 42 staff dispensaries / medical centers established in various cities. The total number of beneficiaries is 296,850. Besides this, employees are given merit/stipend awards and general education grants for professional and general studies of their children. Benevolent grants of Rs. 1 lac as special compensation is paid to the employees on accidental death. Widows are also financially compensated out of welfare funds on the eve of Eid. Marriage grant is paid to the employees on the marriage of their dependent daughters as well. Transportation facilities for the commutation of staff and school going children are provided on nominal charges. Schools being run by Telecom Foundation (TF) are providing quality education to the children / wards of PTCL employees at concessional fees.
EDUCATION-TRAINING
At PTCL, special attention and care is given to nurturing potential and building human assets. Great emphasis is being laid on the inculcation of sense of responsibility and management of staff. Numerous training courses have been introduced for all levels of management and staff in order to train and groom the human capital. The National Post Graduate Institute of Telecom & Informatics (NPGITI) is also being revitalized. The institute currently offers Masters Programs in Telecom Engineering and Telecom Management apart from Diploma in Routing Technology. Engineers and other professionals are sent overseas to have a greater insight into emerging technologies and grasp latest management skills. Educational and training institutes that are run by PTCL include Telecom Staff College, Haripur, Regional Telecom Training Schools and fifteen Divisional Training Centers spread across the country. These facilities are fully equipped with all the required paraphernalia and have experienced faculty to groom the future resources for the organization.
PTCL
The modern training facilities at National Post Graduate Institute of Telecom & Informatics are accessible to the whole of the telecom sector. All telecom players can benefit from our facilities. This open approach gives PTCL the edge of achieving self-
sustenance in its training projects, besides catering to the telecom sector through trained and efficient human resources, thus catalyzing the growth and progress. To streamline the existing procedures and processes, further steps have been taken by integrating Recruitment Management and the Job Management System into the Human Resource Management Information System (HR-MIS).
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PTCL
Environmental Analysis
Analysis of External Environment
INDUSTRIAL STRUCTURE
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PTCL
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PTCL
Market Operations
MARKET STRUCTURE
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PTCL
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PTCL
Regulatory Environment
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PTCL
Analysis of Internal Environment
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PTCL
FINANCIAL ANALYSIS
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PTCL
BUSINESS STRATEGIES
Products and Services

PTCL LANDLINE
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PTCL
PTCL V-FONE
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PTCL
U-FONE
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PTCL
PAKNET LIMITED
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PTCL
PTCL BROADBAND
SMART SERVICES
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PTCL
SWOT Analysis
STRENGTHS
WEAKNESS
OPPORTUNITIES
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PTCL
THREATS
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PTCL
Department worked during internship and specific/leading contribution made.
In the beginning they gave me a brief introduction of all the aspects related to their field of business, their products, changes in products. A general overview of PTCL was given in other words. Moreover, I learned how things work in a practical environment, challenges and problems faced as I have mentioned. More specifically the project assigned to me during the internship was the sales analysis of PTCL-V Services Packages, a product of PTCL. The major department in which I did internship was marketing and sales department. The prices of the PTCL-V devices were reduced during the period which had a positive impact on sales. I was assigned the task of analyzing the impact of change in these prices on the overall income and other service packages of PTCL-V. PTCL V-fone (WLL Service) was a major area of focus for PTCL during the year. A few prominent measures taken in this area during the year were launching of free home delivery service. No line rent package was launched in September 2007. In June 2008, 30 seconds billing was introduced contributing as an effective customer retention tool. PTCL has expanded the network to provide coverage in all large and small cities including over 10,000 villages in rural areas of Pakistan.
Problems Identified
PTCL is a well organized company and operates efficiently in this competitive environment so it was difficult for me to identify the problem. But nothing is perfect in this world there is always a room for improvement. According to my limited knowledge following were the problems and challenges that can directly affect the efficiency and performance of the bank or in other words improvement need be made in the following areas:
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PTCL
There is a lack of balance in incentives given to old and new employees. New employees are paid more which de-motivates the old ones. Lack of proper computer skills in old employees is another problem. System problems do arise at times and customers have to wait for the system to work properly. Some employees misuse the resources of the company. Employees were not very effective in communication among themselves. They didnt share the experience with each other and didnt care about the other employees. Some employees lacked the trust in management.
Ineffective public dealing was another major problem which I experienced during my internship. Regularity and punctuality shows the character of big and good executives. But this problem is also faced by the overconfident employees.
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PTCL
Suggestions and Recommendations
No doubt P.T.C.L having the monopoly in providing the Land-Line Telephone Connection in Pakistan and its playing its role magnificently. In current scenario P.T.C.L has increases its Revenue quite dramatically, and probably that as soon as this organization has become privatized it will flourish its revenue in better manner.
PTCL should immediately change its Finance upper level of hierarchy and should stream line in the good manner. PTCL should also encourage the Billing On line system that each and every customer should have 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 common customer especially there are lot of complaints about the including the bogus local calls in the monthly bills of various customers. PTCL should 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 should be 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. The punching system of Billing through automation at CITI Bank Karachi takes so much time to adjust so it should be revived. The Financial D.D.O powers should be entrusted to the Director Finance rather GM. PTCL is not utilizing its surplus profit in long-term investment projects which be done. PTCL management should give concentration towards the Securities of deposit and it should be on maximum level.
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Internship Report
PTCL
The return on deposit should be checked accordingly. The cash generated from the operation must be utilized accordingly. Each Region should allocate the funds at its own level. PTCL should take the services of highly qualified financial analysts. The promotion system in the Finance & Revenue wing should be revived in true manner all promotion must be made strictly on merit. Each Region should maintain Profit & Loss and Balance sheet and the statement of Cash inflow and outflow.
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PTCL
Conclusion
PTCL needs innovative service offerings currently it doesnt even offer bundles or a single bill. Has been unclear about its IPTV and WiMAX plan and strategy (trials are in progress) Overall PTCL still behaves as a monopoly it has to change its attitude. At a minimum, avoiding billing errors and providing competent and courteous service to its customers is essential if PTCL wants to show that it is transforming itself to a competitive company which cares for its customers. It is said that the best assets of a company go home to their family in the evening. Can the culture of PTCL be changed to a performance and service based organization? According to the latest directors report from PTCL the organization is being revamped. Only time can tell the impact.
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PTCL

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TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ I INTRODUCTION ..................................................................................................................... II

COMPANYS ANALYSIS ......................................................................................................... IX

ENVIRONMENTAL ANALYSIS ............................................................................................. XXIV

Professional Integrity Customer Satisfaction Teamwork Company Loyalty

PTCLS CORE OBJECTIVES

FINANCE & ACCOUNTING SYSTEM OF PTCL

ACCOUNTING SYSTEM OF PTCL

CAPITAL RECEIPTS SIDE.

INTERNAL AUDIT AND TECHNICAL INSPECTION

ADMINISTRATION AND CONTROL EXPENSES

HUMAN RESOURCE ASSESSMENT

The general hierarchical structure is as follows: CHIEF ENGINEER (HRM&P)

Analysis of Internal Environment

Products and Services

Department worked during internship and specific/leading contribution made.

Suggestions and Recommendations

TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ I INTRODUCTION ..................................................................................................................... II

COMPANYS ANALYSIS ......................................................................................................... IX

ENVIRONMENTAL ANALYSIS ............................................................................................. XXIV

Professional Integrity Customer Satisfaction Teamwork Company Loyalty

PTCLS CORE OBJECTIVES

FINANCE & ACCOUNTING SYSTEM OF PTCL

ACCOUNTING SYSTEM OF PTCL

CAPITAL RECEIPTS SIDE.

INTERNAL AUDIT AND TECHNICAL INSPECTION

ADMINISTRATION AND CONTROL EXPENSES

HUMAN RESOURCE ASSESSMENT

The general hierarchical structure is as follows: CHIEF ENGINEER (HRM&P)

Analysis of Internal Environment

Products and Services

Department worked during internship and specific/leading contribution made.

Suggestions and Recommendations

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