SUMMER TRAINING PROJECT REPORT

Undertaken at

Submitted for the Partial fulfillment of the requirement

towards the award of Degree of
Master of Business Administration (MBA)
Session 2009-2011
Submitted by:
SHAMA AFROZE
09-MBA-14
04-45
Under the Supervision of:
Varun Bhaskar
Lead-HR (MTS)

Dev Bhoomi institute of Technology

Dehradun (Uttrakhand University)

CERTIFICATE OF COMPLETION

This is to certify that Shama Afroze has completed her Summer Training Project
under my direct supervision. She under went the Summer Training on and from
June 15th, 2010 to August 7th, 2010 during which she was assigned
MARKETING INTELLIGENCE IN HR, which she has successfully
completed and the same is presented in the form of the present Project Report.
It is further certified that the project report submitted by Faiza Khan reflects her
original work and based on the work assigned to her for the Summer Training and
that the present project report has not been submitted elsewhere for award of any
degree, diploma or fellowship.

Project Guide:
Varun Bhaskar
Lead (MTS)

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DECLARATION
I,Shama Afroze, a bonafide student of MBA (Full Time) Programme at the Centre
for Management Studies, Dev Bhoomi institute of Technology Dehradun , hereby
declare that I have undergone the Summer Training at MTS under the supervision
of Mr. Varun Bhaskar on and from 17th May 2010 to 15th July 2010.
I also declare that the present project report is based on the above summer training
and is my original work. The content of this project report has not been submitted
to any other university or institute either in part or in full for the award of any
degree, diploma or fellowship.
Further, I assign the right to the university, subject to the permission from the
organization concerned, use the information and contents of this project to develop
cases, caselets, case leads, and papers for publication and/or for use in teaching.

Place: New Delhi

Date:.

Faiza Khan, JMI

(Signature).
Faiza Khan
09-MBA-14

09-MBA-14

ACKNOWLEDGEMENT

It is with immense satisfaction and pride that, I am completing my Summer

Project report, I therefore, would like to wait for few moments and thank Dev
Bhoomi institute of Technology Dehradun for encouraging me to take up my Summer
Project at MTS. I am also very thankful to all my faculty members for their
extensive support, timely guidance and regular monitoring my progress and
providing valuable inputs from time to time.
I would also wish to acknowledge my profound gratitude to MTS Management
who allowed me to do Summer Training and helped me in the completion of this
project. I am extremely grateful to all the concerned employees for their full
support and guidance despite their tight and busy schedules.
I would like to express my special and sincere thanks to Mr.Varun Bhaskar and
Mr.Sanjeev Nager, Human Resource Department, for rendering valuable guidance
and necessary suggestions in bringing out this project report.
I also express my overriding debts and thanks to my parents, without whose help it
would have been impossible to complete my project.
Last but not the least; I shall fail in my duty, if I dont thank all those concerned
friends who have directly or indirectly contributed in the completion of this entire
Summer Internship Project.

FAIZA KHAN

Faiza Khan, JMI

09-MBA-14

TABLE OF CONTENTS

Topics

Sub-topics

Page No.

A. Front page

01

B. Certificate of Completion

02

C. Certificate of Declaration

03

D. Acknowledgement

04

E. Table of Contents

05

1. Overview of the Industry

Introduction

08

Major Payers

08

Company Market Shares

12

Revenue Chart of Telecom Companies

Telecom Policy Environment
Unified Licensing
Risks coming in the way
Telecom Companies in India
2. Brief profile of the Company
History of MTS
Company profile
MTS India
Main Activities
Vision & Mission
Market Share
Corporate Social Responsibility
2.1 Past Performance

Income Statements
Balance Sheets
Key Financial Highlights

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Operational Review
Organizational Structure & Design
Policies of the Company
MTS in News
3. Report on Work Experience

Description of Assigned Work

Responsibilities
Nature of Work
Work Expectations
Procedure & Methodology
Marketing Intelligence
Benchmarking
Internship at MTS-Experience & Learning

3.1.1 Research based Training

Research Methodology
Report Sheets

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OVERVIEW OF THE
INDUSTRY

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The Indian Telecom Industry

The telecom network in India is the fifth largest network in the world meeting up
with global standards. Presently, the Indian telecom industry is currently slated to an
estimated contribution of nearly 1% to Indias GDP.

Introduction
The Indian Telecommunications network with 110.01 million connections is the fifth
largest in the world and the second largest among the emerging economies of Asia.
Today, it is the fastest growing market in the world and represents unique
opportunities for U.S. companies in the stagnant global scenario. The total subscriber
base, which has grown by 40% in 2006, is expected to reach 250 million by 2008.
According to Broadband Policy 2004, Government of India aims at 9 million
broadband connections and 18 million internet connections by 2008. The wireless
subscriber base has jumped from 33.69 million in 2005 to 62.57 million in FY20052008. In the last 3 years, two out of every three new telephone subscribers were
wireless subscribers. Consequently, wireless now accounts for 54.6% of the total
telephone subscriber base, as compared to only 40% in 2004. Wireless subscriber
growth is expected to bypass 2.5 million new subscribers per month by 2008. The
wireless technologies currently in use are Global System for Mobile Communications
(GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5
CDMA operators providing mobile services in 19 telecom circles and 4 metro cities,
covering 2000 towns across the country.
Telecom Industry in India ' is regulated by 'Telecom Regulatory Authority of India'
(TRAI). It has earned good reputation for transparency and competence. Three types of
players exists in ' Telecom Industry India ' community

State owned companies like - BSNL and MTNL.

Private Indian owned companies like - Reliance Infocomm and Tata Teleservices.
Foreign invested companies like - Hutchison-Essar, Bharti Tele-Ventures, Escotel,
Idea Cellular, BPL Mobile, Spice Communications etc.

Major Players
BSNL
On October 1, 2000 the Department of Telecom Operations, Government of India
became a corporation and was renamed Bharat Sanchar Nigam Limited (BSNL).
BSNL is now Indias leading telecommunications company and the largest public
sector undertaking. It has a network of over 45 million lines covering 5000 towns
with over 35 million telephone connections.
The state-controlled BSNL operates basic, cellular (GSM and CDMA) mobile, Internet
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and long distance services throughout India (except Delhi and Mumbai). BSNL will be
expanding the network in line with the Tenth Five-Year Plan (1992-97). The aim is to
provide a telephone density of 9.9 per hundred by March 2007. BSNL, which became
the third operator of GSM mobile services in most circles, is now planning to
overtake Bharti to become the largest GSM operator in the country. BSNL is also the
largest operator in the Internet market, with a share of 21 per cent of the entire
subscriber base.
BHARTI
Established in 1985, Bharti has been a pioneering force in the telecom sector with
many firsts and innovations to its credit, ranging from being the first mobile service
in Delhi, first private basic telephone service provider in the country, first Indian
company to provide comprehensive telecom services outside India in Seychelles and
first private sector service provider to launch National Long Distance Services in
India. Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries operate telecom
services across India. Bhartis operations are broadly handled by two companies: the
Mobility group, which handles the mobile services in 16 circles out of a total 23
circles across the country; and the Infotel group, which handles the NLD, ILD, fixed
line, broadband, data, and satellite-based services. Together they have so far
deployed around 23,000 km of optical fiber cables across the country, coupled with
approximately 1,500 nodes, and presence in around 200 locations. The group has a
total customer base of 6.45 million, of which 5.86 million are mobile and 588,000
fixed line customers, as of January 31, 2004. In mobile, Bhartis footprint extends
across 15 circles.
Bharti Tele-Ventures' strategic objective is to capitalize on the growth opportunities
the company believes are available in the Indian telecommunications market and
consolidate its position to be the leading integrated telecommunications services
provider in key markets in India, with a focus on providing mobile services.
MTNL
MTNL was set up on 1st April 1986 by the Government of India to upgrade the
quality of telecom services, expand the telecom network, introduce new services and
to raise revenue for telecom development needs of Indias key metros Delhi, the
political capital, and Mumbai, the business capital. In the past 17 years, the company
has taken rapid strides to emerge as Indias leading and one of Asias largest
telecom operating companies. The company has also been in the forefront of
technology induction by converting 100% of its telephone exchange network into the
state-of-the-art digital mode. The Govt. of India currently holds 56.25% stake in the
company. In the year 2003-04, the company's focus would be not only consolidating
the gains but also to focus on new areas of enterprise such as joint ventures for
projects outside India, entering into national long distance operation, widening the
cellular and CDMA-based WLL customer base, setting up internet and allied services
on an all India basis.
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MTNL has over 5 million subscribers and 329,374 mobile subscribers. While the
market for fixed wireline phones is stagnating, MTNL faces intense competition from
the private playersBharti, Hutchison and Idea Cellular, Reliance Infocommin
mobile services. MTNL recorded sales of Rs. 60.2 billion ($1.38 billion) in the year
2002-03, a decline of 5.8 per cent over the previous years annual turnover of Rs.
63.92 billion.
RELIANCE INFOCOMM
Reliance is a $16 billion integrated oil exploration to refinery to power and textiles
conglomerate (Source: http://www.ril.com/newsitem2.html). It is also an integrated
telecom service provider with licenses for mobile, fixed, domestic long distance and
international services. Reliance Infocomm offers a complete range of telecom
services, covering mobile and fixed line telephony including broadband, national and
international long distance services, data services and a wide range of value added
services and applications. Reliance IndiaMobile, the first of Infocomm's initiatives
was launched on December 28, 2002. This marked the beginning of Reliance's vision
of ushering in a digital revolution in India by becoming a major catalyst in improving
quality of life and changing the face of India. Reliance Infocomm plans to extend its
efforts beyond the traditional value chain to develop and deploy telecom solutions for
India's farmers, businesses, hospitals, government and public sector organizations.
Until recently, Reliance was permitted to provide only limited mobility services
through its basic services license. However, it has now acquired a unified access
license for 18 circles that permits it to provide the full range of mobile services. It
has rolled out its CDMA mobile network and enrolled more than 6 million subscribers
in one year to become the countrys largest mobile operator. It now wants to
increase its market share and has recently launched pre-paid services. Having
captured the voice market, it intends to attack the broadband market.
TATA TELESERVICES
Tata Teleservices is a part of the $12 billion Tata Group, which has 93 companies,
over 200,000 employees and more than 2.3 million shareholders. Tata Teleservices
provides basic (fixed line services), using CDMA technology in six circles:
Maharashtra (including Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu, Gujarat,
and Karnataka. It has over 800,000 subscribers. It has now migrated to unified
access licenses, by paying a Rs. 5.45 billion ($120 million) fee, which enables it to
provide fully mobile services as well.
The company is also expanding its footprint, and has paid Rs. 4.17 billion ($90
million) to DoT for 11 new licenses under the IUC (interconnect usage charges)
regime. The new licenses, coupled with the six circles in which it already operates,
virtually gives the CDMA mobile operator a national footprint that is almost on par
with BSNL and Reliance Infocomm. The company hopes to start off services in these
11 new circles by August 2004. These circles include Bihar, Haryana, Himachal
Pradesh, Kerala, Kolkata, Orissa, Punjab, Rajasthan, Uttar Pradesh (East) & West
and West Bengal.
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VSNL
On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a wholly Government
owned corporation - was born as successor to OCS. The company operates a network
of earth stations, switches, submarine cable systems, and value added service nodes
to provide a range of basic and value added services and has a dedicated work force
of about 2000 employees. VSNL's main gateway centers are located at Mumbai, New
Delhi, Kolkata and Chennai. The international telecommunication circuits are derived
via Intelsat and Inmarsat satellites and wide band submarine cable systems e.g.
FLAG, SEA-ME-WE-2 and SEA-ME-WE-3.
The company's ADRs are listed on the New York Stock Exchange and its shares are
listed on major Stock Exchanges in India. The Indian Government owns
approximately 26 per cent equity, M/s Panatone Finvest Limited as investing vehicle
of Tata Group owns 45 per cent equity and the overseas holding (inclusive of FIIs,
ADRs, Foreign Banks) is approximately 13 per cent and the rest is owned by Indian
institutions and the public. The company provides international and Internet services
as well as a host of value-added services. Its revenues have declined from Rs. 70.89
billion ($1.62 billion) in 2001-02 to Rs. 48.12 billion ($1.1 billion) in 2002-03, with
voice revenues being the mainstay. To reverse the falling revenue trend, VSNL has
also started offering domestic long distance services and is launching broadband
services. For this, the company is investing in Tata Telservices and is likely to
acquire Tata Broadband.
HUTCH
Hutchs presence in India dates back to late 1992, when they worked with local
partners to establish a company licensed to provide mobile telecommunications
services in Mumbai. Commercial operations began in November 1995. Between 2000
and March 2004, Hutch acquired further operator equity interests or operating
licences. With the completion of the acquisition of BPL Mobile Cellular Limited in
January 2006, it now provides mobile services in 16 of the 23 defined licence areas
across the country.
Hutch India has benefited from rapid and profitable growth in recent years. it had
over 17.5 million customers by the end of June 2006.
IDEA
Indian regional operator IDEA Cellular Ltd. has a new ownership structure and grand
designs to become a national player, but in doing so is likely to become a thorn in
the side of Reliance Communications Ltd. IDEA operates in eight telecom circles, or
regions, in Western India, and has received additional GSM licenses to expand its
network into three circles in Eastern India -- the first phase of a major expansion
plan that it intends to fund through an IPO, according to parent company Aditya Birla
Group .

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Company Market Shares

Indian mobile operators collectively added 16.30 million new subscribers in the month of
May 2010 taking the overall wireless subscriber base in the country to 617.53 million.
Bharti Airtel added the highest number of new subscribers with 3 million additions
followed by fierce competitor Reliance Communications with 2.8 million new
subscribers. Vodafone Essar added 2.5 million new subscribers while Tata Teleservices
added 2.3 million subscribers.
Aircel added 1.6 million subscribers, Idea Cellular 1.4 million and BSNL about 1 million.

New entrant Unitech witnessed a drop in subscriber base by 8,722. Videocon added 0.7
million new subscribers.
The fixedline subscriber base continued downward trend to reach 36.39 million while the
broadband subscriber base increased to 9.24 million.
At the end of May 2010, Indias total subscribe base reached 653.92 million with a teledensity of 55.38.

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Revenue Chart of Telecom Companies

Telecom Policy Environment

Indian telecommunications today benefits from among the most enlightened
regulation in the region, and arguably in the world. The sector, sometimes
considered the poster-boy for economic reforms, has been among the chief
beneficiaries of the post-1991 liberalization. Unlike electricity, for example, where
reforms have been stalled, telecommunications has generally been seen as removed

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from mass concerns, and thus less subject to electoral calculations. Market oriented
reforms have also been facilitated by lobbying from Indias booming
technology sector, whose continued success of course depends on the quality of
communications infrastructure.
Despite several hiccups along the way, the Telecom Regulatory Authority of India
(TRAI), the independent regulator, has earned a reputation for transparency and
competence. With the recent resolution of a major dispute between cellular and fixed
operators (see below), Indian telecommunications, already among the most
competitive markets in the world, appears set to continue growing rapidly.
While telecom liberalization is usually associated with the post-1991 era, the seeds
of reform were actually planted in the 1980s. At that time, Rajiv Gandhi proclaimed
his intention of leading India into the 21st century, and carved the Department of
Telecommunications (DOT) out of the Department of Posts and Telegraph. For a time
he also even considered corporatizing the DOT, before succumbing to union pressure. In
a compromise, Gandhi created two DOT-owned corporations: Mahanagar Telephone
Nigam Limited (MTNL), to serve Delhi and Bombay, and Videsh Sanchar Nigam
Limited (VSNL), to operate international telecom services. He also introduced private
capital into the manufacturing of telecommunications equipment, which had previously
been a DOT monopoly.
These and other reforms were limited by the unstable coalition politics of the late 1980s.
It was not until the early 1990s, when the political situation stabilized, and with the
general momentum for economic reforms, that telecommunications liberalization really
took off. In 1994, the government released its National Telecommunications Policy
(NTP-94), which allowed private fixed operators to take part in the Indian market for the
first time (cellular operators had been allowed into the four largest metropolitan centers in
1992). Under the governments new policy, India was divided into 20 circles roughly
corresponding to state boundaries, each of which would contain two fixed operators
(including the incumbent), and two mobile operators.
As ground-breaking as NTP-94 was, its implementation was unfortunately marred by
regulatory uncertainty and over-bidding. A number of operators were unable to live
up to their profligate bids and, confronted with far less lucrative networks than they
had supposed, pulled out of the country. As a result, competition in Indias telecom
sector did not really become a reality until 1999. At that time the governments New
Telecommunications Policy (NTP-99) switched from a fixed fee license to a
revenuesharing regime of approximately 15%. This figure has subsequently been lowered
(to10%-12%), and is expected to be reduced even further over the coming years. Still,
India continues to derive substantial revenue from license fees ($800 million in
2001-2002), leading some critics to suggest that the government has abrogated its
responsibilities as a regulator to those as a seller. Another, perhaps even more significant,
problem with Indias initial attempts to introduce competition was the lack of regulatory
clarity. Private operators complained that the licensor the DOT was also the
incumbent operator. The many stringent conditions attached to licenses were thus seen by
many as the DOTs attempt to limit competition. It was in response to such concerns that

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the government in 1997 set up the Telecom Regulatory Authority of India (TRAI), the
nations first independent telecom regulator.
Over the years, TRAI has earned a growing reputation for independence, transparency
and an increasing level of competence. Early on, however, the regulator was beleaguered
on all fronts. It had to contend with political interference, the incumbents many
challenges to its authority, and accusations of ineptitude by private players. Throughout
the late 1990s, TRAIs authority was steadily whittled away in a number of cases, when
the courts repeatedly held that regulatory power lay with the central government. It was
not until 2000, with the passing of the TRAI Amendment Act, that the regulatory body
really came into its own. Coming just a year after NTP-99, the act marks something of a
watershed moment in the history of India telecom liberalization. It set the stage for
several key events that have enabled the vigorous competition witnessed today. Some of
these events include: The corporatization of the DOT and the creation of a new stateowned telecom company, Bharat Sanchar Nigam Ltd (BSNL), in 2000;
The opening up of Indias internal long-distance market in 2000, and the subsequent
drop in long-distance rates as part of TRAIs tariff rebalancing exercise;
The termination of VSNLs monopoly over international traffic in 2002, and the partial
privatization of the company that same year, with the Tata group assuming a 25% stake
and management control;
The gradual easing of the original duopoly licensing policy, allowing a greater number
of operators in each circle;
The legalization, in 2002, of IP telephony (a move that many believe was held up due to
lobbying by VSNL, which feared the consequences on its international monopoly);
The introduction in 2003 of a Calling Party Pays (CPP) system for cell phones, despite
considerable opposition (including litigation) by fixed operators;
And, more generally, the commencement of more stringent interconnection regulation
by TRAI, which has moved from an interoperatornegotiations-based approach (often
used by the stronger operator to negotiate ad infinitum) to a more rules-based approach.
All of these events have created an impressive forward-momentum in Indian
telecommunications, resulting in a vigorously competitive and fast-growing sector. India
has also suffered from its fair share of regulatory hiccups. Many operators (mobile
players in particular) still complain about the difficulties of gaining access to the
incumbents (BSNL) network, and the governments insistence on capping FDI in the
telecom sector to 49% (a move made in the name of national security) limits capital
availability and thus network rollout. In addition, ISPs, who were allowed into the market
under a liberal licensing regime in 1998, continue to hemorrhage money, and have been
pleading with the government for various forms of relief, including the provision of
unmetered phone numbers for Internet access. Despite initially impressive results, the
growth of Internet in the country has recently stalled, with only 8 million users.
Broadband penetration, too, remains tiny.

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Unified Licensing
But perhaps the biggest and, until recently, most intractable regulatory problem has
been the drawn-out battle over limited mobility telephony. This imbroglio began in
1999, when MTNL sought permission from TRAI to provide CDMA-based WLL
services with limited mobility. GSM cellular operators were soon up in arms, arguing
that limited mobility was simply a backdoor entry into their business. Moreover, fixed
operators had paid lower license and spectrum fees than cellular ones; were not required
to pay access charges for cell-to-fixed calls (unlike their cellular counterparts); and,
amidst accusations of cross-subsidization, were charging considerably lower rates than
the cellular operators. The resulting conflict dragged on in the courts and in the political
arena for years.
Fixed operators including new entrants Reliance and Tata Teleservices claimed that they
were being prevented from providing a cheap service that would drive penetration and be
of benefit to the common man; cellular players bitterly opposed what they perceived as
unequal regulatory treatment for two kinds of operators who were in fact offering the
same service. The real victim, of course, was the Indian telecommunications market,
which suffered from investor perceptions of regulatory confusion and operator infighting. In late 2002, for example, thousands of mobile users in New Delhi were for a
time cut off from the fixed-line network when MTNL shut down interconnection for
cellular companies. (MTNL later attributed the incident to a technical snag.)
It was not until late 2003 that the issue was finally resolved, under considerable
government pressure, when cellular operators agreed to withdraw their many cases
against the fixed-line operators. Fixed operators would in effect be allowed to enter
the mobile business; in return, the government granted cellular players several
concessions, including lower revenue-share arrangements estimated to total over
$210 million. Perhaps most notably, the government announced its intention to
adopt a unified access licensing regime, which would in the future provide a single,
technology-neutral license for fixed and cellular operators. The hope is that this
new license category will prevent a repeat of the recent controversy, and allow new
technologies to enter the Indian market without requiring a wholesale rewrite of
licensing laws.

Higher acceptance for wireless services

Indian customers are embracing mobile technology in a big way (an average of four
million subscribers added every month for the past six months itself). They prefer
wireless services compared to wire-line services, which is evident from the fact that
while the wireless subscriber base has increased at 75 percent CAGR from 2001 to
2006, the wire-line subscriber base growth rate is negligible during the same period.
In fact, many customers are returning their wire-line phones to their service
providers as mobile provides a more attractive and competitive solution. The main
drivers for this trend are quick service delivery for mobile connections, affordable

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pricing plans in the form of pre-paid cards and increased purchasing power among
the 18 to 40 years age group as well as sizeable middle class a prime market for this
service.
Some of the positive impacts of this trend are as follows. According to a study, 18
percent of mobile users are willing to change their handsets every year to newer
models with more features, which is good news for the handset vendors. The other
impact is that while the operators have only limited options to generate additional
revenues through value-added services from wire-line services, the mobile operators
have numerous options to generate non-voice revenues from their customers.
Some examples of value-added services are ring tones download, coloured ring back
tones, talking SMS, mobisodes (a brief video programme episode designed for
mobile phone viewing) etc. Moreover, there exists great opportunity for content
developers to develop applications suitable for mobile users like mobile gaming,
location based services etc. On the negative side, there is an increased threat of
virus spread through mobile data connections and Bluetooth technology in mobile
phones, making them unusable at times. This is good news for anti-virus solution
providers, who will gain from this trend.

Risk coming in the way

Hindu Business Line has given the top 10 risks.
Regulation and compliance : The regulatory authority in India has delayed the 3G
auction and sets up new guidelines every now and then. It has also given 3G license for
BSNL without giving it to other providers. Airtel and Vodafone which has launched
iPhone 3G phone were left in the dark with 3G phones without any 3G service.
Entry of 4-5 players : Licenses were granted to 6 new players. Unitech, Sistema, etc..
Sitema has started its operations under the name of MTS by providing 1 million minutes
free. New players and offers like these would seriously dent the expansion plans of
established players. All the players should think out of the box and come up with IDEAS.
Next thing would be consolidation in the industry which is already happening in the
telecom tower business.
Capital for expansion : This is the biggest criteria for smaller players. While there are no
smaller players, as the new players are backed up by some heavy-weights, expansion is
still tough. This is where sharing infrastructure comes into picture. Indus Towers is one
such example. BSNL has recently announced about leasing its towers. Initiatives like
these will help both the older and newer players to penetrate into new markets.
Attracting and managing talent and intellectual capital : This is a tough one. With
fierce competition comes the talent poaching. Companies should have some talent

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retention measures in place. Airtel has restructured its business into 9 verticals to retain
talent. Not every company can do the same but, that is one option.
Management of strategic partnerships : Providing free SMSs or call rates at 40 paise
per minute are no longer the differentiators. It is the value Added services which matter.
There were bunch of partnerships which happened in the last 2 months. AskLaila-Airtel
partnership for local search, AmarChitraKatha - Vodafone, IDEA and Bharat Matrimony
have tied up for VAS. BSNL has recently tied up with Hungama portal for music and
game downloads. Strategic partnerships like these should be nurtured and maintained.
Inappropriate processes and systems to support exponential business growth
experienced over past 4-5 years : This is where investing in IT and the right tools is
crucial. These are the operations that should be outsourcing so that the telecom
companies can focus on their core areas. Indian telecom companies should outsource
aggressively and focus on expanding their network and services.
Forecasting returns from technology and infrastructure investments
-Privacy and security risks
-Contain and reduce costs
Manage consolidation and mergers & acquisition : This would tie back to point #2 of
entry of new players and a possible consolidation in the telecom business and the tower
business.

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Telecommunication Companies in India

GSM

Aircel Airtel BSNL Cheers Mobile Service

Idea Cellular Loop Mobile (Formerly BPL)
MTNL Reliance Spice Telecom Tata
DoCoMo Vodafone Uninor Videocon Mobile
Service S Tel Virgin Mobile India (MVNO)

CDMA

BSNL MTNL MTS India Reliance Tata

Indicom Virgin Mobile India (MVNO)

Wire line

BSNL Airtel MTNL Reliance Tata Indicom

Shyam Telelink

MNP Clearinghouse

MNP Interconnection Telecom Solutions

Syniverse Technologies

Telecom

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PART-A
Brief Profile of the Company

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Brief Profile of the Company-MTS

History of MTS
MTS was established in October 1993 by Moscow City Telephone Network (MGTS), TMobile Deutschland GmbH (T-Mobile), an affiliate of Deutsche Telekom AG, Siemens
AG (Siemens) and several other shareholders. In late 1996, Sistema JSFC acquired a
majority stake in MTS and has remained the primary owner ever since.
MTS was the first company to launch GSM services in the Moscow region in 1994. In
subsequent years, MTS has expanded rapidly in Russia largely through the acquisition of
smaller independent players and became the leading national mobile operator.
MTS initiated its international expansion in 2002 through the establishment of Mobile
TeleSystems LLC, a joint venture with Beltelecom, the national fixed line operator in
Belarus.
In 2003, MTS continued to expand in the CIS by acquiring the leading operator UMC in
Ukraine, the biggest CIS market outside of Russia.
MTS entered Central Asia in 2004 through the acquisition of the leading mobile phone
operator in Uzbekistan, Uzdunrobita. In June 2005, the Company acquired Barash
Communications Technologies, Inc., the number one operator in Turkmenistan.
In September 2007, MTS continued its international expansion through the acquisition of
the leading mobile operator in Armenia, K-Telecom.
In December 2008, MTS extended its brand outside the CIS borders. MTS and Shyam
Telelink Limited, JSFC Sistema's telecommunications subsidiary in India, announced the
agreement to allow Shyam Telelink to use MTS brand in India. The decision to introduce
the brand to India is reflective of the brands success in the Companys markets of
operation since its launch in May 2006. In April 2008, MTS brand was recognized as one
of the BRANDZ Top 100 Most Powerful Brands, a ranking published by the
Financial Times and Millward Brown, a leading global market research and consulting
firm.
Today, Mobile TeleSystems is the largest mobile phone operator in Russia and the CIS.
MTS is a multinational corporation of a new type, based in a high-growth emerging
market and simultaneously entering other developing markets with a unified brand.
Having been recognized internationally for corporate governance and transparency, MTS
is not only a leading Russian blue-chip company, but a truly global organization.
Faiza Khan, JMI

09-MBA-14

Company Profile
MTS is
The leading mobile phone operator in Russia and the Commonwealth of
Independent States (CIS)
A top 10 global mobile operator
One of the 100 most powerful brands in the world*
We have a rapidly growing subscriber base...
MTS, together with its subsidiaries, expanded its consolidated subscriber base to
82 million as at December 31, 2007
The regions of Russia, as well as Ukraine, Uzbekistan, Turkmenistan, Armenia
and Belarus, in which MTS and is associates and subsidiaries are licensed to
provide GSM services, have a total population of more than 230 million
...and a fast-expanding geographic footprint in the CIS
MTS is committed to strengthening its prime position in the Russian market
growing within the Companys existing CIS footprint into other regional markets
where synergies can be realized
The Company is also seeking additional business opportunities through vertical
and horizontal integration
We are enhancing our product range through the development of value-added
services (VAS)...
MTS is focused on delivering the highest-quality products and services to its
customer base, including VAS services such as:
o Voicemail
o Text
o Multimedia messaging (SMS and MMS)
o Internet mobile broadband
o News
o Entertainment
o Email
o Ring-back tones (RBT)
o Mobile advertising
o Other data services

Our products, services and VAS are enabled by GSM, CDMA and 3G/HSPA
networks

Faiza Khan, JMI

09-MBA-14

...and have a strong history of delivering shareholder value since we were first listed
on NYSE in 2000
MTS completed its IPO and listed its Level-III ADSs on the New York Stock
Exchange in July 2000, under the symbol MBT the second-ever Russian
company to list on the NYSE
The Companys shares have been listed locally on MICEX since November 2003,
under the symbol MTSI
MTS GDRs are also traded in Europe
The free float of the Companys shares is approximately 46.7%
MTS is 54.3% majority-owned by Sistema, the largest private sector consumer
services company in Russia and the CIS
The Company was SOX-compliant in 2007
MTS has been ranked as the most transparent Russian company by Standard &
Poors three years running
In 2006 and 2007, MTS was recognized as having the best Investor Relations
department in the telecom sector in Russia in the Extel Survey, conducted jointly
by Interfax and Thomson Financial
We have also recently gained notable international recognition for our
accomplishments
In January 2008, MTS became the first Russian company to receive a nomination
in the 13 th Annual Global Mobile Awards hosted by the GSM Association
(GSMA), the global trade association for the mobile industry
In April 2008, the CEO of MTS joined the Board of the GSMA
In May 2008, MTS was included in the InfoTech 100 ranking of the bestperforming tech companies by Business Week
In June 2008, MTS was recognized by Readers Digest as the Most Trusted
Brand among mobile operators in Russia
* MTS was included in the 2008 BRANDZ Top 100 Most Powerful Brands survey
conducted by Millwood Brown in association with the Financial Times.

MTS INDIA- BRIEF HISTORY

Faiza Khan, JMI

09-MBA-14

Industry
Founded
Headquarters
Products
Owner(s)
Website

Mobile telecommunications
2009 as Sistema Shyam TeleServices Limited
New Delhi, Delhi, India
CDMA
Sistema (73.71%)
Shyam Group (23.70%)
Mtsindia.in

Sistema Shyam TeleServices launches MTS

brand in India
Announces pan-Indian foray, to foster growth of the mobile telephony
market in the country
New Delhi, March 26, 2009: Sistema Shyam TeleServices Limited (SSTL), a joint
venture between Sistema (LSE: SSA) of Russia and Shyam Group of India, today
announced the launch of its globally acclaimed brand MTS in India with the
commencement of its services in Tamil Nadu. The company has entered into agreement
with Mobile TeleSystems OJSC (MTS; NYSE: MBT) of Russia, to launch its pan-India
operations under the MTS brand. SSTL has licenses and spectrum to provide mobile
telephony services on the CDMA platform in all 22 circles across the country, covering
28 states.
Speaking on the occasion, Sergey Cheremin, Senior Vice President & Head of External
Relations Division, Sistema said, India is a key market for Sistema, as it offers high
potential for growth. Our majority stake in Sistema Shyam TeleServices, is in alignment
with our strategy to enter high growth markets and have an extended footprint in telecom.
The market dynamics, growth prospects, business environment in India, substantiate our
decision.
The tie-up with Sistema Shyam TeleServices gives us an opportunity to increase our
brand value in one of the most exciting telecom markets in the world. We strongly believe
that our association will be instrumental in extending a global telecom experience to the
MTS subscribers in the country, said Mikhail Gerchuk, Vice President & Chief
Commercial Officer, MTS.
The existing services of SSTL in Rajasthan under the brand Rainbow will also be
rebranded to MTS shortly. The company aims to significantly increase the level of
telecom penetration in the country by offering subscribers access to superior connectivity
at affordable prices.
Speaking at the launch, Mr. Vsevolod Rozanov, President and CEO of Sistema Shyam
TeleServices, said: The globally recognized brand MTS, built on a superior technology
platform and strong marketing programmes, will give a competitive advantage to Sistema
Shyam Teleservices.
Faiza Khan, JMI

09-MBA-14

We are proud on the launch of pan-India operations of Sistema Shyam TeleServices

with MTS. We intend to play an active role in the overall development of Indias telecom
infrastructure as well as in providing world-class, superior and value-added services for
our subscribers. Our mission is to enable accessibility and connectivity, to enable people
communicate seamlessly. added Mr. Alok Tandon, Managing Director Sistema Shyam
TeleServices.
MTS is one of the Top 100 Most Powerful Brands in the world, and is the 8th largest
mobile operator in the world. This is recognition of its leadership across the CIS and
increasing global relevance.

About Sistema Shyam Teleservices

Sistema Shyam TeleServices {SSTL} is a joint venture company between Sistema {LSE:
SSA} of Russia and Shyam Group of India. Sistema is the majority share holder in this
joint venture with 74% stake. SSTL has licenses and spectrum to provide mobile
telephony services on the in all 22 circles across the country. Sistema Shyam TeleServices
Limited (SSTL) was founded in 1998 and started its operations in the state of Rajasthan in 2000.
Presently SSTL has more than 500,000 fixed-line and mobile subscribers in the state of Rajasthan
and continues to further expand its network and develop its service offering. SSTL obtained a
unified pan-Indian license to provide cellular services in March 2008 and now has spectrum in 22
Indian circles.

About Sistema Corporation (SSA)

Sistema is the largest public diversified corporation in Russia and the CIS, which
manages fast growing companies operating in the telecommunications, consumer services
sectors and technology industries and has over 100 million customers. Sistema develops
and manages market-leading businesses in selected industries, including
telecommunications, technology, banking, real estate, retail, media, tourism and
healthcare. Founded in 1993, the company reported revenues of US$ 12.6 billion for the
first nine months of 2008 (unaudited), and total assets of US$ 32.0 billion as at
September 30, 2008 (unaudited). Sistemas shares are listed under the symbol SSA on
the London Stock Exchange, under the symbol AFKS on the Russian Trading System
(RTS), under the symbol AFKC on the Moscow Interbank Currency Exchange
(MICEX), and under the symbol SIST on the Moscow Stock Exchange (MSE). For
further information, please visit www.sistema.co

About Shyam Group

Shyam group has diversified interests in telecom, manufacturing, services and fertilizer.
Essel Shyam Communications Ltd, a joint venture between Essel and Shyam group, is a
leading pan-India VSAT Service Company and is one of the largest in the field of media
management and up linking.
More information on MTS in India, available at: www.mtsindia.in
Faiza Khan, JMI

09-MBA-14

MTS reaches 5 million subscriber base in India

MTS has announced that it has touched the 5 million subscriber base mark for its
CDMA-based mobile services in India. MTS is a popular brand of Sistema Shyam
Teleservices (SSTL). This year has been impressive for the company as it has managed to
add huge number of subscribers in this year.
Last year the subscriber base was of 1 million which has gone up to a striking 5 million
this year. MTS has also launched new plan for its new and existing MBlaze subscribers
on this occasion. MBlaze is the popular high-speed wireless broadband services form
MTS and now its customers can avail Unlimited MBlaze plan.
MTS has over 100,000 subscribers for its MBlaze services. This plan has been announced
by President and Chief Executive Officer of SSTL, Mr. Vsevolod Rozanov. He has
expressed his contentment as his company has managed to touch five million subscribers
base. He has said that, this achievement has been phenomenal.
Now MTS has become a leading player in Indian telecom sector. He has also informed
that the company is planning to come up with some better offers for its customers on new
voice and data products.

MTS India Offices

At present MTS India present in 12 circles out of 22 telecom circles of India. AUSPI
reports shows MTS gets a huge response in India due to its excellent competitive &
cheaper tariff:

Andhra Pradesh
Bihar-Jharkand
Chennai
Delhi-Haryana
Karnataka
Kerala
Kolkata
Maharashtra-Goa
Mumbai
Rajasthan
Tamil Nadu
West Bengal & Sikkim

Faiza Khan, JMI

09-MBA-14

Main Activities of the Company

MTS Mobile
MTS mobile is one of the new comers to Indian mobile market. MTS mobile tries to
reach their target audience through their attractive talk time packages. MTS has
announced daring 1 million free minutes of talk time between MTS to MTS. This
launching offer is sure to attract customers.
MTS has already been in the mobile market for many years and they are one of the most
popular service providers in Russia. Through their vast experience, they come up with
tariff plans and mobile communication solutions that are customized to specific markets.
MTS has come up with many interesting tariff plans for its Indian customers. The very
fact that you can get 1 million free minutes with other MTS users has attracted lovers and
college students as they can have cheaper mobile phone solution for their needs.
They have three basic plans SME, SME roaming and the Mass. The Mass comes with Rs.
49 but with no talk time. It comes with life time validity. However it will be valid only up
to 2028. For a local number you will be charged 1p for 4 seconds if you are calling
another MTS number. This is cheaper by 4 times with the popular one second billing. If
you are calling other mobile service providers you will be charged 1p for 2 seconds.
In SME Roaming, you will be able to get free roaming for the first six months if you
receive calls from MTS numbers.

Faiza Khan, JMI

09-MBA-14

Highlights of special offers for MTS voice subscribers

-Half paisa per second all Local calls
-First Recharge coupons ranging from Rs 49 to Rs148 to suit all budgets
-Top-Up vouchers available from Rs10 to Rs1000
-SMS Packs available from Rs 9 to Rs 32 for Local & National reach
-Hourly local packs from Rs 53 to Rs 199 with 30 days validity
-STD Packs available from Rs 25 to Rs 79 from 15 days to 30 days validity
-Unlimited MTS to MTS packs available from Rs 95 to Rs 495 with 30 days
validity
-ISD Msavers with special tariffs for US, Canada and Gulf region

MTS Data Card-M Blaze

Sistema Shyams MTS today announced a pan-India rollout of its high speed mobile data
service, MBlaze. It provides speed up to 3.1 mbps.There are two MTS Data Card.

Faiza Khan, JMI

09-MBA-14

One is the Standard Data Card available at price of Rs.1,999.The other data card is
Premium data card. It will cost Rs.2,299.The difference between the two datacards is
their look-and-feel (Premium is a bit stylish) and the Premium contains a microSD card
slot for data storage.MTS Data Card is also called MTS MBlaze. Certain websites such as
Yahoo, Wikipedia and Makemytrip as well as some educational sites will be available
under free usage.

Mr. Vsevolod Rozanov, President and Chief Executive Officer, SSTL, said, Data
services are going to expand beyond the metros with people demanding real time
information and knowledge. We see the market expanding beyond the corporate user to
include SMEs and students. Data services integrate the user with real time information
and offer a wide array of benefits including interactivity and gaming.
The services will be available in Delhi-NCR, Jaipur, Jodhpur and Bhiwadi in Rajasthan,
Chennai, Coimbatore, Trichy in Tamil Nadu, Mysore, Mangalore, Bengaluru and
Belgaum in Karnataka and Kochi, Calicut, Trivandrum, Mysore, Mangalore, Bengaluru,
Belgaum in Kerala. The service will also be available in Mumbai by December. In total
26 cities will be covered by first quarter of 2010.
Mr.Sanjay Bahl, Chief Operating Officer, Delhi-NCR and Haryana, Circle of MTS said, "
All our base transmitting stations (BTS) in Delhi/NCR are high speed data enabled and
hence MBlaze subscribers will have seamless connectivity even in a traffic jam of Delhi
roads.

Faiza Khan, JMI

09-MBA-14

VISION & MISSION OF THE COMPANY

VISION
MTS shares common values with people who know what they want to
achieve in their lives and are full of energy to hit their goals.
"We empower people to pursue their purpose in a modern networked world.

Faiza Khan, JMI

09-MBA-14

MISSION
MTS customers can actively shape their lives anytime and anywhere with
a range of innovative telecom products and services."
We offer people greater choice and inspiration in how they spend their
most valuable assets: their time and energy.

MARKET SHARE

Ownership of Sistema Shyam TeleServices Limited in the market:

Faiza Khan, JMI

09-MBA-14

Corporate Social Responsibility

MTS, the largest mobile operator in Russia and the CIS, embraces social responsibility
and makes a commitment to society and the environment by recognizing the impact that
our decisions and actions can make. Our sense of responsibility is reflected in the ethical
standards of our business activities, whereby we:

Faiza Khan, JMI

09-MBA-14

Invest in stable development, in social health and prosperity.

Consider the interests of all parties involved.
Follow the rules and practices of the markets in which we operate or are
regulated, while emulating international standards of business behavior.
Facilitate greater information transparency and enhance corporate governance.
These standards are to be followed in all our relations with partners and
consumers.

One of MTS goals is to fully integrate this responsibility and adopt it in all our
interactions with customers, employees, partners and regulators.
Our CSR strategy has been established with regard to the requirements of our society and
our customers. Its main aim is to improve the quality of peoples lives.
By quality of life, we mean the synergy between criteria, socio-economic or other, which
reflect the level and extent to which people have achieved prosperity in the various areas
of their lives. A high quality of life is evidence of stable social development, both of
society and individuals.

PAST PERFORMANCE
Available Income Statement of the past 4 years (Russia).
MOBILE TELESYSTEMS (NYSE:
MBT)
CONDENSED UNAUDITED
CONSOLIDATED STATEMENTS OF
OPERATIONS

Faiza Khan, JMI

09-MBA-14

2007
(Amounts in thousands of U.S. dollars,
except share and per share amounts)

2008

2009

2010
Q Q
Q1
2 3

Q1

Q2

Q3

Q4

Q1*

Q2*

Q3*

Q4*

Q1*

Q2*

Q3*

Q4

Revenue from mobile business

$1,719
,303

$1,953
,803

$2,5
84,0
65
7,09
4
449,
051
3,04
0,21
0

$1,757
,826

$1,934
,594

$2,140
,931

$2,186
,896

$2,07
2,205

14,767

$2,3
45,5
34
8,89
8
444,
517
2,79
8,94
9

$2,345
,313

22,128

$2,3
03,9
67
22,3
96

$2,78
1,868

Sales of handsets and accessories

$2,1
95,5
77
20,4
37

17,35
6
451,6
64
3,250,
888

45,581

29,395

65,320

419,99
4
2,810,
888

334,37
1
2,121,
592

363,57
9
2,363,
493

103,53
7
375,13
9
2,619,
607

119,45
3
412,50
1
2,718,
850

133,9
48
408,2
06
2,614,
359

604,
545
25,8
16
225,
620
519,
594
524,
630
28,5
23

617,
226
28,7
05
240,
761
572,
212
549,
464
31,9
07

656,2
43
44,74
5
232,3
59
567,6
85
575,0
84
43,78
5

569,19
6
70,659

450,60
0
38,943

467,95
7
81,304

232,50
6
500,28
6
501,94
7
50,567

166,79
4
437,56
9
415,37
4
35,299

185,03
9
469,79
4
454,10
3
13,112

524,00
9
110,15
9
192,00
5
507,53
9
472,73
8
23,846

557,64
7
112,04
8
202,04
0
567,27
4
497,35
2
37
,375

527,3
48
136,5
24
172,4
25
554,4
75
477,5
31
34,08
0

Net operating revenue

Revenue from fixed business

1,741,
431

1,968,
570

2,21
6,01
4

2,32
6,36
3

362,98
7
40,899

405,65
2
32,979

138,46
8
253,16
3
305,90
9
18,332

160,50
9
295,09
6
327,68
5
19,999

458,
340
41,9
83
194,
128
299,
375
372,
911
22,4
30

500,
386
42,7
19
231,
010
395,
915
483,
043

Operating expenses
Cost of services
Cost of handsets and accessories
Sales and marketing expenses
General and administrative expenses
Depreciation and amortization
Provision for doubtful accounts
Impairment loss and acquisition
related costs
Other operating expenses

Net operating income

Currency exchange and transaction

losses / (gains)

(1,8
37)

49,891
24,458

35,637

25,0
49

31,3
07

41,2
63

41,8
61

47,97
9

58,540

34,524

39,756

45,860

86
,418
49,495

597,21
5

691,01
3

801,
798

643,
820

828,
958

958,
075

1,083,
008

777,29
6

542,48
9

652,42
7

743,45
0

609,20
1

676,2
02

(28
,669)

(21
,499)

(
81,0
22)

(
31,9
02)

(
95,3
00)

(
37,3
88)

20
1,371

496
,980

488
,641

(194
,587)

(60
,069)

18
,959

(7
7,214
)

(7
,623)

(9
,920)

(
17,5
28)

(1
8,724)

(20
,164)

(15
,886)

(17
,454)

71
,346

98,961

226,25
6

(2
2,890
)
22
8,071

(
14,4
68)
12,0
84

18,5
23
30,5
80

48,5
04
(
10,9
31)

5
6,495

96,840

57,5
18

(32
,11
7)
149,66
1

(43
,086)

37,545

(8,0
35)
20,0
92

(
14,4
44)

37,870

(
12,5
22)
39,0
74

4
6,915

(22
,410)

(7
,107)

(8
,067)

(10
,229)

362
,119

73,847

73,441

107,31
6

545,28
9

35,77
4

Other expenses / (income):

Interest income
Interest expense, net of amounts
capitalized
Other expenses / (income)
Total other expenses, net

(27
,301)

(5
,385)

2,946

22,240

(24,
963)
18,1
10

20,0
45

84,68
6

28,773

(2,65
8)
202,5
23

Income / (loss) before provision for

income taxes and non-controlling
interest

622,93
8

690,27
2

870,
736

645,
142

906,
148

975,
418

796,9
51

251,54
3

(19
,999)

773,57
2

696,20
3

44,953

550,8
93

Provision for income taxes

168,09
1

175,92
5

215,
710

178,
544

197,
801

240,
779

228,7
88

75,513

26,075

150,76
8

148,68
7

178,42
4

125,1
15

Faiza Khan, JMI

09-MBA-14

Net income / (loss)

454,84
7

514,34
7

655,
026

466,
598

Net income / (loss) attributable to the

non-controlling interest

6,266

6,471

300

6,27
7

Net income / (loss) attributable to

the group

$448,5
81

$507,8
76

1,987,
610

1,986,
101

0.23

0.26

Weighted average number of common

shares outstanding, in thousands basic
Earnings per share - basic and diluted

OIBDA

903,12
4

1,018,
698

51.9%

51.7%

OIBDA margin

Faiza Khan, JMI

$65
4,72
6
1,97
3,08
2
0.33

1,17
4,70
9
53.
0%

$46
0,32
1
1,96
7,15
2
0.23

1,12
6,86
3
48.
4%

7
08,3
47

734,
639

568,1
63

176,03
0

(46
,074)

622,80
4

547,51
6

(133
,471)

42
5,778

68,0
82

45,49
2

4,787

7,411

45,473

40,810

(107
,398)

4
4,514

$63
9,65
0
1,94
3,93
4

$666
,557

$522,
671

$171,2
43

$53,48
5

$577,3
31

$506,7
05

$26,07
2

$381,
264

1,93
5,41
8

1,923,
549

1,885,
218

1,885,
053

1,885,
053

1,885,
053

1,887,
819

1,916,
869

n/a

0.31

0.27

n/a

0.33

0.34

0.27

1,35
3,58
8
48.
4%

1,50
7,53
9
49.6
%

1,658,
093

1,329,
134

957,86
3

1,106,
530

1,216,
189

1,192,
971

1,153,
733

51.0
%

47.3%

45.1%

46.8%

46.4%

43.9%

44.1
%

68,6
97

.09

0.20

09-MBA-14

BALANCE SHEET
MOBILE TELE SYSTEMS
(NYSE: MBT)

Jun
30*

Sep
30*

Dec
31*

Mar
31*

Jun
30*

Sep
30*

Dec
31**

Mar
31**

Jun
30**

Sep 30**

Dec 31

2010
J
u
n
3
Mar 31
0

$643,863

$759,
723

$635,2
11

$63
4,49
8

$55
2,52
7

$1,1
63,6
83

$62
7,24
2

$1,121
,669

$1,0
65,3
25

$1,723
,896

$3,969,9
71

$2,522,8
31

$2,278,5
13

106,33
5

22
4,240

15
,852

40,4
81
4
72,0
07

217,2
10

435,3
17

404
,094

58,3
94
4
17,3
72

549,1
98

38
1,900

15,7
82
4
09,9
05

250
,184

325,27
5

15,7
76
3
86,6
08

498
,391

659,7
78

593,1
02

669,9
78

8,49
6

9,971

10
,600

14,7
87

134
,199

21,6
99
1
40,7
30

19,9
73

16
5,301

148
,336

183,9
37

238,6
93

233,0
65

Accounts receivable,
related parties

296,14
6

27
1,431

299
,462

125
,263

116,4
37

109,9
28

115,7
69

Inventory and spare

parts

542,94
5

53
2,239

474
,416

644
,555

711,6
41

693,2
19

696,4
17

2,104,42
9

2,34
4,805

1,973
,834

61,0
91
1
38,4
02
1
80,2
76
6
63,9
49
2,6
83,1
67

56,0
58

181,36
9

33,7
27
1
50,2
05
2
38,2
71
4
83,8
33
1,8
84,2
50

59
,525

Trade receivables, net

25,0
04
1
40,9
32
3
10,5
48
4
33,2
91
1,9
46,6
57

3,450
,150

6,247,0
20

4,394,9
56

4,443,8
46

5,714,76
9

5,80
8,705

6,190
,051

6,6
07,3
15

6,8
24,2
36

7,0
21,2
12

6,8
27,6
58

7,758
,220

6,9
67,9
60

7,470
,892

7,667,7
91

7,745,3
31

7,629,9
51

1,388,87
6

1,50
4,817

1,919
,800

2,0
95,4
68

2,0
51,4
70

2,0
37,7
04

1,9
26,3
70

2,188
,495

2,0
96,6
27

2,178
,157

2,173,3
81

2,235,8
31

2,227,1
77

167,34
9

18
0,609

198
,378

1
95,9
08

2
11,4
91

2
28,6
82

2
52,4
10

249
,887

2
06,7
76
1,0
71,9
42

207
,059

213,8
71

220,4
50

218,9
62

1,165
,226

1,211,6
23

859,6
69

885,4
44

89
,491

91,6
96

78,8
93

81,5
48

CONDENSED
UNAUDITED
CONSOLIDATED
BALANCE SHEETS
(Amounts in thousands
of U.S. dollars, except
share amounts)
CURRENT ASSETS:
Cash and cash
equivalents
Short-term investments

VAT receivable
Prepaid expenses and
other current assets
Total current assets

PROPERTY, PLANT
AND EQUIPMENT

INTANGIBLE ASSETS

2007

Mar 31*

2008

99,7
44
6
86,1
42
2,0
88,0
45

2009

360
,117
443
,184
70
,620
141
,113
129
,598
756
,122
3,022
,423

1,240
,977
INVESTMENTS
IN AND ADVANCES
TO ASSOCIATES
INVESTMENTS IN
SHARES OF
SVYAZINVEST

3,85
6

3,856

Faiza Khan, JMI

1
,392

1,35
5

22,5
94

22,5
91

33,5
58

111
,559

83,1
48
4
35,4
31
40,0
50
1
32,1
65
1
06,2
61
6
93,1
59
2,5
55,5
39

94,5
49

09-MBA-14

S
e
p
3
0

D
e
c
3
1

OTHER
INVESTMENTS
RESTRICTED CASH

OTHER ASSETS

97,32
1

9
2,049

90
,740

1
19,9
64

1
31,1
48

1
08,9
38

81,9
43

145
,616

1
58,5
52

184
,827

240,5
13

245,6
15

222,5
65

9,476,60
0

9,93
4,841

#####
####

###
###
###

###
###
###

###
###
###

###
###
###

#####
####

###
###
###

#####
####

#######
##

#######
##

#######
##

424,67
0

42
4,569

436
,384

1,113,44
7

1,90
2,229

1,410
,254

126,56
3

14
2,833

213
,458

550,57
0

56
8,808

606
,674

2,215,25
0

3,03
8,439

2,666
,770

4
86,6
66
1,2
51,2
33
1
60,2
53
7
13,2
82
2,6
11,4
34

5
23,9
81
1,4
08,1
74
1
68,3
79
4
66,1
47
2,5
66,6
81

6
01,9
44
2,6
24,8
65
1
25,7
77
9
99,9
73
4,3
52,5
59

6
11,6
08
2,0
95,9
97
1
05,9
25
9
90,3
87
3,8
03,9
17

875
,428

5
89,6
73
1,3
63,2
17

463
,880

570,5
21

504,9
67

456,6
12

2,647
,080

2,425,1
78

1,663,7
92

1,875,5
04

89
,657

88,3
49

87,4
03

61,4
53

1,798
,709

1,923,6
41

2,001,7
71

2,333,3
38

4,999
,326

5,007,6
89

4,257,9
33

4,726,9
07

2,484,93
4

2,42
6,741

2,482
,734

2,6
86,5
09

2,6
07,5
37

2,3
09,7
88

2,1
96,5
37

3,761
,090

6,230,5
93

6,326,8
24

5,330,8
17

2,69
7

2,684

2
,195

64,92
9

5
8,826

122
,479

1,87
6
1
14,1
71

2,51
5

2,29
1

3,41
6

1
,776

1,3
55

9
21

1,0
59

93,0
71

70,2
70

70,3
40

184
,314

194,8
73

298,4
53

301,2
55

27
,680

28,7
42

25,5
37

26,5
50

88
,067

91,1
19

90,3
49

92,9
37

35
,695

38,1
71

38,2
73

40,0
27

270
,421

319,8
75

257,1
25

265,5
50

4,369
,043

6,904,7
28

7,037,4
82

6,058,1
95

9,368
,369

#######
##

#######
##

#######
##

Total assets

CURRENT
LIABILITIES
Accounts payable
Accrued expenses and
other current liabilities
Accounts payable,
related parties

1,324
,914
226
,482
1,696
,217
4,123
,041

84,1
42
1,4
35,7
42
3,4
72,7
74

Current portion of longterm debt, capital lease

obligations
Total current
liabilities

LONG-TERM
LIABILITIES
Long-term debt

3,668
,028
4
,030
190
,712

Capital lease
obligations

29
,250

Deferred income taxes

93
,197

Retirement and postretirement obligations

Property, plant and
equipment
contributions
Long term accounts
payable, Related
parties
Deferred revenue and
other
Total long-term
liabilities

36
,807
36,25
4

3
2,409

31
,271

2,588,81
4

2,52
0,660

2,638
,679

4,804,06
4

5,55
9,099

5,305
,449

Faiza Khan, JMI

89,6
96
2,8
92,2
52

1
00,9
70
2,8
04,0
93

1
06,1
69
2,4
88,5
18

98,2
55
2,3
68,5
48

5,5
03,6
86

5,3
70,7
74

6,8
41,0
77

6,1
72,4
65

206
,459
4,228
,483

8,351
,524

3,4
50,3
39
2,23
0
1
81,7
21
25,4
85
80,1
48
33,0
44
2
52,9
81
4,0
25,9
48
7,4
98,7
22

09-MBA-14

Total liabilities
COMMITMENTS AND
CONTINGENCIES

96,1
20

145
,748

1
00,4
78

101
,144

101,1
54

82,2
61

82,2
69

4,905
,918

4,4
10,9
32

3,988
,563

4,450,5
22

3,376,9
50

3,745,3
53

1,313
,989

1,1
41,8
13
5,5
52,7
45

1,287
,726

1,381,8
02

1,026,1
19

1,096,7
69

5,276
,289

5,832,3
24

4,403,0
69

4,842,1
22

Redeemable noncontrolling interests

4,621,33
2

4,37
1,660

5,050
,639

5,3
66,8
61

5,7
42,5
56

5,2
46,9
90

5,0
16,1
55

51,20
4

4,082

18
,107
5,068
,746

5,3
66,8
61

11,8
59
5,7
54,4
15

14,2
27
5,2
61,2
17

21,3
64
5,0
37,5
19

4,672,53
6

4,37
5,742

$9,476,60
0

$9,93
4,841

#####
####

###
###
###

###
###
###

###
###
###

###
###
###

#####
####

###
###
###

#####
####

#######
##

#######
##

#######
##

2,288,003

2,014
,270

2,440,
540

2,52
2,61
7
0.4

3,73
9,83
8
0.7

3,636,42
0

5,589,47
5

4,951,38
4

0.6

2,08
9,97
5
0.4

3,587,
495

0.5

2,50
7,89
0
0.5

3,886,
489

0.6

2,75
1,39
3
0.7

0.7

0.8

1.3

1.1

SHAREHOLDERS
EQUITY:
Total Parent Co.
shareholders' equity***

6,219
,907

Non-controlling interest
Total shareholders
equity

Total liabilities and

shareholders equity

0.7

Key Financial Highlights

2007 was another year of strong growth and increased profitability. The successful
implementation of the Companys corporate strategy has enabled MTS to realize even
Faiza Khan, JMI

09-MBA-14

stronger growth in its financial position and enhanced leadership in the region. Given its
solid foundation and record of success, MTS is confident that 2008 will continue to bring
opportunities to develop its business further and generate greater returns for shareholders.

Revenues CAGR = 28.5%

Operating Income CAGR = 24.6%

Operational Review
Faiza Khan, JMI

09-MBA-14

Strong Top and Bottom Line Performance in 2007

MTS strong financial performance and improved operating indicators in 2007 were the
result of the successful execution of the Companys corporate strategy by the
management team. The adoption of the 3+2 strategy in 2007 has enabled MTS to fulfill
its objectives relating to:
Capturing growth in MTS core markets
Creating value in developing markets
Developing mobile broadband in the Companys markets of operation
Maintaining cost efficiency and further developing our Group
The introduction of the 3+2 strategy was strengthened by the continued success of MTS
rebranding campaign, as well as the development of new marketing approaches and
a more customer-centric strategy.
MTS total consolidated revenues were up by 29% year-on-year in 2007, amounting to
$8.25 billion. Key drivers for revenue growth during the year included:
Continued growth in voice usage
Increasing usage of messaging services
Further adoption of data service and content
A focus on cost efficiency through the Group organization enabled MTS to achieve an
OIBDA margin of 51.2% for the full year.
For 2008, MTS intends to deliver revenue growth of at least 25% and to maintain an
OIBDA margin of above 50% through effective cost management in its key
markets.

Faiza Khan, JMI

09-MBA-14

Organization Structure and

Design

Faiza Khan, JMI

09-MBA-14

Delhi Circle Network Management

COO

Head
Technical

Head
Technical

Faiza Khan, JMI

Head
Technical

Head
Technical

09-MBA-14

Network launch
Network acceptance
Construction development
Vendor/service provider management
Interconnect management
SLA management
KPIs control
Control of outsourcer and services supplier
Dealing on all issues related to outsources services

Faiza Khan, JMI

09-MBA-14

United Circle IT Management Structure

COO

Head IT

Project
Management

Faiza Khan, JMI

IT Operation
&
Maintenance

IT App.
Development

IT Help Desk

09-MBA-14

United circle HR Management Structure

COO

Head
HR

Attract
Select
Recruit

Faiza Khan, JMI

Training

HR
Administratio
n

09-MBA-14

United circle Vigilance Management Structure

COO

Nodal
Officer

Head
Vigilance

Vigilance
Officer

Faiza Khan, JMI

09-MBA-14

Faiza Khan, JMI

09-MBA-14

United Circle Legal Management Structure

COO

Head
Legal

Contractual
work

Faiza Khan, JMI

Litigation

09-MBA-14

United Circle Finance Management Structure

COO

Head
Finance

Planning &
Controlling

Accounting&
Tax

Procurement

Revenue
Assurance &
CC

Facility
Management

Faiza Khan, JMI

Clerical
Support

09-MBA-14
Clerical
Support

COO

Head
Marketing

Offering

MarCom

VAS & New

Product
Development

Trade
marketin
g

United Circle Marketing Management Structure

Offering

Revenue
Faiza Khan,
JMI

09-MBA-14

Faiza Khan, JMI

09-MBA-14

United Circle Customer Service Delivery Management

Structure

COO

Head
CSD

Nodal
Officer

Activatio
Contact
Faiza Khan, JMI
n
Center
MIS
VTM
Audit
Dealers
Customer
MIShelp
Mgt
Head
Mgt
Head
(Off
Audit
roll)
Interactions
Analytical
Desk

Retail &
Handset
Service
After
Retail
Sale
Support
Head
Support
Care

Customer
Training
09-MBA-14
Knowledge
Service&
Retention
Development
Management
Training
Functional
Complaint
Proactive
Customer
Head
Head
Delivery
Management
Communication
Escalation
Retention

Policies of the Company

Transfer policy
All employee of the company are transferable. In the case of administrative exigencies of
companys work, employees can be transferred, irrespective of the period of service
rendered by an employee at a particular station. However, the above provision or any
other changes in the policy laid down would be exercised at the sole discretion of
C&MD.

Leave Policy
Leave Entitlement Summary
Type of Leaves
General Leave
Maternity Leave
Paternity Leave
Joining Leave

No. of days
35 (For one calendar year)
42-42 (Total 84)*
5
7** (Max)

Accumulations
120
Nil
Nil
Nil

* Maternity leave shall be provided 42 day before the expected delivery date & 42 days
after delivery. In case of Miscarriage ML shall be given maximum 6 weeks from the date
of Miscarriage.
**At the discretion of the concern Manager lower no of joining leave can be sanctioned.

Retention Strategies
Role Clarity- Define Scope of work
A draft template would be shared with each mission critical role holders (the same
would be garnered from corporate).
All functional Heads would be suggested to share role expectations from each mission
critical role holder.
Supervisory Relation- Leadership
Mentoring & Coaching- Workshop on mentoring and coaching for all CMC members
and L2s. They would be mandatorily assigned protegees.
Participative and Transformational Leadership Style of working to be incorporated
through appropriate trainings

Faiza Khan, JMI

09-MBA-14

Career Plan/ Progression

A clear cut career path (Horizontal/ Vertical/Special projects) to be defined and shared
with mission critical role holders
Participative and Transformational Leadership Style of working to be incorporated
through appropriate trainings
Team Building
Team Building programs- covering all critical employees.
Team Outing HoDs to take team out for dinner /movies etc. for at least once in a
quarter.
Young Leadership Development Program
Initiating Young Leadership program for mission critical role holders to prepare them
for new role assignment (linking with succession planning/Career Plan/ Progression)
Reward & Recognition
Initiating various R&R programs like: MTS Value Star, MTS Champ Award, MTS Best
Location Award, MTS Sales Champion Award, MTS Service Champion Award, etc.

Faiza Khan, JMI

09-MBA-14

MTS in News-Recent Activities

Russian Govt. to Take 20% in MTS India Televenture
June 24th, 2010
Sistema Shyam Teleservices Ltd(SSTL), the Indian arm of Russias Sistema in joint
venture with Indias Shyam Group which operates CDMA mobile brand MTS is going to
sell off 20% share to Russian Government. Russian Govt is going to invest around $680
million in India via SSTL by October 2010 as expected.
Currently Sistema JSFC owns 73.71% while Shyam Telelink owns 23.79% of the the
joint venture, rest owned by public. Russian Govt will take 20 per cent shares from
Sistemas part to cut down Sistemas share in the JV 54%. The chief executive, MTS
India Vsevolod Rozanov has cleared that this investment from Russian Govt. will take
care of companys immediate funding requirements.
MTS India Crosses 5 Million Subscriber Mark, Launches Unlimited MBlaze
June 23rd, 2010

Faiza Khan, JMI

09-MBA-14

MTS India the CDMA mobile telephony services brand of Sistema Shyam TeleServices
Ltd (SSTL) today announced that It has crossed the milestone of 5 million CDMA
subscribers in just 361 days.
To Celebrate the milestone achievement of 5 million subscriber, MTS has offered
Unlimited MBlaze to the new and existing customers of its mobile broadband service,
MBlaze. It also announced 25% discounts on its Win-Win packs for its customers in all
the circles except Andhra Pradesh .
Commenting on the landmark achievement, Mr. Vsevolod Rozanov, President and Chief
Executive Officer of SSTL said, Five million subscribers have given us a special place
in Indian telecom sector and we are determined to offer them new voice and data
products, further enriching their telecom experience.

MTS Introduces MSaver220 to compete Reliance CDMA Pack

June 20th, 2010

MTS India, the joint venture of Sistema-Shyam Teleservices which is countrys Youngest
CDMA operator has introduced exciting new Special Tariff Voucher dubbed as MSaver220 for its prepaid subscribers in Kolkata and West Bengal telecom circles.

Faiza Khan, JMI

09-MBA-14

MTS Indias this new STV or MSaver-220 will offer Local MTS to MTS calling up to
100 minutes per day and local MTS to other network up to 30 minutes per day for a
period of 30 days.
MTS subscriber can club it with any other Special Tarff Vouchers which they currently
using. So after the Daily limit of free callings subscriber can enjoy the benefits of their
previously subscribed STVs which are mostly lifetime basis.
This STV comes as answer to Reliance and Tata Indicoms CDMA Packs.

MTS India Completes Expansion of CDMA Services in Goa and Konkan

June 2nd, 2010

MTS India, the CDMA mobile service operator today announced that it has completed
the launch of its services in the State of Goa and the Konkan region of Maharashtra

telecom circle. MTS Indias CDMA services are now available in 984 towns of the
Maharashtra and Goa telecom circle.
MTS has now completed its network roll out in the telecom circle of Maharashtra and
Goa, offering both voice and data services. MTS had its high speed data service, MBlaze,

Faiza Khan, JMI

09-MBA-14

operational in Goa from January 2010. MBlaze mobile broadband service is already
available in the cities of Panjim, across Goa, Kolhapur, Sangli, Solapur, Pune, Nagpur ,
Amravati , Jalgaon, Aurangabad , Ahmednagar and Nasik .
MTS also made an inaugural promotional offer of half a paisa per second call charges,
promising the best value proposition for its subscribers among the existing operators and
competition. MTS subscribers can connect between MTS to MTS network.
Exclusive MTS India to Launch App Store my MTS
June 2nd, 2010

MTS India, joint venture of Russian giant Sistema and Indias steel tycoon Shyam Group,
Pan-India CDMA operator gearing up to roll out its very own Application store like
Airtel, Reliance, Aircel and Vodafone.
App stores are attracting attention from handset makers to telecom operators as soaring
smart phone and mobile-Internet usages finds its way into mainstream telecom market.
It was just recently that Nokia launched Ovi, a mobile app store whereas Blackberry
launched its App store. Indias leading telecom operators Airtel, Vodafone, Reliance
communications, Aircel and Idea Cellular already launched app store.

Faiza Khan, JMI

09-MBA-14

It is obvious that to increase revenue operators have to come up with new strategies,
application store is a such a way far away from traditional value added services like caller
tune, music store, voice portal etc.

MTS Branded Retail Store Now In Gurgaon

May 30th, 2010

MTS India the mobile telephony services brand of Sistema Shyam TeleServices Ltd
(SSTL) in Delhi and NCR telecom circle celebrated a milestone by unveiling its 100th
MTS Branded Retail store in Gurgaon.
The store was inaugurated by Mr. Atul Joshi, Chief Sales Officer, SSTL and Mr. Sanjay
Bahl, Chief Operating Officer, Delhi NCR & Haryana, SSTL. MTS now possesses an
impressive chain of 450 Branded Retail Stores in India .
Located at Old Railway Road in Gurgaon, the store aims at catering to the needs of
customers while enhancing convenience and making their experience with MTS
enjoyable.

Faiza Khan, JMI

09-MBA-14

MTS India Now In Nagpur

May 28th, 2010

MTS India today announced the launch of its CDMA mobile service in the city of Nagpur
covering the Vidarbha region of Maharashtra with this launch MTS has completed its roll
out in Maharashtra state.
MTS also made an inaugural promotional offer of half a paisa per second call charges,
promising the best value proposition for its subscribers among the existing operators and
competition.
MTS subscribers can connect between MTS to MTS network at just one paisa for four
seconds with lifetime validity.

Faiza Khan, JMI

09-MBA-14

PART-B
Work Experiences and Task
Accomplishment

Faiza Khan, JMI

09-MBA-14

Description of assigned work

As a part of summer internship tasks I was assigned following work:

Marketing Intelligence in HR.

To benchmark the telecom policies for off roll employees that lead to superior
performance.

To ascertain employee (Off roll) satisfaction with the policy system and find the
factors resisting employee performance.

Responsibilities
Since my project is a combination of descriptive and exploratory research, so for
successful completion of the project the following responsibilities were essential:

Acquiring complete knowledge regarding the topic in order to fully understand it.

Discussing the daily progress with the industrial guide.

Working on the recommendations of the industrial guide and clarifying points if

any.

Following the schedule given by the organization.

Adhering to the work culture, office hours (9:30 am to 6:00 pm), norms, rules and
regulation of the organization.

Being goal-oriented so as to complete the assigned tasks within stipulated period

of time.

Nature of work
In order to complete the assigned tasks within 8-weeks stipulated time, the activities were
synchronized effectively.
Activity one: Studying the policy system of off rolls in the Telecom industry. The main
aim of this activity was to understand the techniques and processes involved in the same
HR policy.

Faiza Khan, JMI

09-MBA-14

Activity two: Estimating the level of off roll employee satisfaction through the policies
provided to them. This activity demanded the preparation of questionnaire, reaching out
the heart and mind of employees. Also this survey bench marked the policies that lead to
superior performance.
Activity three: This activity was done to analyze the problems or factors hampering the
employees in performing well and determine the area to improve upon.
Activity four: This activity was performed to establish a comparison in between the
Telecom policies and the one used at MTS. The relevant information was collected from
secondary research sources, company manuals, etc.

Work expectations
I was expected to complete the assigned task under the stipulated time and submit the
findings and outcomes in the form of project report at the end. There were also
expectations of some constructive suggestions and recommendations from my side, to see
if they could be useful. Trainees were team players and expected to show team ethics.

Procedure and Methodology

The project demanded collection of data from various sources like direct and company
manuals, websites etc. for its reviewable part which was the descriptive study.

Faiza Khan, JMI

09-MBA-14

Marketing Intelligence in Human Resources

Introduction
Provides real-time, accurate and comprehensive market data directly from your industry
peers to help you find the right suppliers. The metrics-based program helps HR
executives make better decisions by offering key data and information on trends,
innovations and suppliers in the HR space. The interactive, customizable and easy-to-use
HR Market Intelligence centers allows HR professionals to search for information on
benchmarking, best practices, market share, customer satisfaction, breadth of services and
other factors that are critical when it comes to making strategic and tactical HR decisions.
HR.coms HR Market Intelligence allows you to build customizable reports based on
survey data collected from the largest online audience of HR professionals. Reports are
created by mapping your needs against the best practices, trends and benchmarks
reported by other HR executives. Offering extensive data on multiple supplier categories
(job boards, consultants, services and various HR Technology platforms) within the HR
industry, each survey is planned and analyzed by industry leaders with the specific
intention of delivering you the information and research you need to make critical
business and purchasing decisions.

An Effective Tool
HR Market Intelligence will help you get the most from your HR service providers and
ensure that you select the right supplier for your business the first time. When you use
HR Market Intelligence to conduct your market research youll see supplier data
specifically through a lens based on your needs. In addition, the HR Market Intelligence
centre will help you find and reach other HR executives that have been there, done that
and can assist you in your decision-making process.
HR Market Intelligence allows you to find top job board data by market share and then
drill down to find the most relevant data. For example, job board X may appear to have
the dominant market share in the market but by drilling down in the report by area and
job title, youll be able to see that a vertical niche job board actually offers more value
and return on investment. Even better, you can utilize HR Market Intelligence to uncover
this key data and then reach out to those job boards and open up a dialogue about whats
really working in your industry and market.
Using the report technology and taking into account your specific needs, HR Market
Intelligence will provide you with a list of vendors in the space for you to evaluate. Then,
you can turn to HR.coms wiki to find samples of contracts and RFPs that will help you

Faiza Khan, JMI

09-MBA-14

procure the services and technologies you need. Its a full-service solution that will save
you time and money while giving you the tools and data you need to get the inside scoop
on your market.

BENCHMARKING
Introduction
The dynamics of the telecommunications sector requires constant measuring, survey,
analysis and comparison of the relevant performance features as a way to set the starting
point in the adoption and implementation of the appropriate development strategy. At the
same time, it is vital to create a concrete methodological procedure that will enable
continual monitoring and also act as the sustainable source of guidelines for the
definition, implementation and post implemental corrections of adequate
telecommunications policy. As a common tool for strategic planning benchmarking found
its way for becoming widely used methodology for improving performance both on
micro and macro level. Benchmarking has been identified as a methodology for
monitoring information society at global level. The main idea of benchmarking is simple,
compare yourself with others, find the best practice and use it as a goalpost (benchmark)
for your development strategy.
Benchmarking is the continuous search for and adaptation of significantly better
practices that leads to superior performance by investigating the performance and
practices of other organizations (benchmark partners). In addition, it can create a
crisis to facilitate the change process.
Benchmarking goes beyond comparisons with competitors to understanding the practices
that lie behind the performance gaps. Benchmarking makes it possible to gain
competitive superiority rather than competitive parity. The term benchmark refers to the
reference point by which performance is measured against. It is the indicator of what can
and is being achieved. The term benchmarking refers to the actual activity of establishing
benchmarks and 'best' practices.

Need to benchmark
There are many benefits of benchmarking. The following list summarizes the main
benefits provides realistic and achievable targets

prevents companies from being industry led

challenges operational complacency
creates an atmosphere conducive to continuous improvement
allows employees to visualize the improvement which can be a strong motivator
for change
creates a sense of urgency for improvement
confirms the belief that there is a need for change

Faiza Khan, JMI

09-MBA-14

helps to identify weak areas and indicates what needs to be done to improve.

Thus, benchmarking is the only real way to assess industrial competitiveness and to
determine how one company's process performance compares to other companies'.

Internship at
MTS

Faiza Khan, JMI

09-MBA-14

Internship Details - At a glance

Division

Location

Industry
Guide

MTS
Circle Office
MTS
A-194, Okhla Phase-I
New Delhi 110020

Mr. Varun Bhaskar

Designation

Lead
MTS-HR

Email-id

varun.bhaskar@mtsindia.
in

Faiza Khan, JMI

09-MBA-14

My Experiences
The summer internship project that was undertaken by me at MTS for duration of 8
weeks proved to be a great learning experience. During the entire period, I faced many
ups and downs which proved an encouragement and source of learning and experience
for future studies and projects. The major experiences gained could be summarized as
follows:
1. Questionnaire must be designed keeping the target audience in mind. For
example, in case a question is not clear then it has to be explained at that
particular time.
2. The methods of analysis have to be kept in mind while designing the
questionnaire.
3. Questionnaire must be designed in such away so as its easily understood and is
relevant to the person filling it.
4. Proper ethics must be considered in mind while conducting the primary research.
5. The information obtained is not necessarily always true and of use.
6. Meeting people of various areas was a great learning experience.
7. It is not easy to meet everyone you desire as & when you want. One has to be
ready with the list of things which you need to ask, as you may not get the amount
of time you require.
8. High degree of humbleness and patience is required while talking to people.
9. You may not be able to extract all the information you require from the people.
They tend to become suspicious while revealing any kind of information. One has
to ask questions tactfully so as to get the desired information.
10. The research may not always go in the direction required. Hence it is very
necessary to keep the objectives of research in mind so as not to lose focus of the
whole project.
11. All this made me realize the importance of future planning and taking care of all
the attributes which may directly or indirectly affect our course of action.

Faiza Khan, JMI

09-MBA-14

My learnings
This whole 8 week exercise was a great learning experience exposing us to a large variety
of corporate intricacies and work culture in actual. Various learning can be summarized
as below:
1. Set smart goals: These 8 weeks taught me to set specific, clear and smart goals and
objectives. This is the most important step for any kind of work and helps one to set
a milestone which is to be achieved.
2. Manage time efficiently: The past 8 weeks were quite an experience teaching one
how to manage time effectively. A time constraint is always required for a person
while doing any task so as to finish the work on time.
3. Being patient: Summer Internship project requires one to interact with a lot of
people in all the levels of management. Because of their tight schedules or different
levels of understanding one has to patiently explain the purpose of meeting them
and obtain desired information.
4. Effective communication: Ones communication has to be effective while dealing
with different people. Different people have to be dealt differently. Summer
Internship Project (SIP) teaches one the way to talk to different people. The time,
channel and manner of approach play a very important role in extracting
information desired.
5. Be ready for the unexpected: One has to be ready for any kind of unexpected
situation or any kind of challenge which may come underway during the duration of
the entire project. One has to face any kind of situation with zeal and determination
to succeed in it.
6. Adapt quickly: Situation keep changing with the change of time. Due to diversity
prevailing in the organization one need to quickly adapt with the new environment
to successfully thrive in it.
7. Being punctual: A corporate culture demands utmost punctuality and respect for
time. Being punctual build a persons reputation and respect. Also it is very
important to finish any activity on the pre-decided time.
8. Being humble, courteous and polite: One of the biggest assets any individual
could possess is his humble and polite behavior. Especially during interviews or
Faiza Khan, JMI

09-MBA-14

filling up of the questionnaires, one needs to be courteous enough to give answers

to all their queries.
9. Learning from ones mistakes: This fast moving world says that today there is no
place for mistakes. It is true that mistakes are our greatest teachers but there is no
room for repeating them a second time because first time its a mistake but second
time its a blunder committed. Repetition of the same mistake reflects very poorly
on ones personality. Hence one must learn from his/her mistakes and never repeat
them.
10. Making use of every opportunity: Opportunitys come in ample but one must be
clever enough to recognize it and make use of it to the fullest.
11. Effective decision making: Decisions sometimes need to be taken very quickly
while sometimes one needs to think level-headedly to take a certain decision.
During the whole SIP taking appropriate decisions have helped me gain a lot of
confidence over myself.

Faiza Khan, JMI

09-MBA-14

Research-based Training

Faiza Khan, JMI

09-MBA-14

Research Methodology
Sampling Plan: Pure Random Sampling.
Universe: Off roll employees of the target telecom companies mentioned in the sampling
unit.
Sampling Unit: The following diagram shows the sampling unit of the survey.

Sampling
Units

Faiza Khan, JMI

09-MBA-14

Sampling Area: New Delhi.

Sampling Size: 42 Off roll Employees
Data Collection Tools: Done in two phases, as followsPrimary Survey method.
Secondary Websites, Books, Internet search, Journals and Company records.
Data Collection Methodology: Questionnaire, Brain storming, Opinion Poll and
Discussions.

Faiza Khan, JMI

09-MBA-14

QUESTIONNAIRE ON BENCHMARKING OF POLICIES OF TELECOM

INDUSTRY FOR OFF ROLL
Introduction: I, Faiza Khan, conducting this research as a part of my project
Marketing Intelligence in HR. It is a part of my course curriculum (MBA) based on
my specialization (HR).
Ms. Faiza Khan (MBA-HR, 3rd SEM)
Batch: 2009-11
CMS, Jamia Millia Islamia
Jamia Nagar, Okhla
New Delhi, 110025
Contact no. +91-9911570613
Email-id: khanfaiza.1988@gmail.com
Aim of the Questionnaire: The aim of this questionnaire is to search for telecom
industrys best practices that lead to superior performance of off roll Employees.
SECTION A: Company and Employee Details
Company:
Employee Details:
Name of the
Employee

Designation Employee code

(If any)

Email-id

Contact
No.

Address

SECTION B: Organization Structure

1. How many hierarchal levels are there in your organization?
a. 3 levels
b. 4 levels
c. 5 levels
d. More (Please specify)...
2. What pattern do your Sales and Marketing departments follow?
Faiza Khan, JMI

09-MBA-14

a. Distribution
b. Branded retail
c. Enterprise/Corporate
d. Modern trade
e. All of the above
3. How the structure classification is done in your Company?
a. Product/Service based
b. No. of retailers based
c. Geographical based
d. Other (Please specify)..
4. Managing Norms
How many sales executives/channel manager are there in your Company?
i. For each location: (No. of channel mangers)
a. 1
b. 2
c. Other (Please specify)
ii. No. of FOS/RRO
a. 5
b. 10
c. Other (Please specify)
iii. For retailer (No. of FOS/RRO)
a. 5
Faiza Khan, JMI

09-MBA-14

b. 10
c. Other (Please specify)
iv. For distributor (No. of FOS/RRO)
a. 5
b. 10
c. Other (Please specify)
SECTION C: General Off roll Pattern
1. What is the criterion in your Company to hire off roll employees?
a. Based on Qualification
b. Based on Work Experience
c. Based on certain minimum eligibility
2. What minimum experience is required in the respective industry?
a. 0-1 years
b. 1-3 years
c. 3-5 years
d. More (Please specify)...
3. Who is the employer of the off roll employees?
a. Consultancy
b. Contractor
c. Franchises
d. Associate Companies (Own)

Faiza Khan, JMI

09-MBA-14

4. What is the range of the monthly salary of off roll employees?

a. Rs. 6,000-8,000
b Rs. 8,000-10,000
c. Rs. 10,000-12,000
d. More (Please specify)...
5. What it takes for off roll employees to be on the roll of the Company?
a. Performance
b. Experience
c. Qualification
d. Cant to be taken
6. INCENTIVES PROVIDED:
i. How often are the incentives given to off roll employees?
a. Monthly
b. Quarterly
c. Yearly
d. Any other criterion (Please specify)
ii. Are the off roll employees covered under PF (Provident Fund)?
a. Yes

b. No

iii. Are off roll employees covered in the Mediclaim Policy?

a. Yes (If yes, answer question no. iv-vi)

b. No

iv. Is mediclaim a part of ESI (Employee State Insurance)?

Faiza Khan, JMI

09-MBA-14

a. Yes

b. No

v. Who all in family covered under the mediclaim policy?

a. Self
b. Spouse
c. Children
d. Dependant parents
vi. The amount of the claim is covered as:
a. Company pays entire cost
b. Employee pays entire cost
c. Company and employee share cost
vii. Do off roll employees are entitled to bonus?
a. Yes (If yes, jump to next question)

b. No

viii. How often is the bonus given to the off roll employees?
a. Monthly
b. Quarterly
c. Half-yearly
d. Annually
e. Depends on the performance
ix. Does the Company provide the off roll employees with any kind of soft-loan?
a. Yes (If yes, please specify the purpose.)
b. No
c. Sometimes
Faiza Khan, JMI

09-MBA-14

x. What are the categories of reimbursements, also mention amount or rate?

a. Conveyance.
b. Stationery
c. Equipments
d. Telephone
e. If more than one or any other, please specify .
7. LEAVE POLICY:
i. What is the criterion for leaves for off roll employees?
a. Monthly
b. Standard (Fixed maximum number of leaves)
c. Other (Please specify)..
ii. What is the maximum number of leaves an off roll employee can take annually?
a. 20 days
b. 30 days
c. More or less (Please specify)

SECTION D: Incentives used for Sales

1. Incentives are based on:
a. Individual Performance
b. Team Performance
c. Company / Circle Performance
Faiza Khan, JMI

09-MBA-14

d. All of the above

2. Criteria of calculating Incentive:
a. Voice Base
b. Data Base
c. Zero Usage
d. All of the above
4. The incentives are disbursed:
a. Monthly
b. Quarterly
c. Biannually
d. Annually
5. Which non-monetary measures (Reward & Recognition) your Company use?
a. Recognition to individual
b. Recognition to team
c. Others (Please specify)..
SECTION E: Fringe Benefits
MILEAGE & DA
1. What is the rate per mile allowed?........................................................................
2. How much DA is paid to sales staff?
3. What kind of soft loans employees are given?
a. Marriage
b. Education
c. Exigencies
d. Other (Please specify)

Faiza Khan, JMI

09-MBA-14

REPORT SHEET COMPANY WISE

The report is presented showing sample of one employee from each Company

Q
ue
sti
on
S s
e Ho
w
m
an
y
hie
rar
chi
al
lev
els
ar
e
th
er
e
in
yo
ur
or
ga
niz
ati
on
O ?
r W
ha
t
pa
tte
rn
do
yo
ur
Sa
les
an
d
M
ar
ket
ing
de
pa
rt
m
en
ts

I
A

3
B
r

Faiza Khan, JMI

09-MBA-14

follow?
How the structure classification is done in your
organization?

Managing Norms:

4.1

Foe each Location

4.1.1

No of channel managers

4.1.2

No of FOS/RRO

17

4.2
4.2.1
4.3
4.3.1

General off roll pattern

1
2
3

10

For Distributor
No of FOS/RRO
What is the criterion in your company to hire off roll
employees?
What minimum experience is required in the respective
industry?

Incentives provided:

10

Work experience
1-3 years
Contractor
8,000-10,000
Performance

6.1

How often are the incentives given to the off roll employees?

6.2

Are the off roll employees covered under PF?

Yes

6.3

Are the off roll employees covered in the Mediclaim Policy?

Yes

6.4

Is mediclaim a part of ESI?

6.5

Who all in family covered under the mediclaim policy?

6.6

The amount of the claim is covered by?

6.7

Do off roll employees are entitled to bonus?

No

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any
kind of soft-loan?
What are the categories of reimbursements, also mention
amt or rate?

N/A

6.1
7
7.1
7.2

Monthly

Yes
Spouse
Company

No
Conveyance & Tel.

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee can
take annually?

Incentives are based on?

Criterion of calculating Incentives?

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

Monthly
10 days
Team performance
Data base
Monthly
Team recognition

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

No of FOS/RRO

6.9

Fringe Benefits

For retailer

Who is the employer of the off roll employees?

What is the range of the monthly salary of off roll
employees?
What it takes for off roll employees to be on the roll of the
company?

Incentives used for Sales

Product/service based

3.5/km

09-MBA-14

Sections of the Survey:

S no.

Questions

RA

Organizational Structure

4 Levels

How many hierarchial levels are there in your organization?

What pattern do your Sales and Marketing departments
follow?
How the structure classification is done in your
organization?

Managing Norms:

4.1

Foe each Location

Product/service based

4.1.1

No of channel managers

4.1.2

No of FOS/RRO

4.2
4.2.1

Faiza Khan, JMI

Distribution

For retailer
No of FOS/RRO

10

09-MBA-14

4.3
4.3.1

General off roll pattern

1
2
3

Incentives provided:

Qualification
0 -1 year
Consultancy
6,000-8,000
Performance

6.1

How often are the incentives given to the off roll employees?

6.2

Are the off roll employees covered under PF?

Yes

6.3

Are the off roll employees covered in the Mediclaim Policy?

Yes

6.4

Is mediclaim a part of ESI?

6.5

Who all in family covered under the mediclaim policy?

Dependant parents

6.6

The amount of the claim is covered by?

Co. and employee

6.7

Do off roll employees are entitled to bonus?

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any
kind of soft-loan?
What are the categories of reimbursements, also mention
amt or rate?

6.1
7
7.1
7.2

Yearly

Yes

Yes
Annually
N/A
Conveyance, Stationary
& Tel

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee can
take annually?

Incentives are based on?

Criterion of calculating Incentives?

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

Monthly
30 days
Team performance
All of the above
Monthly
Team recognition

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

What is the criterion in your company to hire off roll

employees?
What minimum experience is required in the respective
industry?

6.9

Fringe Benefits

No of FOS/RRO

Who is the employer of the off roll employees?

What is the range of the monthly salary of off roll
employees?
What it takes for off roll employees to be on the roll of the
company?

Incentives used for Sales

For Distributor

1500pm

09-MBA-14

Sections of the Survey:

S no.

Organizational Structure

How many hierarchial levels are there in your organization?

What pattern do your Sales and Marketing departments follow?

How the structure classification is done in your organization?

Managing Norms:

4.1

Foe each Location

VA
4 Levels
Enterprise
Product/service based

4.1.1

No of channel managers

4.1.2

No of FOS/RRO

10

4.2

Faiza Khan, JMI

Questions

For retailer

09-MBA-14

4.2.1
4.3
4.3.1
General off roll pattern

What is the criterion in your company to hire off roll employees?

What minimum experience is required in the respective industry?

Who is the employer of the off roll employees?

4
5

What is the range of the monthly salary of off roll employees?

What it takes for off roll employees to be on the roll of the
company?

Incentives provided:

10
Qualification & WE
3-5 years
Consultancy
15,000-20,000
Performance, Ex &
Qualification

6.1

How often are the incentives given to the off roll employees?

6.2

Are the off roll employees covered under PF?

Yes

6.3

Are the off roll employees covered in the Mediclaim Policy?

Yes

6.4

Is mediclaim a part of ESI?

Yes

6.5

Who all in family covered under the mediclaim policy?

Self

6.6

The amount of the claim is covered by?

6.7

Do off roll employees are entitled to bonus?

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any kind of
soft-loan?
What are the categories of reimbursements, also mention amt or
rate?

7
7.1
7.2

Monthly

Co. and employee

Yes
Annually
Yes
Conveyance, Stationary &
Tel

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee can take
annually?

Standard
21 days

Incentives are based on?

All of the above

Criterion of calculating Incentives?

All of the above

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

Faiza Khan, JMI

No of FOS/RRO

6.1

Fringe Benefits

10

For Distributor

6.9

Incentives used for Sales

No of FOS/RRO

What kind of soft loans employees are given?

Quarterly
All of the above

4.5/km
Conveyance & tel
N/A

09-MBA-14

Sections of the Survey:

S no.

Questions
How many hierarchial levels are there in your
organization?
What pattern do your Sales and Marketing departments
follow?
How the structure classification is done in your
organization?

Organizational Structure

Managing Norms:

4.1

Foe each Location

Distribution
Product/service based

No of channel managers

4.1.2

No of FOS/RRO

4.2.1
4.3
4.3.1

Faiza Khan, JMI

4 Levels

4.1.1
4.2

General off roll pattern

AA

For retailer
No of FOS/RRO

2 RRO & 1 FOS

For Distributor
No of FOS/RRO
What is the criterion in your company to hire off roll
employees?

3 RRO

Qualification & WE

09-MBA-14

2
3
4
5
6
6.1
6.2

10,000-12,000
Performance

Monthly

6.3
6.4

Is mediclaim a part of ESI?

Yes

6.5

Who all in family covered under the mediclaim policy?

6.6

The amount of the claim is covered by?

6.7

Do off roll employees are entitled to bonus?

No

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any
kind of soft-loan?
What are the categories of reimbursements, also mention
amt or rate?

N/A

7
7.1
7.2

Yes
Self
Co. and employee

Sometimes
Conveyance & Tel.

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee
can take annually?

Incentives are based on?

Criterion of calculating Incentives?

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

Standard
30 days
Individual performance
All of the above
Monthly
Team recognition

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

Incentives provided:
How often are the incentives given to the off roll
employees?

1-3 years
Associate Co.

Yes

6.1

Fringe Benefits

Who is the employer of the off roll employees?

What is the range of the monthly salary of off roll
employees?
What it takes for off roll employees to be on the roll of the
company?

Are the off roll employees covered under PF?

Are the off roll employees covered in the Mediclaim
Policy?

6.9

Incentives used for Sales

What minimum experience is required in the respective

industry?

2.5/km

09-MBA-14

Sections of the Survey:

S no.

Questions
How many hierarchial levels are there in your
organization?
What pattern do your Sales and Marketing
departments follow?
How the structure classification is done in your
organization?

Organizational Structure

Managing Norms:

4.1

Foe each Location

4.1.1

No of channel managers

4.1.2

No of FOS/RRO

4.2
4.2.1
4.3
4.3.1

Faiza Khan, JMI

TA
3 Levels
Distribution
Product/service based

1
2 RRO & 10 FOS

For retailer
No of FOS/RRO

2 RRO & 1 FOS

For Distributor
No of FOS/RRO

2 RRO & 10 FOS

09-MBA-14

General off roll pattern

1
2
3
4
5
6
6.1
6.2

10,000-12,000
Performance & Ex.

N/A

6.3
6.4

Is mediclaim a part of ESI?

Yes

6.5

Who all in family covered under the mediclaim policy?

6.6

The amount of the claim is covered by?

6.7

Do off roll employees are entitled to bonus?

No

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with
any kind of soft-loan?
What are the categories of reimbursements, also
mention amt or rate?

N/A

7
7.1
7.2

Yes
Spouse
Company

Sometimes
Conveyance & Tel.

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee
can take annually?

Standard
20 days

Incentives are based on?

All of the above

Criterion of calculating Incentives?

All of the above

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

Monthly
All of the above

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

Incentives provided:
How often are the incentives given to the off roll
employees?

1-3 years
Associate Co.

Yes

6.1

Fringe Benefits

Who is the employer of the off roll employees?

What is the range of the monthly salary of off roll
employees?
What it takes for off roll employees to be on the roll of
the company?

Qualification & WE

Are the off roll employees covered under PF?

Are the off roll employees covered in the Mediclaim
Policy?

6.9

Incentives used for Sales

What is the criterion in your company to hire off roll

employees?
What minimum experience is required in the respective
industry?

2.5/km

09-MBA-14

Sections of the Survey:

S no.

Organizational Structure

How many hierarchial levels are there in your organization?

What pattern do your Sales and Marketing departments follow?

How the structure classification is done in your organization?

Managing Norms:

4.1

Foe each Location

Distribution
Product/service based

No of channel managers

4.1.2

No of FOS/RRO

10

4.2
4.3
4.3.1

Faiza Khan, JMI

AA
3 Levels

4.1.1

4.2.1

General off roll pattern

Questions

For retailer
No of FOS/RRO

1 RRO & 2 FOS

For Distributor
No of FOS/RRO

2 RRO & 10 FOS

What is the criterion in your company to hire off roll employees?

Qualification & WE

What minimum experience is required in the respective industry?

Who is the employer of the off roll employees?

4
5

What is the range of the monthly salary of off roll employees?

What it takes for off roll employees to be on the roll of the

1-3 years
Associate Co.
10,000-12,000
Performance & Ex.

09-MBA-14

company?
6
6.1

How often are the incentives given to the off roll employees?

N/A

6.2

Are the off roll employees covered under PF?

Yes

6.3

Are the off roll employees covered in the Mediclaim Policy?

Yes

6.4

Is mediclaim a part of ESI?

6.5

Who all in family covered under the mediclaim policy?

6.6

The amount of the claim is covered by?

6.7

Do offroll employees are entitled to bonus?

No

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any kind of
soft-loan?
What are the categories of reimbursements, also mention amt or
rate?

N/A

6.9
6.1
7
7.1
7.2
Incentives used for Sales

Fringe Benefits

Yes
Spouse
Co. and employee

N/A
Conveyance & Tel.

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee can take
annually?

Standard
20 days

Incentives are based on?

All of the above

Criterion of calculating Incentives?

All of the above

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

N/A
All of the above

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

Incentives provided:

2.5/km

09-MBA-14

Sections of the Survey:

S no.

Organizational Structure

How many hierarchial levels are there in your organization?

What pattern do your Sales and Marketing departments follow?

How the structure classification is done in your organization?

Managing Norms:

4.1

Foe each Location

4.1.1

No of channel managers

4.1.2

No of FOS/RRO

4.2
4.2.1
4.3
4.3.1
General off roll pattern

Faiza Khan, JMI

Questions

HA
3 Levels
All of the above
Product/service based

1
2 RRO & 10 FOS

For retailer
No of FOS/RRO

1 RRO & 5 FOS

For Distributor
No of FOS/RRO

2 RRO & 5 FOS

What is the criterion in your company to hire off roll employees?

Qualification & WE

What minimum experience is required in the respective industry?

1-3 years

Who is the employer of the off roll employees?

4
5

What is the range of the monthly salary of off roll employees?

What it takes for off roll employees to be on the roll of the
company?

Incentives provided:

Consultancy
10,000-12,000
Performance

09-MBA-14

6.1

How often are the incentives given to the off roll employees?

6.2

Are the offroll employees covered under PF?

6.3

Are the offroll employees covered in the Mediclaim Policy?

No

6.4

Is mediclaim a part of ESI?

N/A

6.5

Who all in family covered under the mediclaim policy?

N/A

6.6

The amount of the claim is covered by?

N/A

6.7

Do offroll employees are entitled to bonus?

No

6.8

How often is the bonus given to the off roll employees?

Does the company provide the off roll employees with any kind of
soft-loan?
What are the categories of reimbursements, also mention amt or
rate?

N/A

6.9
6.1
7
7.1
7.2
Incentives used for Sales

Fringe Benefits

Yes

N/A
Conveyance & Tel.

Leave policy:
What is the criterion for leaves for off roll employees?
What is the maximum no of leaves an off roll employee can take
annually?

Standard
20 days

Incentives are based on?

All of the above

Criterion of calculating Incentives?

All of the above

Incentives are disbursed?

Which non-monetary measure your company use?

Mileage and DA:

Quarterly
All of the above

1.1

What is the rate p/m allowed?

1.2

How much DA is paid to sales staff?

N/A

What kind of soft loans employees are given?

N/A

Faiza Khan, JMI

Monthly

2.5/km

09-MBA-14

Faiza Khan, JMI

09-MBA-14