MANAGEMENT

WARID TELECOM (PVT.) LTD. PAKISTAN

Based on a January 2009 Study
of Managerial Aspects of Warid Telecom (Pvt.) Ltd. Pakistan
MANAGEMENT
WARID TELECOM (PVT.) LTD. PAKISTAN
Based on a January 2009 Study
of Managerial Aspects of Warid Telecom (Pvt.) Ltd. Pakistan

Prepared for
, Prof. Management
I B I T Punjab University
Lahore

Prepared By
Team Leader

Group Members

January 20, 2009.

2
January 20, 2009.

Ms. Shumaila Gul, Prof. Management

I B I T Punjab University
Lahore

Respected Madam

Here is the report on the Study of Managerial Aspects of Warid Telecom (Pvt.) Ltd. Pakistan as you asked us on December 24, 2008.

As you will see, the report will provide a review on several managerial aspects of Warid Telecom and will help you understand the
organization structure and procedures at Warid Telecom.

We (Team Leader and Group Members) appreciate having this assignment. If you should need any assistance in interpreting this
report on interpreting our recommendations, please contact us at shezoo@gmail.com 0r 0322-7-938-939.

Sincerely Yours,

Team Leader

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 A CKNOWLEDGEMENTS

We wish to acknowledge with thanks the generous assistance and counsel given by the following individuals in
developing this work. We are really thankful to below mentioned individuals for the information they provided to
us and for their courteous and cordial welcome at Warid Telecom Corporate Office.

Mr. Mansoor Ghauri Manger HR Warid Telecom

Mr. Hassan Raza ODM HR Warid Telecom
Mr. Muazzam Rauf Executive IT Warid Telecom

We are thankful to the publishers of news reports and articles on internet about the social and economical activities
of Warid Telecom and in this praise the contribution of Warid Cyber Team who has provided us with a worth
website about Warid Telecom.

Ms. Shumaila Gull our course instructor, who worked tirelessly to improve our knowledge about the subject. She
provided us with indebted assistance and suggestions regarding our report. Their advice and encouragement were
essential to the completion of this report.

Last but not the least we would like to thank our families who have contributed to every aspect of this report .They
clarified ideas, helped choose representative pieces and gave out the opportunity to carry out this work effectively.

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 TABLE OF CONTENTS
S H E I K H N A H A Y A N M A B A R A K A L N A H A Y A N C H A IR M A N W A R I D T E L (P V T .) L T D . P A K I S T A N ..................................................................................12
M E S S A G E F R O M T H E C H A I R M A N .............................................................................................................................................................................. 12
A B O U T W A R I D ........................................................................................................................................................................................................... 13
T H E W A R I D N E W L O O K ............................................................................................................................................................................................ 14
S H A R E H O L D E R S ........................................................................................................................................................................................................ 15
A B U D H A B I G R O U P ............................................................................................................................................................................................... 15
M A J O R I N V E S T M E N T S ........................................................................................................................................................................................... 16
B A N K A L F A L A H L I M I T E D .................................................................................................................................................................................... 16
U N I T E D B A N K L I M I T E D ..................................................................................................................................................................................... 16
A L F A L A H E X C H A N G E C O M P A N Y ........................................................................................................................................................................ 16
I R A N I A N S A N D E N I N D U S T R I E S PJS C O .............................................................................................................................................................16
J.C. M A C L E A N A N D C O .................................................................................................................................................................................... 17
N E O P H A R M A LLC............................................................................................................................................................................................. 17
N A T I O N A L T E L E S Y S T E M S A N D S E R V I C E S (NTS)...............................................................................................................................................17
A L J A Z I R A M A N A G E M E N T M A L L ....................................................................................................................................................................... 17
A B U D H A B I V E G E T A B L E O I L C O M P A N Y ............................................................................................................................................................17
N A M A D E V E L O P M E N T E N T E R P R I S E S .................................................................................................................................................................17
W H O L L Y O W N E D P R O P E R T I E S A N D C O M P A N I E S ...................................................................................................................................................18
L E R O Y A L M E R I D I E N H O T E L ‚ A B U D H A B I ‚ P R E V I O U S L Y K N O W N A S T H E A B U D H A B I G R A N D H O T E L ...........................................................18
D H A B I C O N T R A C T I N G ........................................................................................................................................................................................ 18
D H A B I D R I L L I N G O F F S H O R E R I G O P E R A T I O N S ................................................................................................................................................18

5
 A L A I N P A L A C E H O T E L ...................................................................................................................................................................................... 18
D H A B I E N T E R P R I S E S L E A S I N G ........................................................................................................................................................................... 18
Foreign Telecom Investments ...................................................................................................................................................................... 18
S H E I K H N A H A Y A N M A B A R A K A L N A H A Y A N .........................................................................................................................................................19
S H E I K H S U R O O R B I N M O H A M M E D A L N A H A Y A N ................................................................................................................................................19
S H E I K H M O H A M M E D B I N B U T T I H A M I D A L H A M I D ............................................................................................................................................20
S H E I K H S A E E D B I N M O H A M M E D A L N A H A Y A N ...................................................................................................................................................21
D R . M A N A S A E E D A L O T A I B A .............................................................................................................................................................................. 21
B A N K A L F A L A H ...................................................................................................................................................................................................... 22
SING TEL.............................................................................................................................................................................................................. 23
WARID TELECOM (PVT.) LTD. AND TRAFCO GROUP RENEW AND SIGNED ANOTHER CONTRACT FOR PROVISION OF VOICE AND DATA COMMUNICATION SERVICES...........25
R E C R U I T M E N T M E T H O D S ...................................................................................................................................................................................... 31
S E L E C T I O N P R O C E S S .............................................................................................................................................................................................. 31
S E L E C T I O N D E V I C E S A N D A I D S ............................................................................................................................................................................. 32
A P P L I C A T I O N F O R M S & W R I T T E N T E S T S .........................................................................................................................................................32
P E R F O R M A N C E S I M U L A T I O N T E S T S .................................................................................................................................................................. 32
I N T E R V I E W S ....................................................................................................................................................................................................... 32
P H Y S I C A L E X A M I N A T I O N ................................................................................................................................................................................... 32
T Y P E S O F O R I E N T A T I O N ........................................................................................................................................................................................ 33
E M P L O Y E E T R A I N I N G P R O G R A M S & M E T H O D S ...................................................................................................................................................33
E M P L O Y E E P E R F O R M A N C E A P P R A I S A L M E T H O D ..................................................................................................................................................33
C O M P E N S A T I O N A N D B E N E F I T S ............................................................................................................................................................................ 34
D O W N S I Z I N G I N Y E A R 2008................................................................................................................................................................................ 34

6
W O R K F O R C E D I V E R S I T Y M A N A G E M E N T ...............................................................................................................................................................34
HR C O S T E S T I M A T I O N A N D C O N T R O L ..................................................................................................................................................................34
E M P L O Y E E ’ S M O T I V A T I O N .................................................................................................................................................................................... 35
R E S O U R C E M A N A G E M E N T ..................................................................................................................................................................................... 35
A L L O W A N C E S A N D B O N U S E S F O R E M P L O Y E E S .....................................................................................................................................................36
F A C I N G C O M P E T I T I O N I N T H E M A R K E T ................................................................................................................................................................36
C H A L L E N G E S F A C E D B Y T H E M A N A G E R S ..............................................................................................................................................................36
V I E W R E G A R D I N G M A N A G E M E N T ......................................................................................................................................................................... 37
D I M E N S I O N S O F O R G A N I Z A T I O N A L C U L T U R E .......................................................................................................................................................37
A T T E N T I O N T O D E T A I L ...................................................................................................................................................................................... 37
O U T C O M E O R I E N T A T I O N ................................................................................................................................................................................... 37
T E A M O R I E N T A T I O N .......................................................................................................................................................................................... 37
A G G R E S S I V E N E S S ............................................................................................................................................................................................... 38
S T A B I L I T Y ........................................................................................................................................................................................................... 38
I N N O V A T I O N A N D R I S K T A K I N G ......................................................................................................................................................................... 38
S T R E N G T H O F C U L T U R E ........................................................................................................................................................................................ 38
S O U R C E S O F C U L T U R E ........................................................................................................................................................................................... 38
C U R R E N T C U S T O M S ........................................................................................................................................................................................... 38
V I S I O N S .............................................................................................................................................................................................................. 39
F O U N D E R ’ S I M P A C T ........................................................................................................................................................................................... 39
R E G I O N A L V A L U E S ............................................................................................................................................................................................. 39
S O C I A L I Z A T I O N P R A C T I C E D ................................................................................................................................................................................... 39
T H E D E G R E E O F E N V IR O N M E N T A L U N C E R T A I N T Y ................................................................................................................................................39

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 M A N A G E M E N T ’ S S O C I A L R E S P O N S I B I L I T Y V I E W ..................................................................................................................................................40
W A R I D T O P R O M O T E P U N J A B ’ S L O C A L C U L T U R A L H E R I T A G E W I T H A B R A R U L H A Q .....................................................................................40
WARID TELECOM TO PROMOTE PAKISTAN’S LOCAL CULTURAL HERITAGE..........................................................................................................................42
PAKISTAN’S FASTEST GROWING MOBILE COMPANY WARID SIGNS ONE OF THE COUNTRY’S LEADING SINGER JAWAD AHMAD AS BRAND AMBASSADOR .....................43
WARID TELECOM BRINGS POPULAR TAPE BALL CRICKET TOURNAMENT TO LIFE.................................................................................................................45
T H E D E G R E E O F S O C I A L R E S P O N S I B I L I T Y ..............................................................................................................................................................46
CONTRIBUTIONS FOR BALOCHISTAN EARTHQUAKE VICTIMS............................................................................................................................................46
GRAND PRIX PROMOTION........................................................................................................................................................................................ 47
G R E E N I N G O F E N V I R O N M E N T ............................................................................................................................................................................... 49
APPROACH BEING GREEN......................................................................................................................................................................................... 49
I N T E R N A T I O N A L C E R T I F I C A T I O N S ......................................................................................................................................................................... 49
F O R M A L S T A T E M E N T O F E T H I C S ........................................................................................................................................................................... 49
I S S U E R E S O L V I N G .................................................................................................................................................................................................. 50
I M P R O V I N G E T H I C A L B E H A V I O R O F E M P L O Y E E S ..................................................................................................................................................50
E S T A B L I S H I N G G O A L S A N D D E V E L O P I N G P L A N S ..................................................................................................................................................50
F O R M A L P L A N N I N G D E P A R T M E N T ........................................................................................................................................................................ 50
D E A L I N G D Y N A M I C E N V I R O N M E N T ...................................................................................................................................................................... 51
External Analysis........................................................................................................................................................................................................ 51
O P P O R T U N I T I E S F O R W A R I D T E L E C O M ................................................................................................................................................................51
NETWORK COVERAGE.............................................................................................................................................................................................. 51
COST MINIMIZATION............................................................................................................................................................................................... 51
CELEBRITY FOLLOWERS............................................................................................................................................................................................ 51
T H R E A T S T O W A R I D T E L E C O M .............................................................................................................................................................................. 52

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 COMPETITORS........................................................................................................................................................................................................ 52
NEW RIVALS.......................................................................................................................................................................................................... 52
Internal analysis......................................................................................................................................................................................................... 52
S T R E N G T H S O F W A R I D T E L E C O M ......................................................................................................................................................................... 52
LARGEST INVESTMENT GROUP AND RENOWNED TELECOM INDUSTRIALISTS.......................................................................................................................52
STRONG I T INFRASTRUCTURE................................................................................................................................................................................... 53
WARIDTEL.COM..................................................................................................................................................................................................... 53
24 / 7 CUSTOMER SUPPORT.................................................................................................................................................................................... 53
W E A K N E S S E S O F W A R I D T E L E C O M ....................................................................................................................................................................... 54
EMAIL COMMUNICATION ‘PRONE TO VIRUS THREATS....................................................................................................................................................54
ELECTRICITY DEPENDENT SYSTEMS............................................................................................................................................................................. 54
MARKET RESEARCH & DEVELOPMENT........................................................................................................................................................................ 54
FRANCHISE NETWORK PROBLEM............................................................................................................................................................................... 54
G R O W T H S T R A T E G I E S ............................................................................................................................................................................................ 55
C O R P O R A T E P O R T F O L I O A N A L Y S I S ....................................................................................................................................................................... 55
C O M P E T I T I V E S T R A T E G Y D E A L I N G W I T H T H R E A T S ..............................................................................................................................................55
THREAT OF NEW ENTRANTS...................................................................................................................................................................................... 55
BARGAINING POWER OF SUPPLIERS............................................................................................................................................................................ 56
BARGAINING POWER OF CUSTOMERS.......................................................................................................................................................................... 56
CURRENT RIVALRY................................................................................................................................................................................................... 56
F O C U S O N C O S T L E A D E R S H I P ............................................................................................................................................................................... 56
C U S T O M E R S E R V I C E S T R A T E G I E S .......................................................................................................................................................................... 57
W O R K S P E C I A L I Z A T I O N ......................................................................................................................................................................................... 57

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D E P A R T M E N T A L I Z A T I O N ........................................................................................................................................................................................ 57
U N I T Y O F C O M M A N D ............................................................................................................................................................................................ 57
S P A N O F C O N T R O L ................................................................................................................................................................................................ 58
D E C I S I O N M A K I N G C E N T R A L I Z E D O R D E C E N T R A L I Z E D ........................................................................................................................................58
F O R M A L I Z A T I O N .................................................................................................................................................................................................... 58
M O D E L O F T H E O R G A N I Z A T I O N A L D E S I G N S T R U C T U R E ......................................................................................................................................58
L A B O R U N I O N S ...................................................................................................................................................................................................... 58

10
 INTRODUCTION
11
 MANAGERIAL ASPECTS OF WARID TELECOM (PVT.) LTD. PAKISTAN

S HEIKH N AHAYAN M ABARAK A L N AHAYAN

C HAIRMAN W ARID T EL (P VT .) L TD . P AKISTAN

M ESSAGE FROM THE C HAIRMAN

“ By the grace of Allah‚ we have completed three successful years of Warid Telecom Pakistan and are beginning

an exciti ng fourth one. In these three years since Warid Telecom has launched in Pakistan, our organizati on
has gone from its conceptual infancy stage to a challenger, and fi nally are moving forward to become a force.
We have expanded in every way possible.

In our fourth year, we will conti nue to expand and take our network and subscribers to the most dominant
levels of Pakistan. We wish to make this year a new era for ourselves and the country, a ti me when Warid
Telecom will become the primary service provider for all communicati on needs. We will spare no eff ort, cost
or determinati on to ensure that Warid Telecom becomes a company to serve the people of Pakistan most
eff ecti vely.”

12
A BOUT W ARID
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a
strategic alliance with Singapore Telecom. Subsequent to this transacti on in July 2007, telecom giant SingTel
acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 million. This partnership is part of
a strategy to support Warid Telecom’s conti nued growth and to enhance its market positi on.

Abu Dhabi Group, one of the largest business groups in the Middle East and the single largest foreign investor
in Pakistan. It has diversifi ed business interests, off ering strong fi nancial resources and extensive
management experti se that result in commercial success for several insti tuti ons.

SingTel’s investment in mobile operati ons include, Advanced Info Service (AIS)  –Thailand, (21.4%), Bharti
Telecom Group – India (30.5%), Optus Telecom – Australia (100%), Globe Telecom – Philippines (44.5%),
Pacifi c Bangladesh Telecom (PBTL)  - Bangladesh (45%), Telkomsel – Indonesia (35%) and Warid Telecom –
Pakistan (30%) .

13
T HE W ARID N EW L OOK
 An evoluti on that strengthens the Warid identi ty while keeping the customers in focus
 Use of a more contemporary font & style to give a more approachable image
 This new logo encompasses the expanding reach of Warid not just in Pakistan but in an internati onal
footprint
 With our strengthened GPRS/EDGE network we would empower our customers to create their own life
style networks

S HARE H OLDERS
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a
strategic alliance with Singapore Telecom. Subsequent to this transacti on in July 2007, telecom giant SingTel
acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 million. This partnership is part of
a strategy to support Warid Telecom’s conti nued growth and to enhance its market positi on.

A BU D HABI G ROUP
Warid Telecom takes pride in being backed by the Abu Dhabi Group, one of the largest business groups in the
Middle East and the single largest foreign investor in Pakistan. It has diversifi ed business interests, off ering
strong fi nancial resources and extensive management experti se that result in commercial success for several
insti tuti ons.

14
The Abu Dhabi group's major investments are in the following sectors:

 Oil and gas explorati on  

 Banking and fi nancial services
 Automoti ve
 Hospitality services
 Property development
 Telecommunicati ons

The Abu Dhabi Group is led by His Highness Sheikh Nahayan Mabarak Al Nahayan. His Highness is the Federal
Minister for Educati on of the United Arab Emirates and He is the Chairman of Warid Telecom‚. The Abu Dhabi
Group's other successful investments in Pakistan include Bank Alfalah, United Bank Limited, Taavun, Wateen
Telecom and Raseen Technologies.

M AJOR I NVESTMENTS

BANK ALFALAH LIMITED

A fully licensed commercial bank in Pakistan with over 231 branches and 195 state of the art ATM machines in
all the major fi nancial centers of the country

UNITED BANK LIMITED

15
A leading commercial bank in Pakistan with a vast network of approximately 1,400 branches including 19
internati onal branches‚ affi liates and representati ve offi ces in the
UAE‚ Bahrain‚ Qatar‚ Yemen‚ Egypt‚ Iran‚ Switzerland‚ the UK and USA.

ALFALAH EXCHANGE COMPANY

A fully licensed exchange company in Abu Dhabi

I R A N I A N S A N D E N I N D U S T R I E S PJS C O .

A joint venture with Sanden Singapore to manufacture car air conditi oners in Iran with a capacity to produce
up to 300‚000 air conditi oning units per annum

J.C. M A C L E A N A N D C O .

Manufacturers of high quality furniture

N E O P H A R M A LLC

Manufacturers of pharmaceuti cal products

N A T I O N A L T E L E S Y S T E M S A N D S E R V I C E S (NTS)

A joint venture with Bin Jaber Group Ltd. and Thales Internati onal Middle East Holding S.A.L

16
AL JAZIRA MANAGEMENT MALL

A management joint venture

ABU DHABI VEGETABLE OIL COMPANY

A manufacturer of edible oils

NAMA DEVELOPMENT ENTERPRISES

Representi ng leading companies in the UAE in the fi eld of oil and gas‚ engineering‚ equipment
suppliers‚ consultants and etc.

W HOLLY OWNED PROPERTIES AND COMPANIES

LE ROYAL MERIDIEN HOTEL‚ ABU DHABI‚ PREVIOUSLY KNOWN AS THE ABU DHABI GRAND HOTEL

A 5-star hotel in the heart of Abu Dhabi soon to off er 300 deluxe rooms‚ suites and other faciliti es

DHABI CONTRACTING

A special category constructi on company

DHABI DRILLING OFFSHORE RIG OPERATIONS

A collaborati on with Sedco Forex

17
AL AIN PALACE HOTEL

A 4-star hotel in Abu Dhabi

DHABI ENTERPRISES LEASING

Leasing a number of groups and real estate properti es across Abu Dhabi

Foreign Telecom Investments

The group has successfully launched its services in Bangladesh in May 2007. Warid Telecom Internati onal has
successfully launched operati ons in Congo-Brazzaville, Bangladesh and Uganda with plans underway for
Georgia and Ivory Coast.

S HEIKH N AHAYAN M ABARAK A L N AHAYAN

His Highness Sheikh Nahayan Mabarak Al Nahayan – Member of the Royal Family of Abu Dhabi‚ Minister for
Higher Studies and Chancellor of the University of Al Ain.

His Highness Sheikh Nahayan Mabarak Al Nahayan is the Chairman of the Company and takes keen interest in
the management of Warid Telecom.

His Highness Sheikh Nahayan is the Federal Minister for Higher Educati on and Scienti fi c Research for UAE and
is also Chairman of Union Nati onal Bank‚ Abu Dhabi‚ Chairman & Director United Bank
Limited‚ Pakistan‚ Chancellor Al Ain University and President at the Higher Colleges of Technology‚ Abu Dhabi.
His Highness is also the former Chairman Bank Alfalah Limited‚ Pakistan.

18
S HEIKH S UROOR B IN M OHAMMED A L N AHAYAN
His Excellency Sheikh Suroor Bin Mohammed Al Nahayan – Chamberlain of the Royal Amiri Courts and Member
of the Royal Family of Abu Dhabi

His Excellency Sheikh Suroor Bin Mohammed Al Nahayan was the Governor of UAE Central Bank for the last 10
years and a major shareholder of Abu Dhabi Commercial Bank. He is a member of the Royal Family and holds
interest in Bank Alfalah Limited and United Bank Limited in Pakistan.

His Excellency Sheikh Suroor is the major shareholder of Abu Dhabi Commercial Bank‚ Abu Dhabi‚ UAE. Other
interests include shares in joint stock companies as well as interest in commercial and real estate properti es
both in UAE and abroad. His Excellency Sheikh Suroor also owns the fi ve star Hotel “Beach Hotel” Abu
Dhabi‚ Suites & Apartments and the Abu Dhabi Trade Center‚ The Mall‚ The Towers.

S HEIKH M OHAMMED B IN B UTTI H AMID A L H AMID

His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid is Chairman‚ Abu Dhabi Municipality‚ Governor &
H.H. the Ruler’s Representati ve for Western Region‚ Emirate of Abu Dhabi and Member of Executi ve
Council‚ Emirate of Abu Dhabi.

His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid owns substanti al business‚ real estate and
businesses. His Excellency is the Chairman of Al Hamid Group of Companies and owns major automobile
agencies of:

 Rolls Royce 
 BMW

19
  Mini Car
 Heavy Equipments
 Tata Buses
 TADONO Cranes
 Kawasaki Wheel Loaders
 IVECO Trucks
 Fiat Hitachi

His Excellency also holds shares valued about US$ 300 million in various local and public listed companies.

20
S HEIKH S AEED B IN M OHAMMED A L N AHAYAN
His Excellency Sheikh Saeed Bin Mohammed Al Nahayan – Member of the Royal Family

His Excellency Sheikh Saeed Bin Mohammed Al Nahayan is a member of the ruling family of Abu Dhabi. He
holds a Master degree in politi cal science from United Kingdom and PhD. in politi cal strategy from Egypt. His
service spans more than 20 years in the Government of Abu Dhabi in the Ministry of Interior‚ Police
Directorate and presently holds the rank of Lieutenant Colonel.

He owns several properti es in the Emirates of Abu Dhabi‚ United Kingdom‚ Lebanon and Pakistan. He is a
partner and shareholder in certain major companies and banks in the United Arab Emirates and abroad.

D R . M ANA S AEED A L O TAIBA

His Excellency Dr. Mana Saeed Al Otaiba – Advisor to the President of the UAE & Ruler of Abu Dhabi (His
Highness Sheikh Zaid Bin Sultan Al Nahayan) and ex Oil Minister of UAE.

His Excellency Dr. Mana Saeed Al Otaiba comes from the Al Otaiba family‚ which is one of the most powerful
families in the United Arab Emirates as well as in the Arabian Gulf. Al Otaiba is part of the Al–Morar tribe
related to Marwan Bin Al–Hakam‚ and forms a part of the Bani Yas Alliance.

Appointed as Minister of Petroleum and Industry in the fi rst cabinet of the Abu Dhabi Emirate‚ he was
retained in 1972 as the fi rst Minister of Petroleum and Mineral Resources in the Cabinet of the United Arab
Emirates. In 1974‚ His Excellency Dr. Mana Saeed Al Otaiba received his Masters degree from the University of
Cairo‚ Faculty of Economic and Politi cal Science. Two years later His Excellency Dr. Mana received a PhD. from

21
the same University and the subject of his thesis was “Petroleum and Economics in UAE”. In 2000 His
Excellency Dr. Mana received his second PhD. from Mohammad Bin Abdullah in Fas – Morocco on his thesis on
Arabic Literature.

His Excellency Dr. Mana Saeed Al Otaiba has been conferred a number of honorary doctoral degrees in
appreciati on of his important role and disti nguished eff orts in serving his country’s economy as well as that of
the world. His Excellency Dr. Mana Saeed Al Otaiba has headed several government directorates and
insti tuti ons related to petroleum and mineral resources‚ and has sat in the Chairs of the Boards of numerous
oil and petroleum related companies. Mr. Omer Ziad Jaafar Al Askari M/S Electro Mechanical Company
LLCBank
 

B ANK A LFALAH
Bank Alfalah Limited was incorporated on June 21‚ 1997 as a public limited company under the Companies
Ordinance 1984. Its banking operati ons commenced from November 1‚ 1997. The bank is engaged in
commercial banking and related services as defi ned in the Banking companies ordinance‚ 1962. The bank is
currently operati ng through 75 branches in 28 citi es‚ with the registered offi ce at B.A. Building I.I. Chundrigar‚
Karachi.

Since the incepti on of Bank Alfalah‚ by the grace of Almighty‚ it has moved rapidly in expanding its branch
network and deposit base‚ along with making profi table advances and increasing the range of products and
services. It has been instrumental in introducing innovati ve products and services to the market place
including products such as car loans‚ home loans etc. in Pakistan.

22
SING TEL
Serving both the corporate and consumer markets,  the SingTel Group  is committ ed to bringing the best of
global communicati ons to customers in the Asia Pacifi c and beyond.  

With signifi cant operati ons in Singapore and Australia (through wholly-owned subsidiary SingTel Optus), the
Group provides a comprehensive portf olio of services that include voice and data services over fi xed, wireless
and Internet platf orms.

In Singapore, SingTel has had more than 128 years of operati ng experience and has played an integral part in
the development of the city as a major communicati ons hub in the region.   In Australia, Optus serves more
than six million customers.   It has driven the competi ti on as the challenger brand and led the way in
technological innovati ons and breakthroughs.

Over the years, SingTel has grown to be a global player with a strong regional heritage.   With one of the most
extensive and advanced telecommunicati ons infrastructure, the Group off ers unparalleled reach in Asia and
beyond.

SingTel's highly developed internati onal network provides direct connecti ons from Singapore to more than 100
countries.  It is a major investor in many of the world's most sophisti cated submarine cable and satellite
systems.  The Group is the second largest satellite operator in the Asia Pacifi c.

SingTel also operates a pan-Asian chain of world-class data centres, providing a suite of managed hosti ng
telco soluti ons branded EXPAN.  Data centres are located in Australia, Hong Kong, Japan, Korea, Taiwan and

23
Singapore.   Through marketi ng alliances, EXPAN is also available in eight other markets including China and
India.

SingTel’s ability to support multi -nati onal corporati ons (MNCs) on a cross-border basis is anchored by its
extensive network of SingTel Global Offi ces (SGOs).   Found in 37 citi es in 19 countries and territories across
Asia Pacifi c, Europe and the United States, the SGOs provide MNCs with a single point of contact.  

The Group's other major investments in the region include Advanced Info Service (AIS)  in Thailand, the Bharti
Telecom Group inIndia, Globe Telecom in the Philippines, Pacifi c Bangladesh Telecom (PBTL)  in Bangladesh,
Telkomsel in Indonesia and Warid Telecom in Pakistan.   Together, the Group has around 172 million mobile
customers in eight markets.   This is the largest multi -market mobile customer base in Asia outside of China.

SingTel employs about 19,000 people worldwide and had a turnover of S$13.15 billion (US$8.41 billion) and
net profi t aft er tax of S$3.78 billion (US$2.42 billion) for the year ended 31 March 2007

24
WARID TELECOM (PVT.) LTD. AND TRAFCO GROUP RENEW AND SIGNED ANOTHER CONTRACT FOR PROVISION OF VOICE AND
DATA COMMUNICATION SERVICES

Lahore, 10th November, 2008: Warid Telecom (Pvt.) Ltd. and Trafco Group renewed their agreement and
signed another contract through which Trafco Group will uti lize voice and data communicati on services of the
EDGE, GSM and GPRS network of Warid Telecom.

Warid Telecom (Pvt.) Ltd. is providing voice and communicati ons services through its state of the art GSM and
EDGE network to Trafco since May 2006. Both Trafco and Warid have enjoyed and benefi ted from the
partnership and has decided to strengthen the business relati onship by extending the service contract for
another year.

Warid Telecom’s Acti ng Chief Executi ve Offi cer- Faisal Khan and Trafco Group’s Chairman- Tahir Malik signed
the agreements in an impressive ceremony which was att ended by corporate leaders and leading members of
the business community. Board Member Warid Telecom Pervez A.Shahid graced the ceremony with his
presence. Warid’s Chief Commercial Offi cer Thomas Yeo along with other senior offi cials of Warid and Trafco
were also present at the occasion.

Pervez A. Shahid, Board Member Warid Telecom said, “We are happy that Warid Telecom has become the
primary choice of Pakistani subscriber fulfi lling the complete communicati on needs. We are not only the
leader for the provision of voice telephony but also becoming the fi rst choice for providing data
communicati on services as well. Under the leadership of our Chairman Sheikh Nahayan Mabarak Al Nahayan

25
and guidance of Mr. Bashir A. Tahir, Chief Executi ve Offi cer of Abu Dhabi Group, Warid is all set to become the
best mobile phone operator in Pakistan.”

Speaking at the occasion Warid Telecom’s Acti ng Chief Executi ve Offi cer- Faisal Khan said, “We are proud to
have been working with country’s leading logisti cs and vehicle tracking group. Our relati onship has proved
successful and benefi cial for both companies. Warid contract renewal with Trafco refl ects the confi dence we
enjoy from our corporate clients.”

Warid’s Chief Commercial Offi cer- Thomas Yeo said, “Warid Telecom is providing best quality voice and
communicati on services through its widest EDGE and GPRS coverage network. We are proud to be able to
value add to our client’s business through our dedicated account services team. We are honor to be a part of
Trafco success in growing their business and customer base with our full suites of communicati on products.
We are delighted to have Trafco confi dence in us and we are sure the partnership will go a long way.  

Chairman Trafco Group- Tahir Malik said, “Trafco Group being one of the leading and renowned groups of
Pakistan has a top of the line logisti cs and freight forwarding company and the most high-tech GSM/GPRS
vehicle tracking company under its umbrella. In order to provide the most excellent services in our business
we can only trust the operator having best quality GSM / GPRS network along with fl awless customer services
and technical back-up support. Warid has proved itself the best communicati on service provider and we will
conti nue to work together.”

26
THE STUDY
MANAGERIAL ASPECTS OF WARID TELECOM (PVT.) LTD. PAKISTAN

27
28
 LEVELS OF MANAGEMENT AT WARID TELECOM (PVT.) LTD. PAKISTAN

M gv
ti
n sa
C Ta O r ss
ee
, Cg I eOr )s
( CGCa
M CE O
eOn aCrgFae
n ,e Ol r,
GD Mx e
E
en
S ee an
pe
Cn c u
su
io a yr l
rt a

Note:
The Cs ( CCO, CIO, CTO, CSO, CFO ) are virtually higher at higher rank than General Managers as several General Manager
reports to them but the basic scale defined for Cs and GMs is the same. The reporting scenario is exempted in the absence of
right after CEO.
29
DIVISIONAL DISTRIBUTION OF WARID TELECOM (PVT.) LTD. PAKISTAN

30
FUNCTIONAL DISTRIBUTION OF WARID TELECOM (PVT.) LTD. PAKISTAN

31
R ECRUITMENT M ETHODS
Warid Telecom uses following mediums to att ract the candidates and professional to their presti gious and fast growing
telecom company

 Newspaper Adverti sements

 Online Recruitment Agencies
 Head Enters
 Walk in CVs
 Internal Vacancies
 Website

S ELECTION P ROCESS
The selecti on process initi ates with the fi ltrati on of the CV bank at Warid Telecom. The candidates are short listed for
the interview calls. The calls are made and appointments are given. The inter is subjecti ve in nature and a interview
panel is present there for this purpose. Usually the panel is consists Manager HR, Division Manager and Department
Manager. For engineers there’s a skill test and for CSRs a writt en test is conducted. HR is considering about having
Multi Disciplinary tests also in near future.

32
S ELECTION D EVICES AND A IDS

APPLICATION FORMS & WRITTEN TESTS

Initi ally applicati on form and writt en test is taken that is based on the general knowledge and the specifi c job
knowledge. This test is mostly MCQs based however there are some jobs in which theoreti cal and detailed
answers are asked to evaluate the candidate.

P E RF O R M A N C E S I M U L A T I O N T E S T S
As such there are no simulators used specifi cally for testi ng all the employees however there are some jobs in
which simulati ons are used to evaluate the typing speed, voice quality, networking skills and other such
aspects of job requirement.

INTERVIEWS
Interviews are the most important selecti on criteria. If the candidate is to work at operati onal level and hired
from outsource than the fi rst phases and the fi rst interview is conducted by the HR of the outsource company,
second interview by the supervisor and the fi nal interview by the manager to whom the line manager reports.
If the employee is to be hired at WaridTel payroll then the initi al interview is carried out by the HR of
WaridTel, second interview by the immediate boss and the fi nal interview by the immediate boss of immediate
boss. For hiring managers and higher authoriti es the interviews are conducted by the interview panels.

PHYSICAL EXAMINATION
No physical examinati on is taken at the ti me of selecti on at Warid Telecom.

33
T YPES OF ORIENTATION
Orientati ons are conducted on the 1 s t and on the 15 t h of every month provided that the number of new hiring
is more than or equal to 5. The orientati ons are group based and the new employees are gathered together at
their respecti ve regional orientati on center or some other arranged place. The orientati on consists of a brief
descripti on on organizati on’s goals, history, philosophy, procedures and rules, goals of work unit, how the job
contributes to overall work and a litt le bit of introducti on to the coworkers.

E MPLOYEE T RAINING P ROGRAMS & M ETHODS

Warid Telecom prepares a training calendar for the fi scal year. The calendar is based on the extracti on from
the calendars issued by several training insti tutes and contractors. Regular trainings are provided to the
employees that seems to be potenti al and in need of trainings to become more effi cient and eff ecti ve. The
analysis of training requirement is someti mes made from the performance appraisal; someti mes it’s a line
manager who recommends training for a subordinate and in some cases if the employee voluntarily requests
for training that Is affi rmed useful for the employee performance it is conducted.

E MPLOYEE P ERFORMANCE A PPRAISAL M ETHOD

The performance appraisal is formed by the supervisor or immediate boss. Each aspect of performance is weighted or
performance scale on which the maximum value is 5 and minimum is 1. The rati ng is done on the factors that how
much of the objecti ves have been achieved by the employee, on the behavior of employee, management abiliti es and
such other aspects that can be covered in the following methods

1.Graphic Rati ng Scale 2. BARS 3. MBO

34
C OMPENSATION AND B ENEFITS
The major factor considered is the skill level of the employee and the job assigned. However including basic
salary other incenti ves are off ered on regular basis to the employees on remarkable performances in some
departments like Sales and Customer Support Center.

D OWNSIZING IN Y EAR 2008

Yes, downsizing was carried out in the mid and end of year 2008, due to worst global recession and increasing
management and services costs. The employees that were dropped from the WaridTel were low performers,
outsourced employees whose contract were over and not renewed. Only a few of permanent employees left
willingly and the spaces were fi lled by job expansion rather than hiring new employee in place.

W ORKFORCE D IVERSITY M ANAGEMENT

The workforce is not that much diverse but however the diversity to what extent it exists is controlled and managed.
The employees are taught culture and ethics of the organizati on and corporate values are also taught to become a
integrated and cooperati ve team.

HR C OST E STIMATION AND C ONTROL

The HR costs are esti mated and budget is prepared on the basis of the new projects that are going to be started, any
events, recruitment and hiring costs, orientati on costs, and any other costs that are expected to incur. The
esti mati ons are analyzed and discussed among the Finance and HR representati ves. Proacti ve measures are taken to
reduce costs and esti mati ons are compared with the previous year esti mati ons also.

35
E MPLOYEE ’ S M OTIVATION
The managers encourage and moti vate their subordinates by providing day to day consultati on at lower levels
of management. Line Managers are given incenti ves and bonuses on special achievements during new
projects. The middle managers are provided with recogniti on, awards and other benefi ts on unusual
achievements and project completi ons. Operati onal staff is moti vated by assigning responsibiliti es, extra
faciliti es, comfortable working environment and working hours. Overall WaridTel believes in providing
security, social and physiological need to its employees at all levels. The upper management is moti vated by
their recogniti on in public and publicati on on their achievement and messages in the news paper and through
other media. Entertainment factor is very important in moti vati on as it provide relaxati on to employee and
creates a social environment within peers and others. During the re-launch of Warid Telecom a moti vati on
session to boost up the moral of employees was conducted in all the divisions of Warid Telecom.

R ESOURCE M ANAGEMENT
Resource management is carried out by departments. There are explicit departments which work individually
as well as co-operati vely to manage all the resources of the organizati on. The departments have their own
accounti ng staff s for record maintenance of the material resources moved in and out of the department.
There are several storage sites for resources. The main departments that are directly involved in major
resource management are as following:
1. Financial Accounti ng Department
2. Human Resource Management Department
3. Acquisiti on Department
4. Administrati on Department

36
A LLOWANCES AND B ONUSES FOR E MPLOYEES
At Warid Telecom employees are provided with car maintenance allowances, commissions, over ti mes. Entertainment
allowances, home allowances and a few others depending on their pay scale and rank in the organizati on. The bonuses
are not promised one but whenever Warid Telecom has shown improvements and profi tability employees are given
bonuses and other gift s as well.

F ACING C OMPETITION IN THE M ARKET

The telecom is the most growing and competi ti ve sector of Pakistan. Companies like WaridTel, Mobilink,
Ufone, Telenor and Zong are leaving no stone unturned to be the market leader. Every now and then new
Value Added Services are being off ered by the competi tors. Warid Telecom has shown the courage and moti ve
that it is not a single step behind in the competi ti on. To compete in the market Warid Tel is conti nuously
growing its network throughout Pakistan and providing Internati onal Roaming as well with increasing
customer care and aff ordable tariff s and packages for the customers.

C HALLENGES F ACED BY THE M ANAGERS

The managers face many challenges in the competi ti ve working environment and drasti cally changing
communicati on needs of Pakistan Telecom industry. These challenges are more criti cal for Marketi ng
Managers, Sales Managers, Quality Management Managers, Customer Sales and Supports Managers, Operati on
Managers and Admin Manager.

37
V IEW R EGARDING M ANAGEMENT
The chairman and CEO of Warid Telecom is well aware of the external and internal factors that infl uences the
success and failure of their organizati on. Thus, if in some extreme cases where the external factors that
cannot be controlled by the management are causing the failure managers are not blamed for it. However
higher authoriti es always demand the success and growth of the organizati on by any fair means. Thus, keeping
in these points you can say that the organizati on has a sort of mixed omnipotent symbolic view.

D IMENSIONS OF ORGANIZATIONAL CULTURE

ATTENTION TO DETAIL
WaridTel expects their employees to be précised and specifi c about their jobs inputs and outputs. Time lines
are given and asked for the jobs and the work status is exchanged on emails.

OUTCOME ORIENTATION
The managers want results no matt er how outcomes are achieved but the employees are sti ll bounded not to
use unfair means and any illegal acti vity to carry out the assigned job is discouraged and heavy penalti es are
imposed on guilty and someti mes fi red.

TEAM ORIENTATION
About 90% of the ti me team orientati on is used and work is accomplished in the forms of teams however
where teams are not required individual are assigned the as well.

38
AGGRESSIVENESS
Aggression is discouraged in the WaridTel’s Corporate Business Environment. The degree of co-operati on may
be assumed to 70% as all the ti me all the people are not ready to co-operate with others.

STABILITY
Major decisions are stable and followed strictly but at the lower level someti mes if a situati on demands the
change in decision, an alternati ve is adopted.

INNOVATION AND RISK TAKING

Innovati ons and suggesti ons are always welcomed by the higher authoriti es keeping in view the benefi t of
organizati on, achievement of goal and realisti c applicati on of the idea.

S TRENGTH OF C ULTURE
Overall WaridTel has grouped up employees from diverse cultural backgrounds and accommodates both western and
eastern trends. Orientati ons are conducted to communicate the organizati onal culture, ethical values principals and
other key values. The working culture is somehow a strong custom to follow. Working hours are defi ned and followed
strictly. Automated Bio Att endance systems are implemented.

S OURCES OF C ULTURE

CURRENT CUSTOMS
Individual follows their own customs while as a whole the Nati onal Pakistani customs and traditi ons are
followed by majority

39
VISIONS
The work culture is derived from the vision of the Chairman.

F OU N D E R ’ S I M P A C T
The founder impact is quite strong on and pictures and messages from the chairman can be seen throughout
the corporate offi ce and other business centers.

REGIONAL VALUES
The regional values are also promoted in the respecti ve regional offi ces and business centers.

S OCIALIZATION P RACTICED
At WaridTel the process of socializati on is quite systemati c. Orientati ons are carried out. New employees
learn from the coworkers and the events and seminars held at the offi ces. The process of making new
employees adapt the culture of organizati on consists of communicati ng ethics and values of Warid Telecom
through stories, rituals, material symbols, language and etc.

T HE D EGREE OF E NVIRONMENTAL U NCERTAINTY

The components of environment are in conti nual process of change as Informati on Technology and Telecom
sector is having advancements and new discoveries every now and then.

The environment is not that much complicated and the variables of uncertainty can be identi fi ed with litt le
eff orts. Except a few changes, most of the upcoming changes are predictable and WaridTel being the most
progressive telecom company in Pakistan always tries to keep up with the pace and adapt with the
environmental, technological, industrial and other changes.

40
M ANAGEMENT ’ S SOCIAL R ESPONSIBILITY V IEW
WaridTel focuses on the socioeconomic view of the management and managers are expected to come up with
ideas that are profi t wining for the organizati on as well as show their social responsiveness. Recently WaridTel
has come up with some important social acts as stated following:

W A R I D T O P R O M O T E P U N J A B ’ S L O C A L C U L T U R A L H E R I T A G E W I TH A B R A R U L H A Q

Lahore, July 29, 2008: Warid takes on board Pakistan’s singing sensati on Abrar-ul-Haq as the new brand
ambassador. The signing was conducted in an impressive ceremony at Warid head offi ce in Lahore and was
witnessed by representati ves of media. General Manager Marketi ng Mr. Moin Qadri and Head of Products &
Services Mr. Babar Ahmad were amongst the senior management present at the occasion.

According to the contract Abrar would feature in electronic and print media for Warid. He will lend his extra
ordinary appeal amongst the masses to one of the leading telecom brand in Pakistan. This would include a
string of TVC’s concerts; meet the arti st programs and many other socio-entertainment acti viti es.

Under the contract Warid will be working closely with its ambassador for the promoti on of cultural heritage
including bhangra, folk spiritual and mysti c music specially belonging to nati ve Punjabi languages. Abrar-ul-
Haq is a Pakistani pop Bhangra and Folk arti st and one of country’s greatest assets in the modern age of
music. He's an excepti onally talented songwriter, creator of catchy melodies enhanced by his mature vocals.
Apart from bhangra Abrar has another phase of spirituality that can be felt in songs like Rang Rang etc.

41
Speaking at the occasion, Warid Management was of the view that “Abrar is a singer with massive appeal in
Pakistan. His talent to showcase true Pakistani cultural and folk music has been witnessed internati onally thus
we are proud to have him as our Brand ambassador. We strongly feel that he will be instrumental in
communicati ng our innovati ons to our subscribers across the country. Having Abrar with us, there will be
exciti ng moments for our subscribers as Warid conti nues to bring innovati ons for them.”

Abrar-ul-Haq said, “I am honored to become the voice of country’s fastest growing voice communicati ons
operator Warid Telecom. Warid team and I will work together to promote and revive our cultural values and
music. Similarly I will support Warid to stay at the forefront of country’s cellular market.”

Warid has recently endorsed Jawad Ahmad, Rahim Shah, Shazia Khushk, Shaman Ali Mirani, Ahmed Mughal and
Ahmed Ali Butt as its brand ambassador. This is part of Company’s conti nuous eff orts to encourage Pakistani
talent and promote its true cultural heritage through music while expanding its network coverage to remotest
locati ons in Pakistan. Besides being a remarkable singer Abrar has contributed to the uplift of Pakistani
society by forming the Sahara Trust a charity organizati on striving for the bett erment of health and
development of educati on in the remotest areas of country. Sughra Shafi Medical Complex at Narowal is a
great service by SAHARA. In 2005 Abrar was awarded Tamgha- e-Imti az by President of Islamic Republic of
Pakistan for Outstanding Public Services and Talent in the fi eld of Music. Other awards in his portf olio include
Graduate Award for three consecuti ve years (1999-2001), PTV World Award 2000 & 2001 for best folk singer,
Lux Style Award 2002 & 2003 for most popular singer of Paksitan, NTM Ferguson Music Viewers Award 2001
and Citi zens Excellence Award 2002 of Best Singer and Social Worker.

42
WARID TELECOM TO PROMOTE PAKISTAN’S LOCAL CULTURAL HERITAGE

Karachi, July 18, 2008: Warid Telecom has taken on board top four singers of the country as Company’s new
Brand Ambassadors. The singers are Rahim Shah, Shazia Khushk, Shaman Ali Mirani and Ahmed Mughal. The
signing was conducted in an impressive ceremony held at Warid regional offi ce, Karachi. Warid’s General
Manager Marketi ng Moin Qadri, General Manager Sales South Shahid M. Murtaza DGM South Asad Reza and
Segment Manager Hassan Jaafar were amongst the senior management who were present at the occasion.

Under the agreement, Warid will be working with these popular celebriti es to promote cultural heritage
including spiritual and mysti c music specially belonging to nati ve Sindhi, Pushtu & Baluchi languages.

Warid’s Management was of the view that “Rahim, Shazia, Shaman and Ahmed are amongst Pakistan’s top
singers and hence, we as country’s most preferred mobile company selected them as our brand ambassadors.
The ambassadors will be working closely with Warid to promote the local nati ve languages and heritage of the
land. Having Rahim, Shazia, Shaman and Ahmed with us, there will be exciti ng moments for our subscribers as
Warid conti nues to bring innovati ons for them. Since we are expanding our network to the remotest parts of
Pakistan, we also wanted faces that are recognized regionally and nati onally.”

It may also be noted here that Warid has expanded its coverage overall in Pakistan and has even gone to
remotest towns, villages and smaller citi es in all provinces of the country

PAKISTAN’S FASTEST GROWING MOBILE COMPANY WARID SIGNS ONE OF THE COUNTRY’S LEADING SINGER JAWAD AHMAD AS BRAND AMBASSADOR
    

43
Lahore, July 15, 2008: Warid Telecom signed Jawad Ahmad as ZEM’s new Brand Ambassador . The signing was
conducted in an impressive ceremony held at Warid head offi ce, Lahore. Amongst the senior management
representati on of Warid at the occasion was Mr. Faisal Khan, Advisor to Warid CEO; Mr. Moin Qadri, General
Manager Marketi ng and Mr. Babar Ahmad, Head of Products & Services.

Jawad is one of Pakistan’s leading celebriti es when it comes to music and humanitarian aid. Under the
agreement, Jawad will feature in electronic and print brand and product communicati on including
adverti sements for Warid Telecom. Warid will be using the charisma of popular arti st to perform in its
adverti sements, concerts, meet the arti st programs and many other socio- entertainment acti viti es.

Warid’s Management was of the view that “Jawad is one of Pakistan’s leading singers and hence we as
country’s most preferred mobile company selected him as our brand ambassador. It is our privilege to be
associated with Jawad who is a singer of the highest caliber and excellent standing in the entertainment
industry. As our brand ambassador, he will be instrumental in communicati ng our innovati ons to our
subscribers across the country. Having Jawad with us, there will be exciti ng moments for our subscribers as
Warid conti nues to bring innovati ons for them.”

Jawad Ahmad said, “I am proud to be associated with Warid and hope that my associati on with the company
will bring the brand results they are expecti ng. Since its launch, Warid has redefi ned cellular phone usage in
Pakistan by epitomizing conti nued innovati on and excellence. I on my part intend to conti nue supporti ng
Warid to stay at the forefront of country’s cellular market.”

Jawwad had recently featured in Warid’s Song Dedicati on multi -media campaign in which the singer is

44
promoti ng 1700 service. Warid’s recently signed ambassador is “Arti st of the Month” on Warid 1700 service .
Any Warid subscriber can dial 1700 from their Zem or Warid Postpaid number and can select from a variety of
Pakistani, English, Bollywood songs, miscellaneous greeti ngs and top popular songs of Jawwad Ahmad and
dedicate to any mobile number of their choice.

Jawad Ahmad fi rst captured Pakistan's att enti on as a person who called att enti on to the transcendental
existence of God through the song '"Allah Meray Dil kay Andar" which most say showed a way to inner peace.
The lyrical expression that he has used to portray his inclinati on towards Sufi sm bears traces of Ghalib and
Faiz who are known to have emphasized on the same values so as to eradicate all barriers that hinder the
establishment of a connecti on with God and diff erenti ate human beings by placing them into groupings of race
and class. He has published many albums and when the chaoti c earthquake in Pakistan struck, he sang at many
fundraisers and supported rebuilding his country.

In recogniti on to Jawwad Ahmad’s services Government of Pakistan has awarded him with Tamgha-e-Imti az,
Sitara-e-Esar and Polio Award.

45
WARID TELECOM BRINGS POPULAR TAPE BALL CRICKET TOURNAMENT TO LIFE

Karachi, August 01, 2008: Warid proudly presents the 2nd Flood Light Tape Ball Cricket Tournament aft er the
astounding success of the fi rst one held last year.

This was announced by Warid’s General Manager Marketi ng Moin Qadri in a press conference in Karachi.
Warid’s Segment Manager Hassan Jaafar and Marketi ng Operati ons Manager Farhan Abbas were also present
at the occasion. Apart from Warid management diff erent celebriti es from Showbiz and Entertainment world
including Jaawad Ahmad, Jal Band, Haroon and Shaman Mirali were present to boost the eff orts undertaken by
Warid.

Explaining the mechanism of the tournament, Warid GM Marketi ng said, “Warid has always tried to provide
best platf orm and multi ple opportuniti es for people of Pakistan. To create further interest in most popular
form of cricket in the country Warid is proud its 2nd Flood Light Tape Ball Tournament. This year we have
doubled the prize money for the winner, and will be giving out Rs. 1 million instead of Rs. 500,000 last year.  
The tournament will be played in six citi es of Pakistan on a knock-out basis, where the winners of each city
will play against each other, in order become the nati onal champions.

Moin also added that  one of the major highlights of this tournament will be the performances of Warid’s
various brand ambassadors who will also represent teams of diff erent citi es; Abrar-ul-Haq will represent
Lahore Lions, Jawad Ahmad - Karachi Super Kings, Haroon – Multan Jets, Rahim Shah – Islamabad Champs,
Shaman Mirani - Hyderabad Heroes and JAL – Faisalabad Falcons.

46
A total of 416 teams will parti cipate and fi ght to win ti tle and trophy of the coveted Warid 2nd Flood Light
Tape Ball Cricket Tournament. The registrati on for the tournament will commence aft er the press conference
and will be run for two weeks. Any cricketer with a Warid mobile connecti on will be able to register and
parti cipate in the tournament.

The tournament will conclude in Karachi where the winners of each city will parti cipate in the Super League
Series. The winners would be this year’s Nati onal Champions who will take the championship trophy from last
year’s tournament winners, the “Combined Star Cricket club” from Gujranwala.

T HE DEGREE OF SOCIAL RESPONSIBILITY

Previously being social responsive Warid Telecom has now shown social responsibility and came forward to
develop new promoti on trends in Pakistan, help the Nati on in the crises and natural disasters.

CONTRIBUTIONS FOR BALOCHISTAN EARTHQUAKE VICTIMS

Lahore, 6th November 2008: As always Dhabi Group has stood by the aff ectees of Balochistan earthquake
victi ms. Dhabi Group is one of the largest business groups in the Middle East and the single largest foreign
investor in Pakistan led by His Highness Sheikh Nahayan Mabarak Al Nahayan. The Group includes Warid
Telecom (Pvt) Ltd., Bank Alfalah, United Bank Limited, Wateen Telecom, Raseen technologies, United Bank
Ltd., Alfalah Securiti es Pvt. Ltd., Alfalah GHP Investment Management Ltd., Taavun Pvt. Ltd., and Alfalah
Insurance Company Ltd.

47
Employees from the whole group have contributed their one day Gross salary for the relief acti viti es for the
earthquake victi ms in Baluchistan, these contributi ons of more than Rs 20 million will be uti lized in terms of
providing food, clothes, blankets, tents and other essenti al items through their widely spread branches of
Bank Alfalah and Warid Telecom (Pvt.) Ltd. in Balochistan.

Warid Telecom (Pvt.) Ltd. has also initi ated a short code for its customers to contribute towards the relief for
the earthquake victi ms. Zem Prepaid customers can now donate Rs 20 for the earthquake victi ms by sending
an SMS at 4358 and Warid Postpaid customers can donate Rs.50 for the earthquake victi ms by sending SMS at
4357. All the proceedings will be channelized for the help of Baluchistan earthquake victi ms.

Pervez A. Shahid - Board Member Dhabi Group said, “Dhabi Group has always taken the lead to help their
brethren in Pakistan in these diffi cult ti mes of natural calamiti es and disasters. Our Chairman His Highness
Sheikh Nahayan Mabarak Al Nahayan has special feelings for people of Pakistan and always considers Pakistan
as his second home”  
GRAND PRIX PROMOTION

Lahore, October 7, 2008: Winners from Warid Telecom’s recently concluded Grand Prix campaign enjoyed
watching the 1st Night Grand Prix event live in Singapore the other day. Warid had off ered 10 lucky winners a
once in a lifeti me opportunity to win an all expense paid trip to the 1st ever Night Grand Prix event held in
Singapore by spending just Rs.500 on their Warid connecti on and watch all the thrill and excitement
themselves.

48
Under this exciti ng promoti on by Warid Telecom, ten lucky winners travelled on all expense paid trip to
Singapore to att end the world’s 1st Night Grand Prix held from 26th to the 28th of September 2008. The
fortunate winners include Zafar Ahmed Qureshi from Rawalpindi, Ghayur Ahmed-Peshawar, Tauqeer Ahmed
Qureshi-Lahore, Muhammad Nasir Khan-Lahore, Inam-ur-Rehman- Karachi, Muhammad Anwar-Gwadar,
Muhammad Rafi que-Kasur, Noman Haroon-Karachi, Muhammad Waqas Waheed-Lahore and Nisar Ahmed-
Islamabad.

These lucky winners witnessed the world’s 1st Night Grand Prix was held in Singapore from the 26th to 28th of
September whose ti tle sponsor is SingTel, which also owns a stake in Warid. This was the 1st ever promoti on
in Pakistan linking to the Grand Prix, which is considered the most expensive sport in the world. The practi ce
session started on September 26th, qualifying session on September 27th and the race itself was on 28th of
September. The details of race are available on www.singtelrace.com.

On the occasion, Chief Executi ve Offi cer - Marwan Zawaydeh said, “At Warid we always consider our
subscribers our biggest asset, our success is due to the support and patronage of our loyal users. This latest
off er was designed for our valued customers to make their dreams a reality by winning a chance to witness
world’s fi rst night grand prix in Singapore.”

Chief Commercial Offi cer – Thomas Yeo added, “Being associated with SingTel allows Warid to have the
privilege of off ering our customers the chance to witness 1st night grand prix, we believe this is once in a life
ti me experience that our customers actually dream about. We hope to conti nue introducing such schemes in
the future as well.”

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G REENING OF E NVIRONMENT
Being a GSM service provider Warid Telecom has always shown responsibility in protecti ng the natural
environment. The towers are tried to be placed in areas where it has no or very less harmful eff ects on nature
and human beings

APPROACH BEING GREEN

Warid Telecom has met the environmental demands of multi ple stakeholders and with this approach it can be
said a green organizati on.

I NTERNATIONAL C ERTIFICATI ONS

Warid Telecom has applied for TL9000 certi fi cati on that is the subti tle of ISO specially designed for telecom
sector.

F ORMAL S TATEMENT OF E THICS

The ethics, values and beliefs are formally stated in the employee guide that’s provided to every new
employee and is a confi denti al document therefore could not be included in this study report.

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I SSUE R ESOLVING
Initi ally any issued is tried to be resolved by verbal warning from the immediate boss, if the problem occurs
again a writt en warning is given and placed into fi le and the employee is disqualifi ed for the ACR and on third
occurrence of the issue the employee is terminated. The three steps system is not a pet rule the terminati on
may be called on fi rst occurrence depending on the sensiti vity of issue.

I MPROVING E THICAL B EHAVIOR OF E MPLOYEES

Employees are provided with the code of conduct and during orientati ons these code of conducts and other
ethics, values, beliefs and rules to be followed are communicated to the employees. Several employee training
programs are also conducted to improve employees’ ethical behavior.

E STABLISH ING G OALS AND D EVELOPING P LANS

The major goals and objecti ves are set at the top level and distributed down to the divisional levels and their
the division heads prepares their own strategies and plans to achieve the desired goals which are
implemented through the departments of organizati on. Thus, you can say that the goal setti ng is in a way
traditi onal.

F ORMAL P LANNING DEPARTMENT

The planning is done by the top level management, head of divisions, general managers and managers of
respecti ve departments. There is no parti cular department for reserved for planning. However there is Quality
Assurance department in the central region which standardizes the operati ons and keeps a check on the plans
and acti viti es to provide assistance for improvements and amendments if required.

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D EALING D YNAMIC E NVIRONMENT
Warid Telecom has a strong monitoring team that brings informati on about the changes that are taking place
in the environment. The changes that aff ect Warid Telecom are tackled and adapted through proper planning
and proacti ve approach.

External Analysis

O PPORTUNITIES FOR W ARID T ELECOM

NETWORK COVERAGE
Warid Telecom sti ll have a lot of opportuniti es to enhance and increase the network coverage and have a
bigger customer family.

COST MINIMIZATION
On improving the technology and suppliers Warid Telecom can reduce the costs and sti ll have a lot of
opportunity for setti ng up a stronger customer relati on and community.

CELEBRITY FOLLOWERS
Pakistanis are most of the followers of celebriti es of lolly wood, bolly wood and holly wood. Warid Telecom
can att ract more and more customers and have a populated customer family as the current biggest customer
holder Mobilink is losing them due to high rates and improper adverti sements.

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T HREATS TO W ARID T ELECOM

COMPETITORS
Warid Telecom is operati ng in a very competi ti ve environment against Mobilink and Telenor. Mobilink being
the biggest customer family holder and Telenor being the most profi t making competi tor are threats to Warid
Telecom’s customers family and Revenues.

NEW RIVALS
Other internati onal telecom brands are also looking to invest in Pakistan Telecom industry. Thus providing an
alternate or similar product can increase the rivalry and cause the business.

Internal analysis

S TRENGTHS OF W ARID T ELECOM

LARGEST INVESTMENT GROUP AND RENOWNED TELECOM INDUSTRIALISTS

Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a strategic
alliance with Singapore Telecom. Subsequent to this transacti on in July 2007, telecom giant SingTel acquired 30%
percent equity stake in Warid Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to support
Warid Telecom’s conti nued growth and to enhance its market positi on.

Abu Dhabi Group, one of the largest business groups in the Middle East and the single largest foreign investor in
Pakistan. It has diversifi ed business interests, off ering strong fi nancial resources and extensive management experti se
that result in commercial success for several insti tuti ons.

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SingTel’s investment in mobile operati ons include, Advanced Info Service (AIS)  –Thailand, (21.4%), Bharti Telecom
Group – India (30.5%), Optus Telecom – Australia (100%), Globe Telecom – Philippines (44.5%), Pacifi c Bangladesh
Telecom (PBTL)  - Bangladesh (45%), Telkomsel – Indonesia (35%) and Warid Telecom – Pakistan (30%).

STRONG I T INFRASTRUCTURE
Warid Telecom posses very strong IT infrastructure that enable the management to share and access
informati on throughout the boundaries of organizati on as well in the global market. Warid Telecom’s personal
WAN is spread throughout Pakistan and all its regions are interconnected nodes and work as a whole. IP
telephones reduce the voice communicati on costs and provide a quality nati onwide communicati on
throughout the organizati on network. Warid Telecom owns a GSM, GPRS, EDGE and Internet networks thus
other communicati ons technologies also provides the strength at a very low cost as compared to several other
organizati ons.

WARIDTEL.COM
The website of Warid Telecom adds to its strengths. It is simple for users and provides almost all of the
informati on and legal entertainment required by the mobile phone users. The website is an easy and very cost
eff ecti ve and effi cient strategy of marketi ng and sales by Warid Telecom.

24 / 7 CUSTOMER SUPPORT
Warid Telecom has 24 / 7 customer support network nati onwide that provides assistance in any sort of
problems and diffi culti es faced by the customers while using the services of Warid Telecom.

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W EAKNESSES OF W ARID T ELECOM

EMAIL COMMUNICATION ‘PRONE TO VIRUS THREATS

The major way of communicati on is through emails. But Warid Telecom having non suffi cient security against
virus threats, may fell prey to a virus att ack. Although the server has not been att acked but suff erings have
been seen at the user ends due to spywares and other virus att acks.

ELECTRICITY DEPENDENT SYSTEMS

The IP phones and other communicati on medium is all electricity based and dependency on WAPDA can cause
massive problem to Warid Telecom therefore High Voltage UPS and backup Power Generators have been
implemented which increase the cost almost to double and sti ll the weakness of structure is there.

MARKET RESEARCH & DEVELOPMENT

There is no market research and development department or team in Warid Telecom. The eff ects of which can
be seen, as in the past adds of Warid in which u could not realize that its Warid’s add unti l add the end of the
add Warid name and logo has appeared. Warid is carrying ZEM and Warid Postpaid as multi brands based on
target market. Although this is a focus strategy but by this the dominant name of Warid sti ll can’t be taken off
the minds so that Zem prepaid is placed there for prepaid connecti ons.

FRANCHISE NETWORK PROBLEM

The franchise operati ons for billing system have been set online since august 2008. Now instead of entering
into Warid’s WAN the franchise enters the billing system via Internet. This has brought a lot of security,
maintenance, support, slow transacti on speed, system hang and etc problems at franchise end.

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G ROWTH S TRATEGIES
In recent years Warid Telecom has shown progress and growth by adopti ng the related diversifi cati on. It has
added to its business the WiMax network and EDGE network. Warid Telecom has its own company of tower
manufacture and placements.

Since Warid Telecom is working under Sheikh Nahayan Mabarak Al Nahayan’s Group therefore you can say that
in unrelated diversifi cati on it as Wateen Wireless Services provider, Bank Alfalah Limited and Alfalah Exchange
Company. This group has many other businesses as well menti oned in the introducti on.

C ORPORATE P ORTFOLI O A NALYSIS

During the last three months Warid Telecom stands fi rst in the Revenues and the growth is conti nuous at high
rate as compared to other competi tors. Thus, by this we can say this Warid Telecom stand at STAR with its two
main products WARID POSTPAID and ZEM.

C OMPETITIVE S TRATEGY D EALING WITH T HREATS

THREAT OF NEW ENTRANTS

WaridTel has a strong monetary department and quality management department. The marketi ng and sales
department also holds great potenti al and the outcomes and growth of WaridTel in the telecom sector is
evidence to this. WaridTel is proved to a competi ti ve organizati on and have good plans and strategies to
handle new and old rivals in the market.

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THREAT OF SUBSTITUTES

The substi tute of mobile phones is only land line phone or wireless phones but they too as limited to
workplace and do not provide mobility as required are not perfect substi tutes.

BARGAINING POWER OF SUPPLIERS

WaridTel has strong suppliers chain and manager are very good in negoti ati ons with the suppliers thus not
aff ected or pressurized by the suppliers that much. However in some areas WaridTel infl uences the suppliers
while in some suppliers do infl uence the company.

BARGAINING POWER OF CUSTOMERS

The products and services are class defi ned and prices are determined in comparison with the competi ti on in
the market. There is no infl uence of customer’s bargaining on WaridTel.

CURRENT RIVALRY
The current competi tors of WaridTel are Mobilink, Ufone, Telenor and Zong. The most important one Is
Mobilink having the biggest network and largest customer family. Warid Telecom has set a monitory team on
all its competi tors and keep on seeking informati on that could help to win market shares.

F OCUS ON C OST L EADERSHIP

Warid Telecom focuses on the cost leadership. It is trying its level best to minimize the costs since product
diff erenti ati ons are not possible in such a saturated telecom market where a Value Added Service or Package
launched by competi tor is copied within a few days.

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C USTOMER S ERVICE S TRATEGIE S
There is a separate customer support department and a 24/7 customer support center is being run by
WaridTel. There several business centers, almost one in every city while the number exceeds in the major
citi es like Karachi and Lahore. There are number of franchise which the most frequent customer support
locati on for WaridTel.

W ORK S PECIALIZATION
Maximum work specializati on is tried to be implemented and every now and then improvements are added to
the structure and design in this regard.

D EPARTMENTALIZATION
Departments are made on the basis of functi ons/operati ons and workers from similar functi onality are
grouped together under one department. The marketi ng crew works under the marketi ng department and the
sales crew is managed by the sales department similarly the IT personals work under IT department and
Network engineers are enti tled under Engineering Department.

U NITY OF C OMMAND
The principle of unity of command is highly implemented and the chain of authority is well defi ned. The
employees are responsible to report to their immediate boss and if the issue is to be considered at some
higher level the immediate boss is responsible for inter communicati on.

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S PAN OF C ONTROL
The Span of control is not consistent due to the sizes and operati ons of departments. The overview can be this
that organizati on has a mechanisti c design in this regard and do not possess the broader organic span of
control.

D ECISION M AKING C ENTRALIZED OR D ECENTRALIZED

The major decision making is centralized and needs approvals from upper management. However employees
input and suggesti ons are encouraged in WaridTel.

F ORMALIZATION
Jobs are formalized and well defi ned. Procedures for various acti viti es are stated and followed by the
employees. There is special Quality Assurance department that provide assistance in job formalizati on in all
the Warid Telecom extensions worldwide.

M ODEL OF THE O RGANIZATIONAL D ESIGN S TRUCTURE

Over all view of organisati onal design structure is mechanisti c. Jobs are highly formalized and procedures are
defi ned for various acti viti es, departments are responsible for their tasks and are rigidly distributed, high
specializati on is implemented and the span of control is set narrow so that control of management is
established and maintained easily.

L ABOR U NIONS
No employee labor unions are really discouraged in WaridTel corporate working environment.

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E VALUATION C OMMENTS

Ms. Shumaila Gull, Prof. Management

I B I T Punjab University
Lahore

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