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MANAGEMENT
WARID TELECOM (PVT.) LTD. PAKISTAN
Based on a January 2009 Studyof Managerial Aspects of Warid Telecom (Pvt.) Ltd. Pakistan
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MANAGEMENT
WARID TELECOM (PVT.) LTD. PAKISTAN
Based on a January 2009 Studyof Managerial Aspects of Warid Telecom (Pvt.) Ltd. Pakistan
Prepared for , Prof. ManagementI B I T Punjab UniversityLahore
Prepared ByTeam Leader
Group Members
January 20, 2009.
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January 20, 2009.
Ms. Shumaila Gul, Prof. ManagementI B I T Punjab UniversityLahore
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 [email protected] 0r 0322-7-938-939.
Sincerely Yours,
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Team Leader
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ACKNOWLEDGEMENTS
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
SHEI K H NAHAYAN MABARAK AL NAHAYAN CHAI RM AN WARI DTEL (PVT . ) LTD . PAK I STAN ..................................................................................12
MESSAGE FROM THE CHAI RM AN ..............................................................................................................................................................................12
ABOU T WARI D ........................................................................................................................................................................................................... 13
THE WARI D NEW LOOK ............................................................................................................................................................................................14
SHARE HOLDERS ........................................................................................................................................................................................................ 15
ABU DHABI GROU P ...............................................................................................................................................................................................15
MAJ OR INVESTM ENTS ...........................................................................................................................................................................................16
BANK ALFALAH L I M I TED ....................................................................................................................................................................................16
UNI TED BANK L I M I TED .....................................................................................................................................................................................16
ALFALAH EXCHANGE COM P ANY ........................................................................................................................................................................16
IRANI AN SANDEN INDU STRI ES PJS CO . ............................................................................................................................................................16
J.C. MACLEAN AND CO . ...................................................................................................................................................................................17
NEO PHARM A LLC............................................................................................................................................................................................. 17
NATI ONAL TELESYSTEM S AND SERVI CES (NTS)...............................................................................................................................................17
AL JAZI RA MANAGEM ENT MALL .......................................................................................................................................................................17
ABU DHABI VEGETABLE O I L COM P ANY ............................................................................................................................................................17
NAM A DEVELOP M ENT ENTERP RI SES .................................................................................................................................................................17
WHOLLY OWNED P ROP ERTI ES AND COM P ANI ES ...................................................................................................................................................18
LE ROYAL MERI D I EN HOTEL ‚ ABU DHABI ‚ P REVI OU SLY K NOWN AS THE ABU DHABI GRAND HOTEL ...........................................................18
DHABI CONTRACTI NG ........................................................................................................................................................................................18
DHABI DRI LL I NG OFFSHORE R I G OP ERATI ONS ................................................................................................................................................18
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AL A I N PALACE HOTEL ......................................................................................................................................................................................18
DHABI ENTERP RI SES LEAS I NG ...........................................................................................................................................................................18
Foreign Telecom Investments ......................................................................................................................................................................18
SHEI K H NAHAYAN MABARAK AL NAHAYAN .........................................................................................................................................................19
SHEI K H SU ROOR B I N MOHAM M ED AL NAHAYAN ................................................................................................................................................19
SHEI K H MOHAM M ED B I N BU TTI HAM I D AL HAM I D ............................................................................................................................................20
SHEI K H SAEED B I N MOHAM M ED AL NAHAYAN ...................................................................................................................................................21
DR . MANA SAEED AL OTAI BA ..............................................................................................................................................................................21
BANK ALFALAH ...................................................................................................................................................................................................... 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
RECRU I TM ENT METHODS ......................................................................................................................................................................................31
SELECT I ON PROCESS ..............................................................................................................................................................................................31
SELECT I ON DEVI CES AND A I DS .............................................................................................................................................................................32
AP P L I CAT I ON FORM S & WRI TTEN TESTS .........................................................................................................................................................32
PERFORM ANCE S I M U LATI ON TESTS ..................................................................................................................................................................32
INTERVI EWS ....................................................................................................................................................................................................... 32
PHYSI CAL EXAM I NATI ON ...................................................................................................................................................................................32
TYP ES OF ORI ENTATI ON ........................................................................................................................................................................................33
EM P LOYEE TRAI NI NG PROGRAM S & METHODS ...................................................................................................................................................33
EM P LOYEE PERFORM ANCE AP P RAI SAL METHOD ..................................................................................................................................................33
COM P ENSATI ON AND BENEF I TS ............................................................................................................................................................................34
DOWNSI Z I NG I N YEAR 2008................................................................................................................................................................................34
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WORK FORCE D I VERS I TY MANAGEM ENT ...............................................................................................................................................................34
HR COST EST I M ATI ON AND CONTROL ..................................................................................................................................................................34
EM P LOYEE ’S MOTI VATI ON ....................................................................................................................................................................................35
RESOU RCE MANAGEM ENT .....................................................................................................................................................................................35
ALLOWANCES AND BONU SES FOR EM P LOYEES .....................................................................................................................................................36
FACI NG COM P ETI T I ON I N THE MARK ET ................................................................................................................................................................36
CHALLENGES FACED BY THE MANAGERS ..............................................................................................................................................................36
V I EW REGARDI NG MANAGEM ENT .........................................................................................................................................................................37
D I M ENSI ONS OF ORGANI ZAT I ONAL CU LTU RE .......................................................................................................................................................37
ATTENTI ON TO DETAI L ...................................................................................................................................................................................... 37
OU TCOM E ORI ENTATI ON ...................................................................................................................................................................................37
TEAM ORI ENTATI ON .......................................................................................................................................................................................... 37
AGGRESS I VENESS ...............................................................................................................................................................................................38
STABI L I TY ........................................................................................................................................................................................................... 38
INNOVATI ON AND RI SK TAK I NG .........................................................................................................................................................................38
STRENGTH OF CU LTU RE ........................................................................................................................................................................................38
SOU RCES OF CU LTU RE ...........................................................................................................................................................................................38
CU RRENT CU STOM S ...........................................................................................................................................................................................38
V I S I ONS .............................................................................................................................................................................................................. 39
FOU NDER ’S I M P ACT ........................................................................................................................................................................................... 39
REGI ONAL VALU ES ............................................................................................................................................................................................. 39
SOCI AL I ZAT I ON PRACTI CED ...................................................................................................................................................................................39
THE DEGREE OF ENVI RONM ENTAL UNCERTAI NTY ................................................................................................................................................39
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MANAGEM ENT ’S SOCI AL RESP ONSI B I L I TY V I EW ..................................................................................................................................................40
WARI D TO P ROM OTE PU NJ AB ’S LOCAL CU LTU RAL HERI TAGE WI TH ABRAR U L HAQ .....................................................................................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
THE DEGREE OF SOCI AL RESP ONSI B I L I TY ..............................................................................................................................................................46
CONTRIBUTIONS FOR BALOCHISTAN EARTHQUAKE VICTIMS............................................................................................................................................46
GRAND PRIX PROMOTION........................................................................................................................................................................................47
GREENI NG OF ENVI RONM ENT ...............................................................................................................................................................................49
APPROACH BEING GREEN.........................................................................................................................................................................................49
INTERNATI ONAL CERT I F I CAT I ONS .........................................................................................................................................................................49
FORM AL STATEM ENT OF ETHI CS ...........................................................................................................................................................................49
ISSU E RESOLVI NG .................................................................................................................................................................................................. 50
IM P ROVI NG ETHI CAL BEHAVI OR OF EM P LOYEES ..................................................................................................................................................50
ESTABL I SHI NG GOALS AND DEVELOP I NG PLANS ..................................................................................................................................................50
FORM AL PLANNI NG DEP ARTM ENT ........................................................................................................................................................................50
DEAL I NG DYNAM I C ENVI RONM ENT ......................................................................................................................................................................51
External Analysis........................................................................................................................................................................................................ 51
OP P ORTU NI T I ES FOR WARI D TELECOM ................................................................................................................................................................51
NETWORK COVERAGE..............................................................................................................................................................................................51
COST MINIMIZATION...............................................................................................................................................................................................51
CELEBRITY FOLLOWERS............................................................................................................................................................................................ 51
THREATS TO WARI D TELECOM ..............................................................................................................................................................................52
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COMPETITORS........................................................................................................................................................................................................ 52
NEW RIVALS.......................................................................................................................................................................................................... 52
Internal analysis......................................................................................................................................................................................................... 52
STRENGTHS OF WARI D TELECOM .........................................................................................................................................................................52
LARGEST INVESTMENT GROUP AND RENOWNED TELECOM INDUSTRIALISTS.......................................................................................................................52
STRONG I T INFRASTRUCTURE...................................................................................................................................................................................53
WARIDTEL.COM..................................................................................................................................................................................................... 53
24 / 7 CUSTOMER SUPPORT....................................................................................................................................................................................53
WEAK NESSES OF WARI D TELECOM .......................................................................................................................................................................54
EMAIL COMMUNICATION ‘PRONE TO VIRUS THREATS....................................................................................................................................................54
ELECTRICITY DEPENDENT SYSTEMS.............................................................................................................................................................................54
MARKET RESEARCH & DEVELOPMENT........................................................................................................................................................................54
FRANCHISE NETWORK PROBLEM...............................................................................................................................................................................54
GROWTH STRATEGI ES ............................................................................................................................................................................................ 55
CORP ORATE PORTFOL I O ANALYS I S .......................................................................................................................................................................55
COM P ETI T I VE STRATEGY DEAL I NG WI TH THREATS ..............................................................................................................................................55
THREAT OF NEW ENTRANTS......................................................................................................................................................................................55
BARGAINING POWER OF SUPPLIERS............................................................................................................................................................................56
BARGAINING POWER OF CUSTOMERS..........................................................................................................................................................................56
CURRENT RIVALRY................................................................................................................................................................................................... 56
FOCU S ON COST LEADERSHI P ...............................................................................................................................................................................56
CU STOM ER SERVI CE STRATEGI ES ..........................................................................................................................................................................57
WORK SP ECI AL I ZAT I ON ......................................................................................................................................................................................... 57
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DEP ARTM ENTAL I ZAT I ON ........................................................................................................................................................................................57
UNI TY OF COM M AND ............................................................................................................................................................................................57
SP AN OF CONTROL ................................................................................................................................................................................................ 58
DECI S I ON MAK I NG CENTRAL I ZED OR DECENTRAL I ZED ........................................................................................................................................58
FORM ALI ZAT I ON .................................................................................................................................................................................................... 58
MODEL OF THE ORGANI ZAT I ONAL DES I GN STRU CTU RE ......................................................................................................................................58
LABOR UNI ONS ...................................................................................................................................................................................................... 58
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INTRODUCTION
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MANAGERIAL ASPECTS OF WARID TELECOM (PVT.) LTD. PAKISTAN
SHEIKH NAHAYAN MABARAK AL NAHAYAN
CHAIRMAN WARIDTEL (PVT .) LTD . PAKISTAN
MESSAGE FROM THE CHAIRMAN
“By the grace of Allah‚ we have completed three successful years of Warid Telecom Pakistan and are beginning
an exciting fourth one. In these three years since Warid Telecom has launched in Pakistan, our organization
has gone from its conceptual infancy stage to a challenger, and finally are moving forward to become a force.
We have expanded in every way possible.
In our fourth year, we wil l continue 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 t ime when Warid
Telecom wil l become the primary service provider for al l communication needs. We wil l spare no effort, cost
or determination to ensure that Warid Telecom becomes a company to serve the people of Pakistan most
effectively.”
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ABOUT WARID
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a
strategic al l iance with Singapore Telecom. Subsequent to this transaction in July 2007, telecom giant SingTel
acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 mil l ion. This partnership is part of
a strategy to support Warid Telecom’s continued growth and to enhance its market position.
Abu Dhabi Group, one of the largest business groups in the Middle East and the single largest foreign investor
in Pakistan. It has diversif ied business interests, offering strong financial resources and extensive
management expertise that result in commercial success for several institutions.
SingTel’s investment in mobile operations include, Advanced Info Service (AIS) –Thailand, (21.4%), Bharti
Telecom Group – India (30.5%), Optus Telecom – Australia (100%), Globe Telecom – Phil ippines (44.5%),
Pacif ic Bangladesh Telecom (PBTL) - Bangladesh (45%), Telkomsel – Indonesia (35%) and Warid Telecom –
Pakistan (30%) .
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THE WARID NEW LOOK
An evolution that strengthens the Warid identity 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 international
footprint
With our strengthened GPRS/EDGE network we would empower our customers to create their own l ife
style networks
SHARE HOLDERS
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a
strategic al l iance with Singapore Telecom. Subsequent to this transaction in July 2007, telecom giant SingTel
acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 mil l ion. This partnership is part of
a strategy to support Warid Telecom’s continued growth and to enhance its market position.
ABU DHABI GROUP
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 diversif ied business interests, offering
strong financial resources and extensive management expertise that result in commercial success for several
institutions.
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The Abu Dhabi group's major investments are in the following sectors:
Oil and gas exploration
Banking and financial services
Automotive
Hospital ity services
Property development
Telecommunications
The Abu Dhabi Group is led by His Highness Sheikh Nahayan Mabarak Al Nahayan. His Highness is the Federal
Minister for Education 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.
MAJOR INVESTMENTS
BA N K AL F A L A H L I M I T E D
A fully l icensed commercial bank in Pakistan with over 231 branches and 195 state of the art ATM machines in
al l the major f inancial centers of the country
UN I T E D BA N K L I M I T E D
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A leading commercial bank in Pakistan with a vast network of approximately 1,400 branches including 19
international branches‚ affi l iates and representative offices in the
UAE‚ Bahrain‚ Qatar‚ Yemen‚ Egypt‚ Iran‚ Switzerland‚ the UK and USA.
AL F A L A H EX C H A N G E CO M P A N Y
A fully l icensed exchange company in Abu Dhabi
IR A N I A N SA N D E N IN D U S T R I E S PJS CO .
A joint venture with Sanden Singapore to manufacture car air conditioners in Iran with a capacity to produce
up to 300‚000 air conditioning units per annum
J .C. MA C L E A N A N D CO .
Manufacturers of high quality furniture
NE O PH A R M A LLC
Manufacturers of pharmaceutical products
NA T I O N A L TE L E S Y S T E M S A N D SE R V I C E S (NTS)
A joint venture with Bin Jaber Group Ltd. and Thales International Middle East Holding S.A.L
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AL JA Z I R A MA N A G E M E N T MA L L
A management joint venture
AB U DH A B I VE G E T A B L E O I L CO M P A N Y
A manufacturer of edible oils
NA M A DE V E L O P M E N T EN T E R P R I S E S
Representing leading companies in the UAE in the field of oi l and gas‚ engineering‚ equipment
suppliers‚ consultants and etc.
WHOLLY OWNED PROPERTIES AND COMPANIES
LE RO Y A L ME R I D I E N HO T E L ‚ AB U DH A B I ‚ P R E V I O U S L Y K N O W N A S T H E AB U DH A B I GR A N D HO T E L
A 5-star hotel in the heart of Abu Dhabi soon to offer 300 deluxe rooms‚ suites and other faci l it ies
DH A B I CO N T R A C T I N G
A special category construction company
DH A B I DR I L L I N G OF F S H O R E R I G OP E R A T I O N S
A collaboration with Sedco Forex
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AL A I N PA L A C E HO T E L
A 4-star hotel in Abu Dhabi
DH A B I EN T E R P R I S E S LE A S I N G
Leasing a number of groups and real estate properties across Abu Dhabi
Foreign Telecom InvestmentsThe group has successfully launched its services in Bangladesh in May 2007. Warid Telecom International has
successfully launched operations in Congo-Brazzavil le, Bangladesh and Uganda with plans underway for
Georgia and Ivory Coast.
SHEIKH NAHAYAN MABARAK AL NAHAYAN
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 Education and Scientif ic Research for UAE and
is also Chairman of Union National 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.
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SHEIKH SUROOR BIN MOHAMMED AL NAHAYAN
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 properties
both in UAE and abroad. His Excellency Sheikh Suroor also owns the five star Hotel “Beach Hotel” Abu
Dhabi‚ Suites & Apartments and the Abu Dhabi Trade Center‚ The Mall‚ The Towers.
SHEIKH MOHAMMED BIN BUTTI HAMID AL HAMID
His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid is Chairman‚ Abu Dhabi Municipality‚ Governor &
H.H. the Ruler’s Representative for Western Region‚ Emirate of Abu Dhabi and Member of Executive
Council ‚ Emirate of Abu Dhabi.
His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid owns substantial 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
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Mini Car
Heavy Equipments
Tata Buses
TADONO Cranes
Kawasaki Wheel Loaders
IVECO Trucks
Fiat Hitachi
His Excellency also holds shares valued about US$ 300 mil l ion in various local and public l isted companies.
22
SHEIKH SAEED BIN MOHAMMED AL NAHAYAN
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 polit ical science from United Kingdom and PhD. in polit ical 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 properties 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.
DR . MANA SAEED AL OTAIBA
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
famil ies 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 All iance.
Appointed as Minister of Petroleum and Industry in the first cabinet of the Abu Dhabi Emirate‚ he was
retained in 1972 as the first 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 Polit ical Science. Two years later His Excellency Dr. Mana received a PhD. from
23
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
appreciation of his important role and distinguished efforts 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
institutions 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
BANK ALFALAH
Bank Alfalah Limited was incorporated on June 21‚ 1997 as a public l imited company under the Companies
Ordinance 1984. Its banking operations commenced from November 1‚ 1997. The bank is engaged in
commercial banking and related services as defined in the Banking companies ordinance‚ 1962. The bank is
currently operating through 75 branches in 28 cit ies‚ with the registered office at B.A. Building I . I . Chundrigar‚
Karachi.
Since the inception of Bank Alfalah‚ by the grace of Almighty‚ it has moved rapidly in expanding its branch
network and deposit base‚ along with making profitable advances and increasing the range of products and
services. It has been instrumental in introducing innovative products and services to the market place
including products such as car loans‚ home loans etc. in Pakistan.
24
SING TEL
Serving both the corporate and consumer markets, the SingTel Group is committed to bringing the best of
global communications to customers in the Asia Pacific and beyond.
With significant operations in Singapore and Australia (through wholly-owned subsidiary SingTel Optus), the
Group provides a comprehensive portfolio of services that include voice and data services over f ixed, wireless
and Internet platforms.
In Singapore, SingTel has had more than 128 years of operating experience and has played an integral part in
the development of the city as a major communications hub in the region. In Australia, Optus serves more
than six mil l ion customers. It has driven the competition as the challenger brand and led the way in
technological innovations 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 telecommunications infrastructure, the Group offers unparalleled reach in Asia and
beyond.
SingTel's highly developed international network provides direct connections from Singapore to more than 100
countries. It is a major investor in many of the world's most sophisticated submarine cable and satell ite
systems. The Group is the second largest satell ite operator in the Asia Pacific.
SingTel also operates a pan-Asian chain of world-class data centres, providing a suite of managed hosting
telco solutions branded EXPAN . Data centres are located in Australia, Hong Kong, Japan, Korea, Taiwan and
25
Singapore. Through marketing al l iances, EXPAN is also available in eight other markets including China and
India.
SingTel’s abil ity to support multi-national corporations (MNCs) on a cross-border basis is anchored by its
extensive network of SingTel Global Offices (SGOs). Found in 37 cit ies in 19 countries and territories across
Asia Pacific, 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 Phil ippines, Pacif ic Bangladesh Telecom (PBTL) in Bangladesh,
Telkomsel in Indonesia and Warid Telecom in Pakistan. Together, the Group has around 172 mil l ion 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 bil l ion (US$8.41 bil l ion) and
net profit after tax of S$3.78 bil l ion (US$2.42 bil l ion) for the year ended 31 March 2007
26
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 wil l uti l ize voice and data communication services of the
EDGE, GSM and GPRS network of Warid Telecom.
Warid Telecom (Pvt.) Ltd. is providing voice and communications services through its state of the art GSM and
EDGE network to Trafco since May 2006. Both Trafco and Warid have enjoyed and benefited from the
partnership and has decided to strengthen the business relationship by extending the service contract for
another year.
Warid Telecom’s Acting Chief Executive Officer- Faisal Khan and Trafco Group’s Chairman- Tahir Malik signed
the agreements in an impressive ceremony which was attended 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 Officer Thomas Yeo along with other senior officials 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 fulf i l l ing the complete communication needs. We are not only the
leader for the provision of voice telephony but also becoming the first choice for providing data
communication services as well . Under the leadership of our Chairman Sheikh Nahayan Mabarak Al Nahayan
27
and guidance of Mr. Bashir A. Tahir, Chief Executive Officer of Abu Dhabi Group, Warid is al l set to become the
best mobile phone operator in Pakistan.”
Speaking at the occasion Warid Telecom’s Acting Chief Executive Officer- Faisal Khan said, “We are proud to
have been working with country’s leading logistics and vehicle tracking group. Our relationship has proved
successful and beneficial for both companies. Warid contract renewal with Trafco reflects the confidence we
enjoy from our corporate cl ients.”
Warid’s Chief Commercial Officer- Thomas Yeo said, “Warid Telecom is providing best quality voice and
communication services through its widest EDGE and GPRS coverage network. We are proud to be able to
value add to our cl ient’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 ful l suites of communication products.
We are delighted to have Trafco confidence in us and we are sure the partnership wil l 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 l ine logistics 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 flawless customer services
and technical back-up support. Warid has proved itself the best communication service provider and we wil l
continue to work together.”
28
THE STUDY REPORTMANAGERIAL ASPECTS OF WARID TELECOM (PVT.) LTD. PAKISTAN
29
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CEO
Cs (CCO,CF
O,CTO,CIO)
General Managers
Deputy General Managers
Senior
Managers
Managers
Executives
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.
LEVELS OF MANAGEMENT AT WARID TELECOM (PVT.) LTD. PAKISTAN
31
Warid Telecom
Divisions
North Region Central Region
Central I
Central II
South Region
DIVISIONAL DISTRIBUTION OF WARID TELECOM (PVT.) LTD. PAKISTAN
32
CEO
CCO
Marketing
Sales & Distributi
on
Customer
Support
International
Roaming
CSO
Procurement & Logistics
PMO
Quality Assuranc
e
CIO
Information
Technology
CTO
Networks and
Engeenering
CFO
Management
Accounting
Finance Accounti
ng
GM HR
C & B
Recruitment
Organisational
Development
GM LEGAL
Legal
BCE
33
RECRUITMENT METHODS
Warid Telecom uses fol lowing mediums to attract the candidates and professional to their prest igious and fast growing
telecom company
Newspaper Advert isements
Online Recruitment Agencies
Head Enters
Walk in CVs
Internal Vacancies
Website
SELECTION PROCESS
The select ion process init iates with the f i l trat ion of the CV bank at Warid Telecom. The candidates are short l isted for
the interview cal ls . The cal ls are made and appointments are given. The inter is subjective in nature and a interview
panel is present there for this purpose. Usual ly the panel is consists Manager HR, Divis ion Manager and Department
Manager. For engineers there’s a ski l l test and for CSRs a written test is conducted. HR is considering about having
Mult i Discipl inary tests also in near future.
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SELECTION DEVICES AND AIDS
AP P L I C A T I O N FO R M S & WR I T T E N TE S T S
Init ial ly application form and written test is taken that is based on the general knowledge and the specific job
knowledge. This test is mostly MCQs based however there are some jobs in which theoretical and detailed
answers are asked to evaluate the candidate.
PE R F O R M A N C E S I M U L A T I O N TE S T S
As such there are no simulators used specifical ly for testing al l the employees however there are some jobs in
which simulations are used to evaluate the typing speed, voice quality, networking ski l ls and other such
aspects of job requirement.
IN T E R V I E W S
Interviews are the most important selection criteria. If the candidate is to work at operational level and hired
from outsource than the first phases and the first interview is conducted by the HR of the outsource company,
second interview by the supervisor and the final interview by the manager to whom the l ine manager reports.
If the employee is to be hired at WaridTel payroll then the initial interview is carried out by the HR of
WaridTel, second interview by the immediate boss and the final interview by the immediate boss of immediate
boss. For hiring managers and higher authorities the interviews are conducted by the interview panels.
PH Y S I C A L EX A M I N A T I O N
No physical examination is taken at the time of selection at Warid Telecom.
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TYPES OF ORIENTATION
Orientations 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 orientations are group based and the new employees are gathered together at
their respective regional orientation center or some other arranged place. The orientation consists of a brief
description on organization’s goals, history, philosophy, procedures and rules, goals of work unit, how the job
contributes to overall work and a l itt le bit of introduction to the coworkers.
EMPLOYEE TRAINING PROGRAMS & METHODS
Warid Telecom prepares a training calendar for the fiscal year. The calendar is based on the extraction from
the calendars issued by several training institutes and contractors. Regular trainings are provided to the
employees that seems to be potential and in need of trainings to become more efficient and effective. The
analysis of training requirement is sometimes made from the performance appraisal; sometimes it’s a l ine
manager who recommends training for a subordinate and in some cases if the employee voluntari ly requests
for training that Is affirmed useful for the employee performance it is conducted.
EMPLOYEE PERFORMANCE APPRAISAL METHOD
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 rat ing is done on the factors that how
much of the objectives have been achieved by the employee, on the behavior of employee, management abi l i t ies and
such other aspects that can be covered in the fol lowing methods
1.Graphic Rating Scale 2. BARS 3. MBO
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COMPENSATION AND BENEFITS
The major factor considered is the ski l l level of the employee and the job assigned. However including basic
salary other incentives are offered on regular basis to the employees on remarkable performances in some
departments l ike Sales and Customer Support Center.
DOWNSIZING IN YEAR 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
wil l ingly and the spaces were fi l led by job expansion rather than hiring new employee in place.
WORKFORCE DIVERSITY MANAGEMENT
The workforce is not that much diverse but however the diversity to what extent it exists is control led and managed.
The employees are taught culture and ethics of the organization and corporate values are also taught to become a
integrated and cooperative team.
HR COST ESTIMATION AND CONTROL
The HR costs are est imated and budget is prepared on the basis of the new projects that are going to be started, any
events, recruitment and hir ing costs, orientation costs, and any other costs that are expected to incur. The
est imations are analyzed and discussed among the Finance and HR representatives. Proactive measures are taken to
reduce costs and est imations are compared with the previous year est imations also.
37
EMPLOYEE ’S MOTIVATION
The managers encourage and motivate their subordinates by providing day to day consultation at lower levels
of management. Line Managers are given incentives and bonuses on special achievements during new
projects. The middle managers are provided with recognition, awards and other benefits on unusual
achievements and project completions. Operational staff is motivated by assigning responsibil it ies, extra
faci l it ies, comfortable working environment and working hours. Overall WaridTel believes in providing
security, social and physiological need to its employees at al l levels. The upper management is motivated by
their recognition in public and publication on their achievement and messages in the news paper and through
other media. Entertainment factor is very important in motivation as it provide relaxation to employee and
creates a social environment within peers and others. During the re-launch of Warid Telecom a motivation
session to boost up the moral of employees was conducted in al l the divisions of Warid Telecom.
RESOURCE MANAGEMENT
Resource management is carried out by departments. There are explicit departments which work individually
as well as co-operatively to manage al l the resources of the organization. The departments have their own
accounting staffs 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 fol lowing:
1. Financial Accounting Department
2. Human Resource Management Department
3. Acquisit ion Department
4. Administration Department
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ALLOWANCES AND BONUSES FOR EMPLOYEES
At Warid Telecom employees are provided with car maintenance al lowances, commissions, over t imes. Entertainment
al lowances, home al lowances and a few others depending on their pay scale and rank in the organization. The bonuses
are not promised one but whenever Warid Telecom has shown improvements and profitabi l i ty employees are given
bonuses and other gifts as wel l .
FACING COMPETITION IN THE MARKET
The telecom is the most growing and competitive sector of Pakistan. Companies l ike WaridTel, Mobil ink,
Ufone, Telenor and Zong are leaving no stone unturned to be the market leader. Every now and then new
Value Added Services are being offered by the competitors. Warid Telecom has shown the courage and motive
that it is not a single step behind in the competition. To compete in the market Warid Tel is continuously
growing its network throughout Pakistan and providing International Roaming as well with increasing
customer care and affordable tariffs and packages for the customers.
CHALLENGES FACED BY THE MANAGERS
The managers face many challenges in the competitive working environment and drastically changing
communication needs of Pakistan Telecom industry. These challenges are more crit ical for Marketing
Managers, Sales Managers, Quality Management Managers, Customer Sales and Supports Managers, Operation
Managers and Admin Manager.
39
VIEW REGARDING MANAGEMENT
The chairman and CEO of Warid Telecom is well aware of the external and internal factors that influences the
success and fai lure of their organization. Thus, if in some extreme cases where the external factors that
cannot be controlled by the management are causing the fai lure managers are not blamed for it. However
higher authorities always demand the success and growth of the organization by any fair means. Thus, keeping
in these points you can say that the organization has a sort of mixed omnipotent symbolic view.
DIMENSIONS OF ORGANIZATIONAL CULTURE
AT T E N T I O N T O D E T A I L
WaridTel expects their employees to be précised and specific about their jobs inputs and outputs. Time l ines
are given and asked for the jobs and the work status is exchanged on emails.
OU T C O M E O R I E N T A T I O N
The managers want results no matter how outcomes are achieved but the employees are sti l l bounded not to
use unfair means and any i l legal activity to carry out the assigned job is discouraged and heavy penalties are
imposed on guilty and sometimes fired.
TE A M O R I E N T A T I O N
About 90% of the time team orientation is used and work is accomplished in the forms of teams however
where teams are not required individual are assigned the as well .
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AG G R E S S I V E N E S S
Aggression is discouraged in the WaridTel’s Corporate Business Environment. The degree of co-operation may
be assumed to 70% as al l the time all the people are not ready to co-operate with others.
ST A B I L I T Y
Major decisions are stable and followed strictly but at the lower level sometimes if a situation demands the
change in decision, an alternative is adopted.
IN N O V A T I O N A N D R I S K T A K I N G
Innovations and suggestions are always welcomed by the higher authorities keeping in view the benefit of
organization, achievement of goal and realistic application of the idea.
STRENGTH OF CULTURE
Overal l WaridTel has grouped up employees from diverse cultural backgrounds and accommodates both western and
eastern trends. Orientations are conducted to communicate the organizational culture, ethical values principals and
other key values. The working culture is somehow a strong custom to fol low. Working hours are defined and fol lowed
str ict ly. Automated Bio Attendance systems are implemented.
SOURCES OF CULTURE
CU R R E N T C U S T O M S
Individual fol lows their own customs while as a whole the National Pakistani customs and traditions are
followed by majority
41
V I S I O N S
The work culture is derived from the vision of the Chairman.
FO U 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 office and other business centers.
RE G I O N A L V A L U E S
The regional values are also promoted in the respective regional offices and business centers.
SOCIALIZATION PRACTICED
At WaridTel the process of social ization is quite systematic. Orientations are carried out. New employees
learn from the coworkers and the events and seminars held at the offices. The process of making new
employees adapt the culture of organization consists of communicating ethics and values of Warid Telecom
through stories, r ituals, material symbols, language and etc.
THE DEGREE OF ENVIRONMENTAL UNCERTAINTY
The components of environment are in continual process of change as Information 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 identif ied with l itt le
efforts. 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.
42
MANAGEMENT ’S SOCIAL RESPONSIBILITY VIEW
WaridTel focuses on the socioeconomic view of the management and managers are expected to come up with
ideas that are profit wining for the organization as well as show their social responsiveness. Recently WaridTel
has come up with some important social acts as stated following:
WA R I D T O P R O M O T E PU N J A B ’S LO C A L CU L T U R A L HE R I T A G E W I T H AB R A R U L HA Q
Lahore, July 29, 2008: Warid takes on board Pakistan’s singing sensation Abrar-ul-Haq as the new brand
ambassador. The signing was conducted in an impressive ceremony at Warid head office in Lahore and was
witnessed by representatives of media. General Manager Marketing 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 wil l 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 artist programs and many other socio-entertainment activit ies.
Under the contract Warid wil l be working closely with its ambassador for the promotion of cultural heritage
including bhangra, folk spiritual and mystic music special ly belonging to native Punjabi languages. Abrar-ul-
Haq is a Pakistani pop Bhangra and Folk artist and one of country’s greatest assets in the modern age of
music. He's an exceptionally 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 l ike Rang Rang etc.
43
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 internationally thus
we are proud to have him as our Brand ambassador. We strongly feel that he wil l be instrumental in
communicating our innovations to our subscribers across the country. Having Abrar with us, there wil l be
exciting moments for our subscribers as Warid continues to bring innovations for them.”
Abrar-ul-Haq said, “I am honored to become the voice of country’s fastest growing voice communications
operator Warid Telecom. Warid team and I wil l work together to promote and revive our cultural values and
music. Similarly I wil l 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 continuous efforts to encourage Pakistani
talent and promote its true cultural heritage through music while expanding its network coverage to remotest
locations in Pakistan. Besides being a remarkable singer Abrar has contributed to the uplift of Pakistani
society by forming the Sahara Trust a charity organization striving for the betterment of health and
development of education 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-Imtiaz by President of Islamic Republic of
Pakistan for Outstanding Public Services and Talent in the field of Music. Other awards in his portfolio include
Graduate Award for three consecutive 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 Citizens Excellence Award 2002 of Best Singer and Social Worker.
44
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 office, Karachi. Warid’s General
Manager Marketing 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 wil l be working with these popular celebrities to promote cultural heritage
including spiritual and mystic music special ly belonging to native 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 wil l be working closely with Warid to promote the local native languages and heritage of the
land. Having Rahim, Shazia, Shaman and Ahmed with us, there wil l be exciting moments for our subscribers as
Warid continues to bring innovations for them. Since we are expanding our network to the remotest parts of
Pakistan, we also wanted faces that are recognized regionally and nationally.”
It may also be noted here that Warid has expanded its coverage overall in Pakistan and has even gone to
remotest towns, vi l lages and smaller cit ies in al l provinces of the country
45
PAKISTAN’S FASTEST GROWING MOBILE COMPANY WARID SIGNS ONE OF THE COUNTRY’S LEADING SINGER JAWAD AHMAD AS BRAND AMBASSADOR
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 office, Lahore. Amongst the senior management
representation of Warid at the occasion was Mr. Faisal Khan, Advisor to Warid CEO; Mr. Moin Qadri, General
Manager Marketing and Mr. Babar Ahmad, Head of Products & Services.
Jawad is one of Pakistan’s leading celebrities when it comes to music and humanitarian aid. Under the
agreement, Jawad wil l feature in electronic and print brand and product communication including
advertisements for Warid Telecom. Warid wil l be using the charisma of popular artist to perform in its
advertisements, concerts, meet the artist programs and many other socio- entertainment activit ies.
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 privi lege 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 wil l be instrumental in communicating our innovations to our
subscribers across the country. Having Jawad with us, there wil l be exciting moments for our subscribers as
Warid continues to bring innovations for them.”
Jawad Ahmad said, “I am proud to be associated with Warid and hope that my association with the company
wil l bring the brand results they are expecting. Since its launch, Warid has redefined cellular phone usage in
Pakistan by epitomizing continued innovation and excellence. I on my part intend to continue supporting
Warid to stay at the forefront of country’s cellular market.”
46
Jawwad had recently featured in Warid’s Song Dedication multi-media campaign in which the singer is
promoting 1700 service. Warid’s recently signed ambassador is “Artist 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 greetings and top popular songs of Jawwad Ahmad and
dedicate to any mobile number of their choice.
Jawad Ahmad first captured Pakistan's attention as a person who called attention 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 incl ination towards Sufism bears traces of Ghalib and
Faiz who are known to have emphasized on the same values so as to eradicate al l barriers that hinder the
establishment of a connection with God and differentiate human beings by placing them into groupings of race
and class. He has published many albums and when the chaotic earthquake in Pakistan struck, he sang at many
fundraisers and supported rebuilding his country.
In recognition to Jawwad Ahmad’s services Government of Pakistan has awarded him with Tamgha-e-Imtiaz,
Sitara-e-Esar and Polio Award.
47
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 after the
astounding success of the first one held last year.
This was announced by Warid’s General Manager Marketing Moin Qadri in a press conference in Karachi.
Warid’s Segment Manager Hassan Jaafar and Marketing Operations Manager Farhan Abbas were also present
at the occasion. Apart from Warid management different celebrities from Showbiz and Entertainment world
including Jaawad Ahmad, Jal Band, Haroon and Shaman Mirali were present to boost the efforts undertaken by
Warid.
Explaining the mechanism of the tournament, Warid GM Marketing said, “Warid has always tried to provide
best platform and multiple opportunities 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 wil l be giving out Rs. 1 mil l ion instead of Rs. 500,000 last year.
The tournament wil l be played in six cit ies of Pakistan on a knock-out basis, where the winners of each city
wil l play against each other, in order become the national champions.
Moin also added that one of the major highlights of this tournament wil l be the performances of Warid’s
various brand ambassadors who wil l also represent teams of different cit ies; Abrar-ul-Haq wil l represent
Lahore Lions, Jawad Ahmad - Karachi Super Kings, Haroon – Multan Jets, Rahim Shah – Islamabad Champs,
Shaman Mirani - Hyderabad Heroes and JAL – Faisalabad Falcons.
48
A total of 416 teams wil l participate and fight to win tit le and trophy of the coveted Warid 2nd Flood Light
Tape Ball Cricket Tournament. The registration for the tournament wil l commence after the press conference
and wil l be run for two weeks. Any cricketer with a Warid mobile connection wil l be able to register and
participate in the tournament.
The tournament wil l conclude in Karachi where the winners of each city wil l participate in the Super League
Series . The winners would be this year’s National Champions who wil l take the championship trophy from last
year’s tournament winners, the “Combined Star Cricket club” from Gujranwala.
THE DEGREE OF SOCIAL RESPONSIBILITY
Previously being social responsive Warid Telecom has now shown social responsibil ity and came forward to
develop new promotion trends in Pakistan, help the Nation in the crises and natural disasters.
CONTRIBUTIONS FOR BALOCHISTAN EARTHQUAKE VICTIMS
Lahore, 6th November 2008: As always Dhabi Group has stood by the affectees of Balochistan earthquake
victims. 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 Securities Pvt. Ltd., Alfalah GHP Investment Management Ltd., Taavun Pvt. Ltd., and Alfalah
Insurance Company Ltd.
49
Employees from the whole group have contributed their one day Gross salary for the relief activit ies for the
earthquake victims in Baluchistan, these contributions of more than Rs 20 mil l ion wil l be uti l ized in terms of
providing food, clothes, blankets, tents and other essential items through their widely spread branches of
Bank Alfalah and Warid Telecom (Pvt.) Ltd. in Balochistan.
Warid Telecom (Pvt.) Ltd. has also initiated a short code for its customers to contribute towards the relief for
the earthquake victims. Zem Prepaid customers can now donate Rs 20 for the earthquake victims by sending
an SMS at 4358 and Warid Postpaid customers can donate Rs.50 for the earthquake victims by sending SMS at
4357. All the proceedings wil l be channelized for the help of Baluchistan earthquake victims.
Pervez A. Shahid - Board Member Dhabi Group said, “Dhabi Group has always taken the lead to help their
brethren in Pakistan in these diff icult t imes of natural calamities 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 l ive in Singapore the other day. Warid had offered 10 lucky winners a
once in a l ifetime opportunity to win an al l expense paid trip to the 1st ever Night Grand Prix event held in
Singapore by spending just Rs.500 on their Warid connection and watch al l the thri l l and excitement
themselves.
50
Under this exciting promotion by Warid Telecom, ten lucky winners travelled on al l expense paid trip to
Singapore to attend 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 Rafique-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 tit le sponsor is SingTel, which also owns a stake in Warid. This was the 1st ever promotion
in Pakistan l inking to the Grand Prix, which is considered the most expensive sport in the world. The practice
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 Executive Officer - 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
offer was designed for our valued customers to make their dreams a reality by winning a chance to witness
world’s f irst night grand prix in Singapore.”
Chief Commercial Officer – Thomas Yeo added, “Being associated with SingTel al lows Warid to have the
privi lege of offering our customers the chance to witness 1st night grand prix, we believe this is once in a l ife
t ime experience that our customers actually dream about. We hope to continue introducing such schemes in
51
the future as well .”
GREENING OF ENVIRONMENT
Being a GSM service provider Warid Telecom has always shown responsibil ity in protecting the natural
environment. The towers are tried to be placed in areas where it has no or very less harmful effects on nature
and human beings
APPROACH BEING GREEN
Warid Telecom has met the environmental demands of multiple stakeholders and with this approach it can be
said a green organization.
INTERNATIONAL CERTIFICATIONS
Warid Telecom has applied for TL9000 certif ication that is the subtitle of ISO special ly designed for telecom
sector.
FORMAL STATEMENT OF ETHICS
The ethics, values and beliefs are formally stated in the employee guide that’s provided to every new
employee and is a confidential document therefore could not be included in this study report.
le g a l M a rk e tS ta k e
H o ld e rsA c ti v ist
52
ISSUE RESOLVING
Init ial ly any issued is tried to be resolved by verbal warning from the immediate boss, if the problem occurs
again a written warning is given and placed into fi le and the employee is disqualif ied for the ACR and on third
occurrence of the issue the employee is terminated. The three steps system is not a pet rule the termination
may be called on first occurrence depending on the sensitivity of issue.
IMPROVING ETHICAL BEHAVIOR OF EMPLOYEES
Employees are provided with the code of conduct and during orientations 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.
ESTABLISHING GOALS AND DEVELOPING PLANS
The major goals and objectives 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 organization. Thus, you can say that the goal setting is in a way
traditional.
FORMAL PLANNING DEPARTMENT
The planning is done by the top level management, head of divisions, general managers and managers of
respective departments. There is no particular department for reserved for planning. However there is Quality
53
Assurance department in the central region which standardizes the operations and keeps a check on the plans
and activit ies to provide assistance for improvements and amendments if required.
DEALING DYNAMIC ENVIRONMENT
Warid Telecom has a strong monitoring team that brings information about the changes that are taking place
in the environment. The changes that affect Warid Telecom are tackled and adapted through proper planning
and proactive approach.
External Analysis
OPPORTUNITIES FOR WARID TELECOM
NETWORK COVERAGE
Warid Telecom sti l l have a lot of opportunities 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 l l have a lot of
opportunity for setting up a stronger customer relation and community.
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CELEBRITY FOLLOWERS
Pakistanis are most of the followers of celebrities of lol ly wood, bolly wood and holly wood. Warid Telecom
can attract more and more customers and have a populated customer family as the current biggest customer
holder Mobil ink is losing them due to high rates and improper advertisements.
THREATS TO WARID TELECOM
COMPETITORS
Warid Telecom is operating in a very competitive environment against Mobil ink and Telenor. Mobil ink being
the biggest customer family holder and Telenor being the most profit making competitor are threats to Warid
Telecom’s customers family and Revenues.
NEW RIVALS
Other international 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
STRENGTHS OF WARID TELECOM
55
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
al l iance with Singapore Telecom. Subsequent to this transaction in July 2007, telecom giant SingTel acquired 30%
percent equity stake in Warid Telecom, Pakistan, for US$758 mil l ion. This partnership is part of a strategy to support
Warid Telecom’s continued growth and to enhance its market posit ion.
Abu Dhabi Group, one of the largest business groups in the Middle East and the s ingle largest foreign investor in
Pakistan. I t has diversif ied business interests, offering strong f inancial resources and extensive management expert ise
that result in commercial success for several inst itut ions.
SingTel’s investment in mobile operations include, Advanced Info Service (AIS) –Thai land, (21.4%), Bhart i Telecom
Group – India (30.5%), Optus Telecom – Austral ia (100%), Globe Telecom – Phi l ippines (44.5%), Pacif ic 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
information throughout the boundaries of organization 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 communication costs and provide a quality nationwide communication
throughout the organization network. Warid Telecom owns a GSM, GPRS, EDGE and Internet networks thus
other communications technologies also provides the strength at a very low cost as compared to several other
organizations.
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WARIDTEL.COM
The website of Warid Telecom adds to its strengths. It is simple for users and provides almost al l of the
information and legal entertainment required by the mobile phone users. The website is an easy and very cost
effective and efficient strategy of marketing and sales by Warid Telecom.
24 / 7 CUSTOMER SUPPORT
Warid Telecom has 24 / 7 customer support network nationwide that provides assistance in any sort of
problems and diff iculties faced by the customers while using the services of Warid Telecom.
WEAKNESSES OF WARID TELECOM
EMAIL COMMUNICATION ‘PRONE TO VIRUS THREATS
The major way of communication is through emails. But Warid Telecom having non sufficient security against
virus threats, may fel l prey to a virus attack. Although the server has not been attacked but sufferings have
been seen at the user ends due to spywares and other virus attacks.
ELECTRICITY DEPENDENT SYSTEMS
The IP phones and other communication medium is al l 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 l l the weakness of structure is there.
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MARKET RESEARCH & DEVELOPMENT
There is no market research and development department or team in Warid Telecom. The effects 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 l l can’t be taken off
the minds so that Zem prepaid is placed there for prepaid connections.
FRANCHISE NETWORK PROBLEM
The franchise operations for bi l l ing system have been set online since august 2008. Now instead of entering
into Warid’s WAN the franchise enters the bil l ing system via Internet. This has brought a lot of security,
maintenance, support, slow transaction speed, system hang and etc problems at franchise end.
GROWTH STRATEGIES
In recent years Warid Telecom has shown progress and growth by adopting the related diversif ication. 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 diversif ication it as Wateen Wireless Services provider, Bank Alfalah Limited and Alfalah Exchange
Company. This group has many other businesses as well mentioned in the introduction.
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CORPORATE PORTFOLIO ANALYSIS
During the last three months Warid Telecom stands first in the Revenues and the growth is continuous at high
rate as compared to other competitors. Thus, by this we can say this Warid Telecom stand at STAR with its two
main products WARID POSTPAID and ZEM.
COMPETITIVE STRATEGY DEALING WITH THREATS
THREAT OF NEW ENTRANTS
WaridTel has a strong monetary department and quality management department. The marketing and sales
department also holds great potential and the outcomes and growth of WaridTel in the telecom sector is
evidence to this. WaridTel is proved to a competitive organization and have good plans and strategies to
handle new and old rivals in the market.
THREAT OF SUBSTITUTES
The substitute of mobile phones is only land l ine phone or wireless phones but they too as l imited to
workplace and do not provide mobil ity as required are not perfect substitutes.
BARGAINING POWER OF SUPPLIERS
WaridTel has strong suppliers chain and manager are very good in negotiations with the suppliers thus not
affected or pressurized by the suppliers that much. However in some areas WaridTel influences the suppliers
while in some suppliers do influence the company.
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BARGAINING POWER OF CUSTOMERS
The products and services are class defined and prices are determined in comparison with the competition in
the market. There is no influence of customer’s bargaining on WaridTel.
CURRENT RIVALRY
The current competitors of WaridTel are Mobil ink, Ufone, Telenor and Zong. The most important one Is
Mobil ink having the biggest network and largest customer family. Warid Telecom has set a monitory team on
all its competitors and keep on seeking information that could help to win market shares.
FOCUS ON COST LEADERSHIP
Warid Telecom focuses on the cost leadership. It is trying its level best to minimize the costs since product
differentiations are not possible in such a saturated telecom market where a Value Added Service or Package
launched by competitor is copied within a few days.
CUSTOMER SERVICE STRATEGIES
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
cit ies l ike Karachi and Lahore. There are number of franchise which the most frequent customer support
location for WaridTel.
WORK SPECIALIZATION
Maximum work special ization is tried to be implemented and every now and then improvements are added to
the structure and design in this regard.
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DEPARTMENTALIZATION
Departments are made on the basis of functions/operations and workers from similar functionality are
grouped together under one department. The marketing crew works under the marketing department and the
sales crew is managed by the sales department similarly the IT personals work under IT department and
Network engineers are entitled under Engineering Department.
UNITY OF COMMAND
The principle of unity of command is highly implemented and the chain of authority is well defined. 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 communication.
SPAN OF CONTROL
The Span of control is not consistent due to the sizes and operations of departments. The overview can be this
that organization has a mechanistic design in this regard and do not possess the broader organic span of
control.
DECISION MAKING CENTRALIZED OR DECENTRALIZED
The major decision making is centralized and needs approvals from upper management. However employees
input and suggestions are encouraged in WaridTel.
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FORMALIZATION
Jobs are formalized and well defined. Procedures for various activit ies are stated and followed by the
employees. There is special Quality Assurance department that provide assistance in job formalization in al l
the Warid Telecom extensions worldwide.
MODEL OF THE ORGANIZATIONAL DESIGN STRUCTURE
Over al l view of organisational design structure is mechanistic. Jobs are highly formalized and procedures are
defined for various activit ies, departments are responsible for their tasks and are rigidly distributed, high
special ization is implemented and the span of control is set narrow so that control of management is
established and maintained easily.
LABOR UNIONS
No employee labor unions are really discouraged in WaridTel corporate working environment.
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EVALUATION COMMENTS
Ms. Shumaila Gull , Prof. Management
I B I T Punjab University
Lahore
