INTERNSHIP REPORT ON PTCL INTERNSHIP REPORT ON PTCL (Pakistan Telecommunication Company Limited) Presented to: Department of Commerce University of Sargodha, Sargodha Presented by: Muhammad Ashraf Roll # 31-ss M. Com (2008-2010) Email: [email protected]Page | 1 University of Sargodha
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I have taken immense pride in assuming the duty as President and CEO of PTCL, which is a
great opportunity for me to execute my responsibilities as a team leader.
To me Pakistan and PTCL are synonymous with an opportunity for growth. The potential of this growth is visible to me as it is about the human capital we have in the form of talented and experienced employees. I can assure you that with the traditional dedication and determination of PTCL workers we will transform this company into a world class ICT Company.
I am proud of my fellow colleagues who have been leading the market so far and have been
adapting to changing technological advancements. After the deregulation in the telecom sector of
Pakistan, PTCL is now again ready to face new challenges in a competitive environment.
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We are poised to retain our leadership position by giving PTCL a new and improved look. The
new colors of the Logo are in context with every Pakistani’s sense of identity and patriotism;
green and white being the colors of purity and honesty, the colors of trustworthiness and
integrity, the colors of Pakistan’s flag and the colors of every Pakistani’s passion.
Be assured that PTCL will remain the people’s first choice of communication in the future.
Promising you the best of our services, at all times.
Preface
In fact, for the students of M. Com. The two months internship is a golden chance to
develop the capability and skill of administration and management in the practical environment
of different organizations. In the context, I select the PTCL (PAKISTAN
TELECOMMUNICATION COMPANY LIMITED). This report shows and will guide the
readers to have an idea about maintain accounts, its operations and the practices followed today
in Pakistan. My reasons for doing the internship program in PTCL is to get first hand knowledge
about maintain accounts and improve my business life, because PTCL is the best organization
indeed.
I tried to remain to the point, in writing the report. Brief history, management, organizational
structure of PAKISTAN TELECOMMUNICATION COMPANY LIMITED and my work at
branch suggestions, for improvement are also given in it.Page | 4
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Moreover, particularly being a student of Finance & Accounts it is necessary for me to get
practical knowledge of the managerial & financial activities of the organization. So I have tried
my best to learn a lot about accounts because it relates with financial activities. I have made all
possible efforts to summaries the broad history and working of the organization.
This work is a collection of my observations and experience during the internship period and
afterward. The sources of my information for the preparation of this report also include the
written notes, literature on banking, verbal discussion with staff members, senior students and
my fellows.
Internship Program is a conventional constituent is part of total spectrum of M. Com. The
information contained in the report is based on my personal observation, practical working and
interviews with the staff during my internship training.
Dedication
No words can adequately express my overriding debt of gratitude to my parents whose support
helps me in all the way. Above all I shall thank my friends who constantly encouraged and
blessed me so enable me to do this work successfully.
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Acknowledgements
In the name of Allah, who gave me ability and strength to complete my internship. I owe
considerable debt to large number of persons who either directly or indirectly helped me during
various phases of internship. It was a new experience, exciting but challenging and indeed
guidance rather frequently, which was afford very generously.
My special thanks to Miss Imrana Asad for her guidance and support during my internship report
preparation.
In PTCL I am grateful to all the staff members for providing me an opportunity to work in the
organization at the style and speed of my convenience. I also wish to record my gratitude for the
following staff members for transforming my theoretical knowledge in practical understanding,
despite their heavy commitments they always found time to answers my questions, resolve
queries and never ran out of patience.
Executive Summary
By the grace of almighty God, I have successfully completed my 8 weeks internship as per
requirement of M.com course. I was appointed at PTCL Headquarter Islamabad Sector G-8/4. I
feel my self-lucky to have worked with such a cooperative, dedicated, result-oriented team. They
all helped me in every possible way they can. I was happened to work in INTERCONNECT
REVENUE DEPARTMENT.
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With employee strength of 30,000 and 5.7 million customers, PTCL is the largest
telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA
operator in the country with 0.8 million V-fone customers. The company maintains a leading
position in Pakistan as an infrastructure provider to other telecom operators and corporate
customers of the country. It has the potential to be an instrumental agent in Pakistan’s economic
growth. PTCL has laid an Optical Fiber Access Network in the major metropolitan centers of
Pakistan and local loop services have started to be modernized and upgraded from copper to an
optical network.
This report is being started with the brief and complete introduction of organization, its historical
background, its services and its products offerings. In this report organization structure is
discussed as pr the requirement of internship. What is the hierarchy in the organization as well as
working of various departments are concisely discussed.
The most important thing the BUSINESS STRAGTEGIES is discussed in such a way that its not
difficult to understand it. Internal and External analysis has the vital importance, which in this
report is also done. More over the Financial Analysis is also done which is depicting the
financial position of the org in the market place.
Whereas SWOT analysis is done which clearly sows what ar e the strengths, weaknesses,
opportunities and threats in the organization. Finally some suggestions and recommendations are
given to org in this report. Limitation although very few but cant be negligible are discussed. Thus
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this report completely depicts the true picture of PTCL in a meaningful way.
I have completed my 8 weeks internship successfully in PTCL(Pakistan Telecommunication
Ltd.) in Interconnect Revenue Department from
June 21, 2010 to Aug 23, 2010.
TABLE OF CONTENTS
Industry Introduction 10
---- History of Organization 12
a. Vision Statement 18
b. Mission Statement 18
---- Main Features 19
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---- projects& activities 23
Products & Services 28
Compatetors 32
Moral Values of Employees 32
Organizational Structure 34
---- Hierarchy Chart 37
---- Number of Employees 37
---- Introduction of all Departments 38
Departments and their Working 41
Finance system of PTCl 46
Funding of PTCL 48
. Work done by Internee 54
Financial Analysis of Organization 56
---- Significance of ratio 56
---- Components of ratios (formulae used ) 60
6. SWOT Analysis 69
7. Conclusion 73
8. Recommendations 78
9. Limitations 80
10. Bibliography 80
11. Annexes 81
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INTRODUCTION
Pakistan Telecommunication Corporation (PTC) has established in December 1990,
taking over operations and functions from Pakistan Telephone and Telegraph Department under
Pakistan Telecommunication Corporation Act 1991.
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This coincided with the Government's competitive policy, encouraging private sector
participation and resulting in award of licenses for cellular, card-operated payphones, paging
and, lately, data communication services.
In 1994, the PTCL becomes the company limited (Pakistan Telecommunication
Company Limited) by issued six million vouchers exchangeable into 600 million shares of the
PTCL in two separate placements. Each had a par value of Rs. 10 per share. These vouchers
were converted into PTCL shares in mid-1996.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for
PTCL monopoly over basic telecommunication sector in the country. It also paved the way for
the establishment of an independent regulatory regime. The provisions of the Ordinance were
lent permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act.
The year 2006-07 in the telecom sector was marked by the phenomenal growth in the
mobile sector in Pakistan, which doubled its subscriber base to 60 million. The teledensity
increased from 26% to 40%, helping to spread the benefits of communication technology across
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the country. PTCL ’s mobile phone subsidiary Ufone’s subscriber base grew by more than 87%,
from 7.49 million to 14 million. The year also witnessed the entry of major telecom companies,
most notably China Telecom and Singtel, into market.
The privatization of the company was completed in the FY06, following the purchaser of
26% ‘B’ class ordinary shares by Etisalat International Pakistan L.L.C. EIP took over
management control on 12th on April 2006.
In short PTCL has been working vigorously to meet the dual challenge of telecom
development and socio-economic uplift of the country. This is characterized by a clearer
appreciation of ongoing telecom scenario wherein convergence of technologies continuously
changes the shape of the sector.
CENT RAL BACKGROUND
The telecommunications industry is at the forefront of the information age²delivering voice,
data, graphics and video at ever increasing speeds and in an increasing number of ways. Whereas
wire line telephone communication was once the primary service of the industry, wireless
communication services and cable and satellite program distribution make up an increasing share
of the industry.
The largest sector of the telecommunications industry continues to be made up of wired
telecommunications carriers. Establishments in this sector mainly provide telephone service via
wires and cables that connect customers premises to central offices maintained by
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telecomm urinations companies. The central offices contain switching equipment that routes
1content to its final destination or to another switching center that determines the most efficient
route for the content to take. While voice used to be the main type of data transmitted over the
wires, wired telecommunications service now includes the transmission of all types of graphic,
video, and electronic data mainly over the Inter net.
These new services have been made possible through the use of digital technologies that provide
much more efficient use of the telecommunications networks. One major technology
breaks digital signals into packets during transmission. Networks of computerized switching
equipment, called packet switched networks, route the packets. Packets may take separate
paths to their destination and may share the paths with packets from other users. At the
destination, the packets are reassembled, and the transmission is complete. Because packet
switching considers alternate routes, and allows multiple transmissions to share the same route, it
results in a more efficient use of
telecommunications capacity as packets are routed along less congested routes. Wireless
telecommunications carriers, many of which are subsidiaries of the wired carriers, transmit
voice, graphics, data, and Internet access through the transmission of signals over networks
of radio towers. The signal is transmitted through an antenna into the wire line network.
Other wireless ser vices include beeper and paging services. Because wireless devices require no
wire line connection, they are popular with customers who need to communicate as they travel,
residents of areas with inadequate wire line service, and those who simply desire the convenience
of portable communications. Increasing numbers of consumers are choosing to replace their
home landlines with wireless phones.
Wireless telecommunications carriers are deploying several new technologies to allow faster data
transmission and better Internet access that should make them competitive with wire line
carriers. One technology is called third generation (3G) wireless access. With this technology,
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wireless carriers plan to sell music, videos, and other exclusive content that can be downloaded
and played on phones designed for 3G technologies. Wireless carriers are developing the next
generation of technologies that will surpass 3G with even faster data transmission.
Another technology is called ³fixed wireless service,´ which involves connecting the
telephone and/or Internet wiring system in a home or business to an antenna, instead of a
telephone line. The replacement of landlines with cellular service has become increasingly
common because advances in wireless systems have provided data transmission speeds
comparable to broadband landline systems.
COMPANY BACKGROUND
Pakistan has made steady pr ogress in expanding telecommunication networks and services
in recent years. In Pakistan this industry had few big giants in the past with PTCL being the
sole provider of landline telephone service in the country. At present the organizations
principal activity is to provide telecommunication services all over the country. It offers both
domestic and international services throughout Pakistan. PTCL also manufactures
telecommunication related equipment.
Pakistan Telecommunication Company Limited had exclusive rights to provide basic
telecom services in Pakistan till the end of year 2002. With the announcement of Deregulation
Policy by the Government of Pakistan in 2003, PTA has issued licenses for basic telephony to the Page | 14
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private sector in Pakistan who will be competing PTCL, the incumbent. From the humble
beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone
& Telegraph Department in 1962, to this very day, ours is a story of commitment and vision.
PTC set sails for its voyage of glory in December 1990, taking over operations and functions
from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication
Corporation Act 1991. This coincided with the Government's competitive policy, encouraging
private sector participation and resulting in award of licenses for cellular, card-operated
payphones, paging and, lately, data communication ser vices.
Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC,
and in 1994 issued six million voucher s exchangeable into 600 million shares of the would-be
PTCL in two separate placements. Each had a par value of Rs. 10 per share. These vouchers
were converted into PTCL shares in mid- 1996.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL
monopoly over basic telephony in the country. It also paved the way for the establishment of an
independent regulatory regime. The provisions of the Ordinance were lent permanence in
October 1996 through Pakistan Telecommunication (Reorganization) Act. The same year,
Pakistan Telecommunication Company Limited was for med and listed on all stock exchanges of
Pakistan
Since then, PTCL has been working vigorously to meet the dual challenge of telecom
development and socio-economic uplift of the country. This is characterized by a clearer
appreciation of ongoing telecom scenario wherein convergence of technologies continuously
changes the shape of the sector. A measure of this understanding is progressive measures such as
establishment of the company's mobile and Internet subsidiaries in 1998.
As telecommunication monopolies head towards an imminent end, services and infrastructure
provider s are set to face even bigger challenges. Pakistan also entered post-monopoly era with
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deregulation of the sector in January 2003. On the Government level, a comprehensive
liberalization policy for telecom sector is in the offing.
PTCL is in full awareness of the same, and future policies feature a strong conviction of healthy
competition.
The company is in process of enhancing organizational and business proficiency through
vertical integration and horizontal diversification. At the same time, cross-national ownerships,
operations and partnerships are being evaluated with a view to developing and diversifying the
business.
RESTRUCTURING OF PTCL
The governments efforts to restructure and privatize PTCL have been on-again off-again
since1991. It had an offer in the late 1990s for 26 percent equity, reputedly totaling $3 billion,
butheld out in negotiations and ultimately missed the unique global market window at that time.
Since then, it has had difficulty attracting potential buyers.
Investors have been concerned about political risk, and appropriate support from the government
to transform the utility into a commercially-oriented corporation. With fortunes rising in the local
telecom sector, the government hoped to make privatization of the company a landmark deal for
broader reform of the economy. A successful deal would demonstrate the governments
increasing support for market capitalism and, it was hoped to, boost anemic levels of direct
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foreign investment.
PTCL and the government were contemplating different strategic options for restructuring. Plans
were vetted for both a geographic and functional split of operations. Analysts believed the most
likely scenario is a break-up into three new companies, tracking with the firms largest business
units: local, long distance and mobile. This approach mirrors the policy environment fashioned
for new competitive entrants. From the government perspective, breaking up PTCL prior to as
ell-off will help curtail the market power of any one single service provider, thereby stimulating
competition.
Unbundling the sale was also likely to increase revenues for the government. The risk, of course,
was that the mobile company, PTML (branded as ³Ufone´), was disproportionately more
attractive than the other businesses. According to AKD Securities, PTML's contribution to
PTCL's total revenues was expected to rise to 12.5% over the next five years í and was assumed
to contribute 39% of PTCLs overall revenue growth. Future growth of mobile, both in terms of
subscribers and net revenues, was considered to almost certainly outstrip demand for fixed line
services. The target was to sell up to a 26 percent stake in PTCL; the government held 88 percent
of $2.6 billion, and then any lowering of bid price in the revised agreement approved by the
cabinet in March. The official documents state that the accumulated bidding price in the revised
bid came down to $2.205 billion against the original Etisalat bid of $2.599 billion, said a report
in the Gulf Today.
The PTCl privatization agreement with Etisalat allegedly inflicted a further loss of billions of
rupees to the national exchequer besides unprecedented concessions offered in the long term,
indirect conflict with Article 30 of the Public Procurement Rules 2004, it said. By far, the
PTCLhas been the highest profit earning state-owned company with real-estate assets worth
billions ofrupees across the country including commercial plazas, residential colonies and
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exchanges. According to the government documents, the Share Purchase Agreement (SPA) of
the PTCLwith Etisalat lapsed in September 2005 after the non-payment of the dues by the
winner bidders. After further negotiations with the Etisalat management, the government agreed
to additional concessions and modifications to the transaction structure offer
VISION
To be the leading Information and Communication Technology Service Provider in the region by
achieving customer satisfaction and maximizing shareholders' value'.
The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By becoming
partners in innovation, we are ready to shape a future that offers telecom services that bring us
closer.
MISSION
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An organizational environment that fosters professionalism, motivation and quality
An environment that is cost effective and quality conscious
Services that are based on the most optimum technology
Quality and Time conscious customer service
Sustained growth in earnings and profitability
CORE VALUES
Professional Integrity
Customer Satisfaction
Teamwork
Company Loyalty
Features
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of
Telecommunication services in Pakistan. The range of
services include basic telephony, telegraph, fax, telex, Public data, Internet, E-mail,
ISDN(Integrated Services Digital Network),Universal Access Numbers(UAN), another value-
added services.
Pakistan Telecommunication Company Limited is a professionally managed company and has
initiated measures, with active support of the Federal Government, to inculcate a corporate
culture that benefits company. Pakistan Telecommunication Company Limited believes that it
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has an inherent potential that it can exploit to emerge as an important and active business entity.
Pakistan Telecommunication Company Limited has some basic strength and the potential that
needs to be exploited into real business opportunities. The Directors of the Company feel that a
firm and unwavering commitment towards provision of a complete range of market driven
telecommunication services to its customers using state of the art technology proven products
and a customer care approach is essential in a rapidly expanding telecom market. The radical
change from a monolith state controlled culture to a open market competitive environment. The
customer is becoming and more conscious of the value of telecom services in an improving
business environment.
The advent of digital systems, increasing application of computer technologies and development
of wide-band systems has generated new customer needs. Innovative products and services such
as cellular mobile, high-speed data, Internet etc are much in demand. The current decade has
proved to be the period of sector restructuring and growth globally. To keep pace with the
changes and to meet the emerging new demands, Pakistan Telecommunication Company
Limited has adjusted its programs to meet the requirements of the market. Traditional telecom
monopolies like Pakistan Telecommunication Company Limited need to explore new avenues of
technology and financing to accomplish a quantum leap in growth and bridge the gap between
demand and supply, still remaining financially viable. The Company has taken initiatives and a
change is gradually becoming visible through expanded capacity and increasing revenue.
Pakistan Telecommunication Company Limited has taken decisions to cope with the competition
within the next years. The initiatives taken resulted in the establishment of 100% Pakistan
Telecommunication Company Limited owned subsidiaries like Pak Telecom Mobile
Limited.Paknet and Pak Telecom Pay Phone services limited. These new entities shall provide
cellular mobile information technology, Internet, payphone, prepaid calling cards and other range
of services, Pakistan Telecommunication Company Limited made a conscious decision to enter
the cellular business as it has tremendous potential and an accelerated annual growth of about
60%which is likely to continue for many years.
Pakistan Telecommunication Company Limited has been successful in obtaining a Cellular
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Mobile License for its subsidiary and has selected the GSM 900 state -of the²art technology,
which is growing at a much faster rate internationally. Pak Telecom Mobile Limited was
incorporated on 18th July 1998 to establish and run this new business independent of Pakistan
Telecommunication Company Limited with full accounting separation thus creating a level
playing field for industry competitors.
Pakistan Telecommunication Company Limited is following a business-oriented policy to
associate private entrepreneurs in telecom sector development. The options are based on
interconnect and revenue sharing arrangements with license operators and through out-sourcing
revenue sharing with 0 & M contractors as business partners. PTCL has successfully entered into
arrangements with foreign and local telecom companies and has signed three contracts prepaid
calling card service to promote international traffic.
The Government of Pakistan has encouraged the growth of the telecom sector to enable Pakistan
to keep pace with the rapid technological advancement in the field of telecommunication. The
tariff structure remains under constant review of the government to rationalize from the point of
providing adequate returns to the telecom operators and to tap the tremendous potential of the
growth in the demand and market for telecom services. The GOP has reduced the CED on
telecom services, encourages the use of value added services with special emphasis on
proliferation of Internet. It has also reduced the import duties on telecom equipment and allows
tax exemption.
Private sector data and Internet services providers are operating under license and revenue share
arrangements. Internet & information technology services are now very popular in the market
and numbers of new entrants are competing, providing Pakistan Telecommunication Company
Limited an opportunity lease capacity. Its available IT & Internet infrastructure both for private
sector licensed operators and Pakistan Telecommunication Company Limited own customers.
Pakistan Telecommunication Company Limited is launching a three-phased project for IT &
Internet to expand the service to take care of 300,000 customers including the needs of private
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license for infrastructure.
PTCL S CORE OBJECTIVES
The primary objective of Pakistan Telecommunication Company Limited is to provide
telecommunication services to the people in the country or in short to satisfy the
telecommunication needs of its customers. Responding to the rapid economic and technological
growth, the company is determined to meet the challenge of expanding needs of telephone and
data communication such as public data network, integrated services digital network and Internet
services.
The major focus of attention is to improve and expand the services, minimize the faults and
provide communication facilities to rural areas. It is also one of the major objectives of
management that the company should not improve its performance but also encourage the
private sector to enter the Tele business. The company has entered the domain of free market
economy, which necessitates the liberal management policies and private sector.
The following basic policy steps have been taken to meet the objectives laid in PTCL Act to
expand and operate telecommunication services in the country. The main objective of any
company is to earn the profit and minimize expenses by winning goodwill in the market
The following are the long-term objectives of the organization.
Provision of Telecom services all over the country.
Plan, establish and maintain telecommunication
Acquire, promote and manage research and development, transfer of technology and
software development including manufacturing of telecommunication equipment and
plant
Enhance efficiency, improve quality and expand the system to meet customer satisfaction
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and provide service on demand.
Create congenial climate for binding of human skill and horizon of employees through
training and education.
Convert its cash basis single entry accounting system to accrual basis double entry
system meeting the commercial international accounting standards.
To introduce computerized directory assistance and complaint services reform billing
o and a revenue collection system.
Strengthen relation with foreign international administration, entities, services
o providers, international and regional telecom organizations for better international
o communication and technical cooperation in telecommunication business.
Expand customer awareness of all value-added services of PTCL.
To improve the efficiency of Customer Service Centers by deputing qualified persons
o who are well aware of public relation techniques.
Projects and Activities
1. Urgent Training Needs Programme:
The Urgent Training Needs which realistically depict the post VSS scenario are being assessed
and catered immediately by conducting customized training programs. The involvement of all
departments, regions and business units for providing their valuable input in the form of TNA
response is essential for accurate identification of their requirements. Given the transformation
stage, the most eminent developmental needs were highlighted and incorporated in this program.
2. Customer Care Initiative:
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To achieve the pinnacle of Excellence in Customer Service envisioned by the President/CEO the
Training and Development department has assumed the responsibility for effectively imparting
training under the Customer Care Initiative to all PTCL employees.
3. HRD Plan for 2009-10:
Training is one of the tools used for the development of employees and to consolidate change on
sustainable ground. In order to address the training needs of all stakeholders of PTCL, EVP
(T&D) has directed training region administration to conduct comprehensive Training Need
Assessment of PTCL employees. This exercise of TNA is required for developing an effective
and need satisfying Human Resource Development Plan for PTCL training centers. The pilot run
of this program is expected to commence by the end of April 2009.
4. Training Incentive offered to VSS Optees:
For the rehabilitation of VSS Optees, PTCL offered a package of post VSS training &
development services, out of which the most beneficial and helpful service offers were
Vocational and Technical trainings.
5. Revamping Project of PTCL Training & Development by Etisalat Academy:
PTCL has a huge training infrastructure throughout the country that is geographically wide
spread. To revamp this wing of PTCL and transform it into a profit center, Etisalat Academy has
been engaged for this project with the following main objectives:
Evaluation of existing training infrastructure
Identification of potential and non-potential training institutes
Development plan for proposed training set-up
Comprehensive workforce analysis of existing Human Resources in T&D department
Proposals regarding computerized learning management system
Preparation of Quality Assurance (QA) systems & procedures
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Determination of Key Performance Indicators (KPIs)
6. Implementation of ERP system in T&D:
The focus of the project is to set up and maintain the qualifications catalogs, create and evaluate
profiles for a range of objects (for example, persons and positions), evaluate career and
succession planning scenarios, set up appraisal systems, as well as plan, hold, and evaluate
appraisals, create development plans, and work through individual development planning
scenarios by customizing the functions of personnel development to meet customer
requirements.
7. PTCL Academy activities:
PTCL Academy has been revitalized with a new vision to be recognized locally and regionally as
a center of excellence in the provision of state-of-the-art training and consultancy services in
telecommunications and related fields. It will provide a platform for the creation, dissemination
and exchange of knowledge and expertise in all areas of telecom and IT to internal and external
stakeholders. Some of the programs on its agenda are:
• Ph.D. Programme
• MS programme
• Post Graduate Diploma
• Cisco Regional Academy Programme
• Oracle Academy Programme
• Joint venture with CISCO and NUST
• Seminars / Short Courses / Certificate programmes
• Course development for new offerings (technical and management courses)
• Testing / Inspection of telecom equipment
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8. Lineman Training Programme:
The declaration to celebrate year 2008-09 as year of Customer Care & Satisfaction by the
President/CEO of the company, has entrusted upon Training & Development Department a
gigantic task to transform our line staff who are the real customer care agents of PTCL. This
initiative is the part of company’s strategic vision to turn PTCL a leading corporate entity in
highly competitive business environment of telecom industry. A mega training campaign has
been launched for all the Linemen of PTCL. The training module prepared by Training &
Development department has tried to address all skill needs most direly required by our Linemen
to cope with emerging technologies in telecommunication. This training will significantly
improve both soft and technical competencies of our linemen and we believe that this training
shall be remembered as a milestone in PTCL’s history.
9. Quality Awareness Programme:
In order to create quality awareness and skills improvement of PTCL staff, a 3-year QA plan has
been made. The project is scheduled from March 2007 to December 2009. Following four types
of programmes are under the work plan:
• Installation Quality Standards
• Quality Auditor Course
• Companywide Quality Awareness
• ‘Train the Trainer Programme’ offered to the faculty of PTCL training centers
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Etisalat Academy being the lead consultants of PTCL’s Training and Development department
has proposed a meritorious program for the development of Senior Management Team (SMT) of
PTCL. The workshops, their contents and out comes have been reviewed and have been found
beneficial for the company. Proposed plan of five workshops is in line with emerging concept of
Continuous Professional Development. CPD is being promoted for conscious updating of
professional knowledge and enhancement of professional competence throughout a person's
working life. PTCL Training & Development wing is committed to the pursuit of professional
excellence with its Senior Management Team. PTCL’s SMT, though possesses matchless
functional competencies, will benefit from these workshops.
11. Internship Programme:
As per existing policy approximately 194 internship offers were made during 2008-09.
Currently, we are in the process of invigorating our Internship Policy. During the last couple of
years Internship Programme at PTCL has received special attention and focus. The overall
concept has evolved from its traditional perspective into a strategic perspective. We look forward
to this programme not only as a learning opportunity for the participants but also a prospect for
PTCL in its continuous endeavor for talent hunt. It is the process by which we not only
contribute significantly to the development of the best talent in professional and leading
universities and schools, but it also aims at creating “PTCL Ambassadors” that spread goodwill
of the company all over the country. This programme is intended to provide students with the
opportunity to apply what they are learning in their academic pursuits to real world situations.
Through the successful implementation of this programme, PTCL looks forward to rightly
identify, recruit, train and develop its most important need of the day i.e. the Human Resource.
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University of Sargodha
INTERNSHIP REPORT ON PTCL
Products and Services
PTCL Landline
For local calls the code used is non-STD. For calls to other cities (e.g. Karachi to Lahore) the
code is called STD. For International calls the code used is ISD.
Dialing System
When dialing on landlines, calls made within cities are considered local calls. Calls to other
cities (e.g. Karachi to Lahore) are considered long distance calls and are metered according to
distance. (e.g. When dialing to Lahore from Karachi you have to dial the code for Lahore then
followed by the number of the destination, therefore you dial 0423-XXX-XXXX ). For local
calls, you just dial the local number. For international calls, you dial "00" followed by the
country code. (e.g. For calls to the UK from Pakistan you dial 00 - 44 - XXXXXX ).
PTCL V-fone
It is a product which is wireless. We can use anywhere in Pakistan.
Internet and web browsing is also its feature. It is under CDMA
Ufone
Ufone (Pakistan Telecom Mobile Ltd) a wholly-owned subsidiary of PTCL commenced its
operations on 29th January 2001 as a GSM 900 service provider. Since the outset, it has
expanded its coverage and customer base at a rapid pace and established itself as one of the
Askari Bank LimitedCitibank N.A.Faysal Bank LimitedHabib Bank LimitedMCB Bank LimitedNational Bank of PakistanRBS (formerly ABN AMRO)Standard Chartered Bank LimitedUnited Bank Limited