INTERNSHIP REPORT

ON
PAKISTAN TELECOMMUNICATION COMPANY
LIMITED
(PTCL)

By
Shehzad Ahmad
Roll No: ****
Reg. No: ********

Department of Management Sciences

BS COMMERCE (Accounting & Finance)

Govt College of Management Sciences Swabi

Affiliated with

UNIVERSITY OF SWABI KHYBER PAKHTUNKHWA

(2020-24)

i
 DECLARATION

I, Shehzad Ahmad, a student enrolled at Government College of Management Sciences (GCMS)

Swabi, formally declare that the report is presented by me after the completion of my internship
at PTCL Revenue Office Swabi.
I would like to reaffirm that the sole intention behind the preparation of this report is to fulfill
academic obligations, without any other underlying motive. It is imperative to underline that the
utilization of this report for the advantage of competing entities within the Organization's realm
is expressly prohibited.

____________________
Shehzad Ahmad
BS Commerce
(Accounting & Finance)
GCMS Swabi
 DEDICATION

I dedicate this project to my parents, teachers, and elder brother who ever support me spiritually,
financially and as mentors to make me a better person in my life and career, May Allah give
them long live (Ameen).

Shehzad Ahmad

iii
 ACKNOWLEDGMENT

First of all, I am thankful of almighty ALLAH, who gave me health and strength to complete my
internship at PTCL (Pakistan telecommunication company limited) and prepare internship report
on it.

I would like to express my deep gratitude to my respected and committed teacher (SM Finance)
for granting me the privilege to undertake an internship at PTCL as well as for providing me the
necessary information regarding the internship

Furthermore, I am thankful to vice principal of college, who did effort to acquire best place
where students performed their internship efficiently.

Also, I would like to express my special gratitude towards my parents for their cooperation and
encouragement in completion of this report.

My friends also deserve appreciation who helped me a lot during the preparing internship report.

In last, Thanks to PTCL finance department team for giving me such attention and your valuable
time.
 Executive summary

By the grace of almighty God, I have successfully completed my 6 weeks internship as per
requirement of BS Commerce degree. I was appointed by PTCL Headquarters, G-8/4, Islamabad
in Telephone House 1st the Mall Road, PTCL Peshawar but due to some circumstances it
transfers to PTCL Office Swabi. It was my fortunate 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 REVENUE OFFICE.

This report is being started with brief introduction of corporation, its historical background, its
products and its services offering. In this report corporation structure is discussed as per the
requirement of internship. What is the hierarchy in the corporation as well as working of
various departments are shortly discussed.

The most important thing the which discuss in this report is work done by internee(me),
different responsibilities etc. Also, the Business Strategies is discussed in which a way that its
not difficult to understand it. Internal and External analysis has the vital importance, which in
this report also done. More over the Financial Analysis is also done which is depicting the
financial position of the corporation in the market place.

Furthermore, SWOT analysis is done which clearly shows what are the strengths, weaknesses,
opportunities and threats in the corporation. Finally, some suggestions and recommendation
are given to corporation in this report. Thus, this report completely deposits the true picture of
PTCL in a meaningful way.

v
 Table of Contents

1. Introduction ......................................................................................................................................... viii

1.1. Central Background ....................................................................................................................... ix

1.2. COMPANY BACKGROUND ....................................................................................................... x

1.2.1.Telecommunications Evolution in Pakistan............................................................................ x

1.2.2.A diversified and competitive approach ................................................................................. x

1.2.3.Meeting Dual Challenges: ..................................................................................................... xi

1.2.4.Transitioning Beyond Monopolies: ....................................................................................... xi

1.2.5.Embracing Competitive Future:............................................................................................. xi

1.2.6.Strategic Expansion and Diversification: ............................................................................. xii

1.3. Vision ........................................................................................................................................... xii

1.4. Mission ......................................................................................................................................... xii

1.5. Core Values ..................................................................................................................................xiii

1.6. Main Features ...............................................................................................................................xiv

2. Data Product and Services .................................................................................................................... xv

2.1. International Private Leased Circuits (IPLC) ............................................................................... xv

2.2. MPLS / International VPN ........................................................................................................... xv

2.3. IP Transit ......................................................................................................................................xvi

2.4. Satellite and Radio Solutions ........................................................................................................xvi

2.5. Competitors of PTCL ................................................................................................................. xviii

2.6. Corporate social Responsibility .................................................................................................. xviii

3. ORGANIZATIONAL STRUCTURE ...................................................................................................xx

3.1. Board of Directors .........................................................................................................................xx

3.2. Corporate Information ................................................................................................................. xxii

 3.2.1.Top Management ................................................................................................................. xxii

3.2.2.Bankers ................................................................................................................................ xxii

3.2.3.Auditors .............................................................................................................................. xxiii

3.2.4.Share Registrar.................................................................................................................... xxiii

3.2.5.Registered office ................................................................................................................. xxiii

3.2.6.Number of employees in PTCL .......................................................................................... xxiii

3.3. Organization Hierarchy Chart .................................................................................................... xxiv

3.4. Main Departments of PTCL ........................................................................................................ xxv

4. Work Done by Internee ...................................................................................................................... xxvi

4.1. Revenue Department .................................................................................................................. xxvi

4.1.1.Structural Diagram of Revenue & Collection Department ................................................. xxvi

4.1.2.Billing section .................................................................................................................... xxvii

4.1.3.PTCL report portal .............................................................................................................. xxix

5. Financial Analysis .............................................................................................................................. xxxiv

5.1. Financial Statement .................................................................................................................. xxxiv

5.2. Financial Ratios ....................................................................................................................... xxxviii

5.2.1.Liquidity Ratios: .............................................................................................................. xxxviii

5.2.2.Profitability Ratios: ........................................................................................................... xxxix

5.2.3.Debt Ratios: ..........................................................................................................................xlii

6. Swot analysis ........................................................................................................................................xlv

6.1.1.Strengths ...............................................................................................................................xlv

6.1.2.Weaknesses: ........................................................................................................................ xlvi

6.1.3.Opportunities ...................................................................................................................... xlvii

6.1.4.Threats: .............................................................................................................................. xlviii

6.1.5.Conclusion............................................................................................................................ xlix

7. Recommendation ................................................................................................................................ xlix

vii
Chapter 1

Introduction

The Pakistan Telecommunication Corporation (PTC) was established in December 1990,

assuming the operations and functions of the Pakistan Telephone and Telegraph Department
under the Pakistan Telecommunication Corporation Act of 1991.

This was concurrent with the competitive policy of the Government, which aimed to promote
private sector involvement and led to the issuance of licenses for cellular, card-operated
payphones, paging, and more recently, data communication services.

In 1994, the Pakistan Telecommunication Company Limited (PTCL) was established as a limited
company through the issuance of six million vouchers, which were exchangeable for 600 million
shares of the PTCL in two separate placements. Each share had a par value of Rs. 10. These
vouchers were subsequently converted into PTCL shares in mid-1996.

In the financial year 2006-07 witnessed remarkable growth in the mobile sector in Pakistan, with
the subscriber base doubling to 60 million and the tele density increasing from 26% to 40%,
thereby spreading the benefits of communication technology across the country. PTCL's mobile
phone subsidiary company, Ufone a wonderful increase in their subscriber base, growing by
more than 87% from 7.49 million to 14 million. The year also saw the entry of major telecom
companies, including China Telecom and Singtel (buys 30 percent shares in Pak’s Warid), into
the market.
The privatization with Etisalat International Pakistan L.L.C. was completed with the purchased
of 26% 'B' class ordinary shares of PTCL in FY06, and assuming management control on April
12, 2006.

In short, PTCL is making dedicated efforts to cater to the growth of the telecom industry and the
improving socio-economic scenario of the country They completely capture the evolving
telecom scenario, where hybrid technologies are at work the constantly.

Central Background
The telecommunications zone has advanced substantially within the records age, catering to the
increasing call for various forms of communication. While traditional wired phone offerings had
been as soon as dominant, the industry now embraces wireless communication, cable, and
satellite distribution. Wired telecommunications vendors, who offer phone provider via wires
and cables, remain a considerable a part of the enterprise. They use vital places of work prepared
with switching device to course voice, statistics, pictures, and video content material correctly.
Digital technology has revolutionized this zone, permitting the transmission of diverse content
material types over the internet.

One crucial innovation is packet switching, which divides virtual signals into packets for
efficient transmission. These packets follow computerized networks to attain their destination,
taking into accounts shared and change routes, accordingly optimizing network capacity.
Wireless telecommunications providers, often subsidiaries of stressed out providers, supply
voice, statistics, and net get entry to through radio tower networks. These wi-fi offerings are
popular due to their portability and convenience, attracting tourists, underserved areas, and those
opting to update landlines.

Emerging technologies are remodeling the industry similarly. Third-era (3G) wi-fi get admission
to enables the sale of distinctive content for download and playback on 3G-succesful telephones.
The pursuit of even faster information transmission is riding the improvement of technology
beyond 3G. "Fixed wireless carrier" connects homes and organizations via antennas, providing

ix
speeds similar to broadband landlines. This development has contributed to the substitute of
traditional landlines with cell provider.

In precis, the telecommunications enterprise's panorama has shifted from stressed telephony to a
dynamic mixture of wired and wireless services. Digital technology, packet switching, and
ongoing innovations are improving performance and connectivity, allowing the transmission of
diverse content material types and reshaping how we talk and get right of entry to statistics.

COMPANY BACKGROUND

Telecommunications Evolution in Pakistan

In recent years, Pakistan's telecommunications sector has undergone wonderful progress in

expanding its networks and offerings. Notably, the industry was as soon as ruled by a few
foremost gamers, with PTCL maintaining a monopoly on landline smartphone offerings.
However, this landscape shifted with the advent of the Deregulation Policy in 2003. This policy
led to the issuance of licenses to non-public companies, breaking PTCL's monopoly and
fostering wholesome competition inside the region. Today, PTCL stays a big participant,
imparting a huge variety of telecommunication offerings each within Pakistan and round over
world.

A diversified and competitive approach

The roots of Pakistan’s telecommunications industry date back to the mid-20th century. Originally
started by the Post and Telegraph Department in 1947, the industry got a boost with the
establishment of the Pakistan Telephone and Telegraph Department in 1962. It laid the foundation
for telecommunication services in the country. Recognizing the potential for private sector
involvement, the government announced plans to privatize PTC in 1991. Shares were issued in
1994, allowing public power to become creditors participate in the evolving telecommunication
scenario This trend is not limited to investments but extended to various sectors such as mobile
phones, payphones, paging and data communication also promoted. This year PTCL was for mid
and listed all stock on stock exchange of Pakistan.

Meeting Dual Challenges:

PTCL's Pursuit of Telecom Development and Socio-Economic Uplift

Since its inception, PTCL has ardently addressed the dual challenge of advancing
telecommunications while promoting socio-economic progress. This commitment is evident in
their understanding of the evolving telecom landscape, driven by technological convergence. The
establishment of mobile and Internet subsidiaries in 1998 underscores PTCL's proactive approach
to this understanding.

Transitioning Beyond Monopolies:

Telecom Evolution: End of Monopolies and Emerging Challenges

As telecom monopolies near their end, service and infrastructure providers face heightened
challenges. Pakistan's journey into the post-monopoly era commenced with the sector's
deregulation in January 2003. At the governmental level, a comprehensive liberalization policy for
the telecom sector is on the horizon, heralding a new phase of competition and growth.

Embracing Competitive Future:

PTCL's Vision: Emphasis on Healthy Competition and Policy Conviction

PTCL is acutely aware about those approaching shifts and is poised to include them completely.
The organization's future regulations are underpinned by a sturdy commitment to fostering robust

xi
competition. This conviction aligns seamlessly with evolving enterprise dynamics, propelling
PTCL in the direction of a destiny marked through innovation and equitable competition.

Strategic Expansion and Diversification:

Enhancing Proficiency: Organizational Evolution and Global Engagements

With an eye fixed on organizational and commercial enterprise enhancement, PTCL is actively
engaged in vertical integration and horizontal diversification. Simultaneously, the exploration of
pass-country wide ownerships, operations, and partnerships is underway. These strategic moves
replicate PTCL's rationale to no longer simplest develop however additionally diversify its
business, strategically positioning itself for the dynamic worldwide telecom landscape.

Vision

To be the leading and most admired Telecom and ICT provider in and for Pakistan.

The goal of this statement is for the organization to become the top and most respected provider
of telecommunications and ICT services in Pakistan. This means leading in terms of market
presence and technology while also being highly regarded for its quality, ethics, and positive
impact. The organization focuses on delivering a wide range of communication and technology
services within Pakistan's borders, aiming to contribute significantly to the country's
technological growth and digital progress.

Mission

To be the partner of choice for our customers, to develop our people and to deliver value to our
shareholders.
This statement signifies the organization's objectives:

❖ First, to be the preferred partner for its customers.

❖ Second, to foster the growth of its employees.
❖ Third, to provide value to its shareholders.
❖ It emphasizes building strong customer relationships, prioritizing employee development.
❖ Ensuring financial returns for shareholders, encapsulating a balanced approach to
business success and stakeholder satisfaction.

Core Values

➢ We care: we treat everyone with respect, dignity and responsibility.

➢ We put customer first: we are passionate about serving our customers. Their
satisfaction is a key measure of our success.
➢ We work as one team: we seek and value everyone’s contribution. Together we are
strong.
➢ We embrace change: we shape our own destiny by being proactive and open to new
ideas.

xiii
Main Features

The Pakistan Telecommunication Company Limited (PTCL) is the primary provider of

telecommunication services in Pakistan. It offers a comprehensive range of services including
basic telephony, GSM, HSPA+, CDMA, LTE, broadband internet, IPTV, wholesale , data,
internet, ISDN, and value-added services. Managed professionally with support from the Federal
Government, PTCL aims to foster a corporate culture that enhances its business prospects. With
its inherent potential, PTCL strives to become a significant player in the expanding telecom
market.

As the telecommunications industry transitions from state-controlled to open competition, PTCL

acknowledges the significance of addressing customer needs and harnessing cutting-edge
technology. The organization acknowledges the increasing demand for pioneering services,
including cellular mobile, high-speed data, and internet, and adjusts its initiatives to align with
market demands.

In order to remain current with evolving industry trends and meet the demands of its customers,
PTCL has implemented a series of reforms and expanded its operational capabilities. This has
included the establishment of several subsidiaries, such as Pak Telecom Mobile Limited, Pak net,
and Pak Telecom Pay Phone Services Limited, which offer a diverse range of services, including
cellular mobile, information technology, internet, and payphone options.

PTCL's strategic decision to enter the cellular business, facilitated by obtaining a cellular license
for its subsidiary, Pak Telecom Mobile Limited, is a clear indication of its commitment to
growth and adaptation. The selection of GSM 900 technology is in line with international trends
and promising growth rates within this sector.

The company has adopted a business-oriented approach by forging partnerships with private
entrepreneurs and promoting collaboration through interconnect and revenue-sharing
arrangements. Moreover, PTCL leverages governmental support to stimulate growth in the
telecom sector. Policies such as reduced import duties, tax exemptions, and tariff adjustments are
designed to foster expansion, encourage value-added services, and facilitate internet
proliferation.

As the demand for data and internet services continues to rise, PTCL leverages its IT and internet
infrastructure to capitalize on this trend. With a phased project in the works to accommodate
1300,000 customers, including private license holders, PTCL is well-positioned to expand its
reach and meet the evolving needs of a dynamic telecommunications landscape.

Data Product and Services

International Private Leased Circuits (IPLC)

The International Private Leased Circuits (IPLC) service provided by PTCL has been
specifically designed to meet the requirements of secure global networks owned by businesses
with multiple dispersed locations. This service offers dedicated point-to-point leased connections
between different business sites across the world, thereby providing a reliable platform for global
private networks. The IPLC service guarantees high-speed digital connections not only from
Pakistan to other parts of the world but also interconnects various countries through PTCL's
crucial submarine cable systems. In situations where fiber optic cables are not feasible, PTCL
provides IPLC through satellite connections.

MPLS / International VPN

PTCL's International VPN service utilizes advanced IP MPLS-VPN technology, enabling

enterprises with national and global presence to securely transfer data across a robust network
infrastructure. This service caters to those who require high security and bandwidth akin to
Private Leased Circuits, as well as scalable connectivity to accommodate future expansion.
MPLS IP VPN offers a flexible and customizable network that seamlessly connects

xv
headquarters, branches, data centers, and other locations. It consolidates business traffic onto a
single network, potentially reducing costs and simplifying operations.

PTCL provides two variants of VPNs, namely Layer 2 MPLS / VPN and Layer 3 MPLS / VPN.
The service offers different Quality of Service levels, including Platinum, Gold, Silver, and
Bronze.

IP Transit

PTCL's IP Transit service caters to the requirements of Internet and content service providers in
a highly competitive market. It provides a high-performance Internet access service that ensures
swift and dependable access to global content. The service is distinguished by its low latency and
low packet loss fiber-optic and MPLS/IP network, which connects key Internet and business
markets throughout the country. PTCL's IP Transit is supported by a robust network, with
extensive customer routes and peering connections with major upstream providers.

The service comprises:

- Complete access to the global Internet

- Managed connection from PTCL's IP gateways or city nodes

- Comprehensive Service Level Agreement (SLA) guaranteeing service quality

- 24/7 technical customer support

- Secure online performance reporting

Satellite and Radio Solutions

PTCL's Global VSAT service employs satellite-based technology to establish dependable two-
way communication links within the satellite footprint. This service provides dedicated
connectivity utilizing Single Channel Per Carrier (SCPC) technology, with data rates ranging
from 64Kbps to 34Mbps. Furthermore, PTCL offers cost-effective radio solutions that are well-
suited for challenging terrains, such as mountainous regions. These solutions encompass a range
of services, including Cellular Backhaul, Video Transmission Service, Broadband VSAT
Network, Managed End-to-End VSAT Service, Maritime (Inmarsat), and Radio Links (DRS).

xvii
Competitors of PTCL

1. Wateen Telecom: Wateen Telecom is a telecommunication company that offers fixed-

line and wireless broadband services for residential and commercial sectors.
2. Jazz: jazz is a Pakistan-based telecommunication company that provides voice,
internet and related services for commercial and residential sectors.
3. World Call Telecom: WTL is a Pakistan-based telecommunication company that
provides services including digital TV, cable and wireless broadband for residential and
commercial sectors.
4. China Mobile Pakistan (Zong): China Mobile Pakistan (CMPak) is a 100% owned
subsidiary of China Mobile Communications Corporation. Which provides voice,
internet and telecom related services.
5. United Telecommunication Services: United Telecommunication Services is a
provider of telecommunication services. It offers mobile services, internet and fixed
services, digital TV, etc.
6. Awasr: Awasr is a company that provides telecommunication services. It offers
optic-fiber-based broadband internet, connectivity, ethernet, and other services
7. Responsible Internet Sustainability Effort [RISE]: Responsible Internet
Sustainability Effort (RISE) is a company that provides fiber internet services. It offers
enterprise plans, connectivity, etc. The company caters to IT, healthcare, finance, and
education.

Corporate social Responsibility

Pakistan Telecommunication Company Limited (PTCL) has been an integral component of

the country's infrastructure since its inception. As a socially responsible entity, PTCL has been
instrumental in contributing to the economic development of the nation while enhancing the
quality of life of its workforce, their families, and the local community and society at large.
 PTCL has been at the forefront of relief efforts during natural disasters and calamities that
have struck the country. The company has also established a vast network of medical centers and
mobile medical units to provide free medical services, thereby improving the healthcare and
well-being of not only its employees but also the underprivileged people of the country. In
addition to its existing Corporate Social Responsibility (CSR) initiatives, the organization
continues to take proactive measures to add value to society through various focus areas.

The CSR Policy at PTCL serves as a roadmap to guide the company in conducting business
in an economically, socially, and environmentally sustainable manner that is transparent and
ethical. As a socially aware and responsible organization, PTCL is committed to making every
effort to support worthy causes that contribute to the lives of individuals and help improve the
standards of society as a whole.

The PTCL CSR Plan centers around the following focus areas:

❖ PTCL Razakaar – A well-organized employee volunteer program that designates

employees as representatives of the organization and engages them in humanitarian
endeavors that address areas of necessity.
❖ Education
❖ Youth Development
❖ Health & Safety
❖ Environment
❖ Disaster Response
❖ Inclusion

xix
 CHAPTER 02

ORGANIZATIONAL STRUCTURE

Board of Directors

Mr. Navid Ahmed Shaikh -Chairman

Mr. Navid Ahmed Shaikh is an officer of Pakistan Administrative Service with over 30 years of
strong and broad experience across complex policy areas and public management. He has
served in the provinces of Punjab, Sindh, and Balochistan, as well as in the Federal
Government.

Mr. Abdulrahim Abdulla Abdulrahim Al Nooryani -Non-Executive Director

Mr. Abdulrahim A. Al Nooryani is the longest serving Board member and has been on
the Board since 2006.

Mr. Ahad Khan Cheema -Non-Executive Director

Mr. Ahad Khan Cheema is currently Advisor to the Prime Minister of Pakistan on
Establishment.

Dr. Ahmed Mujtaba Memon -Non-Executive Director

Dr. Ahmed Mujtaba Memon has a distinguished career in Pakistan’s government

sector since 1987. Dr. Memon is a medical graduate and holds masters in Economics
from Sindh University and MBA from IBA Karachi.
Mr. Imdad Ullah Bosal -Non-Executive Director

Mr. Imdad Ullah Bosal is a career civil servant with over 28 years of experience in key
administrative and policy making positions in the Government of Pakistan.

Ms. Brooke Lindsay -Non-Executive Director

Ms. Brooke Lindsay is the Group Chief Legal & Compliance Officer of e&. She joined
e& in December 2010. She’s held a number of internal roles, including General
Counsel for International in 2020.

Mr. Mikhail Gerchuk -Non-Executive Director

Mr. Mikhail Gerchuk is the CEO of e& international, responsible for developing and
implementing strategies for driving growth and maximizing value for the e&
international operations.

Dr. Karim Bennis -Non-Executive Director

Dr. Karim Bennis is the Group Chief Financial Officer of e&. Prior to this, he was Vice
President, Financial Control and Planning of e& for seven years, having started his
journey with e& in 2013.

Mr. Khalid Murshed -Non-Executive Director

Mr. Khalid Murshed is the Chief Technology & Information Officer of Etisalat UAE,
from e& (formerly known as Etisalat Group).

xxi
Saima Akbar Khattak -Non-Executive Director

Ms. Saima Akbar Khattak is the Corporate Secretary for Pakistan’s largest fixed line
telecommunications operator PTCL, and its cellular subsidiary Ufone since 2015.

Corporate Information

Top Management

Hatem Bamatraf -President and GCEO

Meer Lakhan Chief Revenue Officer

Syed Hussain - Group Chief Human Resources Officer

Yasir Tufail - Chief Sales Officer, CSO

Muhammad Aslam - Executive Vice President

Muhammad Gaddafi - Executive VP, Sales

Bankers
Conventional

Allied Bank Limited

Askari Bank Limited
Bank Alfalah Limited
Bank Al Habib Limited
The Bank of Punjab
Citibank N.A. - Pakistan
Faysal Bank Limited
Habib Bank Limited
Habib Metropolitan Bank Limited
Industrial and Commercial Bank of China Limited
JS Bank Limited
Khushhali Bank Limited
MCB Bank Limited
National Bank of Pakistan
NIB Bank Limited
Soneri Bank Limited
SME Bank Limited
Standard Chartered Bank (Pakistan) Limited
Telenor Microfinance Bank Limited
(Formerly Tameer Microfinance Bank Limited)
The Bank of Khyber
U Microfinance Bank Limited
United Bank Limited
Islamic
Meezan Bank

Auditors
KMPG Taseer Hadi & Co.
Chartered Accountants

Share Registrar
FAMCO Associates (Pvt.) Limited
8-F, Near to Hotel Faran, Nursery,
Block-6, P.E.C.H.S., Shahra-e-Faisal,
Karachi
Tel: +92-21- 34380101-2
Fax: +92-21-34380106
e-mail: [email protected]
Registered office
PTCL Head Office,
Room # 17, Ground Floor (Margalla Side),
Ufone Tower, Plot # 55-C, Main Jinnah Avenue,
Sector F-7/1, Blue Area, Islamabad.
Number of employees in PTCL
At the time I writing this report PTCL has 18000 employees.

xxiii
 Organization Hierarchy Chart

S.E.V.P (TECHNICAL)
E.V.P (SWITCHING)
S.E.V.P (OPERATION)
E.V.P (TRANSMISION)

G.M (SOUTH)
PRESIDENT &

S.E.V.P (FINANCE) E.V.P (FINANCE)

G.M (NORTH)
CEO

S.E.V.P
(COMMERCIAL) E.V.P (SALES)

S.E.V.P (CORPORATE REGOINAL G.M

DEVELOPMENT) E.V.P (CUSTOMER (NORTH)
SERVICE)

S.E.V.P (HR & ADMIN REGOINAL G.M

E.V.P (MARKETING) (CENTRAL)

S.E.V.P (B.ZONE REGOINAL G.M

NORTH (SOUTH)
Main Departments of PTCL

The head office of PTCL has different departments, each organized based on their specific
functions. This indicates that PTCL follows a functional allocation strategy. The major
categories under PTCL include:

1. Human Resource Management Dept.

2. Finance Dept.

3. Commercial Dept.

4. Operational Dept.

5. Technical Dept.

6. IT Dept.

7. Corporate Affairs Dept.

8. Special Projects Dept.

xxv
 Work Done by Internee

Revenue Department

Structural Diagram of Revenue & Collection Department

S.M
Collection &
Revenue

A.M COSTUMER Billing

Collection & & CARE Section
Revenue Section

They perform different working in revenue and collection department as

following:

• Billing section
• RMS console (Receivable Management System)
• CCS (customer care services)
• Bank scroll and stubs
Billing section

In which they have different traffic provided to the customer and accordingly
provided to the traffic the bills have generate. They have different traffics
provided to the customer as following:
Local calls, broadband, international calls,

RMS console
They have different steps of process in which they have following as:
• Arrears console
• Inquiry console
• Miscellaneous
• Recovery console

Arrears console
They have two aspects in which include:
❖ Manual Block Restores
❖ Block History

Manual Block Restore

In which whose customer no payment than Islamabad headquarter through
batch files and through e-reporting whose customer no paid the bills than
close the defaulter. In revenue collection department has manually close one
by one and who customer paid the bill than again reconnect.

Block history
In which any facilities to give the customer to international calls and close due
to ay reasons may be nonpayment or may be defaulter and no payment of bill
for 2 months so block the facilities. They have different cases as following:
• One way reactive

xxvii
 • Two way reactive
• Terminate

Inquiry console
In which different history check to the customer and different aspect in which
include:
▪ List history inquiry
▪ DSL history inquiry
▪ User profile inquiry
▪ Pay history inquiry
▪ Debit/credit inquiry
▪ Discount suit inquiry

Miscellaneous
▪ In which two aspects are including:
▪ Debit and credit inquiry
▪ Work followed task

Recovery console
In which three aspects are including:
Bill payment
Installment applies
System batch print

Bill payment
In which duplicate for check billing. Customers are paid the bill or not.

Installments apply
In which broadband, IPTV and different other connection are there to provide
the customer and option to paid the bill in installment if bill payment is more
than 10000.
System batch print
If most bill print is together than this command will received at one time 100
bills together printed.

PTCL report portal

➢ Bad debt report

➢ Billing report
➢ CCS report
➢ Defaulter report
➢ DSL report
➢ Miscellaneous report
➢ OSS report
➢ Pre-invoiced billing
➢ Revenue and collection

Bad debts report

• In which two aspects are involved

• Doubtful bad debts bill registered
• Doubtful bad debts monthly balance sheet

Billing report

Every query how much generates bill for DSL and how much number are attained. They have
different points giving as follow:
xxix
• Overseas detail

• PRS (0900) report company wise

• Summary of telephone number working for armed forced (agreement)

• Summary of exchange telephone

• Slab wise analysis of bills

• Pay phone customer services

• Billing reconciliation

Customer care services report

• Aging of completed report

• Aging report (broadband installation)
• Aging of pending orders
• Broadband subscription report
• Broadband summary report
• Daily registration
• Incentive report

Defaulter report

• Defaulter bill registered

• Defaulter history inquiry
• Defaulter monthly balance report
• List of defaulters
• Defaulter live pool matching report
DSL Report

• Report of DSL subscriber

• Revenue report of broadband services
• Summarized report of broadband services
• Summarized report of dial-n-net
• Telephone number having miscellaneous

OSS Report

• 1-2 OSS collection report

• 3 OSS collection report customer services
• 4 OSS daily transfer bank deposit report
• 5-7 OSS daily monthly cash receipt report with amount
• 6 OSS daily excess short collection report

WHAT DUTY I PERFORM

Reactivation of Number

The customer who didn’t pay bill than automatically the number of customer block by
headquarter, after this he visit office and pay bill plus charges and we activate his number.

Bank Error in Bill

Some time when customer pay bill through bank but due to complicated bank system bill not pay
on time and the customer number automatically block by headquarter, after this customer visit
our office and show us proof (bill with bank stamp) so we activate their number.

xxxi
 CUSTOMER COMPLAINS RECTIFY TO RESOLVE
BILLING ISSUE

• Three types of meeting:

• Divisional vigilance committee
• Regional vigilance committee
• Zonal vigilance committee

Divisional Vigilance Committee (DVC)

In which to resolve the issue for lower level. If any customer complaint for bill point of view any
case may be attached more bill and customer no use so they have limit to relief for RS: 1000.

Members are sitting:

They are two members are sitting who’s are making decision

▪ Revenue
▪ Business manager

Regional Vigilance Committee (RVC)

In which they have same procedure of above committee but the relief amount is RS: 5000

Members are sitting:

▪ Manger revenue, SM of revenue and collections department

▪ BM, SBM, GM

Zonal vigilance committee

In which also customer complaint and this is last and highest authority firstly main headquarter
in Islamabad but now it is situated in Peshawar Member are sitting

▪ 2 GM (general manger), 2SM (senior manager), SEVP (senior executive vice president)
▪ RGM (regional general manger)

xxxiii
 Chapter 05

Financial Analysis
Financial Statement

A financial statement is a formal record of the financial activities and position of a business or
individual. It provides a picture of financial performance over a specific period, mostly a year or
a quarter. Financial statements include the income statement (profit and loss statement),
balance sheet (statement of financial position), and cash flow statement. These statements
help assess financial health, profitability, and liquidity of an entity.

Below are the three type of statement

STATEMENT FOR
PROFIT OR LOSS
FOR THE YEAR ENDED DECEMBER 31,2022
2022 2021
Note Rs ‘000 Rs ‘000

Revenue 29 83,443,998 76,853,090

Cost of services 30 (65,211,315) (60,320,343)

Gross profit 18,232,683 16,532,747
Administrative and general expenses 31 (7,823,757) (7,382,836)
Selling and marketing expenses 32 (3,821,196) (3,511,994)
Impairment loss on trade debts and contract assets 23.3 (1,707,110) (1,469,679)
(13,352,063) (12,364,509)

Operating profit 4,880,620 4,168,238

Other income 33 10,803,627 5,852,786
Finance and other costs 34 (2,171,733) (339,363)
Profit before tax 13,512,514 9,681,661
Taxation 35 (4,459,130) (2,807,684)
Profit after tax 9,053,384 6,873,977

Earnings per share - basic and diluted (Rupees) 36 1.78 1.3

STATEMENT OF
FINANCIAL POSITION
AS AT DECEMBER 31, 2022

2022 2021
Note Rs ‘000 Rs ‘000

Equity and liabilities

Equity

Share capital and reserves

Share capital 6 51,000,000 51,000,000

Revenue reserves
General reserve 27,497,072 27,497,072
Unappropriated profit 29,556,957 21,156,077
57,054,029 48,653,149
108,054,029 99,653,149

Liabilities

Non-current liabilities
Deferred income tax 7 1,898,305 2,897,782
Employees retirement benefits 8 29,208,130 27,065,257
Deferred government grants 9 14,205,487 8,618,967
Long term loans from banks 10 22,379,981 -
Contract liabilities 1,885,020 1,649,806
Lease liabilities 11 1,271,634 1,307,056
70,848,557 41,538,868
Current liabilities

Trade and other payables 12 124,932,591 103,320,087

Short term running finance 13 92,582 -
Security deposits 14 606,424 591,137
Unclaimed dividend 209,814 210,317
Current maturity of lease liabilities 11 347,459 421,755
Current portion of long term loans from banks 10 68,386 -
126,257,256 104,543,296

Total equity and liabilities 305,159,842 245,735,313

Contingencies and commitments 15

xxxv
STATEMENT OF
FINANCIAL POSITION
AS AT DECEMBER 31, 2022

2022 2021
Note Rs ‘000 Rs ‘000

Assets

Non-current assets

Property, plant and equipment 16 131,489,641 121,507,885

Right of use assets 17 1,777,706 2,085,452
Intangible assets 18 1,445,264 1,866,109
134,712,611 125,459,446

Long term investments 19 44,736,284 30,736,284

Long term loans and advances 20 17,432,860 9,077,445
Contract cost 21 644,804 580,895
197,526,559 165,854,070

Current assets

Stores and spares 22 7,636,587 5,575,040

Contract cost 21 1,934,409 1,742,684
Trade debts and contract assets 23 39,293,476 27,936,723
Loans and advances 24 8,091,983 4,931,477
Income tax recoverable 25 21,138,370 18,548,005
Receivable from Government of Pakistan 26 2,164,072 2,164,072
Prepayments and other receivables 27 21,689,431 16,427,088
Cash and bank balances 28 5,684,955 2,556,154
107,633,283 79,881,243

Total assets 305,159,842 245,735,313

 STATEMENT OF
CASH FLOWS
FOR THE YEAR ENDED DECEMBER 31, 2022

2022 2021
Note Rs ‘000 Rs ‘000

Cash flows from operating activities

Cash generated from operations 38 27,414,969 30,174,677

Payment to Pakistan Telecommunication
PTCL Employees Employees Trust (PTET)
Gratuity Fund (822,813)
(308,994) (807,959)
-
Employees retirement benefits paid (1,829,919) (1,890,455)
Advances from customers 394,788 282,121
Income tax paid (1,922,604) (1,894,935)

Net cash inflows from operating activities 22,925,427 25,863,449

Cash flows from investing activities

Capital expenditure (25,881,242) (22,145,159)

Acquisition of intangible assets (201,042) (923,174)
Proceeds from disposal of property, plant and equipment 2,596,853 986,240
Addition to contract cost (3,989,450) (3,686,946)
Investment in Pak Telecom Mobile Limited (13,000,000) (13,000,000)
Investment in U Microfinance Bank Limited (1,000,000) -
Return on long term loans and short term investments 1,227,695 1,416,598
Subordinated long term loan to Pak Telecom Mobile Limited (11,500,000) -
Repayment of subordinated loans - Pak Telecom Mobile Limited 1,750,000 -
Repayment of subordinated loans - U Microfinance Bank Limited 1,000,000 -
Government grants received 6,767,876 2,846,045
Long term loans and advances 190,127 (137,116)
Dividend income - U Microfinance Bank Limited 195,286 -

Net cash used in investing activities (41,843,897) (34,643,512)

Cash flows from financing activities

Dividend paid (503) (1,194)

Long term loan from banks - net of transaction costs 22,448,367 -
Lease liabilities 39.1 (493,175) (639,190)
Net cash from / (used in) financing activities 21,954,689 (640,384)

Net increase/ (decrease) in cash and cash equivalents 3,036,219 (9,420,447)

Cash and cash equivalents at the beginning of the year 2,556,154 11,976,601
Cash and cash equivalents at the end of the year 39 5,592,373 2,556,154

The annexed notes 1 to 47 are an integral part of these financial statements.

83 ANNUAL REPORT 2022

xxxvii
Financial Ratios

Financial ratios are tools used to analyze and assess a company's financial performance and
health by comparing different financial figures to gain insights into its operations and
management. These ratios provide valuable information to investors, creditors, and other
stakeholders. Here are some key financial ratios and their brief explanations:

Liquidity Ratios:

Current Ratio:

Compares a company's current assets to its current liabilities, indicating its ability to cover
short-term obligations

Current Assets / Current Liabilities

2021 79,881,243/104,543,296 0.76

2022 107,633,283/126,257,256 0.85

Opinion

The increase in PTCL's current ratio from 2021 to 2022 indicates improved liquidity and a
stronger ability to meet short-term financial obligations. This suggests better management of
working capital, reduced risk of default, and enhanced investor confidence due to the
company's improved financial health. However, a comprehensive analysis of other financial
indicators and business context is necessary for a thorough assessment of PTCL's overall
performance.
Quick Ratio (Acid-Test Ratio):

Similar to the current ratio but excludes inventory, focusing on more liquid assets.

(Current Assets - Inventory) / Current Liabilities

2021 (79,881,243-5,947,168)/104,543,296 0.71

2022 (107,633,283 - 0.78

8,618,963)/126,257,256

Opinion

The increases in the quick ratio indicates an improved ability for PTCL to meet its short-term
liabilities using its readily available liquid assets, excluding inventory. This suggests enhanced
liquidity and a potential reduction in reliance on inventory for immediate financial needs. It
may be a result of better management of cash, accounts receivable, and short-term debts.
However, a comprehensive analysis of other financial factors and industry trends is needed to
fully evaluate PTCL's financial health and operational efficiency.

Profitability Ratios:

Gross Profit Margin

Measures the percentage of sales revenue that exceeds the cost of goods sold, reflecting how
efficiently a company produces goods.

(Gross Profit / Total Revenue) * 100

2021 (16,532,747 / 76,853,090) *100 21.51%

2022 (18,232,683 / 83,443,998) *100 21.85%

Opinion

xxxix
the increase in the gross profit margin from 21.51% in 2021 to 21.85% in 2022 suggests that the
company experienced improved cost management or effective pricing strategies during that
period. However, a deeper analysis is needed to understand the underlying factors contributing
to this change and to evaluate the overall financial performance of the company.

Net Profit Margin:

Represents the percentage of net income relative to total revenue, showing how well a
company manages its expenses.

Net Income / Total Revenue) * 100

2021 (6,873,977/ 76,853,090) *100 8.94%

2022 (9,053,384/ 83,443,998) *100 10.85%

Opinion

the increase in the net profit margin from 8.94% in 2021 to 10.85% in 2022 suggests that the
company likely experienced improved cost management, increased operational efficiency, or a
combination of factors that contributed to higher profitability. However, a comprehensive
analysis is needed to understand the specific drivers of this improvement and to assess the
sustainability of the company's profitability over time.

Return on Assets (ROA):

Indicates how efficiently a company uses its assets to generate profits

(Net Income / Total Assets) * 100

2021 (6,873,977/ 245,735,313) *100 2.8%

 2022 (9,053,384/ 305,159,842) *100 3%

Opinion

the increase in Return on Assets from 2.8% in 2021 to 3% in 2022 suggests that the company
improved its asset utilization and profitability during that period. However, a comprehensive
analysis of the company's financial statements and business strategies is necessary to
determine the specific drivers behind this improvement and to assess the company's overall
financial health.

Return on Equity (ROE):

Measures the return generated for shareholders' equity investment.

(Net Profit / Average Shareholders' Equity) * 100

Average Shareholders' Equity = (Beginning Shareholders' Equity + Ending Shareholders' Equity) / 2

2021 > (94,009,805+99,653,149)/2 = 96831477

2022. > (99,653,149+108,054,029)/2=10385358

2021 (6,873,977/ 96831477) *100 7.1%

2022 (9,053,384/ 103853589) *100 8.71%

Opinion

the increase in ROE from 7.1% to 8.71% over the one-year period indicates positive progress in
the company's financial performance and management efficiency. However, it's important to
consider other financial metrics and factors affecting the company's performance to gain a
comprehensive understanding of its overall health and prospects.

xli
Debt Ratios:

Debt-to-Equity Ratio:

Compares a company's total debt to its equity, highlighting the proportion of financing from
debt relative to equity.

Debt-to-Equity Ratio: Total Debt / Shareholders' Equity

2021 104,543,296/ 99,653,149 1.05

2022 126,257,256/ 108,054,029 1.17

Opinion

The Debt-to-Equity (D/E) ratio compares a company's debt to its equity, reflecting its financing
structure. A D/E ratio of 1.05 in 2021 indicated moderate leverage, suggesting balanced use of
debt and equity for financing. The ratio rising to 1.17 in 2022 implied increased reliance on
debt, possibly for growth. This heightened debt could raise financial stability concerns,
warranting a careful assessment of the company's ability to manage obligations and maintain
profitability.

Interest Coverage Ratio:

Evaluates a company's ability to cover interest payments on its debt with its earnings

Earnings Before Interest and Taxes (EBIT) / Interest Expenses

2021 4,168,238/ 339,363 12.3

2022 1,636,375/ 2171733 0.75

Opinion

The Interest Coverage Ratio measures a company's ability to cover its interest expenses with its
operating earnings. A ratio of 12.3 in 2021 indicates that the company's operating earnings
were more than sufficient to cover its interest payments, suggesting a healthy ability to manage
debt obligations. However, a ratio of 0.75 in 2022 indicates a significant decline in this ability,
 potentially indicating that the company's operating earnings were insufficient to cover its
interest expenses. This could raise concerns about the company's financial stability and its
ability to service its debt effectively.

Activity Ratios (Efficiency Ratios):

Inventory Turnover:

Measures how many times a company's inventory is sold and replaced within a period,
showing inventory management efficiency.

Cost of Goods Sold / Average Inventory

Average Inventory = (Beginning inventory+ Ending inventory) / 2

2021=> (3,832,884 + 5,947,168)/2 = 4890026

2022=> (5,947,168 + 8,618,963)/2 = 7283066

2021 103,095,709/ 4890026 21.1

2022 120,168,406/ 7283066 16.5

Opinion

An inventory turnover of 21.1 in 2021 suggests that the company had a high rate of inventory
turnover, indicating efficient management and quick sales. However, a decrease to 16.5 in 2022
could indicate slower inventory turnover, which might imply issues like decreased demand or
overstocking. Monitoring this ratio helps understand changes in inventory efficiency and
potential operational challenges.

Accounts Receivable Turnover:

Indicates how quickly a company collects payments from customers.

Net Credit Sales / Average Accounts Receivable

Average Accounts Receivable = (Beginning Accounts Receivable + Ending Accounts Receivable) / 2

xliii
 2021=> (14,322,386+ 16,427,088)/2 = 15374737

2022=> (16,427,088+ 21,689,431)/2 = 19058260

2021 76,853,090/ 15374737 5

2022 83,443,998/ 19058260 4.38

Opinion

A ratio of 5 in 2021 indicates that the company turned over its receivables 5 times during the
year, suggesting a relatively efficient collection process. However, a decrease to 4.38 in 2022
suggests a slightly slower collection process, which could be due to changes in customer
payment behavior or credit terms. Monitoring this ratio helps assess the effectiveness of credit
and collection policies.

Total Asset Turnover:

Reflects how efficiently a company uses its assets to generate revenue

Total Asset Turnover: Revenue / Average Total Assets

Average Total Assets =( opening Assets + ending Assets)/2

2021 => (245,735,313 + 305,159,842)/2 = 275447576

2022 => (223,600,302 + 245,735,313)/2 = 234667808

2021 76,853,090/ 275447576 0.28

2022 83,443,998/ 234667808 0.3556

Opinion

A ratio of 0.28 in 2021 suggests that the company generated Rs:0.28 in revenue for every dollar
of assets, potentially indicating underutilization of assets. However, an increase to 0.3556 in
2022 indicates improved asset utilization, with the company generating more revenue per
rupee of assets. This uptick could result from operational enhancements, better resource
allocation, or increased sales. Tracking this ratio helps gauge the efficiency of asset deployment
and business operations.
 Chapter 06

Swot analysis

SWOT analysis is a strategic planning framework used by businesses and organizations to assess
their internal strengths and weaknesses, as well as external opportunities and threats in their
operating environment. The analysis helps in understanding the current state of the
organization and making informed decisions about future strategies. The acronym "SWOT"
stands for Strengths, Weaknesses, Opportunities, and Threats

Swot Analysis of PTCL

As an accounting and finance student, analyzing the financial and strategic aspects of Pakistan
Telecommunication Company Limited (PTCL) offers valuable insights into the company's
position within the telecommunications industry. Let's delve into the company's strengths,
weaknesses, opportunities, and threats.

Strengths
a) Financial Stability: PTCL's long history and government ownership provide a stable
financial base. This can be attributed to consistent revenue generation and the ability to
leverage government support for capital investments.

b) Diversified Revenue Streams: PTCL's diverse portfolio, spanning landline telephony,

broadband, and mobile services, creates multiple revenue streams. This diversification
helps mitigate risks associated with fluctuations in individual service segments.

xlv
 c) Effective Cost Management: Analyzing PTCL's financial statements reveals effective cost
management strategies, evident from its controlled administrative and general
expenses. This suggests prudent financial management.
d) Strong Market Presence: With a history dating back to the mid-20th century, PTCL has
established itself as a pioneering player in Pakistan's telecommunications sector. Its
legacy provides credibility and recognition in the market.

e) Diverse Service Portfolio: PTCL's range of services, including landline telephony,

broadband, mobile, and digital solutions, positions it as a one-stop solution provider for
various communication needs of both individuals and businesses.

f) Broad Geographic Coverage: PTCL's extensive network coverage spans across urban and
rural areas, enabling it to bridge the digital divide in Pakistan. This coverage contributes
to the company's role in socio-economic development.

g) Government Backing: Being a government-owned entity provides PTCL with a level of

stability and resources that private competitors might lack. This support can be
leveraged for strategic growth initiatives.

h) Established Customer Base: PTCL's long-standing presence has resulted in a sizable

customer base, offering opportunities for upselling and cross-selling additional services
to its existing clientele.

Weaknesses:
1. Legacy Infrastructure: While PTCL's long history is an asset, it also presents a challenge
with legacy infrastructure. Modernization efforts are required to adapt to rapidly
evolving technological advancements.
 2. Mobile Market Competition: PTCL's mobile services subsidiary, Ufone, faces stiff
competition from major players. Enhancements in Ufone's offerings are necessary to
capture a more substantial market share.

3. Perceived Bureaucracy: Government ownership can lead to a perception of

bureaucracy, potentially slowing down decision-making and hindering customer-centric
approaches.

Other weaknesses

• No clear strategic direction

• Least research and development program
• Function units are not well organized
• Poor organizational structure

Opportunities

1. Investment in 5G Technology: As an accounting student, recognizing the potential

return on investment from embracing 5G technology is essential. The efficient allocation
of resources toward upgrading infrastructure for 5G can yield long-term benefits.

2. Digital Transformation: The expansion into smart city initiatives offers PTCL an
opportunity to invest in data analytics and technology-driven solutions. Financial
analysis can help determine the profitability and viability of these initiatives.

3. Financial Services Integration: As PTCL explores digital financial services, financial

expertise can aid in evaluating the feasibility of offering these services, calculating
potential revenue streams, and managing associated risks.

xlvii
 4. Smart City Initiatives: As Pakistan explores smart city projects, PTCL can contribute with
connectivity solutions and data analytics, playing a pivotal role in urban development.

5. Telemedicine and E-Learning: The rise of telemedicine and online education presents
PTCL with opportunities to provide reliable high-speed internet and digital solutions,
benefiting the healthcare and education sectors.

6. Digital Financial Services: PTCL can tap into the growing demand for digital financial
services by offering mobile payments, digital wallets, and other fintech solutions.

7. Focus on AI: Artificial intelligence is one of main topic in these days , its time to take
initiative and start work on their AI program which will handle more work and will
control the cost of service.

Threats:

1. Cybersecurity Risks: As digital services expand; the risk of cybersecurity breaches

increases. A security breach could harm PTCL's reputation and erode customer trust.

2. Economic Volatility: Economic fluctuations can impact consumer spending on non-

essential services, potentially affecting PTCL's revenue and growth.

3. Mobile Dominance: The rapid adoption of mobile services, especially among younger
demographics, may lead to decreased demand for traditional landline services.

4. Saturation and Churn: Saturated telecom markets and intense competition could result
in higher customer churn rates. PTCL must ensure competitive pricing and superior
customer experience.

5. Global Technology Trends: Global shifts in technology, such as satellite-based internet

services and advancements in wireless communication, could disrupt PTCL's market
position.
Conclusion
In conclusion, from an accounting and finance perspective, PTCL's financial stability,
diversified revenue streams, and effective cost management are strong indicators of its
position in the market. However, legacy infrastructure costs, impairment losses, and the
need for strategic investment in emerging technologies pose challenges. Capitalizing on
opportunities like 5G, digital transformation, and financial services integration requires
prudent financial analysis. Moreover, recognizing threats such as cybersecurity costs,
market competition, and investment risks is essential for making informed financial
decisions that contribute to PTCL's sustainable growth and profitability.

Recommendation

➢ Implement Comprehensive Career Development Programs: Design and implement

career development programs for employees to enhance their skills and knowledge.
Regular training and refresher courses should be conducted to keep employees updated
with the latest industry trends and technologies. This will not only boost their
performance but also contribute to the organization's growth.

➢ Upgrade the Existing System: Recognize the limitations of the current system and invest
in upgrading it to a more efficient and modernized one. An upgraded system can
streamline processes, improve accuracy, and facilitate better decision-making through
timely and accurate data.

xlix
➢ Establish a Robust Financial Information System: Develop a robust financial
information system that ensures accurate data recording, storage, and reporting. This
will facilitate better financial management and planning, contributing to the
organization's overall stability and growth.

➢ Enforce Strict Financial Discipline: Implement measures to enforce strict financial

discipline throughout the organization. Regular monitoring and evaluation of financial
practices can help prevent waste and misuse of resources, leading to improved financial
health.

➢ Digitize Records and Processes: Transition from manual record-keeping to a

computerized system. This will enhance efficiency, reduce errors, and enable easy
access to information across different departments.

➢ Enhance IT Skills of Employees: Offer IT training and skill development courses to

employees, ensuring they are proficient in the latest technologies. This will enable them
to adapt to technological changes, leading to improved productivity and innovation.

➢ Focus on Soft Skills and Customer Relations: Provide training to employees to improve
soft skills, such as effective communication and customer relations. This will enhance
the organization's reputation and contribute to customer satisfaction and loyalty.

➢ Promote International Exposure: Send key personnel, including finance, marketing, and
engineering staff, to international seminars and workshops. Exposure to global practices
and technologies will bring fresh perspectives and innovative ideas to the organization.
➢ Revamp Human Resource Practices: Establish a more effective human resource
department that focuses on recruiting and promoting employees based on their
performance and skills rather than just seniority. This will lead to a more motivated and
competent workforce.

➢ Appoint Professionals: Consider appointing professionals in key positions, especially

where technical expertise is crucial. This can help raise the overall level of
professionalism and competence within the organization.

➢ Address Staffing and Workload Imbalance: Conduct a thorough review of staffing levels
in various departments and adjust them according to the workload. Assign tasks based
on employees' capabilities and interests to increase job satisfaction and overall
efficiency.

➢ Automate Documentation Processes: Streamline documentation processes by

implementing online documentation and record-keeping systems. This will reduce
paperwork, improve information sharing, and save time, ultimately increasing efficiency.

The End

li