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Warid Telecom International is an Abu Dhabi based mobile telecommunication firm providing telephony services in Bangladesh and Pakistan. Warid is expected to launch in Congo and in Uganda soon.

Introduction and history:

Warid Telecom takes pride in being backed by the Abu Dhabi Group, one of the largest groups in the Middle East and the single largest foreign investor group in Pakistan. It has a diversified business interest in the institutions that have enjoyed commercial success as a result of its strong financial resources and extensive management expertise. The Abu Dhabi Group's major investments are in the following sectors:

Oil and Gas Exploration Banking and Financial Services Automobile Industry Hospitality Services Property Development Telecommunications

Vision:

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Warid Telecom's vision is "To be the leading national communication provider with a strong international presence."

Message from Chairman:

“By the grace of Allah‚ due to untiring commitment of our team members Warid Telecom has become the fastest growing GSM network in Pakistan. After just two years of operations we have more than 11 million subscribers enjoying our quality network‚ the largest postpaid family and expansion plans to take our services to every corner of Pakistan. In our third year of continued success our vision is to become the primary service provider for every Pakistani’s communication needs and we will see the evolution of Warid Telecom into a credible challenger”.

The Abu Dhabi Group is led by His Highness Sheikh Nahayan Mabarak Al Nahayan. His Highness is the Federal Minister for Education of the United Arab Emirates. He is the Chairman of Warid Telecom‚ Wateen Telecom‚ United Bank Limited‚ and also the Founder Chairman of Bank Alfalah Limited.

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Shareholders :

Sheikh Nahayan Mabarak Al Nahayan

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

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

His Highness Sheikh Nahayan is the Federal Minister for Higher Education and Scientific Research for UAE and is also Chairman of Union National Bank‚ Abu Dhabi‚ Chairman & Director United Bank Limited‚ Pakistan‚ Chancellor Al Ain University and President at the Higher Colleges of Technology‚ Abu Dhabi. His Highness is also the former Chairman Bank Alfalah Limited‚ Pakistan.

Sheikh Suroor Bin Mohammed Al Nahayan

His Excellency Sheikh Suroor Bin Mohammed Al Nahayan –

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Chamberlain of the Royal Amiri Courts and Member of the Royal Family of Abu Dhabi.

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

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

Sheikh Hamdan Bin Zayed Al Nahayan

Sheikh Mohammed Bin Butti Hamid Al Hamid

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

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

Rolls RoyceBMWMini CarHeavy EquipmentsTata BusesTADONO CranesKawasaki Wheel Loaders

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IVECO TrucksFiat Hitachi

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

Sheikh Saeed Bin Mohammed Al Nahayan

His Excellency Sheikh Saeed Bin Mohammed Al Nahayan – Member of the Royal Family.

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

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

Sheikh Saif Bin Muhammed Bin Butti Hamid Al Hamid

Sheikh Saeed Bin Nahayan Mabarak Al Nahayan

Dr. Mana Saeed Al Otaiba

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

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

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Hakam‚ and forms a part of the Bani Yas Alliance.

Appointed as Minister of Petroleum and Industry in the first cabinet of the Abu Dhabi Emirate‚ he was retained in 1972 as the first Minister of Petroleum and

Mineral Resources in the Cabinet of the United Arab Emirates.

In 1974‚ His Excellency Dr. Mana Saeed Al Otaiba received his Masters degree from the University of Cairo‚ Faculty of Economic and Political Science.

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

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

Bank Alfalah

Bank Alfalah Limited was incorporated on June 21‚ 1997 as a public limited company under the Companies Ordinance 1984. Its banking operations commenced from November 1‚ 1997. The bank is engaged in commercial banking and related services as defined in the Banking companies

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ordinance‚ 1962. The bank is currently operating through 75 branches in 28 cities‚ with the registered office at B.A. Building I.I. Chundrigar‚ Karachi.

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

Team of Warid Telecom:

Mr. Bashir Ahmed TahirVice Chairman & Member of Advisory Committee

Mr. Parvez A. ShahidBoard Director

Mr. Marwan ZawaydehBoard Director/Chief Executive Officer

Lim Chuan Poh Board Director

Mr. Shahzad Rauf Mr. Thomas Yeo

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Chief Strategy & Operations Officer Chief Commercial Officer

Mr. Javed Mushtaq Chief Information Officer

Mr. Muhammad Iltaf Chief Technical Officer

Mr. Zafar IqbalG.M. Human Resources and Administration

Mr. Farrukh HayatG.M. Payphones and Distribution

Mr. Adeel Bajwa G.M. Legal Affairs & Contracts and Company Secretar

Mr. Tariq GulzarG.M. Audit‚ Risk & Corporate Governance

Mr. Omer HaiderG.M. Government and Regulatory Affairs

Mr. Ahmad KamalG.M. Customer Services

Ms Asma KhanG.M. International Business

The appointed management team of Warid Telecom has substantial expertise in the field of communication services and infrastructure‚ both domestically and internationally.

Warid Telecom's brand values:

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Quality - We want to make a difference to people's lives. Our optimism is contagious. We are passionate about what we do and we have confidence in ourselves.

Simplicity - For us, clarity comes through simplicity. We recognize that we are people communicating with other people. We are always direct and easy to understand.

Innovation - We constantly look to do things differently and in a better way. We give color to all that we do. We are ready to push the boundaries and take risks.

Honesty - We are always open and honest. We say what we do and we do what we say.

Friendliness - We enjoy working and succeeding together by building close relationships. While we have a sense of purpose, we also have a sense of humor. We consider the needs both of our customers and of each other.

Warid Telecom in Pakistan:

In 2004, Warid Telecom International LLC, purchased a license for operating a nationwide mobile telephony network, (WLL) and long distance international (LDI) for $291 million US dollars and was the first venture of Warid Telecom International LLC.

In May 2004, Mr. Hamid Farooq was hired as the Chief Executive Officer of Warid Telecom Pakistan. Prior to being hired, Mr. Farooq was working as the Executive Vice President of Warid (an Orascom Telecom Company).

Warid Pakistan launched its services in May 2005. Within 80 days of launch Warid Pakistan claims to have attracted more than 1 million. users. According to Pakistan Telecommunication Authority, currently Warid Telecom has more then 10 millions

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subscribers in Pakistan and is ranked as the fourth largest operator in Pakistan. Warid Pakistan claims it has the largest "post-paid" subscriber base.

Departments in warid:

o Human resource managemento Administration departmento Work force (Salary slip/ Duty shift)o Correspondence ( Phones/ e-mails)o IT (software)o CMT ( Complaint managment)o Procurement, Logisticso Government relation and regulatory affairso Quality assuranceo Strategic planningo Financeo Internal audit

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ORGANIZATIONAL HIERARCHY CHART

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HR Department Hierarchy Chart

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Market share of warid telecom:

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H.R Issues relating to Training and Development

OUTSOURCING ISSUE:

1. Warid has been outsourced by the foreign company named WISDEK. The purpose of the wisdek is to carry and develop the businesses and projects of different companies around the world. Company has its retailers who are dealing with other companies in different regions. Wisdek retailers in Pakistan has given this project to warid.

The employees of such retailers train the warid employees to conduct and forward their business. The training and development programme given to warid is not working successfully although wisdek has offered warid to pay 20% commission of their total sales. The contract between

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warid and wisdek includes duct cleaning and online advertisement.

The problem related to warid is that the retailers are not providing satisfactory training to warid employees. Warid is planning to offer one of the key trainers of wisdek to visit Pakistan and help them in training to make clear how to conduct the business and how to promote and increase sales in Canada.

SOLUTIONSo far as warid is concerned we have decided to take the services of highly trained professionals of OVEX and TRG in order to solve the problem as they have been doing dealing with foreign companies since decades. Multimedia shall be used to support and the training will be accomplished in 2 weeks.

TIME MANAGEMENT ISSUE:

2. There is another issue relating to time management in SMT. A proper time is allocated to SMT to resolve cellular issues. But SMT is unable to resolve issue in stipulated time.

SolutionWe have decided to purchase a software from SIEMENS that should work with more reliability and performance.

WARID FOREIGN TRAINER ISSUE:

3- In starting foreign trainers were hired to train the Employees but there was a issue of language, culture and Norms. That’s why Employees always get confused to

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Understand him properly.

SOLUTION

The trainer should be related to the local country where he could have the knowledge of the local industry,skills,culture know-how, and market knowledge etc.

MNP DEPARTMENT ISSUE:

4- There is a need of MNP department in warid Telecom

Because in last 3 –months MNP issue has increased. So,

Warid needs to establish MNP department in order to

Avoid MNP.

Training Design process

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Training needs Assessment Policy at Warid

Objective: Identifying the most appropriate solutions to performance Problems

Procedures: All Company Heads should differentiate between problems thatRequire training and problems that require coaching or other solutions.Usually, only about 20% of performance problems require “training” solutions. The other 80% are best dealt with by looking at the quality of supervision or by factors in the work environment (rewarding good performance, punishing poor performance, and removing obstacles to goodPerformance).

ORGANIZATIONAL ANALYSISObjective:

WARID identifes the needs, by management level, for the totalCompany. The Company wills also Facilitate Employees with ShortManagement Courses from time to time.Procedures: The HR Department will develop the TNA according to therecommendations made by their Supervisors in the performance appraisalform.The HR Department shall coordinate all the tasks until a total Company trainingplan is finalized, then follow-up with Department Heads on itsimplementation.The plan is the result of focusing on the individual discipline needs into oneschedule designed to meet the training needs of the total Company.The trainer should be under the headcount of HR so that adequate trainingsessions can be planned and conducted nationwide.

PERSON ANALYSIS

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The training requirements of the employees will be picked from therecommendations made by their supervisors in the appraisal forms.The training requirement could also be forwarded by the supervisor if it is not mentioned in the performance appraisal.

Foreign training policy:The purpose of this policy is to enhance skills and knowledge ofWarid employees and build their capacities to enable them to perform theirjobs more effectively and to develop them for future growth.The Company shall pay all Training Expenses, RoundTrip Airfare, living Allowance, and Local Transportation in accordance withCompany regulations in this regard.Conditions for Overseas Training: Employees who are nominated forenrollment in an overseas training program should meet the followingconditions should meet the prerequisites of the intended training.Being knowledgeable of the language in which the training program will beconducted.In case an expatriate / contract employee needs to attend a foreign training, he/ she has to be on a one year and above contract, with a duration of 6 months of service to perform at PMCL – Warid from the date of starting the training.If the expatriate / contract employee being sent on the training does not meet the above conditions, a waiver could be made on the recommendation of the concerned Chief/ VP and the approval of the president/ CEO.

TASK ANALYSISTask analysis of warid related to customers can be understood by using the following criteria.

Goal: CSR/ The Help Desk Assistants will respond to user needs while identifying, verifying, and documenting information.

1. Answer the telephone in a professional manner1.1. Supply a pleasant tone-of-voice to the caller

1.1.1. Identify a pleasant tone-of-voice1.2. Identify your name and position to the caller1.3. Listen, carefully, to caller’s problem(s)

2. Collect relevant data to troubleshoot user problem

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2.1. Construct and document statements that effectively and completely explain user problem(s)

2.2. Locate user in online directory2.2.1. Identify type of computer and operating system user is

running2.3. Login to ITTS (Information Technology Troubleshooting

System)2.3.1.Locate ITTS System

3. Evaluate options for solving user problem3.1. Search ITTS system for similar problems

3.1.1.Search ITTS system a different way3.2. Identify results

3.2.1. Identify answer FOUND3.2.2. Identify answer NOT FOUND

3.3. Document steps tried to solve user problem

4. Coordinate transference of problem to professional staff4.1. Identify means of passing problem onto appropriate staff

4.1.1.Email professional staff4.1.2.Pass onto professional staff through ITTS system4.1.3.Telephone professional staff

4.2. Notify professional staff of case number4.2.1. Identify case number

4.3. Document steps used to transfer problem to professional staff

4.4. Provide follow-up case information and timeframe to user

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Ensuring Employees Readiness for Training at Warid

1. An employee in Warid Telecom is given empowerment to accomplish their job tasks so that they must feel ownership of and connection with the work he or she performs.

2. Appreciation is updated in the monthly PSM (Performance scoring module) so that outcome of an employee's work must have value to himself or herself and to others in the organization.

3. In Warid Telecom Feedback is given to employee about his or her accomplishments / performance.

These are above mentioned techniques that are used to motivate the employees at Warid telecom. In this way they get agree to participate in training program.

Basic skills that are used for employees in Warid Telecom to perform their job tasks are as follows:

education, computer literacy, command of English language proficiency, professional attitude towards work, extra ordinary communication skills etc.

Creating a learning environment:

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Is a on going process, in warid telecomm all the managers and supervisors are the key persons who provide the learning environment in the organization to their subordinates.

In warid telecomm all the managers, supervisors, even the floor managers play a role to create a learning environment by observing the employees, identifying the problems which are making hassle in performance of the employees.

Effective learning produces a measurable change in a person's knowledge, skills, or attitudes.

During the training development phase, our developers create activities that will allow the participant to successfully accomplish the learning objectives. Therefore, when developing training materials, our priorities are to:

Create an effective learning environment

Make the learning steps clear for participants

Develop activities and exercises that help the participant master the material

Emphasize critical learning objectives

Maximize learning opportunities for participants

Each learning activity is designed to take advantage of the strengths of the learning format and learning media.

.

Learning objectives:

Preparing learning Objectives for training and development, influenced school systems for decades and continues to shape the vast majority of corporate training programs developed today. In warid telecom, for

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the use of specific, measurable objectives that both guide during courseware development and aid students in the learning process. These instructional objectives, also known as "behavioral" and "performance" objectives.

Behavioral Objectives

Training needs are first analyzed and the learning goals of the program are determined.

learning goal should be broken into a subset of smaller tasks or learning objectives. By his definition, a behavioral objective should have three components:

1. Behavior. The behavior should be specific and observable.2. Condition. The conditions under which the behavior is to be

completed should be stated, including what tools or assistance is to be provided.

3. Standard. The level of performance that is desirable should be stated, including an acceptable range of answers that are allowable as correct.

Meaningful material:

In warid telecomm, the employees are provided the specific material which are related to their training and development. Employees are provided the manuals in which any problem occurs before and what was the action taken place?

Practice:

In warid telecom practice: all mangers play a role in a way that whatever the material is given to employees it must be in practice. It should be properly in practice and implemented.

For example in customer care services deptt: there is environment in warid telecomm that always give priority to the customers and the organization has conducting a supervision to ensure that all the CSR are working according to the standards so this thing should be in practice..

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Feed back:

Off course the feed back is very very important part of the any organization and those organization which are providing the services.

Warid telecomm is one of the organization which always give preference to their customer services and others department as well.

In warid telecomm there are many ways to conduct the feed back some are as follows:

Questioners Tests Two way communication between subordinate and supervisor Mock calls

Feed back in warid telecom is very much strong in this way the supervisor come to know at the spot whatever the problem occurred in organization.

Modeling:

Modeling can be take place by two types either physically or by the electronic media. For example a experienced person is assigned as a model in organization physically or it can be possible by playing a video who is acting like a model for those employees who can easily follow the model. mostly in organization there is a person who is experienced, knowledged person who is compatible, is assign for the modeling so others can follow him / her in a way to perform for the productivity and for the clarity of the complications.

In warid telecom, modeling is playing a role in a way that in customer services department, those employees who are very experienced and having the job knowledge in a way that they can easily handle the annoyed customers, and have a strength to tackle

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Ensuring Transfer of Training at Warid

Transference of training is also practiced in Warid Telecom because it is very necessary to save the time and to penetrate the knowledge among employees as soon as possible. Some aspects of transference of training are given as below:

Aspects of transference of training at Warid:

1. Warid Telecom used a strategy called “leaders as teachers”. In this experience, the CEO and five top executives taught 10 leaders over two days in Bangladesh when Warid thought to launch in Bangladesh. The 10 leaders then taught other leaders who, in turn, taught their employees, thereby spreading the learning throughout the organization.

2.When Warid Telecom is about to launch a new product, packages etc then it invites its franchise coordinators for training and two days training is conducted in which overall knowledge is given to the above mentioned trainees who later on communicate the knowledge to the franchises by conducting meetings and conferences.

DEVELOPING AN EVALUATION PLAN

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LEARNING OUTCOMES

WARID Outcomes are usually expressed as knowledge, skills, or attitudes.

THE TRAINERS OF WARID MAKE SURE THAT Does the potential audience's level of awareness need to be

raised? Do they need to understand better the context in which the

problem/issue exists? Are there things they need to unlearn? What are the most essential things they need to know or be able

to do? Do they need a strong rationale to buy into the issue? What specific skills or strategies do they need? How important is their level of confidence with this new learning? What are the obstacles they face in the workplace using this new

learning? What are the most important things they need to be able to do

when they finish?

THE TRAINERS MAKE SURE THAT

 Outcomes have three distinguishing characteristics.

1. The specified action by the trainers must be observable.

2. The specified action by the trainers must be measurable.3. The specified action must be done by the trainers.

Evaluation design

Warid uses pre and pro tests which include the performance of employees before training and after the training and then finding the positive or negative gap if any.

Pre & Post test

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The same instrument is used by WARID to collect data before the program begins and again at the end of the program.

Advantages Disadvantages

Relatively simple to implement Controls for participants' prior

knowledge/attitudes/skills/intentions

Provides better evidence of the effectiveness of the program compared to prior designs

Cannot account for non-program influences on outcomes.

If self-reporting is used rather than objective measures, posttest scores may be lower than pretest scores. This occurs when participants overestimate their knowledge/attitudes/skills on a pretest but accurately assess their knowledge/attitudes/skills on the posttest.

Selection of Training Method

In Warid Traditional training method is used instead of E-learning that consists of three categories:

Presentation Methods Hands-On Methods Group Building Methods

Presentation Method:

Presentation methods include:

Lectures Audio-visual techniques

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Hands on method:

These methods include:

On the job training Simulation Case studies Role playing Behavior modeling

Group building method:

Adventure learning Team training Action learning

Warid trains its employees in the following fields:

1. Customer service training: The employees are trained incommunication skills, negotiating skills in order to serve the customerswhether in the call centre or customers services centre. They are taughton how to talk appropriately to the customers, how to recognize theirproblems, solve their problems and how to deal with them.

2. Supervisors training: Leading a department or an organization is avery difficult job and the person at this level must be properly skilled.22The supervisor training programme helps those people who are at thispost to develop the right skills required and asked for at this job.

3. Leadership workshop: Becoming a Leader Good leaders are made,not necessarily born. You can become an effective leader by developingyourself through a never-ending process of self-study, education,

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training & experience. To inspire your people to higher levels ofteamwork there are certain things you must be, know & do. Leadershipmakes people want to achieve challenging goals & objectives. Thisworkshop is for managers who have the desire to ‘make thingshappen’ & have a team who need to be inspired into action! Waridoffers this workshop for is specific employees.

4. Conflict management training: We are living in times wherechaos and conflict are on the rise. Lack of conflict can be as damagingfor any organization, as having conflicts that go out of hand. In factconflict is the very source of creativity, without which innovation is notpossible. Usually these conflicts are resolved, but occasionally theygrow to hinder one's job performance. This program is designed toincrease a supervisor's ability to prevent conflicts from reaching a crisisstage and how to resolve it when a necessary conflict occurs. Aframework for tackling conflict is also provided that helps managerswho find dealing with conflict an unpleasant experience.5. Development of oratory skills: With fit, healthy and active mindsperform faster and more accurately with minimal stress. How peoplespeak indicates their state of mind. Nervousness in making publicappearance is often the result of not knowing WHAT to do and HOWto do it! Learn to control your nervousness and feel the confident -professional image many seek! This workshop will provide hands-onapproach to polish oratory skills, use projected media, and present likea "pro."6. Motivating, Coaching & Delegating Any approach to developmanagement skills must involve a heavy dose of practical application.At the same time, practice without the necessary conceptualknowledge is sterile and ignores the need for flexibility and adaptationto different situations. They will also discover ways to manageperformance of individuals and teams in order to achievedepartmental/ organizational goals and objectives. All theseprogrammes are aiming at developing specific skills in specific peoplefor specified purposes.7. It is believed that leadership skills and business goals are achievedthrough the training and development of the employees. To make itmore motivating the participants of the training programme areawarded a course completion certificate at a graduation ceremony

which is held after the completion of the training programme

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MONITORING AND EVALUATING THE TRAINING PROGRAM

In order to evaluate the training session Warid helds an OKE program stands for “Online knowledge evaluation”. In this program all the trainers are sent to a room in which all the computers are linked together where the training is evaluated by asking trainers the

Multiple questions Acronym’s Product knowledge Organizational know-how Package knowledge etc Communication Skills

The OKE is held for the time duration of approx half hour in which all the training aspects are covered and asked according to requirements and needs.

Just after the OKE, the training results are shown in the screen of the trainers which show the actual results and the gap along with the desired results.

The grades provided to trainers are as follows

A+ grade _____90% A _____85% B+ _____80% B _____75% C+ _____ 60-70% C _____ 50% U _____ UN-SATISFACTORY

Below C grade is consider as UNSATISFACTORY POSITION.

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After the grade has been allotted to the trainers, the immediate boss of the trainees is given the result showing that in which areas of training the trainee is un able to understand i.e whether it is product knowledge or acronym etc and then training is provided to that individual accordingly.

CASE STUDYPress Release of 23 February 1998 Industry Workshop on Feasibility Study & Cost Benefit Analysis of Number Portability for Mobile Services in Hong Kong

(9:15 am - 1:00pm, 25 February 1998, Hotel Furama,One Connaught Road Central, Hong Kong)

The Office of the Telecommunications Authority (OFTA) announces today that it will hold an industry workshop on 25 February 1998 (Wednesday) at Hotel Furama, Hong Kong starting at 9:15 a.m. to discuss with the industry about the feasibility study and cost benefit analysis of number portability for mobile services in Hong Kong. At the workshop, the consultants, National Economic Research Associates (NERA), appointed by OFTA will present their preliminary findings.

After Hong Kong had successfully achieved full number portability for fixed telecommunications services by the end of 1996, the next step is for OFTA to consider whether number portability should be extended to mobile services as well so that customers can keep their mobile phone numbers if they change their subscription from one mobile operator to another" OFTA's spokesman said.

OFTA issued a consultation paper last July to consult the telecommunications industry about the introduction of the number portability for mobile services in Hong Kong. The industry generally shared the view that there would be a genuine need to conduct a thorough study on the technical and implementation options, cost-benefit analysis, implementation schedule and cost-recovery mechanism in implementing number portability for mobile services in Hong Kong. OFTA then appointed NERA to assist the Telecommunications Authority in the study," continued the OFTA's spokesman.

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NERA started the project in last December and has now completed a preliminary report. In this industry workshop, NERA will present to and discuss with the industry about the preliminary findings and results of the study and solicit further views and comments before producing a final report in March 1998 for consideration by the Telecommunications Authority."

OFTA has invited members from the telecommunications industry, consumer and user groups and relevant professional organisations to participate in the workshop. Members from the media are also welcomed to attend. The programme of this industry workshop is attached for information. The preliminary report is available on OFTA's Internet home page at http://www.ofta.gov.hk.

Industry WorkshopFeasilbility Study & Cost Benefit Analysisof Number Portability for Mobile Services in Hong Kong

Date : 25 February 1998

Time : 9:15 a.m. - 1:00 p.m.

Venue : Coral Rooms 1-2, 3rd Floor, Hotel FURAMA, One Connaught Road Central, Hong Kong

Programme :

08:45 - 09:15 Registration   09:15 - 09:30 Welcome and Opening Remarks by Director-General of

Telecommunications   09:30 - 10:00 Introduction of the Mobile Number Portability (MNP)

Study for Hong Kong

Mr Nigel Attenborough, Director, National Economic Research Associates

   10:00 - 10:30 Study of technical implementation options and their

costs for MNP in Hong Kong

Dr Simon M Dunkley, System Engineer, Smith System Engineering Limited

   10:30 - 10:45 Coffee Break    

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10:45 - 11:15 Findings of the consumer survey, benefits of MNP and summary results of cost-benefit analysis

Mr George Siolis, Consultant, National Economic Research Associates

   11:15 - 11:45 Cost allocation principles and their application to MNP in

Hong Kong

Mr Nigel Attenborough, Director, National Economic Research Associates

   11:45 - 12:45 Questions and answers   12:45 - 13:00 Conclusion and Way Forward

Office of the Telecommunications Authority23 February 1998

Press Release of 20 February 1998 Telecommunications Authority Cancels Licence Granted to Uniglobe Telecom (Far East) Limited for the Provision of International Calling Card Service

The Telecommunications Authority has today decided to cancel, with effect from 0001 hours on Saturday, 28 February 1998, the public non-exclusive telecommunications service ("PNETS") licence granted to Uniglobe Telecom (Far East) Limited ("Uniglobe") for the provision of international calling card service in Hong Kong.

The decision to cancel Uniglobe's PNETS licence was made by the Telecommunications Authority pursuant to section 34(4) of the Telecommunication Ordinance (Chapter 106, Laws of Hong Kong) for the reason that Uniglobe was convicted twice of offences contravening section 8(1)(a) and 8(1)(b) of the Telecommunication Ordinance, the first one at the Fanling Magistracy on 18 September 1997 and the second one at the District Court on 21 November 1997. The offences were related to the maintenance of means of telecommunication and the use of radiocommunication apparatus without a licence.

In the cases for which Uniglobe was prosecuted, Uniglobe had delivered customer traffic using illegal routing to places outside Hong Kong in contravention of the licence conditions. This had the effect of

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prejudicing fair competition in the market. To tolerate such activities would be unfair to operators who abide by the law," said a spokesman for the Office of the Telecommunications Authority (OFTA).

OFTA will continue to monitor the market and take stern actions against operators who are in breach of the law in the operation," continued the spokesman.

The cancellation does not affect consumer interest as there are plenty of choices for consumers in the market for calling card and callback services," said the spokesman.

Following the cancellation of the PNETS licence by the Telecommunications Authority, Uniglobe must stop the operation of its international calling card service on or before 0001 hours on Saturday, 28 February 1998.

Office of the Telecommunications Authority20 February 1998

EMPLOYEES SURVEY QUESTIONAIRE

What is the best way of conducting training in telecommunication industry?

Electronic Traditional method

After what tenor training should be conducted?Monthly basis

Quarterly basis Annually

What should be the status of trainer as per his/her nationality?

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Local Foreign

What type of atmosphere should be provided to trainees during the conduct of training?

Inside office Easily approachable place Some place away from city

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Job related Learning Skill enhancement Career development

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Tests Mock calls Questionnaire

What aspects of the job bother you enough to make you consider quitting?

Negative behavior of trainers Burden of training Making image of organization un realistic

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Age discrimination Gender discrimination Personal biasness

What is the most powerful aspect of training

Individual development Organizational development Both individual and organizational development

Team works should be emphasized more than individual performance during training?

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Agree Strongly agreed Neutral Disagree

Continuous feedback should be taken rather than taking feedback after the completion of training session?

Agree Strongly agreed Neutral Disagree

“I HOPE U WOULD APPRECIATE MY EFFORTS.REGARDS.RAHEEL ABBAS MALIKNCBA&E. LAHORE03214035363”

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