background citycell
TRANSCRIPT
1.0 CityCell back ground
In October 1990, Hutchison Bangladesh Telecom Limited (HBTL) was formed as a joint venture
between Bangladesh Telecom Limited (BTL) and Hutchison Whampoa Limited of Hong Kong.
In March of that year BTL had been issued a license by Bangladesh Telegraph and Telephone
Board (BTTB) for operating cellular, paging and other wireless communication networks.
However, soon there was legal dispute between BTTB and BTL regarding the refusal of BTTB
to provide Public Switch Telecommunication Network (PSTN) channels for connectivity to the
BTTB network. The Supreme Court then ruled in April 1993 that BTTB would have to provide
PSTN connections to HBTL, and that BTL would have to transfer the cellular portion to the
license of HBTL. BTTB gave HBTL the PSTN connections in August 1993 and HBTL began
commercial operation of the first cellular telephone service in Bangladesh in the same month.
The owners of HBTL decided to sell their stakes in the company due to the legal war. HBTL’s
shares were divided into two parts: Type A, which was held by BTL and Type B, held by
Hutchison. Each type of share represented 50% title of HBTL. Pacific Motors Limited bought
the type A shares while Hong Kong based financial investors Far East Telecom Limited bought
the Type B shares.
CityCell is the brand name of the product of Pacific Bangladesh Telecom Ltd (PBTL). This is a
concern of Pacific Group, which is involved in the business of banking, automobiles,
pharmaceuticals, fisheries, healthcare, and tea. On June 2, 2005, PBTL created a milestone
through strategic partnership with SingTel, Asia’s leading communications solution provider.
This has opened up a whole lot of opportunities for CityCell to make its position stronger in the
market. With the financial and technical expertise from SingTel, PBTL is in a position to bring a
host of innovative products and services for the customers at affordable prices. PBTL start its
journey in 1993 as the forerunner in the mobile telecom industry, introducing postpaid packages
for the high-end-users. It obtained its business license from BTTB on July 26, 1989 under the
Bangladesh Telegraph Act, 1885. The license grants PBTL all powers, authorizations, consents,
and permission to provide, operate and maintain cellular radio-telephones (fixed and mobile)
throughout Bangladesh. Thus it is the only telecom operator in Bangladesh, which has the license
for both fixed and mobile phone. CityCell began its operations with AMPS (Advanced Mobile
Phone Service), a sophisticated technology at the initial stage, which was upgraded into CDMA-
1 (Code Division Multiple Access) in 1999. In 2005, CityCell further upgraded CDMA-1 into
CDMA1X, a 3G technology capable of filtering out background noise, cross talk, and
interference, CityCell customers can enjoy crystal-clear voice quality, greater privacy, and
enhanced call quality.
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2.0 History
Date Event
1989 Bangladesh Telecom Limited (BTL) was awarded a license to operate
cellular, paging, and other wireless communication networks.
Apr-90
Hutchison Bangladesh Telecom Limited (HBTL) was incorporated in
Bangladesh as a joint venture between BTL and Hutchison
Telecommunications (Bangladesh) Limited.
Aug-93 1st cellular operation in the South Asian sub-continent
Aug-93 HBTL began commercial operation in Dhaka using the AMPS mobile
technology.
Dec-93 Pacific Motors Limited acquired the entire 50% share holding of HBTL.
Feb-96 HBTL was renamed as Pacific Bangladesh Telecom Limited (PBTL) and
launched the brand name “CityCell Digital” to market its cellular products.
Mar-97 1st to extend coverage to Chittagong.
Apr-97 CityCell began commercial operation in Chittagong.
Mar-99 1st to adopt CDMA technology. CDMA technology was first introduced by
CityCell.
Jan-01 1st to set-up a communications backbone to Chittagong.
Apr-01 Dhaka-Chittagong microwave is launched.
Nov-01 CityCell introduced the 15-second pulse rate in the cellular industry of
Bangladesh.
Jan-02 CityCell commences operations in the Sylhet zone.
Jan-02 Value Added Services (VAS), such as 24 hour billing information, news,
services, sports, etc., are introduced.
Mar-02 First operator in Bangladesh to offer off-peak rates.
July-02 First operator in Bangladesh to offer prepaid services with two-way PSTN
(BTTB) connectivity.
Sep-02 CityCell extends coverage to Rangpur, Dinajpur, & Syedpur, the northern
districts of Bangladesh.
Oct-02 Short Message Service (SMS) is introduced.
Jan-03 CityCell launched its services in the major northern business city of Bogra.
Feb-03 First operator in Bangladesh to introduce the One2One post-paid package.
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Jun-03 CityCell reaches a coverage level of 40 districts out of a total of 64 (61
districts eligible).
Jun-03 Network capacity is increased to 240,000.
Aug-03 CityCell introduces “Amar Phone”, a postpaid mobile-to-mobile package
offering the lowest outgoing rate per minute in Bangladesh.
Sep-03 First operator in Bangladesh to introduce IDD and NWD for prepaid
subscribers.
Oct-03 CityCell reaches a coverage level of 51 districts out of a total of 64 (61
districts eligible).
Nov-03 CityCell’s 24-hour customer call center opens. Network capacity is increased
to 280,000.
Mar-04 CityCell opens its customer service centres 7 days a week countrywide.
June-04 CityCell launches RIM based handsets.
Mar-05
CityCell introduces, “Alaap Call me”, a pre-paid BTTB both-way
connectivity package with the unique “Call2Cash” feature to earn (talk-time)
credits upon receiving CityCell calls.
June-05 Singtel acquires 45% equity stake of CityCell. Has a call option to acquire
another 15% by 2007.
3.0 CityCell mission statement
Mission
PBTL’s mission statement is “‘To deliver innovative, customer focused products and to be the
benchmark for customer service excellence.”
Vision
The Vision of the company is “To be the best-quality Service Provider in the country.” There is
an emphasis on strong customer relations. This is important to CityCell especially as, until
recently, they positioned their packages as high end packages (corporate and business users).
Such customers will require strong support for brand loyalty to develop.
3.1 Strategic Goals
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Without a set of specific mission objectives, no organization can meet their expected
achievement. Following represents the overall mission statement of CityCell :
The current strategic goal of the company is to occupy a unique position in Bangladesh in the
telecom sector. One way to achieve this is to develop a strong subscriber base to be able to
penetrate in the markets with other attractive products.
The ways to ensure a strong subscriber base is to:
Ensure quality service
Providing customers with the best products available
Build strong reputation with customers through customer service
To increase market share by expanding the network
4.0 OWNERSHIP STRUCTURE
CityCell (Pacific Bangladesh Telecom Limited) is a privately owned partnership company. The
spectrum of its current ownership is as under:
SingTel Asia Pacific Investments Pvt Ltd - 45%
Pacific Motors Limited - 31.43%
Far East Telecom Limited - 23.57%
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Pacific Bangladesh Telecom
Limited (PBTL)
Pacific
Motors
Ltd.
(PML)
(31.43%)
Far East
Telecom.
Ltd.
(FETL)
(23.57%)
SINGTEL
(45%)
· Meet customer requirements
· Establish technological leadership through choice of appropriate
technology
· Establish service leadership through quality
· Expand the footprint of cellular coverage
· Expand customer base
.
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4.1 Management structure
PBTL has a total of about 500 employees:
A d v i s o r
T e c h n i c a l o f f i c e r
E x e c u t i v e
S r E x e c u t i v e
A V P
V P
G M
C T O
D i r e c t o r E n g g
E n g i n e e r i n g
E x e c u t i v e
S r E x e c u t i v e
A V P
V P
S r V P
S a l e s &
M a r k e t i n g
O f f i c e r
E x e c u t i v e
A V P
( F i n a n c e )
E x e c u t i v e
A V P
( C o m m e r c i a l )
V P
F i n a n c e &
C o m m e r c i a l
C u s t o m e r S e r v i c e
O p e r a t i o n
B i l l i n g &
I T
O f f i c e r
E x e c u t i v e
S r E x e c u t i v e
A V P
V P
O f f i c e r
E x e c u t i v e
O f f i c e r
E x e c u t i v e
( S t o r e )
S r E x e c u t i v e
A V P
V P
A c c o u n t s
O f f i c e r
S r O f f i c e r
E x e c u t i v e
S r E x e c u t i v e
A V P
S r V P
A d m i n i s t r a t i o n
M a n a g i n g D i r e c t o r
C h a i r m a n
Fig 2: Organogram of Pacific Bangladesh Telecom Limited
Senior Management Team
CityCell is led by a team of highly qualified executives with extensive experience in the mobile
telecommunications industry both in Bangladesh and abroad.
M. Morshed Khan, Chairman (currently on leave)
At present, Mr. Khan is a Member of Parliament and is the current Minster for Foreign Affairs
for the Peoples’ Republic of Bangladesh. Currently, he is on a leave of absence from CityCell to
attend to his duties for the Government of Bangladesh. He is currently not involved in the
operations of the Company.
Asghar Karim, Acting Chairman
Mr. Karim, the former Vice Chairman of CityCell, is presently performing the duties of
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Chairman in Mr. M. Morshed Khan’s absence. Mr. Karim graduated from Calcutta University, is
on the BoD of AB Bank, and is also the Director of other companies within the Pacific Group.
Faisal M. Khan, Managing Director
Chairman of AB Bank Limited, Managing Director of PML, and Director of other companies
within the Pacific Group.
Chris Maloy, CEO
Mr. Maloy, an Australian citizen, joined CityCell in November 2003 as the Company’s Chief
Executive Officer.
Intekhab Mahmud, Head of Marketing
Mr. Mahmud joined CityCell in early 2004 to head up Marketing operations. Prior to joining
CityCell he headed Grameen Phone’s Marketing Department for seven years.
Mr. Siddique Ali Miah, Director of Engineering
Mr. Miah holds an Engineering degree from BUET and a Telecommunications degree from
General Telecom and Electronics, Southeast, USA. Mr. Miah has 42 years of experience in the
telecom sector, including two years with the ITU. Mr. Miah is also responsible for successfully
implementing CityCell’s CDMA system.
Mr. D. S. Faisal Hyder, Chief Financial Officer
Mr. Hyder holds an MBA degree from the Institute of Business Administration, University of
Dhaka. He joined CityCell in 2001 as Head of Finance bringing with him 10 years of business
experience..
Mr. Mohammad Tipu Sultan, Chief of Corporate Affairs and Company Secretary
Mr. Koichiro Takeda, Chief Technical Officer
Mr. Takeda joined CityCell as the Chief Technical Officer in September 2002.
Sales & Marketing
As the name implies, this division’s job is to conduct marketing promotion of CityCell. The job
of its employees is to maintain relationship distribution channel, media, and corporate clients.
This division also deals with value added services, brand and product design.
In the Sales Division there are Channel Sales, Corporate Sales and Direct Sales. In the Marketing
Division, there are Market Communications, Brand, VAS, Product Development and FWT &
Backbone Departments. The Senior Vice President is the Chief Marketing Officer of this Sales &
Marketing Division. Details about the departments have been discussed in the following chapter.
Customer Service Operation, Billing and IT
This department deals with customer after the sale occurs. Main activities of this department
includes maintaining data base of the customers, preparing, distributing, and collecting the bills,
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activating new connections, deactivating connections, helpline service, interchanging of the
CDMA sets, collecting the faulty and repairable sets, returning repaired sets, changing CDMA
sets and so on. This department is divided into three divisions:
a) Billing and IT b) Service Delivery
Fig 3: Billing and IT
Fig 4: Service Delivery
Finance and Commercial
This department is divided into two divisions, a) LC preparation and Purchase, and b) Fund
Management. Here LC is opened for purchasing of sets and equipment, and all the funds
collected are used and controlled for the maximum benefit of the company. This department is
also responsible for the budgeting which takes place once a year for the next three years.
Fig 5: Finance and Commercial
Engineering
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Billing and IT
Risk Management Revenue Generation
Service Delivery
Front Office Account Verification Collections Workshop
Finance and Commercial
Commercial LC &
Purchasing Fund Management
This department is responsible for the setting up and maintenance of the heavy equipment and
the major telecom channels required for providing services to customers. This department is
divided into 7 divisions. They are Switch, Central Base station, Microwave, Radio Frequency,
Base Transceiver Station, Power, Planning and development.
Fig 6: Engineering
Accounts
This department is responsible for collecting direct cash or check or charging credit cards from
the customers who are paying for the service and equipment. This department is also responsible
to maintain the balance of store where sets and equipments are gathered for future purpose and
present operation.
Fig 7: Accounts
Administration and Human Resource
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Engineering
Switch
Central Base Station Control
Base Transceiver Station
Planning & Development
Microwave
Radio Frequency
Power
Accounts
All type of payments collection Store (Sets and equipments)
As the name implies, this department has three major divisions. The Administration division is
responsible for Contract, Legal and Protocol & Government affairs. The Purchase & General
Maintenances is responsible for Purchase & Support and Estate & Properties, Maintenance &
general security. The Human Resource department is responsible for procuring future employees
according. This department is also responsible for maintaining the database of all employees,
leaves, attendance, health care and related fields of employees.
Fig 8: Administration and Human Resource
5.0 Financial management
Income statement 2004 2003 2002
Total Operating
Revenue
3,700,695 2,577,199 1,778,750
Total Operating
expenses
(2,976,718) (1,843,374) (1,059,845)
Interest income 330,660 350,964 212,503
Financial cost (135,776) (246,358) (311,304)
Balance sheet 2004 2003 2002
Total assets 4,006,573 3,263,866 2,253,298
Long term borrowings 1,668,448 1,735,550 1,791,022
Total liabilities 2,558,352 1,255,473 1,738,924
Total equity 2,448,221 2,008,393 1,514,375
Revenue in 2004 grew by 57percent, compared to last year and as a result EBITDA and net
profits were recorded at a high level.
5.1 Enhanced Value of Shareholders’ Investment:
CityCell continued to enhance the value of its shareholders’ investment. The slow significant
growth in subscriber base has made a little bit positive contribution to the revenue, EBITDA and
net results, in line with the expectation of the shareholders. Revenue in 2004 grew by 38 percent,
compared to last year and as a result EBITDA and net profit were recorded at a higher level
.Percentage of EBITDA, Net profit and ARPU, how ever, declined slightly compared to last year
due to higher in take of prepaid customers and change in tariff plans. Major part of the profit was
reinvesting in the expansion of network in order to meet the pressing demand for Citycell
coverage in new areas. Citycell is well position in the market with its firm focus on the strategic
goals and we look forward to increasing value for shareholders in the years ahead.
5.2 Citycell Contributed BDT 11.50million to the National Exchequer
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Administration and Human Resource
Contract, Legal and
Protocol
Procurement Purchase & General Admin
Citycell has become one of the largest contributors to the Government Exchequer. Since its
inception, in the last eight years of operation, the company has contributed around BDT 30.46
million on account of various taxes, levies, license fees and interconnection charges. During the
year 2004.
6.0 Overall policies and strategies adopted by City Cell
Customer Focus
At the generic business level strategies, the organization focuses on distinction through superior
customer service. Thus the company believes that central to its success is the focus it places on
its customers. The organization strives to serve the customers by understanding and anticipating
their needs, making it easy enough for them to do business with the company. The company is
committed to provide high quality and value to the customers to enrich their lives and enhance
their business success.
QFD or Quality Function Deployment
We earlier defined quality as “ the totality of features and characteristics of a product or service
that, bears on its ability to satisfy stated or implied needs.” Consequently, an effective TQM
program translates the customers stated or implied needs into specific features and services.
CityCell’s QFD refers to both 1) Determining what will satisfy the customer and 2) Translating
those customer desires into the target design. CityCell obtains these two by following the next
steps :
Identify customer wants by identifying what type of features and performance the CityCell users
want.
Identify what should be the price which CityCell users would like to pay for the desired service
Identify what flexibility and reliability customer wants to be provided
Relate customer “wants” with products “hows”:
Identify relationships between firms how’s
CityCell develop importance ratings to determine the most important product & service, which
will satisfy the existing users and potential users.
Evaluate competing products
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Relating customer wants of performance and features with how CityCell is going
to provide it
Relating flexibility and reliability of CityCell’s services which is wanted by the
users with how CityCell will provide them
CityCell interrelates the different services and products and identifies how to
combine force with one product to another
CityCell often evaluates their product with GP, AKTel etc.
By this they improves their response to the market
Organizational practices
Leadership
Mission statement
Effective operating procedure
Staffs support
Quality principles
Customer focus
Continuous improvement
Employee empowerment
Benchmarking
Just-in-time
Tools of TQM
Employee empowerment
Empowerment
Organizational commitment
Customer satisfaction
Meeting customer needs
Repeat customers
The flow of activities necessary to achieve TQM
Challenger Spirit
The challenger spirit drives the company’s business and operations. Whenever the management
of the company faces any kind of challenge, they never say cannot rather they question
themselves” Why not”. This is the main theme of challenger spirit practiced by the management
of PBTL.
Team Work
PBTL recognizes that it is organized with individual business units with distinct objectives,
people and cultures. However, the company believes in and works towards unity in diversity
where ‘all is for one, and one is for all’.
Personal Excellence
The organization believes that leadership and superior performance are only achieved through
the pursuit of personal excellence. The management takes the utmost pride in what they do:
working to the highest standards, reflecting on their performance and growing their capabilities
to continuously improve the business. The company acknowledges the potential of the
individuals and creates opportunities for their growth, recognizing individual contributions and
celebrating success stories.
Integrity
The reputation of PBTL depends upon its ability to fulfill its promises to shareholders, customers
and employees. The organization and its management do so by being honest in its dealings,
doing what they say, taking responsibility and being accountable for their actions. The
management is dedicated to identify issues early to avoid surprises. They always put their best
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effort to run the organization proactively. Again, regardless of circumstances, the management
ensures the highest ethical standards, which guides them in making the right decisions.
7.0 Human resource management
Human resource or employees of an organization are very important and vital to the
organization’s success. Equally important is the HR strategy. The objective of CityCell’s HR
strategy includes those employees:
Are efficiently utilized within the constraints of environment.
Are provided a reasonable quality of work-life.
Fulfills the objectives of the firm with full motivation.
Although this department has not yet come into real existence as yet but we can take it as an
opportunity to discuss the human resource policies like hiring procedures, training, promotions
and benefits as they have been carried out and given out until now. As already mentioned the
human resource activities were carried out by the Admin Department and for that matter, it still
is for the time being.
Human Resources Department functions in the following distinct sections:
Planning, Strategy &
Compensation
Recurring & HR Operations
Learning & Development and Internal Communication
Office Services
Protocol & Legal Affairs
Hiring Procedures
In order to become an executive of CityCell a candidate should at least be a graduate from any
recognized university in Bangladesh or abroad. The candidate must first pass a written
examination. Then according to the importance of the post he may have to face more than one
interview before getting the final appointment. The interview board usually consists of VPs and
AVPs. Sometimes the advisors also join in. Executives are also sometimes hired on the basis of
extraordinary performance during the internship period. Officers are hired on the basis of their
experience and skills related to the specific field. Tertiary level education is however a must.
The advisors or the directors as they are called are hired on the basis of vast experience in the
related areas. These people have already served in high positions either in government or private
sector with success. They are hired on a contractual basis
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O r g a n o g r a m : H u m a n R e s o E x e c u t i v e - H u m a n R e s o u r c e s
( P l a n n i n g , S t r a t e g y a n d C o m p e n s a t E x e c u t i v e - H u m a n R e s o u r c e s
( L e a r n i n g a n d D e v e l p m e n t )
E x e c u t i v e , H u m a n R e s o u r c e s
( R e c r u i t m e n t a n d O p e r a t i o n s )
E x e c u t i v e - P e r s o n n e l O p e r a t i o n s
S e n i o r O f f i c e r , P e r s o n n e l O p e r a t i o n H u m a n R e s o u r c e s & O D
R e c e p t i o n i s t s ( s T e l e p h o n e O p e r S e n i o r E x e c u t i v e
S e n i o r E x e c u t i v e
E x e c u t i v e
G e n e r a l S t a f f ( s O f f i c e r ( s h a r e d )
G e n e r a l S t a f f ( s h A s s i s t a n t V i c e ( L o g i s t i c s , C o n t r a c t s O f f i c e r ( s h a r e d )
A s s i s t a n t V i c e M a i n t e n a n c e
L o g i s t i c a n d A d m S e n i o r V i c e P R e s i d e n t - H u m A d v i s o r
C h i e f E x e c u t i v M a n a g i n g D i r e V i c e C h a i r m a C h a i r m a n
Training
Training is actually provided by the experienced people at work who can be executives or senior
executives. The training is mostly provided through work. But some idea is given on the
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D i r eS c V t Po A r - - V S E P Ca n -l F ge ISOsiT n V ae H P ne e -rd a i nHS dM g R-V a C P r
software of CityCell before they can be actually used by new recruits. During the training the
employees are given a very small briefing on rules, policies and the code of conduct of CityCell.
Promotion
Promotion comes on the basis of excellent performance. But promotions are very hard to come
by. People have been serving on the post of executives for six years but yet have not received the
promotion even though performances were better than ordinary.
Benefits
When an executive joins in he usually have a basic salary of Tk. 12,000 and a mobile phone
with maximum usage limit of Tk. 2000. But they are charged a much cheaper rate than the usual
charge rates. For appointments at higher posts than executives the salary is negotiated. An
increment varying from Tk.500-12000 thousand is given to people working at CityCell based on
the post and performance. Two festival bonuses are given to the employees every year.
An employee is allowed a total of 41 days leave with pay. An employee gets a 21-day vacation
leave with payment. He can take 10-days sick leave and 9 days casual leave in a year.
Executives and officers are not given incentive based payment. They do not pay any extra
benefits to its employees who may be seriously ill.
Each employee of CityCell is entitled to a two days holiday in a week. But it does not have to be
on Fridays and Saturdays especially for the CSO people.
CityCell has an attractive and competitive compensation package that is aimed to attract and
retain talent and motivate our employees to do their best to contribute to the company’s success.
CityCell offer a range of financial and non-financial rewards and benefits.
Salary & Pay Day
Monthly salary and allowances shall accrue from the commencement of the active service of an
employee and shall generally become payable on a working day during the last week of the
current month. Usually the emoluments would be sent to the bank account of the incumbent.
Festival Bonus
All the permanent employees are eligible for two (2) festival bonuses each year. This is
equivalent to one month’s basic salary for employee serving one year or more with the company.
If length of service is less than one year, then a pro-rated bonus is paid based on the number of
days served during the period.
Performance Bonus
CityCell has introduced a performance-based bonus for employees at the level of Manager and
above. This bonus is linked to a measure of individual, group and organizational performance.
Leave Entitlement
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All the regular employees of Pacific Bangladesh Telecom Limited are eligible for annual leave
of 25 days and sick leave of 9 days in a year. If length of service is less than one year then the
leave will be calculated on a pro-rata basis based on the number of days served.
Leave Fare Assistance (LFA)
Any confirmed employee of CityCell, who requests for an annual leave of minimum nine (9)
consecutive days, is entitled to obtain the Leave Fare Assistance. Upon granting the requests for
LFA, employees are entitled to get a one-month’s basic salary.
Provident Fund
All the permanent employees of CityCell are entitled to become a member of Provident Fund.
Every month 10% of the basic salary of an employee is contributed to the fund along with the
same amount from the company’s account. Net income of the fund each year as on the 31st of
December is ascertained and interest is credited to the members account at rate determined by
the trustees. Any member, who has not completed three (3) years of continuous service, will not
be entitled to get any portion of company’s contribution.
Gratuity
Gratuity is provided to all permanent employees on basic pay. It will be admissible to an
employee, who has rendered continuous services to the company for a period of seven (7) years
and more. Completed year of service for the purpose of these rules means twelve (12) months of
active service.
Group Life Insurance
The company provides coverage of life insurance to all its permanent employees after their
confirmation with the company.
Medical Assistance scheme
To ensure proper and timely treatment/medical care of employees, company provides medical
and hospitalization benefits to all employees through a well reputed insurance company. Under
this scheme, the company bears and reimburses necessary & reasonable medical expenses
incurred by an employee while in hospital confinement for treatment.
Transportation
CityCell has introduced a unique car scheme for the employees at the level of Manager and
above. Under this scheme company assists the Managers in purchasing a car through purchase
contribution and other running & maintenance allowance which covers fuel, driver’s salary,
insurance & other maintenance costs. Moreover, employees at the level of Officers and
Executives are provided with pick and drop facilities upon availability and on priority basis.
Cellular Phone Facilities
All the executive staff of CityCell is provided with a cellular phone, where the company bears
the charges up to an allocated limit based on the position held by the employee. Beyond this limit
the employees must bear the charges, which are of considerably low rates, proposed and
applicable for CityCell employees.
Recreation Center
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A full-fledged Recreation Center has been introduced for all the employees to congregate and
relax during their lunch breaks or after work hours. Currently the following amenities are
available for regular use:
Cafeteria
Gymnasium
Learning Center
Snooker table
Table tennis
Man Power Status
7.1 HR Policies & Procedures
A good number of HR policies and procedures introduced. Draft HR policies and procedures
manual developed. To be made accessible via Intranet.
Performance Appraisal & Bonus System
Rollout of an MBO based appraisal system completed. Performance Bonus awarded in
April, 2005.
Job Evaluation
64 benchmark jobs to be evaluated using Hay method.
Evaluation of most jobs below the manager level completed.
Manager level JE to be completed soon.
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Division wise Staffing of PBTL
Existing End of 2005
Customer Care 174 200
Sales & Marketing 79 166
Engineering 135 255
Finance 58 72
Corporate Affairs 8 12
HR & Admin. 18 18
IT 16 16
HR Automation
HRIS installed. Data population is in progress. HR & IT jointly working on online leave
administration system.
Learning & Development
Training & Development Policy developed
TNA for Sales & Marketing division completed.
4,026 man hrs. of training were provided so far
Soft skills & leadership program to be launched this month
Employee Learning Center
Equipped with a good number of books for use by the employees.
Corporate Intranet
Currently at beta testing stage
Will be launched soon
HSE Initiative in line with the IFC guidelines
HSE department created and staff engaged
Enhanced focus on employee health, safety & hygiene
8.0 SWOT ANALYSIS
8.1 STRENGTHS:
CITYCELL is the first cellular operations in the South Asian sub-continent.
It is first and only using AMPS (Advanced Mobile Phone System).
CITYCELL first and only user of the CDMA technology which allows them to transfer
twice as much data as oppose to the GSM (Global System for Mobile) technology.
The relationship among their staff is very good and friendly relationship among
themselves, which creates a very good working situation.
8.2 WEAKNESSES:
The unreliable economic condition of our country means that main investors often refrain
from investment.
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Because of the financial lucking CITYCELL is forced to withdraw technological
resource from one place to another.
And when there is financial support it took a lot of time to implement the new
technology.
The technology is changing at a rapid pore and it is very hard to keep pace with
technology
The mobile market now has reached cut that competition level. The price was in getting
increasing intense which is cutting down their profitability. There are some departments
like the HRD and Billing And IT, which lacks staff. In the Billing and IT department
people of Risk Management have to do the job of Revenue Generation and vice versa.
Comparatively lower network coverage than Grameen Phone.
Inability to get the best out of the current CDMA technology. There are some problems
regarding call drops and delays in receiving SMS.
A varied and sometimes confusing tariff structure. CityCell does not have a uniform
charge rate structure for prepaid mobiles and for the postpaid mobiles.
Set options are much lesser for CDMA users and at the same time more expensive too as
CDMA sets costs higher than GSM sets for the same model types.
For set replacement a customer has to go to PBTL and at same time have to wait for at
least a day. But with GSM sets the replacement is as easy as going to the market and
buying a new one, which is basically cheaper than CDMA sets.
There are still some customers using the AMPS technology and would not switch to
CDMA. For them CityCell is forced to maintain a separate database which makes the job,
a bit more difficult than it should be.
8.3 OPPORTUNITIES:
The ability to expand into new services that require an approach that is compatible with
PBTL’s strengths. For example provision of wireless data transfer services by corporate
clients (corporate clients generally require less technical or otherwise support). The data
transfer business has good future in Bangladesh.
19
Legalization of the Voice Over Internet Protocol (VOIP) business is a good opportunity
for FWT to sell more. People would tend to use the FWTs as they are very cheap (only
Tk.2 per minute) to use, have access to and from any phones including mobile-mobile
phones and thus connecting abroad would be possible through this FWT with mobiles
that do not have BTTB connectivity.
Expansion into landline services from dedicated stations across country that will provide
compatibility with other Bangladeshi telecom networks
The biggest opportunity for CityCell is that the market is far from being saturated. If the
prices are reduced and they can establish strong network coverage they can get a
customer segment of low income people.
8.4 THREATS:
The outthought competition in the market means that CITYCELL is going to lose their
profitability.
They are facing new kind of competitors like fixed phone operators who are also using
CDMA and GSM technologies to provide land phone services. They are considered as a
major threat to the mobile telecom industry.
Illegal import of GSM mobile sets means that CDMA sets, which are provided by
CITYCELL, are more expensive then the market price of phones. High degree of
acceptance of GSM technology over CDMA in local market. GSM sets are cheap and
replacement costs are much lesser. People might switch rather than replace CityCell sets.
High degree of bargaining power of suppliers as no one else uses CDMA technology in
Bangladesh to provide cellular telecom service.
High network coverage of major GSM utilizing company like Grameen Phone