Chapter 1

Company Profile

Telenor Pakistan is 100% owned by the Telenor Group, an international provider

of high quality voice, data, content and communication services in 14 markets across
Europe and Asia. Telenor Group is among the largest mobile operators in the world with
over 179 million mobile subscriptions (Q1 2010) and a workforce of approximately
40,000.

Telenor Pakistan is the country's single largest European investor, with

investments in excess of US$2 billion. It acquired a GSM license in 2004 and began
commercial operations on March 15, 2005.

At the end of May 2010 it had a reported subscriber base of 23.65 million, and a
market share of 24% making it the country's second largest mobile operator.

Offering mobile financial services

Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008.

In 2009 it launched ‘easypaisa’ to become Pakistan’s first telecom operator to partner
with a bank to offer mobile financial services across Pakistan.

Contributing to Pakistan's economy

The company continues to contribute to Pakistan's economy. It has created 2,500

direct and 25,000 plus indirect jobs and has a network of 24 sales & service centers, more
than 250 franchises and some 150,000 retailers, thus providing a means to livelihood to
thousands. For 2009 it is estimated that Telenor Pakistan contributed Rs20 billion in
various forms of direct and indirect taxes to the economy of Pakistan.

Internet service provider

Telenor Pakistan provides wide EDGE connectivity across the country. It has one
of the largest data networks (GPRS) in Pakistan providing Internet services to customers.

Today

Telenor Pakistan has grown to become a leading mobile communications services

provider of the country. Telenor Pakistan's corporate headquarters are in Islamabad, with
regional offices in Karachi, Lahore, Faisalabad, Multan, and Hyderabad.

Corporate Responsibility

Telenor Pakistan's flagship corporate responsibility program, Khuddar Pakistan,

aims to create dignified opportunities for persons with disabilities. The purpose is to
become the most disabled-friendly organization in Pakistan in terms of employment,
service, and community support.

Environmentally conscious

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 Telenor Pakistan has taken and continues to implement a number of
environmentally-friendly initiatives. These include mainstreaming energy efficiency and
alternate energy solutions, and implementing occupational health & safety practices that
comply with international standards.

Telenor Pakistan, a wholly owned subsidiary of Telenor ASA, launched its

operations in March 2005. One of the leading telecom operators providing prepaid,
postpaid and value-added services to seven million customers, it is spread across the
country with a network of 15 company-owned sales and service centers, more than 200
franchisees and some 100,000 retail outlets selling subscriptions and refills.
Differentiated packages include TalkShawk, Telenor Persona and Djuice.

Telenor took a big step seven years ago when it decided to expand in international
markets. The key take points include: right time, targeting of emerging markets, policy of
full management control (avoided joint ventures) and deployment of a repeatable
methodology (for example the djuice brand). The success of the strategic focus can be
understood from the following:

Products:

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Telenor is providing eight prepaid packages and four postpaid packages.

Prepaid Packages:

 Talkshalk A1
 Talkshalk Har Second
 Talkshalk Har Minute
 Talkshalk 30 Second
 Talkshawk 63
 djuice
 Djuice Jaagtay Raho
 Djuice Din Raat

Postpaid Packages:

 Persona EASY
 Persona SIMPLE
 Persona FREE
 Persona Karoobar (Aimed at Business owners)

Awards
Telenor Pakistan has been the recipient of a number of awards from different
bodies. Following is the list of awards that Telenor has acquired.

SAARC Award:

Telenor Pakistan has won the awards for "Most Innovative Mobile Operator" and
"Mobile Operator with the Most Consumer Pull" at the 6th SAARC Communication
Industry Conference 2007 held in Kathmandu, Nepal.

Brand Award:

The 2008 Telenor Brand Award was given to Telenor Pakistan for the second
year in a row.

AURORA Award:

The AURORA Awards for Excellence in Advertising were held on 11th March
2007, after a period of 15 years. The awards range in various industry categories,
including FMCGs, Durables and Services and Social marketing & Community Services.
The aim of the awards is to recognize and pay homage to creativity and excellence in
advertising across Pakistan. ‘Telenor Pakistan’ won the best advertising awards at the all
Pakistan Dawn Aurora Advertising awards held in Karachi

PSHRM Award:

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 The Pakistan Society of Human Resurces Management (PSHRM) and Engage
Human Resources, a human resources consultancy, have announced the results of the first
Most Preferred Graduate Employer 2007 study. At a ceremony held in Karachi yesterday,
Telenor Pakistan won the PSHRM Preferred Graduate Employer Award for Most
Preferred Telecommunications Company 2007.

Environment Excellence Awards:

Telenor Pakistan received an award at the 5th Annual Environment Excellence

Awards (AEEA) distribution ceremony which was recently held to honor the 36 most
environment friendly companies of Pakistan. The National Forum for Environment &
Health (NFEH) organized the award ceremony in Karachi on 2 July. The award has been
instituted to recognize and promote organizations which make an outstanding
contribution toward sustainable development.

Buzziest Brands of 2007-08:

The Buzz Power Conference & Award Show was held on 25th October 2008 at
Avari Towers, Karachi. The Conference was part of the Buzziest Brand of the Year Poll,
in which Revelation invited advertising, marketing and media professionals to vote for
their favorite brands. The poll aimed to identify those brands that are hot and have the
greatest ‘buzz’ – that is, those brands, which are so exciting that they generate consumer
word of mouth. Telenor Pakistan won the Buzziest Brand Award for 2008.

Superbrands Award:

Superbrands Pakistan declares Telenor as superbrand of the telecom industry.

This is the first Superbrand award in Pakistan. Superbrands is an independent body that
identifies brands that perform above and beyond others within their respective markets.

Application of the Company Logo

It’s a symbol of balance, movement and change. It represents our philosophy of
innovation and democratic process and takes its inspiration from Scandinavia’s long
history of design inspired by nature.

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 Chapter 2

Management
Functions

“Planning”

Vision

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 Our vision crystallizes our customer focus as the cornerstone of everything we do.
Our values describe what behaviors are necessary to realize that vision. Our corporate
responsibility mindset ensures that our vision and values nurture social concern and help
us create shared value.

Our Vision
Our vision is simple: We're here to help
We exist to help our customers get the full benefit of communications services in their
daily lives. The key to achieving this vision is a mindset where every one of us works
together: Making it easy to buy and use our services. Delivering on our promises. Being
respectful of differences. Inspiring people to find new ways.

We believe in four core values:

Make it Easy

We're practical. We don't complicate things. Everything we produce should be

easy to understand and use. Because we never forget we're trying to make customers'
lives easier.

Keep Promises

Everything we set out to do should work, or if it doesn't, we're here to help. We're
about delivery, not over promising, actions not words.

Be Inspiring

We are creative. We strive to bring energy to the things we do. Everything we

produce should look good, modern and fresh. We are passionate about our business and
customers.

Be Respectful

We acknowledge and respect local cultures. We do not impose one formula

worldwide. We want to be a part of local communities wherever we operate. We believe
loyalty has to be earned.

Corporate Governance:

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 Telenor Pakistan considers good corporate governance to be an essential tool for
achieving their vision, value creation and strategic goals, and for maintaining a healthy
corporate culture. Furthermore, good corporate governance is imperative for credibility
and for access to capital. Telenor corporate governance includes openness and
transparency towards the company’s owners, the Board and Group Management, as well
as other interested parties such as the Group’s employees, customers, suppliers, creditors,
public authorities and society in general. Rules and procedures provide Telenor Pakistan
with a sound platform for good corporate governance and for the further development of
a positive, responsible and robust corporate culture. The Management is responsible for
ensuring the existence of internal rules, procedures and structures that can efficiently
secure value creation for all stakeholders and where authority and responsibilities are
clearly set out and mutually understood.

SWOT Analysis

SWOT analysis is a strategic planning method used to evaluate the Strengths,

Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It
involves specifying the objective of the business venture or project and identifying the
internal and external factors that are favorable and unfavorable to achieve that objective.
At Telenor PAkistan, the SWOT analysis reveals the following:

Strengths

 Network quality & design

 Superior customer care
 Financial Strength
 Excellent Coverage & Distribution.
 Commercial Launch of LDI & mobile services
 Contract with Siemens & Nokia
 Brand image of Quality

Weaknesses:

 Relatively low market share

 Low profit margins
 Negative cash flows in the initial years

Opportunities:

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  Favorable Macroeconomic indicators
 Low cellular market penetration
 Inefficiency & poor performance of other mobile networks
 Co branding e.g. Ufone with ABN AMRO
 Strategic Alliances & Infrastructure Sharing Facilities
 E-commerce usage.
 Mobile Number Portability
 International Mobile Equipment Identity System

Threats:

 Rolling Customers
 Privatizations & deregulations- increased competitions.
 Grey Traffic
 MNP mobile number portability
 Wireless technology at boom
 Public pay phones & calling cards usage where network is not available
 Propagandas attacking brand image

Corporate Social Responsibility

Telenor Pakistan acts responsibly and respectfully towards the people and
authorities in different societies and aims to contribute to social and economic
development in the local market. This is the essence of our commitment to Corporate
Responsibility.

We take seriously the social, ethical and environmental impact of our products
and services. We place emphasis on making sure that the communities in which we
operate see Telenor Pakistan's as a good citizen with genuine ambitions to contribute to
social and economic development. We give our employees reasons to be proud of the
way Telenor Pakistan's demonstrates Corporate Responsibility.

Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility initiative.

With Khuddar Pakistan, we want to make a difference in the lives of our fellow persons
with disabilities by addressing the challenges they face.

Under the umbrella of awareness, accessibility and inclusion, we are striving to

change the public mindset by raising awareness about persons with disabilities and help
develop technologies that will give them the opportunity to actively participate in society.
We value diversity and pledge to integrate persons with disability fully into our
workforce.

Currently, we are the only company in Pakistan to have a formal disability advisor
and a disability advisory panel. Special Talent Exchange Program (STEP), a cross
disability organization has been engaged as advisor to Telenor Pakistan for the provision

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of consultancy services on issues related to disability in Pakistan and international trends.
We sponsor assistive technology training labs for persons with disabilities at National
Institute of Special Education, National Training Center for Special Persons (NTCSP),
and Special Talent Exchange (STEP). We have the first corporate products &
services/career website that is accessible and our staff participate actively in the first
formal employee volunteerism drive in the corporate sector to work with persons with
disabilities.

You may read more about Khuddar Pakistan's work to date under Accessibility,
Awareness, Inclusion, Related Sponsorships and Resources.

Goals at Telenor Pakistan:

Strategic (Long Term Goal)

Telenor's primary goal is to create greater value for our shareholders, customers,
employees and partners, and for society in general. We strive to be a driving force in
creating, simplifying and introducing communication and content solutions to the
marketplace. For more than 150 years Telenor has pioneered communications
technology. Today we are major international telecommunications provider, and all our
operations share the same.

Tactical Goals (Intermediate Goals)

Capitalize on first mover policy; introduce cutting edge technology and

innovation to achieve the number one position and customer satisfaction. Telenor
Pakistan has always been the leader in introducing cutting edge innovations in the
telecom industry of Pakistan. The alliances with various different segments of highly
contrasting industries make it possible for Telenor Pakistan to think out of the box and to
offer its valued customers much more than just mobile communication services.

Operational Goals (Short Term Goals)

Focus on cost cutting methods, maximize profits with the available infrastructure
and focus on employee Empowerment. In order to align the strategic and tactical goals in
a single productive channel, the primary objective is to make the organization function in
a ways that all the above mentioned goals can be achieved. Telenor Pakistan has
formulated a number of different strategies to achieve those goals. These include from
resource and infrastructure sharing mechanisms with competitors to introducing creative
usage plans and packages for the customers so that even when the management is asleep,
the business continues to run and hence revenues can be made to multiply.

Business Objectives, SMART Criteria

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 Business objectives at Telenor Pakistan are clearly specific, measurable,
attainable, realistic and most importantly time bound. The following table gives some
examples of some of the business objectives that Telenor Pakistan has set for itself.

Objectives 2006-07 2015

Market Share in terms of 10% 40%

Subscribers

Market Penetration 9% 30%

Market Share in terms of 7% 30%

Revenue

Unprompted Brand 20% 90%

Awareness

Strategies at Telenor Pakistan

Telenor crystallizes their customer focus as the cornerstone of everything they do.
Their values describe what behaviors are necessary to realize that vision. Their corporate
responsibility mindset ensures that their vision and values nurture social concern and help
them create shared value.

Telenor Pakistan considers good business strategy to be an essential tool for

achieving our vision, value creation and strategic goals, and for maintaining a healthy
corporate culture. Furthermore, good corporate governance is imperative for credibility
and for access to capital.

The key to achieving this vision is a mindset where every one of us works
together: Making it easy to buy and use our services. Delivering on their promises. Being
respectful of differences. Inspiring people to find new ways. Following are some areas in
which Telenor Pakistan exercises its strategies to make the business most profitable.

Social Responsibility

Telenor Pakistan acts responsibly and respectfully towards the people and
authorities in different societies and aims to contribute to social and economic
development in the local market. This is the essence of our commitment to Social
Responsibility.

Supply Chain Management

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 Telenor has an important role to play in the societies where we provide our
services. Telecommunications has shown to give positive impacts on economic growth in
all societies. Moreover, as a major buyer of products and services, Telenor has a
responsibility to ensure that work conditions, safety, security and environmental
standards are satisfactory. The same standards apply equally to our own operations as
well as to our suppliers and subcontractors.

Collaboration

Collaboration and realization of projects with nongovernmental organizations,

public and private institutions. Resource and infrastructure sharing with competitors
make it possible for Telenor Pakistan to not only be able to grow its business but it also
enables the company to improve the face value of the company in terms of corporate and
business statures. Some of the examples of organizations that Telenor Pakistan is
currently working hand in hand in terms of both business and social development are:

 The Government of Punjab's Technical Education and Vocational Training

Authority (TEVTA)
 Nokia Siemens Networks
 The GSM Association
 Disabled Welfare Association
 Pakistan Red Crescent Society
 SOS Children's Villages
 The Baltistan Health & Education Foundation (BHEF).

Training and Research

Initiating, supporting and carrying out research, training and holding

competitions.

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 Chapter 3

Management
Functions

“Organizing”

Organizational Structure:

13
TYPE OF STRUCTURE: VERTICAL DIFFERENTIATION

HIERARCHICAL LEVELS

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 There are eight hierarchical levels as the size of the organization approaches 2500
to 3000 employees. Roles and responsibilities are clearly defined at the time of joining
the organization; employees are selected against defined criteria. Roles can be added later
but employees have a fair idea about their job responsibilities from the beginning.

Eight layers do not create communication or motivation problems due to the open
culture. There are no instances of de-motivation though in certain areas like Customer
Relationship Department or Customer Service Centre different customer queries and
complaints can raise frustration levels.

Managers in these departments intervene to solve problems. Whenever an

employee has a new idea, he/she is encouraged to approach the management and share it
with them. Idea drop boxes are also placed at various locations where employees leave
their suggestions. The Communications Department works out if the ideas can be
implemented and then discusses them with the employees. There is also a formal
platform at the group level known as SEED where innovation is encouraged and new
ideas about revenue concepts and cost efficiency can be discussed. Employees are
welcome to participate and submit their ideas. If the ideas handed in are feasible then
they are implemented in the organization (at country level or global level, depending on
the nature of the proposal).
Employees are then rewarded financially for their helpful contributions.

SPAN OF CONTROL

Span of Control is determined by the role and job responsibilities of managers. It

varies from department to department. On average, the span of control is 4-5 people
under a manager.

INTEGRATING MECHANISMS

Cross-functional teams are a major integrating mechanism. Further there are

temporary project teams. No ad-hoc committees have been formed to date. Team-
building is enhanced by Away Days when members of different divisions and
departments take some days away from work to meet other geographically spread
employees of Telenor. Sometimes the whole department goes away from work for 2-3
days to have fun. Employees get to know those with whom they have communicated
before but not met in person. Formal team evaluation does not exist. Employees on
teams, for instance finance teams, are rewarded individually.

CENTRALIZATION AND DECENTRALIZATION

Apart from STRATEGY, all other functions are de-centralized. People at Telenor
Pakistan are motivated to take their responsibilities especially in cross functional projects.
Managers in each department oversee that the employees take up their roles and duties

15
and their performance is monitored accordingly. If an employee is loosing focus from his
core job by taking added responsibilities, he/she is instructed to re-adjust his/her
priorities.

STANDARDIZATION AND MUTUAL ADJUSTMENT

At Telenor Pakistan, the level of standardization and mutual adjustment varies

across functions. Generally strict obedience to rules is not required as long as results are
not affected. As long as individual responsibilities and deadlines are met, there are
flexible hours of work. Work is important instead of the number of hours worked.
Employees can select their work timings which can even be from afternoon to evening.
Instead of being bound by office hours, a sense of responsibility is inculcated in them to
achieve self assigned goals. This brings a sense of comfort in working in such
organizational structure. Rules and procedures are present to control the behavior of
employees and to facilitate smooth working of the organization. A level of
standardization is required to be maintained in certain vital functions such as Budget
Control. SOPs are documented in the case of the financial control or HR related policies.

Genuine requests from external customers are taken into account by the CRO
(Customer Relationship Officer) at Service Centers. The CRO does all he/she can or is
possible within authority to process the request or complaint. If the customer’s request is
beyond the authority of the CRO, then managers are there to aid the customer or provide
some sort of nonmonetary compensation to appease him.

IT AND EMPOWERMENT

The level of empowerment differs across departments and divisions, depending

on the nature of work. It varies according to the style of management of functions; more
empowerment in CRO and Sales and Marketing than in People Excellence. IT increases
the level of empowerment.

Within the network service of the Telenor in Pakistan, there is a (inter and intra
net) portal system used to communicate information efficiently. An online HR MS
System, H2H (Here to Help), is being used internally. This locally built system was
launched last year but is still not well integrated at present.

CONFLICT RESOLUTION

When different departments work together in an organization, their interests may

differ due to functional and structural differences. Due to these variations, conflicts
among departments are inevitable. The issues are not taken to the top management and

16
there is no coordination post in the organization which can facilitate the departments to
increase coordination with each other. Whenever a conflict arises among functions, the
heads or managers from those functions sit together and discuss the source of conflict.
They try to resolve all their differences amicably. There are always conflicts between the
technical and commercial divisions which they mostly solve between themselves. If,
however, a major issue arises which they are unable to resolve themselves then it is taken
to a level higher. The management then discusses the reason for the conflict, addresses
the concerns of both the parties and then arrives at a conclusion which is in the interest of
all departments.

Major departments at Telenor Pakistan and their functions

Major departments in Telenor & functions

 Finance
 Customer Services
 Commercial
 Technical
 I.T
 Human Resources
 Administration
 Legal Affairs

Finance Department

 Operations
 Corporate accounts
 Bank reconciliation
 Treasury
 Budgeting and corporate affairs
 Credit and collection
 Procurement and contracts
 Payables
 Reporting and commissions

Customer services Department

Operations
 To facilitate and guide the customer

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  To resolve customer’s queries, requests and provide optimal solution in minimum
turnaround time, keeping both companies and customer interest in focus.
 To inform and update customers about upcoming promos, AS and products.
 To minimize cost and increase revenue.

System
 The call center employees help solve the problems of customers on telephone.
 Identify and resolve root causes of chum and strive to minimize churn.

Marketing Department

 Develop and execute regular promotions

 Brand management
 Ensure successful new city / product campaign launches
 Public relations
 International roaming
 Value added services
 Strategic planning and pricing
 Monitor competitor pricing and other activity and report back
 Market research
 Sales analysis

Sales department

Indirect sales
 Manage the franchise network
 Ensure achievement of sales target of franchise
 Coordinate with other departments for development programs
 Training of franchise staff

Direct sales
 Meet assigned sales targets throughout the year
 Maximize customer satisfaction and minimize churn
 Generate new accounts and manage old ones
 Strong follow-up

IT /Billing Department

 Networking
 Operating systems

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  Software development
 Resource applications
 Network security
 Billing

Technical Department

 Maintain and operate the GSM cellular network consisting of 900 base transceiver
sites and 9 mobile switching centers
 Plan and roll out network expansion as per the commercial target (e.g. 1.5 million
subscribers in 2004 translates into 650 new sites and expansion into 50 new cities)
 Work closely with commercial and IT department to launch new services and
cities.

Human resources department

Employee services
 Payroll information
 Leave and medical record
 Final settlements and provident fund
 Policies and procedures
 Employees record and recreation

OD and effectiveness
 Training plan
 Talent management
 Performance management
 Employees retention
 Orientation employee communication

Staffing and compensation

 Staffing plan and HR budgeting
 Management trainee and internship program
 Interviewing and selection
 Headhunters
 Compensation, benefits and incentive

Administration Department

 Stationary requirements
 Courier services vehicle maintenance

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  Janitorial services
 Event management
 Cafeteria arrangements

Recruitment

The recruitment policies of Telenor Pakistan are

Experience:

HR needs the experience of 3 TO 5 years for managerial positions. They also

hired fresh graduates for their customer service department.

IQ test/Written test:

If the candidate has an experience of 5 years or more then there is no IQ test or

written test.

Equal Opportunity Employer:

Telenor Pakistan is an Equal Opportunity Employer. They maintain a policy of

nondiscrimination towards all employees and applicants for employment. Telenor
Pakistan has no discrimination in sectioning whether candidates are women, minority or
disable. They only focus on skills, experience and qualification.

CV Submission:

Interested applicants should submit their CV to their official site.

Assessment:

The selection criteria may involve different steps with respect to the position you
are applying for. There can be one to one interview with concerned Division head,
Recruitment Manager and/ or a panel interview, or there can be series of interviews.
Special process of a preliminary test might be carried out, depending upon nature of the
job.

Keeping details on file:

If there is no specific job in the area of an individual's application, or an applied

for position has already been filled, they will hold all details in there Careers database for

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up to one year, with the consent of the applicant. Within this period, should any vacancy
arise to which they feel the applicant would be suited, he/she will automatically be
considered.

Record Verification:

All the information provided is checked and verified by the related areas and any
false or fake information provided can lead to the strict disciplinary action.

Recruitment procedures

 Within the organization - Internal Recruitment

 Outside the organization – External Recruitment

INTERNAL RECRUITMENT

Telenor Recruitment Manager Faraz Shahid said,

”it’s not the policy of Telenor that they are bound to hire employees from within the
organization according to the rules, but we call it as our Preference”.

They prefer the employee to be recruited from within the company, otherwise
they opt the alternative method for hiring. Internal recruitment is based of hiring people
from within the organization for the position to be vacant.

Telenor Portals

The portal mentions the vacancy for the position, in order to alert those employees
who fulfill the criteria for the particular job duties. With the help of portals, in which
Vacancy is displayed, it becomes easy for the employees to evaluate their specifications
for the higher posts.

Flyers and Broachers

Reinforcing the equity of brand is done for the existing employees, in order to
make them connected towards the company. Flyers and broachers are being printed in a

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colorful manner about the allowances they are getting from Telenor, it includes health
care programs, medical allowances, mobile connection financing and others. All these
activities are done for the existing employees to make attracted towards the organization.
Telenor Pakistan’s CEO Tore Johnson said,

"We are succeeding because of the faith the Telenor Pakistan team members have put in
one another and the strong sense of purpose they continue to display. We genuinely
believe that mobile telephony is the best way of breaking socio-economic barriers, and
trickling down wealth and information to the bottom of the pyramid. It helps businesses,
communities, and the country.”

EXTERNAL RECRUITMENT
Telenor is providing opportunities to their target market i.e. candidates to benefit
Telenor with their capabilities and skills. There is recruitment process of Telenor, through
which they hire their employees. But before recruitment process, there is a lot more.
Attracting competent employees towards Telenor is one of the key objectives.
Advertising the equity of brand for the external block of candidates requires various steps
to market their human resources.

Telenor Recruitment Manager Faraz Shahid said,

“Attracting the candidates is one of the interesting and challenging tasks for the
recruitment team.”

Telenor attract the employees externally through

 Job Ads
 Job Fairs
 Welcome Ads
 Online Recruitment
 University Visits
 Sponsoring Talent Shows
 Dishing Out Souvenirs

Job Advertisements

Telenor offers employment opportunities for those who are seeking great place to
work. Telenor make their target market of candidates to be attentive, by providing job
advertisements through print media. This is the first method Telenor select to create an
opportunistic market. The company’s Advertisements get printed in two English
newspapers, Dawn and The News and in one Urdu newspaper, Jang. These job ads
provide opening alert for the vacancy at the Telenor. The ads always includes requires
job specification and Job description for the candidates, so that they can recognize the
required person of field.

Job Fairs

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 Telenor participates in job fairs very actively in order to advertise the HR brand.
Participation is not restricted to professional Job fairs, which are conducted for the
Pakistan’s candidates at large, but also in the university’s job fares conducted at their
own schedules.

Rozee Job Fair

Telenor participates in Rozee Job Fair very actively. Recently Telenor

participated at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental Hotel,
then Islamabad on March 9 at the Convention Center, and Karachi on March 30 at the
Expo Center.

University Job Fairs

Telenor Pakistan welcomes the fresh graduates with immensely unique and new
talent. Innovation and distinctiveness is created mostly by the newly graduated job
seekers. Telenor energetically participate in University’s Fairs as well. Telenor Stall at
university job fairs, provides and opportunity for the students to interact with the HR
personnel. The stall is made attractive for the students in order to grab their attention.
Standees, umbrellas, flyers, broachers and banners are displayed. Students may provide
their Resume/ CVs to the recruitment team present there or students can also fill up the
given form for applying at Telenor. Spontaneous interviews are also been taken from the
students to analyze their confidence for their competencies. Telenor advertise the HR
brand into the graduates by explaining the Recruitment processes, employee’s career
opportunities, workplace environment and training programs.

Welcome Advertisements

Telenor Pakistan’s VP Human Capital Division, Nayab Baig said,

“The mobile industry has a significant role to play in improving Pakistan’s

competitiveness in the international market, not just by improving technology readiness
but also through human resource development.”

Telenor is keen about its employees, as their employees are one of their sources to
create competitive edge in the market. Employees join Telenor in Every quarter of the
year, names of those employees who have passed the time duration of one quarter in
Telenor are being printed in the newspaper in respect to provide them a Welcome in a
company. This increases the motivational level of employees to be given importance and
having name in newspaper. Moreover it’s an appealing factor for the other jobseekers as
well. Employment opportunities increase by each step taken by the Telenor.

Online Recruitment

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 E-recruitment is based on online application system, it can be retrieved by using
the Career tab in Telenor Pakistan website. An online application system requires the job
seekers to create their profile in which they are required to mention different fields
regarding professional and personal details. Uploading of CV/resume is also one of the
options for the seekers. A notification concerning profile setup of the candidate is done
by sending e-mail to the person created profile. They can apply for the displayed
vacancies once they have created their profiles with logins. The recruitment manager then
evaluates these profiles of candidates who have applied for the particular vacancies in
order to call the relevant employees suitable for the job. The evaluation of the employees
is based on fair and on merit basis. All aspects of employment with Telenor are
administered by merit, competence, suitability and qualifications, and will not be
influenced in any manner by gender, age, race, color, religion, national origin or
disability. There are no influences by the higher authorities on the recruiter to induct
particular candidate. If a candidate fails to impress the recruiter with his/her knowledge,
skills and abilities that are required for the certain job, then no top managers can
influence the decision of recruiter. It is a fair evaluation, which is making Telenor to
create a competitive edge.

University Visits

Telenor Recruitment Team visits different universities, in order to aware students

about the induction process and explaning the importance of the Telenor as start of career
for students. The teams setup a TalkShawk Lounge in the premises of university. All the
students are welcome for the lounge discussion. Attractive presentation about Human
Resource Systems is given to the employees. Queries from the students are always
appreciated by providing them with satisfactory answers to remove their confusions.
Students are an important entity for the Telenor, company forecast these students to be
upcoming member of Telenor family. University visits and creating a lounge session also
helps Telenor to analyze brand positioning in the minds of students. These visits plays
and important role in explaining the Human Resources actively as a Brand.

Sponsoring Talent Shows

Telenor is actively participating in sponsorship of various events taking place in

Pakistan. The company is sponsoring concerts, funfairs, kid’s activities and many
more. Telenor is also sponsoring the talent competition taking place at national level by
universities. Recently a drama festival organized at Ghazi Ishaq Khan Institute in
December 2007 was sponsored by Telenor. In this festival, various universities
participated in order to unleash the student’s talent and capabilities. The objective of
sponsoring talent completions at University level is again reminding students about the
Telenor. The morale of the participants gets increased and they become Opportunistic
about the particular company considering students’ capabilities shows.

Steps in selection procedure

Steps in selection process for middle managers

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  STEP1: Recruitment process
 STEP 2: Collecting CV’s
 STEP 3: Short listing of applicants as per job description
 STEP 4: First interview on telephone
 STEP 5: Short listing of applicants in first interview
 STEP 6: Second interview with supervisor
 STEP 7: Final interview with the head of HR department
 STEP 8: Formal offer made to the selected candidates
 STEP 9: Reference check
 STEP 10: Orientation
 STEP 11: Candidate handed over to immediate supervisor

Steps in selection process for top managers

 STEP 1: Recruitment process

 STEP 2: Collecting CV’s
 STEP 3: Short listing of candidates as per job description
 STEP 4: First interview on telephone by supervisor
 STEP 5: Second interview with the head of HR department
 STEP 6: Final interview by CEO
 STEP 7: Formal offer made to selected candidate
 STEP 8: Reference check
 STEP 9: Orientation

Compensatory or successive hurdle approach:

They are using successive hurdle approach for selection because it’s very easy
and one way method. The reason to not to use the compensatory approach is that it takes
so much time of organization and the candidates. Candidates have no extra time to come
again and again for every step but in successive hurdle approach there is the need of short
listed and required candidates.

25
 Chapter 4

Management
Functions

“Leading”

Expectations from the leaders at Telenor Pakistan

 Passion for business

26
  Contribute towards change and constant improvement
 Empower People (Sub-Ordinates)
 Excellent Execution
 Integrity and Accountability

Leadership Continuum

Leadership Continuum Leaders come in all shapes and sizes. Some are
authoritarian and prefer to tell their teams exactly what to do. Others use a much more
participative style. And, of course, leaders may use a style anywhere between these two
extremes.

These differences suggest a continuum of leadership behavior – with leaders

being able to choose the style they use.

So how do you choose the leadership style that's right for you? One popular
approach to leadership, the "contingency" approach, argues that your choice should be
based on the situation, and not on your personal preferences (here, "contingency" means
that your approach is dependent on/contingent upon the situation).

In 1958, contingency theorists Robert Tannenbaum and Warren Schmidt

identified a continuum of seven distinct leadership styles, which they published in the
Harvard Business Review. By understanding this continuum, you can see some of the
options available to you, which helps you think about which leadership style is most
appropriate in a given situation.

Understanding the Tannenbaum-Schmidt Continuum

The Tannenbaum-Schmidt Continuum shows where a manager's approach lies on

a continuum, running from the manager exerting rigid authority through to the team
having full freedom to act and make decisions. This is shown in Figure 1.

The model highlights seven leadership styles that occur across the continuum:

27
Tells – The leader makes the decision and expects the team to follow; and the team has
very little involvement in decision-making. This type of style is often used early in team
formation, before trust is established, or with very inexperienced team members.
Continued use of this style can be very frustrating for team members and can break down
trust, so leaders must be careful to use this style only when absolutely necessary.

Sells – The leader makes the decision, but provides a rationale. Team buy-in is important.
Although the decision won't be changed, the team is allowed to ask questions and feel
that its needs are being considered.

Suggests – The leader outlines the decision, includes a rationale, and asks if there are any
questions. While the decision is already made, this style helps the team understand why,
so team members don't feel as though the decision is forced on them. Because people
have the opportunity to discuss the decision, they feel that they have participated in it,
and they accept it more readily. This helps build trust, and it's a great strategy to use
when you're trying to figure out what the team is capable of on its own.

Consults – The leader proposes a decision and then invites input and discussion to ensure
that the decision is the right one. The team has the ability to influence the final outcome,
and make changes to the decision. By using this style, the leader acknowledges that the
team has valuable insight into the problem. This shows that the leader trusts the team
members and wants them to participate actively in problem solving and decision making.
This leadership style can build cohesiveness, and provide much-needed motivation to a
team.

Joins – The leader presents the problem and then asks the team for suggestions and
options to consider. Through the discussion that follows, the team helps the leader decide.
So, while the leader ultimately makes the decision, it's a very collaborative process, and
the team feels valued and trusted. This style is often used when the team has specific
knowledge and expertise that the leader needs to make the best decision.

Delegates – The leader outlines the problem; provides decision parameters; and allows
the team to find solutions and make a final decision. The leader remains accountable for
the outcome, and he or she controls risks by setting limits and defining criteria that the
final decision must meet. To delegate this much authority, the leader needs to trust the
team and ensure that it has the support and resources necessary to make a solid decision.

Abdicates – The leader asks the team to define the problem, develop options, and make a
decision. The team is free to do what's necessary to solve a problem while still working
under reasonable limits, given organizational needs and objectives. Although the level of
freedom is very high, the leader is still accountable for the decision and therefore must
make sure the team is ready for this level of responsibility and self-control.

The continuum's seven leadership styles broadly correspond to a team's level of

development. As trust and competency grow within a team, so does the amount of
freedom that team members want and that leaders can feel comfortable providing.

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Tannenbaum and Schmidt felt that there were three key elements to consider when
deciding on the style that's most appropriate for a particular situation:

The team members – How independent and experienced are they? Do they have the
necessary level of competence for the level of freedom you're considering? Do they
understand the goals of the team and the organization sufficiently to make good
decisions?

The situation – Do you have enough time to allow the team to become involved in the
decision-making process? Does the team operate well enough together to make an
effective decision in a reasonable amount of time? Does the team have the knowledge
and experience necessary to make a good decision? Are the consequences of getting the
decision wrong significant? And does the culture of the organization support team
decision-making?

The leader – Do you believe in your team's ability to deliver? Are you willing and able
to accept accountability for your team's decision? And are you able to delegate tasks and
decisions effectively?

In 1973, Tannenbaum and Schmidt published an update to their theory, in which

they recommended that managers consider the interrelationships between the above three
factors – along with factors outside the team and the organization. For example:

If a manager trusts team members to make decisions, and the manager considers
any mistakes made to be "learning experiences," then the team members' ability to make
good decisions will improve.

If an organization has a strong culture of respect for its people, then using a "tell"
or "sell" style may be less acceptable than it would be in another organization, even with
an inexperienced team.

Consumers may boycott a company where managers are excessively authoritarian

toward their people.

Leadership at Telenor Pakistan

Telenor Pakistan believes in highly empowered employees and thus a clear
implementation of theory Y can be observed. In process of making a decision, the general
procedure is that a manager presents a problem to his subordinates, gets suggestions from
them and then implements the decisions.

Since Telenor Pakistan is a highly diversified organization in terms of business

portfolio, a combination of all leadership styles is found. The manager decides what style
to adopt in which situations i.e. the manager has liberty to choose from either the
analytical style, driving style, amiable style or expressive style of leading. A combination

29
of all such styles means that there is an even mix of supporting, coaching, designating
and directing from the managers towards the subordinates.

Telenor Pakistan is a follower of “Care and Growth” philosophy. Managers while

making decisions are expected to be highly concerned for the people so that once the
employee is satisfied; he or she can deliver best possible results under the given
circumstances. At Telenor Pakistan, managers believe that high concern for results and
work can not be made possible if the concern for the employees is taken out of the
equation. Hence, at Telenor Pakistan, managers are expected to show high concern for
people so that they can be motivated to take responsibilities in order to produce the best
possible results.

Motivation at Telenor Pakistan

In order to motivate individuals working at Telenor Pakistan, a mix of all
motivation theories in employed. The domination of the two factor theory was clearly
observed. Primarily the organizational culture comes from the top management. CEO of
Telenor Pakistan is humble and cooperative. The employees get the message that if the
top management is so accommodating then the employees should behave similarly. What
is important to the CEO becomes important for employees to identify completely with the
organization. There are four foreigners in the top management but this does not create
communication barriers. They are extra humble to others while individuals of a local
origin are extra sensitive to them so no one feels alienated. The values of humbleness and
free interaction in putting forth ideas lead to a harmonious culture and efficient
communication. The management is easily accessible to discuss various issues. It is
difficult to distinguish between them as the culture is so homogeneous that it keeps every
one at par with others (no formal protocol is given) At Telenor, People Excellence
reinforces the culture through the concept of a ‘LEGEND’ for individuals who have
performed outstandingly. These become role models for other people and their examples
are quoted on various occasions (forum or ceremonies), so every employee is internally
motivated to work harder. The new recruits are given orientation sessions where they are
made to familiarize with the values and norms of the organization and how they can
contribute to the organization even better. They are also provided with a Joining Book
that comprises of the code of conduct and complete structure of policies and values.

30
 Chapter 5

Management
Functions

“Controlling”

31
Code of Ethics at Telenor Pakistan (Control Methodology)
1. General Guidelines:

Corporate ethics are about more than avoiding contravention of any law; they are
about how we behave towards each other and the outside world. Everybody associated
with Telenor Pakistan is responsible for following the rules and guidelines that build on
Telenor Pakistan's basic values and that form attitudes we can be proud of. At Telenor
Pakistan, we want everyone to be involved in this and help create a sound corporate
culture based on satisfaction and security.

Telenor Pakistan's guidelines for corporate ethics apply to members of the board
of directors, managers and other employees of Telenor Pakistan as well as others acting
on behalf of Telenor Pakistan. It is the line managers' responsibility to make sure
everybody is aware of, and complies with, these guidelines. As a Telenor Pakistan
employee, it is your duty to read and follow the guidelines. Those who infringe Telenor
Pakistan's rules and guidelines must be prepared to face the consequences that are in line
with the infringement's type and scope.

32
 It is Telenor Pakistan's policy to comply with all applicable laws and
governmental rules and regulations. In the event that there are differences between such
laws, rules and regulations and the standards set out in our Codes of Conduct, the highest
standards consistent with applicable local laws shall be applied. It is the personal
responsibility of each to adhere to these applicable standards, including those relating to
accounting and auditing matters.

2. Relations to employees

Human rights:
Telenor Pakistan supports the internationally proclaimed human rights including
the UN Declaration and conventions on human rights. You shall respect the personal
dignity, privacy and rights of each individual you interact with during the course of work
and shall not in any way cause or contribute to the violation or circumvention of human
rights.

Working environment:
Telenor Pakistan shall be a professional workplace with an inclusive working
environment and shall comply with recognized international conventions, including the
International Labor Organization’s core conventions. You shall act with integrity and
treat with respect your colleagues and others that you meet through your work. Telenor
Pakistan is opposed to discriminatory practices and shall do its utmost to promote
equality in all employment practices. No direct or indirect negative discrimination shall
take place based on race, colour, gender, sexual orientation, age, disability, language,
religion, legitimate- political or other opinions, national or social origin, property, birth or
other status. We do not tolerate degrading treatments towards any employee, such as
mental or sexual harassment or discriminatory gestures, language or physical contact that
is sexual, coercive, threatening, abusive or exploitative.

Occupational Health, Safety and Employee Security:

Telenor Pakistan shall be a pioneer in the field of health, safety and employee
security to promote good health and safe working environment in compliance with
internationally recognized standards. You share the responsibility for achieving this goal.
We shall do our utmost to control hazards and take necessary precautions to prevent
accidents and occupational diseases.

Freedom of association and the right to collective bargaining:

Telenor Pakistan recognizes the right to freedom of association and collective
bargaining in mature labour environments. In such environments Telenor Pakistan shall
allow its employees to freely elect representatives among the employees, unless this
would represent a breach of national laws and regulations. Such employee representatives
shall be allowed to carry out their functions unhindered at the work place. You share the
responsibility to avoid discrimination against any employee representatives.

33
Forced labor:
Any employment relationship with Telenor Pakistan shall be freely chosen and
free from threats. Telenor Pakistan oppose the use of forced or compulsory labour,
including but not limited to exchange of labour for payment of debt. Any employee shall
be free to leave his/her employment after giving reasonable notice. No one shall be
required to deposit money, lodge identity papers or similar in order to get or keep their
employment with Telenor Pakistan.

Child labor:
Telenor Pakistan shall not employ or contract child labour. “Child labour” means
any work by child or young person unless it is considered acceptable under the ILO
Minimum Age Convention 1973 (C138). “Child” means anyone under 15 years of age,
unless national or local law stipulates a higher minimum working age or higher age for
completing mandatory schooling, in which case the higher age shall apply. Everyone
share a responsibility to secure that persons under the age of 18 do not perform any
hazardous work, including but not limited to exposure to physical, psychological or
sexual abuse. If you become aware of any employment situation in breach with the
standards set out above, you shall at once notify your immediate superior or any other
appropriate executive. The employment situation shall straight away be remedied in the
best interests of the child.

Loyalty, impartiality, conflict of interests and related party transactions:

Telenor Pakistan respects the individual employee's right to a private life and
private interests, but demands openness and loyalty to the group and the group's interests.
You shall not take actions nor have interests that make it difficult to perform your work
Objectively and effectively. Service to Telenor Pakistan should never be subordinated to
Personal gain and advantage. Conflicts of interest should, wherever possible, be avoided.
You shall never take part in or attempt to influence a decision or settlement if there is a
conflict of interest or other circumstances exist, which could give grounds to question
one's impartiality. Conflicts of interest could involve, but are not limited to, customers,
suppliers, contractors, present or prospective employees, competitors or outside business
activities. Anything that would present a conflict for you would likely also present a
conflict if it is related to a member of your family. Should a conflict of interest arise you
shall on your own initiative evaluate and notify your immediate superior of your
partiality or the conflict of interest.

Confidentiality:
Every employee in the group has a duty of confidentiality by law and written
agreement. You shall keep confidential all corporate and other matters that could provide
third parties unauthorized access to confidential information, and exercise caution when
discussing internal affairs so as to avoid being overheard by unauthorized persons. The
duty of confidentiality also applies after the conclusion of employment or contractual
relationship with Telenor Pakistan for as long as the information is considered to be of a
sensitive nature or in any other way confidential.

34
Private interests and actions:
As an employee of Telenor Pakistan you shall not hold another position or carry
out work for others during working hours without prior express written permission from
your superior.

Duty, positions and ownership of external businesses:

Engagements in external duties and positions are positive, but their scope or type
must not affect your working relationship with Telenor Pakistan or come into conflict
with Telenor Pakistan's business interests. Board duties, consultancy for or ownership of
customers', suppliers', joint-venture partners' or competitors' businesses as well as duties
and positions of a scope or nature that can affect your working relationship with Telenor
Pakistan shall be expressly agreed in writing in advance by your immediate superior.

Political activity:
Telenor Pakistan does not give support to political parties, either in the form of
direct financial support or paid working time. Employees who take part in political
activities will be granted leave from their work in accordance with the law and any
agreements.

3. Relations to Customers, Suppliers, Competitors & Public Authorities

General:
Customers shall be met with insight, respect and understanding. You shall always
try to fulfil the needs of the customer in the best possible manner, within the guidelines
for corporate ethics that apply to the business. Customer's personal information shall be
protected in accordance with the relevant laws on protection of personal data. Suppliers
shall be treated impartially and justly. Suppliers in competition for contracts with Telenor
Pakistan shall at all times be able to trust Telenor Pakistan's selection processes. When
selecting suppliers you shall therefore follow the group's established guidelines and
routines at all times. Telenor Pakistan's competitiveness in the market is based on good
products and services at the right price. You shall always meet the group's competitors in
an honest and professional manner. Public authorities shall be met in an appropriate and
open manner. Public information about the Group shall only be supplied by Telenor
Pakistan's management or by the person responsible for public communications, unless
otherwise agreed.

Competition:
Telenor Pakistan wants fair and open competition in all markets, both nationally
and internationally. Under no circumstances shall you cause or be part of any breach of
general or special competition regulations, such as illegal cooperation on pricing, illegal
market sharing or any other behaviour that is in breach of relevant competition laws.

Corruption and bribery:

Telenor Pakistan is firmly opposed to all forms of corruption. You shall never
offer or accept illegal or inappropriate monetary gifts or other remuneration in order to
achieve business or personal advantages for yourself or others. Nor shall you use

35
agreements with middlemen to channel payment to anyone in such a way that may be
interpreted as corruption.

Gifts and business courtesies:

You shall always exercise caution in relation to offering or accepting gifts and
business courtesies. You shall not accept gifts or other remuneration if there is reason to
believe that its purpose is to influence business decisions. If in doubt, always consult your
immediate superior.

Money laundering:
Telenor Pakistan is firmly opposed to all forms of money laundering and shall
take steps to prevent its financial transactions from being used by others to launder
money.

4. Environment

Telenor Pakistan shall be at the forefront in protecting the environment and

undertake initiatives to promote greater environmental responsibility. Telenor Pakistan
shall adhere to relevant local and internationally recognized standards, minimize its
environmental impact and continuously improve its environmental performance. We shall
promote development and diffusion of environmentally friendly technologies. You share
a responsibility for achieving these goals.

5. Property and assets

Real estate and movables

Telenor Pakistan's property and assets, e.g. buildings and equipment, shall be
managed and safeguarded in an appropriate manner. You shall observe the group's
security requirements concerning access to and use of the group's facilities, IT resources
and access to electronic resources and documents. The group's equipment and property
may only be used for personal purposes if agreed in connection with the employment or
as a result of Telenor Pakistan's rules and guidelines.

Intellectual property:
Intellectual property such as know-how, methodology, concepts and ideas are
important to Telenor Pakistan's success in the market. If you are involved with the
group's intellectual property you shall protect and administer it in the interest of the
group. You shall also respect the intellectual property rights of others and seek to avoid
contravention of such rights. Unless otherwise specified by law or orders from public
authorities, you shall not make corporate secrets or other important information available
to unauthorized persons before obtaining a signed confidentiality agreement from each of
those persons.

36
6. Information handling and protection of personal data

Information, communication and contact with the media All information from
Telenor Pakistan shall be reliable and correct, and maintain high professional and ethical
standards. All of those who, through their work, deal with information are responsible for
meeting these standards. Communication with the media, the public and the financial
markets shall take place in accordance with established guidelines and routines and
satisfy the regulations and practice applicable to publicly listed companies.

Information that may affect the stock price:

As a publicly listed company, Telenor Pakistan is subject to strict rules
concerning the handling of non-public information that may affect the market price of
Telenor Pakistan shares and other financial instruments issued by Telenor Pakistan.

Protection of personal data:

Telenor Pakistan’s processing of Personal Data shall be subject to the care and
awareness which is required according to law and regulations and relevant for
information that might be sensitive, regardless whether the data refer to customers,
employees or others. Processing of personal data should be limited to what is needed for
operational purposes, efficient customer care, relevant commercial activities and proper
administration of human resources.

7. Internal control, accounting and reporting

Expertise and authority:

All decisions shall be made at the appropriate level in accordance with the
applicable regulations concerning authority. You may only obligate a company vis-à-vis
others if you hold such special authority, and you must at all times keep within the limits
of your authority.

Internal control:
Telenor Pakistan shall have good internal controls that ensure that the group's
goals and strategies are fulfilled and complied with. Internal controls shall ensure that the
business processes are at all times efficient and carry an acceptable level of risk, that
physical and intangible assets are safeguarded and utilised, that financial information is
correct and timely, and that laws, regulations and guidelines are followed. Internal
controls are the responsibility of management, but the individual employees also share
this responsibility.

Accounting:
Telenor Pakistan's accounting shall ensure that all transactions are correctly
registered in accordance with local law and good accounting practice. You shall follow
the group's regulations concerning the registration of transactions and proper
documentation and you share a responsibility for ensuring that business transactions are
fully and correctly reported and documented, and in accordance with applicable

37
accounting practices. The annual accounts and interim accounts shall be in accordance
with the law, IFRS and good accounting practice.

Reporting and disclosure:

Telenor Pakistan's reporting shall in all material respects comply with applicable
laws and regulations and be full, fair, accurate, timely and understandable. If you are
involved in Telenor Pakistan's disclosure process you are required to be familiar and
comply with Telenor Pakistan's disclosure controls and procedures and internal controls
over financial reporting, to the extent relevant to your responsibility, so that Telenor
Pakistan's public reports and documents filed with Oslo Børs and other public
communications comply in all material respects with applicable laws and regulations.

8. Handling of infringements

Should you become aware of an infringement of Telenor Pakistan's rules and

guidelines? You should raise this issue with your immediate superior. If this is not
possible you Should report the infringement directly to the Compliance Manager.
Incidents may be Reported confidentially to the Compliance Manager if desired.

38
Recommendations:

 There should be an effective employee exchange program even at the level of

middle management so the
organization can share the level of skill and expertise at all levels with the parent
company.

 Introduction of employees stock options would further enhance the motivation

level because then the employees too would have a stake in the organization.

 In their workforce there should be a quota for the disabled people. This is
currently being practiced in the parent company. This would enhance the image of
the organization being socially responsible.

 To increase in the market share Telenor Pakistan must give more attention to the
Rural areas of Pakistan.

 Telenor Pakistan should focus on the business customers by giving them more
Benefits in post paid packages.

 Telenor Pakistan should use the technology that gives promised benefits to its
Customers.

 As Telenor is a multinational telecommunication company it should introduce

radical new technologies in Pakistan.

 Telenor Pakistan can be an effective player in the local PCO market.

 Telenor Pakistan can be an effective player in providing wireless broadband

internet.

39
Chapter 6

References

40
References
 http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/

 http://en.wikipedia.org/wiki/Telenor_Pakistan

 http://www.telenor.com.pk/about/awards.php

 http://www.telenor.com.pk/about/visionValues.php

 www.telenor.com.pk/cr/pdf/newCOC.pdf

 http://www.mindtools.com/pages/article/newLDR_42.htm

41