airtel - control systems.docx

Management Control Systems

Contents

Bharti Airtel - Introduction..........................................................................................................................1

Organizational Structure..............................................................................................................................3

Management Style........................................................................................................................................6

Control Systems...........................................................................................................................................9

Performance Rewards..................................................................................................................................9

Communication..........................................................................................................................................11

MCS PROJECT – AIRTEL Page 1

Management control system is a logical integration of management accounting tools to gather and report data and to evaluate performance. It serves the purpose of clear communication of organization’s goals, results of actions and also ensures that the systems undergo change as when required by the external and internal environment. Broadly speaking, following are the steps involved in setting up the control system in any organization-

1. Specify organization goals and objectives2. Establish responsibility centers3. Develop performance measures4. Measure and report financial performance5. Measure and report non-financial performance

Bharti Airtel - Introduction

About the company

Bharti Airtel Limited, commonly known as Airtel, is an Indian telecommunications Services Company headquartered at New Delhi, India. It was founded in 1994. Sunil Bharti Mittal is the founder and the current chairman and MD of the company. It operates in 20 countries across South Asia, Africa and the Channel Islands. Airtel is the world's fourth largest mobile telecommunications company with over 261 million subscribers across 20 countries as of August 2012. It is the largest cellular service provider in India, with 183.61 million subscribers as of November 2012.

Airtel is credited with pioneering the business strategy of outsourcing all of its business operations except marketing, sales and finance and building the 'minutes factory' model of low cost and high volumes. The strategy has since been copied by several operators. Its network—base stations, microwave links, etc.—is maintained by Ericsson, Nokia Siemens Network and Huawei, and business support is provided by IBM and transmission towers are maintained by another company (Bharti Infratel Ltd. in India).

The products offered by the company include- fixed line and mobile telephony, broadband and fixed-line internet services, digital television and IPTV.

The company has presence in the following countries, namely- India, Bangladesh, Sri Lanka and 17 African nations like Chad, Kenya, Ghana, Congo, Gabon among others. Airtel operates in the Channel Islands under the brand name Airtel–Vodafone through an agreement with Vodafone.

Vision and Values

Their vision encompasses the following:

Always empowering and backing their people Being loved and admired by our customers and respected by our partners. Transforming millions of lives and making a positive impact on society.


Being brave and unbounded in realizing our dreams.

Following is a list of values pursued by the company:

Empowerment: Respecting the opinions and decisions of others. Entrepreneurship: Strive to change the status-quo. Always try to innovate Transparency: Work must be done with honesty, trust and an innate desire to do good. Impact: Desire to create a meaningful difference in the society Flexibility: Willingness to change according to partners’ or customers’ evolving needs

Corporate structure

Airtel's initial corporate structure concentrated on the hierarchy of the operations inside the company as a whole. The structure depicted the corresponding operation/region of different in-charges and it didn't hold anyone responsible for each of its services. So, the company found it better to restructure its corporate hierarchy. The transformed organisational structure has two distinct Customer Business Units (CBU) with clear focus on B2C and B2B segments. Bharti Airtel's B2C business unit will comprehensively service the retail consumers, homes and small offices, by combining the erstwhile business units - Mobile, Telemedia, Digital TV, and other emerging businesses (like M-commerce, M-health, M-advertising etc.). The B2C organization will consist of Consumer Business and Market Operations.

Acquistions and Mergers

In March 2010, Bharti struck a deal to buy Zain’s mobile operations in 15 African countries, in India's second biggest overseas acquisition after Tata Steel's $13 billion buy of Corus in 2007. Bharti Airtel completed its $10.7 billion acquisition of African operations from Kuwaiti firm, making the Airtel the world's fifth largest wireless carrier by subscriber base.


Organizational Structure

Organizational structure is an arrangement of activities such as allocation of tasks, co-ordination, reporting and supervision to achieve organizational goals. Some of the types of organizational structure are functional, divisional and matrix. The framework plays an important role in achieving the organizational goal.

Bharti Airtel has reorganized its organizational culture in August 2011 for its India and South Asia operations. It has changed from functional to decentralized organizational structure. The new decentralized structure will enhance the autonomy of employees. The change is expected to drive greater business, increase the functional synergies and create an agile and de-layered organization. Also to enhance the employee value and business efficiency, it had created two distinct customer businesses unit – B2C (Business to Customer) and B2B (Business to Busienss).

The new organizational structure will transform the organization from a technology facing to customer facing providing a common interface to customers. As the customers are the core of the business it will also help in the growth of the company.

The business to customer segment mainly serves the home, small offices and retail customers. This segment can be subdivided into – Consumer Business and Market Operations.

The main function of the Consumer Business department is to lead the overall B2C strategy. Also it focuses on product and service innovation; build an ecosystem around B2C services and customer focus. The head of this department is K Srinivas.

The main function of market operation department is to lead the go-to-market strategy. It focuses on the speed and efficiency of transferring the products and services to customers. It will be divided into three regions – North, East and Bangladesh headed by Ajai Puri; West headed by Raghunath Mandava and South and Sri Linka headed by Vineet Taneja.

The business to business segment mainly serves the large corporate and carriers through Bharti Airtel’s wide portfolio of telecommunication solutions. It is headed by Drew Kelton.

All the heads of business to customer and business to business segment reports to Sanjay Kapoor, CEO – India & South Asia.


The organizational Structure before August, 2011 is as follows:


Chairman & Managing Director

CEO (India & South Asia)

CEO (International Business Division)

President (Enterprise Services)

Business Director (DTH Services)

President (Mobile Services)

President (Tele Media Services)

Executive Director (Network Service Group)

Executive Director (Supply Chain)

Executive Director (Human Resource)

Executive Director (Finance)

Director (Legal & Regulatory)

Director (IT)

Director (Internal Assurance)

The organizational structure from August, 2011 is as follows:


Executive Director (Supply Chain)

Executive Director (Human Resource)

Chief Finance Officer

Director (Service Network Group)

Director (IT)Director (Legal & Regulatory)

Chairman & Managing Director

CEO (India & South Asia)

CEO (International Business Division)

President (B2C)

President (B2B)

Operations Director (West & National Distribution)

Operations Director

(North, East & Bangladesh)

Operations Director

(South & Sri Lanka)

Director-Innovation & IT

(India, South Asia & Africa)

CFO (India, South Asia &

Africa)

Director – Global Brand (India, South Asia & Africa)

Management style

Management style is the way of life. Societal culture consists of the assumptions, beliefs and values acquired and held by the majority of people in a geographical area. The role of the HR department and the top management is inevitable in imbibing management style that is alluring and accommodating for all in Airtel. HR system is to create Employee Delight and make Airtel a Joyful Workplace. The approach used to frame policies is always bottoms up, keeping the interest of employees ahead of other interests. We have established our HR processes and systems well and continuously endeavour towards realising our HR Vision of becoming The Employer of Choice. Few key steps in keeping our employee engaged and passionate about their job are:- Creating culture of meritocracy & performance - Rewarding performance by creating fair &

transparent performance management system, in order to bring in a sense of ownership amongst all employees and drive them towards self-performance and personal growth.

Opportunity to learn and grow - As an organisation, we are committed to the capability building of our valued employees. We have a strong focus towards learning and providing development opportunities within and enhancing their professional as well as personal skill sets.

Rewards & Recognition: Celebrate each moment of accomplishment - No good performance gets unnoticed at Airtel as we believe in performing, rewarding and celebrating. We have created a culture of celebration wherein any great performance, be it individual or team is applauded, rewarded & celebrated.

Fun @ work – an environment for the employees to open up is created through this initiative across levels by organising various fun @ work initiatives like sports, informal get together, offsite, etc.

Communication Forums - Through multiple programs like regular town halls, skip level meetings, coffee with Chief Operating Officers, monthly Rewards & Recognition functions, etc the top management interacts with employees on a regular basis. These forums enable two way communications, thereby providing employees a chance to address their concerns & queries with the senior management of the company.

When we talk about the management style specifically at Airtel focuses on high performance work culture which fosters innovation, entrepreneurship, inclusiveness, teamwork and continuous improvements. The growing importance of Corporate Governance by Airtel shows its priority towards a transparent and accountable organization thus being able to meet the needs of all the concerned stakeholders. They aim to provide timely and balanced disclosure of all material information concerned towards stakeholders. Moreover they aim to have a sound system of risk management and internal control.

The existence of code for board of directors and board committees, code of business conduct and ethics for director/management personnel signifies the existence of the culture driving the whole organization towards effective corporate governance.


Airtel comes from Bharti Airtel Ltd, India’s largest integrated private telecom providers. The business is divided into 3 SBUs:- Mobile services Airtel Telemedia services Enterprise services

Drivers of the management style Empowerment

Respect the opinions and decisions of others. We encourage and back people to do their best. Entrepreneurship

Always strive to change the status quo. We innovate with new ideas and energise with a strong passion and entrepreneurial spirit.

TransparencyBelieve we must work with honesty, trust and the innate desire to do good.

ImpactAre driven by the desire to create a meaningful difference in society.

FlexibilityAre ever willing to learn and adapt to the environment, our partners and the customers’ evolving

needs.

Airtel's initial corporate structure concentrated on the hierarchy of the operations inside the company as a whole. The structure depicted the corresponding operation/region of different in-charges and it didn't hold anyone responsible for each of its services. So, the company found it better to restructure its corporate hierarchy. The transformed organisational structure has two distinct Customer Business Units (CBU) with clear focus on B2C (Business to Customer) and B2B (Business to Business) segments. Bharti Airtel's B2C


business unit will comprehensively service the retail consumers, homes and small offices, by combining the erstwhile business units - Mobile, Telemedia, Digital TV, and other emerging businesses (like M-commerce, M-health, M-advertising etc.). The B2C organization will consist of Consumer Business and Market Operations.The organisation have changed the style of the company as the company do nat have any brand logo till the time.

Control Systems

Internal control systemsAirtel has a comprehensive system of internal controls to safeguard the Company’s assets against loss

from unauthorized use and ensure proper authorization of financial transactions. The Company has an exhaustive budgetary control system to monitor all expenditures against approved budgets on an on-going basis. The Company’s accounting process is based on uniform accounting guideline that sets out accounting policies and significant processes and deadlines on a company wide basis. There are binding directives for internal reconciliations and other accounting operations. The Company maintains a system of internal controls designed to provide a high degree of assurance regarding the effectiveness and efficiency of operations, the reliability of financial controls, and compliance with laws and regulations.

Airtel has well established policy towards maintaining the highest standards of health, safety and environmental norms while maintaining operational integrity. It is also responsible for assessing and improving the effectiveness of risk management, control and governance process. The corporate audit group is responsible for performing all internal audit activities of the organisation over these systems of internal controls. It reports functionally to the Audit committee of the Board of Directors and administratively to the chairman and CEO. It develops an annual Internal Audit plan after a careful assessment of major risks in each of the businesses.

The risk management focuses on identifying all high-risk areas, along with the internal controls and policies adopted to mitigate such risks at each of operating circles as well as the corporate functions. Based on this risk management, an extensive Audit plan is developed to cover all critical areas, such as Revenue Assurance, Collections, Credit & Rsk, MIS, Financial Reporting. Procurement and Information Technology etc. This Audit plan is augmented with other special reviews, as and when deemed necessary.

Audit committee:- A strong external audit committee is appointed to review the financials of the company Powers of the Audit Committee: To investigate any activity within its terms of reference. To seek information from any employee. To obtain outside legal or other professional advice. To secure attendance of outsiders with relevant expertise, if it considers necessary

Disclosures: Bharti Airtel’s quarterly results reporting and other disclosures are considered one of the best among the Asian Telecom companies.


[Parameters considered in making Audit Report]

Ombudsperson policy aims to provide an independent forum by means of the Office of the

Ombudsperson, for employees and external stakeholders of the company to raise concerns and complaints about improper practices which are in breach of the Bharti Code of Conduct, put in a far & equtable inquiry process & redressal mechanism. Also, it reassures emplyees & other stakeholders raising concerns, that each


Management SystemsManagement ReviewsChange MangementLabor Management

Environment, Health & Safety Management Systems

Quality SystemCompliance to Quality certifications

Technical DocumentationManagement of equipements- calibration

Incoming quality controlIn process control

Change control MechanismFailure Mode Effect Analysis for process and

designImplementation of preventive and corrective

action mechanismChange management

Rejection Control MechanismProduction Capability

Factory Infrastructure, layout and locationEquipment MachinaryProduction Planning

Preventive MaintenanceSpare parts managementPartener’s Management

Inventory ControlWarehouse Management

Identification & Traceablity

Research & DevelopmentInnovation

Design capabilityDesign structure

Financial back up for R&DTraining

one will be fully protected against possible reprisals, intimidation, coercive action, dismissal, demotion or victimization when a serious and genuine concern of apparent unprofessional conduct has been made in good faith.

Risk control:1. Regulatory: The business is subject to extensive regulation by the government, which could have

an adverse impact on the business, as there is often a significant initial uncertainty considering the scope and impact of many measures. Airtel may be required to obtain additional approvals from the central, state and local governments that they do not currently have, for enhancement of their network coverage to new locations and towns.

2. Competition: The business faces significant competition from private operators and government controlled companies. These government controlled companies may have significantly greater resources than the company. Failure to ensure a complete level playing field may affect the business. The churn rate of customers in their mobile and fixed line networks is high and this may result in incurring additional costs on account of non-payment by customers. However, Bharti is an integrated player having an all India presence with a large mobility footprint, a brand with strong presence and equity and standardized prevalent processes which would enable them to consolidate our position the telecommunications market.

3. Capital- intensive nature: The businesses are highly capital intensive with long gestation periods. As a strategy, the company has adopted a modular rollout of networks and incurs capital expenditure extremely cautiously. However, it would require additional financing in the form of debt or equity to meet requisite requirements. But it has adequate leveraging powers for raising further finances.

4. Technological: The Company believes in adopting only tried and tested technology, and sources technology only from vendors of international repute.

5. Credit risk control: The group has no concentration of credit risk as the customer base is widely distributed both economically and geographically. Derivative counterparts and cash transactions are limited to high creditworthy financial institutions Also, short term investments are widely distributed.

6. Control of Foreign currency risk: The group has obtained foreign currency loans and has imported equipment and is therefore, exposed to foreign exchange risk arising from various currency exposures primarily with respect to US dollar and Japanese Yen. The entities in the group use forward contracts to manage their exposure to foreign currency risk.

7. Control of Interest rate risk: The group has a mix of fixed rate and floating rate loans and uses interest rate swaps which have the economic effect of converting borrowings from fixed rates to floating rates. The group has also entered into composite contracts which include both interest rate swaps as well as forward contracts.


8. Market Risk Control: The group manages the market risk associated with interest rate and foreign exchange contracts by establishing and monitoring parameters that limit the types and degree of market risk that may be undertaken.

9. Vendor Risk Control: The group depends upon key suppliers and vendors to provide equipment and services that it needs to build and upgrade its network, while the group believes that its vendors are internationally reputed, the results of operations could be adversely affected if it is unable to obtain adequate supplies of equipment in a timely manner. The group manages to minimize the possibility of such risk by having long term contracts with the vendors and also having more than one vendor for supply of equipment and services.

Partner performance managementPartner performance is a key factor in Bharti Airtel’s performance and ability to satisfy its customers. Partner’s performance would determine to a large extent their future busness relationship with Bharti Airtel.The partner’s performance management is carried in two methods:

1. Partner score cardBharti Airtel will issue a six monthly Partner score card to selected partners. This score card will provide feedback to the partner about their performance in the following areas:

2. Partner AuditPartners who consistently have poor performance could be notified of Bharti Airtel’s intention to re-evaluate the partner and potentially place the partner on a ‘conditional’ status until performance improvement is demonstrated. Partners would be required to provide a documented action plan for corrective action. Failure to improve performance within the time required by Bharti Airtel would lead to a partner’s ineligibility to quote new business, removal from Bharti Airtel’s approved partner list, and/or being resourced on their current business. Bharti Airtel expects that the partners would incorporate the partner scorecard into their customer satisfaction and management review processes.

10. Operational Control: Order Fulfillment Solution (OFS) for Bharti Airtel Ltd., is the glue between the hugely disparate applications of e-CRM on one hand, and FX Billing System on the other. In the larger picture of Order Management, the Enterprise Service Bus provides the desired message


Quality

Quality status at Receipt

Quality status during installation

Quality status post installation

Life of item, product or service

System & Processes

Innovative Business Model

Improvement focus

Regulatory compliances

Quality certifications

routing, transformation, conversion, and mediation capabilities needed by such disparate applications to integrate.

However, Bharti Airtel faced several challenges with it. To overcome these challenges, it came up with the order decomposition method. This basically converts the selling view to fulfilment (billing and provisioning) view. With this process, the developed application now takes around 100 milliseconds to decompose an order.

Performance Rewards

In the current highly competitive business environment, a motivated workforce has become the key to the survival and success of any organization. In the free market environments the customers are the kings and to achieve customer satisfaction a well motivated workforce is required.

But the basic human psychology is that a person will not work unless there is adequate motivation for him to do so. In order to ensure the employees remain motivated and work to their maximum potential, the organization needs to have an effective rewards policy system in place.

An improper rewards system can end up de-motivating the employees and further decrease the employee performance. The rewards need to be a combination of both Monetary and non-monetary rewards. Money acts as a strong motivator for any employee. Therefore, the importance of financial rewards cannot be undermined. However, there should be equal care given to devise a fair system that is performance-linked. The performance–linked system encourages the employees who are performing well, and at the same time, it gives motivation to employees who may not be performing so well.

Performance Appraisal The performance appraisal techniques used in AIRTEL are:

Essay technique: The appraiser records overall impressions about employees. The strengths, weaknesses, promote ability and development needs.

Critical incident technique: It involves maintaining daily log of what the employee does and exception behaviors.

Forced Distribution Ranking : It involves relative rankings of employees with each other. The employees are distributed into certain performance categories.

Rewards

AIRTEL considers its employees are resources in which the company has invested. Pay policies and programs are the most important tool for motivating the employees. The major advantage of paying above the industry level is that the company is able to attract and retain the top talents.

Compensation and Benefits

AIRTEL has a separate compensation department which deals in staffing and compensation management. The departments track the employee performance from the point when he or she is employed and so it is easy for them to design compensation plans. The plans are based on the performance and if performance is up to the standards of Airtel and the employee has good conducts he is rewarded. After performance


evaluation, results are rechecked and matched with the standards. Based on that, proper compensation plans are designed.

Promotions

Promotions are also a reward management technique to motivate the employees. In AIRTEL promotions are based on the merit and experience basis. The constant good performers are rewarded by the way of promotions.

Bonuses

The employee may receive 1 to 3 month bonus subject to evaluation of accomplished objectives.

In Airtel the reward system is based on the individual performance and individual employee performance is judged for the reward. The manager of respective departments recommends a candidate from his section for the reward purpose to HR.

Other Employee Benefits

Medical support At Airtel, every employee is offered entire end-to-end health care,health insurance assistance and support.

Temporary loan to employees policyEmployees can avail temporary loan facility in case of any contingency.

Group accident/life insurance AIRTEL provides financial assistance to an employee and their family in case of loss of earning capacity of the employee due to accident/death during the course of employment and cover employees under life insurance.

Hardship allowance For employees working in areas where there is significant threat to life and safety, we also provide a special allowance.


Communication

Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. It is a process of transmitting information, ideas, thoughts, opinions and plans between various parts of an organization.

Importance of Communication In Organization

Effective communication is required at various levels and for various aspects in an organization such as –

For manager – employee relationsEffective communication of information and decision is an essential component for management-

employee relations. For motivation and employee morale

Communication is also a basic tool for motivation, which can improve morale of the employees in an organization.

For increase productivityWith effective communication, you can maintain a good human relation in the organization

and by encouraging ideas or suggestions from employees or workers and implementing them whenever possible, you can also increase production at low cost.

For employeesIt is through the communication that employees submit their work reports, comments, grievances

and suggestions to their seniors or management.

Types of Business Communication

There are two types of business communication in an organization:1. Internal Communication2. External Communication

Internal Communication

Communication within an organization is called "Internal Communication".It includes all communication within an organization. It may be informal or a formal function or department providing communication in various forms to employees.


Effective internal communication is a vital mean of addressing organizational concerns. Good communication may help to increase job satisfaction, safety, productivity, and profits and decrease grievances and turnover.

In Internal communication within the organization Airtel uses two methods:1. Vertical Communication is of two types, from upper level to lower level and lower level to upper

level.

Top to Bottom Communication

At Airtel, if top management finds staff missing the deadlines, not taking initiatives, indulging in criticism and avoiding work, chances are that they are not fully aware of importance of their role in organizational progress. Management conveys what it expects from them and what benefits they would receive out of their efforts. This is achieved by conducting periodical staff meetings, regular verbal and electronic messages, notice boards and broadcast mediums.

Bottom to Top Communication


Organizations must not only find a mean to convey what they want from their employees but should also provide them a way to convey their feelings, sentiments and ideas to the top management. Managers should pay heed to what employees have got to say and provide proper response to their issues. This will nourish a positive feeling of being ‘getting heard’ and keep their interest live in working for the company. And these are two things that happen very effectively at Airtel.

2. Horizontal Communication Horizontal communication normally involves coordinating information, and allows people with the same or similar rank in an organization to cooperate or collaborate. Communication among employees at the same level is crucial for the accomplishment of work.

This Horizontal Communication has helped Airtel in::o Solving problemso Accomplishing taskso Improving teamworko Building goodwillo Boosting efficiency


Internal Communication Channels adopted by Bharti Airtel

When organizations such as Airtel which deal with staff compliments of several hundred across different countries on various levels of hierarchy and from different cultures, educational background, language preferences and demographics, effective internal communication becomes a major challenge. The AIRTEL internal communication System includes the following pattern:

1.Bharti Airtel Limited is India’s largest integrated private telecom services provider with a footprint in all the 23 telecom circles. To keep up with multi-dimensional hyper-growth, Airtel runs one of India’s largest backend IT infrastructure setups. This comprises 800+ applications run centrally and locally, more than 5,000 servers with approximately 15,000 CPUs running physical and virtual servers, 1800+ databases with 6+ Petabytes of storage and 4000+ network devices deployed across 8 Data Center locations spread around India.

2.Internal communication in a company is always done through emails. But it often gets restricted to the availability of a PC, laptop or a smart phone. To tackle this challenge Airtel's staff of 20,000 is now connected with me-tize, designed by IBM and implemented in a phased manner over the past couple of months, to communicate with each other with the help of SMS. Today, the system hosts almost 90 percent of the communication within the company, pushing emails to a corner, according to the Economic Times.

IBM has developed over 20 such templates for the company, and to ensure security and accountability, all SMS’es are linked to the company's back-end. That means a back-up for every SMS sent, and a guarantee of assured action. At least 1.5-million transactions have been approved via SMS’es over the past four months at the company

The biggest beneficiaries of me-tize service have been the company's sales team. "We have 4,000 employees on the field doing sales. Earlier, they required computers(with internet) to send requests, get approvals and even access their own data.

3. The other channels used by airtel for internal communication purpose are: Intranet Website conference calls internal newsletters e-mail message boards printed materials virtual meetings Face to face meetings.


External Communication

External communication covers how an organization interacts with those outside their own organization. This may be with the public, employers, community organizations, local authorities, job centres, careers offices, funding bodies, specialist agencies and other training providers.

Partner communication

This section outlines Airtel requirements with respect to Partner Communication. Airtel believes that Communication is the nerve line for any partnership and focuses on establishing a transparent, two-way and trusting relationship with all partners.

Communication with partners is done at different levels: Functional Directors - Conceptualization of requirement, delivery timing and KPI's User Owner - Delivery as per specification, timeline and usage requirement Supply Chain Team - Commercial and Contractual Agreements Governance Team - Code of Conduct, Contractual Obligations and Ethical Issues

Three types of communications are considered• Strategic• Operational• Need Based

Partners Grievances:

Bharti Airtel recognizes Partners as one of the key stakeholders of its business and hence it is important to address their grievances in transparent and structured manner. Issues related to ethics and integrity is handled by Ombudsman Process as per the bharti airtel Code of Conduct policy.

All other grievances are monitored, reviewed and resolved by Supply Chain Council. This council comprises of senior members of the supply chain function.

Partner identity is kept confidential in case of sensitive grievances like integrity issues.Types of grievances:

Grievances are broadly classified in the following categories Payments Dispute/Disagreement in business Unethical/Integrity/Code of Conduct violations

There are different channels through which Partners can register their grievances Partner Portal (to be activated soon) E-mails to helpdesk


Investor Communication

Airtel is cordial for any investor relationship. They have a helpline for new investor.

The fact that Airtel has a free flow of communication with its investors can be substantiated by the following facts:

Airtel publishes Annual Report every year. They publish annual report so that the shareholders of the company come to know about the bank in which they invested money. Another reason of publishing annual report is to attract new investor.

Earnings calls occur four times a year. Analysts meet twice a year. There is a proper Investor grievance handling process

Customer Communication

Airtel Customers have the convenience to access their 24-hr customer service number from any part of the country from airtel phone, it can also be accessed them from landline.

They take customer survey to meet their needs faster, solve their problems even better, and gain their 100% satisfaction. In this journey, they need customer’s active participation.

Another important tool is notice. Airtel uses notice for events, accident, special events, information, certain change of plan, repairing, policy change etc.

Airtel publishes Annual Report every year. Newspaper is a very common, cheap and easy way to share information, events, news in a very short

time to general public. Customer Feedback column on their website.

By putting in such control systems, Bharti Airtel is committed to maintain the highest standard of conduct and professionalism and towards this end has formulated policies that will provide clarity about the overall objectives & act as catalyst for Managerial Success.


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