Airtel Control Systems

Management Control Systems
MCS PROJECT AIRTEL Page 1

Contents
Bharti Airtel - Introduction .......................................................................................................................... 2
Organizational Structure .............................................................................................................................. 4
Management Style ....................................................................................................................................... 7
Control Systems ........................................................................................................................................... 9
Performance Rewards ................................................................................................................................ 13
Communication .......................................................................................................................................... 15


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 organizations 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 objectives
2. Establish responsibility centers
3. Develop performance measures
4. Measure and report financial performance
5. 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 networkbase 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 AirtelVodafone 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 Zains 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 Airtels
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)
Preside
nt
(Enterprise
Services)
Busin
ess
Director
(DTH
Services)
Presid
ent
(Mobile
Services)
Presid
ent (Tele
Media
Services)
Executive
Director
(Network Service
Group)
Executiv
e Director
(Supply
Chain)
Executive
Director (Human
Resource)
Executiv
e Director
(Finance)
Director
(Legal &
Regulatory)
Director
(IT)
Director
(Internal
Assurance)

The organizational structure from August, 2011 is as follows:

Executiv
e 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)

Presiden
t (B2C)
Presiden
t (B2B)
Operatio
ns Director
(West &
National
Distribution)

Operation
s Director
(North,
East &
Bangladesh)
Operatio
ns 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, Indias 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.
Transparency
Believe we must work with honesty, trust and the innate desire to do good.
Impact
Are driven by the desire to create a meaningful difference in society.
Flexibility
Are 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 systems
Airtel has a comprehensive system of internal controls to safeguard the Companys 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 Companys 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 Airtels 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
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.

Management Systems
Management Reviews
Change Mangement
Labor Management
Environment, Health & Safety
Management Systems
Quality System
Compliance to Quality certifications
Technical Documentation
Management of equipements- calibration
Incoming quality control
In process control
Change control Mechanism
Failure Mode Effect Analysis for process and
design
Implementation of preventive and corrective
action mechanism
Change management
Rejection Control Mechanism
Production Capability
Factory Infrastructure, layout and location
Equipment Machinary
Production Planning
Preventive Maintenance
Spare parts management
Parteners Management
Inventory Control
Warehouse Management
Identification & Traceablity
Research & Development
Innovation
Design capability
Design structure
Financial back up for R&D
Training


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 management
Partner performance is a key factor in Bharti Airtels performance and ability to satisfy its
customers. Partners performance would determine to a large extent their future busness
relationship with Bharti Airtel.
The partners performance management is carried in two methods:
1. Partner score card
Bharti 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 Audit
Partners who consistently have poor performance could be notified of Bharti Airtels 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 partners ineligibility to quote new business, removal
from Bharti Airtels 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
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.
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


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 performancelinked 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 policy
Employees 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 relations
Effective 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 productivity
With 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 employees
It 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 Communication
2. 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 problems
o Accomplishing tasks
o Improving teamwork
o Building goodwill
o 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 Indias 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 Indias
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 SMSes 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 SMSes 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 customers 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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