A REPORT ON

BY
VIPUL AHEER

1
BHARTI AIRTEL

AREPORT ON

2
BHARTI AIRTEL

DECLARATION

I MR. RAMESH ,hereby declare that this Summer Internship Program (SIP) on Analysis of Life Insurance
policies with reference to Max NewYork Life Insurance at Axis Bank Ltd. is the record of authentic work
carried out by me during the period from 12/05/2016 to 12/07/2016 and has not been submitted earlier to any
University or Institute for the award of any degree / diploma etc.

NAME OF THE STUDENT

PRN: -15264

DATE: PLACE:

3
BHARTI AIRTEL

CERTIFICATE

This is to certify that Ms. of MIT Punes, MIT School Of Telecom Management (MITSOT) has successfully
completed the SIP work titled Analysisof Life Insurance Policies with reference to Max NewYork Life
Insurance at Axis Bank ltd. in partial fulfillment of requirement for the completion of PGDM course as
prescribed by the MITSOT.
This SIP report is the record of authentic work carried out by her during the last semester. She has worked
under my guidance.

Dr. MilindPande
Project Director
MITSOT

Dr. JaideepJadhav
/ MENTOR
MITSOT

GUIDE

TABLE OF CONTENTS
4
BHARTI AIRTEL

Contents
DECLARATION............................................................................................................................... 2
ACKNOWLEDGMENT...................................................................................................................... 6
HISTORY OF THE OGRANIZATION...................................................................................................... 7
INTRODUCTION............................................................................................................................... 9
FINANCIAL PERFORMANCE

........................................................................................................................... 10

PROFIT AND LOSS A/C

............................................................................................................................... 11

BALANCE SHEET..................................................................................................................... 14
............................................................................................................................................... 16
Capital Structure........................................................................................................................ 17
PERSONNEL.................................................................................................................................. 19
RECRUITMENT PROCESS........................................................................................................... 20
FACTORS INFLUENCING RECRUITMENT..................................................................................20
Strategic plans:......................................................................................................................... 20
SELECTION PROCESe................................................................................................................. 28
Definition of selection:............................................................................................................. 28
Factors influencing selection process:...................................................................................28
Steps in selection procedure:.................................................................................................. 28
MARKET SHARE OF AIRTEL....................................................................................................... 33
WELFARE POLICIES.................................................................................................................... 36
Strategic Organisation Changes For Future Growth............................................................42

5
BHARTI AIRTEL

ACKNOWLEDGMENT

6
BHARTI AIRTEL

HISTORY OF THE OGRANIZATION

In 1984, Sunil Mittal started assembling push-button phones in India, which he earlier used to import from a
Taiwan company, Kingtel, replacing the old fashioned, bulky rotary phones that were in use in the country then.
Bharti Telecom Limited (BTL) was incorporated and entered into a technical tie up with Siemens AG
of Germany for manufacture of electronic push button phones. By the early 1990s, Bharti was making fax
machines, cordless phones and other telecom gear.[14] He named his first push-button phones as 'Mitbrau'. In
1992, he successfully bid for one of the four mobile phone network licences auctioned in India.One of the
conditions for the Delhi cellular license was that the bidder have some experience as a telecom operator. So,
Mittal clinched a deal with the French telecom group Vivendi. He was one of the first Indian entrepreneurs to
identify the mobile telecom business as a major growth area. His plans were finally approved by the
Government in 1994 and he launched services in Delhi in 1995, when Bharti Cellular Limited (BCL) was
formed to offer cellular services under the brand name AirTel. Within a few years Bharti became the first
telecom company to cross the 2-million mobile subscriber mark. Bharti also brought down the STD/ISD cellular
rates in India under brand name 'Indiaone'. In 1999, Bharti Enterprises acquired control of JT Holdings, and
extended cellular operations to Karnataka and Andhra Pradesh. In 2000, Bharti acquired control of Skycell
Communications, in Chennai. In 2001, the company acquired control of Spice Cell in Calcutta. Bharti
Enterprises went public in 2002, and the company was listed on Bombay Stock Exchange and National Stock
Exchange of India. In 2003, the cellular phone operations were re-branded under the single Airtel brand. In
2004, Bharti acquired control of Hexacom and entered Rajasthan. In 2005, Bharti extended its network to
Andaman and Nicobar. This expansion allowed it to offer voice services all across India. Airtel launched "Hello
Tunes", a Caller ring back tone service (CRBT), in July 2004 becoming to the first operator in India to do so.
The Airtel theme song, composed by A.R. Rahman, was the most popular tune on that year. [15] In May 2008, it
emerged that Airtel was exploring the possibility of buying the MTN Group, a South Africa-based
telecommunications company with coverage in 21 countries in Africa and the Middle East. The Financial
Times reported that Bharti was considering offering US$45 billion for a 100% stake in MTN, which would be
the largest overseas acquisition ever by an Indian firm. However, both sides emphasize the tentative nature of
the talks, while The Economist magazine noted, "If anything, Bharti would be marrying up," as MTN has
more subscribers, higher revenues and broader geographic coverage.[16] However, the talks fell apart as MTN
Group tried to reverse the negotiations by making Bharti almost a subsidiary of the new company.[17] In May
2009, BhartiAirtel again confirmed that it was in talks with MTN and the companies agreed to discuss the
potential transaction exclusively by 31 July 2009. Talks eventually ended without agreement, some sources
stating that this was due to opposition from the South African government

7
BHARTI AIRTEL

In 2009, Bharti negotiated for its strategic partner Alcatel-Lucent to manage the network infrastructure for the
fixed line business. Later, BhartiAirtel awarded the three-year contract to Alcatel-Lucent for setting up
an Internet Protocol access network across the country. This would help consumers access internet at faster
speed and high quality internet browsing on mobile handsets.[19] In 2009, Airtel launched its first international
mobile network in Sri Lanka.[20] In June 2010, Bhartil acquired the African business of Zain Telecom for
$10.7 billion making it the largest ever acquisition by an Indian telecom firm. [21] In 2012, Bharti tied up
with Wal-Mart, the US retail giant, to start a number of retail stores across India. [22] In 2014, Bharti planned to
acquire Loop Mobile for INR 7 billion, but the deal was called off later.[23]
BhartiAirtel Limited (Airtel), the worlds third largest mobile operator with operations in 20 countries across
Asia and Africa, today said that its Treasury division has been adjudged as a highly commended winner of the
Top Treasury Team (Asia) Awards at the Adam Smith Asia Awards 2015.[24]

8
BHARTI AIRTEL

INTRODUCTION

BhartiAirtel Limited is an Indian global telecommunications services company based in New Delhi, India. It
operates in 18 countries across South Asia, Africa, and the Channel Islands. Airtel provides GSM, 3G and 4G
LTE mobile services, fixed line broadband and voice services depending upon the country of operation. It is
the largest

mobile

network

operator in India and

thethird

largest

in

the

world with

325 million

subscribers. Airtel was named India's second most valuable brand in the first ever Brand ranking by Millward
Brown and WPP plc.
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 adopted by several operators.] Airtel's equipment is provided and maintained
by Ericsson and Nokia Solutions and Networks[9] whereas IT support is provided by IBM.[10] The transmission
towers are maintained by subsidiaries and joint venture companies of Bharti including BhartiInfratel and Indus
Towers in India.[11] Ericsson agreed for the first time to be paid by the minute for installation and maintenance of
their equipment rather than being paid up front, which allowed Airtel to provide low call rates of 1/minute
(US$0.02/minute).[12]

9
BHARTI AIRTEL

FINANCIAL PERFORMANCE

10
BHARTI AIRTEL

PROFIT AND LOSS A/C

11
BHARTI AIRTEL

Mar' 16

Mar' 15

Mar' 14

Mar' 13

Mar' 12

60,300.20

55,496.40

49,918.50

45,350.90

41,603.80

Material Consumed

51.60

71.40

20.50

183.60

236.50

Manufacturing Expenses

19,113.40

18,717.60

16,921.10

15,690.90

13,257.30

Personnel Expenses

1,869.30

1,691.50

1,648.10

1,511.30

1,391.50

Selling Expenses

0.00

0.00

0.00

0.00

0.00

Adminstrative Expenses

16,929.70

15,584.80

15,030.00

14,494.40

13,074.80

Expenses Capitalised

0.00

0.00

0.00

0.00

0.00

Cost Of Sales

37,964.00

36,065.30

33,619.70

31,880.20

27,960.10

Operating Profit

22,336.20

19,431.10

16,298.80

13,470.70

13,643.70

Other Recurring Income

1,485.60

5,193.00

853.40

1,463.10

624.70

Adjusted PBDIT

23,821.80

24,624.10

17,152.20

14,933.80

14,268.40

Financial Expenses

3,559.00

1,409.10

1,336.40

1,652.30

1,396.20

Depreciation

9,543.10

7,559.70

7,231.30

6,826.70

5,916.00

Other Write offs

0.00

0.00

0.00

0.00

0.00

Adjusted PBT

10,719.70

15,655.30

8,584.50

6,454.80

6,956.20

Tax Charges

2,493.30

2,454.80

1,777.20

1,358.50

1,226.20

Adjusted PAT

8,226.40

13,200.50

6,807.30

5,096.30

5,730.00

Non Recurring Items

-679.90

0.00

-207.10

0.00

0.00

Other Non Cash adjustments

0.00

0.00

0.00

0.00

0.00

Reported Net Profit

7,546.50

13,200.50

6,600.20

5,096.30

5,730.00

Income :
Operating Income
Expenses

12
Earnigs Before Appropriation

66,662.30

61,697.00

49,278.20

43,440.10

39,212.00

Equity Dividend

613.60

1,480.40

657.30

379.80

318.20

BHARTI AIRTEL

PERSONNEL

13
BHARTI AIRTEL

RECRUITMENT PROCESS

FACTORS INFLUENCING RECRUITMENT

Strategic plans:

The steps most commonly used in developing an HR strategy:

Setting the strategic direction

Designing the Human Resource Management System

Planning the total workforce

Generating the required human resources

Investing in human resource development and performance

Assessing and sustaining organizational competence and performance.

Recruitment Criteria:

Technical criteria, i.e. know-how, professional skills, and experience in your field.

The candidates personality and charisma are the most influential criteria in the
process of recruitment in France.

Communication skills and the knowledge of foreign languages are also very
important, to ensure the smooth flow of communication between the company and
its subsidiary

SOURCES OF RECRUITMENT
Before an organization begin recruiting applicants, it should consider the most likely source of
the type of employee it needs. Some companies try to develop new sources, while most only
tackle the existing sources they have. These sources

14
BHARTI AIRTEL

INTERNAL SOURCES:
As a conscious focus of the organization to nurture high potential talents by providing
them suitable career growth opportunities within the organization, efforts would always be made
to fill in specific vacancies from its existing human resource pool and this is known as internal
sources.
The entire process would be done through job posting (IJP) and communication including
the job profile, candidate profile, eligibility (who can apply), application deadline etc. would be
made available by the HR.
Employees possessing necessary skills, knowledge, and experience matching with those
required for the job may apply through the appropriate communication channels as prescribed in
the IJP.
Promotions:
The process of elevating a person to higher level job is what is known as promotion.
Transfers:
Transfer of an employee may be either from one section to another or from one
department to another.
Job rotation:
Moving an employee to get specialized in various posts of the organization.
Re-employment of ex-employees:
Re-employment of ex-employees is one of the internal sources of recruitment in which
employees can be invited and appointed to fill vacancies in the concern. There are situations
when ex-employees provide unsolicited applications also.
The use of an internal source paves way for the following merits:
It improves the morale of employees, for they are assured of the fact they would be preferred to
outsiders when vacancies occur.
The employer is in a better position to evaluate those presently employed than outside
candidates. This is because the company maintains a record of the progress, experience and
service of employees security and opportunities for advancement.

15
BHARTI AIRTEL

As a person in the employment of the company, are fully aware of and well acquainted with its
policies and know its operating procedure they require little training and the chances are that
they would stay longer in the employment of the organization than a new outsider would.
It is less costly than going outside to recruit.
EXTERNAL SOURCES :
External sources of recruitment have to be solicited from outside the organization. External
sources are external to a concern. But it involves lot of time and money. The external sources of
recruitment include Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors, recommendations etc
Employment at Factory Level This a source of external recruitment in which the applications
for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of
recruitment is applicable generally where factory workers are to be appointed. There are people
who keep on soliciting jobs from one place to another. These applicants are called as unsolicited
applicants. These types of workers apply on their own for their job. For this kind of recruitment
workers have a tendency to shift from one factory to another and therefore they are called as
badli workers.
Advertisement It is an external source which has got an important place in recruitment
procedure. The biggest advantage of advertisement is that it covers a wide area of market and
scattered applicants can get information from advertisements. Medium used is Newspapers and
Television.
Employment Exchanges There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through such
exchanges. Now-a-days recruitment in government agencies has become compulsory through
employment exchange.
Employment Agencies There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals
supply required manpower to needy concerns.

16
BHARTI AIRTEL

STEPS IN RECRUITMENT PROCESS

DEVE

17
BHARTI AIRTEL

SELECTION PROCESe
Definition of selection:

According to Dale, selection may be defined as the process by which the organization
chooses from among the applicants, those people whom they feel would best meet the
job requirement, considering current environmental condition.

18
BHARTI AIRTEL

SELECTION PROCESS
RECEPTIONS OF APPLICATIONS

PRELIMINARY INTERVIEW

APPLICATION BANK

PSYCHOLOGICAL TESTS

INTERVIEW

BACKGROUND INVESTIGATION

WAITING
LIST OF DESIRABLE APLLICANTS

FINAL SELECTION BY INTERVIEWERS

PHYSICAL EXAMINATION

NEGATIVE DECISION

PLACEMENT

19
BHARTI AIRTEL

TRAINING AND DEVELOPMENT

Training Objectives OfAirtel
To improve organizational performance through dissemination of the latest knowledge and skills among all
categories of employees.
To create the mechanism which will bring the attitudinal and behavioral changes in AIRTEL Associates.
To convert AIRTEL into a Learning Organization enhancing the speed of learning as a basic process of
learning.
To act as a common forum to interact on productivity/ teaming/ leadership issues.
To strive towards employee retention by providing suitable developmental interventions.
XI. Topics Of Employee Training In Airtel
1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and
customs.
2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical that employees
understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have different perspectives and
views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's
diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict.
Training can people to get along in the workplace.
Training and Development Programm in Airtel: The Status of Art DOI: 10.9790/487X-18117488
www.iosrjournals.org 80 | Page

20
BHARTI AIRTEL

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc.,
require basic training about quality concepts, guidelines and standards for quality, etc.
8. Sexual harassment: Sexual harassment training usually includes careful description of the organization's
policies about sexual harassment, especially about what are inappropriate behaviors.
General Benefits from Employee Training and Development
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
Risk management, e.g., training about sexual harassment, diversity training

21
BHARTI AIRTEL

MARKET SHARE AS PER TOTAL SUBSCRIBERS

22
BHARTI AIRTEL

EL
FARE POLICIES
At BhartiAirtel, business success is not just about profits and shareholder returns. We believe in pursuing wider socioeconomic and cultural objectives and have always endeavored to not just live up to it, but to try and exceed the
expectations of the communities in which we operate.
Quality education is the most powerful tool for socio-economic transformation of a country. It not only eradicates poverty
but also ensures equity among people. Therefore, BhartiAirtels CSR and welfare activities will be committed to create
and support programs that bring about sustainable changes through education and use of technology and ensure:
Accessibility and quality of education for all, in particular for underprivileged children from disadvantaged and
marginalized communities.
Education and training opportunities to the youth of our country in order to make them employable.

Focus areas
BhartiAirtels CSR and welfare activities will center on the following areas:
I. Promoting education including special education, employment enhancing vocation skills especially among children and
livelihood enhancement projects
II. Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and making available
safe drinking water;
III. Contributions or funds provided to technology incubators located within academic institutions which are approved by
the Central Government.

23
BHARTI AIRTEL

IV. Promoting gender equality, empowering women, setting up homes and hostels for women and orphans, setting up old
age homes, day care centers and such other facilities for senior citizens and measures for reducing inequalities faced by
socially and economically backward groups.

.
CSR Committee
The Board of Directors of the Company shall constitute / re-constitute the CSR Committee from time to time in
compliance with statutory requirements. The CSR Committee shall comprise of a minimum of three directors, at least one
of whom, shall be an independent director. The composition and terms of reference of the Committee is available in the
Investor Section of Companys website i.e. www.airtel.in.
The CSR Committee may invite members of senior management, representatives of Bharti Foundation and other persons
as it deems necessary to the committee meetings.

Undertaking CSR Activities

Bharti Foundation is the philanthropic and developmental arm of the Bharti Group. Bharti Foundation currently runs 254
Schools to deliver free quality education to underprivileged children across rural pockets in India and lays special
emphasis on education for the girl child.
BhartiAirtel will primarily support the CSR activities, permitted under the Companies Act, 2013 and rules made
thereunder, undertaken by the Bharti Foundation. However, if required, it may also undertake CSR activities through any
other entity / organization in compliance with the provisions of applicable laws.

5. Selection and Implementation of CSR Activitiesand Projects

24
BHARTI AIRTEL

The CSR Committee shall consider CSR proposals from Bharti Foundation or through any other eligible entity. In order to
be considered by the CSR Committee, such proposals must inter-alia contain details of projects / programs to be
Sundertaken, proposed amount, timelines and a confirmation that such projects / programs are eligible under the
Companies Act, 2013 and rules made thereunder.
The CSR Committee will evaluate the projects / programs and may, at its sole discretion, approve certain projects /
programs for implementation. While approving projects / programs, the Committee shall ensure that those are covered
under the ambit of activities listed in Clause 2 above.
The CSR Committee may also decide to contribute towards the Corpus Fund, as permitted under the law.

6. CSR Budget
The Board shall approve overall limits for CSR Activities to be undertaken by the Company. Within the overall limits
approved by the Board, the CSR Committee shall approve individual projects / programs including contribution towards
the Corpus Fund. Any surplus arising out of the CSR projects, programs or activities will not form part of the business
profit of Airtel.
7. Location
All CSR projects / programs under this policy shall be undertaken in India. The CSR Committee shall decide on locations
for implementation of the CSR projects / programs.
8. Monitoring and Disclosure
The CSR Committee shall endeavor to:
Devise a robust monitoring mechanism to ensure that the CSR projects / programs are undertaken effectively in
accordance with the approval granted and are fully in compliance with applicable laws, rules and regulations. Monitoring
of CSR activities could be done through:
Periodic third party assessment of key projects
Impact assessment with key indicators in our areas of operations
Regular review by CSR committee
Ensure that appropriate disclosures are made to the shareholders in the companys annual reports.
The Contents of the CSR Policy shall be disclosed in the Boards report and displayed at the Airtel Website.
9. Validity of CSR Policy
This policy is effective from April 1, 2014 and may be amended by the Board as required from time to time

25
BHARTI AIRTEL

PRODUCTS AND SERVICES OFFERED

Products of Airtel
The company provides a wide array of products and services. In order to retain the
maximum number of customers, Airtel has tried to provide as many products and services
as possible in order to keep the customers. The following is a list of its products:
Airtel Pre-paid services
Blackberry Wireless Handheld
Airtel Post-paid services
Value added services like instant balance inquiry, caller line identification, 24 hour
recharge facility, multimedia messaging service, call wait & call Hold, Caller divert,
Airtel Live portal
SMS based information services
Voice mail services
Hello tunes, Ring tones,
Ringtones and hello tunes offers
Easy post-pay bill payment solutions
Enterprise Solutions

STP
Segment

Elite class of people; Corporates

Target Group

Elite class above 25 years age; YUPS(Young Upward Professionals)

26
BHARTI AIRTEL

Positioning

Aspirational and lifestyle brand; Premium category

SWOT Analysis

Strengths

1.Largest cellular service provider in India, with over 164.61 million

subscribers at the end of April 2011
2.Largest Telecom operator in the world with 207.8 million subscribers
across 19 countries at the end of 2010
3.Only Indian operator, with VSNL, that has an international submarine cable
4.High brand visibility
5.Strong advertising with celebrity brand ambassadors

Weaknesses

1.Price competition from BSNL and MTNL

2.Untapped Rural Market

Opportunities

1.Fast expanding cellular market

2.Latest and low cost technology
3.Untapped rural market

Threats

1.New entrant's low price offering

2.Saturation point in Basic telephony service
3.Mobile Number Portability

27
BHARTI AIRTEL

Strategic Organisation Changes For Future Growth

Creates International Business Group for enhanced focus on international expansion beyond India

and South Asia

ManojKohli to head the International Business Group and lead Airtels global foray as CEO

(International) & Joint MD

Sanjay Kapoor promoted to CEO, BhartiAirtel (India and South Asia) to consolidate Airtels

leadership position.
The company announced the creation of a new, empowered and dedicated International
Business Group that will be responsible for expanding the companys operations beyond
India and South Asia region. ManojKohli, who is currently the CEO (India and South Asia)
& Joint MD of the company, will head the International Business Group as CEO
(International) & Joint MD and will continue to be a member of the BhartiAirtel Board. The
International Business Group will comprise a team of seasoned and experienced
professionals, including from within the Bharti group, from areas such as Business
Development, Networks & IT, SCM, Project and Performance Excellence, Brand and
Customer Experience.
Sanjay Kapoor, currently the Deputy CEO of the company, will be elevated to the position
of CEO (India and South Asia), BhartiAirtel. Sanjay would have end-to-end responsibility
of leading India and South Asia businesses of BhartiAirtel and will drive growth and
business synergies in Mobile Services, Telemedia Services, Enterprise Services and DTH.
He will lead BhartiAirtel towards strengthening its position as a benchmark in innovative
practices, brand leadership, operational efficiency, customer value and leadership depth.
Mr. Sunil Bharti Mittal, Chairman & Managing Director, BhartiAirtel said, The next phase
of our journey is set to be another game changer requiring superior thrust and focused
leadership. We continue to win in the Indian telecom market, which is going through a
phase of hyper competition. At the same time, we will be developing comprehensive
plans for our journey to cover emerging markets beyond India and the South Asia.

28
BHARTI AIRTEL

BhartiAirtel has one of the finest management teams in the country and a strong
leadership pipeline. This new structure will leverage our management depth and build a
strong platform for fulfilling our global vision. Manoj and Sanjay, are amongst the finest
professionals in telecom industry not just in India but across the world and have
contributed immensely to the success of BhartiAirtel. I wish both of them the very best
for their new assignments. added Mr. Sunil Bharti Mittal.
Both Manoj and Sanjay will report to Sunil Bharti Mittal, Chairman & Managing Director,
BhartiAirtel. The new organization structure is effective 01 April 2010.

29
BHARTI AIRTEL