Balance Scorecard Framework

Corporate Strategy, and
Departmental Scorecards
“Success is on the
Cards for Us”
Roadmap for Presentation
Development of Balanced Scorecard

Strategy translation Balanced Scorecard at Implementation Plan
Approach PTCL and Tracking
Approach
Balanced Scorecard Process Overview Cascading the Scorecard

Philosophy (EVP & GM Level)
Corporate & Functional
Our Objectives & Scorecards Development Monitoring the Progress
Benefits of Approach against strategic initiatives
Strategy Mapping
Tracking the strategy and
communicating progress
Strategy Translation Approach: Balanced
Scorecard Philosophy
MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
STRATEGIC OUTCOMES
Capability
Financial Customer Operations
Building
“Translating Strategy into Measurable Actions”

Strategy Translation Approach: BSC
Benefits Serving our Objectives
OUR REQUIREMENTS
Putting Strategy in Achieving Cross- Enabling employees Monitoring Strategy

Action functional Alignment to be aligned with Implementation
the bigger picture by
cascading scorecard
LINKAGE
Aligns performance with Building Strategic Effective Communication of Tracking performance

Common Strategy Consensus Strategy at all Levels through Scorecards
BSC BENEFITS
Strategy Translation Approach: Strategy
Mapping (example)
Reduce
Strategic Theme Mapping Operating Cost
Financial
Profitability Translation of theme into Actionable Items
Enhance Improve
Revenue Productivity How success
in achieving The level of Key action
Statement of what performance programs
Increase Reduce the strategy
strategy must or rate of required to
Revenue Operating cost will be
achieve and improvement achieve
measured
what’s critical to needed objectives
and tracked
Customer its success
Enrich Customer
Experience
Objectives Measurement Unit Weightage Target Initiative
• Optimize OPEX • Actual OPEX 5% 95%

• Deployment of
Operations VS Budget % Smart switch with
ATS on 800 Sites
Optimize & • Closure of 70 non
Innovate in Solutions viable Exchanges
Computerize
& Product Offering business processes
Capability Extending the Map into Measurements, Targets and Initiatives

Building
CRM & Data Mining

Capabilities

Approach

Strategy Mapping
Development of Balanced Scorecard at PTCL:
Process Overview
 Etisalat’s Business Strategy analyzed

Reviewing  PTCL CEO’s Personal scorecard
reviewed
Step 1 Corporate  Etisalat & PTCL CEO messages &
Goals interviews analyzed
 Financial Reports of PTCL and Etisalat
reviewed
 Strategy Themes pertaining to 4 focus

Step 2 Developing areas (Financial, Customer,
Strategy Map Operations, Capability Building)
determined and mapped
 Corporate Scorecard developed to

Developing reflect the Corporate Strategy
Step 3 Corporate Themes
Scorecard  A consolidated snapshot of the
organizational goals and targets
Developing  SEVPs strategy themes aligned with

Step 4 Departmental Corporate Strategy themes
 Departmental Scorecards
Scorecard Developed & discussed with SEVPs
Corporate Scorecard (P&CEO)
Baseline Target
Focus Areas Goals Unit
(2011-12) (2012-13)
1. Revenue (gross revenue less discount to subs) Rs.b 59.14 b*
2. EBITDA Rs.b 16.11 b

Financial
3. Net Profit Rs.b 4.8 b
4. Capital expenditure / Operating cash flow (CAPEX

% 23.6%
as a % of Revenue)
Operational 5. Customer Base (Subscriber Index) # '000 1,647
6. Customer Experience Time
People 7. Staff Productivity/ Costs (HR Index) # 103%
Alignment and 8. Reporting timelines and accuracy (timely and

% 6.0%
Reporting accurate reports submission)
Strategic 9. Develop synergies with Ufone (number of Board

# 5
Initiatives projects realized within years)
* These figures have been taken from the Group Validation Report
Development of BSC at PTCL: Strategy Mapping
Enhance Revenue
Maximize shareholders’ Improve Productivity
Financial value
Perspective
11. Increase new and 12. Increase Return 13. Optimize operating
recurring revenue On Asset (ROA) costs
Provide World Class Customer Experience in Wire, Wireless and Solutions
Customer 10. Improve

9. Provide best-in-class engagement and
Perspective customer experience enhance customer
loyalty
Innovate Enhance market share in wire and Socially responsible &

Excel in Execution
wireless regulatory compliant
Operations 4. Innovate in 8. Demonstrate social

5. Redeem and win
solutions 6. Expand wire and 7. Align, optimize responsibility and
customers and
offering and wireless services and automate improve regulatory
enhance customer
product across the country business processes compliance
management
bundling
Capable, satisfied, technologically enabled, innovative and harmonized workforce. Improved systems.
Synergy & Collaboration Human Capital Organizational Capital
Capability
1. Create synergy 2. Develop,
Building harmony and recognize, retain, and 3. Foster creativity,
professional hire credible innovation and service
communication performers culture
FUNCTIONAL SCORECARDS
1. Commercial
2. Business Development
3. Technical
4. Business Zones
5. Customer Care
6. Information Technology
7. Finance
8. Corporate Development
9. Human Resource
10. Procurement
Commercial
Target
Category Objectives Measures Unit Weight
for 2013
Support achievement of CEO Achievement against budget of Revenue, EBITDA. Net
% 15% 100%
Financial Targets Profit & OFCF targets
PKR 43,000 Million (Note 1)
Financial (40%) Revenue Enhancement LCY 20% 100%
Net Subscriber Addition (against all revenue streams)
Optimize OPEX Actual OPEX Vs budget % 5% 100%
Improvement in Net promoter score (Note 2) % 10% 5%

Improve customer experience
Introduce 10 new products (Wire and Wireless) % 10% 100%
Launch brand stickiness survey Q1 2013 & establish
Customer Time 5% 100%
Enhance brand image and baseline
(40%)
reputation
Improve 50% OSS by end 2013 % 10% 100%
Net Subscription against all revenue streams (10%

Churn Management % 5% 100%
improvement over last year)
Maintenance of Pending Demand/Management >= 10
% 5% 100%
Operations Create demand for products / days (PSTN, BB, IPTV)
(15%) services Focused media campaigns to enhance demand by
% 10% 100%
10% for all products & services
Capability
Develop synergies with Ufone Value delivered out of synergy projects with ufone LCY 5% Note 3
Building (5%)
Notes (Commercial):
1. Revenue enhancement objectives along with specific targets (subject to final approval)
Commercial (PKR in Millions)
PSTN 21,227
MM & BB 14,906
Revenue enhancement
Wireless (WLL) 1,298
EVO-Retail 5,569
2. Net Promoter Score will be defined on the basis of work in progress
3. Board synergy committee is finalizing the projects for synergy along with the savings targets
which will be assigned in this scorecard.
Commercial: Key Initiatives
 Revenue (PSTN,  Optimize Opex  Improve  Enhance Brand  Create demand for  Develop synergies
DSL, IPTV, WLL, Customer Image & products / services
EVO) Experience Reputation
Enhancement
• ARPU Enhancement • Streamline • Launch satisfaction • Launch brand • Flat voice pricing, • Synergize with
• Customer Stickiness Commissions, index model surveys Media Ranking, OTT / Technical team to
• Customer Procure low cost TV Web Portal enhance demand
Acquisition devices • Create fixed + • CSR Projects: • Document
• Add on Products • Reduce Subscriber wireless voice & Education, disaster, Management System
Acquisition cost data products environment focus 1. create synergy
(SAC) harmony and
11. increase new and • Launch branded 10. Improve • Improved supply professional
recurring revenue products engagement and communication
chain, commission
• Positive presence in enhance customer
loyalty timely payments
13. reduce operating print, electronics,
costs Digital media
7. align, optimize and

9. provide best-in-class automate business
customer experience processes
5. redeem and win

customers and enhance
customer management
EVP Wireline
Category Objectives Measures Unit Weight Target 2013
Rs. 21.227 Billion (PSTN) LCY 7.5% 100%
Revenue Enhancement Rs. 14. 556 Billion (BB) LCY 20% 100%
Financial (37.5%)
Rs. 350 Million (IPTV) LCY 5% 100%
Optimize Wire-line Opex Actual spent is equal to Budgeted amount % 5% 100%
Introduce 5 New Initiatives (Acquisition) % 10% 100%

Improve Customer Usage Introduce 3 new initiatives (ARPU
% 12.5% 100%
Customers (42.5%) enhancement)
Improve Net Subscription (wireline) 15% Improvement over last year % 10% 100%
Customer Satisfaction 10% improvement in Net Promoter Score % 10% 10%
Alignment with Technical team for Agreement on Network availability on

% 5% 100%
Network availability & utilization quarterly/annual basis
Operations (15%) Maintenance of confirmed orders

Pending Demand/Management >= 7 Days % 5% 100%
(wireline services/products) at all times
Market Segmentation Capability Streamline usage of BI % 5% 100%
Capability Building Organization structure & Headcount Sign

Optimized Structure & Head Count % 5% 100%
(5%) off with HR within Q1, 2013
GM PSTN & MMBB
Rs. 20.477 Billion (PSTN) LCY 15% 100%

Financial Revenue Enhancement
Rs. 14. 556 Billion (BB) LCY 30% 100%
55%
Optimize Opex SAC within allocated Budget % 10% 100%

Introduce 3 New Initiatives (Acquisition and Re-
% 10% 100%
connect)
Improve Customer Experience
Customers Introduce 2 new initiatives (ARPU enhancement) % 10% 100%
30%
15% Improvement over last year for PSTN %
Improve Net Subscription (wireline) % 10% 100%
Broadband
Maintenance of confirmed orders

Pending Demand/Management >= 7 Days % 10% 100%
(PSTN & Broadband) at all times
Operations
15%
Generate monthly Analysis through BI (as input for
Market Segmentation Capability % 5% 100%
acquisition, re-connect & ARPU enhancement etc.)
GM IPTV & VAS
Target
(2013)
IPTV Revenue
Increased revenue in PKR LCY 20% 350 M
Target
Financial (40%)
VAS Revenue
Increased revenue in PKR LCY 20% 750 M
Target
Improve Customer
Introduce 5 New Initiatives for IPTV & VAS % 20% 5
Experience
Customer (30%)
Churn Management Net Subscription for IPTV : 51,000 Customers % 10% 100%
Create Demand for Orders in Pending Demand and Pending Management

Operations (15%) % 15% 100%
IPTV not to be less than 10 Days Installation for IPTV
Capability Building Enhance Service

Awareness campaigns on IPTV/VAS initiatives # 15% 5
(15%) Visibility
EVP Wireless
Target
2013
Rs. 5.4 Billion (EVO) LCY 20% 100%
Financial (35%) Revenue Enhancement
Rs. 1.127 Billion (Vfone) LCY 15% 100%
Additional Gross 445,000 (EVO) % 10% 100%
Gross Subscriber Acquisition
Additional Gross 235,000 (Vfone) % 10% 100%
Churn Management 3.5% per month (Gross) % 5% 100%

Customers (35%)
Introduce 5 New Initiatives for customer
Improve Customer Experience % 5% 100%
acquisition (Product and Pricing)
Customer Satisfaction 10% improvement in Net Promoter Score % 5% 10%
Manage & Optimize Distribution 55% sales through indirect channels

% 5% 5%
Channels 45% sales through direct channels
Alignment with Technical team for Agreement on Network availability on

% 5% 100%
Network availability & utilization quarterly/annual basis
Operations (20%)
Timely submission of monthly
Timely Budget Approvals % 5% 100%
plans/requirements (30 days in Advance)
Timely submission of monthly

Timely Marketing Plan % 5% 100%
plans/requirements (30 days in Advance)
Enhance Distributor's Sales Delivery of Multi-login & Commission re-

% 5% 5%
Capability Visibility & Payouts calculation applications
Building (10%) Organization structure & Headcount Sign off
Optimized Structure & Head Count % 5% 100%
with HR within Q1, 2013
GM Wireless Services
Target
2013
EVO Revenue Target Rs. 5.4 Billion LCY 20% 100%
Financial (35%)
Vfone Revenue target Rs. 1.127 Billion LCY 15% 100%
Subscribers EVO Gross 445,000 % 8% 100%
Subscribers Vfone Gross 235,000 % 8% 100%
Run 8 Win back campaigns to gain customers # 8% 100%
Offer promotions/packages to enhance retention:

Churn Management EVO: by 15% % 8% 100%
Customers (45%) Vfone by: 10%
Launch a Customer Loyalty program for current

# 4% 100%
subscribers
4 New product/services launches # 4% 100%

Introduce 3 new & easy Customer Payment options by
# 5% 100%
Q3 2013
Manage & Optimize 55% sales through indirect channels
% 5% 100%
Distribution Channels 45% sales through direct channels
Alignment with Technical team
Agreement on Network availability on quarterly/annual
for Network availability & % 5% 100%
Operations (15%) utilization basis with technical
Timely submission of Monthly plans (marketing) &

Timely input to Plans/Budgets % 5% 100%
requirements/budgets (45 days in Advance) to Finance
Capability Enhance Distributor's Sales Delivery of Multi-login & Commission re-calculation

% 5% 100%
Building (5%) Visibility & Payouts applications through IS/IT
GM Consumer Sales-North
Target
2013
PSTN: 154,028 (Gross) # 10% 100%
BB: 158,584 (Gross) # 10% 100%
Financial (50%) Sales Targets (Orders) IPTV : 11,124 (Gross) # 10% 100%
WLL: 108,179 (Gross) # 10% 100%
EVO: 131,757 (Gross) # 10% 100%
Run 8 Win back campaigns to gain customers

Churn Management # 10% 100%
(for Wireline & Wireless) services
Customers (30%) New Opening / Converting 4 business / commercially viable studies # 10% 100%
exchanges into formal OSS
Sign off new deals with 50 more franchises /
Enhance product visibility # 10% 100%
outlets
Daily Sales monitoring and reporting Daily / Weekly Performance Report # 5% 100%
Alignment with Technical / Sign off agreements on service level (SLAs)

Operations (20%) Time 5% 100%
Operational team where required within Q2 2013
Re-engineering of OSS
Make OSS as profit centers % 10% 100%
Increase 15 % direct sales activities
GM Consumer Sales-Central
Target
2013
PSTN: 264,275 (Gross) # 10% 100%
BB: 276,711 (Gross) # 10% 100%
WLL: 73,548 (Gross) # 10% 100%
EVO: 221,284 (Gross) # 10% 100%

outlets

GM Consumer Sales-South
Target
2013
PSTN: 175,696 (Gross) # 10% 100%
BB: 140,705 (Gross) # 10% 100%
WLL: 53,574 (Gross) # 10% 100%
EVO: 146,959 (Gross) # 10% 100%

outlets

EVP Marketing Communication
Target
2013
Financial (10%) Optimize OPEX Actual OPEX Vs budget % 10% 100%
# of Positive news/images in all forms of media as a
percentage of total media exposure
Enhance Media Relations % 10% 100%
100% improvement in Number of media exposures
(news/images etc.) in all forms of media
Customer (35%) Initiate a brand stickiness survey by end Q2, 2013
Improve Customer Loyalty Time 5% 100%
(establish baseline)
Introduce research and monitoring tools by Q2 2013
Enhance brand reputation Create brand tracker by Q2 2013 Time 20% 100%
Create brand plan by Q2 2013
Introduce a regular quarterly internal magazine by Q2
Create formal internal 2013 Time 5% 100%
communication channels Develop a crisis communication manual by Q3 2013
Increase usage of PTCL internal portal by 30% (YoY) % 5% 100%
Create 360 presence of all campaign (where
Create integrated Out of Home
required) % 10% 100%
Operations Presence
Increase ROI through OOH media
(50%)
Improve paid to unpaid media
1:2 ratio for free media to spent media % 15% 100%
ratio
Coordination with Revenue Owners for marketing
Support categories in revenue campaigns 1 quarter in advance
% 15% 100%
achievement Enhance visibility
Increase conversion rate from eye balls to buyers
Capability Optimized Structure & Head Organization structure & Headcount Sign off with HR
% 5% 100%
Building (5%) Count within Q1, 2013
GM Marketing Communication
Target
2013
Create special packages and media deals to enhance

% 7.5% 100%
Optimize Media Presence brand presence by 7.5% from last year
(electronic)
Initiate brand placement and program branding by Q3
Time 7.5% 100%
Customer (30%) 2013
Introduce baseline research and monitoring tools by

Q2 2013
Improve Customer Loyalty Time 15% 100%
Create brand tracker by Q2 2013
Create brand plan by Q2 2013
Strengthen Brand recall and %age increase in Call-ins/campaign % 7.5% 100%

Brand equity Establish PTCL brand equity benchmark by Q3 2013 Time 7.5% 100%
Create integrated Out of Home Create 360 presence of all campaign (where required)
% 10% 100%
Operations Presence Increase ROI through OOH media
(50%)
Consolidate Media Buying
Increase ROI on media by 7.5% for this year % 15% 100%
Improve creative content
Support categories in revenue Coordination with Revenue Owners for marketing

% 10% 100%
achievement campaigns 1 quarter in advance
Capability Optimized Structure & Head Organization structure & Headcount Sign off with HR
% 10% 100%
Building (10%) Count within Q1, 2013
GM Public Outreach & Corporate Communications
Target
2013
# of Positive news/images in all forms of media as a

% 15% 100%
%age of total media exposure
Customer (25%) Enhance Media Relations
1:2 ratio for free media to spent media % 10% 100%
Establish 1 formal channel of internal communication

% 5% 100%
by end Q2, 2013
Create Formal Internal Create internal communication documented plan b y
Time 5% 100%
Communication Channels Q2 2013
100% internal reflection & visibility of external
% 5% 100%
communications
Operations (55%) Develop crises communication manual by Q2 2013 % 10% 100%

Crises Communication Develop crises communication system & team by Q3
% 10% 100%
2013
Deploy latest Electronic/Social media monitoring tools
Media Monitoring &
& applications to proactively measure visibility by Q3 % 10% 100%
Evaluation
2013
Management of all activities to achieve pre-defined
External Communication % 10% 100%
publicity objectives & enhance company’s presence
Capability Building Staff Training & Ensure timely training and development as per
% 10% 100%
(10%) Development assessed needs for 75% staff under Marcom/year
GM Product Innovation
Target
for 2013
Introduce 3 new products/devices to Wireless

% 60% 100%
business team, especially for Project Eagle (Note 1)
Introduce New Innovative
Products/Devices to enhance
Financial (85%)
revenue through customer
acquisition
Introduce 1 new product/device to Wireline business
% 25% 100%
team, especially for DSL (Note 1)
Introduce enhancement in 1 existing product to

Improve customer experience % 5% 10%
improve customer experience (Note 2)
Customer
(10%)
Enhance brand image and Introduce at least 1 branded product to the Business
% 5% 10%
reputation Teams for launch consideration (Note 2)
Develop product teams Educate and train at least 1 product team member on
Capability
resources to support new new products and technologies; help them become % 5% 20%
Building (5%)
products self-sufficient in product QA and Support (Note 3)
Notes (Commercial – Product Innovation):
1. Relevant Business Team to decide and prioritize the product launches according to their
strategic business plans
2. Relevant Business Team to incorporate the product enhancements as and when they deem fit
3. Relevant Business Team to identify product resource(s) for focused development

Business Development
Target
2013
Support achievement of CEO Achievement against budget of Revenue,

% 15% 100%
Financial Targets EBITDA. Net Profit & OFCF targets
PKR 26,884 Million (Note 1) LCY 15% 100%

Financial (45%) Revenue Enhancement
*PKR 9.60 billion/year (ICH) LCY 5% 100%
*2 Lower receivables to <=20% of revenue

Improve Receivables % 10% 100%
(to be applicable on 70% of the services)
Improvement in Net promoter score (Note 2) % 10% 5%

Customer
(15%)
**Reduction in service provisioning time by 20% % 5% 100%
Fault Management system – Corpwatch by June

% 10% 100%
2013
Operations *3 Increase loyalty by reducing complaints by
Reduce churn % 10% 100%
(25%) 20%
*4 Improvement in fault rectification time by 10% % 5% 100%
Value delivered out of synergy projects with

Develop synergies with Ufone LCY 10% Note 3
Ufone
Capability
Building (15%) Deliver ICT solution & HW by Q4 2013 through
Create Partnership System integrator (acquire / partner 1 or more # 5% 100%
SIs)
Notes (Business Development):
1. Revenue enhancement objectives along with specific targets (subject to final approval)
Business Development
CS&W PKR 10,727 Million
Revenue Enhancement IBR PKR 9,906 Million
CS PKR 6,250 Million
* Ensure smooth functioning of ICH arrangement subject to regulatory / legal arrangements and resolution of
court cases (IBR)
** Service provisioning is subject to Technical feasibility and will be the joint responsibility of technical,
procurement and operations wings
*2 This measure will be the joint responsibility of Business Development and Finance wings
*3 Increasing customer loyalty will be the joint responsibility of Business Development, technical and customer
support wings
*4 Improvement in fault rectification time will be the joint responsibility of technical, procurement and operations
wings
Business Development: Key Initiatives
 Revenue (CS&W, IBR,  Improve Customer  Reduce Churn  Create Partnership  Develop synergies
CS) Enhancement Experience
• Ufone 133 Hub sites fiber • Corporate Service Fault • Corporate Service – • Corporate Sales - Look for • Shifting ufone Disaster
connectivity Management system Enhanced after sale support opportunities to recovery sites & DC to
• 3G operators BTS sites • Implement Corpwatch through Corpwatch to partner/acquire system PTCL DC
• VSAT Services Rollout • CS&W – Complaint reduce Fault rectification integrator(SI) to deliver • Enhanced Products &
(Ufone) Management System ICT solution & HW services offerings
• Increase in outgoing traffic • Order processing for • Cost Optimization projects
business with CMOs service delivery (Group Call Center, Unified
• Fault Management system – 1. create synergy Virtual NOC & shifting to
• Voice Revenue: PSTN / Corpwatch harmony and
PTET Tower)
Mobile Termination 9. provide best-in-class • Operationalize complaint professional
• Data Revenue: Existing & customer experience management system communication • Effective utilization of
New Circuits PTCL properties under
• International connectivity synergy initiative (PTET
for TP 10. Improve engagement Tower)
5. redeem and win customers
• New customers for DC and enhance customer and enhance customer
• SME Market Penetration- loyalty management • Improve procurement
Focus on IT Hardware process time
Market
1. create synergy
• Corporate Sales - Launch of harmony and
managed WAN service to professional
deliver information communication
technology as a finished
solution managed remotely
through NOC 7. optimize and automate
business processes
• Tele-presence, and
• Data centers
11. increase new and

recurring revenue
4. innovate in
solutions offering and
product bundling
EVP Carrier Services & Wholesale

Revenue Target Achievement PKR 10.727 B (Notes 1&2) LCY 30% 100%
Financial (45%) * Lower receivables to <=20% of revenue
(to be applicable on 70% of the services)
Customer (15%) Improve Customer Experience Improvement in Net Promoter score (Note 3) % 15% 5%
** Reduction in service provisioning time by 30%

% 15% 100%
Rectification time: 1 hour
Operations ***Improvement in fault rectification time by 10% % 15% 100%

Process Efficiency
(35%)
SLA signed with Technical & other stakeholders
for Service provisioning & fault rectification times # 5% 100%
within Q1 2013
Establish benchmarks (structure & headcount)

Capability Optimize functional structure &
Launch targeted training interventions by end Q2 # 5% 100%
Building (5%) headcount
2013
Notes (Carrier Services & Wholesale):
1. Subject to allocation of ICH Revenue against the LDI services that have been closed
under ICH regime
2. Completion and cutover of Ufone 3G fiber BTS access project
* This measure will be the joint responsibility of CS&W and Finance wings.
** Service provisioning is subject to technical feasibility and will be the joint responsibility
of technical, procurement and operations wings.
*** Improvement in fault rectification time will be the joint responsibility of technical,
procurement and operations wings.
GM Interconnection Implementation
PKR 3 B (DPLC, Co-location, Inter

Revenue Target Achievement LCY 15% 100%
Connection- Traffic, IPLC)
Financial (20%)
Lower receivables to <=20% of revenue
(to be applicable Interconnect Portion)
Provisioning time: reduce by 50% (existing
Customer (45%) Improve customer experience 14D) % 45% 100%
Rectification time: 1 HR (Escalation)
Identify revenue streams 1 New lead /Quarter # 10% 100%
Sign off Service Level
Agreements with Technical # of critical processes / items # 5% 100%
Operations (25%)
(service pursuance)
Create Partnerships &
Renovation of building by Q2-2013
Meaningful business # 10% 100%
Weekly meetings/Week/Operator
relationships
Establish benchmarks (organization &
Capability Building Optimize Functional Structure &
headcount) # 10% 100%
(10%) Headcount / teams
Launch targeted training intervention
GM Business Development - CS&W
Target
2013
Financial (25%) Revenue Target Achievement PKR 7.707 Billion LCY 25% 100%
Timely revision of existing

Signing off before the expiry # 10% 100%
contracts / agreements
Customer (25%)
Create Partnerships & Meaningful
1 Meeting/Month/Customer # 15% 100%
business relationships
Ensure retention of existing IPBW 50%

% 15% 100%
customers Overall 70%
Operations (35%)
Conversion of fresh business
2 Per year # 20% 100%
leads (new customer adding on)
Optimize Functional Structure &

Capability Building
Headcount / teams (KAM’s Launch targeted training intervention # 15% 100%
(15%)
capability)
GM Corporate Business Analysis
Target
2013
Monthly Revenue recognition /realization Realization of Revenue % 15% 100%
5thevery
Monthly Revenue reporting Revenue Reporting by 5th of Every Month Time 5%
month
Streamlining Revenue Compilation Process Streamlined revenue compilation process Time 5% Q3
Quaterly reports for base revenue - Zone-
Base revenue allocation Zones wise Time 10% 2ndMonth
wise
Customer churn figures Zones wise Quaterly churn reports - Zone-wise Time 10% 2ndMonth
Revenue, Opex and Capex budgets of CS
Annual & Quaterly reports Time 5% 2ndMonth
group
KAM Target Achievement Monthly KAM Target Achievement Reports # 10% 12
Operations
(90%) 30th
CS Sales DashBoard for Top Mgt DashBoard developed for CS sales report Time 5%
July,2013
30thJune,
Discount Policies for CS Products Policies for all identified products /services Time 5%
2013
SOPs developed for all related products
SOPs for Streamlining Processes % 5% 100%
/services
Product life cycle Analysis Quaterly Analysis Reports Time 5% 2ndMonth
Revenue trend Analysis for the sales team Quaterly Analysis Reports Time 5% 2ndMonth
Identified market potential of existing and

Segment Analysis Report Time 5% Q3
new products
Automation of billing and provisioning System Rollout 9/1/2013
Time 5%
processes
Capability
Building(10%) Targeted Training interventions
Functional training of Staff # 5% 3
GM Corporate Service BD & Support – Corporate
Services
Target
2013
Revenue Target Achievement (new
Financial (20%) PKR 250 Million LCY 20% 100%
revenue streams)
Timely revision of existing contracts / Signing off within 1 Month
Time 5% 100%
agreements (intimation from corporate sales)
Provisioning time: reduce by 15% % 10% 100%

Customer (35%)
Improve customer experience Improve fault Rectification time by 5% % 10% 100%
Reduce complaints by 10% % 10% 100%
Identify new corporate streams /

1 New Customer/ Quarter # 10% 100%
customer
Sign off Service Level Agreements
# of critical processes / items # 10% 100%
with Technical (service pursuance)
Operations (35%)
10% Improve process time % 5% 100%
Improve process effectiveness and
efficiency CorpWatch Implementation by June
% 10% 100%
2013
Establish benchmarks (organization &

Capability Building Optimize Functional Structure &
headcount) # 10% 100%
(10%) Headcount / teams
Launch targeted training intervention
GM Corporate Sales – Corporate Services
Target
2013
PKR 6,250 Million
Revenue Target Achievement LCY 20% 100%
N: 22%, S1:15%, S2: 39%, C:24%
Financial (30%)
Improve Receivables Lower receivables to <=20% of revenue % 10% 100%
Provisioning time: reduce by 15% % 10% 100%

Improve fault Rectification time by 5% % 10% 100%
Customer (35%) Timely revision of existing contracts /
Sign off before expiry dates # 10% 100%
agreements
Create Partnerships & Meaningful
1 Meeting/Week/Customer # 5% 100%
business relationships
IPLC 60%
Ensure retention of existing customers % 15% 100%
Overall 80%
Operations (30%)
Conversion of fresh business leads
1 Corporate Customer Per Quarter # 15% 100%
(new customer adding on)
Capability Building Optimize Functional Structure & Launch targeted training intervention
# 5% 100%
(5%) Headcount / teams (KAMs Capability)
GM BD & Corporate Services
Target
Category Objective Measure Unit Weight
2013
LCY
Financial (20%) Achieve Revenue Targets Revenue Target * 25% 6,250
(Mn)
Number of corporate clients increased # 10% 15

Add new Corporate Increase Corporate Clients
Clients (25%) and Products & Services Number of new products launched # 8% 3
Enhance Business with existing clients % 7% 15%
Reduction in Provisioning time % 7% 25%
Improve Customer Improvement in Fault Rectification time % 7% 25%

Customer (34%)
Experience
Launch & implement an automated corporate
Time 20% Jun-13
customer support
Submission of Market data, Trends, Analysis Time 4% Monthly

Development &
implementation of a
comprehensive Sales Develop a shared quarterly sales strategy Time 4% 100%
Operational (21%) Strategy
Number of reports submitted on time # 4% 4
Enter & Develop new
Partner or Acquire one (1) System Integrator (SI) # 4% 1
business/ markets
EVP IBR
Target
2013
9.60 Bill PKR (ICH)

Revenue Enhancement LCY 35% 100%
Financials 9.906 Bill PKR
(45%)
Lower receivables to <=20% of revenue (to
be applicable on 70% of the services)
Support Wholesale and Carrier
CMOs and LDI/LLOs traffic growth by 5%
Services Wing for growth in Int'l % 5% 100%
in 2013
Customers outward traffic
(15%) Settlement of Carrier Claims, reconciliation
Improve Customer Experience & dispute management as per agreed Time 10% 100%
timelines
Keep Foreign Operator Cost below
Achieving 5 % saving on allocated budgets % 5% 100%
Budgeted targets
Operations
Credit Management As per agreements with the customers % 5% 100%
(20%)
Provide cost competitive IPT service to Bringing down IPT cost per STM1 in line
% 10% 100%
IP Operations for broadband services with Budgeted cost (USD 375/STM1)
Capability Ensure proactive investments in new 100% SMC capacities availability to

Building submarine cables and participate in support internal/external customers % 20% 100%
(20%) upgrades of existing ones requirement
GM International Inter Connect Revenue
Target
2013
9.60 Bill PKR (ICH)

Financials (50%) Revenue Enhancement LCY 50% 100%
9.906 Bill PKR
Support Wholesale and Carrier

5% CMOs and LDI/LLOs traffic
Customers (5%) Services Wing for growth in Int'l % 5% 100%
growth
outward traffic
Provide cost competitive IPT service Bringing down IPT cost per STM1 in
to IP Operations for broadband line with Budgeted cost (USD % 20% 100%
services 375/STM1)
Operations (25%)
Keep Foreign Operator Cost below Achieving 10 % saving on allocated
% 5% 100%
Budgeted targets budgets
Ensure proactive investments in

100% SMC capacities available to
Capability Building new submarine cables and
support internal/external customers % 20% 100%
(20%) participate in upgrades of existing
requirement
ones.
EVP International Investments & Capacity Sales
Target
2013
Optimize Cost (Support and assist

Financial (25%) in cost reduction in IP Bandwidth Savings from IP & Capacity Operational Opex % 25% 15%
Expansion arrangements)
Number of new investment opportunities

# 10% 2
Identified
Number of New Business Opportunities

# 10% 3
identified
Identify Submarine cable
Customer (50%)
investment opportunities Analyze & prepare assessments ontime Time 10% Quarterly
Submarine project plan submitted & approved Time 10% Q3
Close investment opportunity (Q4) # 10% 1
Project Reporting & Meetings Regular submission of monthly reports Time 10% 12
Operational (25%)
Assist and support espeacially within the
Support in continuity of ICH % 15% 100%
Etisalat Group
EVP PMO & Coordination Support
Target
2013
Data Centers Sales # 10% 10

Sales of Data Centers and
Financial (20%)
SMEs
SME market penetration % 10% 5%
Reduced Provisioning time % 10% 25%
Improve Customer
Customer (30%) Improved Fault Rectification time % 10% 25%
Experience
Reduction in Customer complaints % 10% 30%
Decrease in Billing Errors % 5% 20%

Improve process
effectiveness and efficiency
System availability & Uptime % 10% 100%
Operational (40%)
Support and assist in
Timely delivery of required products
meeting yearly revenue Time 25% 100%
& services with required QoS
targets for the Zones
Implement key initiatives
Capability Development related to standardized Enhance Process/Procedures to
% 10% 100%
(10%) benchmark business support business activity
processes and procedures
EVP Business Synergies
Target
2013
Cost Optimization through Saving on Network, procurement, IT,

LCY
synergy projects between Infrastructure, media rates, customer 20% TBD
(Mn)
Etisalat, Ufone & PTCL. services etc.
Financial (30%)
Ensure Revenue Enhancement
LCY
through Business Synergy Revenue generated from Synergy 10% TBD
(Mn)
among Etisalat, Ufone & PTCL.
Introduce integrated
Launch of 2 customized / unified product /
Customer (15%) product/Service Packages # 15% 2
service packages
between Etisalat, Ufone & PTCL.
Projects completed ontime (Group Call

Completion of all the critical
center, Unified Virtual NOC, Data Center, % 30% 70%
projects on-time
PTET Tower and 3G Readiness)
Operational (40%)
Make synergies possible by
standardizing business Process identified, enhanced & rolled out % 10% 100%
Capability Development Synergies identified between PTCL &

Identify new areas of Synergy # 15% 3 to 5
(15%) Etisalat Group
Technical
Target
2013
Support achievement of CEO Average achievement against budget of Revenue,

% 15% 100%
Financial (25%)
Saving on the Network CAPEX spend from the LCY
Optimize network CAPEX 10% 200
budget (Mn)
Customer
Improve customer experience Net Promoter Score % 10% 5%
(10%)
Year Over Year OpEx Reduction (Note 1) % 10% 5%

Optimize Network OpEx
Approved projects completed within targeted
% 10% 100%
budget (Note 2)
Drive operational excellence Network Performance Index (Note 3) % 10% 100%

Operations
(60%)
Reduction in network failures % 10% 25%
Ensure proper maintenance of
network Quality Reduction in Waiters (pending management) for
% 10% 20%
Broadband and PSTN orders
Enhance capacity and footprint Key milestones achieved against the Network
% 10% 100%
across Pakistan Expansion Project (Note 4)
Capability Develop synergies with Ufone &

Ufone-PTCL Synergy Project Achievement (note 5) % 5% 100%
Building (5%) Within PTCL
Notes (Technical)
1. Overall 5% year over year reduction in OpEx will be achieved based on the normalized values, taking
into consideration inflationary adjustments pertaining to fuel, electricity charges etc. and enhancement
of network install base. The following projects will be undertaken to achieve the targeted savings:
• Deployment of Smart Switches with ATS
• Closure of Non Viable Exchanges
• Efficient Air Cooling
• Advanced Battery Solutions
2. All CapEx related projects approved by PTCL Board of Directors will be completed within approved
Budget
3. KPIs for Network Availability have been revised for 2013 and new enhanced targeted KPIs for each
domain are as under
Domain KPI Target for 2013
Switching Network 99.92%
WLL Network 99.83%
Transmission Network 99.97%
IP Core Network 99.85%
Broadband & IPTV Network 99.94%
Notes (Technical)
4. Network Expansion will be geared to meet the capacity demands as per the approved Commercial
Targets for the company and approved budget. The following projects will be included in the KPI:
• Wireless Core (AAA, PDSN)
• Wireless Broadband Access
• 40G Expansion of DWDM based Backbone Network
• IP DRS Links for Broadband
• Expansion of Optical Fiber Network
• PIE Network Service Edges (PE) Expansion
• Wireline Network Expansion with 37k FTTx Lines
5. Approved Synergy projects will be completed as approved budget. The following projects will be
included in the KPI:
• Fiber Backhaul for 133 Hub Sites (Ufone)
• VSAT Connectivity Phase-I (Ufone)
• Develop a formalize Development Process for Corporate (Corporate Services)
• CorpWatch Service Deployment (corporate Services)
Technical: Key Initiatives
 Equipment  Optimize  Improve  Drive Operational Excellence  Quality  Enhance capacity  Synergies
Loading OPEX Customer Maintenance & footprint
Experience • Establishment of 'Network Information
• Fiber BackHaul
Services' section
for 133 Hub
• Establish fully functional Signaling • Wireless Core
• Access Network Sites
• Deployment of Monitoring platform for Revenue
• Relocation of • CPE Rehabilitation (AAA,PDSN) • VSAT
Smart switch Assurance Fraud Detection • Wireless Broadband
under utilized Management of 885K copper Connectivity
with ATSs • Real time Integration of NOC with GIS Access
BTS, DSLAMs, based on lines Phase-1
• Closure of 70 • Development of Customer self service • 40G Expansion of
ONU, MSAG TR069 • Develop a
non viable portal DWDM based Formalized
6. expand wire
Exchanges Backbone Network Deployment
• Provision of service diversity to the and wireless
• Efficient air 9. provide best-in- services across • IP DRS Links for Process for
(Identified) important unprotected
12. increase cooling system class customer the country Broadband corporate
links
Return On Asset • Advanced experience • Expansion of Optical services
• Reduction in Outages
(ROA) Battery Fiber Network • CorpWatch
• Deployment Planned Outage
Solutions • PIE Network Service Deployment
Management System and Processes
Edges (PE) Expansion
through NOC
• Wire line Broadband
• Splitting of 12 Rings across all Zones
Network Expansion 1. create
• Replacement of Batteries, Rectifiers
13. reduce with 37K FTTx lines synergy
and AC Units as per plan harmony
operating costs • Replacement of Obsolete STM-1 & and
STM-4 SDH Network with Carrier 6. expand wire and professional
Ethernet nodes as per plan wireless services across communicati
the country on
• IPv6 Implementation
• Corporate End User Connectivity
• OSS up gradation
• Migration of Transit and International 7. align, optimize and
automate business
Gateway to NGN
processes
6. expand wire and • Network Monitoring Dashboard
wireless services Applications
across the country
• Launching CTO Star Award Program 3. Foster creativity,
• Interactive Web portal to establish innovation and
innovation Funnel service culture
• Innovation workshop
D-CTO
Target
2013
Optimize Network Capex as

% Optimization of Network CapEx % 10% 70%
Per Technical Road Map
Optimize Network Opex as % Saving on the Network OPEX spend

Financial (30%) % 10% 5%
per Technical Road Map from the budget
Improve Asset Utilization by

Savings as a result of Asset/Network LCY
re-adjusting existing network 10% 200
Capacity Utilization (Mn)
capacities
Customer (5%) Improve customer experience Net Promoter Score (Note 1) % 5% 100%
CapEx Planning & Contract Key Miles stones achieved against the Project
% 10%
Initiation base-line plans Plan
Monitoring and Control of Key Miles Stones Achieved against the

% 30% 100%
Operational(55%) Projects Project Plan “
Enhance capacity and Key milestones achieved against the

% 15% 100%
footprint across Pakistan Network Expansion Project
Capability Building Develop synergies with Ufone Ufone-PTCL Synergy Project

% 10% 100%
(10%) & Within PTCL Achievement”
EVP PMO Technical
Target
2013
Average achievement against budget of
Support achievement of CTO
Revenue, EBITDA. Net Profit & OFCF % 10% 100%
Financial Targets
targets
Financial (25%)
Saving on the Network CAPEX spend from LCY
Optimize network CAPEX 15% 200
the budget (Mn)
Customer (50%) Improve customer experience Net Promoter Score % 10% 5%
Year Over Year OpEx Reduction % 10% 5%

Optimize Network OpEx
Approved projects completed within targeted
% 10% 100%
budget
Drive operational excellence Network Performance Index % 10% 100%
Operational (20%) Reduction in network failures % 10% 25%

Ensure proper maintenance of
network Quality Reduction in Waiters (pending management)
% 10% 20%
for Broadband and PSTN orders
Enhance capacity and footprint Key milestones achieved against the

% 10% 100%
across Pakistan Network Expansion Project
Capability Building Develop synergies with Ufone &

Ufone-PTCL Synergy Project Achievement % 5% 100%
(5%) Within PTCL
EVP IP Maintenance
Target
2013
LCY
Financial (15%) Optimize Network OpEx Improved Asset utilization 15% 200
(Mn)
Customer
Improve customer experience Achieve Targeted KQIs % 20% 100%
(20%)
Drive operational excellence through

Network Performance Index (note 1) % 20% 100%
innovation and synergies
Operations Ensure proper maintenance of

% Reduction in network failures % 20% 25%
(55%) network Quality
Enhance capacity and footprint

Key milestones achieved (note 2) % 15% 100%
across Pakistan
Capability
Develop synergies Within PTCL Completion of all internal synergy projects (note 3) % 10% 100%
Building (10%)
EVP (Network Planning & Strategy)
Target
for 2013
Lead Yearly Capex Plan - Project Planning and
Capex Plan in sync with Business
Project approvals from PC and BoD with viable
Financial (15%) Demand/Strategy & Technology % 15% 70%
financial & business plans for all network domains
Roadmap
including wire-line and wireless networks.
Planning & provision of efficient & improved
Customer (5%) Improve customer experience tools/devises/solution to enhance customer % 5% 75%
experience
Improve Asset Utilization by re-location existing
network capacities in wireline & wireless access % 10% 70%
domains
Introducing Frame Contract model for deploying
Optimize Network CapEx/OpEx
capacities in access, & transport areas of wireline & % 20% 80%
wireless domains
Replacing legacy TDM footprint in access &
% 6% 70%
transport domain with IP based converged solution
Trial & plan for the deployment of 100G in transport
&10G technology in access domain, Introducing
Traffic management tool , caching & packet
Operations % 6% 80%
analyzing capabilities to strengthen broadband core
(75%) Exploring New Technologies network. Introducing out of box solution to tackle
prevailing energy crisis
Planning of LTE in wireless broadband domain % 5% 70%
Timely contract signing in sync with company

Contract Signing requirements & execution capabilities for wireline & % 20% 85%
Wireless business
Building network capacity to meet Company
business targets with timely & optimal based
Capacity and Footprint Enhancement % 8% 75%
technology in access, transport, core &
international areas
Capability Develop synergies with Ufone & Plan projects to address identified synergy areas
% 5% 70%
Building (5%) Within PTCL (e.g., BTS backhaul on fiber, etc.)
GM Planning (SW, TX & IP)
Target
for 2013
Introducing cost effective technologies with compact &
Optimize Network CapEx as
Financial (15%) energy efficient nodes in access, transport & core % 15% 70%
per Technical road map
network serving consumer & corporate segments
Customer (5%) Improve customer experience Providing new Combo CPEs, Desktop phones, devices % 5% 75%
Improve Asset Utilization by re-adjusting existing

% 10% 70%
network capacities MSAG, DSLAM & ONUs
Optimize Network
Frame Contract model for deploying MSAG & MSTP-
CapEx/OpEx % 20% 80%
TP nodes
Replacing legacy TDM footprint in access & transport

Operations % 10 % 70%
domain with IP based converged solution
(75%)
Timely contract signing in sync with business

Contract Signing % 25% 85%
requirements & execution capabilities
Meeting Company business target with timely &

Enhance capacity and footprint
technology driven cost effective solutions in access, % 10% 85%
across Pakistan
transport, core & international connectivity
Capability Develop synergies with Ufone All projects for Ufone and internal Synergy will be
% 5% 80%
Building (5%) & Within PTCL completed
GM Project Planning & Capitalization
Target for
2013
Lead Yearly Capex Plan - Project Planning and
Capex Plan in sync with Business Project approvals from PC and BoD with viable
Financial
Demand/Strategy & Technology financial & business plans for all network % 15% 80%
(15%)
Roadmap domains including wire-line and wireless
networks.
To support development teams Project planning provide full support related to

(Internal customers) in Business Project System (PS module) in SAP and
Customer (5%) zones in terms of project cover for encompasses all phases of project life cycle % 5% 75%
different development works and starting from initiation of PR to capitalization of
capitalization of projects. assets.
Issuance of PRs for projects PRs to be sent to procurement against different

% 25 % 80%
included in Capex projects within one week.
Operations Issuance of projects included in Projects to be presented for approval within a

25% 85%
(75%) capex week timeline after clearance from Finance.
Capex planning process to be initiated in last

Capex planning for next year quarter with input from Wire line & Wireless 20% 80%
Planning.
Capability Develop, recognize, retain, solid Key performers identified and recommended for
% 5% 60%
Building (5%) performers further training & development
GM (System Engg)
Target for
2013
Financial (15%) Reduce CAPEX Introduce New Technologies with reduced TCO % 15% 70%
Efficient management of PTCL Assignment of Area codes/Prefixes as per National
Customer (5%) % 5% 75%
Numberibng Plan Numbering Plan for PSTN, NGN, WLL, DID PRIs
Introduce Alternate Energy, Low-OPEX Cooling
Optimize Network OPEX % 5% 80%
Systems, and using batteries as fuel
Switching, NGN, Transmission, Data Networks, WLL,
% 5%
Access and MM&BB Domains
Technology Management Studying new technologies available in market to 70%
% 5%
evaluate how they can solve technical issues
Field Trials of various technologies % 10%
Gathering internal requirements based on Scope of
% 5%
Work
Preparing Specifications 80%
Reviewign different solutions available with Vendors % 5%
Technical (75%) Ensuring open and healthy competition % 5%
Comparing the compliance statements with PTCL
% 4%
Technical Evaluation of Biding requirements
80%
Documents Ensuring Scope of Work is fully complied % 5%
Analyzing overall solution % 5%
Ensuring all the important tests are included % 4%
Approval of PAT/SQT documents Comparing PAT features with PTCL requirements % 5% 70%
Capacity, QoS and BoQ verification % 5%
Standard procedures for various technical issues (eg
% 4%
Preparing Engineering Guidelines PAT Guidelines, Earth Resistance, etc) 80%
Providing technical advice on engineering matters % 3%
Capability
Skill Development Participating in Conferences/Workshops/Seminars % 5% 80%
Building (5%)
GM Wireless & GIS planning
Category Objectives Measures Unit Weight Target for 2013
Plan network solution and design to Improve per GB cost.

% 2% 70%
save the Opex and Capex
Complete USF Mastung % 2% 70%

USF Subsidy projects
Financial Win USF Zhob % 2% 100%
(15%)
Add Greenfiled sites where commercial
Improve sales % 5% 80%
have identified sales potential
Synergy with Ufone infrastructure to Planning of new EVO sites at Ufone

% 4% 90%
save Opex and Capex assets
Customer Addition of Capacity resouces in Network

(5%) in sync with sales trends
EVO Capacity Expansion at Add Capacity by Virtical expansion at 750

% 25% 90%
overloaded sites BTSs
Add 20 Gbps capacity as per sales

Operations Core Network Expansion % 20% 90%
forecast
(75%)
Synergy with PTCL (PSTN) Planning of new EVO sites at 100 more
% 15% 100%
infrastructure PTCL assets for easy operations
BTS TRX optimization As per ongoing traffic trends % 15% 90%
Trail 4G commercial network before 3G

4G Solution % 2% 70%
auction
Capability
Building
Improve network cpacity, quality and
(5%)
3G competetion technology that could have PTCL survice % 3% 90%
and win more market share in 3G era
GM Digital Services
Target
2013
Increase the market share for
Customer (15%) % Market Share % 15% 5%
digital services
No of market Research conducted during the

Conduct concrete market research year # 15% 3
and perform evaluations for
analyzing the gaps between
existing PTCL’s services and the
Operational (55%) required level as per customer % of identified Gaps Closed % 15% 10%
expectations
Develop Digital Service Solutions (

No of DG Services Launched as Planned # 25% 5
New Services)
Provide timely report to
Reporting (15%) management on the critical No of reports provided on time as agreed # 15% 4
projects
Strategic Initiatives Successful local implementation of Achieved project milestones within

% 15% 5%
(15%) strategic initiatives and plans Engineering and synergy projects with Ufone
GM Terminal Services
Target
2013
% Saving on the Customer Care CAPEX

% 15% 5%
spend from the budget
Reduce Opex / Capex with maximum
Financial (25%)
network Optimization
% Saving on the Network OPEX spend
% 10% 4%
from the budget
Directs research & development

No of Critical Business Solutions Projects
activities for organizational products , # 20% 2
proposal submitted on time as planned
services or solutions
Formulate and present business plan
No of Project Plans approved & rolled-out # 10% 3
for approval of higher management
Operational (55%)
Ensure Timely completion of the
% of Projects completed on time % 15% 100%
projects
Conduct surveys and feedback

analysis in coordination with % imporovement in Survey Feedback Index % 10% 5%
Commercial Team
Provide timely report to management
Reporting (5%) No of reports provided on time as agreed # 5% TBD
on the critical projects
Number of project milestones within

Strategic Initiatives Successful local implementation of
Engineering and synergy projects milstone # 15% 100%
(15%) strategic initiatives and plans
with Ufone are achieved
GM Technical Faisalabad
Target
for 2013
Network Achieving Improved Targets for Network
% 30 Note 1
Availability/Reliability KPIs for 2013
Network Operational
Effectiveness 20% reduction in network outages,
Quality of Service (QOS) % 15 100%
Improved CFR
Network Audit Field visits of 10 % sites % 5 100%
Switching off spare
% 5 100%
capacities/nodes(10%),
Network Optimization DSLAMs to NGN Migration of 100% NGN

% 5 85%
Sites
OPEX Reduction Shifting of Broad Band Ports as per
% 5 95%
Business requirement
Innovation Installation of Smart Switches(15% sites) % 5 100%
5% reduction in Fuel consumptions (DG
Operational Control % 5 100%
sets) with respect to load shedding.
Resource Spares Ensuring minimum 2 hours back up at all
% 5 90%
Management Aavailability(Batteries)
sites
Corporate Faults Rectification of corporate faults within 24
% 10 90%
Management hours
Customer Experience
20% reduction in Ufone outages due to
Ufone Faults Reduction % 10 100%
PTCL Network.
GM Technical Rawalpindi 1-2
Target
2013
Reduction in NE outages % 5% 100%

Network Availability
Minimizing Outage duration and improving
% 5% 100%
MTTR
Conversion of TDM Switches into NGN (61

# 10% 10
Sites)
Deployment of MSAGs # 5% 12
Installation of RLUs (3) for provision of BB

Operational & Network Provisioning # 15% 100
services
Maintenance (75%)
Deployment of Corporate Circuits and SCB
# 5% 100%
(3) & DPO (4) on fiber
Deployment of MPLS-TP Nodes (33) # 5% 10
Expansion of BB Maxed out sites # 5% 22

Up-gradation of existing Tx nodes with
# 5% 6
Network Optimization higher capacity Tx nodes
Addition of 2 Lambda in Huawei Ring-1 # 5% 2
Power debugging of 10G DWDM rings % 10% 100%

GM Technical Rawalpindi 2-2
Target
2013
Deployment of ATS Panels with Smart

Switch to reduce interruptions & fuel and # 5% 83
Reduction in OPEX with maximum HR expense
network availability
Strategic Initiative Deployment of new batteries and rectifiers
(20%) # 5% 100%
to reduce outages
Rehabilitation / preventive maintenance of
Rehabilitation/preventive maintenance
existing O.F Network to reduce the Optical # 5% 100%
of Optical Fiber Network
Losses

Reporting (5%) No of reports provided on time as agreed # 5% 100%
Customer (15%) Improve customer experience Improved Service delivery & quality. % 5% 100%
GM Technical Islamabad 1-3
Target
for 2013
Expansion of 12212 ports in the different Switching Nodes (4312

Combo ports in 4 NGN exchnages, 1904 BB port sin 42 ONus, 2636 BB
ports in 26 MSAGs and 3360 ports in 4 RLUs) by Optimization and
% 15% 100%
cannibalization of Modules/Frames/Racks from in-house resources
with zero expenditure achieving Milestone of 100K BB customers in
ITR in May 2013.
Bandwidth Up-gradation of 189 ONUs, 63 MSAGs and 42 DSLAM

Frames utilizing in-house resources to meet the enhanced up-link % 10% 100%
Bandwidth requirement for BB package of 4MB.
Network Optimization
(OpEx/CapEx Power load management of exchanges by relocating 5 DG set's of
Operations (85%)
Reduction) different capacities for optimum utilization and reduction in fuel % 5% 100%
consumption.
Cannibalization of off-loaded EWSD Exchange batteries, rectifiers and

AC-Units for replacement of exhausted batteries, faulty/non- % 5% 100%
repairable rectifiers and AC-Units of other exchanges.
Enabling BB services on Combo ports of 3 exchanges by converting

them to 100% by re-adjustment from existing network resources and
migrating the BB customers onto combo ports thus sparing co-located % 5% 90%
DSLAMs for delpoyment at other sites of potential business
requirement.
Target
Weig
Category Objectives Measures Unit for
ht
2013
Ring Protection bringing 09 ONUs and 02 MSAGs in Ring Protection

by rehabilitation of optical fiber cable spanning over 22 KMs in twin % 10% 80%
cities at different segments to ensure un-interrupted services.
Enhancement of Battery back-up at 140 site through replacement

of 576 battery cells of poor backup to keep the ONUs and MSAGs % 10% 100%
operational during commercial power outages
Conclusion of Frame Contracts on units based rates with prices

locked for one year for saving the OPEX and man-hours against
processing quotations every time with different rates for different
% 10% 100%
operational domains including those for Repair of AC units, DG
Operational Excellence Sets, Optical Fiber Cable Network, procurement of Batteries and
Operations (85%) SITC of ONU locks.
Revival of environmental alarms (Mains Power supply, Main failure

Rectifier, Switch room temperature and DG Set) at 12 exchanges % 5% 100%
with visibility on NMS for monitoring and speedy fault rectification.
Refurbishment/overhauling of 3 DG sets to ensure intruption free

% 5% 80%
services to the valued customers during commercial power failure.
Installation of ATS panels/Smart Switches at Generators of 10 RLU

sites to save the fuel of Generators untill a certain threshhold of % 5% 100%
battery voltage in case of commercial power outage.
Target for
2013
Network Resource re-arrangement and

Augmentation of ICH resources resulting in smooth
flow of International Traffic and Record % 7% 100%
International Traffic Revenue on Eid-ul-Fitr 2013
and Eid-ul-Azha 2013.
Improve customer Traffic data analysis and augmentation of speech

Customer (15%)
experience routes on local and National routes to keep smooth
% 4% 100%
traffic flow without any congestion for delivering
best quality of service to the valued customers.
Media enhancenment for ONU/MSAG and DSLAM

backhaul links to provide required bandwidth for
% 4% 100%
ensuring qualty serive provisioning to the valued
customers.
GM (Network Operations Tech Karachi)
Target for
2013
Financial Reduce Costs Incurred Per Re-visit the budget allocation process, Remove
% 10% 10%
(10%) Operational Node leakages, minimize duplication of expenditure
Through Empowerment of Teams, Re-engineering of

Customer Improved Response to
processes, Resource optimization, response time to % 15% 15%
(15%) Corporate Customers
Corporate customers will be improved
All Access Network Nodes are provided 24 hours

vigorous support and through strategic team placement,
Access Network Availability % 15% 99.9%
strong follow up with vendor and resource optimization,
MTTR and repetition of faults is drastically reduced.
DSLAM Network AvailabilitySpecial care given to DSLAM Network availability % 15% 99.9%
Technical
Special measures taken regarding Preventive
(65%)
Maintenance, Colocation and Enhanced Patrolling to
Core Network Availability enhance Core Network Availability. Protected power % 20% 99.99%
feed is provided. Regular health check of network is
done.
ONU/MSAG Network Different measures to reduce MTTR and to avoid

% 15% 99.9%
Availability repetition of faults have been taken
Engineers and Technicians are encouraged to improve

Capacity
Skill Development their skills, Trainings are arranged with vendor. Field % 10% 80%
Building (10%)
Engineers given experience at System and vice versa
General Manager (Project Management & Cood. HQs)
S# Goals Description Break up Weight
1 Optimize Network CapEx/OpEx Timely completion of OpEx Optimization Projects 5% 5%
Timely finalization of RAM and Project Implementation Plans. 5%
2 Monitoring and Control of Projects Approved projects completed within Scope, budget and 30%
15%
timelines.
Proactive identification of Project Slips & remedial measures 10%
Timely Processing of change requests, contract amendments

10 %
and Issuance of PACs/FACs.
3 Projects Closure 40%
Conversion of Investments in Assets (Capitalization) 30%
Enhance capacity and footprint Expansion of Network to meet capacity demand as per
4 15% 15%
across Pakistan Approved CapEx budget
Develop synergies with Ufone & All projects for Ufone and internal Synergy will be timely
5 10% 10%
within PTCL completed
General Manager (IP – OPS II)
Target for
Category Objective Measures Unit Weight
2013
Optimized IP network Capex/
Financial (15%) improved assest utilization %
Opex 15% 5%
Achieve trageted KQIs by network
Customer(20%) Improved QOE wide QOS implementation and %
optimisation 20% 100%
Trial ,plan and implement new
Network expansion according to technologies in access aggregation
the Business Requirements and IP core . Increasing broadband
foot prints.
% 15% 70%
Sofercom recommendation
BB /IP network Optimisation
implementation in IP & MMBB
% 15% 30%
Operation (55 %)
Network fault managment to proactive Managment and efficient
ensure higher up time and service reactive measures ---reduction in
excellence network failures
% 15% 75%
Accounting for all assests and

configuration within the networks
Configuration and change
and services thus providing a
Mangement
sound basis for incident and
problem managemnet
% 10% 75%
key performers identified and
Develop ,recognised and retain
Capacity Buildings(10 %) recommended for further training
solid performers
and development % 10% 80%
General Manager (NW– OPS Lahore)
Target
Category Objectives Measures Unit Weight for
2013
Relocating DG set's of different capacities to achieve power load
managemnt for reduction in fuel consumption after powering off of EWSD % 10% 100%
and other exchanges.
Utlization of over 20 EWSD Exchange batteries, rectifiers and AC-Units to
% 10% 100%
Optimize replace exhausted batteries, faulty non-repairable rectifiers and AC-Units.
Network Enable BB services in Huawei NGN Shahdara, Misrishsh and provide over
OpEx/CapEx 9000 BB ports . Converting 4 NGN exchanges 100% BB enabled. All this to
% 10% 85%
be achieved by re-adjusting existing network resources for sparing
DSLAM's to be utlized on other sites.
Off loading and shut down of Lahore PRI and Transit-C exchanges by
migrating all services to other exchanges to save fuel/power and % 10% 100%
Operations (85%) maintnence expanditure.
70% Pending Management to be cleared by rearrangement of existing
workinging connections to spare GAGL/ALC cards from less loaded
% 10%
ONU/MSAG's and to utlize these in Maxout ONU/MSAG's to clear Pending
Management.
Quality Installation of Generators along with ATS and smart switches on all outdoor
maintenance of % 15%
MSAG/ONU's installed in CTR to ensure intruption fee service. 100%
existing set up.
Rehabilitation of fiber network to arrange fibers for new MSAGs and
% 5%
Corporate links to clear Pending Management.
Provision of media diversity to all NGN UMG's % 5%
Refurbishment of 70% of DG sets to ensure intruption free service during
% 10%
commercial power failure.
Study traffic data and augment the speech routes to keep smooth inter
% 4%
exchange speech traffic flow.
Improve Replacement of batteries in outdoor ONU/MSAG's to provide intruption free
Customer (15%) customer % 4% 100%
service.
experience
Media enhancenment in ONU/MSAG and DSLAM backhaul links to ensure
% 7%
provision of committed bandwidth to the customers.
GM Wireless South Karachi
Category Objectives Measures Unit Weight Target for 2013
Plan network solution and design to Improve per GB cost.

% 2% 60%
save the Opex and Capex
Complete USF Mastung % 2% 60%

USF Subsidy projects
Financial Win USF Zhob % 2% 90%
(15%)
Add Greenfiled sites where commercial
Improve sales % 5% 70%
have identified sales potential
Synergy with Ufone infrastructure to Planning of new EVO sites at Ufone

% 4% 80%
save Opex and Capex assets
Customer Addition of Capacity resouces in Network

(5%) in sync with sales trends
EVO Capacity Expansion at Add Capacity by Virtical expansion at 750

% 25% 80%
overloaded sites BTSs
Add 20 Gbps capacity as per sales

Operations Core Network Expansion % 20% 80%
forecast
(75%)
Synergy with PTCL (PSTN) Planning of new EVO sites at 100 more
% 15% 90%
infrastructure PTCL assets for easy operations
BTS TRX optimization As per ongoing traffic trends % 15% 85%
Trail 4G commercial network before 3G

4G Solution % 2% 50%
auction
Capability
Building
Improve network cpacity, quality and
(5%)
3G competetion technology that could have PTCL survice % 3% 70%
and win more market share in 3G era
GM Technical Multan 1-2
Target
2013
Network Availability
Minimizing Outage duration and improving
% 10% 100%
MTTR
Conversion of TDM Switches into NGN (26

# 15% 26
Sites)
Deployment of External MSAGs (11 planned,

Operational & Network Provisioning # 5% 07
07 delivered)
Maintenance (75%)
Deployment of Corporate Circuits and Ufone

# 5% 23
project (23)
ONU ring Splitting # 5% 2

Sparing of DSLAMs by providing BB services
# 10% 12
through NGN
Power debugging of 10G DWDM rings % 10% 100%
GM Technical Multan 2-2
Target
2013
Deployment of ATS Panels with Smart

# 7% 121
Switch
Reduction in OPEX with maximum

network availability
Strategic Initiative
(20%) Deployment of Solar Panels (Hybrid Power
# 8% 08
Solution) ant ONUs and MSAGs
Construction of new Repeater Hut with

Rehabilitation of Damaged NE shifting of DWDM systems at Rojhan by # 5% 1
PTCL Tech itself that was destroyed in flood

Reporting (5%) No of reports provided on time as agreed # 5% 100%
GM Technical Peshawar 1-2
Target
2013
Network Availability Minimizing Outage duration and
% 5% 99%
improving MTTR
Deployment of MPLS TP Nodes (

# 10% 55
55Nos)
Deployment of MSAGs # 10% 22
Network Provisioning Deployment of DSLAMs # 5% 35

Deployment of Corporate Circuits
Operational & Maintenance (60%) and SCB (4) ,universities, etc on # 2.5% 100%
fiber
Deployment/expansion of RLUs # 2.5% 12
Up-gradation of existing Tx nodes

# 5% 20
with higher capacity Tx nodes
Addition of 2 Lambda in Huawei
# 5% 2
Ring-1
Power debugging of 10G DWDM
% 5% 100%
rings
GM Technical Peshawar 2-2
Target
2013
Depolyment of AVR for low

# 5% 33
voltage area
Deployment of ATS Panels
with Smart Switch to reduce
Reduction in OPEX with # 5% 38
interruptions & fuel and HR
maximum network availability expense
Strategic Initiative (20%) Deployment of new batteries

and rectifiers to reduce # 5% 100%
outages
Rehabilitation / preventive
Rehabilitation/preventive
maintenance of existing O.F
maintenance of Optical Fiber # 5% 100%
Network to reduce the
Network
Optical Losses
Provide timely report to

No of reports provided on
Reporting (5%) management on the critical # 5% 100%
time as agreed
projects
Improved Service delivery &

Customer (5%) Improve customer experience % 5% 100%
quality.
Notes (Technical)
1. KPIs for Network Availability have been revised for 2013 and new enhanced targeted KPIs for each
domain are as under:
Domain KPI Target for 2013
Transmission Network 99.97%
IP Core Network 99.85%
Broadband & IPTV Network 99.94%
2. Network Expansion KPIs

a) Wireless Core (AAA, PDSN)
b) Wireless Broadband Access
c) PIE Network Service Edges (PE) Expansion
3. Approved Synergy projects will be completed as approved budget. The following projects will be
included in the KPI:
1. Develop a formalize Development Process for Corporate (Corporate Services)
2. CorpWatch Service Deployment (Corporate Services)
Business Operations
Target
for 2013
Support achievement of CEO Financial Achievement against budget of Revenue, EBITDA.

% 15% 100%
Targets Net Profit & OFCF targets
Revenue Realization PKR 43,000 Million (Note 1) % 15% 100%

Financial (40%)
Bad debt Conversion <2% of Revenue % 5% 100%
Actual OPEX Vs budget

Optimize OPEX % 5% 100%
OPEX Vs Revenue ratio (Note 2)
Improvement in Net Promoter Score % 10% Note 3
Customer
*Provisioning (installation) Vs assigned targets
Improve customer experience and fault rectifications Vs complaints (DSL, % 15% 100%
(35%)
PSTN, IPTV)
Reduction in complaint registration (quarter on
% 10% 10%
quarter basis)
Reduce churn Rate of win back-lost customers % 10% 10%

Operations
(15%) Reduce cycle time of business processes by 15%
Operational efficiency % 5% 100%
(Note 4)
People satisfaction and Development Employees satisfaction and Development Index % 5% Note 5
Capability
Building (10%) Value delivered out of network synergy projects
with Ufone
Notes Business Operations:
1. Revenue Realization objectives along with specific targets:
Business Zones (PKR Million)

North Central South Total
PSTN 5,199 9,198 6,830 21,227
Revenue DSL 4,022 6,684 3,833 14,539

Realization IPTV 121 151 95 367
WLL 495 460 343 1,298
EVO 1,528 2,445 1,597 5,569
2. Opex Vs revenue ratio will be decided after the approval of Budget 2013 by the Board.
3. Net Promoter Score will be defined on the basis of the work being in progress.
4. Reduce cycle time on various zonal business activities will be agreed with the SEVP later on.
5. Employees satisfaction and Development Index comprising (“Resolution % age at Employees facilitation
Centers, Managing training days per employee and Retention of critical resources ) will be assigned.
6. Board synergy committee is finalizing the projects for synergy along with the savings targets which will be
assigned in this scorecard.
*-The target for on-time provisioning is ≥90% in 3 days for PSTN & 5 days for BB. Current performance is 84% (PSTN) and 83% for BB. 25%
Improvement in on time provisioning is required Quarter on Quarter
-The target for Customer Denied Installation is ≤0%. The current performance is 4.9% (PSTN) and 2% (BB). 25% reduction is required on
Quarter on Quarter basis
-The target for on-time fault rectification is 95% in 24 hours. The current performance is 26% (PSTN) and 23% (BB). 25% improvement in
time to fault rectification Quarter on Quarter
-The target for Customer Denied Rectification is ≤0%. The current performance is 10.2% (PSTN) and 19.1% (BB). 25% reduction in
customer denied rectification is required Quarter on Quarter
-The target for fault registered/100/month is ≤3.08. Current performance is 12.58 (PSTN) and 22.34 (BB). 25% reduction is required in
fault registered/100/month, Quarter on Quarter
Business Operations: Key Initiatives
 Revenue (PSTN,  Optimize OPEX  Improve  Loyal Customers  Reduce churn  Operational
DSL, IPTV, WLL, Customer Efficiency
EVO) Realization Experience
• Target new • Work in • Weekly planning • Analyze the areas where the bulk • Win back team • Process Re-
societies/green area conjunction with meeting conducted of complaints are coming in from, deployment. engineering of
installation or the HR department by SEVP/EVP with his do a root cause analysis. business processes
demand to complete a RGMs to plan for the • Conduct Process Re-engineering 5. redeem and win • Standardize
• Improve QoS workforce analysis next 15 days in terms to gain benefits from reduced TAT customers and reporting, efficiency
• Placement of and Optimize the of installations & • Take proactive corrective enhance customer and effectiveness
Kiosks and customer workforce fault rectifications measures to ensure consistent management levels
facilitation • Efficient utilization • Replace FSAs & OSS services
• Use newly of DG Sets, staff • ONU and MSAG power outages 7. align, optimize and
refurbished Floats. Vehicles • Rehabilitation of be controlled. automate business
• Dedicated FSA’s for • Migration of Cabinets/DPs/Cables • Burying of local lead in ITR and processes
wireless products network to NGN • Mobility to be Rehabilitation of network.
• Placement of PCPM’s provided to field • Free telephone sets (BB
• Clear all pending CSRs. customers
management to be at 13. reduce operating • NGN stabilization be • Reduce faults aging to <48 hours
costs ensured.
Zero pending orders
at end of each
quarter  Synergy Projects
10. Improve engagement and
• Reduce faults aging 9. provide best-in-class enhance customer loyalty
to <48 hours only customer experience
• Corporate Circuits • Develop synergies
with ufone
11. increase new and
recurring revenue 1. create
synergy
harmony and
professional
communication
EVP North-Business Operations
Target
2013
Achievement of Financial
Revenue Target: PKR 11,365 (million) LCY 15% 100%
Revenue Target
5% improvement on average of Current Billing (on
Financial (25%) Revenue Realization % 5% 100%
annual basis) for the zone
OPEX Vs Revenue ratio
*Provisioning time (>90% orders less than 5 days)

Rectification Time (>90% in 24 Hrs) % 30% 100%
Customer 10% Reduction in Complaint Registration (quarter on
(35%) quarter basis)
Improvement in Net Promoter Score % 5% 100%
Expand Wireline & Wireless

Net Additions (thousands) for all revenue streams # 10% 189
Services
Explore new markets / pockets 1000 Customer Pocket s/ Quarter % 10% 100%
Operations
Synchronized Customer Care processes with Business
(40%) Sign off Service Level Agreements # 10% 100%
Operations & other stakeholders by end Q2 2013
Identify and sign off worst area
33% of Actual Line in Service (ALIS)
exchanges (commercially viable) % 10% 100%
100% renovation in calendar year
for rehabilitation
Capability Optimize Functional Structure & Establish benchmarks (organization & headcount)
% 5% 100%
Building (5%) Headcount / teams Launch targeted training intervention
RGM-AJK
Revenue Target LCY 20% PKR 332 Million
Revenue Target
Financial (25%)
Revenue Realization % 5% 100%
annual basis) for the region
*Provisioning time (>90% orders less than 5
days)
Improve Customer Experience Rectification Time (>90% in 24 Hrs) % 25% 100%
Customer
10% Reduction in Complaint Registration
(30%)
(quarter on quarter basis)
Accurate & Complete Customer 100% of customers information documented
% 5% 100%
Data 100% accurate customer data/customer
Expand Wireline & Wireless Net Additions
# 10% As per Target
Services (EVO)
Exchange Capacity Utilization 100% utilized capacity/exchange by end 2013 % 10% 100%
Operations 100% of Critical Customer Processes (Network
(40%) Sign off Service Level Agreements Availability, Up gradation etc.) # 10% 100%
100 % of network (documentation)
for rehabilitation
Capability
Optimize Resource Utilization 100% technically trained/skilled workforce % 5% 100%
Building (5%)
RGM-ITR
Achievement of Financial PKR 4,610

Revenue Target LCY 20%
Revenue Target Million
Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
Services (PSTN+MMBB+IPTV+EVO+WLL)
for rehabilitation
Capability
Building (5%)
RGM-RTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
Services (PSTN+MMBB+IPTV+EVO+ WLL)
for rehabilitation
Capability
Building (5%)
RGM-NTR 1

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-NTR 2
Revenue Target
Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-HTR
Revenue Target
Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
EVP Central-Business Operations
Target
2013
Revenue Target


Net Additions (thousands) for all revenue streams # 10% 296.9
Services
Operations
for rehabilitation
% 5% 100%
RGM-CTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-LTR N

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-LTR S

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-FTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-GTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-MTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
EVP South-Business Operations
Target
2013
Revenue Target


Net Additions (thousands) for all revenue streams # 10% 182.1
Services
Operations
for rehabilitation
% 5% 100%
RGM-KTR 1

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-KTR 2

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-KTR 3

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-HYTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-STR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
RGM-QTR

Financial (25%)
days)
Customer
(30%)
% 5% 100%
# 10% As per Target
for rehabilitation
Capability
Building (5%)
Notes EVP Business Operations:
1. Revenue Realization objectives along with specific targets (subject to final approval)
Business Zones (PKR in Millions)

BZN BZC BZS
PSTN 5,199 9,198 6,830
Revenue DSL 4,022 6,684 3,833

Realization IPTV 122 151 95
WLL 495 460 343
EVO (Retail) 1,528 2,445 1,597
*-The target for on-time provisioning is ≥90% in 3 days for PSTN & 5 days for BB. Current
performance is 84% (PSTN) and 83% for BB. 2% Improvement in on time provisioning is
required Quarter on Quarter
-The target for Customer Denied Installation is 0%. The current performance is 4.9% (PSTN)
and 2% (BB). 25% reduction is required on Quarter on Quarter
-The target for on-time fault rectification is 95% in 24 hours. The current performance is 26%
(PSTN) and 23% (BB). 25% improvement in time to fault rectification Quarter on Quarter
-The target for Customer Denied Rectification is 0%. The current performance is 10.2% (PSTN)
and 19.1% (BB). 25% reduction in customer denied rectification is required Quarter on Quarter
-The target for fault registered/100/month is ≤3.08. Current performance is 12.58 (PSTN) and
22.34 (BB). 25% reduction is required in fault registered/100/month, Quarter on Quarter
Notes RGMs:
*-The target for on-time provisioning is ≥90% in 3 days for PSTN & 5 days for BB. Current
and 2% (BB). 25% reduction is required on Quarter on Quarter
-The target for Customer Denied Rectification is 0%. The current performance is 10.2% (PSTN)
and 19.1% (BB). 25% reduction in customer denied rectification is required Quarter on Quarter
-The target for fault registered/100/month is ≤3.08. Current performance is 12.58 (PSTN) and
22.34 (BB). 25% reduction is required in fault registered/100/month, Quarter on Quarter
GM Access Network – H/Q
Daily progress report to SEVP BZs Time 10% 100%

Customer Timely resolution of fault rectification
(20%) complaints 10% Reduction in Complaint
Registration (quarter on quarter basis)
% 10% 100%
Daily progress report to SEVP/EVPs

Time 10% 100%
Monitor and maintain provisioning targets of BZs
business zones
100% target achievement % 10% 100%
Facilitate network extensions to address dry

pockets (proposal evaluation, prioritization & Within 10 Working Days Time 10% 100%
obtain approval s)
Operations Facilitate rehabilitation Project prioritization

(80%) (proposal evaluation, prioritization & obtain Within 1 month Time 20% 100%
approval s)
Weekly progress report to SEVP BZs Time 10% 100%

Progress monitoring of rehabilitation projects
(Daily progress sharing with SEVP BZs/EVPs) Implementation as per timelines &
Time 10% 100%
Budget
Liaison with head office function and facilitate

Sign off SLAs # 10% 100%
project execution
GM Access Network – Rehabilitation
Customer 10% Reduction in Complaint Registration

Improve Customer Experience % 10% 100%
(10%) (quarter on quarter basis)
Identify and sign off worst area exchanges
(commercially viable) for rehabilitation 33% of Actual Line in Service (ALIS) % 10% 100%
along with RGM
Develop proposal / feasibility for
Within 15 Days Time 10% 100%
rehabilitation projects
Timely obtain right of ways and other

Manage key stakeholders (Govt agencies) Time 20% 100%
Govt compliances
Operations
(90%) Implementation as per timelines &
Effective and efficient execution of
Budget Time 20% 100%
approved projects
Manage project quality as per agreed

100% Quality compliance % 15% 100%
standards
Develop and maintain updated network

100% network documented % 15% 100%
documentation
GM Zonal Coordination-North, South, Central
Target
2013
Achievement of Financial Revenue LCY Target as
Revenue Target 15%
Target (Mn) given
Financial (30%)
Improved average Current Billing %age improvement in current billing % 15% 10%
%age reduction in churn (over current

Customer (15%) Reduce Customer Churn % 15% 20%
rate)
Avg Turn around time for the Fault
On-time Rectification of Faults # 10% 24 hours
Rectification
3 Days-
Avg Turn Around time for service
Ontime Provisioning # 10% PSTN
provisioning
5 Days-BB
Resolve all the pending
Operational (40%) management cases (As per set % of cases closed within the same day % 10% 100%
benchmarks )
Implement key initiatives related to

No of Process/Procedures Enhanced /
standardized benchmark business # 10% 100%
Rolled out
Capability Complete documentation of the

Document the existing network % 15% 100%
Development (15%) newtwork (zone wide)
Customer Care
Target
2013
Support achievement of CEO Financial Achievement against budget of Revenue, EBITDA. Net
Financial (15%) % 15% 100%
Targets Profit & OFCF targets
Improvement in Net Promoter Score ≥80% % 10% 100%
Improve Customer Experience Improve on time complaint resolution & Service
% 20% 100%
provisioning as per KPI targets [Note 1]
Customer (45%)
**Establish Customer Satisfaction Index by Q2 13 % 10% 100%
Improve index by 10% Q4 13
Increase Customer Loyalty
Reduce Repeat faults by 2% from existing levels on per
% 5% 100%
quarter basis
Achieve Contact Center SLAs (80% for all services,
% 10% 100%
70% for Complaints helpline)
Optimize Customer Care Processes Implement Customer Document Management system
% 5% 100%
by Q2 2013
Operations
(30%) Online Order & Support System by Q4 2013 % 5% 100%
Quarterly report on Key Customer Expectations # 5% 100%
Improve Customer Engagement Win-Back lost customers (+10% of 1 year old lost
customer) QoQ % 5% 100%
Improve Customer Retention by 5% QoQ
Develop & inculcate customer service -Launch customized training intervention for CC in Q2
Capability % 5% 100%
values -Conclude in Q4
Building (10%)
Develop synergies with Ufone Value delivered out of synergy projects with ufone LCY 5% Note 2
Customer Care
Notes (Customer Care):
1. -The target for on-time provisioning is ≥90% in 3 days for PSTN & 5 days for BB. Current
and 2% (BB). 25% reduction is required on Quarter on Quarter basis
-The target for Customer Denied Rectification is 0%. The current performance is 10.2%
(PSTN) and 19.1% (BB). 25% reduction in customer denied rectification is required Quarter
on Quarter
2. Board synergy committee is finalizing the projects for synergy along with the savings target
which will be assigned
** Customer Satisfaction index can be a combination of existing customer statistics coupled with
the results of an external customer satisfaction survey
Customer Care: Key Initiatives
Improve Increase customer Optimize Customer Improve Develop & inculcate

customer loyalty Care processes Customer customer service
experience Engagement values
•Projects to • Launch customer • Initiate process re- • Develop online • Design Customized
improve the Net satisfaction & loyalty engineering project customer order Contents for
Promoter Score survey • Automation of tracking and Customer Care
•Initiatives to • SLA sign off with business processes support Teams
reduce complaints SEVP Business • Standardize functionalities • Rollout across
by proactively Zones, CTO Procedures • Contact Centre function and
addressing issues • Monthly meeting • Documentations / elevation Projects establish basic
and faults with SEVP BZ and Templates / • Sign off SLAs service quality
relevant operations Internal Branding (Internal & standard
team to resolve • OSS Renovation External)
9. provide best-in-class
customer experience issues and plan way • Launch
3. Foster creativity,
forward documentation of innovation & service culture
7. optimize and automate
• Monthly reporting of business processes existing customers
target achievement • Implement
for CC & BZ Document
Management
System
10. Improve engagement &
enhance customer loyalty • Quarterly
Analytical reports
highlighting
important
dimensions where
1. create synergy financial resources
harmony and
professional need to more focus 10. Improve engagement &
communication on enhance customer loyalty
EVP Customer Care
Target
2013
Net Promoter Score % 5% 80%

On time complaint resolution & service
% 30% 100%
provisioning as per KPI targets (note 1)
Customer
(50%)
Reduce Repeat faults by 2% from existing levels
% 10% 8%
on per quarter basis
Implement Customer Document Management

% 10% 100%
Optimize Customer Care Processes system by Q2 2013
Online Order & Support System by Q4 2013 % 5% 100%

Operations
(35%) Quarterly report on Key Customer Expectations # 10% 4
% 5% 40%
customer) QoQ
Improve Customer Retention by 5% QoQ % 5% 20%
Capability Develop & inculcate customer service -Launch customized training intervention for CC
Time 10% 100%
Building (5%) values in Q2-Conclude in Q4
EVP Contact Center
Target
2013
Bring CC KPIs (AHT, first call resolution, etc.) to

Time 20% 100%
international benchmarks by Q4
Improve Customer Experience Net Promoter Score % 5% 80%
Customer
(45%) On time complaint resolution & service provisioning
% 10% 100%
as per KPI targets (note 1)

Achieve Contact Center SLAs (80% for all services,

% 20% 100%
Optimize Customer Care Processes Implement Customer Document Management

Time 5% 100%
system by Q2 2013
Operations
(50%) Online Order & Support System by Q4 2013 Time 5% 100%
Quarterly report on Key Customer Expectations # 10% 4

Win-Back lost customers (+10% of 1 year old lost
Improve Customer Engagement % 5% 40%
customer) QoQ
Improve Customer Retention by 5% QoQ % 5% 20%
-Launch customized training intervention for CC in

Capability Develop & inculcate customer service
Q2 Time 5% 100%
Building (5%) values
-Conclude in Q4
GM Contact Center
Target
2013
Bring CC KPIs (AHT, first call resolution, etc.) to 2 15% 100%

international benchmarks by Q4
Improve on spot complaint resolution and 2 10% 100%

registration of orders received on Helpline
Achieve Contact Center SLAs (80% for all services, 2 12% 100%
Optimum Utilization of Contact Center Resources 2 13% 100%

within Approved Budget with > 80% utilization
Maintain and improve work environment with best 2 20% 100%

utilization of maintenance budgets
Monitor, analyze, maintain & improve training 2 15% 100%

satisfaction
2 15% 100%
Maintain Call Quality Score > 90%
GM Customer Care H/Q
Target
2013
Enforcement of KPIs in terms of on-time

Time 15% 100%
provisioning & fault rectification (note 1)
Improve Customer Experience Improvement in Net Promoter Score ≥80% % 10% 100%
Improve on time complaint resolution & Service

Customer % 10% 100%
provisioning as per KPI targets
(60%)
Improve index to 80% Q4 13
Improve customer retention and reduce customer
% 15% 100%
inactive periods by 10% each

% 5% 100%
system by Q2 2013
Optimize Customer Care Processes
Online Order & Support System by Q4 2013 % 5% 100%
Operations
(30%) Quarterly report on Key Customer Expectations # 10% 100%
Capability Develop & inculcate customer service Launch customized training intervention for CC in
# 10% 100%
Building (10%) values Q2-Conclude in Q4 , covering 200 OSS staff/quarter
GM Customer Care - Zones
Target
2013
Enforcement of KPIs in terms of on-time
provisioning & fault rectification (note 1) for Time 15% 100%
respective zone
Improve Customer Experience Improvement in Net Promoter Score ≥80% (Zone) % 10% 100%
Improve on time complaint resolution & Service

Customer % 10% 100%
provisioning as per KPI targets (Zone)
(60%)
Improve index to 80% Q4 13 (Zone)
Improve customer retention and reduce customer
% 15% 100%
inactive periods by 15% each (Zone)

Optimize Customer Care Processes % 10% 100%
system by Q2 2013 (Zone)
Operations Monthly report on Key Customer Expectations # 10% 100%
(30%)
Capability Develop & inculcate customer service Monitor & Coach the OSS staff to cover 100% staff
% 10% 100%
Building (10%) values in 1 year
Information Technology

% 15% 100%
CEO Goals
Financial (30%)
20% Cost reduction –storage (Consolidation of
Optimize IT assets % 15% 100%
IT infrastructure)
Enhance Customer Experience

Customer (30%) Net Promoter Score % 30% 5%
Management
Establish Baseline & Improve Internal

Internal Satisfaction Index % 15% 10%
Customers’ Experience by 10% (Note 2)
Operations
Provide high system availability System uptime % 5% 99%
(30%)
Online collection System with 5 major banks

System Integration & Availability # 10% 5
during FY ‘13
Capability Value delivered out of network synergy

Develop synergies with Ufone # 10% 100%
Building (10%) projects with Ufone (note 3)
Notes (Information Technology):
1. Net Promoter Score will be defined on the basis of the work in progress, and it will be improved
with the help of following projects:
CRM (reduce TTM for commercial by 25%)

 Multiple payment/complaint registration channel
 IP based contact center
 Billing System
2. Projects that can lead to higher Internal Customer Satisfaction:
Reconciliation and Process automation for re-utilization of returned CPEs

Process Optimization for Stores and Sub-stores
Maintenance of Costs and System Controls for Cars and other Vehicles
which will be assigned in this scorecard. However some of the projects are Data house clearing,
BI system from ufone & Security solutions MSSP etc.
Information Technology: Key Initiatives
 Optimize IT Cost  Customer  Process  Availability of IT  Delivery of BSS/ OSS  Create synergy with
Experience improvements Systems Ufone
• IT infrastructure • CRM implementation. • Process automation • Enhancement of • CRM • Data Center hosting
consolidation • BI Solution for CPEs (re- DR Site • OSS • BI System from Ufone
implementation • Email DR • Billing • Security Solutions MSSP
utilization), stores &
• Convergent Billing • Enhancement of PR
system
Sub-stores and Site 1. create synergy
13. reduce operating costs vehicles (Car etc.) • IT Process harmony and
• Online bank collection • Consolidation of IT Improvement 4. innovate in solutions professional
• SMS as SDP Infrastructure offering and product communication
• QRCode Servers, Storage and bundling
implementation 6. expand wire and
Applications wireless services
• CRM Project across the country
• IP Based Contact 7.align, optimize and
automate business
Center processes
9. provide best-in-class
customer experience
EVP IS
Target
2013
5% savings on Network OPEX spend from
Financial (5%) Optimize Cost % 5% 100%
the budget
CRM-Phase 2 Finalization & Execution within 2013 Time 10% 100%

Customer (20%)
Billing System Finalization & Execution within 2013 Time 10% 100%
Change request
Within stipulated & agreed timeframes Time 10% 100%
implementation
BSS/OSS Roadmap
Complete within Q1 2013 Time 10% 100%
Finalization
Same day resolution Time 10% 100%
Application Support
Monthly BnCC activities Time 5% 100%
Operations (65%)
Business Process
10 changes/improvements in IS systems # 10% 100%
Improvement
Zero IT System failure
%age improvement in MTTR & MTBF % 10% 75%
(Applications)
100% bill collection from all customers within
Timely Bill Collection % 10% 100%
time
Capability Building Data warehouse & BI BI solution implementation, 70% by Dec
% 10% 100%
(10%) solutions 2013 [Note- CCS-1]
GM BSS
Target
2013
Finalization of IT Roadmap - 100% Time 10% 100%
BSS/OSS Up-gradation RFP - 25% by Dec
Controlled & real time billing and Time 7% 100%
2013
Customer (30%) efficient partner management &
settlement. Convergent Billing RFP - 20% by Dec 2013 Time 7% 100%
Interconnect & wholesale Billing RFP - 20% by

Time 6% 100%
Dec 2013
Level 2 Issues: Closure of 98% service

Effective Customer Support % 10% 100%
requests within same month
Services for wireless products
(EVO and WLL) in pCRM Level 3 Issues: Closure of 70% issues within a
% 10% 100%
development quarter.
Level 2 Issues: Closure of 80% issues in 24
Post deployment support for in- % 5% 100%
hours.
Operations (50%) house developed solutions -
Reseller, SMS SDP Level 3 Issues: Closure of 70% issues within a
% 5% 100%
development quarter.
Participation/ # of sessions for pre CCB and

Quick evaluations of Technical
CCC meetings for monthly versions & change # 10% 100%
Proposals
requests. 1 /month
BnCC & pCRM 60% data is enriched with
Customer data enrichment % 10% 100%
updated records
Capability Building IT Cost Reduction through in- Person Hour spent on development &
Time 20% 100%
(20%) house development & support. support.(1) (15,000)
GM CCS
Target
2013
BnCC Technical support level-1 Closure of 80% service requests within 24
% 5% 100%
(CCS) hours
BnCC Technical support level-1 (CCS Closure of 80% service requests within 24
% 5% 100%
- MMBB support) hours
Closure of 80% service requests within 24
BnCC Technical support level-1 (RS) % 5% 100%
hours
BnCC Technical support level-1 (CCS Closure of 60% service requests within 24
% 4% 100%
- Data & IN support) hours
Customer (30%)
BnCC Access and Identity Closure of 70% service requests within 24
% 5% 100%
Management hours
BnCC Technical support (e-Reports) % 2% 100%
hours
BI support for WIN % 2% 100%
hours
BI support for Eagle eye % 2% 100%
hours
Change Request implementation in As per agreed monthly PHs with vendor Time 5% 100%
BnCC As per agreed timelines with business Time 5% 100%
Software Development (Eagle Eye,
As per agreed timelines with business Time 15% 100%
Operations (35%) eReports)
Monthly TOSing As per agreed schedule with Revenue Time 5% 100%
FrMS operations 10th of each month Time 2% 100%
BI WIN operations 4th of each month Time 2% 100%
eReports Operations (CCS) As per agreed timelines with business Time 1% 100%
Capability Building Enterprise Data Warehouse & BI
BI solution implementation, 70% by Dec 2013 Time 35% 100%
(35%) Solutions
GM ERP
Target
2013
CRM-Phase 2
Customer (40%) Finalization & Execution within 2013 Time 40% 100%
Change request
implementations Within Stipulated Timeframe (Note 1) Time 20% 100%
Operations (40%)
Level-1 & 2 business support for
Closure of 80% service requests
ERP, CRM and EPP % 20% 100%
within 24 hours
Capability Development
Business Improvement Projects Delivery of 10 projects by Dec 13 Time 20% 100%
(20%)
Note 1 Timelines
1 Fiscal year change for ERP
2 Reconciliation and Process automation for re-utilization of returned CPEs
3 Process Optimization for Stores and Sub-stores
4 Maintenance cost planning and management for Cars and vehicles
5 Process optimization for office equipment, furniture & fixtures and vehicles
6
Consolidation and optimization of procurement processes under Etisalat Group
eProcurement Project
7 Improvement of Assets accounting process for development projects
8 HR eFacilitation portal for HR and Administrative facilities
9 Regional online attendance application
10 HR Monthly performance measuring Scorecard
GM ITDC
Target
2013
Financials (20%) Contracts Consolidation and Outsourcing of
Cost Optimizations Time 10% 50%
ITSD by end 2013
Hosting Services for external customers
Revenue Generation Time 10% 100%
(Mezaan Bank, Ufone) DR in 2013
Delivery of IP Based Contact Center by end
Time 6% 100%
Add and Enhance Customer 2013 and additional support channels for IPCC
Services Framework & Catalog for DC Hosting Services
Time 4% 100%
by end 2013
Customers (20%)
All SLAs for Data Center and Maintenance
# 4% 100%
contracts for infrastructure
Improve Services Quality
Contact Center Infrastructure Enhancements
Time 6% 100%
within 2013
Capitalization of Projects Capitalization of IPCC, Security within 2013 % 5% 100%
Systems Deployment (Anti-Virus ePO, AV Client
rollout, Vulnerability assessment, DLP, AD, # 10% 50%
Increase Systems Availability Unified Service Desk) by end 2013
and management capabilities
Operations (45%) Maintenance of Systems Availability (Network,
% 15% 99%
Electric, Cooling, Infrastructure)
Optimize and Manage Infrastructure Monitoring Phase-II and Service
Time 5% 90%
Operations Catalog within 2013
Zero IT system failure
(Network & Data Center)
Capacity Management IT Asset Management, DCMS for DR Khi,
(15%) Capacity Measurement Environmental Audits, NOC Operations within % 5% 90%
2013
Capacity Enhancement of SOC, NOC, CDC
Lahore, IPS, Firewall, DR & Aggregation network % 5% 80%
Capacity Building within 2013
25% of Team's Technical Trainings on deployed
% 5% 100%
projects within 2013
GM ITO
Target
2013
Business case & SOW finalization by March 2013 Time 5% 100%
Consolidation of IT RFP Finalization by April 2013 Time 5% 100%

infrastructure RFP Float & Procurement by June 2013 Time 5% 100%
Solution deployment by Nov 2013 Time 5% 100%
RFP finalization by March 2013 Time 5% 100%

Email Stablization RFP Float & Procurement by April 2013 Time 10% 100%
Solution deployment by Nov 2013 Time 10% 100%
Operations RFP Finalization by March 2013 Time 5% 100%
(100%)
System Uptime RFP float & Procurement by May 2013 Time 5% 100%
(Golden Gate)
Solution deployment by August 2013 Time 5% 100%
Legacy DB upgrade Phase II implementation by Dec 2013 Time 5% 100%

0 billing errors for all customers # 15% 0
Accurate & Timely 1st week
Billing Timely dispatch of all bills Time 10% of every
month
Zero IT System failure
(OS/DB/AS)
EVP NIS
Target
2013
5% savings on Network OPEX spend from the
Financial (5%) Optimize Cost % 5% 100%
budget
100% Compliance to incident response policy and
% 5% 100%
Monitoring & Reporting (SIEM) procedure
100% Successful closure of detected incidents % 10% 100%
Auditing & Improvement of IT
Ensure 100% resolution of reported findings % 10% 100%
Data Network Centers
Upgrade and fine tune the
Intrusion Prevention System Solution implementation 100% by July 2013 % 10% 100%
(IPS) to block known attacks
Operations (75%) Identify and report
vulnerabilities in operating Every 2 weeks Time 5% 100%
systems and applications
Expand Antimalware coverage
Project implementation 60% by Dec 2013 % 10% 60%
of end points (340 sites)
Improve enterprise network 100% compliance with the findings of the enterprise
% 15% 100%
security risk assessment report
Implement better filtering and
As per the monthly network audit findings Time 10% 100%
network access controls
Develop guidelines to harden
Delivered as per IT Operations & IS requirements
operating systems and Time 10% 100%
within Q2 2013
applications.
Capability Managed Vulnerability
Building (20%) Assessment and Reporting as a As per the proposal and agreed scope of work % 5% 100%
service (project)
Develop a Managed Security
As per the proposal and agreed scope of work % 5% 100%
Services Portfolio (Ufone)
GM IT QA, Governance & Architecture
Target
2013
Accurate Billing # assessments for improvements in billing system # 10% 2
# of assessments for improvement in MTTR &

Minimize IT system Failures # 10% 2
MTBF
Conduct system evaluation Time 10% Q2

Highlight & Mitigate System
risks
Develop & implement risk mitigation strategies Time 10% Q4
%age of existing architecture defined in IT

Develop & Maintain IT
architecture repository (2013 IT architecture % 15% 25%
Architecture
definition scope)
Operations (100%)
Ensure data security Timely submission of Annual Data Security Plan Time 10% Q2
# of audits conducted # 10% 5

Implement QA procedures
% of NRCs Closed ( Non Conformances Raised ) % 10% 70%
Ensure compliance to PTA

Assessments of deviation (from PTA Standards) # 10% 1
network quality standards
Successful implementation of
Number of projects completed successfully # 5% 2
local strategic initiatives
GM IT Demand Planning & Management
Target
2013
% Saving on the Customer Care CAPEX

% 10% 10%
spend from the budget
Reduce Opex / Capex with
Financial (20%)
maximum network Optimization
% Saving on the IT OPEX spend from the
% 10% 5%
budget
Improve Client Satisfaction IT Satisfaction Survey Index % 10% Q2
No of Business Solutions (Systems )

Enhance IT Business Solutions # 10% Q4
enhanced
Ensure availability of the System System Availability Index % % 10% 80%

Operations (60%)
Improve Response Rate Response Rate % % 10% 30%
Improve IT Reliability Reliability Index % % 10% 30%
Reduce System Down - Time System Availability Index % % 10% 100%
Conduct an intensive business analysis &

Identify future IT needs Time 10% Q2
report IT requirements going forward
Capability Development
(20%)
IT Roadmap of infrastructure needs for
Develop Infrastructure Forecast Time 10% Q3
next 5 years
GM Development & Projects
Target
2013
Progress of project as per plan
Implementation of CRM II (Sales
• Wave-I
Order Management Solution) % 15% 100%
• Wave-II
Customer Care Project
(35%)
• Wave-III
Availability of customer self-
100%
services on smart phones and Completion of project % 20%
web (my.ptcl.net.pk)
Development of the business
100%
process for Cost Reporting Completion of project % 20%
Operations To develop and provide the Completion of the development as per

100%
(65%) Change Requests by using the timelines agreed with business through % 25%
internal resources and outsourcing Demand & Planning
Consolidation and enhancement Progress of project as per plan 100%
% 20%
of SP of existing technologies
Finance
Target
2013
% 15% 100%
Financial (35%) Within annual amount for provision approved by
Minimize provision for bad debts % 10% 100%
the board
Optimize return on Surplus Funds &
As approved by the Board (≤ KIBOR) % 10% 100%
Other Income
Support BUs and SUs. in reduction of Actual corporate OPEX / CAPEX vs. budget
% 10% 98%
fiduciary risk through Budget Control (Note 1)
Finalization & Reporting of Monthly, Quarterly, bi-
% 10% 100%
annual & annual accounts within statutory period
Finalization , approval of budget & provision of
Timely, accurate and reliable reporting. approved budget to regions/offices on quarterly Time 10% 100%
Reduced fiduciary risk. basis within 1 week at quarter end
<=5 high risk ICM points % 5% 100%
Operations
(60%) Finalization of monthly revenue by 8th of next
Time 5% 100%
month
Online collection system with 5 major banks
% 5% 100%
Improve collection process through during FY ‘13
system integration 100% Reconciliation of collections in main bank
% 5% 100%
accounts with funds receipt
Improve governance through aligned Introduction of regional /zonal profitability system
Time 10% 100%
accounting system (P&L & BS) by Q3 2013
Capability Value delivered out of network synergy projects
Building (5%) with Ufone
Notes (Finance):
1. Budget for 2013 will be finalized after the approval by the Board.
Finance: Key Initiatives
 Minimize  Support BUs  Return on  Timely, accurate  Control and  Improve Billing  Synergy Projects
bad debts and SUs. in Surplus Funds and reliable policy Process
reduction of reporting. governance
fiduciary risk Reduced
through fiduciary risk.
Budget Control
• Minimize • Undertake • Closure of non • .Study on • Establish profit • Online billing • Develop synergies
Bad Debts Fiduciary risk profitable introduction of ABC center (P&L) system with with ufone
assessment exchanges / and rolling-budgets responsibility at coordination of
• Reporting • Implement costing regional level banks
BTS Sites model to gauge the (Manager Level)
comparison of • White Labeling 1. create
viability of all tariff • Improve revenue
11. increase new projected changes and offices setup to synergy
and recurring results with the product bring more automate business
harmony and
revenue initial forecast 13. reduce development professional
accuracy and processes
operating costs communication
• Rectify ICM points improved outlook
• Financial
Evaluations of
12. increase Return contracts 7. align, optimize and
On Asset (ROA) automate business
processes

automate business
processes
EVP Revenue Accounts
Target
2013
% 15% 100%
Financial targets EBITDA, Net Profit, OFCF targets
Financial (20%)
Within annual amount for provision approved by
Minimize provision for Bad debts % 5% 100%
the board
100% accurate billing for all customers at all
Customers (15% ) Improve Billing Accuracy % 15% 100%
times
Finalization of Monthly Revenue by 8th of next
Time 10% 100%
month
Finalisation of Regional Revenue Reports and
Time 10% 100%
sharing by 09th of next month
Timely, Accurate and Reliable
reporting Monthly Financial Reporting of Revenue by 09th
Time 10% 100%
of next month
Operation (60%) Timely finalization and sharing of Revenue
Time 15% 100%
Budget within 1 week at quarter end
Timely preparation and payment of

Finalization of liability and payment to Govt
WHT & FED/Sales Tax to FBR & Time 10% 100%
Bodies by 21st of each month
Provinsional Bodies
Improve collection process through Online collection system with 5 major bank banks
# 5% 5
system integration during FY '13
Capability Completing all performance management steps
Quality Performance Management Time 5% 100%
Building (5%) as per given timelines
GM Revenue Accounts
Target
2013
Minimize provision for Bad debts Within annual amount for provision approved
Financial (10%) % 10% 100%
- Wireline Services by the board
100% accurate billing for all customers at all
Customers (20% ) Improve Billing Accuracy % 20% 100%
times
Finalization of Monthly Revenue by 8th of
Time 10% 100%
next month
Timely, Accurate and Reliable Finalisation of Regional Revenue Reports and

Time 10% 100%
reporting sharing by 09th of next month
Monthly Financial Reporting of Revenue by

Time 10% 100%
09th of next month
Operations (60%) Timely preparation and payment
Finalization of liability and payment to Govt
of WHT & FED/Sales Tax to FBR Time 10% 100%
Bodies by 21st of each month
& Provinsional Bodies
Timely billing and collection of Invoicing the customers by the 05th of next
Time 10% 100%
Retail Wireline services month and collection by 12th 2nd month
Improve collection process Online collection system with 5 major bank

% 10% 100%
through system integration banks during FY '13
Capability Building Quality Performance Completing all performance management

Time 10% 100%
(10%) Management steps as per given timelines
EVP Cost & Credit Management
Target
2013
LCY
Bad debt Recovery Debt recovered 25% 600
(Mn)
LCY
Financial (55%) In-house Cash Collection Amount of in-house cash collection 20% 2.40
(Bn)
Collection from PCPM, UCS LCY
Amount of collection from PCPM, UCS etc 10% 600
& Others (Mn)
Bring 5 major banks to collect online By Q4 2013 # 10% 5

Online updating of Customer
Customers (20%)
payments
10% improvement in collection (in-house) % 10% 100%
Improve bill printing & Outsourcing of Bill printing/delivery activity by

Time 10% 100%
delivery resources 100% Q4 2013
Operations (20%)
Monthly analysis & reporting of default addition Time 5% 100%
Reduce default & Improve
recovery
Quarterly recovery action plans # 5% 4
Training in CMC functions for 100% resources

Time 2.5% 100%
within Q2 2013
Capability Building
Trained Resources
(5%) Training in new Credit Management tools for all
Time 2.5% 100%
resources within Q4 2013
GM Credit Management Centers
Target
2013
Bad debt Recovery PKR 600 Million LCY 25% 100%
Financial (55%) In-house Cash Collection PKR 2.25 Billion LCY 20% 100%
Collection from PCPM, UCS &
PKR 600 Million LCY 10% 100%
Others
5 major Banks to collect online by Q4 2013 # 10% 100%
Customers (20%) Online Collection # of Collection points to increase to 225 # 5% 100%
# of walk-in customer to increase by 10% % 5% 100%
Maintain 100% accuracy of all customer

Update Customer Profiles % 5% 100%
profiles for all customers
2.5% improvement (Quarterly) in bill delivery

Ensure Timely Bill delivery % 5% 100%
by 25th of every month
Operations (25%)
Monthly analysis & reporting of Establish contact with 25% of
% 5% 100%
default addition defaulters/quarter
Outsourcing of Bill
All regions to be outsourced by Q4 2013 Time 10% 100%
Printing/Delivery
EVP Financial Reporting & Treasury
Target
2013
Support achievement of Achievement against budget of Revenue,

% 15% 100%
CEO Financial Targets EBITDA. Net Profit & OFCF targets
Financial (30%)
Optimize return on Surplus
As approved by the Board ≤ KIBOR % 15% 100%
Funds / Other Income
Actual corporate OPEX / CAPEX vs. budget
% 10% 98%
(Note 1)
Finalization of Budget for presentation to the

Support BUs and SUs. in
Board for approval. Provision of approved
reduction of fiduciary risk Time 15% 100%
budget to regions/offices on quarterly basis
through Budget Control
within 1 week after the quarter end.
Operations (65%) <=5 high risk ICM points relating to Finance % 10% 100%
Online collection system with five major

% 10% 100%
Improve collection process banks during FY 2013.
through system integration Reconciliation of collections in main bank
Time 5% 100%
accounts with funds receipt
Improve governance through Introduction of regional /zonal profitability

Time 15% 100%
aligned accounting system system by Q3 2013
Develop synergies with Value delivered out of network synergy

Capability Building (5%) LCY 5% Note 2
Ufone projects with Ufone
GM Treasury
Target
2013
LCY
Financial (25%) Earn other income from surplus funds Achieve budgeted target 25%
(Mn)
Preparation of forecasted cash flow
Weekly basis # 10% 52
statement and determine surplus funds
Customers (15%)
Monitor DDO payment limits with banks and
100% compliance of credit limits % 10% 100%
ensure limit availability as per budget
Negotiation and placement of funds on

Increase 12% company value % 10% 12%
favorable terms (rate of return)
Manage investments as per approved

100% secure investments % 10% 100%
parameters
Review and align PTCL risk management

Quarterly revision # 5% 4
policy for investment
Operations (60%) Implementation of real time Updation of
receivables through online banking Number of Banks online # 10% 8
arrangement
Issue and renew Bank Guarantees and Fund availability with banks for
% 10% 100%
negotiate favorable rates issuance of guarantees
Implement SMART Banking services by Reduction in # of Bank Accounts

# 10% 125
aligning number of bank accounts (297- 125)
GM Cost Management, Policy & Procedures
Target
2013
LCY
Financial (25%) Cost Optimization Reduced OPEX 25% 200
(Mn)
Within 3 months after close of

On time regulatory payments Time 10% 100%
FY
Align PTCL accounting policies with Etisalat Q3/ 2013 Time 15% 100%
Review, Update and communicate changes of

Quarterly basis # 10% 4
authority matrix
Update Standard Operating Procedures as per Draft for approval within 4

Time 5% 100%
Operations (75%) request of end users weeks
Finalize cost and regulatory accounts on annual Within 2 months (after

Time 10% 100%
basis finalization of accounts)
Prepare region wise & service wise company

Quarterly basis # 15% 4
profitability position
Facilitate business and other functions in

determining product / service costs on as and With 15 working days Time 10% 100%
when required basis
GM Finance ERP & Asset Management
Target
2013
Resolution/implementation of new Financial controls in the SAP based
Time 15% 100%
functionalities in ERP Modules business processes.
Compliance of Fixed Asset Management
0 Audit / Compliance para # 15% 0
Policy and procedures
Maintain Fixed Assets Register Data accuracy in SAP % 20% 100%
Physical stock taking & evaluation

Operations (95%) (including non strategic assets) for %age of asset identified for disposal % 15% 30%
disposal
Vendor Management Timely payments (as per agreement) Time 10% 100%
Reports within 1 week after the monthly

Time 10% 1 Week
Prepare Fixed Assets CWIP and closing.
Inventories reports Exception reports within 1 week after
Time 10% 1 Week
the monthly closing.
Capability On the job training for SAP FICO

All finance team leads covered # 5% 30
Building (5%) modules
GM Budget
Target
2013
Financial (20%) Optimize & adjust budgetary expenses Savings in budgeted expense % 20% 10%
Prepare Corporate Budget Readiness by Sep 30 (each year) % 15% 100%
Allocate Corporate Budget on quarterly

Within 1 Week at Quarter end Time 15% 1 Week
basis
Operations (60%) Within 1 Week (After Account

Monthly Variance Report s Time 15% 1 Week
Finalization)
Evaluate financial feasibilities of Capital

Investment (Proposals) and other business Within 3 Working Days Time 15% 3 days
cases
Capability Building Implement Cost Driver Based budgeting

Implementation within this year Time 20% 30.09.13
(20%) process
GM Purchase Finance
Target
2013
Annual saving in total cost of

Cost savings through procurement contracts/POs as compared to total
Financial (15%) % 15% 20%
process value of relevant bids received from
vendors
Compliances with procurement

Compliance Checklist % 15% 100%
guidelines & RFP
Budget for next year allocated in Q4 of

Time 15% 100%
last year
Budget Allocation
Vendor payments within 30 days of
Time 15% 30 days
Operations (85%) receipt of correct /complete invoice
Lower annual cash insurance rates % 10% 10%

Cash Insurance
Country wide coverage % 10% 100%
Timely, accurate and reliable

All reports within given timelines Time 20% 100%
reporting
GM Asset Management
Target
2013
Payments made within 30days of receipt of

Time 10% 15 days
correct/complete payment documents
On time Payments
All payment related process time reduced by
% 10% 15%
15%
Monthly: 10 Days
Finalization & Reporting of Monthly,
Quarterly: 30 Days
Quarterly, bi-annual & annual Time 30% 100%
Biannual: 60 days
accounts within statutory period
Annual: 120 days
Successful Audit 0 high risk ICM points # 10% 0
Operations (100%)
Compliance Monthly Reporting to
Timely submission of reports Time 10% 10 days
Etisalat Group
Effective and efficient tax returns 0 Penalty # 5% 0

management ≤5 notices # 5% ≤5
Earn / adjust tax benefit % Improvement over last year % 10% 10%
Proactive management of Tax cases at

Favorable decisions % 10% 100%
Appellate Tribunals & High Court
GM Accounts & Financial Reporting
Target
2013
Payments made within 30days of receipt of

On time Payments Time 10% 100%
correct/complete payment documents
Monthly: 10 Days
Finalization & Reporting of Monthly,
Quarterly: 30 Days 100%
Quarterly, bi-annual & annual Time 20%
Biannual: 60 days
accounts within statutory period
Annual: 90 days
Operations (60%)
100%
Successful Audit <=5 high risk ICM points relating to Finance # 10%
Compliance Monthly Reporting to 100%

Timely submission of reports Time 20%
Etisalat Group
Cost benchmarking Project for Time 15% 100%

Timely submission of Information
Optimizing Opex
Financial (40%)
Time 25% 100%

Purchase Price Allocation Project Timely submission of Information
Corporate Development
Target
2013

Financial (15%) % 15% 100%
Mystery Shopping & Customer Satisfaction

Surveys (establish baseline) by Q1, 2013
Provision of quality products Publish Monthly Reports (e.g. on idle resources,

and services by improving billing & realization, quality) by 3rd week of every Time 10% 100%
Quality of existing set up following month
95% resolution of legal cases in PTCL favor % 20% 100%
Legal and regulatory Compliance to all regulatory obligations (PTA,
% 10% 100%
compliance and resolution of CCP, Ministry of IT etc.)
issues
Regulatory Approvals (# of cases). e.g. ICH, Tariff
# 10% 100%
Operations (80%) proposals, NOCs etc.
Create demand for products /
75% winning ratio of USF projects (Note 1) % 5% 100%
services
Monitoring Grey traffic and illegal insertion / heavy
Time 5% 100%
callers –monitoring on daily basis
Fraud & Revenue Management
Reconciliation and reporting on monthly basis Time 5% 100%
Establish EM department related policies &

Effective land utilization Time 15% 100%
procedures by Q2, 2013
Notes (Corporate Development):
1. This depends upon the availability and announcement of USF projects by Govt of Pakistan
Corporate Development: Key Initiatives
 Effective Land  Improve Customer  Quality of products  Legal and regulatory  Demand for products &
Utilization Experience and services compliance and resolution Services
of issues
• Policy for PTCL Land • Mystery Shopping & Monthly Reports on: • Pre-emptive measures • Create a strong lobby for
resources (optimum Customer Satisfaction • Quality Verification of • Increased coordination with PTCL to ensure winning of
utilization) Surveys Rehabilitated Outside lawyers USF projects
Plant • Higher case turnover, favorable
• Network QoS Analysis: decisions
12. increase Return On Asset 9. provide best-in-class • MMBB Customer • Increase liaison with regulatory 6. expand wire and wireless
(ROA) customer experience Experience bodies services across the country
• Assessment of WLL • Stay in touch with
network and services developments in
performance law/regulations
• Network analysis to rectify
pain points in network • Continuity of ICH
• Utilization of idle • Regulatory Approval on tariff
resources proposals of Commercial Team
5. redeem and win 8. demonstrate social  Fraud & Revenue

customers and enhance responsibility and improve
regulatory compliance Management
customer management
• Completeness of billing &

6. expand wire and wireless realization of the targeted
services across the country revenue by reconciliation
and reporting / trending
• Monitoring and control of
Grey traffic and illegal
insertion

automate business
processes
EVP Quality Assurance
Target
2013
Zero usage process created & implemented by end
Time 10% 100%
Q1 2013
VoC survey developed and conducted to establish
Time 5% 100%
Increase Customer Qos benchmark by Q2 2013
Customer (40%)
Satisfaction VoC results incorporated to improve QoS by 15% by
% 15% 100%
Q4 2013
Work with regional teams to target corporate
Time 10% 100%
customers by end Q2 - 2013
A testing methodology which should incorporate best
practices for new and existing CPE platform by Q1 Time 15% 100%
2013
Create internal QA testing Sign off on a SLA with Procurement on product
Time 10% 100%
process for CPE testing selection process by Q2 2013
Provide QA testing guidance/results to major
Operations (50%) stakeholders and senior management team on a Time 5% 100%
Quarterly basis
Document all QA processes by Q2 2013 Time 5% 100%
Process Improvement Establish a monitoring & reporting mechanism by Q3
Time 5% 100%
2013
Network Rehabilitation Complete the Rehab project by June - 2013 Time 10% 100%
Assess and re-distribute workload by Q2 2013 Time 5% 100%

Capability Building Optimized Structure & Head
(10%) Count Organization structure & Headcount Sign off with HR
Time 5% 100%
within Q2, 2013
GM Quality Assurance
Target
2013
Evaluate CSI through surveys/mystery shopping on a
# 10% 100%
quarterly basis
Enhance Customer Care
Submit report to all concerned stakeholders within 2
Time 5% 100%
weeks of survey
Customer (25%) Establish a bench mark for QoE for all CPE/Terminal
Time 5% 100%
devices by Q2 2013
Improve Quality of
Share findings on CPEs/Terminal devices
Terminal Devices
performance with procurement within 10 days of Time 5% 100%
receipt of sample devices
Report KPIs achievement with suggestions for
improvement to all RGMs/GMs by 15th of every Time 10% 100%
following month
Report Drive Test results of BTS clusters & BSS level
Ensure QoS /QoE is KPIs for enhancing QoS to all WLL GMs by 15th of Time 10% 100%
reliably measured, every following month
Operations (55%)
recorded, shared and Conduct 4 ITAs/year # 15% 100%
improved Disseminate Corrective Action Recommendations
(CAR) to all relevant stakeholders to prevent major Time 5% 100%
breakdowns within 2 weeks of each ITA
Enabling 885K BB-grade Cu lines by 30 June 2013 Time 15% 100%
Preparation of 6-monthly QA Objectives/Activity Plan
Time 5% 100%
in the first week of January and June
2 follow up meetings in the first week of April and
Capability # 5% 100%
Performance Management Septemeber to take corrective actions
Building(20%) Monthly performance review of CQA activities before
# 5% 100%
15th of each month
Functional headcount/structure finalized with HR
Time 5% 100%
within Q1 of each year
EVP Revenue Assurance & Fraud Management
Financial Maintain Grey/Illegal termination within acceptable

Control Revenue Leakages % 10% <1%
(10%) range of the total revenue
Customer
Accuracy of rating & charging Confirmation of rating/charging accuracy % 15% 100%
(15%)
On 10th & 20th
Timely submission of all monthly/daily reconciliations &
Time 25% of every
reports
month
Operations 5% improvement in TAT/Quality of reports YoY % 10% 5%

Monitoring & Reporting
(55%)
Analysis of IGEs exception reports for heavy
Time 10% Daily
outgoing/transit calls for fraudulent activity
100% CDR Gap analysis for all the traffic generated
Time 10% Monthly
from PSTN/WLL networks.
Improve RA&FM Analysis & Implementation of RA&FM Tools with the coordination
Time 10% Q4
Reporting of Development wing
Capability
Quality Performance Completing all performance management steps as per
Building Time 5% 100%
Management given timelines
(20%)
Hire & train new/existing Hiring & training of new/existing RA&FM personnel in
Time 5% Q3
RA&FM personnel accordance with Organization chart.
GM RA & FM
Target
2013
Support Technical wing to reduce network cost by
Reduce operating cost % 10% 100%
20% YoY
Financial (20%)
Improve Revenue by 5% (QoQ) by plugging
Increase Revenue % 10% 100%
revenue leakages
Customer (20%) Improve Billing Accuracy 100% accurate billing for all customers at all times % 20% 100%
Monthly reconciliation and analysis of POI/IGE

Time 10% 100%
retail traffic by 1st week of every following month
Daily analysis of exception reports of BnCC & IGEs Time 10% 100%
Operations (50%) Monitoring & Reporting Monthly analysis of WLL voice traffic for illegal
Time 10% 100%
termination by 1st week of every following month
Monthly reconciliation of AAA, CRM & Bill register

Time 10% 100%
by 1st week of every following month
Weekly Trend and Gap analysis of Retail traffic of
Time 10% 100%
PSTN
Improve RA&FM Installation and implementation of different RA&FM
% 5% 100%
Capability Building Analysis & Reporting Tool
(10%) Quality Performance Completing all performance management steps as
% 5% 100%
Management per given timelines
EVP Legal
Target
2013
Compliance Ensure 100% compliance to all regulators % 10% 100%
Establish criteria and SOP for evaluating and bringing

Time 10% 100%
onboard legal counsels by Q2 2013
Appointment of Legal
Form agreements with all legal counsels to ensure timely
Counsels # 10% 100%
& favorable decisions in PTCL's favor
Operations Optimize Legal counsel fees by 25% in 2013 % 10% 100%

(85%)
# of favorable decisions for PTCL for 2013 # 15% 100%
Favorable Decisions
Improve PTCL's winning ratio by 20% in 2013 % 20% 100%
Proactively help other departments (procurement,

Process Efficiency technical etc) to vet of all contracts (vendors, employees Time 10% 100%
etc) within 10 days
Capability Quality Performance Completing all performance management steps as per

Time 15% 100%
Building (15%) Management given timelines
GM Legal
Target
2013
Compliance Ensure 100% compliance to all regulators % 10% 100%
Establish criteria and SOP for evaluating and bringing

Time 10% 100%
onboard legal counsels by Q2 2013
Appointment of Legal
Form agreements with all legal counsels to ensure timely
Counsels # 10% 100%
& favorable decisions in PTCL's favor
Operations Optimize Legal counsel fees by 25% in 2013 % 10% 100%

(85%)
# of favorable decisions for PTCL for 2013 # 15% 100%
Favorable Decisions
Improve PTCL's winning ratio by 20% in 2013 % 20% 100%
Proactively help other departments (procurement,

Process Efficiency technical etc) to vet of all contracts (vendors, employees Time 10% 100%
etc) within 10 days
Capability Quality Performance Completing all performance management steps as per

Time 15% 100%
Building (15%) Management given timelines
EVP Estate Management
Target
2013
Establish SOPs (standards, criteria, processes) for

establishing a strong PTCL Lobby in the Government bodies Time 10% 100%
by end Q2 2013
Develop a relationship management plan/manual by end Q2

Time 10% 100%
Title Transfer of Properties 2013
in PTCL’s name
Take actions according to the plan and prepare a monthly
Time 5% 100%
report of all activities
Transfer properties in PTCL’s name within 1 month of
Operations (90%) Government ‘s approval (provided no litigation/adverse Time 10% 100%
claim)
Establish SOPs by end Q2 2013 Time 10% 100%

Regularization of existing
structure of older properties 100% of cases in PTCL’s favor as recommended and
% 25% 100%
financed by management
Ensure 100% accuracy in all transfer documentation % 10% 100%

Documentation & Record
Keeping
Ensure easy retrieval and back up of all company documents
Time 10% 100%
by end Q2 2013 (For transferred properties)
Capability
Development Succession Planning Ensure that your successor is developed by end 2013 Time 10% 100%
(10%)
GM Regulatory Affairs
Target
2013
100% resolution of customer complaints forwarded

by Regulatory Authorities
Regulatory Compliance of license Timely participation in PTA initiated surveys with

Time 10% 100%
bench marks information dissemination to field staff
Timely disbursement of LDI share Time 5% 100%

Successful Operation of ICH and
relationship building with LDI
Payment to PTA within stipulated timelines Time 5% 100%
industry, PTA and MoIT and
coordination for deployment of LI
& Gray Monitoring system 100% Implementation of policy initiatives devised by
% 10% 100%
MoIT for grey traffic monitoring
Operations (95%)
Regulatory cases in favor of SMP, BW , A-Leg, and ICH cases to be decided or
% 25% 75%
PTCL kept in stay in favor of PTCL
Timely bidding for new projects Time 15% 100%

Maximum share( 50%) of PTCL
in USF Subsidy
Timely release of subsidy of existing projects Time 15% 100%
Liaison and lobbying with regulator and policy maker

Regulatory approvals, BTS sites,
(number of policy makers on our side); # 10% 100%
tariff and resolution of RnD issue
# of timely approvals
Human Resources
Support achievement of CEO Achievement against budget of Revenue, EBITDA.

% 15% 100%
Financial Targets Net Profit & OFCF targets
Financial (30%)
Improve Employee
Employee Productivity Index (Note 1) % 15% Note 1
Productivity
10% improvement over baseline by Dec ‘13 (for all
Leadership Capability
SEVPs & identified successors at EVP/GM level % 10% 100%
Development
Customer (15%) only)
10% improvement in HRBP service delivery (over
HR Service Effectiveness % 5% 100%
baseline)
Filling of vacant positions within stipulated period of
% 8% 100%
time
Talent acquisition & retention
Retention against 75% defined critical positions * % 7% 100%
Complete organizational workforce analysis &

Workforce Rationalization % 5% 100%
Operations (35%) implementation by Dec ‘13
HR Manual Roll-out & implementation by Q2, 2013 % 5% 100%
Optimize HR Processes
HR Processes Revisited by Q2, 2013 % 5% 100%
Improved Maintenance Administration cost within approved budget % 5% 100%

Establish
Employee Engagement Establish Employee Engagement Index baseline % 5%
Baseline
Capability Building Build service culture and Launch 5 initiatives on change management (vision,
# 10% 100%
(20%) positive attitude mission, values, team building & services)
Value delivered out of synergy projects with ufone
Develop synergies with Ufone % 5% 100%
(Note 2)
Notes (Human Resources):
1. HR Index (As per budget)
2011-12 Self Assessment Group Validation (Baseline)
HR Index measures: Target Actual Achievement Actual Achievement
Subscribers per FTE 138.6 128.3 93% 164.0 118%

Revenue per FTE (LCYm) 2.2 1.97 91% 2.12 98%
Staff costs as a % OPEX 50.1% 52.7% 95% 54% 93%
93% 103%
*Critical Position: Defined as having direct financial impact, Strategic Orientation, & Market Orientation
Human Resources: Key Initiatives
 Employee  Leadership  HR Service  Rationalize Workforce  Optimize HR

Engagement Capability Effectiveness Processes
Development
• Employee • Leadership • HRBP Dashboard • Workforce Analysis & • HR Manual Roll-out

Engagement Development • EFQM Planning • Process Re-
Survey Program • Succession Planning engineering
• Career • Management 9. provide best-in-class
Framework Development customer experience 7. optimize and automate
Program/Individual business processes
Development 7. optimize and automate
Program business processes
• Competency
•Develop  Build service culture
3. Foster creativity, Framework
innovation and service synergies with and positive
Implementation
culture Ufone attitude
• T&D (improving
staff quality) • Value delivered
• Scorecards • Service Culture
out of synergy
• Action Learning • Variable Pay System
projects with
• FUEL ufone
2. develop,
1. create synergy recognize, retain,
9. provide best-in-class and hire credible
customer experience harmony and
professional performers
communication
EVP Leadership & Organization Development
Target
2013
Roll out competency framework (PTCL Leadership DNA)

and incorporate it in all HR processes such as recruitment, Time 10% 100%
Develop Competent T&D etc by end Q2 2013
Customer (20%)
Leaders
Develop and implement Scorecards (SEVP to GM level)
Time 10% 100%
across the organization in Q1 2013
Conduct organization wide workforce analysis by Q4 2013 Time 5% 100%
Prepare optimized Headcounts by Q4 2013 Time 5% 100%

Organization Design
Develop an effective Organization Structure aligned with
Time 5% 100%
organization's strategy by Q4 2013
Operations Prepare & implement comprehensive plan for improving HR
(35%) HR Excellence Time 10% 100%
based on EFQM report in Q2
All performance management steps are executed within
Time 5% 100%
Integrated Performance stipulated timelines
Management Succession planning process is implemented ensuring that
% 5% 100%
30% successors are developed and placed appropriately
Conduct Employee Engagement Survey within Q1 2013 Time 5% 100%

Employee Engagement Develop & implement Action Plans based on survey results
Capability Time 15% 100%
in Q2 and complete by end Q4
Building (45%)
Launch & implement PTCL's Career Framework in Q2 Time 10% 100%
Career Framework
Develop a system for career management by Q4 Time 15% 100%
GM Organization Development
Target
2013
Roll out competency framework (PTCL Leadership DNA)

Develop Competent
Customer (20%) and incorporate it in all HR processes such as recruitment, Time 20% 100%
Leaders
T&D etc by end Q2 2013
Conduct organization wide workforce analysis by Q4 2013 Time 10% 100%
Prepare optimized Headcounts by Q4 2013 Time 10% 100%

Organization Design
Develop an effective Organization Structure aligned with
Time 10% 100%
Operations organization's strategy by Q4 2013
(50%)
All performance management steps are executed within
Time 5% 100%
stipulated timelines
Integrated Performance
Management Development & Implementation of a new/advanced
Time 15% 100%
software for performance management by Q4 2013
Conduct Employee Engagement Survey within Q1 2013 Time 5% 100%

Capability
Employee Engagement
Building (30%) Develop & implement Action Plans based on survey results
Time 25% 100%
in Q2 and complete by end Q4
EVP Talent Management & Learning
Target
2013
Conduct leadership assessment for all SEVPs, EVPs and GMs in Q1
Time 5% 100%
2013
Develop Competent Launch Leadership Development programs for HiPos, GMs, EVPs
Customer (15%) Time 5% 100%
Leaders based on the assessment in Q1 2013
Conduct Leadership assessment for all those put through the
Time 5% 100%
development process to gauge improvement in Q4
Develop & implement plans to attract suitable talent to PTCL in Q2
Time 10% 100%
2013
90% of offers made are accepted across the organization % 5% 100%
Talent Acquisition & 80% of new hires are retained for the first year % 5% 100%
Operations Retention 70% of new hires are retained for 2 years % 5% 100%
(55%) 50% of new hires are retained for minimum 3 years % 5% 100%
All critical positions/roles are identified and successors are developed
% 10% 100%
and placed for 30% of the positions within 2013
Learning &
Execute all T&D activities as per the plan and stipulated timeframes Time 15% 100%
Development
Develop & Launch a comprehensive awareness campaign to instill
Time 5% 100%
and inculcate PTCL's values in all employees by Q2 2013
Vision & Values
Develop mechanisms that gauges values in action by the top 3 layers
Time 10% 100%
Capability of the organization by end Q2 2013
Building (30%) Initiate a change process that builds a Service Oriented Culture by Q1
Time 5% 100%
2013
Culture Change
Develop a measuring mechanism that measure the extent of change
Time 10% 100%
in PTCL practices by end Q2
GM Recruitment
Target
2013
Identify the Employee Value Proposition & align the

Time 10% 100%
Recruitment Policy & Processes with it by June 2013
Develop and Execute Employer Branding plan to improve # of

Customer (30%) Employer Branding % 10% 100%
applicants/position by 15%
Implementation of a Employer Branding Campaign in identified

Time 10% 100%
15 universities across Pakistan within 2013
Improve time to fill a vacancy by 15% % 10% 100%
90% of offers made are accepted across the organization % 10% 100%
Operations
Recruitment 80% of new hires are retained for the first year % 10% 100%
(50%)
70% of new hires are retained for 2 years % 10% 100%
50% of new hires are retained for minimum 3 years % 10% 100%
Develop state of the art skills in the team to conduct interviews

Time 10% 100%
Capability Interviewing & and assessments by Q3 2013
Building (20%) Selection Implement state of the art recruitment processes and systems
Time 10% 100%
by Q3 2013
GM Training & Development
Target
2013
5% saving in training administration expense vs. approved

Financial (10%) Cost Optimization % 10% 100%
budget
Conduct leadership assessment for all SEVPs, EVPs and GMs

Time 10% 100%
in Q1 2013
Customer Develop Competent Launch Leadership Development programs for HiPos, GMs,
Time 10% 100%
(30%) Leaders EVPs based on the assessment in Q1 2013
Conduct Leadership assessment for all those put through the

Time 10% 100%
development process to gauge improvement in Q4
ROI on T&D :
75% retention of identified Talent
% 20% 100%
%age improvement in individual performance after training
Operations Learning & %age improvement in organizational performance YoY
(30%) Development
All T&D activities as per the plan and stipulated timeframes Time 10% 100%
Targeted employees for training are covered within each year # 10% 100%
All EVPs/GMs in HR go through 1 functional and 1 behavioral

Capability # 10% 100%
training /year as per their relevant area and needs
Building (20%) Build HR capacity
Arrange 1 teambuilding program for HR team/year # 10% 100%
EVP HR Operations
Target
2013
All cases arising in the year to be resolved within the

Time 10% 100%
same year
Employee Investigation
Improve the TAT for all employee investigations by 20%
% 10% 100%
within 2013
Document all HR operations/processes within Q2 2013 Time 10% 100%

HR Process Improvements
Reduce TAT for all identified HR processes by 20%
Time 10% 100%
within Q4 2013
Operations Facilitate OD processes/projects On time completion of all OD related projects/processes Time 10% 100%
(100%)
Timely execution and implementation of workforce

Workforce Rationalization # 10% 100%
rationalization plans within Q3 2013
Maintenance of 100% accurate employee data and valid

Employee Data Management % 20% 100%
hierarchy at all times (H/Q & Zones)
Organizational Manpower requirements concluded within

Manpower Planning Time 5% 100%
Q1 2013
0 employee strikes & 100% successful negotiations with

Employee Relations % 15% 100%
CBA
GM HR Operations
Target
2013
Define and agree service level
agreements (for HRO Services) with
Signed off SLAs % 15% 100%
line Management (HO based) &
HRBPs
0 employee strikes;
Manage industrial relations # 15% 100%
Formal reporting on pulse on fortnightly basis
Ensure HR policy compliances
0 audit observations
(including but not limited to
0 over or under payments or exceeding # 15% 100%
transfer/posting, attendance,
authority limits
promotion, leaves, welfare etc.)
Put in place crisis management
Plan by Q2
plan, define roles and educate all Time 10% 100%
Education by Q3
concerned (Strikes Management)
Operations 100% resolution of cases arising in the same
Manage employee dicipline /
year; % 15% 100%
investigation cases
50% resolution of existing cases
Implement employee eFiling
100 implementation for officer category # 15% 100%
System
Document and sign off all business
100% documented processes by Q2
processes (inlcuding but not limted % 5% 100%
20% improve TAT
to welfare processes etc.)
100% updated files of all employees
Ensure updation of employee files &
100% data updated in system % 5% 100%
data in SAP
0% anamoly in personal files & system
Education and development of team
on Discipline, Inquiry and litigation Education program for all HRBPs by Q2 % 5% 100%
subject
GM Manpower & Planning
Target
2013
Processing of attendance based monthly
100% accurate payments in the same
payroll and ensure salary disbursement % 15% 100%
month
within same month.
Ensure complete payments of salay / bonus 100% accurate payments in the same
% 10% 100%
or other finaical changes in the same month month
OTC/DSL/IPTV facilitation in 3 working
days
Ensure HR policy compliances # 15% 100%
0 audit observations
0 over or under payments
Issuance of annual GPF Slips to all regular
GPF Slip once after increase Time 10% 100%
employees once in a financial year
Manage employee clearances and facilitate Payments / clearance within 20 days of
Time 10% 100%
employee separations separation date
Operations
Submit comprehensive HR Plan (includes
function wise existing headcount, expected Signed of HR Plan by Q4 (previous
Time 15% 100%
separations, expected promotion, external year)
hiring etc.)
Submit HR comprehensive Budget based
Signed of HR Budget by Q1
on all HR projects (L&OD, TM&L, # 15% 100%
Quarterly Monitoring Report
Operations, Payroll etc.)
Document and sign off all business
processes (inlcuding but not limted to 100% documented processes
% 5% 100%
payroll data changes, payroll processing, 15% improve TAT
pre & post reconciliation etc.)
Ensure employee data accuracy & system 100% accuracy
% 5% 100%
backup Monthly System backup
EVP HR Services
Target
2013
100% availability of required medicines across PTCL at all

% 10% 100%
times
% improvement in employee perception in medical

Medical Services % 10% 100%
services & processes
Improvement of 50% dispensaries in 2013 across the

Time 10% 100%
organization
Development, approval & implementation of Security
Time 10% 100%
Manual by Q3 2013
Communication of employee Security protocols within Q3
Security Awareness & Time 10% 100%
2013
Implementation
Operations Proactive (monthly/weekly) guidance and communication
(100%) to all employees (region by region) regarding security # 10% 100%
situation & mitigation steps
Vehicle R&M cost reduced by 5% within 2013 % 10% 100%

Fleet Management
100% pool car availability for all business needs % 10% 100%
Provision of clean drinking water, functional working
facilities, useable and hygienic washrooms across PTCL # 10% 100%
for 250 sites within 2013
Maintenance & Administration Renovation of 100% depleted buildings within 2013 Time 5% 100%
Up-gradation of 50% guest houses to market standards in

% 5% 100%
2013
GM Corporate Administration
Target
2013
Annual maintenance plan presented & approved within Q1

Time 10% 100%
2013
Improve 36 dispensaries within allocated budget # 10% 100%
Phase 2-implementation of water filtration plant in all regions in

Time 10% 100%
2013
Maintenance & Up-grade of
existing structure Renovation of 50% guest houses in Lahore, Islamabad,
% 10% 100%
Karachi, Murree & Multan
Renovation of 100% depleted buildings in the approved budget

% 10% 100%
within 2013
Provision of new gym equipment at Officers Club (Islamabad)
% 5% 100%
Operations with a 10% saving from approved budget
(100%)
Phase 3-100% Replacement of old vehicles for field within 2013
% 10% 100%
(subject to approval)
Auction of old vehicles within 2013 Time 5% 100%

Maintenance & Up-grade of
Vehicles Automated vehicle management system in SAP for 25% of
% 10% 100%
regions country wide
Physical monitoring and review of vehicle policy implementation
% 5% 100%
covering 75% of PTCL each year
100% accurate records of all building assets of the company % 10% 100%
Accurate documentation &
disposal of material Disposal of all auctionable material within given timelines and
Time 5% 100%
targets
GM Administration & Maintenance
Target
2013
100% pool car/driver availability for all business needs within 3

Time 10% 100%
hours
Provisioning and bill payment for cellular services/devices for

Time 10% 100%
Employee Services PTCL officers within 3 days
Allocation of Office space within 7 days of new hiring/decision Time 5% 100%
Repair & Maintenance plan/expense budget presented &

% 10% 100%
approved within Q1 each year
Operations
(100%) 10% saving of all administrative/routine activities of approved
Cost Optimization % 30% 100%
budget
Reduction in turn around time for all tendering processes by 5% % 15% 100%
100% updated & accurate records of office spaces, residential

% 15% 100%
accommodation, vehicle maintenance & mobile provisioning
Records Management
Monthly display of seniority lists for accommodation Time 5% 100%

GM Corporate Safety & Security
Target
2013
Develop & get approval on a comprehensive Security

guidelines & manual for PTCL employees (Local & Expats) Time 15% 100%
within Q2 2013
Security Manual & Guidelines Communicate across the organization within Q3 2013 Time 10% 100%
Hold quarterly reviews to check employee awareness &

Time 5% 100%
understanding
Hold regular security drills (fire, kidnapping etc) across the

Time 15% 100%
entire company within 2013
Operations Ensure safety drills across the organization for field work &
(100%) Security Mindset Time 10% 100%
establish approved SOPs
Ensure 100% employee coverage in Safety & Security

% 5% 100%
awareness training/education
Provide monthly/weekly guidelines & analysis on the security
Time 5% 100%
outlook for the country
Ensure adherence to all Security protocols across the
Security Operations Time 5% 100%
company
Bring security OPEX down by 10% through optimization of
% 30% 100%
physical/electronic security across the company
GM Medical Services
Target
2013
Ensure 100% availability of required medicines at all times % 15% 100%
Ensure 0 complaints on medical services provided by

# 15% 100%
PTCL
Provision of Medical Treatment
100% functional equipment at all locations % 15% 100%
100% compliance to Medical Policy % 10% 100%
Process Automation Identify & automate the most critical processes within 2013 Time 10% 100%
Operations
(100%)
100% up to date medical records of all employees at all
Records Management % 10% 100%
times
Quarterly allocation & monitoring of expenses of allocated

Time 5% 100%
budget
Financial Management Monthly reporting of expenses % 5% 100%
Ensure optimum rates agreed with panel hospital with 2%

% 15% 100%
saving on approved OPEX
GM HRBP (Zones)
Target
2013
Agree and sign off SLAs with line Singed off SLAs with Zonal EVPs, SEVP Business
Time 15% 100%
management Operations and SEVP HR within Q2 2013
Customer (30%)
Have monthly sessions with each RGM to get
Formal/Regular Feedback from
feedback on level of service of HR & report to SEVP # 15% 100%
Line Management
HR
Educate and Implement HR
10% Improvement in Customer Satisfaction Score % 10% 100%
Policies / HO Directives
Facilitate OD processes/projects On time completion of IPMS Time 10% 100%
Biannual HR Strategy session with line management

HR Strategy Communication &
(each function separately) [Report for Central HR # 10% 100%
Operations (65%) Reporting (Zonal / Regional)
strategy]
Timely execution and implementation of workforce

Workforce Rationalization # 15% 100%
rationalization plans within Q3 2013
Maintenance of 100% accurate employee data and

Employee Data Management % 20% 100%
valid hierarchy at all times (for the respective zones)
Develop and implement plans to help the respective
Capability Building
Building a Service Culture Attitude teams in the zones to become service oriented within Time 5% 100%
(5%)
Q3 2013
GM HR Strategy & Special Projects
Procurement & Supply Chain
Target
2013

% 15% 100%
Financial (30%)
Optimize cost % saving from initial offer to final contract/PO % 15% 15%
%age improvement in Vendor satisfaction index

Customer Improve supplier satisfaction % 10% 70%
(60% current)
(20%)
% improvement in Internal customer satisfaction
Enhance internal customer satisfaction % 10% 90%
index (80% current)
Procurement cycle time reduction (100 days
Time 10% 80 days
Operations current)
Enhance the efficiency
(20%)
Reduction in inventory cost % 10% 15%
Cost Saving in total spend local projects between

Create synergy with Ufone % 10% 15%
Ufone/PTCL
Capability Cost Saving in assigned group projects as
Create synergy with Etisalat Group % 10% 20%
Building (30%) compared to pervious prices
System Enhancement Launch 5 initiatives on overall system improvement # 10% 5

Procurement: Key Initiatives
 Optimize cost  Improve Suppliers  Enhance Internal  Efficiency of  Synergy Projects

Satisfaction Customer Procurement Cycle
Satisfaction
• Frame • Implementation of • Establishing a • Implementation of • At least 5 categories

agreements for vendor performance eFile management local synergies
supplier relationship
• Finalization of global
fast moving items management model management system system)
master agreements
for providing better • CLM Implementation (category
services to • RFID implementation management
9. provide best-in-class customers • e-Procurement (Online
customer experience bidding)
12. reduce operating • SRM Implementation 1. create synergy
costs 9. provide best-in-class harmony and
customer experience professional
7. optimize and automate communication
business processes
EVP Procurement
Target
2013
Financial (10%) Optimize cost 15% saving on approved budget % 10% 100%
Effective and Efficient Vendor

Customer # of Complaints (formal & informal) # 10% 0
Management
(20%)
Establish and Implement Procurement # of Certification
% 10% 100%
Standards Zero Audit Para
Procurement cycle time reduction by 20% (Dec
Enhance procurement cycle efficiency % 5% 100%
2013)
Sign off 50% Free of Cost Item Delivery (over and
Optimize negotiation with vendors % 10% 100%
above normal contract)
Operations Sign off frame agreement for all
100 % for critical Items for 5 years % 10% 100%
(45%) routine items
100% recording of items (IN/OUT Stock)
Align and optimize stores availability % 10% 100%
Zero audit Para
Optimally manage goods Reduce Cycle by 10% (Dec 2013)
% 10% 100%
transportation Reduce cost by 5%
Create synergy with Ufone Cost Saving per year % 10% 15%
Capability
Create synergy with Etisalat Group Cost Saving per year % 10% 20%
Building (25%)
Organization structure & Headcount Sign off with
Optimized Structure & Head Count Time 5% 100
HR within Q1, 2013
GM Contracts-Procurement
Target
2013
Financial (10%) Optimize budget Actual Cost to Budget Ratio 85% (by Dec 2013) % 10% 100%
eFile System by Q2 Time 10% 100%

Customer Implement Online System
(35%) eProcurement by Q3 Time 10% 100%
Define SLAs in alignment with

Sign off SLAs with business functions % 15% 100%
business functions
Sign off Frame agreements 100 % for critical Items for 3-5 years # 15% 100%
Operations Enhance efficiency of processes

Contract Cycle time reduction by 20% (Dec 2013) % 10% 100%
(35%) (vender contracting)
Sign off 40% Free of Cost Item Delivery (over and
Optimize negotiation % 10 100%
above normal contract)
Synergy Projects with ufone # of Project by Dec 2013 # 10% 100%

Capability
Building (20%)
Create synergy with Etisalat Group # of Project by Dec 2013 # 10% 100%
GM M&L-Procurement
Target
2013
Financial (10%) Optimize budget Actual Cost to Budget Ratio 85% (by Dec 2013) % 10% 100%
Customer Optimal store Replenishment Zero complaints on replenishment 10% 100%

(20%) Define SLAs in alignment with
Sign off SLAs with business functions % 10% 100%
business functions
Implement RFID System at Stores 100 % of stores by Q4 # 15% 100%
Enhance efficiency of processes

Reduce Cycle by 10% (Dec 2013)
(Transportation, Store management, % 10% 100%
Reduce cost by 5%
Issuance
Operations
(55%) Maintain and Manage inventory cost Worth Rs. 2 billion by Q4 % 15% 100%
Optimize consumption of all store

Reduce by 5% % 10% 100%
items (through controls)
Updation of store items records (in 100% recording of items (IN/OUT Stock)
% 5% 100%
SAP) Zero audit Para
Establish, maintain and standardize # of stores to be established
# 10% 100%
Capability stores # of ISO certifications
Building (15%)
Create synergy with ufone Share %age Store Cost with ufone # 5% 100%
EVP Internal Audit
Target
2013
Timely Development/approval of
annual/three years risk based Audit % 25% 100%
Plan
Completion of other assignments as per
directives of the President & CEO/ Audit % 15% 100%
Committee
Presentation of Material Audit
Observations to the Audit Committee on % 20% 100%
Quarterly Basis
Ensure execution of Approved Audit
Plan keeping in view risks and resource % 30% 100%
availability
Monitor and evaluate reporting % 10% 100%
employees
GM IS Audit
Target
2013
Conducting risk assessment across
organization and preparation of audit % 20% 100%
plan
availability
Up-to-date with the changes &
development in Auditing and Accounting % 5% 100%
profession
Performance evaluation of all reporting % 10% 100%
employees
Preparation of Material Audit
Observations for presentation to Audit % 10% 100%
Committee
Coordinating & Liasioning with External % 5% 100%
Auditors for areas of mutual interests
Conducting Pre Audit of Procurement
contracts for the value exceeding Rs. % 10% 100%
20 M.
GM Operations Audit
Target
2013
Preparation of Risk based Audit Plan of 20%
% 100%
respective areas
availability
Preparation of Material Audit
Observations for presentation to Audit % 10% 100%
Committee
Performance evaluation of all reporting % 10% 100%
employees
keep abreast with changes &
development in Auditing & Accounting % 5% 100%
profession

Approach

Strategy Mapping
BSC Implementation & Tracking:
Cascading the Scorecards
Departmental Strategy Themes

(SEVP Level) Alignment of EVP Strategy
Theme with SEVP Themes
Sub-Departmental Strategy
Themes (EVP Level)
Alignment of EVP Scorecard Sub-Departmental Scorecard

with SEVP Scorecard Development (EVP Level)
GM Level Strategy Themes Alignment of GM Strategy

Theme with EVP Themes
Alignment of GM Scorecard GM Scorecard Development

with EVP Scorecard
BSC Implementation & Tracking Plan
Activity Timeline Responsibility
Presentation to Corporate January 11, 2013 Human Resource

Strategy Team on tracking
Corporate Strategy &
Scorecard
Cascading Strategy Theme & January 31, 2013 Human Resource
Scorecard to EVP / GM level
(Group Sessions with SEVP &
Teams)
Identification & Training of February, 2013 Human Resource
PMOs on information
collection and presenting to
Corporate Strategy Team
Collection and presentation of On Quarterly basis Functional PMOs

information to Corporate
Strategy Team
Presentation of Strategy & On Quarterly basis Corporate Strategy
Scorecard Status to Top Team
Management
“Success is on the Cards for Us”
Thank You!

Balance Scorecard Framework

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Corporate Strategy, and

Development of Balanced Scorecard

Balanced Scorecard Process Overview Cascading the Scorecard

“Translating Strategy into Measurable Actions”

Putting Strategy in Achieving Cross- Enabling employees Monitoring Strategy

Aligns performance with Building Strategic Effective Communication of Tracking performance

• Optimize OPEX • Actual OPEX 5% 95%

Capability Extending the Map into Measurements, Targets and Initiatives

CRM & Data Mining

Development of Balanced Scorecard

Balanced Scorecard Process Overview Cascading the Scorecard

 Etisalat’s Business Strategy analyzed

 Strategy Themes pertaining to 4 focus

 Corporate Scorecard developed to

Developing  SEVPs strategy themes aligned with

1. Revenue (gross revenue less discount to subs) Rs.b 59.14 b*

2. EBITDA Rs.b 16.11 b

4. Capital expenditure / Operating cash flow (CAPEX

Operational 5. Customer Base (Subscriber Index) # '000 1,647

6. Customer Experience Time

People 7. Staff Productivity/ Costs (HR Index) # 103%

Alignment and 8. Reporting timelines and accuracy (timely and

Strategic 9. Develop synergies with Ufone (number of Board

Provide World Class Customer Experience in Wire, Wireless and Solutions

Customer 10. Improve

Innovate Enhance market share in wire and Socially responsible &

Operations 4. Innovate in 8. Demonstrate social

Optimize OPEX Actual OPEX Vs budget % 5% 100%

Improvement in Net promoter score (Note 2) % 10% 5%

Net Subscription against all revenue streams (10%

2. Net Promoter Score will be defined on the basis of work in progress

7. align, optimize and

5. redeem and win

Rs. 21.227 Billion (PSTN) LCY 7.5% 100%

Optimize Wire-line Opex Actual spent is equal to Budgeted amount % 5% 100%

Introduce 5 New Initiatives (Acquisition) % 10% 100%

Customer Satisfaction 10% improvement in Net Promoter Score % 10% 10%

Alignment with Technical team for Agreement on Network availability on

Operations (15%) Maintenance of confirmed orders

Market Segmentation Capability Streamline usage of BI % 5% 100%

Capability Building Organization structure & Headcount Sign

Category Objectives Measures Unit Weight Target 2013

Rs. 20.477 Billion (PSTN) LCY 15% 100%

Optimize Opex SAC within allocated Budget % 10% 100%

Maintenance of confirmed orders

Create Demand for Orders in Pending Demand and Pending Management

Capability Building Enhance Service

Churn Management 3.5% per month (Gross) % 5% 100%

Customer Satisfaction 10% improvement in Net Promoter Score % 5% 10%

Manage & Optimize Distribution 55% sales through indirect channels

Alignment with Technical team for Agreement on Network availability on

Timely submission of monthly

Enhance Distributor's Sales Delivery of Multi-login & Commission re-

Run 8 Win back campaigns to gain customers # 8% 100%

Offer promotions/packages to enhance retention:

Launch a Customer Loyalty program for current

4 New product/services launches # 4% 100%

Timely submission of Monthly plans (marketing) &