Madhu Arora, GM (Corporate Restructuring)

1. Madhu Arora, GM (Corporate Restructuring) Performance Management System in BSNL

2. Performance Management System

3. Performance Management System in BSNL

4. Group Performance Management System (GPMS) • Covers all BSNL employees in 19 group types • Each Territorial Circle, non-Territorial Circle, SSA is a Group • Key Performance Indicator(KPI) based score cards designed for objective and transparent assessment of performance • Group score cards have been finalized with targets assigned for all groups for this year • GPMS is aimed at rewarding everyone in the group based on overall Group’s performance • GPMS score to form the basis of PRP, other financial incentives

5. As part of GPMS design, all BSNL employees have been structured along 19 groups Number of group types Number of groups Category of groups Group Type 1. Consumer Fixed Access 2. Consumer Mobility 3. Enterprise 4. New businesses 5. Corporate Affairs 6. HR (Incl. Legal and Vigilance) 7. Finance Sub-total Territorial Circle Sub-total 1. Project Circle 2. Maintenance Region 3. Inspections (earlier T&D) 4. QA 5. Telecom Stores 6. Telecom Factory 7. ITPC 8. NCES 9. Data N/W 10. Training Circle Sub-total SSAs Total 1 1 1 1 1 1 1 7 1 1 1 1 1 1 1 1 1 1 1 1 10 1 19 1 1 1 1 1 1 1 7 26 26 5 4 1 1 1 3 1 1 1 3 21 330 384 Corporate office Territorial circles Non Territorial Circles SSA

6. Organisation redesign

7. KPIs Design Parameters • Source of Inputs GPMS SCORE Card Criteria for KPIs definition MOU Between DOT and BSNL for year 2010-11 Weighting Factors JD and KRAs defined as part of organization Design. Definition& Formulas Source of information Interaction with individual Groups Target setting mechanism Previous BBS parameters

8. SAMPLE GPMS SCORE CARDS • Score Cards for Corporate Office Units • Circles • SSAs

9. Consumer Fixed Access Group Performance Management System (GPMS) score-cardConsumer Fixed Access Targets and Scores Key Performance Indicators Weighting factor Annual Target Targets achieved Marks achieved Weighted score Performance levels1 Key Performance Indicators (KPI) Good V.Good Excellent 6814.40 3267.20 -1830 2800 4 960 290 63 49 6 5.4 88 87 94 96 4 8518 4084 -1500 3500 5 1200 305 66.10 51 5.3 5 90 90 97 100 5 xxx xxx • Financial • CFA Revenue - Basic (LL, PCO, VAS, etc.) (Rs. Cr.) • CFA Revenue - Broadband (including VAS, IPTV) (Rs. Cr.) • Customer/Market • Net adds (by number of subscribers) - Basic (in 000's) • Net adds (by number of subscribers) - Broadband (in 000's) • Customer satisfaction level (including QoS) (Scale of 1 to 5) • Operations • Net adds in Tax capacity (in KC) • CDR implementation (No. of SSAs) • CCR rate for Landline –local • CCR rate for Landline – STD • Fault rate (LL) • Fault rate (BB) • % of faults cleared by next working day (LL) • % of faults cleared by next working day ( Broadband) • % of new services (LL) provisioned within the norm (7 days) • % of new services (BB) provisioned within the norm (7 days)(Subject to technical pheasibility) • Overall performance • 16. Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total 5110.80 2450.40 -2160 2100 3 720 270 58.00 45 7 6 85 83 90 90 3 xxx 20% 20% 5% 7.5% 7.5% 2.5% 5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 5% 10% 10% 8518 4084 -1500 3500 5 1200 305 66.10 51 5.3 5 90 90 97 100 5 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available

10. Consumer Mobility Group Performance Management System (GPMS) scorecardConsumer Mobility Key Performance Indicators Targets and Scores Weighting factor Targets achieved Marks achieved Annual Target Weighted score Performance levels1 Key Performance Indicators (KPI) V.Good Excellent Good xxx xxx xxx • Financial • Revenue GSM (Rs Cr) • Revenue GSM (VAS)(Rs Cr) • Revenue EVDO (Rs Cr) • Revenue WLL (Rs Cr) • Revenue Wi- Max (Rs Cr) • Customer/Market • 6. Net adds (by number of subscribers) (GSM - 2G) (in 000's) • 7. Net adds (by number of subscribers) (GSM - 3G) (in 000's) • 8. Net adds (by number of subscribers) (Data Card-3G) (in 000's) • 9. Net adds (by number of subscribers) (CDMA) (in 000's) • 10 Net adds (by number of subscribers) (Data Card - EVDO) (in 000's) • 11. Wi-MAX Net adds (By nimbers ) (in 000’s) • 12. Customer satisfaction level (including QoS) (Scale of 1 to 5) • 13. % of call centre complaints resolved within 24 hours • Operations • 14. Call drop rate (%) • 15. BTS availability (%) • 16. Blocked call rate - TCH congestion (%) • 17. Call handover success rate (%) • 18. Call set-up success rate (%) • Overall performance • 19. Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total 20% 10% 2.5% 2.5% 5% 5% 3% 2% 2% 2% 1% 5% 5% 5% 5% 5% 5% 5% 10% 100% 13571.2 2560 118.4 904 316.8 13600 2400 160 1200 125.6 828 4 67 2.2% 97% 2.2% 94.50% 95% 4 16964 3200 148 1130 395 17000 3000 200 1500 157 1035 5 70 2% 98% 2% 95% 96% 5 16964 3200 148 1130 395 17000 3000 200 1500 157 1035 5 70 2% 98% 2% 95% 96% 5 10178.4 1920 88.8 678 237.6 10200 1800 120 900 94.2 621 3 63 2.5% 96% 2.5% 94% 94% 3 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available

11. Enterprise Group Performance Management System (GPMS) scorecardEnterprise Key Performance Indicators Targets and Scores Weighting factor Annual Target Targets achieved Marks achieved Weighted score Performance levels1 Key Performance Indicators (KPI) V.Good Excellent Good xxx xxx xxx • Financial • Revenue from leased circuits and managed services (Rs. Cr.) • Wholesale revenue from other carriers and service providers, i.e. bulk deals (e.g. ILD, NLD) (Rs. Cr) • Revenue from enterprise customers from all other voice and data offerings (e.g. PRI, mobile CUG, EPABX, leased internet, bulk broadband, data cards) (Rs. Cr.) • Customer/Market • Number of new Platinum accounts penetrated (minimum business of Rs 40 lakhs per account p.a.) • Number of new Gold accounts penetrated (minimum business of Rs 10 lakhs per account p.a.) • Customer satisfaction level (including QoS) (Scale of 1 to 5) • Operations • Average time taken to provision leased circuits (days) • MPLS Network uptime (including edge routers) (%) • Average restoration time for OFC and systems by regions (hours) • % ILD bandwidth commissioned vis-à-vis planned • % OFC route km commissioned vis-à-vis planned • % OFC system km commissioned vis-à-vis planned • Overall performance • 13.Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total 1716 - - 64 187 4 45 99.50% 10 80% 80% 85% 4 40%2 - - 5% 5% 10% 5% 5% 5% 5% 5% 5% 10% 100% 1950 72 230 5 30 100% 8 100% 95% 98% 5 1463 - - 56 157 3 60 99% 12 60% 70% 75% 3 1950 72 230 5 30 100% 8 100% 95% 98% 5 • Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled 2. The performance of Financial KPI no. 2 & 3 cannot be measured at present, hence no targets are being given for them and weightage of KPI 1 has been increased to 40% • Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available • Note: SLA related metric to be introduced in Operations once SLAs are established and enforced as standard practice, and when SLA violations are tracked in MIS

12. New Businesses Group Performance Management System (GPMS) scorecardNew Businesses Key Performance Indicators Targets and Scores Weighting factor Targets achieved Marks achieved Weighted score Annual Target Performance levels1 Key Performance Indicators (KPI) V.Good Excellent Good xxx xxx xxx • Infrastructure • Infrastructure business revenue and savings (Rs. Cr.) • Number of towers shared with other operators • Timely commissioning of USO towers (%actual vs. planned) • International Business • Total transaction value (revenue) from international business deals (minimum value of each business deal Rs. 1 Cr.) • Number of international business proposals taken to offer or negotiation stage • Civil Electrical Architecture USO • Business earned from External Works during the course of year (Rs. Cr.) • Electricity bill saving during the course of the year (in Rs Cr.) • Effective management of Architectural Services for BSNL-HQ, Territorial Circles, Telecom Factories & Training Centres (incl. building design, interior design, design standardization, cost reduction, new technologies, energy conservation, etc.) (on scale of 1 to 5 – to be assessed by Circle Heads and BU heads) • Timely roll-out of USO towers (%actual vs. planned) • Telegraph Services • 10 Rationalization / closure and modernization (e.g. conversion to CSCs) of Telegraph infrastructure and systems (esp. low traffic or loss making units), and redeployment of manpower for gainful utilization (on scale of 1 to 5 – to be assessed by BU Heads and Territorial Circle Heads) • Telecom Factory (HO) • 11. Timely and effective management of Telecom Factory related afGoods (allocation of items to circles, planning and coordination of production, etc.) (on scale of 1 to 5 – to be assessed by Territorial circle Heads, Project circle heads, Maintenance region heads and BU heads) • Overall performance • 12. Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total 200 8800 80% 4 4 480 60 4 80% 4 4 4 10% 20% 5% 10% 5% 7.5% 5% 5% 5% 5% 10% 10% 100% 150 6600 60% 3 3 360 45 3 60% 3 3 3 250 11000 100% 5 5 600 75 5 100% 5 5 5 250 11000 100% 5 5 600 75 5 100% 5 5 5 • Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaledNote: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available. Additional revenue KPIs to be added when applicable. • * Figure modified as per 100 days target, (for GPMS)

13. Corporate AfGoods Group Performance Management System (GPMS) scorecardCorporate Affairs Key Performance Indicators Targets and Scores Targets achieved Marks achieved Weighting factor Target Weighted score Performance levels1 Key Performance Indicators (KPI) Good V.Good Excellent • Corporate IT • % of ERP modules for which blueprint document preparation completed (target is to complete for 10 modules by March 31st, 2010) • Availability of critical IT systems at the Corporate Office, e.g. LAN, WAN, corporate email etc. (%) • Planning & Monitoring • % of reports and MIS completed or published in time • Number of EoIs floated based on planning for forward looking communication technologies (actual vs. planned) • Coordination • Timely monitoring or review of performance against business plan and publishing of reports and MIS (actual vs. planned) • % of Right to Information requests and Public Grievances cases cleared or answered within the prescribed time frame as per the norms • Materials Management • Number of tenders finalized vis-à-vis total number of tenders planned + requisitioned (%) • % of tenders finalized within the standard time (120 days between requisition from BU and tender finalization for single stage bid and 180 days for two stage bid) • Inspection and followup of Nodes (Exchange Nodes, Broadband Nodes, GSM BTS, WLL BTS) • Regulation • 10. Timely and effective monitoring of compliance with TRAI regulations in all BSNL processes incl. tariff, license fees, spectrum etc. (on scale of 1 to 5 – to be assessed by Territorial Circle Heads) • 11. Timely signing of interconnect agreements with other operators including review and amendment thereof (within 30 days) • Marketing • 12. Number of marketing campaigns executed vis-à-vis requisitioned (%) • 13. Quality of marketing initiatives (brand strength, customer awareness of BSNL offerings, satisfaction levels etc.) (on scale of 1 to 5) • Overall performance • 14. Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total 100% 100% In time 2 90% 90% 90% 70% 5000 5 50% 80% 5 5 15% 5% 5% 5% 5% 5% 5% 5% 10% 5% 10% 5% 10% 10% 100% 100% 100% In time 2 90% 90% 90% 70% 5000 5 50% 80% 5 5 80% 90% Delay 1 Wk 1 85% 85% 70% 50% 4000 4 40% 70% 4 4 xxx xxx xxx 60% 80% Delay 2 Wk 1 80% 80% 50% 40% 3000 3 30% 60% 3 3 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled

14. Human Resources Group Performance Management System (GPMS) scorecardHuman Resources Targets and Scores Key Performance Indicators Marks achieved Targets achieved Weighting factor Weighted score Target Performance levels1 Key Performance Indicators (KPI) Good V.Good Excellent • Manpower planning and Recruitment • Effectiveness of manpower planning for executives (incl. equalization or balancing of manpower amongst circles, excluding tenure circles) • Number of executives (DGMs, MTs, JTOs) recruited during the course of the year vis-à-vis planned (%) (actual vs. planned) • Promotion • Number of personnel promoted during the course of the year vis-à-vis planned (%) (actual vs. planned) • Transfers • Timely compliance of transfers and postings orders for executives (% of transfer and posting orders executed within 45 days from date of issue) • Timely completion of ACRs • % of ACRs for corporate office completed by the required date • Training • Total number of persons trained as a percentage of total number of people in the organization (yearly MoU target) • % of courses conducted having quality rating more than 85% by the trainees • GPMS • Timely creation of Corporate Office , Circle office and SSA GPMS Scorecard for 2010-11. • Timely mid term evaluation of BSNL CO and Circle GPMS Scorecard for year 2010-11 • FPMS • Timely finalisation of FPMS Scheme along with all cards • Implementation of FPMS scheme in all Circles. • Staff Relation • 12. Quality of Staff relations - % of mandays out of total mandays lost due to union disputes • Establishment • 13.. % of Court cases processed • 14. % of National Council decisions followed up as per agreed terms • Overall performance • 15. Overall performance (on scale of 1 to 5 - to be assessed by CMD) • Total xxx xxx xxx 5% 5% 10% 10% 10% 15% 5% 2.5% 2.5% 2.5% 2.5% 10% 5% 5% 10% 100% 10% 80% 80% 90% 100% 25% 75% 30-Jun-10 15-Nov-10 20-Apr-10 100% 1% 100% 90% 5 30% 60% 60% 70% 80% 21% 55% >30 Days >30 Days >30 Days 90% 3% 80% 70% 3 20% 70% 70% 80% 90% 23% 65% >15 days >15 days >15 days 95% 2% 90% 80% 4 10% 80% 80% 90% 100% 25% 75% 30-Jun-10 15-Nov-10 20-Apr-10 100% 1% 100% 90% 5 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled

15. Finance Group Performance Management System (GPMS) scorecardFinance Key Performance Indicators Targets and Scores Targets achieved Marks achieved Weight-ing factor Target Weighted score Key Performance Indicators (KPI) Performance levels1 Excellent Good V.Good xxx xxx xxx • Budgeting and Financial control • Timely monitoring and communication to circles (e.g. quarterly) regarding adherence on capex and opex budget (actual vs. planned) • Timely creation, communication and review of financial plan and budget for BSNL across all circles (actual vs. planned) • Corporate Accounts • Timely closing of annual and quarterly accounts for BSNL and conducting external audit (actual vs. planned) • Investments • ROI of BSNL's funds management activities (banking, treasury etc) • Taxation • Timely filing of statutory and regulatory returns (% actual vs. planned) • Effectiveness and efficiency of settlement of tax related legal cases against BSNL (at COD level) (actual vs. target) • Revenue Assurance • Planning and implementation of Revenue assurance policy, process and guidelines (on scale of 1 to 5 – to be assessed by BU Heads) • Transfer Pricing • Effectiveness of Transfer Pricing policies and guidelines incl cost, pricing and taxation issues, based on proposals of transfer pricing from respective BUs for various services (on scale of 1 to 5 – to be assessed by BU Heads) • Procurement Finance • Ratio of number of cases in which financial evaluation or financial appraisal / advice not accepted by approving authority to total number of cases for which appraisal / evaluation is carried out (%) • Internal Audit • % of Circles, SSAs, non-territorial circles and units of Corporate Office for which internal audit (both proprietary and regulatory) conducted (actual vs. planned) • Finance Personnel • Effectiveness of managing HR related issues for Finance cadre (incl. training, promotions, manpower planning etc.) (on scale of 1 to 5 - to be assessed by Finance Heads at Territorial Circles) • Overall performance • Overall performance (on scale of 1 to 5 – to be assessed by CMD) • Total 15 days from finalisation of Quarterly Accounts RE compilation by 15th October, BE by 28th Feb Adoption of annual accts by Board by 30th June Avg ROI for the year-4.5% Filing IT Ret. by 30thSep Submit cases to COD in 45 days from rec. from Circles 5 5 less than 5 % 100% 5 5 5% 5% 10% 10% 10% 5% 10% 10% 10% 10% 5% 10% 100% 30 days 15 days 15 days 1% 30 days 15 days 3 3 15% 75% 3 3 15 days Within time Within time 4.50% within time within time 5 5 5% 100% 5 5 21 days 7 days 7 days 4% 15 days 7 days 4 4 10% 90% 4 4 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent would be linearly scaled

16. Group Performance Management System (GPMS) scorecardTerritorial Circle

17. Group Performance Management System (GPMS) scorecardTerritorial Circle

18. Group Performance Management System (GPMS) scorecardSSA

19. Group Performance Management System (GPMS) scorecardSSA

20. 100 marks 100 marks 80 marks 60 marks 0 marks Illustration of marks vis-à-vis achievement Illustration of defining performance levels Target Performance levels Target Achieved Marks Achieved 50 100 140 200 300 350 0 60 76 86.7 100 100 60 80 100 300 100 150 300 Explanation of target and performance level for a positive parameter - Revenue Marks achieved for revenue of a group between 0 and 400 Cr. Marks achieved Revenue (Rs. Cr.)

21. Illustration of marks vis-à-vis achievement Illustration of defining performance levels Target Performance levels Target Achieved Marks Achieved 20 16 14 12 8 6 0 60 70 80 100 100 60 80 100 8 16 12 8 Explanation of target and performance level for a negative parameter – Average restoration time Marks achieved for average restoration time of a group between 8 and 16 hrs 100 marks Marks achieved 80 marks 60 marks 100 marks 0 marks 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Average restoration time (hrs)

22. Organisation redesign LINKAGES TO PMS GPMS is presently proposed to be linked to PRP, PLINon – Financial Awards- Trophies, Certificates in FPMSImportantto link PMS to TransfersPromotionsTraining / Travel opportunities

23. Linkage of GPMS to PRP • DPE Guidelines • How can PRP be worked out?

24. Organisation redesign

25. Organisation redesign

26. Organisation redesign

27. Organisation redesign

28. Organisation redesign

29. FPMS • FIELD PERFORMANCE MANAGEMENT SYSTEM

30. B Objectives for Field-level Performance Management System • KPI based mechanism for measuring & rewarding performance at the field level • 5 critical job families to start with • Consumer Mobility sales (retailer managers) • Consumer Fixed Access sales (sales associate) • CSC • Exchanges (PSTN & Broadband) – internal & external plant • SSA level consumer mobility ops team • Additional job families will be added over time • FPMS already launched

31. B Combination of individual and group based approach Coverage at Group level / Individual level Job family / Group Organization coverage Sales – Consumer Mobility (Retailer Manager) Performance to be recognized at individual level Sales roles 1 Sales – Consumer Fixed Access 2 Customer Service Centre Performance to be recognized at Group level Customer centric role 3 Fixed Line & Broadband – Exchange Operational roles 4 SSA – Consumer Mobility Team 5 Key Performance Indicators have been defined for measuring performance of Job families / Groups

32. Group based Awards in FPMS • For exchanges and CSCs, topper group one each in each category of exchange and CSC would be awarded in all SSAs. (Swarna CSC and Swarna Exchange in each category) • For consumer mobility operations teams, top 3 groups would be awarded in every circle. • The scheme for exchanges and CSCs would be driven at the SSA level and for the consumer mobility operations teams at the Circle level. The final decision on awards at SSA level should be made by the SSA Head after taking into account the KPI scores of all Exchanges and CSCs in the SSA. • The final decision on awards at the Circle level should be made by the PGM/GM (Consumer Mobility) after taking into the account the KPI scores of all SSA-level Consumer Mobility Operations teams in the Circle. • The PMS team at the corporate office would be responsible for the overall coordination

33. Proposed Awards for CSCs

34. Proposed Awards for Circle-level Consumer Mobility Operations teams

35. Proposed Awards for Exchanges

36. Customer Service Centres (CSCs) Field Performance Management System (FPMS) scorecardCustomer Service Centres Targets and Scores Key Performance Indicators Targets achieved Marks achieved Sub- Weighting factor Weighting factor Target Weighted score Key Performance Indicators (KPI) Performance levels1 Fair Good Excellent • Efficiency of bill collection • Number of bills collected per day / Number of cash counters in the CSC • Sales leads generated per employee3 • Number of sales leads generated / Number of employees in a CSC • Waiting time of customers in the queue • Waiting time in queue during the pay by due dates (based on survey feed back) • Efficiency of Survey • % of survey form collected to total number of bills collected. • Customer feedback on qualitative aspects • 5. Average of rating given on a scale of 1 to 5 by customers. Customer survey to include factors including (but not limited to): • Responsiveness of staff to customer requests – change of address, change of plans, disconnection, etc. • Knowledge of the people in the CSC about products and plans • Availability of tariff plans and information brochures in the CSC • Availability of products in the CSC • Behavior and attitude of the staff • Cleanliness of the centre • Total 25% 15% 20% 10% 5% 5% 5% 5% 5% 5% 100% 30% xxx xxx xxx xxx xxx xxx 302 152 < 5 min. 1. Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled 2. Representative numbers only – targets to be fixed 3. For CSCs where lead generation is not feasible , 25% weightage will be divided as 10 %, 10 % and 5% amongst KPI 1,3 and 4 respectively.

37. Field Performance Management System (FPMS) scorecard ( Exchanges) Targets achieved Marks achieved Weighted score Target Weighting factor Key Performance Indicators (KPI) Performance levels1 Excellent Fair Good • Time to provision new service • % of new services (Land Line) provisioned within the norm (7 days for new LL) • % of new services (LL, BB) provisioned within the norm (7 days for BB where LL exists, 15 days for new LL + BB) • Fault rate (%) • Number of faults per 100 active connections (LL)(in %) • Number of faults per 100 active connections (BB)(in %) • Repeat fault rate (on same number) within 30 days • Number of faults on a number which has been repaired once (in the last 30 days) per 100 active connections- Land Line • Number of faults on a number which has been repaired once (in the last 30 days) per 100 active connections- Broad band • Fault clearance turn-around time • 7. % of faults cleared within 24 hours(Land Line) • 8. % of faults cleared within 24 hours (Broad band) • Time taken to service/execute requests • % requests for local shift of LL executed within 3 days • % requests for local shift of BB executed within 3 days • 11. % requests for inter-exchange shift of LL executed within 5 days • 12. % requests for inter-exchange shift of BB executed within 5 days • 13 % requests for termination of connection executed within 7 days (LL) • 14. % requests for termination of connection executed within 7 days (BB) • Management of co-located BTSs • 15. BTS availability (%) • 16. Number of faults/interruptions per BTS due to passive infrastructure failures in a month (Average fault rate over a quarter/year will be taken) • Total 5% 10% 5% 10% 10% 10% 10% 10% 2% 3% 2% 3% 2% 3% 10% 10% 100% xxx xxx xxx xxx xxx xxx 1. Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled Note: The data for the above will be obtained from MIS reports generated in DotSoft, other softwares installed in SSAs;

38. SSA Consumer Mobility Operations Team Field Performance Management System (FPMS) scorecardSSA consumer mobility operations team Key Performance Indicators Targets and Scores Targets achieved Marks achieved Weighting factor Target Weighted score Key Performance Indicators (KPI) Performance levels1 Fair Good Excellent • BTS availability • BTS availability (%) - for sites where responsibility is with SSA CM team • BTS availability (%) - for sites where responsibility is with respective CFA teams at exchanges • Fault rate • Number of faults per BTS due to passive infrastructure failures in a month (Average fault rate over a quarter/year will be taken) – for sites where responsibility is with SSA CM team • Fault clearance turn-around time • % of faults cleared in 6 hours – for sites where responsibility is with SSA CM team • BTS upkeep • Subjective assessment given by GM CMTS (O & M) at circle based on (but not limited to): (1) Earthing at BTS site (2) Installation and upkeep of lightning arrestor (3) Proper functioning of aviation light (4) Proper working of "tower up" beep (5) RF cable safety (6) Cleanliness of site • Total 35% 15% 30% 10% 10% 100% xxx xxx xxx xxx xxx xxx • Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled • Note: The data for the above will be obtained from MIS reports generated in DotSoft, other softwares installed in SSAs

39. 2 Individual based incentives in FPMS-Illustrative Key Performance Indicators for sales roles in Consumer Fixed Access • Sales achieved for Landline • Sales achieved for Broadband • Number of connections recovered • Sales achieved for EVDO or 3G cards or FWTs

40. 1 Illustrative Key Performance Indicators for sales roles in Consumer Mobility • Sum of SIMs sold by franchisee whose area is being surveyed by the Retailer Manager • Sum of recharge value sold by franchisee whose area is being surveyed by the Retailer Manager • Number of retailers visited by the retailer manager

41. Individual PMS (IPMS) • Being targeted for DGM level officers and above • Gradually, the system to be expanded to other levels • Requires complete IT support to handle PMS of this size • PMS module being planned in ERP system • Finally, an individual’s performance to be combination of GPMS and IPMS

42. End of Presentation