Aster Tele Services Project - Recruitment & Selection

8/11/2019 Aster Tele Services Project - Recruitment & Selection

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INDUSTRY PROFILE

The telecom services have been recognized the world-over as an important

tool for socio-economic development for a nation and hence telecom infrastructure

is treated as a crucial factor to realize the socio-economic objectives in India.

Accordingly, the Department of Telecom has been formulating developmental

policies for the accelerated growth of the telecommunication services. The

Department is also responsible for grant of licenses for various telecom services

lie !nified Access "ervice Internet and #"AT service. The Department is also

responsible for fre$uency management in the field of radio communication in

close coordination with the international bodies. It also enforces wireless

regulatory measures by monitoring wireless transmission of all users in the

country

Telecom Commission

The Telecom %ommission was set up by the &overnment of India vide

'otification dated ((thApril, ()*) with administrative and financial powers of the

&overnment of India to deal with various aspects of Telecommunications. The

%ommission consists of a %hairman, four full time members, who are e+-officio

"ecretary to the &overnment of India in the Department of Telecommunications

and four part time members who are the "ecretaries to the &overnment of India of

the concerned Departments.

The part time embers of Telecom %ommission are

(. "ecretary Department of Information Technology

/. "ecretary 0inance

1. "ecretary 2lanning %ommission and

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3. "ecretary Industrial 2olicy 4 2romotion.

The Telecom %ommission and the Department of Telecommunications are

responsible for policy formulation, licensing, wireless spectrum management,

administrative monitoring of 2"!s, research and development and

standardization5validation of e$uipment etc. The multi-pronged strategies followed

by the Telecom %ommission have not only transformed the very structure of this

sector but have motivated all the partners to contribute in accelerating the growth

of the sector.

Introduction

The Indian Telecommunications networ with ((6.6( million connections

is the fifth largest in the world and the second largest among the emerging

economies of Asia. Today, it is the fastest growing maret in the world and

represents uni$ue opportunities for !.". companies in the stagnant global scenario.

The total subscriber base, which has grown by 367 in /668, is e+pected to reach

/86 million in /669. According to :roadband 2olicy /663, &overnment of Indiaaims at ) million broadband connections and (* million internet connections by

/669. The wireless subscriber base has jumped from 11.;) million in /663 to

;/.89 million in 0


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Evolution of the industr!Im"ort#nt $ilestones

$#%or Pl#ers

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There are three types of players in telecom services>

? "tate owned companies :"'@ and T'@

? 2rivate Indian owned companies eliance Infocomm, Tata Teleservices,

? 0oreign invested companies Butchison-Cssar, :harti Tele-#entures, Cscotel,Idea %ellular, :2@ obile, "pice %ommunications

&SNL

n ctober (, /666 the Department of Telecom perations, &overnment of

India became a corporation and was renamed :harat "anchar 'igam @imited

:"'@. :"'@ is now IndiaEs leading Telecommunications %ompany and the

largest public sector undertaing. It has a networ of over 38 million lines

covering 8666 towns with over 18 million telephone connections.

The state-controlled :"'@ operates basic, cellular &" and %DA

mobile, Internet and long distance services throughout India e+cept Delhi and

umbai. :"'@ will be e+panding the networ in line with the Tenth 0ive-


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on Fuly 9, ())8 for promoting investments in telecommunications services. Its

subsidiaries operate telecom services across India. :hartiEs operations are broadly

handled by two companies> the obility group, which handles the mobile services

in (; circles out of a total /1 circles across the countryG and the Infotel group,which handles the '@D, I@D, fi+ed line, broadband, data, and satellite-based

services. Together they have so far deployed around /1,666 m of optical fiber

cables across the country, coupled with appro+imately (,866 nodes, and presence

in around /66 locations. The group has a total customer base of ;.38 million, of

which 8.*; million are mobile and 8**,666 fi+ed line customers, as of Fanuary 1(,

/663. In mobile, :hartiEs footprint e+tends across (8 circles.

:harti Tele-#enturesH strategic objective is to capitalize on the growth

opportunities the company believes are available in the Indian telecommunications

maret and consolidate its position to be the leading integrated

telecommunications services provider in ey marets in India, with a focus on

providing mobile servicesJ.

$TNL

T'@ was set up on (st April ()*; by the &overnment of India to upgrade

the $uality of telecom services, e+pand the telecom networ, introduce new

services and to raise revenue for telecom development needs of IndiaEs ey metros

K Delhi, the political capital, and umbai, the business capital. In the past (9

years, the company has taen rapid strides to emerge as IndiaEs leading and one of

AsiaEs largest telecom operating companies. The company has also been in the

forefront of technology induction by converting (667 of its telephone e+change

networ into the state-of-the-art digital mode. The &ovt. of India currently holds

8;./87 stae in the company. In the year /661-63, the companyHs focus would be

not only consolidating the gains but also to focus on new areas of enterprise such

as joint ventures for projects outside India, entering into national long distance

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operation, widening the cellular and %DA-based =@@ customer base, setting up

internet and allied services on an all India basis.

T'@ has over 8 million subscribers and 1/),193 mobile subscribers.=hile the maret for fi+ed wireline phones is stagnating, T'@ faces intense

competition from the private playersL:harti, Butchison and Idea %ellular,

eliance InfocommLin mobile services. T'@ recorded sales of s. ;6./ billion

M(.1* billion in the year /66/-61, a decline of 8.* per cent over the previous

yearEs annual turnover of s. ;1.)/ billion.

RELIANCE INFOCO$$

eliance is a M(; billion integrated oil e+ploration to refinery to power and

te+tiles conglomerate "ource> http>55www.ril.com5newsitem/.html. It is also an

integrated telecom service provider with licenses for mobile, fi+ed, domestic long

distance and international services. eliance Infocomm offers a complete range of

telecom services, covering mobile and fi+ed line telephony including broadband,

national and international long distance services, data services and a wide range of

value added services and applications. eliance Indiaobile, the first of

InfocommHs initiatives was launched on December /*, /66/. This mared the

beginning of elianceHs vision of ushering in a digital revolution in India by

becoming a major catalyst in improving $uality of life and changing the face of

India. eliance Infocomm plans to e+tend its efforts beyond the traditional value

chain to develop and deploy telecom solutions for IndiaHs farmers, businesses,

hospitals, government and public sector organizations. !ntil recently, eliance

was permitted to provide only limited mobilityJ services through its basic

services license. Bowever, it has now ac$uired a unified access license for (*

circles that permits it to provide the full range of mobile services. It has rolled out

its %DA mobile networ and enrolled more than ; million subscribers in one

year to become the countryEs largest mobile operator. It now wants to increase its

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maret share and has recently launched pre-paid services. Baving captured the

voice maret, it intends to attac the broadband maret.

TATA TELESER(ICESTata Teleservices is a part of the M(/ billion Tata &roup, which has )1

companies, over /66,666 employees and more than /.1 million shareholders. Tata

Teleservices provides basic fi+ed line services, using %DA technology in si+

circles> aharashtra including umbai, 'ew Delhi, Andhra 2radesh, Tamil

'adu, &ujarat, and Narnataa. It has over *66,666 subscribers. It has now

migrated to unified access licenses, by paying a s. 8.38 billion M(/6 million

fee, which enables it to provide fully mobile services as well.

The company is also e+panding its footprint, and has paid s. 3.(9 billion

M)6 million to DoT for (( new licenses under the I!% interconnect usage

charges regime. The new licenses, coupled with the si+ circles in which it already

operates, virtually gives the %DA mobile operator a national footprint that is

almost on par with :"'@ and eliance Infocomm. The company hopes to start off

services in these (( new circles by August /663. These circles include :ihar,

Baryana, Bimachal 2radesh, Nerala, Nolata, rissa, 2unjab, ajasthan, !ttar

2radesh Cast 4 =est and =est :engal.

(SNL

n April (, ()*;, the #idesh "anchar 'igam @imited #"'@ - a wholly

&overnment owned corporation - was born as successor to %". The company

operates a networ of earth stations, switches, submarine cable systems, and value

added service nodes to provide a range of basic and value added services and has a

dedicated wor force of about /666 employees. #"'@Hs main gateway centers are

located at umbai, 'ew Delhi, Nolata and %hennai. The international

telecommunication circuits are derived via Intelsat and Inmarsat satellites and

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wide band submarine cable systems e.g. 0@A&, "CA-C-=C-/ and "CA-C-

=C-1. The companyHs ADs are listed on the 'ew


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a thorn in the side of eliance %ommunications @td. IDCA operates in eight

telecom circles,J or regions, in =estern India, and has received additional &"

licenses to e+pand its networ into three circles in Castern India -- the first phase

of a major e+pansion plan that it intends to fund through an I2, according toparent company Aditya :irla &roup .

CO$PANY $AR)ET S'ARES

%ompany illion "ubs 7 share

'ov /661

:"'@ 36.1 8*.*

eliance ;.( *.)

:harti 8.9 *.1

T'@ 3.) 9./

Butchison /.) 3./

Idea %ellular /.( 1.6

:2@ (.3 /.(

Tata Teleservices (.1 (.)

"pice (.6 (.3

Cscotel 6.* (.(

0ascel 6.* (.(

Aircel 6.) (.3

Be+acom 6./ 6.1

"hyam Telelin 6.( 6./

Telecom Polic Environment

Indian telecommunications today benefits from among the most

enlightened regulation in the region, and arguably in the world. The sector,

sometimes considered the poster-boy for economic reforms,J has been among the

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chief beneficiaries of the post-())( liberalization. !nlie electricity, for e+ample,

where reforms have been stalled, telecommunications has generally been seen as

removed from mass concerns,J and thus less subject to electoral calculations.

aretoriented reforms have also been facilitated by lobbying from IndiaEsbooming technology sector, whose continued success of course depends on the

$uality of communications infrastructure.

Despite several hurdles along the way, the Telecom egulatory Authority of

India TAI, the independent regulator, has earned a reputation for transparency

and competence. =ith the recent resolution of a major dispute between cellular

and fi+ed operators see below, Indian telecommunications, already among the

most competitive marets in the world, appears set to continue growing rapidly.

=hile telecom liberalization is usually associated with the post-())( era, the seeds

of reform were actually planted in the ()*6s. At that time, ajiv &andhi

proclaimed his intention of leading India into the /(stcentury,J and carved the

Department of Telecommunications DT out of the Department of 2osts and

Telegraph. 0or a time he also even considered corporatizing the DT, before

succumbing to union pressure. In a compromise, &andhi created two DT-owned

corporations> ahanagar Telephone 'igam @imited T'@, to serve Delhi and

:ombay, and #idesh "anchar 'igam @imited #"'@, to operate international

telecom services. Be also introduced private capital into the manufacturing of

telecommunications e$uipment, which had previously been a DT monopoly.

These and other reforms were limited by the unstable coalition politics of

the late ()*6s. It was not until the early ())6s, when the political situation

stabilized, and with the general momentum for economic reforms, that

telecommunications liberalization really too off. In ())3, the government

released its 'ational Telecommunications 2olicy 'T2-)3, which allowed private

fi+ed operators to tae part in the Indian maret for the first time cellular

(6


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operators had been allowed into the four largest metropolitan centers in ())/.

!nder the governmentEs new policy, India was divided into /6 circles roughly

corresponding to state boundaries, each of which would contain two fi+ed

operators including the incumbent, and two mobile operators.

As ground-breaing as 'T2-)3 was, its implementation was unfortunately

marred by regulatory uncertainty and over-bidding. A number of operators were

unable to live up to their profligate bids and, confronted with far less lucrative

networs than they had supposed, pulled out of the country. As a result,

competition in IndiaEs telecom sector did not really become a reality until ())). At

that time the governmentEs 'ew Telecommunications 2olicy 'T2-)) switched

from a fi+ed fee license to a revenuesharing regime of appro+imately (87. This

figure has subse$uently been lowered to (67-(/7, and is e+pected to be

reduced even further over the coming years. "till, India continues to derive

substantial revenue from license fees M*66 million in /66(-/66/, leading some

critics to suggest that the government has abrogated its responsibilities as a

regulator to those as a seller.

Another, perhaps even more significant, problem with IndiaEs initial

attempts to introduce competition was the lac of regulatory clarity. 2rivate

operators complained that the licensor K the DT K was also the incumbent

operator. The many stringent conditions attached to licenses were thus seen by

many as the DTEs attempt to limit competition. It was in response to such

concerns that the government in ())9 set up the Telecom egulatory Authority of

India TAI, the nationEs first independent telecom regulator.

ver the years, TAI has earned a growing reputation for independence,

transparency and an increasing level of competence. Carly on, however, the

regulator was beleaguered on all fronts. It had to contend with political

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interference, the incumbentEs many challenges to its authority, and accusations of

ineptitude by private players. Throughout the late ())6s, TAIEs authority was

steadily whittled away in a number of cases, when the courts repeatedly held that

regulatory power lay with the central government. It was not until /666, with thepassing of the TAI Amendment Act, that the regulatory body really came into its

own. %oming just a year after 'T2-)), the act mars something of a watershed

moment in the history of India telecom liberalization. It set the stage for several

ey events that have enabled the vigorous competition witnessed today. "ome of

these events include>

? The corporatization of the DT and the creation of a new state-owned telecom

company, :harat "anchar 'igam @td :"'@, in /666G

? The opening up of IndiaEs internal long-distance maret in /666, and the

subse$uent drop in long-distance rates as part of TAIEs tariff rebalancing

e+erciseG

? The termination of #"'@Es monopoly over international traffic in /66/, and the

partial privatization of the company that same year, with the Tata group assuming

a /87 stae and management controlG

? The gradual easing of the original duopoly licensing policy, allowing a greater

number of operators in each circleG

? The legalization, in /66/, of I2 telephony a move that many believe was held up

due to lobbying by #"'@, which feared the conse$uences on its international

monopolyG

The introduction in /661 of a %alling 2arty 2ays %22 system for cell

phones, despite considerable opposition including litigation by fi+ed operatorsG

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? And, more generally, the commencement of more stringent interconnection

regulation by TAI, which has moved from an interoperator negotiations-basedJ

approach often used by the stronger operator to negotiate ad infinitum to a more

rules-based approach.

All of these events have created an impressive forward-momentum in

Indian telecommunications, resulting in a vigorously competitive and fast-growing

sector. India has also suffered from its fair share of regulatory hiccups. any

operators mobile players in particular still complain about the difficulties of

gaining access to the incumbentEs :"'@ networ, and the governmentEs

insistence on capping 0DI in the telecom sector to 3)7 a move made in the name

of national security limits capital availability and thus networ rollout. In

addition, I"2s, who were allowed into the maret under a liberal licensing regime

in ())*, continue to hemorrhage money, and have been pleading with the

government for various forms of relief, including the provision of unmetered

phone numbers for Internet access. Despite initially impressive results, the growth

of Internet in the country has recently stalled, with only * million users.

:roadband penetration, too, remains tiny.

Unified Licensin*

:ut perhaps the biggest K and, until recently, most intractable K regulatory

problem has been the drawn-out battle over limited mobilityJ telephony. This

imbroglio began in ())), when T'@ sought permission from TAI to provide

%DA-based =@@ services with limited mobility.J &" cellular operators were

soon up in arms, arguing that limited mobilityJ was simply a bacdoor entry into

their business. oreover, fi+ed operators had paid lower license and spectrum fees

than cellular oneEsG were not re$uired to pay access charges for cell-to-fi+ed calls

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unlie their cellular counterpartsG and, amidst accusations of cross-subsidization,

were charging considerably lower rates than the cellular operators.

The resulting conflict dragged on in the courts and in the political arena foryears. 0i+ed operators including new entrants eliance and Tata Teleservices

claimed that they were being prevented from providing a cheap service that would

drive penetration and be of benefit to the common manJG cellular players bitterly

opposed what they perceived as une$ual regulatory treatment for two inds of

operators who were in fact offering the same service. The real victim, of course,

was the Indian telecommunications maret, which suffered from investor

perceptions of regulatory confusion and operator in-fighting. In late /66/, for

e+ample, thousands of mobile users in 'ew Delhi were for a time cut off from the

fi+ed-line networ when T'@ shut down interconnection for cellular companies.

T'@ later attributed the incident to a technical snag.J

It was not until late /661 that the issue was finally resolved, under

considerable government pressure, when cellular operators agreed to withdraw

their many cases against the fi+ed-line operators. 0i+ed operators would in effect

be allowed to enter the mobile businessG in return, the government granted cellular

players several concessions, including lower revenue-share arrangements

estimated to total over M/(6 million. 2erhaps most notably, the government

announced its intention to adopt a unified access licensingJ regime, which would

in the future provide a single, technology-neutral license for fi+ed and cellular

operators. The hope is that this new license category will prevent a repeat of the

recent controversy, and allow new technologies to enter the Indian maret without

re$uiring a wholesale rewrite of licensing laws.

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coloured ring bac tones, taling "", mobisodes a brief video programme

episode designed for mobile phone viewing etc. oreover, there e+ists great

opportunity for content developers to develop applications suitable for mobile

users lie mobile gaming, location based services etc. n the negative side, thereis an increased threat of virus K spread through mobile data connections and

:luetooth technology K in mobile phones, maing them unusable at times. This is

good news for anti-virus solution providers, who will gain from this trend.

$ER-ERS

Demand for new spectrum as the industry grows and the fact the spectrum

allocation in done on the basis of number of subscribers will force companies to

merge so as to claim large number of subscribers to gain more spectrum as a

precursor to the launch of larger and e+panded services. Bowever it must also be

noted that this may very well never happen on account of low telecom penetration.

NE. CIRCLES

As mentioned earlier there is a significant number of tier-/ and tier 1 cities that

can accommodate more players we e+pect aggressive response by the companies

to such opportunities as and when they are created.

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Im"ort#nt St#tistics

%ategory evenue &rowth

in illion percentage/66/-61 /66(-6/

Access "ervices

:asic "ervices 1*63 13** ).68

%ellular "ervices (6)1 9/; 86.8

ther "ervices

'@D "ervices '@D "ervices 9*; ))( -/6.9

I@D "ervices 9(; )6/ -/6.8

Internet "ervices 9; (3* (3.1

#"AT "ervices nly services 16 /9 ).9

adio Truning "ervices ;.(* 1.3/ *6.*9

thers /1 () /3.(

&rand Total of "ervices Industry ;;/; ;163 8.((

thers include infrastructure providers,

paging services and unified messaging

services

(9


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Constr#ints/

"low pace of the reform process.

It would be difficult to mae in-roads into the semi-rural and rural areas

because of the lac of infrastructure. The service providers have to incur a

huge initial fi+ed cost to mae inroads into this maret. Achieving brea-

even under these circumstances may prove to be difficult.

The sector re$uires players with huge financial resources due to the above

mentioned constraint. !pfront entry fees and ban guarantees represent a

sizeable share of initial investments. =hile the criteria are important, it

tends to support the e+isting big and older players. 0inancing these

re$uirements re$uire a little more liberal approach from the policy side.

2roblem of limited spectrum availability and the issue of interconnection

charges between the private and state operators.

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Telecom egulatory Authority of India

O0%ective of Re*ul#tions

DEPART$ENT OF TELECO$$UNICATIONS

1DOOR SANC'AR (I&'A-2

(. 2olicy, @icensing and %oordination matters relating to telegraphs,

telephones, wireless, data, facsimile and telematic services and other lie

forms of communications.

/. International cooperation in matters connected with telecommunications

including matters relating to all international bodies dealing with

telecommunications such as International Telecommunication !nion IT!,

its adio egulation :oard :, adio %ommunication "ector IT!-,

Telecommunication "tandardization "ector IT!-T, Development "ector

IT!-D, International Telecommunication "atellite rganization

I'TC@"AT, International obile "atellite rganization I'A"AT,Asia 2acific Telecommunication A2T.

1. 2romotion of standardization, research and development in

telecommunications.

3. 2romotion of private investment in Telecommunications.

8. 0inancial assistance for the furtherance of research and study in

telecommunications technology and for building up ade$uately trained

manpower for telecom programme, including-

a Assistance to institutions, assistance to scientific institutions and to

universities for advanced scientific study and researchG and

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b &rant of scholarships to students in educational institutions and other

forms of financial aid to individuals including those going abroad for

studies in the field of telecommunications.

;. 2rocurement of stores and e$uipment re$uired by the Department of

Telecommunications

9. Telecom %ommission.

*. Telecom egulatory Authority of India.

). Telecom Disputes "ettlement and Appellate Tribunal.

(6.Administration of laws with respect to any of the matters specified in this

list, namely>-

a. The Indian Telegraph Act, (**8 (1 of (**8G

b. The Indian =ireless Telegraphy Act, ()11 (9 of ()11G and

c. The Telecom egulatory Authority of India Act, ())9 /3 of ())9.

((. Indian Telephone Industries @imited.

(/. 2ost disinvestment matters relating to 5s Bindustan Teleprinters @imited.

(1. :harat "anchar 'igam @imited.

(3. ahanagar Telephone 'igam @imited(8.#idesh "anchar 'igam @imited and Telecommunications %onsultants

India @imited.

(;. All matters relating to %entre for Development of Telematics %-DT.

(9.esidual wor relating to the erstwhile Department of Telecom "ervices

and Department of Telecom perations, including matters relating to-

a. cadre control functions of &roup OAE and other categories of

personnel till their absorption in :harat "anchar 'igam @imitedGb. administration and payment of terminal benefits.

(*.C+ecution of wors, purchase and ac$uisition of land debitable to the

capital :udget pertaining to telecommunications.

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STREN-T'ENIN- OF RE-ULATORSSTREN-T'ENIN- OF RE-ULATORS

Telecom Re*ul#tor Authorit of Indi# 1TRAI2

=ith the entry of private sector in the provision of telecommunication

services a need was felt to have an independent regulatory body. The above

re$uirement was indicated in the guidelines issued for entry of private

sector in basic telecom service. Accordingly, Telecom egulatory Authority

of India TAI was established in the year ())9 in pursuance of TAI

rdinance ())9, which was later replaced by an Act of 2arliament, to

regulate the telecommunication services. "ome of the major

recommendatory, regulatory and tariff setting functions of TAI are to

mae recommendations on the need and timing for introduction of new

service provider, on the terms and conditions of license to a service

provider, ensure compliance of terms and conditions of license, effective

management of spectrum, lay down the standards of $uality of service to be

provided by the service providers and ensure the $uality of service and

conduct the periodical survey of such service provided by the service

providers so as to protect interest of the consumers of telecommunication

service, ensure effective compliance of !niversal "ervice bligations,

notify the rates at which telecommunication services within India and

outside India shall be provided under this Act etc.

ecently, in e+ercise of powers conferred by proviso to sub-section (

of "ection / of the TAI Act, the %entral &overnment, vide 'otification

'o. " 33C dated )th

Fanuary, /663, has notified broadcasting and cableservices to be telecommunication service.

/(


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Telecom Dis"ute Settlement #nd A""ell#te Tri0un#l 1TDSAT2

An Appellate Tribunal, nown as Telecom Disputes "ettlement and

Appellate Tribunal TD"AT, was established by the %entral &overnment

in ay, /666 to adjudicate any dispute between a licensor and a licenseeG

between two or more service providersG between a service provider and a

group of consumersG and to hear and dispose of appeal against any

direction, decision or order of the Telecom egulatory Authority of India.

The Tribunal, therefore, e+ercise both original and appellate jurisdiction.

An appeal has been provided against the final order of the Appellate

Tribunal to the "upreme %ourt under "ection (* of the Act. Bowever, there

is no appeal against the interlocutory orders of the Appellate Tribunal to the

"upreme %ourt.

"ection (3-: ( of the Act, ())9, lays down that the Appellate Tribunal

shall consist of a %hairperson and not more than two embers to be

appointed, by 'otification, by %entral &overnment.

:roadly, the issues involved in cases filed before the Appellate Tribunal relate

to interconnection, challenging the basis of computation of license fee by the

licensor, wrongful levy and charge of royalty and license fee for fre$uency

allocation, blocing of calls by one group of service providers, disputes relating to

default traffic, challenges to tariff fi+ed by TAI, encashment of ban guarantees,

disputes between broadcasters etc.

.

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Sr. Regulation Date

1 TRAI issues Regulations on Quality of Service Standards forBroadband Service

6-Oct-06

2 The Telecommunication (Broadcasting and Cable Services)Interconnection (Third Amendment) Regulation, !!" (#! of !!")

4-Sep-06

3 The Telecommunication (Broadcasting and Cable Services)Interconnection (Second Amendment) Regulation, !!" ($ of !!")

24-Aug-06

4 Regulation on the The Standards of Quality of Service (Broadcastingand Cable services) (Cable Television % CAS Areas) Regulation, !!"(& of !!")

23-Aug-06

5 The Second Amendment to TRAI 'eetings for Transaction ofBusiness Regulation, #$$$

11-Jul-06

6 The Telecom Regulatory Authority of India (fficers and Staff

Aointment) (*th Amendment) Regulation !!" (" of !!")+

26-May-06

7 The Reorting System on Accounting Searation (orth Amendment)Regulation, !!" (- of !!")

27-Mar-06

8 Regulation on Code of .ractice for 'etering and Billing Accuracy 21-Mar-06

9 The Register of Interconnect Agreement (Broadcasting and CableServices) (Third Amendment) Regulation, !!" (/ of !!")+

10-Mar-06

10 The Telecommunication Interconnection 0sage Charges (SeventhAmendment) Regulation ( of !!") +

10-Mar-06

11 The Telecommunication Interconnection 0sage Charges (Si1thAmendment) Regulation ( # of !!" )

23-Feb-06

12 The Register of Interconnect Agreement (Broadcasting and CableServices) (Second Amendment) Regulation !!*, (# of !!*)+ 2-Dec-05

13 Regulation on Quality of Service of Basic and Cellular 'obileTelehone Services ,!!* (## of !!*)+

1-Jul-05

14 TRAI issues Regulation on (Transit Charges for Bharat Sanchar2igam 3imiteds Cellne Terminating Traffic) Regulation, !!* (#! of!!*)+

8-Jun-05

15 TRAI 'eetings for Transaction of Business (irst Amendment)Regulation,!!* ($ of !!*)

18-May-05

16 The Telecommunication Interconnection 0sage Charges (ifthAmendment) Regulation (4 of !!*)+

11-Apr-05

17 The Reorting System on Accounting Searation (Third Amendment)Regulation,!!* (" of !!*)+

4-Mar-05

18 The Register on Interconnect Agreement (Broadcasting and CableServices)(irst Amendment) (- of !!*)+

4-Mar-05

19 The Register of Interconnect Agreement (Third Amendment)Regulation,!!* (* of !!*)+

4-Mar-05

20 Telecom Regulatory Authority of India (Access to Information) 4-Mar-05

/1
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Regulation,!!* (/ of !!*)+

21 Regulation on The Telecommunication (Broadcasting and CableServices) Interconnection (irst Amendment ) Regulation,!!* ( of!!*)+

3-Mar-05

22 The Telecommunication Interconnection 0sage Charges (ourthAmendment)Regulation (# of !!*)+ 6-Jan-05

23 Regulation The Register of Interconnect Agreements (SecondAmendment) Regulation !!-(#- of !!-)+b+ Regulation on TheRegister of Interconnect Agreements (Broadcasting and CableServices) Regulation, !!- (#* of !!-)+

31-Dec-04

24 Chairmans 3etter to Secretary I 5 B+The Telecommunication(Broadcasting and Cable Services) Interconnection Regulation!!-(#/ of !!-)+

10-Dec-04

25 The Reorting System on Accounting Searation (SecondAmendment) Regulation, !!- (# of !!-)

11-Oct-04

26 The Reorting System on Accounting Searation (irst Amendment)Regulation, !!- (& of !!-)+

24-May-04

27 Regulation n Quality f Service or 6oi Based International 3ong7istance Service ( Third Amendment),!!- (" f !!-)

16-Apr-04

28 Regulation on Reorting System on Accounting Searation 23-Feb-04

29 T89 R9:IST9R I2T9RC229CT A:R99'92TS (irstAmendment)R9:03ATI2S !!-( !!-)

3-Feb-04

30 R9:03ATI2 2 Q0A3IT; S9R6IC9 R 6I. BAS97I2T9R2ATI2A3 32: 7ISTA2C9 S9R6IC9( IRST

A'927'92T),!!- (# of !!-)

20-Jan-04

31 The Telecommunication Interconnection 0sage Charges (ThirdAmendment) Regulation,!!/(4 of !!/)

31-Dec-03

32 The Telecommunication Interconnection 0sage Charges (SecondAmendment) Regulation,!!/(" of !!/)

12-Dec-03

33 The Telecomunication Interconnection 0sage Charges Regulation,!!/ ( * of !!/)

25-N!-03

34 The Telecommunication Interconnection 0sage Charges Regulation!!/ ( - of !!/)

29-Oct-03

35 The Telecommunication Interconnection 0sage Charges (I0C)(Second Amendment)) Regulation, !!/

16-Jun-03

36 The Telecommunication Interconnection 0sage Charges (Iuc) (irstAmendment)) Regulation, !!/ ( f !!/) 27-Mar-03

37 The Telecommunication I2T9RC229CTI2 0SA:9 C8AR:9S(I0C) Regulation, !!/ (# of !!/)

24-Jan-03

38 Regulation on Quality of Service or 6I. Based International 3ong7istance Service, !! (/ f !!)

15-N!-02

39 The TRAI (3evy of fees and ther Charges for Tariff .lans)Regulation, !!

13-Jun-02

/3
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40 The Telecommunication Interconnection (.ort Charges) Regulation!!#

28-Dec-01

41 The Telecommunnication Interconnection (Charges and RevenueSharing )Regulation , !!# (* of !!#)

14-Dec-01

42 Regulation on Quality of Service 7ial%0 and 3eased 3ine Internet

Access Service, !!#

10-Dec-01

43 The Telecom Regulatory Authority of India (fficers and StaffAointment) Regulation, !!#

15-Feb-01

44 Regulation on :uidelines for registration of Consumer rganisation -Telecom

0 Cngineering "ervices

Infrastructure 2rovisions

/9
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ASTER INDUSTRIES

2roject anagement

Cngineering %onstruction and

2rojects

Cngineering "ervices

perations and maintenance

Transmission 4 Distribution

2re Cngineered "pecial "tructures

:roadcast Towers, =indmill Towers

and onopoles

2.C.:. and ".0.".

Development 4 ailways

2roduct Development

"oftware Development

ailway "ignaling

Cngineering, Cnergy 4 2rojects

ptical 0iber %able 'etwors

%ivil %onstructions

2ower &eneration

'atural 2roducts

Durra fast

International :usiness perations

&lobal =orforce "olutions

Our 4u#lit3 Your Ri*ht3

To thrive in the present competitive world, $uality defines every companyHs

growth. =e realize that the product and the service rendered are not the only

benchmars for the $uality delivered.

/*
http://www.asterteleservices.com/PMO.htmlhttp://www.asterteleservices.com/ecp.htmlhttp://www.asterteleservices.com/ecp.htmlhttp://www.asterteleservices.com/RFD.htmlhttp://www.asterteleservices.com/O&M.htmlhttp://www.asterteleservices.com/t_and_d.htmlhttp://www.asterteleservices.com/pre_engineer.htmlhttp://www.asterteleservices.com/BMWT.htmlhttp://www.asterteleservices.com/BMWT.htmlhttp://www.asterteleservices.com/PEB-SFS.htmlhttp://www.asterteleservices.com/dev_railways.htmlhttp://www.asterteleservices.com/pdd.htmlhttp://www.asterteleservices.com/sdd.htmlhttp://www.asterteleservices.com/railway_signalling.htmlhttp://www.asterteleservices.com/others.htmlhttp://www.asterteleservices.com/ofc.htmlhttp://www.asterteleservices.com/civil.htmlhttp://www.asterteleservices.com/power_generation.htmlhttp://www.asterteleservices.com/naturals/index.htmlhttp://www.durafast.in/http://www.asterteleservices.com/ibo.htmlhttp://www.asterteleservices.com/gws.htmlhttp://www.asterteleservices.com/PMO.htmlhttp://www.asterteleservices.com/ecp.htmlhttp://www.asterteleservices.com/ecp.htmlhttp://www.asterteleservices.com/RFD.htmlhttp://www.asterteleservices.com/O&M.htmlhttp://www.asterteleservices.com/t_and_d.htmlhttp://www.asterteleservices.com/pre_engineer.htmlhttp://www.asterteleservices.com/BMWT.htmlhttp://www.asterteleservices.com/BMWT.htmlhttp://www.asterteleservices.com/PEB-SFS.htmlhttp://www.asterteleservices.com/dev_railways.htmlhttp://www.asterteleservices.com/pdd.htmlhttp://www.asterteleservices.com/sdd.htmlhttp://www.asterteleservices.com/railway_signalling.htmlhttp://www.asterteleservices.com/others.htmlhttp://www.asterteleservices.com/ofc.htmlhttp://www.asterteleservices.com/civil.htmlhttp://www.asterteleservices.com/power_generation.htmlhttp://www.asterteleservices.com/naturals/index.htmlhttp://www.durafast.in/http://www.asterteleservices.com/ibo.htmlhttp://www.asterteleservices.com/gws.html


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ASTER INDUSTRIES

The ambience and the wor culture created by the company in due course

of the whole process also play a vital role in the ultimate result. The pointer at

customer satisfaction escalates with the dedication to deliver the best in-class,

guaranteed solutions and services to the customer as per their re$uirements ande+pectations, which in turn augments business and revenues.

By understanding the context and root cause of each customer interaction, we do

more to reach goals and reduce customer churn.

Attaining perfection is a never-ending process. =e tae on ourselves to bring this

in our wor culture. =e tae timely business decisions as we ac$uire a detailed

customer insight. This illustrates our commitment to improve processes and to

deliver superior products and services. Cvery individual employee in the company

plays their part to realize our un$uenchable thirst in attaining overall $ualitative

perfection.

=e eep scrutinizing minutely, each of our service and come up with

uni$ue $uality sustaining models. This helps in eeping our Ofeet firmly on the

groundH and still achieve sy-highH results. This implicit initiative is one of the

cornerstones of our success. =e strive for e+cellence in our Puality

$#n#*ement Services 14$S2 #nd "rocesses3

The $uality assurance that we offer is slowly spreading out into our various

service provisions as well. The recent certification of I" )66(>/666 to the below

mentioned Oservices is a testimony in itself of our $uality culture and

uncompromising service provision.

Alli#nces

Aster offers a diverse array of solutions to meet todayHs intricate business

challenges. To enhance these solutionsH efficiency we tagged with best-of-breed

technology vendors and system integrators. Through these strategic partnerships

/)


30/118

ASTER INDUSTRIES

we are able to deliver superior end-to-end solutions to our customers.

=e culminate our professional services including business process consulting,

systems integration, custom application development, content development and

other consulting and implementation e+pertise with the software applicationprovided by our alliance partner to bring the re$uired global competitiveness in

our products and services. The results spea for themselves. =e respect the fact

Together Cveryone Achieves oreJ TCA.

Aster has partnered with many of the best of breed technology and service

providers. @isted below are some of our Alliances>-

Alc#tel@o" "urvey

Drive Test and ptimization

&EL

Installation and commissioning of #"AT e$uipment

ECI Telecom

ptical C$uipment Installation, Testing, %ommissioning and IntegrationTotal anagement "ervices> viz. %ustoms %learance,

=arehousing, @ogistics anagement

Ericsson

2roject anagement for &" networ deployment

phase

Lucent

'etwor Audit of %DA =@@ networ

16


31/118

ASTER INDUSTRIES

NEC

icrowave @" "urvey

NERA

icrowave @in Cngineering

No5i#

Installation and commissioning of =- access

TELECO$/

Aster was established in ())*, with an objective to provide complete

range of services from 'etwor 2lanning and Design through peration 4

aintenance for telecom networs. It offers complete range of services for

telecom networs viz. design, build and maintain on turney

1(

Nortel

Installation of ptical C$uipment

S#msun*

Installation and Integration of %DA :T" sites

Siemens

UTSt#rcom


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ASTER INDUSTRIES

=ith its Cngineering, %onstruction and 2rojects, 2roject anagement,

Infrastructure, perations and aintenance, 0 engineering services and other

related engineering services, Aster becomes a one-stop shop for all Telecom

re$uirements.

4u#lit Our 4u#lit3 Your Ri*ht3To thrive in the present competitive world, $uality defines every companyHs

growth. =e realize that the product and the service rendered are not the only

benchmars for the $uality delivered. The ambience and the wor culture created

by the company in due course of the whole process also play a vital role in

maring out the ultimate result. The pointer at customer satisfaction escalates with

the dedication to deliver the best in-class, guaranteed solutions and services to the

customer as per their re$uirements and e+pectations, which in turn augmentsbusiness and revenues.

By understanding the context and root cause of each customer interaction,

we do more to reach goals and reduce customer churn.

1/


33/118

ASTER INDUSTRIES

Attaining perfection is a never-ending process. =e tae on ourselves to bring this

in our wor culture. =e tae timely business decisions as we ac$uire a detailed

customer insight. This illustrates our commitment to improve processes and todeliver superior products and services. Cvery individual employee in the company

plays their part to realize our un$uenchable thirst in attaining overall $ualitative

perfection. =e eep scrutinizing minutely, each of our service and come up with

uni$ue $uality sustaining models. This helps in eeping our Ofeet firmly on the

groundH and still achieve Osy-highH results. This implicit initiative is one of the

cornerstones of our success. =e strive for e+cellence in our Puality anagement

Services 14$S2 #nd "rocesses3



mentioned services is a testimony in itself of our $uality culture and

uncompromising service provision. deliver superior products and services. Cvery

individual employee in the company plays their part to realize our un$uenchable

thirst in attaining overall $ualitative perfection.

=e eep scrutinizing minutely, each of our service and come up with uni$ue

$uality sustaining models. This helps in eeping our Ofeet firmly on the groundH

and still achieve Osy-highH results. This implicit initiative is one of the

cornerstones of our success. =e strive for e+cellence in our Puality anagement

Services 14$S2 #nd "rocesses3



mentioned services is a testimony in itself of our $uality culture and

uncompromising service provision

11


34/118

ASTER INDUSTRIES

Aster Teleservices Pvt Ltd

C-;9, 3th %rescent, "ainipuri, "ecunderabad K 866 6)3, I'DIA.

Tel. Q)( 36 /9(( (()), 0a+> Q)( 36 /9(( 6818

E!m#il/infoRatspl.com63 A0out Aster

Aster with its vibrant integral units is bringing International standards with

local competencies. Its vision of achieving performance e+cellence and creating

standards is pushing the limits each time and paving way for more e+citing things,

internationally.

The present project underway in Afghanistan is a minute e+ample of AsterHs

global impact. =ith its fast growth in diverse industries viz. Telecom, 2roduct

Development, IT services, "oftware 2roduct Development, 2re-Cngineered special

structures, %onstruction, Transmission 4 Distribution, 2ower &eneration, 'atural

2roducts, 0asteners, ailway "ignaling it is moving in the right direction to

capture the global maret. =ith the promise shown already, Aster is sure of joining

some big names in the maret in its pursuit of e+cellence in the near future.

73 Or*#ni8#tion Structure

=e are a customer-focused organization. In order to achieve higher levels

of efficiency, we have removed conventional layers of management, and designed

a non-hierarchy system, which lays emphasis on empowered teams.

ur project teams operate as a customer controlled unit, giving top priority to

customer needs.

The communication channels are completely transparent to the customer.

The project team is an empowered entity, designed to give $uic response to the

customer.

A broad structure of our organization is>

Aster Teleservices 2vt. @td.

13


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ASTER INDUSTRIES

736 'um#n Resource Develo"ment

Aster follows a Buman esource Development program, which caters to>

? Tracing, monitoring and improvement of the sill levels of the employees? 2lanning and arrangement of training programs

? aintaining trac record of all employees

? Cnsuring the safety and health concerns of all employees

737 Le#rnin* Centre

This %enter is responsible for nowledge transfer across project teams.

After completion of each project, the e+periences are presented through documents

and interactive sessions.

This %enter also collects and maintains project data for ready reference and use.

The necessary technical literatures are available with our @earning %entre.

93 4u#lit Sstems

ur 0 Cngineering "ervices, Cngineering "ervices, peration 4

aintenance, Cngineering %onstruction 4 2rojects, %ivil 4 0% and 2roduct

Development Divisions, #adodara 0actory, Byderabad 0actory, aipur 0actory

and our group company Aster Infrastructure 2vt. @td. are accredited with OI"-

)66(>/666E.

4u#lit Le#dershi"

The e+ecutive management has developed the (ision: ission, Puality

2olicy and Puality bjectivesas part of the leadership process.

936 (ision Achieve Perform#nce E;cellence #nd cre#te st#nd#rds

937 $ission

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ASTER INDUSTRIES

Provide dependable services in response to changing needs and to provide

value addition in all our endeavors as well as maintaining high standards of

quality..

Quality PolicyWe will understand and fulfill our customers needs, provide responsible

solutions. We will support our customers in achieving their overall system goals.

We strive for continual improvement of our !"# and processes.

Puality bjectives The following are first phase objectives for $uality

improvement in Aster>

? easure and improve project e+ecution capabilities.

? 2revent defects by process control.

? 0ollow 2lan-Do-%hec-Act cycle to improve processes. Aster Teleservices 2vt.

@td.


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ASTER INDUSTRIES

? Automatic 0are %ollection 4 2assenger %ontrol "ystem

? ptical 0iber @in for #oice and Data %ommunication with Bot-"tandby

? Telemetry 0iber optical head end

? ptical 0iber @in for #oice and Data %ommunication? &2" Time "ynchronizer for 2%I :us

? "ynchronized II& time code reader 5 generator

? !niversal ultiple+er

? @CD "ignal @amp


? Band held %able Tester

Soft,#re Develo"ment Services

Cnterprise esource 2lanning

C2

%ustomer esources anagement

A#@

=eb Applications

Buman esource anagement

"ystem

Bospital anagement "ystem

ailway 2latforms and 0oot over

bridges

Aster teleservices 2vt. @td.

>3 Our Customers #nd Pro%ects

>36 Pro%ect $#n#*ement

19


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ASTER INDUSTRIES

? Butchison Cssar "outh @td A.2. %ircle 968 sites

? Aircel Digi@in India @td !.2. Cast 8/ sites

? 'ortel for eliance Infocom 2roject 8 "outhern %ircles ; months

>37 En*ineerin* Construction = Pro%ects

@ayout design 4 construction of C$uipment oom 4 D& oom,

installation of Air %onditioners, 0ire "afety systems, Access %ontrol and Clectrical

systems etc. for>

? Aircel )/1 "ites

? Alcatel /6 "ites

? :harti /(69 "ites

? Cricsson 3;9 "ites

? Butch (9*; "ites

? Idea 3;) "ites

? ITI (/ "ites

'oia (63 "ites

? 'ortel ()19 "ites

? eliance 3;( "ites

? "iemens 169 "ites

? Tata 1/( "ites

For To,er m#nuf#cturin*

=e have total installed capacity of 3)/66 T per annum with

manufacturing facilities at Byderabad A2 with installed capacity of 1;666 T

per annum, #ishaapatnam A2 with 1;66 T per annum, aipur %hattisgarh

with ;666 T per annum and at :aroda &ujarat with 1;66 T per annum.

$#chines Floor Are# 'der#0#d

? 2ower press 98 T ? Total > /8,666 "$. rs.

? 2ower 2ress (66 T ? %overed > /,866 "$. trs

1*


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ASTER INDUSTRIES

? adial Drilling machines

R#i"ur

? Band grinding machines ? Total > (;,*66 "$. trs

? =elding machines ? %overed > (,)*6 "$. trs

$#teri#l '#ndlin* rod#

? obile cranes ? Total > 1,6)/ "$. trs

? @%#s ? %overed > 38) "$. trs


>39 En*ineerin* Services Division

? LoS Surve = Lin5 En*ineerin* for (8;8 "ites

? Tata Teleservices @td

? Butchison Cssar "outh @td.

? :harti Telesonics @td.

? :harti obile @td

$. Access Inst#ll#tion = Commissionin* for

? 0ascel @td #endor> 'oia )3* Bops

? :harti Telesonics @td #endor> Cricsson ;8 Bops

? :harti obile @td #endor> Cricsson 113 Bops

? :harti obile @td #endor> 'oia 19 Bops

? :harti %ellular @td #endor> "iemens (93 Bops

? :harti %ellular @td #endor> Cricsson 3(6 Bops

? :harti %ellular @td #endor> 'oia ;*3 Bops

? :harati I 2vt @td #endor> Cricsson 6( Bops

? :harati Televentures @td #endor> Cricsson 6) Bops

? :2@ #endor> 'C% 38 Bops

? :2@ #endor> Cclipes 6) Bops

1)


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ASTER INDUSTRIES

? Butchison Cssar "outh @td #endor> Cricsson /8/ Bops

? Butchison Cssar "outh @td #endor> 'C% 1/( Bops

? Butchison Cssar "outh @td #endor> 'oia (((3 Bops

? Butchison Cssar "outh @td #endor> 'CA 61 Bops? Butchison Cssar, ADI@ #endor> 'oia 838 Bops

? Butchison Cssar, ADI@ #endor> 'C% (13 Bops

? Idea %ellular @td #endor> Cricsson (/8 Bops

? Idea %ellular @td #endor> 'CA (3 Bops

? Idea %ellular @td #endor> "iemens /13 Bops

? Idea %ellular @td #endor. 'oia 61 Bops

? eliance infocom @td #endor Cricsson 61 Bops

'ortel @td 8(

? 'oia (3

? Butchison Cssar "outh @td 6*

>3> Intern#tion#l &usiness = O"er#tionsExecuted:

? "upply of Telecom Towers with Crection and 2ainting wors for Airtel Telecom

1Sechelles2 Ltd: Sechelles

? "upply of Telecom Towers for telco: hr#in

? "uppu and erection of Tower for R#dio Communic#tions: n*l#desh

? "upply and erection of Tower for Trifoil Communic#tions: Om#n

? "upply 4 %ivil wors and Installation of Towers for &ECIL : Af*h#nist#n

? "upply of Towers for AISL: Af*h#nist#n

? "upply, foundation erection and painting of Tower for Net,or5 Innov#tions:

Af*h#nist#n

? "upply and erection of Towers for US Arm

? A.CC: Af*h#nist#n Design, 0abrication and "upply of Towers and asts of

(8m - 86m heights 19 nos.

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ASTER INDUSTRIES

? Turney Telecom "ite 2reparation for A.CC: Af*h#nist#n, in the cities of

Nabul, Falalabad and Nandhar

? Telecom Training for A.CC: Af*h#nist#n covering basic and advanced

concepts in &" 4 %DA, Transmission = 4 ptical, "witching, "ignalling4 Data 'etwors

? "ite preparation, supply and erection of towers for TDCA: Af*h#nist#n

Cricsson %hannel Add deployment - Ro*ers AT=T?P#rsons: C#n#d#

? 'oia !ltrasite deployment ! AT=T #nd Cin*ul#r: USA

? TDA5&" ptimization5"witch Translations5"ite Audits

- -lo, Net,or5s?Nortel:USA

? ":% 0rame relay 2rovisioning support - S&C: USA

? %ell site 4 - Am#tel?Cin*ul#r: USA


? 2ubertal ASC (6 '% "upport - Am#tel?Ericsson: USA

? 0 ptimization- TTNT LLC

? 0 Design - AIRCO$

? 0 Design - LCC

? racale % Implementation support - .i"ro: USA

? "oftware development - Etr#de.

"oftware Testing - i-ATE?&e#rin* Point

? Directory essaging "upport - &ristol!$ers?Secure Di*it: USA

>3< Product Develo"ment

Aster is established in developing custom-built hardware e$uipment and software

and our product details are>

ptical 0iber @in for #oice and Data %ommunication with Bot-"tandby

? Totally redundant system controlled by one of the ends or automatic

? Transports "i+ );665()/66 baud full duple+ "3// channels ne full duple+

voice channel (; digital "ignals from either side /3 relay inputs with automatic

3(


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ASTER INDUSTRIES

interloc in case of port failure on a multimode duple+ fiber over distances

e+ceeding (m

? :uilt-in diagnostics

? perating temperature range K36 to Q*8%? %onforms to I@-"TD-3;( for CI5C%

? %onforms to F"" standards for ground e$uipment for other environmental

conditions

? Clectrical connectivity between the fiber optic cable and the unit

Telemetr Fi0er o"tic#l he#d end

? %arries twos / :2" bit over single mode fiber

? /8d: lin budget

? 'egligible phase distortion

? "3// or TT% inputs 5 outputs

? /8# D% or /16# A% operation

? :uilt-in signal detector

O"tic#l Fi0er Lin5 for (oice #nd D#t# Communic#tion

Transports four );665()/66 baud full duple+ "3// channels ne full

duple+ voice channel * digital signals from either side * relay inputs with

automatic interloc in case of port failure on a multimode duple+ fiber over

distances e+ceeding (m

? =hen using first two channels only, communication channel redundancy

provided

? :uilt-in diagnostics

Univers#l $ulti"le;er

? !'I!S enables us to send the information such as data at different rates,

voiceover a single grade fiber lin using =D techni$ue

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ASTER INDUSTRIES

? =D utilizes the same fiber for transmitting and receiving at different

wavelengths at the rate of /bps

? "ystem can also be e+tended to transfer video data over the available bandwidth

of C(lin? This system will be provided with add on cards, hence no of ports can be

increased by adding the new card

? "ince this system can support wide verity of data rates, so this can also be used

for commercial applications

? It is a service independent system

? C+tendible band width

? 0ull duple+ communication

? @ow cost solution

LED Si*n#l L#m"

? A"TC @CD "ignal aspects are designed to meet Indian ailways D"

"pecification no> D"5"2'5(815/66/ Amendment-(, for use in the Indian

ailway signaling systems

? The @CD based lamps are housed in A:" 2lastic and !# "tabilized

polycarbonate dome

? The lamps are designed to minimize reflection from e+ternal light sources.

? ed, 3> Soft,#re Develo"ment

etro ailway Nolata, Application development and maintenance for under

ground railway system.

? "outh %entral ailway "ecunderabad, Display boards at several locations in

Andhra 2radesh.

? 'uziveedu "eeds 2vt @td Byderabad, :ul mailing facility with ail Cnable for

;66 employees.

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ASTER INDUSTRIES

? Bara Industries 2vt @td , =ebsite development

? @a+mi Cngineers and %ontractors. =ebsite development

>3@ R#il,# Si*n#lin*? Installation of panel interlocing systems (1 "tations

? Installation of panel interlocing system with oute "etting type 61 "tation

>3 O"tic#l Fi0er Net,or5s: Civil #nd R#il,# Si*n#lin* .or5s

? Construction of O"tic#l Fi0er Net,or5s

? Tata Teleservices @td *63 Nms

? Tata %ellular @td (63 Nms

? 0asces @td 31 Nms

? :harti Tele #entures @td. (*8) Nms

? "iemens 2ublic %ommunication 'etwors @td /36 Nms

? #idesh "anchar 'igam @td :acbone 13* Nms

? #idesh "anchar 'igam @td %ities 8; Nms

? Indian Telephone Industries ITI /1 Nms

? "pice Telecom @td ((9 Nms

%onstruction of Industrial storage sheds for 'uclear 0uel %omple+ @td.,

Byderabad

? %onstruction of storm water drains for Indian ailway

? %onstruction of 2latform shelters at Tambaram %hennai %ity

@3 A""reci#tions

A fe, of the #""reci#tions from our esteemed customers

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ASTER INDUSTRIES

UThe installation and integration of :T" including the batteries for I"BA


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ASTER INDUSTRIES

T#t#TeleservicesLtd

I am impressed with dedication shown by your 2roject Infrastructure

Team. Against all odds, they have met schedules and set high standards. =e would

lie to enlarge scope of wors. =e loo forward to continuing association withyou.J

A3)3Sh#rm#:

Senior (ice President = Chief Technic#l Officer

&PL US .est Cellul#r Ltd

It gives us pleasure to announce you as one of the preferred vendors for

civil wors and tower supply for our cell site constructions. =e are also glad that

you have committed to carry out electrical wors in our ne+t phase rollout.

Col3 Y 3N3 $ishr#

(P!Technic#l

'utchison Ess#r South Ltd

=e at 0A"%C@ @td are thanful for reliable and timely support by your

Team embers. =hat has impressed us is ever willingness of your people to

accept challenges and meet the goals.


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ASTER INDUSTRIES

)evin Conlon= Al0erto -ome8 Lucent Technolo*ies, &uatemala

C-mail> conlonRlucent.com

UThan you everyone for the tremendous support 4 co-operation e+tendedto me. It certainly made my job easy 4 great fun. I would love to wor again with

each and every one of you.U

R#mesh &h#ti# Lucent Technolo*ies

U=e would not have been able to manage these projectsW without A"TCEs

'2DJ

R#hul S#the 'e#d of RND: Ericsson

eferring to the upcoming ButchisonEs D%" (*66 '= in A2,Narnataa 4

%hennai. Aster Teleservices 2vt. @td.

I wish to convey our appreciation for the contribution, support and

assistance rendered by your team in the completion of the "print 2%" 'etwor

:uildout in 2uerto ico and !" #irgin Islands. ur special thans go to the Aster

team for their professional competence, $uality of output, everwilling

support and valuable contribution to the 2roject. Their presence made all the

difference.

S#ndee" Shu5l#:

Sr3 De"loment $#n#*er S#msun* Telecommunic#tions Americ#: Inc3

3 Address'der#0#d/

C-;9, 3th %rescent, "ainipuri,

"ecunderabad K 8666)3, I'DIA.

use of>

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ASTER INDUSTRIES

The commercial Tel> Q)( 36 /9(( (())

n*#lore/

X/9, ;th Temple oad,

(;th %ross, alleshwaram,:angalore - 8;6661, I'DIA

Tel> Q)( *6 16)) )8*)

0a+> Q)( *6 /18; *363

Delhi/

;/*-;/), sector-1(

&urgaon K (//66(, I'DIA.

Tel> Q)( (/3 1);; 8*9

0a+> Q)( (/3 8611 /)1

Pune/

'o. /35(, "opan 'agar

=edgaon "ehri

2une-3((6(3

Tel> Q)( /6 16)338)1

Ahmed#0#d/

3, 'atwar "hyam "ociety,

amdev 'agar Nhancha,, "atellite

Ahmedabad-1*66(8 Tel> Q)( 9) 1/)8(/83

Af*h#nist#n/

Aster Infrastructure "ervices 2vt @td

()1, 'ear 'aderia Bigh "chool,

Narte 2arwan, Nabul

Afghanistan.

NEED FOR THE STUDY

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ASTER INDUSTRIES

The process of recruitment has gained a major place in the organization.

ecruitment forms the first stage in the process, which continues with selection

and ceases with the placement of the candidate. The "tudy of ecrui tment

"ystem will help in finding the current status of ecruitment "ystem

e+isted in the Aster Tele "ervices3

Aster is very diversified organization with an objective to provide complete

range of services from 'etwor 2lanning and Design through peration 4

aintenance for telecom networs. It offers complete range of services for

telecom networs viz. design, build and maintain on turney basis or in specific

defined mode.

Buman resource management is the effective use of human resources in

order to enhance organizational performance. ost employers recognize the fact

that their staff is their greatest asset, and the right recruitment process is vital in

ensuring that the new employee becomes effective in the shortest time. The

success of an organization depends on having the right number of staff, with the

right sills and abilities. "o, the right people should be recruited at right time for

the right organization.

ecruitment has been regarded as the most important function of personnel

administration, because unless the .right type of people are hired, even the

best plans .organization charts and control systems would not do much.

ecruiters need to ept the recruitment process fle+ible. It is a good idea for any

organization to plan its labor force re$uirements, matching available supply

against forecast demand.

3)


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ASTER INDUSTRIES

After the identification of need for the number and types of personnel as

indicated by manpower planning and job analysis, the ne+t step is to ac$uire these

personnel. nce the re$uired and the ind of human resources are determined, the

management has to find the places where re$uired human resources will beavailable and also to wor out strategies for attracting them towards the

organization before selecting suitable candidates for jobs. This process is generally

nown as recruitment. Technically speaing the function of recruitment precedes

the selection function and it includes only finding, developing the sources of

prospective employees and attracting them to apply for jobs in an organization,

where as the selection is the process finding out the most suitable

candidate to the job out of the candidates attracted.

OBJECTIVES

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ASTER INDUSTRIES

The major objectives for the study are >

To "tudy and understand the recruitment and selection practices at Aster

peration 4aintenance division.

To Nnow various sources of recruitment.

To "tudy the perception of the employees about recruitment and selection

procedure undertaen by Aster 2oem division.

To "tudy the selection procedure.

To !nderstand the role of interview in selecting the right candidate.

To "tudy whether their e+ists any discrepancies in the selection procedure.

To 2rovide the organization suggestions for improvement, if need be.

RESEARC' $ET'ODOLO-Y

DATA COLLECTION/

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ASTER INDUSTRIES

The data for the research has been collected from two sources.

PRI$ARY DATA/

The primary data has been collected from the employees by administeringstructured $uestionnaire, carrying both open ended and closed ended $uestions. It

was distributed among employees and one formatted $uestionnaire was given to

the B in charge for their comments.

SECONDARY DATA/

"econdary data is obtained from boos on human resources management,

Internet, journals and manuals ,etc.

PREPARATION OF T'E 4UESTIONAIRE/

Neeping in view the above objectives a $uestionnaire was prepared to collect

the information from the employer and from the employees.

In order to classify the opinions of the respondents different types of rating

scales are taen.

SA$PLIN-/

In order to ac$uire the best possible results and eeping in view of the time

constraint a sample of 86 employees had been chosen on andom basis.

SCOPE OF T'E STUDY

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ASTER INDUSTRIES

The study has been conducted at Aster Teleservices 2vt. @td.

It includes an analysis of the currently followed ecruitment and

"election through a sample of respondents.

The study has been conducted at the various levels of the departments.

RECRUIT$ENT AND SELECTION

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ASTER INDUSTRIES

Buman resource management is the effective use of human resources in

order to enhance organizational performance.

Buman resource management is concerned with human beings who are the

energetic elements of management. The success of any organization will depend

upon the ability, strength and motivation of persons woring in it. And it

concerned with recruitment, training and development of personnel.

Among all the resources human resource is the most important asset of an

organization. 2lanning for human resources is an important managerial

function. In order to meet human resource needs an organization will have

to plan in advance about the re$uirements and the sources.

ost employers recognize the fact that their staff is their greatest asset, and

the right recruitment process is vital in ensuring that the new employee becomes

effective in the shortest time. The success of an organization depends on having

the right number of staff, with the right sills and abilities. "o, the right people

should be recruited at right time for the right organization.

ecruitment has been regarded as the most important function of personnel

administration, because unless the .right type of people are hired, even the best

plans .organization charts and control systems would not do much.

ecruiters need to ept the recruitment process fle+ible. It is a good idea for

any organization to plan its labor force re$uirements, matching available supply

against forecast demand.

After the identification of need for the number and types of personnel as

indicated by manpower planning and job analysis, the ne+t step is to ac$uire these

personnel. nce the re$uired and the ind of human resources are determined, the

management has to find the places where re$uired human resources will be

available and also to wor out strategies for attracting them towards the

organization before selecting suitable candidates for jobs. This process is generally

83


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ASTER INDUSTRIES

nown as recruitment. Technically speaing the function of recruitment precedes

the selection function and it includes only finding, developing the sources of

prospective employees and attracting them to apply for jobs in an organization,

where as the selection is the process finding out the most suitablecandidate to the job out of the candidates attracted.

ecruitment is the process of finding and attracting capable applicants for

employment. The process begins when new recruits are sought and ends when new

employees are selected

Thus, recruitment process is concerned with the identification of possible

sources of human resource supply and tapping those sources.

ecruitment forms the first in the process, which continues with selection.

SELECTION

"election can be conceptualized in terms of either choosing the fit

candidates or rejecting the unfit candidates or a combination of both. "election

process assumes and rightly so, that there are more number of %andidates

available than the number of candidates actually selected. These candidates are

made available through recruitment process.

ecruitment forms the first stage in the process which continues with

selection and ceases with the placement of the candidate. It is the ne+t step in the

procurement function, the first is being the manpower planning.

ecruiting maes it possible to ac$uire the number and types of people necessary

to ensure the continued operation of the organization. ecruiting is the discovering

of potential applicants for actual or anticipated organizational vacancies.

According to


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ASTER INDUSTRIES

purpose of recruitment is to locate sources of manpower to meet job re$uirements

and job specifications.

0lips views recruitment both as HpositiveH and HnegativeH activity. Be says U It

is a process of searching for prospective employs and stimulating and encouragingthem to apply for jobs in an organization. "election on the other hand tends to be

negative because it rejects a good member of those who apply, leaving only the

best to be hired.

O&+ECTI(ES OF RECRUIT$ENT /

? To attract people with multi-dimensional sills and e+periences that suit the

present and future organizational strategies.

? To induct outsiders with a new perspective to lead the company.

? To infuse fresh blood at all levels of organization.

? To search people whose sills fit the companyEs value.

? lo see out non-conventional development grounds of talent.

? To search talent globally and not just within the company.

? To anticipate and find people for positions Thai do not e+ist yet.

FACTORS AFFECTIN- RECRUIT$ENT/

All organizations ,whether small or large ,do engage in recruiting activity,

though not to the same e+tent .This differs with>

? The size of the organization

? The employment conditions in the community where the organization is

located? The effects of past recruiting efforts which show the organizationEs ability

to locate and eep good performing people

? =oring conditions and salary and benefit pacages offered by the

organization

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ASTER INDUSTRIES

? The rate of growth of organization

The level of seasonality of operations and future e+pansion and production

programmers and

%ultural, economic and legal factors.

STEPS ON RECRUIT$ENT PROCESS /

0ive elements are involved in the process of personnel recruitment. The

five elements are stated by 0amiliar. They are

? A recruitment 2olicy

? A ecruitment organization

? A 0orecast of anpower

? "ources of ecruitment

ethods of ecruitment

RECRUIT$ENT POLICY /

This recruitment policy must involve a commitment to broad principles

such as filling vacancies with the best $ualified in dividable. A good recruitment

policy must contain the elements such as

? rganizational objectives

? Identification of recruitment needs

? 2referred sources of recruitment

? %riteria of selection and preferences

The cost of recruitment and financial implications

According to


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ASTER INDUSTRIES

Internal sources are the most obvious sources. 2ersons who are already

woring in an organization constitute the HInternal sourcesH. =henever any vacancy

occurs somebody from within the organization is upgraded, transferred, promoted

or sometimes demoted. This sources also includes personnel who were once on thepayroll of the company but who plan to return or whom the company would lie to

rehire ,such as those on leave of absence, those who $uit voluntarily, or those on

production lay-offs.

$erits in use of Intern#l source/

W It improves the morale of employees, for they are assured of the fact that

they

would be proffered over outsiders when vacancies occur.

W The employer is in a better position to evaluate those presently employed

than outside candidates. This is because the company maintains a record of the

progress. e+perience and service of its employees.

W It promotes loyalty among the employees, for it gives them a sense of job

security and opportunities for advancement.

W As the persons in the employment of the company are fully aware of, and

well ac$uainted with, its policies and now its operating procedures, they re$uire

little training, and the chances are that they would stay longer in the employment

of the organization than a new

Aster Tele Services Project - Recruitment & Selection

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Transcript of Aster Tele Services Project - Recruitment & Selection