Teletalk & Its Major Events

This is Teletalk Teletalk Bangladesh Limited is a Public limited company, registered under the Registrar of the Joint Stock Companies of Bangldesh. All shares are owned by the Government of teh People’s Republic of Bangldesh.

We continue to grow and engage our customers through our clear commitment to offering high quality products and services as well as leading customer retention and loyalty programmers. Teletalk continues to be a part of the revolution that’s connecting millions of Bangladeshi people and around the world.

Teletalk Bangldesh limited was established keeping a specific role in mind. Teletalk has forged ahead and strenghtened its path over the years and achived some feats truly to be proud of, as the only Bangladeshi mobile operator and the only operator with100% native technical and engineering human resource base, Teletalk thrives to become the true people’s phone- “Amader Phone”.

Major Events Date of Incorporation 26 December 2004 The Hon’ble Prime Minister inaugurated teh Technical Operation by 29 December, 2004 taking with the Hon’able President Commercial Launching of Operation 31 March, 2005 Inter-connection agreements with other operators In July, 2005 Commencement of SMS operation 12 October, 2005 International Roaming (Soft launching) 30 November, 2006 Best IT User Award 2005 In 2006 Experimental Commercial lauching of 3G services 14 October, 2012

Contents

Mission, Vision & Values Company Profile Future Network & Business Expansion of Teletalk Message from Chairman Message from Managing Director Board of Directors of TBL Directors Profile Management of TBL Corporate Governance TBL Products & Services Excellence in customer Care to ensure the Business Growth

Directors’ Report Auditor’s Report to the shareholders of Teletalk Bangladesh Ltd.

Mission, Vision & Values

Our Vision To be the most affordable brand offering the state of the art mobile voice, digital services and broadband access to every citizen in every corner of Bangladesh.

Our Mission Teletalk sets the target to become one of the leading Mobile Network Operators in Bangladesh within the next couple of years with a significant market share and ubiquitous network coverage. In particular, Teletalk is emphasizing on seamless high speed mobile broadband network service (now 3G & subsequently 4G and WiFi hotspots) throughout the country to materialize the objective of ‘Digital Bangladesh’.

Our Values We are for you. We live for you, every single product of us is for you, every of our innovation is for you and each our steps is only Thinking by you.

Make your life easy Every of our product and service is designed to make your life happier, easier and comfortable. We always consider that customer is our development partner.

Creativity is our concern We respect creativity, we nurture creativity, we cultivate creativity, we do believe in new invention, we welcome new innovation as we welcome new service.

We are Respectful We respect our culture, we respect our patriotism, and we respect our emotions. We think ourselves as the integral part of our society. We consider your little requirement with the respect and honor.

We are unique to solve your problem We had borne to remove your difficulty, your problem uniquely. We reorganize your problem faster than any other provide instant solution in customized way.

We are rational entity We believe in fairness and integrity in business and always up hold ethics and morality in each and every dealings. We act rationally and keep our promise.

We patronize digital Bangladesh We dream for digitized Bangladesh within 2021 and we have put our footstep in each and every segment of digitized automated service.

Company Profile 1. Background: In 1991, the mobile telephony was opened to private sector in Bangladesh. Another three mobile operators commence their operation in 1997-1998. But they could not fulfill the public demand as anticipated, nor could they cover the whole geographical area of the country. Moreover, the quality of services provided by them was not satisfactory and above all, their call charges were too high. Government had no effective tools in hand to control the market as per public desires. Under these circumstances, the idea of establishing mobile telephone project in the public sector was conceived. A project titled “10 (Ten) lakh T&T Mobile Telephone Project (1st Phase-2.5 lakh)” was raised for approved by them Bangladesh Telegraph & Telephone Board (BTTB). Apex approval authority ECNEC decided to form a separate public limited company for implementation and operation of the company. In view of the fact formation of a public limited company involves considerable time and various relevant formalities, it was decided BTTB should implement the project and operation thereof would be carried out by the desired company. Subsequently, the assets out of this process would be taken over by the desired company to be formed. Accordingly BTTB implemented the project and undertook initiatives to form desired company in public sector.

2. Incorporation of Teletalk: With the view descried above, Teletalk Bangladesh Limited (the ‘Company), being the only government sponsored mobile telephone company in the country, was incorporated on 26 December, 2004 as a public limited company under Companies Act, 1994 with an authorized Capital of Tk. 20,000,000,000. On the same day, the company obtained Certificate of Commencement of Business.

3. The Objective of Teletalk: Being in line with the objectives of the project, Teletalk adopted the main objectives of the project as the Basic Objectives of the company which are highlighted here under:

i) To provide mobile telephone service to the people from the public sector; ii) To ensure fair competition between public and private sectors and thereby to safeguard public interest; iii) To meet a portion of unmitigated high demand of mobile telephone; iv) To create a new source of revenue for the government.

4. Operation License: The company has obtained the Cellular Mobile Phone Operator License from Bangladesh Telecom Regulatory Commission (“BTRC”) on 1 September, 2004 for a period of 15 years. Initially the license was issued in the name of BTTB, and subsequently upon application, BTRC has changed the name of the operator as Teletalk Bangladesh Limited in place of BTTB. Since then the Company is operating within the GSM 900 and GSM 1800 bands as per slots allocated by BTRC. Teletalk started its commercial operation on 31 March, 2005 amidst a great hype in the mind of the people. Teletalk had to suspend its SIM distribution and to execute electronic lottery to sale the SIM cards to the whelmed subscriber. Teletalk has been authorized to launch 3G service on commercially experimental basis and 3G technology was introduced in Bangladesh on 14 October, 2012. Teletalk is operating 3G services within 2100 band.

5. Capital Structure and acquisition of Assets: The company was incorporated with an authorized capital of Tk. 2,000 crore divided into 2 crore ordinary shares of Tk. 1,000/- each out of which the paid up capital was Tk. 22,000/- divided into 22 ordinary shares of Tk. 1,000/- each. Since the company inherited the BTTB Project of “10 (Ten) lakh T&T Mobile Telephone Project (1st Phase-2.5 lakh)” the relevant equipment and infrastructures necessarily were in the name of erstwhile BTTB (now BTCL). Upon approval of the government, the company on 21 May, 2008, by executing a Vendor’s Agreement with the Ministry of Posts and Telecommunications has acquired all the equipment and infrastructures valuing to Tk. 6,438,39,000/- transferring the title of the relevant assets in its own name. In consideration 6,438,639 fully paid ordinary shares of Tk. 1,000/- each have been issued in the name of Ministry of Posts and Telecommunications.

6. Network Expansion History: 6.1 It is obvious that to survive and to get move on in a fiercely competitive market, the company needs to remain dynamic in its operation and to expand its network with up to date equipment. In this context, regular and continuous expansion and up-gradation of existing network elements are mandatory. As such, Teletalk has taken endeavour to expand its network and subscriber base.

6.2 By executing Vendor’s Agreement, Teletalk acquired network of only 643 nos. BTS, which are having capacity to cater services for 2.5 lakh subscribers. The first phase of network expansion programme was adopted in 2006 at a cost of equivalent to Taka 2101milion (including a foreign currency component equivalent to Tk. 1415 million) formed fully from its own resources and completed by 2008-2009 FY. The said project has resulted in a capacity increase of 0.60 million subscribers and given significant rise of revenue.

6.3 Walk a view to remain always competitive and to furtherance its market share, the company has been in the pace of its activities to pursue new expansion programmes one after another, which would continuously expand its subscriber base. The company is also inverting in procurement of new Value Added Services (VAS) systems for increasing the qualitative value of its network in order to ensure seamless and even better services to its subscribers.

The second phase of network expansion programme at a project cost of equivalent to Tk. 5,330 million (including a foreign currency component equivalent to Tk. 2,730 million) from its own resources and partially by local banks has since taken off to yield a further capacity increase of 1.8 million of subscribers. The said project has been adopted to enhance its expected subscriber base to exceed 3.0 million.

6.4 Teletalk has been in the process to take necessary measures and started doing the base work of implementing 3G services in of Teletalk Bangladesh Ltd. (TBL) has accorded approval to the project “Implementation of 3G and expansion of 2.5G Technology” in its 58th BoD meeting held on 24 December, 2009. The estimated cost of the project was US$ 259.82 million (equivalent to Tk. 18,187,362,000) to be financed by the Exim Bank of China under Preferential Buyers Credit on 80:20 debt equity ratio. It was decided that the loan amount of US$ 211 million would be disbursed through the Government of Bangladesh. The scope of the project was to increase 5.5 million new subscribers in the Teletalk network (4.0 million for 2.5G and 1.5 million for 3G).

6.5 Eventually the Development Project Proforma of the said project was approved on 06 May, 2011. The details of the Project including its present progress are stated below: 5 a. Project Description:  Name of the Project: Introduction of 3G Technology & Expansion of 2.5G Network  Executing Agency: Teletalk Bangladesh Limited  Sponsoring Ministry: Ministry of Posts and Telecommunications (MoPT) (Now Ministry of Posts, Telecommunications and Information Technology MoPT&IT).  Implementation Period: 24 Month up to December, 2013 (Extended up to June, 2015)

Date of DPP Approved: 06 May, 2011 Foreign Currency: USD 211 Million (as DPA by China Exim Bank) Local Currency: BDT 423.99 Crores (Teletalk own fund) b. Loan Agreement:  Parties: ERD and China Exim Bank  Loan Amount: USD 211 Million  Loan features: Interest rate 2% per annum, 4 years grace period, 20 year repayment  Date of signing of loan agreement: 09 June, 2011  Effective date of loan agreement: 22 August, 2011 c. Subsidiary Loan Agreement:  Parties: Ministry of Finance and Teletalk Bangladesh Limited  Relending Amount: USD 211 Million  Relending Features: 40% of relending amount as equity and rest 60% as loan with interest rate of 6% per annum.  Date of signing of loan agreement: 07 July, 2011 d. Commercial Contract:  Parties: Teletalk Bangladesh Limited (TBL) and China Machinery Engineering Corporation (CMEC)  Contract Amount: USD 211 Million  Date of signing of the contract: 27 December, 2010  Date of commencement of the Project: 06 January, 2012

Project scopes in brief: Particulars Original Scope Revised Scope

Number of 2G Base Stations 2160 nos. (everywhere in 2100 nos. (everywhere in Bangladesh) Bangladesh) Number of 3G Base Stations 700 nos. (Dhaka City, 1562 nos. District Head Chittagong City, Quarter including the Narayanganj, Gazipur, Sylhet previous cities. City and Cox’s Bazar) Number of 2G Subscribers Capacity of 4.72 million Capacity of 4.72 million subscribers subscribers Number of 3G Subscribers Capacity of 1.77 million Capacity of 1.77 million subscribers subscribers Core Network Expansion Capacity of 6.5 million Capacity of 6.5 million subscribers subscribers No of core sites 15 nos. of core site ( CN nodes 15 nos. of core site & RSC/RNC) 6

Transmission Equipment 87 nos. optical Mux, 5 nos. of 93 nos. optical Mux, 5 nos. SDH MW, 1600 nos. of PDH MW of SDH MW, 1190 nos. of PDH MW Civil Constructions 2160 nos. of base stations, 2160 nos. of base stations, core & Transmission sites core & Transmission sites

It may be mentioned that TBL commenced it 3G services on 14 October, 2012 in 2.1 GHz spectrum ranges having 10 MHz bandwidth. It creates a hype regarding the 3G services, specially data and internet based services. TBL authority has to revise the ongoing 3G project to cater the demands of the market. Moreover TBL has already placed 2 (two) more projects namely: (i) Modernization and Expansion of Teletalk’s 2G/3G Network up to Rural Areas and (ii) Introduction of 3G technology and Expansion of 2.5G Network Phase-II. e. Main Technical Features of Project’s scope:  Development of the dual plane IP Core Backbone with IP-MPLS  10G optical transmission long-haul backbone in Dhaka-Chittagong, Dhaka-Bogra-Khulna and Dhaka to Sylhet.  Convergent Billing System (CBS) for the first time in Bangladesh for managing both prepaid and postpaid subscribers under same platform.  Optimizing OPEX by using ATCA hardware architecture in Core Network Solution.  Commencing 3G Network (R99 and HSPA) and services in the country.  ngHLR with high availability (geographical along with Active/Standby set and 1+1 configuration).  Mobile TV and high speed video streaming.  Addition of OTA in Teletalk Network. f. Major Services of 3G Network:

 High speed mobile broadband up to 4 Mbps per subscribe  Mobile TV  Video on Demand, Video Telephony, Video conferencing etc.  Video chatting, interactive real-time gamming, communication by social web site etc.  Various services like Navigation on transportation, City Surveillance etc. g. Progress of the Project:

Till the end of June 2014, significant progresses are there in terms of both foreign currency (DPA) part and local currency. It is to be noted that local fund (matching fund) is directly financing by the Teletalk Bangladesh Limited and DPA part is aided by the loan of China Exim Bank. Combating many difficulties and challenges such as toughness of connections in BTS, site acquisitions because of the rumors of radiation hazards, public anxiety in building collapsed etc., project management team has to provide highest effort to meet project requirement, especially to establish network services in 3G areas. A brief summary on progress of the project (as on 30 June, 2014) is attached below:-

Sl No Main Items of the Project Nos of item as per Completed as on 30 project scope (revised) June, 2014 1. Installation of BTS equipment and 2100 1645 put in operation 2. Installation of BSC equipment and 18 18 put in operation 3. Installation of Note-B equipment 1562 1148 and put in operation 4. Installation of RNC equipment 8 8 and put in operation 5. Construction of outdoor BTS 800 28 6. Installation of Optical MUX, SDH/IP 93 82 Network 7. Transmission Network Monitoring 1 1 Centre 8. Installation of MW Link 1190 447 9. Construction of BTS room, Power 2100 786 Connection, AC, MDB, generator and grounding equipment installation 10. Construction of Core equipment 15 12 room & Installation of Generator

Success of Teletalk 3G Project:

By launching 3G Mobile service in October, 2012, first by any operator in Bangladesh Teletalk required its Brand Image Through its 3G services. All 64 district headquarters (DHQ) have been brought under TBL’s 3G network coverage. Presently Teletalk 3G services are receiving public applaud and interest. This success helped Teletalk to acquire its subscriber base remarkably and number of customer of Teletalk grew more than three folds in last financial years. During the same time span, yearly revenue of Teletalk also increased there times amounting to 969 crore taka.

But recently a very fierce competition is observed in the 3G mobile market after the auction of assigning 3G frequency spectrum on September 2013. All the other four 3G Mobile Service license holder started then 3G network deployment very fast. TBL has to re-arrange its scope of ongoing 3G Project and to increase its 3G Note-B to 1562 form 700. Utilizing the momentum by capitalizing the market response, TBL has to deploy 3G services at least upzilla level and to provide ubiquitous network very shortly.

Future Network & Business Expansion of Teletalk

Network’s expansion is in utmost importance

To cope on the present mobile market situation, Teletalk has already originated necessary process to commence a number of projects. The few of them are stated below: a) Modernization and Expansion of Teletalk’s 2G/3G Network up to Rural Areas (MEP):

Teletalk is in the process to expand its 2G and 3G Network to utilize the momentum of 3G implementation. It already planned to through a project with the view to increase 1700 new 2G BTS and 1500 new 3G Node-B. It would cover all the upazilla headquarters with 3G services and cover almost all rural growth centre with 2.5 G network. Teletalk expects it would helpful to continue its subscriber base expansion and reduce charn-out of existing subscriber. For faster implementation and reduce the capital investment, it is decided to share the infrastructure of other operators to install BTS and Node-B. The project is approved in principle by the BoD on August 2014, at the cost of Tk. 700 crore. b) Deploying of small Cell Technology:

In addition to that TBL is considering for furtherance of in-building coverage of high-rise by deploying ‘Small Cell Technology’ and conventional in-building solution (IBS). It might be helpful to capitalize the capacity of 3G Node-B to the upazilla headquarters office by extending it through optical fiber cable. c) Introduction of 3G technology & Expansion of 2.5G Network (Phase-II)

To address the significant chunk of potential data users available in District Headquarters, Upazilla Headquarters and growth centres, Teletalk has already planned to implement another project of Tk. 678 crore. The data market is expanding exponentially around the country. The expasnion of data market is even experienced in more rigorous is Bangladesh and it is expecting that in the forthcoming month it will grow faster. The positive environment like lowering of handset/mobile set (smart phone) prices, popularity of online social connectivity and positive socio-economical values of peoples ignited the data demand in many fold. To encash the opportunity in data market, Teletalk is planned to implement this project, 500 new base stations and 1200 new Node-B will be added with the TBL’s existing network. In conjunction with the MEP project, 3G high speed internet- connectivity would be ensured throughout the country including DHQ and Upazilla HQ, Highways and educational institutions. d) Introduction of 4G technology and Expansion of 3G Network:

TBL is in search of source of fund to implement a long term project with with an estimated cost of about Tk. 5000 crore to introduce the 4G network in Bangladesh and expand its 3G & 2G network. It would ensure 4G network in all DHQ including all important national highways. 3G network would be extended to the all Union Parishad and growth centres adn carpet coverage would be ensured throughout the country including forest and hilly areas. In addition to that TBL has to in total more than 5000 Wi-Fi hotspot throughout the country. Telecommunication’s experts believe that future mobile technology will be much more powerful internet and data revenue will be increased exponentially. Hence internet and data efficient network is the future in mobile network. Hence it is the time to plan for the 4G network. The project would be completed in the end of 2018 which lies in 7th five year plan of the government. 9

Teletalk’s target at a glance in 2015-2018

2015 2016 2017 2018

Network All upazilla & All UP Most of the All village Expansion in 2G most of the UP Village

3G All DHQ All District All Upazilla Almost all UP (Carpet (Carpet Most of the Coverage). coverage). Upazilla Almost all Most of the UP upazilla

4G (LTE) - - All DHQ & All DHQ & Important important Highways Highways (Carpet Coverage). Most Upazilla HQ & Important Growth Centres.

Wi-Fi Hotspot 1,000 10,000 2,00,000 5,00,000

Subscribers Base 60 1.2 2.0 3.0

Revenue 1200 Crore 1600 Crore 2100 Crore 2700 Crore

Investment plan for Teletalk’s Network Expansion

2015-2016 2016-2018 Total (2015-2018)

700 Crore (Own Fund) 5,000 Crore 6400 Crore

700 Crore (Development (Development Partner) Partners)

Total: 1400 Crore

Message from Chairman

Dear Subscribers and Colleagues,

Greetings!

Being only the state owned Mobile Network Operator (MNO) Teletalk Bangladesh Limited is providing wireless Voice Telephony, high speed Mobile Broadband Services and Value Added Services throughout the country. In recent days, the company has focused to move its network to deep forest zone of Sundarban in order to bring untouched peoples to connect with state-of-art digital communication.

It is to be noted that the company was incorporated on 26 December, 2004 as a public limited company under the Company Act, 1994 with a set of objectives to provide mobile telephone service to the people from the public sector, to ensure fair competition between public and private sectors and thereby to ensure safeguard public interest, to meet a portion of unmitigated high demand of mobile telephone and finally to create a new source of revenue for the government.

So far the company has ensured significant coverage of network with its limited resources of 2700 Base Stations. The company has continued its drives to enlarge its coverage towards the remote parts of the country. In recent years, the company has introduced 3G services for the very first time for peoples of the countries. Under the 3G services, subscribers are able to surf high speed internet services on mobility, watching live television on their Smartphone and many more. Along with 2G network expansion, the company has also focused in strengthening the coverage of 3G network in order to ensure affordable digital communication media to embrace the goals of “Digital Bangladesh”.

I am very glad to announce that in this year Teletalk has achieved “AAA” credit rating, evaluated by Credit Rating Agency named “CRISL”. The rating reflects the strong and healthy financial practice in the organization.

Furthermore, to strengthen the network coverage of Teletalk up to the rural areas, Teletalk has taken few initiatives to incept development projects named “Modernization and Expansion of Teletalk’s 2/3G Networks up to rural areas” with Teletalk’s own financial arrangement. It is expected to be completed by end of December 2017. Meanwhile there are few more initiatives have taken to incept ADP projects to ensure strong networks all over country.

I thank all the officials and works of Teletalk for their continued efforts. I would also like to extend my gratitude to the Board of Directors for their active participations and supports.

Md. Faizur Rahman Chowdhury Chairman, Teletalk Bangladesh Ltd & Secretary, Posts & Telecommunications Division

Message from Managing Director

Dear Customer, Colleagues and other stakeholders of Teletalk,

Teletalk Bangladesh Limited, a state owned mobile operator in Bangladesh, is keen to ensure ceaseless services for its customer. Moreover, Teletalk’s moto is to cater its services with affordable price for mass peoples of the country. To bring more excellence in service offering, Teletalk is continuing its network roll out throughout the country under an ongoing project titled – “Introduction of 3G Technology and Expansion of 2.5G Network” which is expected to be completed by June, 2015. Under this project, Teletalk has already introduced 3G network for all district towns including few more important growth centers in different parts of the country. In addition to introducing 3G network, Teletalk has also emphasized to expand 2G network coverage up to rural areas.

In addition to main product line of Teletalk, the company has given significant emphasis in product innovations especially in Value Added Services in education, utility management and etc. We have well realized Teletalk could maximize its business by addressing such huge unmet areas where government and its enterprises are facing challenges in managing public services.

In order to enlarge the revenue stream for Teletalk, we are also exploring new ways to earn revenues such as Machine to Machine (M2M), Internet of Things (IoT) and other upcoming innovations. To grasp the upcoming opportunities in the industries, Teletalk is planning to restructure its organizational structure for bringing more organic movement within the company.

For the year 2013-14, Teletalk has experienced significant growth in subscribers’ acquisition. In this financial year, the subscriber base has been reached to 3.8 million from 2.4 million with around 56% growth rate. Moreover, the revenue has also raised by 44% and reached to BDT 935.2 crores.

The success that we achieved in this financial year would not have been possible without dedications and enthusiasms of Teletalk’s employees and partners. We expect the same efforts in coming years to achieve the organizational objectives.

Gias Uddin Ahmed

Managing Director, Teletalk Bangladesh Limited

Board of Directors of TBL As on 30 June, 2014

Chairman

Mr. Md. Faizur Rahman Chowdhury Secretary, Posts & Telecommunications Division, Ministry of Posts, Telecommunications & Information Technology (MoPT &IT)

Directors

Mr. Kamal Uddin Ahmed Mr. Mamataz-Ala- Shakoor Ahmed Addl. Secretary Addl. Secretary, Finance Division, ICT Division Ministry of Finance

Mr. Sayed Ahmed Mr. Md. Rafiqul Islam Joint Secretary, Joint Secretary Legislative & Parliamentary Affairs Division Post & Telecommunications Division

Brigadier General Abdullah -Al-Azhar Mrs. Monowara Hakim Ali NDC, PSC First Vice President Bangladesh Army FBCCI

Md. Mahfuz Uddin Ahmed Mr. Gias Uddin Ahmed Managing Director Managing Director BTCL Teletalk Bangladesh Limited

Directors Profile

Mr. Md. Faizur Rahman Chowdhury, Chairman, Teletalk Bangladesh Limited & Secretary, Posts & Telecommunications Division, Ministry of Posts, Telecommunications & Information Technology

Born in an aristocratic Muslim family of Mohonganj Upazila of Netrokona District on 16th December 1959. He is the proud son of Late Mr. Sayedur Rahman Chowdhury and Atika Khatun Chowdhury. Then they used to live at Atika Villa of Mohangonj Upazilla Sadar. He completed his SSC & HSC from Railway Government High School, Mymensingh and the Ananda Mohan Govt. College, Mymensingh respectively. He did his LL.B (Hons) & LL.M in 1981 & 1982 respectively from the University of Dhaka. He joined in Bangladesh Civil Service (BCS) in 1982 as Magistrate of the then Comilla District.

In his career he has served in several important positions of the State; such as Upazila Magistrate, Upazila Nirbahi Officer, Additional District Magistrate, Deputy Secretary, Joint Secretary and Secretary of the Anti-Corruption. He joined as the Secretary Posts and Telecommunications Division on 22 July 2014. In Personal life, he is married and has two children. His wife Mrs. Nasima Begum (BCS Administration) is the Secretary of the Ministry of Social Welfare, Government of Bangladesh.

Mr. Kamal Uddin Ahmed Director Teletalk Bagladesh Limited

Mr. Kamal Uddin Ahmed was born in 1955 in a respected family at village named Longair of Gaffargaon Upazilla of Mymensingh district. He obtained SSC and HSC respectively from Mymensingh Zilla School and Mymensingh Ananda Mohon Govt. College. Later on he has completed his Graduation and Post-Graduation from the University of Dhaka. In addition to that he also obtained MS on Development Policy from International Christian University, Japan.

In 1982 Mr. Kamal joined in the Economic Cadre of Government of the People’s Republic of Bangladesh. In 2007 he joined at Ministry of Information as Joint Secretary and served as Director General of Bangladesh Television. In 2009 he also served in the Ministry of Religious Affairs as an acting secretary. He joined in ICT Division as an additional secretary in 2011 and discharge his duties successfully. During his career he served at various positions in different ministries, department and organizations.

He is an excellent organizer and successfully convened the 14

International Fair on e-Commerce held in London and Digital World-2012 & 2014 held in Dhaka. He also contributed as a focal person of Bangladesh Govt. in building friendship with EC & its member states in the field of ICT and economic relation. He contributed in solving the problem of unemployment of 55,000 young with a dynamic introduction of “Learning and Earning”. He has remarkable contribution in formulating Law on “Rights to Information” and important policies of Govt.

As part of his jobs he attended in different meetings, summits, seminars and workshops in many countries mainly in Thailand, China, Japan, Malaysia, United Kingdom, America, Canada, South Korea France, Belgium, Netherland and Singapore.

In 1971, he actively participated in glorious chapter of the country “War of Liberation”.

Mr. Mamataz-Ala- Shakoor Ahmed Director Teletalk Bangladesh Limited

Mr. Ahmed is the Joint Secretary of Ministry of Finance of the government of Bangladesh and the honorable Director of Teletalk Bangladesh Limited was born in July 01, 1957. He attained his graduation and post-graduation in Economics from Dhaka University, one of leading University of Bangladesh. Mr. Ahmed started his career as a Member of Bangladesh Civil Service. In 2003 he joined as Deputy Secretary and at December 4, 2006 he was promoted as Joint Secretary. In 2008 he joined in Tariff Commission and at September 28 of the same year he backed at Ministry of Information of Bangladesh government and discharged the responsibilities of Managing Director of FDC. At September 30, 2011 Mr. Ahmed joined in Ministry of Finance as Joint Secretary.

Mr. Sayed Ahmed Director Teletalk Bangladesh Limited

Mr. Ahmed is the Joint Secretary of Ministry of Law, Justice and Parliamentary Affairs of the government of people’s republic of Bangladesh was born in January 02, 1960. He completed his graduation from most prestigious university of Bangladesh, Dhaka University in Law and then joined as a member of Bangladesh Civil Service (BCS). He also discharged the responsibilities of Deputy Secretary Post in the same ministry with fame and acclamation and then prompted as Joint Secretary. He has visited various countries and attended many seminars, symposium and training both in country and abroad.

Brigadier General Abdullah -Al-Azhar NDC Director, Teletalk Bangladesh Limited

Mr. Azhar is the Commandant of Army Aviation of Bangladesh Army and the honorable Director of Teletalk Bangladesh Limited was born in 1st January 1664. He has attained the prestigious NDC in the year 2014 from the National Defense College. Earlier he completed his Master Degree in Defense Studies (MDS) and then also completed MBA. He started his career as Army Officer and in 2005-2006 he was appointed as the Commanding Officer of 7, Signal Battalions. In 2007-2008 he served as Chief Communication Officer (CCO) in UNOCL Headquarter in Ivory Coast. In 2008 he joined as the Commandant of Army Aviation of Bangladesh Army.

Mrs. Monowara Hakim Ali Director Teletalk Bangladesh Limited

Mrs. Ali is the first Vice President of the Federation of Bangladesh Chambers of Commerce & Industry (FBCCI) and honorable Director of Teletalk Bangladesh born in February 16, 1958. She completed her Bachelor degree from City of London College, UK on Hospitality Management. She is a NDC Fellow, completed Capstone Course from National Defense College, Dhaka, Bangladesh. Besides Teletalk she is executing the responsibilities at policy makers and executives level in several companies. She is also holding prestigious position in various Trade Bodies, Government Bodies, Non-Profit Organizations and Social Organizations. Mrs. Ali the first elected Women Vice President of the FBCCI has visited lot of countries of different continents of the world for discharging her duties and responsibilities. She has been attended various seminars, symposiums, trainings etc. throughout the globe. She has gathered a lot of national and international awards & honors into her baskets.

Mr. Md. Rafiqul Islam Director Teletalk Bangladesh Limited

Mr. Islam is the Joint Secretary of Posts and Telecommunications Division (PTD) under Ministry of Posts, Telecommunications and Information Technology (MoPT &IT) was born in January 02, 1957 at Dakkhin Sadar in Comilla District.. He obtained graduation and post-graduation in Management from the University of Chittagong.

Mr. Islam started his career as a education cadre in 1981 and taught in Comilla Govt. College and Comilla Victoria College. He joined as a Deputy Secretary in Bangladesh Secretariat in 2005 and in 2009 he joined in Ministry of Posts and Telecommunications (Then). He promoted as a Joint Secretary in 2014. As part of his jobs he attended in different meetings, summits, seminars and workshops in many countries mainly in 16

Switzerland, Malaysia, Singapore, Thailand, Sweden and others countries.

Mr. Islam possess a philanthropic character and engage himself in promote education in different institutions in his hometown Comilla as a chair of Governing Body.

Md. Mahfuz Uddin Ahmed Director Teletalk Bangladesh Limited

Mr. Ahmed is the Managing Director of Bangladesh Telecommunication Company Limited (BTCL) and the honorable Director of Teletalk Bangladesh Limited and comes of a respectable family from Sastitala village of Jessore District in July 13, 1956. He attained his graduation in Electrical & Electronics from prestigious institution named Bangladesh University of Engineering and Technology (BUET) and later completed MBA from a private university. Ahmed started his colorful career as an Assistant Divisional Engineer at then BTTB in 1979. In 1987 he promoted as Divisional Engineer and in 2006 as a Director. He was promoted as General Manager in 2009. In 2014 he joined as Managing Director (Additional Charge) of BTCL. He has visited various countries and attended many seminars, symposium and training both in country and abroad.

Mr. Gias Uddin Ahmed Managing Director Teletalk Bangladesh Limited

Mr. Ahmed is the Managing Director of Teletalk Bangladesh Limited. He is the person with diversified knowledge and career curve. During his professional life he served as many responsible position of the Government of People’s Republic of Bangladesh. He obtained his B.Sc in EEE from the Chittagong University of Engineering and Technology named CUET. He also completed MBA in Marketing. He joined in Bangladesh Civil Service as a Telecommunication Cadre. Mr. Ahmed successfully completed the large scale project of TBL named “Introduction of 3G Technology and Expansion of 2.5G Network Project”.

Management of TBL As on 30 June, 2014

Managing Director Mr. Gias Uddin Ahmed

Mr. Kazi Md. Golam Quddus Mr. Faroque Ahmed General Manager General Manager Customer Relation Management & Finance & Accounts RCR as additional charge

Mr. Mohammad Golam Sarware Kainat Mr. Md. Shah Alam General Manager General Manager System Operations, Dhaka Marketing & sales & P&I as additional charge

Mr. Md. Osman Goni Mr. D. M. Nurul Huda General Manager General Manager IT & Billing System Operations, CTG

Mr. Provash Chandra Roy Mr. Md. Rezaul Kabir Deputy General Manager Deputy General Manager 3G Mobile Project 3G Mobile Project

Mr. Shakil Ahmed Mr. Md. Saifur Rahman Khan Deputy General Manager Deputy General Manager Marketing & Sales Customer Relation Management & RCR as additional charge

Mr. Mohammad Jamal Uddin Mr. Mohammad Mamunur Rashid Deputy General Manager Deputy General Manager IT & Billing Admin & HR

Mr. Md. Anwar Hossain Mr. Md. Maniruzzaman Deputy General Manager Deputy General Manager System Operations (COZ) & Marketing & Sales Procurement as additional charge

Mr. S. M. Saidul Islam Mr. Md. Khairul Amin Deputy General Manager Deputy General Manager System Operation Accounts

Most. Thamina Khatun Mr. Md. Zahurul Alam Chowdhury Deputy General Manager Deputy General Manager Finance System Operations and Internal Audit

Mr. Md. Ashrafuzzaman Mr. Targhibul Islam Deputy General Manager Deputy General Manager System Operations Planning & Implementation 18

Mr. Shah Zulfiquer Haider Mr. Mamunur Rashid Deputy General Manager Deputy General Manager Marketing & Sales System Operation & DGM (Khulna as Additional Charge)

Mr. Md. Khaled Hossain Mr. Md. Ansar Ali, Deputy General Manager Company Secretary Marketing & Sales

Corporate Governance

Teletalk Bangladesh Limited believes that the best practices in corporate governance are very crucial to enhance and retain shareholders' confidence. The Board of Directors of the Company possesses clear understanding of their responsibilities and seeks to adopt sound corporate governance by disclosures that enhances shareholders values and helps the Company to be a good corporate citizen.

The Board of Directors is in full control of the Company's affairs and is also accountable to the shareholders. The Board firmly believes that success of the Company depends largely on the prevalence of a credible corporate governance practice. To ensure effective maintenance of corporate governance, the Board of Teletalk formulates strategic objectives and policies for the Company, provides leadership in implementing these objectives and supervises management of the Company's affairs as well.

Board Overview and Functions:

The Board of Directors comprises of nine members, all being nominated by the Government of Bangladesh and subsequently approved by the Board. Seven directors out of nine are high government officials, one is from business body and one is the Managing Director of BTCL. The Managing Director of Teletalk is one of the director and under certain specific directions of the Board, acts as the Chief executive Officer and is empowered to run the affairs of the Company. The profiles of the Board of Directors are set out on the previous pages of the Report. Directors play a critical role as Board representatives on ensuring the Company’s interests are served by impartial, objective and independent views.

The Articles of Association of the Company as well as the companies Act 1994 requires the Board to meet at least four times a year or more when duly called for in writing by a Board member. Each Director devotes his or her best efforts to attend in all the meeting of the Board. The Directors are responsible for developing and upgrading TBL Governance principle.

The Chairman of the Board is a non-executive Director, having unfettered powers of preventing decision making on a single hand. The Chairman feeds the Board in determination of its strategy and achievement of its objectives. The Managing Director is the executive Director of the Board, is responsible for running the business and for formulating and implementing Board strategy and policy. He also has direct change and overall control of the Company on a day-to-day basis and is accountable to the Board for the financial and operational performance of the Company. The Managing Director provides leadership to the executive team in running the business, coordinates proposal developed by the Management for consideration by the Board The company secretary is responsible for ensuring proper information flow within the Board.

TBL Is Always Concerned about Human Right

TBL is always committed to human rights which form the foundation of our own operations and supply chain and our collaboration with others in the company.

Our human right policy is based on fundamental elements of nationally and internationally recognized Labor Standards, including the Universal Declaration of Human Rights, International Labor Organization Covenants. TBL encourages businesses throughout our supply chain to adopt and enforce similar policies, and seeks to identify and do business with organizations that conduct their businesses to standards that complies with our policy.

The policy covers workplace issues such as working hours, child labor and forced labor. It also reflects our increasingly integrated approach to managing human rights and community issues by articulating our commitments on several key issues that extend beyond the fence lines of our 20 facilities, including community engagement and indigenous populations, bribery and corruption, and environment and sustainability.

We are committed to equal opportunity in all aspects of our business and to fostering diversity in our workforce. Our Policy addresses equal opportunity and require that there be no disparate treatment because of race, religion, color, age, sex, origin, disability, gender identity, sexual orientation or veteran status, and/or other factors that may be covered by local law. We recognize that diversity in our workforce is a valuable asset, and we strive to provide an inclusive work environment in which different ideas, perspectives and beliefs are respected.

Ethical Business Practices:

Our Policy governs integrity within TBL and country that it is our policy to comply fully with the laws of the country. The trust and confidence of our customers are important to Teletalk Bangladesh Limited and essential to building long-term relationships and delivering excellent products and personalized services. The Company recognizes that customers, employees and others have concerns about privacy and expect us to protect and handle personal information responsibly.

TBL is committed to implementing responsible privacy and data-handling practices. The Company's Policy Letters and related Directives are designed to ensure the continuing trust and confidence of individuals who entrust us with personal information.

We are rigidly concerned with the following matters:

 The workplace environment  Gifts, favors and conflicts of interest  Use of Company assets and data safeguarding  Integrity of financial records  Product quality, safety and environmental matters  Intellectual property  Working with governments (Executing government commitment)  Competition and antitrust laws  International business practices

Sustainable Governance and integration:

Our goal is to fully integrate sustainable good governance into our core business structures, methods and processes. Obviously it is a continuous process and has to set goal for said processes and to provide endeavors and perseverance relentlessly to achieve this and we are in the process to reach the goal in this regard. We also recognize that it is equally important to establish some sustainability-specific structures and processes.

The following are the primary structures we use to manage and embed accountability for sustainability within TBL.

Board and Responsibility:

TBL's governance of sustainability issues builds on a strong foundation of Board of Director and senior management accountability for the Company's environmental, social and economic performance. The Board has primary responsibility for reviewing strategic sustainability issues.

Integration into Core Functions:

Numerous functions within the C Corporate Office and Administrative Department, Finance and Accounting Department, System Operation Office, Planning and Implementation Office, IT & Billing Office each manage specific responsibilities that fall under the umbrella of sustainability. Similarly our Marketing function involves "Add Value, Sale Value" Dealership Sustainability Program, retailer treatment program.

Improvement of Existing Process:

We believe that integrating sustainability considerations into our existing systems and processes is the most effective way to embed sustainability into our business rather than creating new systems and processes is the business.

The following are some examples of how we are doing this:

 Business Plan Development, Business Plan Review and Compensation: As part of the annual business planning process, TBL's business units develop annual budget and yearly business outline to be carryout during the year. The performance assessment of managers and executives at various levels of the Company is measured and it affects their benefits and promotion. Executive compensation is affected by the Company's performance in a range of areas.

 Special Attention & Strategy of Meetings: The Company comprehends business risks both at local and global perspectives. To recognize recognizing risk factors, the Company monitors business and operational risks incessantly through business process re-engineering and review and take measures accordingly. To understand the ultimate vision of the Company and to act accordingly, members of senior management attend Board meeting, or portion thereof upon the invitation of the Board. The Board meets as frequently as required but at least once a month.

 Management Systems: We use a variety systems and processes to manage the different aspects of our business, several of which govern as per and/or incorporate in sustainability issues. For example, all TBL manufacturing facilities and our Product Development function/processes are maintained government rules and regulations. TBL's Purchasing function has integrated assessments of working conditions into its broader process for evaluating suppliers on issues.

TBL Products & Services

Prepaid Postpaid 3G Service Devices VAS

Youth 2G Gravity High Speed Internet 3G Internet FnF – Friends & Family Modem Youth 3G Rajanigandha Mobile TV Push Pull Service MiFi Ekush 2G Shapla Video on Demand VMS – Voice Mail Service Pocket Router Ekush 3G SMS

Bijoy 2G SMS – Bangla

Bijoy 3G International SMS

Shadheen 2G Internet SMS

Shadheen 3G International Roaming

Agami 2G GPRS

Agami 3G Miss Call Alert

Bornomala 2G Malicious Call Blocking Service Bornomala 3G Online Recharge Shapla Teletalk Voice Adda

Special Value Added Service

Besides above TBL is providing various e-services and web based services to make its subscribers life easy. It also acts in line of government aspiration to build ‘Digital Bangladesh’. Some e- Services of Teletalk are stated below with very brief description: e-Education:

 Housing and maintaining of the archives of results of all education board  Publishing results of PSC, JSC, SSC, HSC and equivalents through SMS and Website  Application and fee collection for re-scrutiny of JSC, SSC and HSC exam results  Online registration for JSC, SSC, HSC and equivalent students of all educational boards with signature and photo e-Admission:

Online application and fee collection through SMS and internet for over 50 universities and educational institutes, 22 public and 49 private medical colleges, 49 polytechnic and 29 general colleges. e-Application for Job:

Receiving application fee and sending admit card for jobs in various government and non- government organisations.

23 e-Utility Bill Payment:

TBL established the largest Utility Bill Payment system of all the Pally Bidyut Somity of Bangladesh through SMS system. Besides, Subscriber can pay Telephone Bill of BTCL through telecharge. e-Ticket:

Subscriber can purchase ticket of Bongobondhu Novo Theatre. e-Purji:

Implemented digital purji management services for the sugarcane farmers under various Sugar Mills by providing e-Purji to the farmers under that Sugar Mill through SMS.

SMS and Mobile Banking:

Teletalk has been providing SMS banking with the various banks of Bangladesh. Its scope is widening each and every day.

Moreover, TBL is able to provide varied customize services e-Lottery, SMS-Voting, Customize admission in educational institutes and provide supports for recruitment activities in varied government and non-government organisation.

Excellence in customer Care to ensure the Business Growth

TBL believes that achieving customer service excellence is not accomplished by accident, nor is it attained without effort and teamwork. Excellent customer service is required in markets or any business to be considered successful, especially in market like mobile telecommunication market in Bangladesh where tight margins are rife in respect to service charges. TBL’s target is to achieve good public publicity from clients by providing excellent customer services. TBL is working tirelessly to increase the good public publicity and to create more exposure for its business and obviously to build-up the confidence of the subscriber towards TBL products.

To build robust Customer Relation Management Department TBL is adequately meeting the customer expectations by increasing the number of its Customer Care Centres as well as educating its Customer Service Representatives.

Customer Care Centre (CCC)

Till June, 2014, TBL is disseminating its services through 34 customer care centers around the country which are listed below:

1. Banani 13. Narayanganj 25. Sylhet 2. Uttara 14. Tangail 26. Hobiganj 3. Dhanmondi 15. Mymensingh 27. Bogra 4. Farmgate 16. Agrabaad, 28. Faridpur 5. Shamoli Chittagong 29. Barisal 6. Mirpur 17. Daampara, 30. Jessore 7. Paltan Chittagong 31. Kushtia 8. Ramna 18. Cox’s Bazar 32. Pabna 9. Sadatghat 19. Bandarban 33. Rangpur 10. Jatrabari 20. Khagrachari 34. Dinajpur 11. Savar 21. Rangamati 12. Tangi, Gazipur 22. Comilla 23. Khulna 24

24. Rajshahi

Within 2013-14 FY, TBL has established another 8 (Eight) Customer Care centers in different locations of the country to fulfill the expectations of more subscriber. The locations of the newly established Customer Care Centers are attached below:

 Jamuna Future Park, Dhaka  Bashundhara city, Dhaka  Azimpur, Dhaka  Badda, Dhaka  Keraniganj, Dhaka  Joydebpur, Gazipur  Manikganj  Muradpur, Chittagang

Moreover, TBL has planned to establish some new Customer Care Centers very shortly to the following locations to enhance its excellence in Customer Care services:

 Uttara Sonargaon Janapad  Gulshan Corporate Office  Begum Rokeya Sarani  Anderkilla, Chittagang  Patuakhali  Malibaag, Dhaka

Customer Care Point (CCP)

Beside this TBL has planned to establish some Customer Care Points (CCP), especially in remote districts don’t have the Customer Care Centre to keep its presence for the valued subscriber. These CCPs will be accommodating in dealers’ premises with TBL’s representatives. At the end of the year 2014, almost 30 CCPs are ready to cater services to the valued subscribers of TBL.

Currently about 305 employees are meeting queries from the valued subscribers, out of them 98 are from TBL and almost 207 are from outsourced company, providing services on behalf of TBL.

Internet Protocol based Call Centre (IPCC)

To meet the need of customers round the clock, TBL has established an IP based call centre, widely known as ‘Teletalk Helpline (121)’, first of this type in Bangladesh under the scope of the project titled “Implementation of 3G technology and expansion of 2.5G network”. The Helpline is catering services 24X7X360 basis by the well trained well mannered professional agents from outsourced company. By establishing this call centre, TBL has reduced the Average Holding Time (AHT) time as well as the abandoned calls.

A table depicting the Call handling scenario from the subscribers on monthly basis:

Calls Calls Calls Month AHT ABN% ASA% Received Answered Abandoned April'14 59282 55160 4122 93 7.0% 88.26% May'14 200946 188496 12450 93 6.2% 92.51% June'14 (till 20th 145153 136361 8792 90 6.1% 92.71% instant) November'14 225483 214933 10550 83 4.7% 94.31% December'14 245728 233572 12156 86 4.9% 94.28% January'15 244526 233372 11154 88 4.6% 94.66%

Training and Development in CRM:

Key success of Customer Care Centre in terms of Customer Satisfaction lye in the capability of understanding the need of valued customer. It is obvious for the agents to identify the varied subscriber like the Analytical, the Driver, the Amiable or the Expressive to address them according their characters.

In this regard, TBL ensures proper training for the TBL employees as well the outsourced employees to enhance their productivity to cater services to the valued subscribers. Based on their skill and proficiency, our company is moving forward day by day. So it becomes a necessity to develop the talent within the organization to guarantee the intensification of the company. So, adequate training on customized tools, like Enterprise Resource Planning (ERP) and Centralized Billing System (CBS) and programs to enhance subscriber handling skills have been providing to the CRM employees (both Regular / Outsourced) in regular basis.

Nos. of personnel taken training last financial year:

Participated Employees (Regular/ Topics Outsources) CRM System Training among CRM Department 150 Persons Employees ERP System for Invoices & Sales modules 50 Persons CRM Customer Search system 80 Persons Teletalk IPCC Call center process (Digicon) 90 Persons

Directors’ Report

Dear Shareholders, The Board of Directors of Teletalk Bangladesh Limited (the “Company”) welcomes the shareholders at the 10th Annual General Meeting of the Company. We also take pleasure in presenting the operational activities and the audited financial statements for the year ended on 30 June, 2014 together with the Report of the Auditors thereon.

Industry Moves during 2013-14 . Mobile Subscribers: 116.55m (June 2014), 3G Mobile Subscriber 4.44m (June 2014) . Rate of Mobile User Growth: 9.00% (FY2013-14) . Internet User including user with Mobile Phone: 37.92m (June 2014) . Rate of Internet User Growth: 5.6% (FY2013-14) . International call (Monthly basis, June 2014) : Outgoing :31.08m Paid Minutes, Incoming: 1636.13m Paid Minutes . Growth of Tele-density: 78.00% (June, 2014) . Growth of Internet-density : 24.87% (June, 2014) . Submarine Cable Bandwidth Capacity : 200.00Gbps (Since June, 2012) . Submarine Cable & International Terrestrial Cable (ITC) Bandwidth Utilization : 67.00 Gbps (June, 2014) *as per BTRC

Socio Economic update of Bangladesh Despite the global economic slowdown, recessional deceleration and sluggish business activities, Bangladesh economy has shown positivity and an upward trend with consistent GDP growth. Like few countries in Asia, Bangladesh has maintained a growth rate more than 6% in the last few years. Buoyant performance in agriculture, RMG and foreign remittance made it instrumental to achieve this. The reserve of foreign exchange crossed it record high 21.56 billion marks on June 2014. Foreign Direct Investment (FDI) in telecom, power and gas sector played a pivotal role to achieve this Economical Growth. As reported BBS, Bangladesh maintained point to point basis inflation rate at 7.5% during last Fiscal Year.

In the recent years, Bangladesh achieved notable advancement in comparison with the South Asian countries in terms of per capita income, poverty alleviation, life expectancy, decreasing mother and child mortality rate, reducing in digital divide and in some other socio-economic indices. Bangladesh is pursuing the Millennium Development Goal (MDG) target comfortably. Even it has already achieved some of the MDG goals before the set time band. Bangladesh is ameliorating the infrastructure in Communication, Power Supply, Road Transportation and Water Distribution too. Bangladesh also showed immense improvement in ICT sector.

Telecommunication Industry Scenario in Bangladesh and TBL Telecom industry has been vibrant in the year 2013-14. Since 1997 to the till date a significant growth has been observed in the mobile industry of Bangladesh. Auction of 3G frequency spectrum and awarding of 3G licenses to the mobile operators made the year more colorful and obviously eventful as well. The news of auctioning 3G spectrum always drown the attention of the telecom subscribers, operators, vendors, analysts, regulators and the government too. Reasonably TBL has to allocate major chunk of the fund of the 3G Project for the proliferation of the existing 2.5G networks but increasing market demand of high-speed data, compelled

Teletalk to increase its Broadband mobile network not only in the planned areas but also to all 64 District Head Quarters (DHQ) of the country. Policy of Bangladesh Government to take the special projects to provide internet services to the educational, administrative and local government institutions and relentless efforts for reducing prices of bandwidth to make the internet prices affordable for the common people, which increased the data demand exponentially.

Bangladesh conceived the idea that Broadband would be the prominent element for sustainable development. It already playing as cardinal tool for enhancing the efficiency in manufacturing industries, power generations, long distances video conferencing, diagnosis and treatment of patents, innovative educational appliances and easy medium for receiving information, services etc.

TBL with its limited resources but innovative value added services (VAS) provide the strong essence for building of “Digital Bangladesh”. Teletalk as 1st operator enhanced the services of receiving results of public examinations; applying for the admission test in different colleges, universities; providing admit cards and results for those tests etc. through SMS and Web. It has launched similar services for the various recruitment processes in the land to make the process easy, saving of valuable time as well as money for both the employer and the candidates. Teletalk the operator implemented largest Utility-Bill Payment platform for collecting the electric bills of the customers of all the “Pally Bidyut Samity” of Bangladesh. To ensure countrywide access to the future subscribers to the broadband network, TBL has already initiated steps to implement further projects of different terms (short terms, midterms & long terms) under its Corporate Policies.

Business Performance of TBL during the Year 2013-14 TBL achieved a number of milestones by delivering strong performance during the year 2013-14. The company added 16.62 lakh subscribers during this year and reached at 35.70 lakhs with a growth of 87.12%. Furthermore TBL added 35,000 nos. of subscribers in its special package “Agami” for the students attained GPA5 in public exams of SSC and HSC, which the company considers its investment for the building of nation. Inspired from this, recently TBL has introduced a similar package “Bornamala” for all the students of Colleges and universities. In addition to above TBL has expanded its horizon of VAS services by introducing various Mobile Financial Services. TBL maintained its momentum to keep it growth in market sharing and reached at 4% in this year from 3%.

TBL commissioned 1040 nos. of 2G new BTSs, 97 nos. swapping & 596 nos. of new node-Bs and made notable changed in the core networks with installation of 1 RNC. PS core network has been up-graded to cater 10 Gbps data for the 3G subscribers to up-hold the supremacy of TBL in broadband data services over the other operators in the industry. By this year TBL’s installed capacity reached to 93 lakh including 17.5 lakh 3G subscribers. TBL will be able to provide the further demand of 3G as well as 2G subscribers by installing required nos. of BTSs and node-Bs with nominal expansion in the core network.

TBL attained a healthy revenue growth of 45.80% and posted total revenue BDT 9880.43m in this year in respect to BDT 6776.86m of previous year. TBL’s EBITDA was increased to BDT 3488.79m in this year, which was BDT 1939.53m in the previous year.

TBL brought excellence in Customer Care Services for its valued customers by implementing IP based Call Centres on April 2014. Around 100 nos. of agents are providing services in 3 shifts for 28 attending TBL’s customer round the clock at 24X7X365 basis and more than 90% calling subscribers’ are being served. During this year 2013-14, TBL has increased its Customer Care Centres (CCC) from 32 nos. to 42 and presently with 6 more CCCs TBL established 30 Customer Care Points (CCP) to provide supports to its customers of all 64 DHQs. Around 305 nos. of personnel including 207 nos. of outsourced personnel are extending various services like selling new SIM, replacing faulty SIM, providing recharge and many more along with the customer support. To ensure quality services from these personnel TBL has provided training to them on various modules of CRM, ERP, IPCC platform.

TBL enriched its employees’ sphere of knowledge by arranging professional trainings for them on the latest technologies using by the company. Around 20 employees got professional foreign training and around 30 employees attended various seminars, commercial-fairs and inspection of factories of different vendors in this year. In addition to that to accelerate the job execution 16 personnel were recruited in various positions and motivated around 76 personnel by providing promotion to the next position.

3G Technology in Bangladesh and TBL TBL feel honoured itself by receiving the responsibilities of introducing the 3G Technology in Bangladesh. A project at estimated cost of Tk. 190,099 lakh of which US$ 211 million is Foreign Exchange, was adopted by TBL in 2011 to implement 3G Technology in the country and to expand its 2.5G networks throughout the country. The fundamental objectives of the project were as below:

I. Introduce 3G Technology to provide high speed data services to mobile subscribers. II. Increase Teletalk’s capacity to cater additional 47.72 lakh new mobile 2.5G GSM subscriber and 17.5 lakh 3G mobile subscribers III. Provides affordable mobile telecom services to mass people of the country and fostering the competition in the industry. IV. Provides broadband value added services, interactive internet services like gamming, communication through social sites and broadband based audio/video streaming services V. Long distance X-mission network to support the broadband services the remote subscribers.

TBL launched 3G services on commercially experimental basis on October 14, 2012 and commenced a new era in the history of mobile telecommunication in Bangladesh. TBL with its limited capability create awareness about the 3G based mobile services like High Speed Internet, Video Call, Video Conference Call, Live mobile TV, Interactive Gaming and broadband internet based thousand of services and applications. This turned the mobile market ready and mature for flourishing the 3G Technology in Bangladesh. Obtained the 3G licenses and frequency spectrums for 3G services operators are in fierce competition to cover all the DHQs. TBL has already covered 3G services to all the DHQs by enhancing the scope of the present ongoing 3G Project. Hopefully within 2016-2017 financial year TBL will be able to make available the 3G services in all Up-zillas and business growth centers of the country.

Future Development in the Mobile Industry of Bangladesh Proper awareness about the 3G services by TBL and successful rollout of the technology by the mobile operators, has amplified the expectation of more speedy data among the subscribers in

29 the coming years. TBL has ignited this expectation by providing the real high speed data at a very affordable price and continued its endeavors to make the prices further lower. Obviously it would make the way smother to implement the 4G Technology effectively in Bangladesh. Certainly it would be instrumental for flourishing the mobile based services like health, education, agriculture, banking, utility-bill payment and other commercial services in alignment with the Government vision “Digital Bangladesh”.

Innovative Mobile Services for all at the Affordable Price TBL, pioneers in providing versatile solutions for jobs and activities critical to time consumption and clumsy in nature for all sorts of people in the country. Services, like delivering results of PSC, JSC, SSC, HSC and equivalents through SMS and website; providing online Student Information Form for the JSC, SSC, HSC and equivalent students at a very nominal cost reduced the hassles of students and their parents. TBL turned the annoying, troublesome and cumbersome businesses like sending of applications and receiving of admit cards for admission in universities and educational institutes and for jobs in various originations at subscribers’ fingertips.

TBL established itself as the largest utility-bill payment service provider by introducing very convenient and commodious bill-payment platform for the subscribers of all “Polli Biddyut Somity”. Furthermore TBL provides other important services like Mobile Banking services, Online Recharge services etc. to its valuable customers at a very competitive and affordable prices.

Regulatory Environment As a state owned company, TBL complies with all rules and regulations of BTRC and all other Government authorities and always looking forward for policies, decisions would be conducive to flourish the organisation in terms of public expectation. Reduction of SIM Tax from Tk. 600 to Tk. 300, 5% VAT instead of 7.5% on license fees, removal of VAT on revenue sharing and favorable scope of 3G services would help TBL to expand its business.

TBL is providing and will be providing services to the targeted community, is instrumental for the development of the country and the under privileged community to bridge the Digital Divide and improvement of the socio-economic conditions. TBL is the organisation provided special package to the future leaders of the country, extended mobile services first to the people lives in hill district and will be expending services to inapproachable Sundarban area. To extend such mobile services and mobile based VAS services, TBL also need some regulatory supports like allocating funds from SOF for these CSR natured projects/activities. TBL should have been awarded all sort of licenses for providing mobile services at free of cost, as it was formed as a standalone company from the incumbent government Telecom Operator BTTB to arrange a level playing ground to the new players in the mobile industry.

Customer satisfaction is our goal “Know your customers grow your business” is the notion TBL adopted as the core business strategy. TBL established a world class internet based call centre to listen from its valued customer round the clock. To discharge services to the customers’ doorstep, TBL is increasing Customer Care Centers (CCC) and Customer Care Points (CCP) throughout the country. It has already implemented CCC/CCP at all the 64 DHQs. TBL took initiatives to provide the entire materials requirement to the valued customer through its strategic agent at each and every upazillas, growth centres and business hubs. Only in 2013 TBL established 8 nos. of new CCCs in addition to existing 34 CCCs more than 200 nos. of outsourced personnel.

Development of Contiguous Business Keeping the excellence in VAS services, TBL is started providing mobile financial services like Mobile Banking, Mobile Money Transfer services in addition its existing services. TBL is keeping its idea generating house on roll to introduce new innovative services to make subscribers’ life easy and to enhance the ways of revenue generation. Utilizing the networks of established pronounced strategic partners at Win-Win basis, Financial Services such as Cash-in, Cash-out, disbursement of salaries and other transactional services are going to provide for its valued customer. Over and above, payment of utility-bill services are in operation with full swing from more than 15000 outlets (as on June 2014) of TBL own supply chain.

TBL has taken initiative to explore additional revenue source for the company. IT has started using the sharing infrastructure and relevant resources of other operators in accordance to BTRC policy to reduce its CAPEX by discarding some of its network deployment cost. It has opened the opportunity to reduce the OPEX of the sites too. TBL took necessary steps to commence its wholesale business by sharing its BTS/node-B sites, Transmission backbones and other resources with the other Mobile/Telecom Operators to open new revenue earning opportunities.

Expansion and Modernization of Network for Sustainability Under the scope of 3G Project, TBL has installed in FY2013-14, 1 RNC in core network, 588 nos. of MW links, 1040 nos. of new 2G BTSs & swapping 97 nos. and 596 nos. of 3G node-Bs. In addition to that, from July 2014 another 384 nos. of MW links, 535 nos. of 2G new BTSs and 264 nos. of 3G node-Bs have been commissioned. TBL experienced hard impediments in deploying node- Bs/BTSs in time, which was mostly due to not getting the commercial power connection for those nodes. Lack of presence of policies for using auxiliary private resources like roof-top spaces from the house owners, made the thing more difficult.

TBL has emphasized to maintain its revenue growth in future for increasing its market chunk despite fierce completion in this industry. To ensure a sustainable growth TBL does not have any alternative than to expand its existing network and TBL has to adopt/conceive new technologies/developments of the industry in time. In accordance to accomplish the above requirements, initiatives has taken to projects to increase 2200 nos. of 2.5G BTS nodes and 2700 nos. of 3G node-Bs by the end of December 2016. TBL has planned for a Long term project to implement 4G LTE network with 5000 nos. of 4G enode-Bs and to increase 4000 nos. of new 3G node-Bs by the end of December 2018.

Achieving Organisational Efficiency by ensuring good working environment TBL has diversity among its 457 employees to foster creativity and corporate success. TBL believes that the organisational efficiency is the instrumental to achieve the organisational goal of the company. Increasing of employee engagement along with the quality, skilled and passionate employees are the key of the success of the organisation. In accordance to achieve this TBL allows individuals to use the fullest capabilities of its employees; concurrently to increase the employee engagement, TBL emphasized to motivate its employees by providing lucrative benefits through CPF, Gratuity and other benefits to the employees. To attain preeminence and excellence of the company and to satisfy its customer, proper codes of conducts are incorporated in the Corporate Policy Manuals. During this year 2013-14 the above mentioned benefits schemes were adopted for the employees. Now, TBL is in process to pick skilled, passionate and engaged workforce to filling around 100 nos. of vacancies at various positions at the earliest.

Corporate Responsibilities As TBL is the state owned company, incorporated with RJSC and directly controlled and supervised by the Government, logically provides importance in the homogeneous development of the Country. Inclusively providing importance to its corporate interests, TBL always upholds the corporate ethics in dealing and conduct of its operations. TBL always focuses the issues of preservation of environment, improving of community health and education, empowerment of women and flourishing of children’s talents and much more. TBL always supports the government’s mission and vision by introducing special packages and services for the future leaders as well as the underprivileged people. TBL introduced new and innovative technology to reduce the carbon emission and trying to implement automated paperless office to attain improvements in terms of efficiency and preservation of environment.

Improvement of Supply Chain Management TBL maintains Dealer, Retailer based supply chain management system, which one is managed by Marketing & Sales Department. At the progress of 3G project, subscriber base as well as the surveying area of TBL has been widened at a noticeable boundary. TBL has to restructure and rearrange its supply chain modality to curb the new development. Recently all the mobile operators are in fierce competition to grasp the market sharing and increase the subscriber base. In this context, excellence in supplying of product and services to the valued subscriber come up with added importance. Visibility of products and keeping them available in every corner of the country is a must in the present scenario. TBL implementing software based DMS system for delivering product & services and tracking of them to bring the world grade excellence in Supply Chain Management. Integration of ERP and CBS are going to be implemented along with the Revenue Assurance and Fraud Management (RAFM) Platform.

Board of Directors’ Meeting 13 (Thirteen) Board Meetings were held in the financial year 2013-14, to discuss the different business issues of the company to resolve the issues and necessary directives were provided by the Board to run the company smoothly and effectively as well.

The meetings of the Board of Directors along with the attendances were as follows:

Name of Director’s Designation No of Meeting Attendance Tenure of the Held relevant Director Mr. Abubakar Siddique Chairman 13 12 Full Year Mr. M. Rafiqul Islam Director 8 7 July ‘13 to Jan ‘14 Mr. Mamataz Ala Shakoor Ahmed Director 13 12 Full Year Mr. Kamal Uddin Ahmed Director 13 12 Full Year Mr. Shawkat Ali Waresi Director 12 10 Jul ‘13 to Apr ‘14 Mr. Sayed Ahmed Director 13 13 Full Year Brigadier General Abdullah Al Azhar Director 13 13 Full Year ndc, psc Mr. Abbas Uddin Khan Director 12 12 Jul ‘13 to Apr ‘14 Mrs. Monowara Hakim Ali Director 13 8 Full Year Mr. S.O.M. Kalimullah Director 7 6 Jul ‘13 to Dec ‘13 Mr. Nadir Shah Qureshi Director 4 3 Jan ‘14 to Mar ‘14 Mr. Md. Rafiqul Islam Director 3 3 Mar ‘14 to Jun‘14 32

Name of Director’s Designation No of Meeting Attendance Tenure of the Held relevant Director Mr. Mahfuz Uddin Ahmad Director 1 1 Jun ‘14 Mr. Md. Mujibur Rahman Director 12 12 Jul ‘13 to Apr’ 14 Mr. Gias Uddin Ahmed Director 1 1 Jun ‘14

Remuneration of Directors During the financial year 2013-14 taka 7,18,750 (including VAT) was paid as Directors’ Remuneration for attending Board of Directors Meeting.

Appointment/Re-appointment of Directors Pursuant to the provision of the “Articles of Association” of the Company and in conjunction with the provisions of the “Companies Act, 1994”, one third of the Directors shall retire by rotation in every ordinary general meeting. Accordingly, three Directors shall retire at the 10th Annual General Meeting. The retiring Directors are Mr. Kamal Uddin Ahmed, Mr. Md. Rafiqul Islam, Mrs. Monowara Hakim Ali. Being eligible, the retiring Directors named above offered themselves for re- election as Directors of the Company.

Appointment of Auditors Pursuant to Section 210 of the Companies Act, 1994, the existing auditors of the Company M/S ACNABIN Chartered Accountants, retire at the 10th Annual General Meeting. Being eligible, the same auditors expressed their willingness to be re-appointed. As proposed, a resolution to re- appoint M/S ACNABIN Chartered Accountant as auditors will be placed at the Annual General Meeting.

Risk Management As a company that operates in and understands emerging markets, TBL believes that risk management and internal control are fundamental to effective corporate governance and the development of a sustainable business. TBL has already implemented ERP with regards to risk management, specifically the aspects of combined assurance, accounts transactions and IT governance. 4 Modules namely Production Module, General Ledger (Finance & Accounts Module), Material Management (Inventory Module) & Sales Module of ERP are already functioning. Process of customization of HR and Office Organiser Module and integration of Procurement module is in progress. Similarly commissioning of Revenue Assurance and Fraud Management (RAFM) system of TBL has already been completed. Commercial operation of the same will be commencing very shortly.

Financial Review During the FY 2013-14 ended on 30 June, 2014, the Company has registered gross revenue of Tk. 988.04 Crore from operating its activities, which was Tk. 677.68 Crore at the FY2012-13. A brief result is shown hereunder:

Other income/ (expenses) 19,07,87,047 4,62,33,674 14,45,53,373 312.66% Total Revenue 9,88,04,29,307 6,77,68,61,591 3,10,35,67,716 45.80% Direct cost of network revenue 2,92,97,98,891 1,94,45,74,214 98,52,24,677 50.67% Direct cost of hardware revenue 92,73,63,205 71,19,71,283 21,53,91,922 30.25% Network operation and 77,40,91,061 66,96,95,539 10,43,95,522 15.59% maintenance expenses General and administrative 45,97,40,243 39,40,22,382 6,57,17,861 16.68% expenses Selling and distribution expenses 89,07,68,069 79,24,73,685 9,82,94,384 12.40% Expenditure for 3G Project 36,03,13,041 25,18,41,155 10,84,71,886 43.07% Provision for bad & doubtful - 2,18,24,758 (2,18,24,758) -100.00% debts Worker Profit Participation Fund 4,95,63,982 5,09,19,658 (13,55,676) -2.66% Total Expenditure 6,39,16,38,492 4,83,73,22,674 1,55,43,15,818 32.13% EBITDA 3,48,87,90,815 1,93,95,38,918 1,54,92,51,897 79.88% Interest income/ (expenses) (50,00,70,297) (19,24,39,748) (30,76,30,549) 159.86% Depreciation and amortization 2,04,70,04,860 77,96,25,673 1,26,73,79,187 162.56% Net Profit/(loss) before tax 94,17,15,658 96,74,73,497 (2,57,57,839) -2.66% Adjustment TAX Adjustment (1,15,03,54,895) (50,36,29,253) (64,67,25,642) 128.41% Net Profit/(loss) after tax (20,86,39,237) 46,38,44,244 (67,24,83,480) -144.98% Adjustment

Major items of expenses include Direct Operating Costs and Depreciation & Amortization on Assets which were Tk.385.72 Crore and Tk.204.70 Crore respectively. General Selling And Distribution Expenses and network Operation Expenses remained in proportion to the installation of new capital machineries .However ,the EBITDA (earnings before Interest ,Tax, Depreciation And Amortization) of the year was Tk.348.87 Crore which reveals a positive continuity of the overall operational activities during the financial year 2013-14.

As penetration of voice Services is already high in most of our markets, we believe offering innovative Services to our existing customers will enable us to grow faster than our Competitors. Overall revenue grew by 45.80% year-on-year. Actually ARPU remained a key focus for management throughout 2013-14 and this will continue in 2014-15 .Thanks to the development of innovative VAS. Due to our continued investments in new services, we managed to achieve a healthy EBITDA margin.

We expect this trend to continue as the Company grows further in categories such as Information services which has a traditionally lower EBITDA margin than Communication Services. We also anticipate that growth will be faster in Information Services sector. The books of accounts show a net profit before Tax amounting Tk.94.17 Crore which is fairly attractive. But due to deferred TAX on Depreciation of Fixed Assets, Profit and Loss account shows a Loss figure of Tk. 20.86 Crore after tax adjustment of Tk. 115 crore. Net profit would be attained in the next years if the planned investments (short terms and long terms) can be arranged in due time.

Fairness of the Accounting Policies It is the responsibility of the Directors as per the provisions of the Companies Act 1994, to prepare financial statements for each year. The financial statements and other financial information included in this report fairly present all material aspects, the financial condition, results of operations, cash flows and the changes in equity of the Company for the year under review.

The Company has used appropriate accounting policies in preparation of these financial statements supported by reasonable and prudent judgment and assumptions as necessary. International Accounting Standards (IAS), as applicable in Bangladesh has been followed in preparation of these financial statements in Compliance to the relevant accounting principles.

Assets Register A Work Order has been issued in favour of a software company on January 23, 2014 to prepare the Fixed Assets Register of TBL. The designated company has already handed over a trial version of the register with required data entry. Tests are in progress on the software and after completion the tests, it will be integrated with the existing ERP shortly. The register will be functioning in full swing by April 2015.

Appreciation The Board of Directors admires all of the TBL valued customers for choosing the only indigenous brand Teletalk as their preferred choice. The company firmly believes that TBL would stride towards the top position in the mobile market with the blessing and continued loyal support of our valued customer. The Directors would recognise that the employees of TBL are our vertebral column and the pride of the company as well, whose endeavor and perseverance helped the company to show its existence profoundly by delivering innovative and cutting-edge services.

The excellent performance of TBL in 2013-14 is indeed, because of the commitment, determination and diligence of employees, management and Board of Directors altogether. The Directors believe that TBL will be propelled to the prestigious position in the industry.

The Directors express their special gratitude to all the Shareholders, Customers, Trading Partners, Utility Providers, Financers and others for their trust and confidence upon TBL. The Board profoundly acknowledges the cooperation and assistance that it had received from the Ministry 35 of Posts, Telecommunications and Information Technology, Ministry of Finance, Bangladesh Telecommunication Regulatory Commission (BTRC), RJSC, BTCL, BSCCL, other stakeholders, Partners, Vendors and other government organizations.

For and on behalf of the Board of Directors

Md. Faizur Rahman Chowdhury Chairman Dated: Dhaka, March 22, 2015

36 wcÖq †kqvi†nvìviMY, ‡UwjUK evsjv‡`k wjwg‡UW (wUweGj) Gi cwiPvjbv cl©` Avcbv‡`i‡K 10g evwl©K mvaviY mfvq Avgš¿Y Rvbv‡”Q| 30‡k Rby 2014 mv‡j mgvß A_© eQ‡ii cwiPvjbv Kvh©µg Ges AwWUiM‡Yi cÖwZ‡e`bmn wbixwÿZ Avw_©K weeiYx Avcbv‡`i mvg‡b Dcw¯’Z Ki‡Z ‡c‡i Avgiv Avbw›`Z|

2013-14 A_© eQ‡i wk‡íi AMÖMwZ  ‡gvevBj MÖvnK t 116.55 wgwjqb (Ryb 2014) 3wR †gvevBj MÖvnK t 4.44 wgwjqb (Ryb 2014)  ‡gveBj MÖvn‡Ki cÖe„w×i nvi t 9.00% (2013-14 A_© eQi)  B›Uvi‡bU eënviKvix, †gvevB‡j B›Uvi‡bU eënviKvixmn t 37.92 wgwjqb (Ryb 2014)  B›Uvi‡bU MÖvn‡Ki cÖe„w×i nvi t 5.6% (2013-14 A_© eQi)  AvšRÍ v© wZK Kj (gvm wfwËK Ryb 2014) t AvDU‡Mvwqs Kj- 31.08 wgwjqb †cBW wgwbU, BbKvwgs Kj- 163.13 wgwjqb †cBW wgwbU  ‡Uwj‡dvb MÖvn‡Ki Nb‡Z¡i cÖe„w× t 78.00% (Ryb 2014)  B›Uvi‡bU MÖvn‡Ki Nb‡Z¡i cÖe„w× t 24.87% (Rby 2014)  mve‡gwib †Ke‡ji e¨vÛDB_ K¨vcvwmwট t 200.00 wRwewcGm (Ryb 2012 n‡Z)  mve‡gwib ‡Kej Ges AvšRÍ ©vwZK †Uiw÷ªqvj †Ke‡ji e¨vÛDB_ eënvi t 67 wRwewcGm (Ryb 2014) * Z_¨ - wewUAviwm evsjv‡`‡ki Av_© mvgvwRK eZ©gvb Ae¯’v wek¦e¨vcx A_©‰bwZK g›`v, eëmv I wk‡ívrcv`‡b kø_MwZ Ges eëmvwqK ¯’weiZv m‡Z¡I evsjv‡`‡ki A_©bxwZ abvZ¡K ও EaŸ©g~Lx cÖebZvmn avivevwnK cÖe„w× eRvq †i‡L‡Q| Gwkqvi ¸wUK‡qK †`‡ki gZ evsjv‡`k MZ K‡qK eQi 6% Gi Dc‡i cÖe„w× a‡i ivL‡Z mÿg n‡q‡Q| D×©gL~ x K…wlLvZ, ˆZix †cvlvK wk‡íi K…wZZ¡, cÖevmx‡ì A_©‡cÖiY GwU AR©‡b mnvqZv K‡i‡Q| êw`‡kK gy`ªvi wiRv‡f©i cwigvb Ryb 2014 wLªt 21.56 wewjqb Wjv‡ii HwZnvwmK mxgv‡iLv AwZµg K‡i‡Q| GB A_©‰bwZK cÖe„w× AR©‡b ‡UwjKg, we`y¨r I R¡vjvbx Ges M¨vm Lv‡Z ‰e‡`wkK mivmwi wewb‡qvM (FDI) ewjô f~wgKv †i‡L‡Q| evsjv‡`k cwimsL¨vb ey¨‡ivi cÖwZ‡e`b Abyhvqx evsjv‡`k MZ Avw_©K eQ‡i gy`ªvùxwZ c‡q›U-Uz-c‡q›U wfwË‡Z 7.5% gvÎvq a‡i ivL‡Z mg_© n‡q‡Q| mv¤úªwZK eQi¸‡jv‡Z evsjv‡`k `wÿY Gwkqvi †`k¸‡jvi Zzjbvq gv_vwcQ z Avq, `vwi`ª we‡gvPb, cÖZ¨vwkZ Mo Avqy, gv I wkï g„Zzï nvi, wWwRUvj বৈষম্য AcmviYmn Ab¨vb¨ Av_© mvgvwRK m~P‡K D‡jøL‡hvM¨ DbœwZ ARb© K‡i‡Q| evsjv‡`k mnmÖvã Dbœqb jÿ¨gvÎv AR©‡bi †ÿ‡Î †ek myweavRbK ch©v‡q i‡q‡Q| GgbwK evsjv‡`k mnmÖvã jÿ¨ gvÎvq wba©vwiZ wKQz jÿ¨ wbw`©ó mg‡qi c~‡e©B ARb© Ki‡Z mÿg n‡q‡Q| evsjv‡`k †hvMv‡hvM, we`y¨r weZiY, moK †hvMv‡hvM Ges cvbxq Rj mieivn AeKvVv‡gv wewbgv© ‡b cÖf‚Z DbœwZ mvab K‡i‡Q| Z_¨ cÖhyw³ Lv‡ZI evsjv‡`k D‡jøL‡hvM¨ DbœZ হয়েছে| evsjv‡`‡ki †Uwj‡hvMv‡hvM wk‡íi iƒc‡iLv I wUweGj 2013-14 eQiwU †UwjUK wk‡íi Rb¨ NUbveûj eQi wn‡m‡e we‡ewPZ n‡q‡Q| evsjv‡`‡ki †gvevBj †Uwj‡hvMv‡hvM wk‡í 1997 mb †_‡K A`¨vewa ch©šÍ D‡jøL‡hvM¨ cÖe„w× cwijwÿZ n‡q‡Q| wbjv‡gi gva¨‡g †gvevBj Acv‡iUi‡ì g‡a¨ 3wR wd«‡Kv‡qwÝ †¯úKUªvg Ges 3wR jvB‡mÝ weZiY Kvh©µg eQiwU‡K ewY©j I NVbveûj K‡i‡Q| miKvimn †Uwj‡dvb wkí mswkøó MÖvnK, †mev cÖ`vbKvix, hš¿cvwZ wbg©vZ©v, ch©v‡jvPK, wbqšK¿ meviB g‡bv‡hvM 3wR †¯úKUªvg wbjvg msµvšÍ Le‡ii Ic‡i wbe× wQj| m½Z Kvi‡YB wUweGj‡K 3wR cÖK‡íi wmsnfvM A_© eZ©gvb 2.5wR †bUIqvK© m¤úªmviY Kivi Rb¨ eivÏ Ki‡Z n‡jI D”P MwZm¤úbœ WvUvi µgea©bkxj evRvi Pvwn`v, †UwjUK‡K wba©vwiZ cÖKí GjvKvi evB‡i †`ke¨vcx †Rjv 37 kni¸‡jv‡Z Gi eªWe¨vÛ †gvevBj †bUIqvK© m¤úªmviY Ki‡Z eva¨ K‡i‡Q| evsjv‡`k miKv‡ii wkÿv, cÖkvmb Ges ¯’vbxq miKvi cÖwZôvb¸‡jv‡Z B›Uvi‡bU ms‡hvM cÖ`v‡bi bxwZ MÖnY Ges B›Uvi‡bU †mevi LiP mvaviY gvby‡li bvMv‡ji g‡a¨ Avনার Rb¨ miKv‡ii wbišÍi cÖ‡Póvq B›Uvi‡bU-WvUvÕi Pvwn`v D”Pnv‡i e„w× ‡c‡q‡Q|

Ò‡UKmB Dbœq‡bi Rb¨ wewkó wbqvgK eªWe¨vÛÓ GB cÖZ¨q‡K evsjv‡`k aviY K‡i‡Q| wkí I we`y¨r Drcv`‡bi ÿgZv e„w× `yieZ©x wfwWI Kbdv‡iwms, †ivMx‡ì †ivMwbY©q I wPwKrmv `vb, D™v¢ ebg~jK wkÿv DcKiY Ges Z_¨ I †mev MÖn‡Yi mnvqK c×wZ wn‡m‡e GwU B‡Zvg‡a¨B AZ¨vek¨K nvwZqvi wn‡m‡e KvR Ki‡Q| wUweGj Gi mxwgZ m¤ú` wb‡qB D™v¢ ebg~jK gj~ ¨ ms‡hvRb †mev (VAS) cÖ`v‡bi gva¨‡g ÒwWwRUvj evsjv‡`kÓ wewbg©v‡Y D‡jøL‡hvM¨ f~wgKv †i‡L‡Q| †UwjUKB একমা টিলকম Acv‡iUi, RvZxq cixÿv¸‡jvi djvdj, wewfbœ K‡jR, wek¦we`¨vj‡qi fwZ© cixÿvi Rb¨ Av‡e`b Kiv, fwZ© cixÿvi cÖ‡ekcÎ cÖ`vb Ges Gme fwZ© cixÿvi djvdj BZ¨vw` †mevmg~n GmGgGm I I‡qe Gi gva¨‡g m¤úªmviY K‡i‡Q| †`‡ki wewfbœ cÖwZôv‡bi wb‡qvM cÖwµqv mswkøó Abyiƒc ‡mev cÖeZ©‡bi gva¨‡g PvKzix `vZv/cÖv_©xi Rb¨ g~jëvb mgq I A_© euvPv‡”Q| wUweGjB GKgvÎ Acv‡iUi †`‡ki me©e„nr wej cÖ`vb cøvUdig ev¯Íevq‡bi gva¨‡g mKj cjøx we`y¨r mwgwZi MÖvnK‡ì wej-cÖ`vb †mev w`‡q Avm‡Q|

2013-2014 A_© eQ‡i wUweGj Gi eëmvwqK Ae`vb wUweGj 2013-14 m‡b GB wk‡í `„p Ae`vb ‡i‡L ‡ek wKQz msL¨K gvBjdjK ARb© K‡i‡Q| †Kv¤úvwb G eQ‡i 87.12% cÖe„w×‡Z 16.62 jÿ bZzb MÖvnK hy³ K‡i 35.70 jÿ MÖvnK msL¨vq DbœxZ n‡q‡Q| GQvov wUweGj gva¨wgK I D”Pgva¨wgK cixÿvq GPA5 cÖvß QvÎ-QvÎx‡ì Rb¨ we‡kl c¨v‡KR ÔAvMvgxÕ Gi AvIZvq 35,000 bZzb MÖvnK †hvM K‡i‡Q, hv‡K ‡Kv¤úvwb RvwZ MV‡b Gi wewb‡qvM wn‡m‡e we‡ePbv K‡i| G‡Z DØy× n‡q AwZm¤úªwZ wUweGj K‡jR I wek¦we`¨vj‡qi QvÎ- QvÎx‡ì Rb¨ ÔeY©gvjvÕ bv‡g GKB ai‡Yi c¨v‡KR cÖeZ©Y K‡i‡Q| GQvovI wUweGj †gvevBj Avw_©K †mev cÖ`v‡bi gva¨‡g VAS †mevi w`MšÍ‡K m¤úªmvwiZ K‡i‡Q| wUweGj Gi evRvi Askx`vwi‡Z¡i cÖe„w× a‡i ivLvi j‡ÿ¨ MwZkxjZv‡K eRvq ivL‡Q Ges Gi gv‡K©U †kqvi 3% †_‡K cÖvq 4% G DbœxZ K‡i‡Q| wUweGj 2-wR 1040 msL¨K bZzb wewUGm, 97 msL¨K †mvqvwcs Ges 3-wR 596 msL¨K bZzb †bvW-we ¯’vcb K‡i‡Q Ges GKwU RNC ¯’vcbmn Gi †Kvi †bUIqv‡K©I D‡jøL‡hvM¨ cwieZ©b G‡b‡Q| ডা WvUv mvwf©‡m Ab¨vb¨ Acv‡iUi‡ì Zzjbvq wUweGj Gi †kÖôZ¡ eRvq ivL‡Z c¨v‡KU myBP (PS) †Kvi †bUIqvK© 3-wR MÖvnK‡ì 14 wRwewcGm WvUv cÖ`vb Dc‡hvMx Kiv n‡q‡Q| G eQ‡i wUweGj Gi MÖvnK aviYÿgZv 3-wR MÖvnK 17.5 jÿmn 93 jÿ‡Z DbœxZ Kiv n‡q‡Q| 2-wR I 3-wR MÖvnK msL¨v e„w×i ‡ÿ‡Î †Kvi †bUIqvK© mvgvb¨ cwiea©b K‡i Ges cÖ‡qvRbxq msL¨K wewUGm I †bvW-we ¯’vc‡bi gva¨‡g wUweGj fwel¨‡Zi AwZwi³ Pvwn`v c~iY Ki‡Z cvi‡e| wUweGj G eQ‡i 45.80% ivR¯^ cÖe„w× AR©b K‡i‡Q Ges MZeQ‡ii †gvU ivR¯^ Uvt 677.68 †KvwUi ¯’‡j Uvt 988.04 †KvwU Avq K‡i‡Q| wUweGj Gi EBITDA MZeQ‡ii Uvt 193.95 †KvwU Gi ¯’‡j G eQ‡i Uvt 348.88 ‡KvwU‡Z e„w× †c‡q‡Q|

GwcÖj 2014 wLªt, wUweGj IP wfwËK Kj †m›Uvi ev¯Íevq‡bi gva¨‡g Gi g~jëvb MÖvnK‡ì Rb¨ MÖvnK‡mevq DrKl©Zv G‡b‡Q| cÖvq 100 Rb G‡R›U wèv-ivwÎ 3 `dvq 247365 wfwË‡Z wUweGj Gi MÖvnK‡ì cwiPh©v/সবা দান Ki‡Q Ges ‡mev cÖZ¨vkx MÖvnKM‡Yi 90% GiI †ekx MÖvnK‡K †mev cÖ`vb Ki‡Q| wUweGj G eQ‡i Kv÷gvi †Kqvi ‡m›Uvi Gi msL¨v 32 †_‡K 42 †Z DbœxZ K‡i‡Q Ges eZ©gv‡b Av‡ivI 6wU wmwmwm Ges 30wU Kv÷gvi †Kqvi c‡q›U ¯’vc‡bi gva¨‡g mKj †Rjv m`‡i MÖvnK mnvqZv cÖ`vb Ki‡Q| 207 Rb AvDU‡mvm© Rbejmn cÖvq 305 Rb Rbej, MÖvnK mnvqZvmn bZzb wmg wewµ, A‡K‡Rv wmg cÖwZ¯’vcb, †UwjPvR© cÖ`vbmn AviI wewfbœ ‡mev cÖ`vb Ki‡Q| G mKj Rbkw³ KZ©„K gvbm¤úbœ †mev cÖ`v‡bi welqwU wbwðZ Ki‡Z G‡ì‡K CRM, ERP I IPCC cøvUd‡g©i wewfbœ gwWDj Gi Ic‡i cÖwkÿY cÖ`vb Kiv n‡q‡Q|

wUweGj KZ…©K eëüZ AZ¨vaywbK cÖhyw³ wbf©i hš¿cvwZi Ic‡i Gi KgK© Z©v/Kg©Pvix‡ì Áv‡bi cwiwa DbœZ Kivi Rb¨ Zuv‡ì‡K ‡ckvMZ cÖwkÿ‡Yi eë¯’v K‡i‡Q| cÖvq 20 Rb Kg©KZ©v/KgP© vix‡K G eQ‡i ‡ckvMZ we‡`kx cÖwkÿY Ges cÖvq 30

Rb wewfbœ ‡mwgbvi, evwYR¨ †gjv Ges hš¿cvwZ mieivnKvix cÖwZôv‡bi d¨v±wi cwi`k©b K‡i‡Q| GZØ¨ZxZ wUweGj Kv‡Ri MwZ Z¡ivwš^Z Kivi Rb¨ wewfbœ c‡` 16 Rb Rbej wb‡qvM K‡i‡Q Ges 76 Rb Rbej‡K c‡`vbœwZ ‡`qv n‡q‡Q| evsjv‡`‡k 3wR cÖhyw³ Ges wUweGj evsjv‡`‡k 3-wR cÖhyw³i m~Pbv Kivi `vwqZ¡ ‡c‡q wUweGj ‡MŠievwš^Z †eva Ki‡Q| 2011 m‡b 19,099 jÿ UvKv cÖv°wjZ e¨q hvi g‡a¨ ‰e‡`wkK gy`ªv BDGm Wjvi 211 wgwjqb gy`ªvgv‡b †`‡k 3-wR cÖhyw³ ev¯eÍ vqb Ges 2.5-wR †bUIqvK© m¤úªmvi‡Yi Rb¨ wUweGj KZ…©K GKwU cÖKí MÖnY Kiv nq| cÖKíwUi †gŠwjK D‡Ïk¨¸‡jv wQj wb¤œiƒct

1| †gvevBj MÖvnKMY‡K `ªæZMwZi WvUv †mev cÖ`v‡bi wbwg‡Ë 3-wR cÖhyw³ ev¯Íevqb; 2| †UwjU‡Ki aviY ÿgZv e„w×i gva¨‡g 2.5-wR GSMÕi †ÿ‡Î Av‡ivI 47.72 jÿ bZzb MÖvnK Ges 3-wR Gi †ÿ‡Î 17.5 jÿ †gvevBj MÖvnK‡K †mev cÖ`vb; 3| ‡`‡ki wmsnfvM gvby‡li mvg‡_©i g‡a¨ †gvevBj †UwjKg †mev cÖ`vb Kiv Ges †gvevBj wk‡í cÖwZØw›`Zvi m~Pbv Kiv; 4| eªWe¨vÛ wbf©i g~j¨ ms‡hvRb †mev (VAS), wewfbœ Interactive †mev †hgb- †Mwgs, mvgvwRK mvBU¸‡jvi gva¨‡g †hvMv‡hvM iÿv Ges AwWI/wfwWI w÷ªwgs ‡mev cÖ`vb; 5| mÂvjb (Transmission) †bUIqv‡K©i gva¨‡g cÖvwšÍK MÖvnK‡K eªWe¨vÛ †mev cÖ`vb Kiv| wUweGj A‡±vei 14, 2012wLªt Zvwi‡L cixÿvg~jKfv‡e 3-wR †mev evwYwR¨K wfwË‡Z cÖeZ©b K‡i Ges evsjv‡`‡ki †gvevBj †Uwj‡hvMv‡hv‡Mi BwZnv‡m GK bZzb Aa¨v‡qi m~Pbv K‡i| wUweGj Gi mxwgZ mÿgZv wb‡q 3-wR wfwËK ‡gvevBj †mev mg~n †hgb- D”P MwZm¤úbœ B›Uvi‡bU, wfwWI Kj, wfwWI Kbdv‡iwÝs Kj, †gvevBj wUwf m¤úªPvi, Interactive †Mwgs Ges eªWe¨vÛ B›Uvi‡bU wfwËK mn¯ªvwaK ‡mev Ges Gwcø‡Kk‡bi wel‡q Rb m‡PZbZv M‡o †Zv‡j| GwU evsjv‡`‡k 3-wR cÖhyw³ m¤úªmvi‡Yi Rb¨ †gvevBj evRvi‡K cwiYZ I cÖ¯‘Z K‡i| cieZ©x‡Z 3-wR jvB‡mÝ Ges wd«‡Kv‡qwÝ †¯úKUªvg eivÏ cÖvß n‡q †gvevBj Acv‡iUiiv †Rjv mì ch©šÍ 3-wR †mev m¤úªmvi‡Yi Rb¨ KwVb cÖwZ‡hvwMZvq wjß nq| wUweGj Pjgvb cÖK‡íi AvIZv we¯Ív‡ii gva¨‡g B‡Zvg‡a¨ mKj †Rjv m`‡i 3-wR †mev m¤úªmviY K‡i‡Q| Avkv Kiv hvq wUweGj 2016-2017 A_©eQ‡ii g‡a¨ †`‡ki mKj Dc‡Rjv Ges evwYwR¨K †K›`ª¸‡jv‡Z 3-wR †mev cÖ`v‡b mÿg n‡e| evsjv‡`‡ki †gvevBj wk‡íi fwel¨Z Dbœqb 3-wR †mev m¤ú‡K© wUweGj KZ…©K Rbm‡PZbv ‰Zix Ges †gvevBj Acv‡iUi KZ…©K G cÖhyw³i mdj ev¯Íevqb MÖvnK‡ì g‡a¨ Avm‡Q eQi¸‡jv‡Z Av‡ivI `ªæZMwZm¤úbœ WvUv cÖvwßi AvKv•Lv e„w× ‡c‡q‡Q| wUweGj AZ¨šÍ mvkÖqx g~‡j¨ cÖK…Z D”P MwZm¤úbœ B›Uvi‡bU WvUv MÖvnKMY‡K cÖ`vb K‡i G AvKv•Lv‡K cÖ¾wjZ K‡i‡Q Ges Av‡ivI g~j¨ Kgv‡bvi G cÖ‡Póv Ae¨vnZ i‡q‡Q| GwU evsjv‡`‡k 4-wR cÖhyw³ Kvh©iKfv‡e ev¯Íevq‡bi c_‡K gm„Y Ki‡e| evsjv‡`k miKvi ‡NvwlZ ÒwWwRUvj evsjv‡`kÓ iƒcK‡íi mv‡_ m½wZc~Y © †gvevBj wfwËK †mev mg~n †hgb- wkí, ¯^v¯’¨, K…wl, e¨vswKs, Dc‡hvM-‡mev (Utility) wej cÖ`vb Ges Ab¨vb¨ evwYwR¨K cwi†mev weKv‡k mvnvh¨ Ki‡e| mvkqÖ x g~‡j¨ mevi Rb¨ D™v¢ ebg~jK †gvevBj †mev †`‡ki mKj †kÖYxi gvby‡li Rb¨ ¸iæZ¡c~Y© mgq-Li‡P I RwUj cÖK…wZi wewfbœ ai‡Yi KvR I Kg©Kv‡Ûi eûg~Lx mgvavb cÖ`v‡bi †ÿ‡Î wUweGj cw_K…r wn‡m‡e KvR Ki‡Q| JSC, SSC, HSC ev mggv‡bi cixÿv_©x QvÎ-QvÎx‡ì Z_¨ m¤^wjZ dig AbjvB‡b cÖ`vb Ges PSC, JSC, SSC, HSC ev mggv‡bi cixÿvi djvdj ÿy‡` evZ©v (SMS) ev I‡q‡e cÖKvk m¤úwK©Z †mev bvg gvÎ g~‡j¨ cÖ`v‡bi gva¨‡g QvÎ-QvÎx I AwffveK‡ì Kó‡K jvNe K‡i‡Q| wUweGj Sv‡gjv I SÅvUc~Y© KvR †hgb-D”PZi wkÿv cÖwZôv‡b fwZ© Ges wewfbœ cÖwZôv‡b PvKzixi Rb¨ Av‡e`b cÎ †cÖiY, cÖ‡ekcÎ msMÖn Ges cixÿvi ci djvdj cÖ`vb BZ¨vw` mnR K‡i MÖvnK‡ì b‡Li WMvq nvwRi K‡i‡Q| †UwjUK †`ke¨vcx mKj Ôcjøx we`y¨r mwgwZÕ MÖvnKM‡Yi we`ÿr wej cÖ`vb cøvUdg© Pvjy Kivi gva¨‡g †`‡ki me©e„nr Dc‡hvM-‡mev wej cÖ`vbKvix cÖwZôvb wn‡m‡e G‡K

39 cÖwZwôZ K‡i‡Q| AwaKš‘y wUweGj Lye mvkÖqx g~‡j¨ †gvevBj e¨vswKs †mev, AbjvBb wiPvR © †mev, BZ¨vw` Gi m¤§vwbZ MÖvnK‡`i cÖ`vb Ki‡Q|

‡i¸‡jUix cwi‡ek/cÖwZ‡ek ivóªqvZ¡ cÖwZôvb wn‡m‡e wUweGj wewUAviwm I Ab¨vb¨ miKvix KZ…©cÿ KZ…©K RvwiK…Z wewa weavbmg~n †g‡b P‡j Ges RbM‡Yi AvKv•Lv Abymv‡i cÖwZôvbwU weKwkZ Kievi j‡ÿ¨ me mgq myweavRbK bxwZgvjv I wm×v‡šÍi mØënvi K‡i| wmg U¨v· $ 600 †_‡K $ 300 †Z n«vm, jvB‡mÝ wd‡mi Ic‡i f¨vU 7.5% ‡_‡K Kwg‡q 5%Õ‡Z wba©viY, †iwfwbD †kqvwis Gi Ic‡i f¨vU cÖZ¨vnvimn 3-wR †mevi myweavRbK cwiwa wbiƒcY, hv wUweGj eëmvq m¤úªmvi‡Y mnvqK n‡e| wUweGj †`‡ki Dbœq‡bi j‡ÿ¨ evQvBK…Z mnvqK †Mvôx‡ì Ges myweav ewÂZ m¤úª`v‡qi Dbœqbc~e©K wWwRUvj wefvRb c~iY K‡i mgv‡Ri Av_©-mvgvwRK Ae¯’v Dbœq‡bi Rb¨ †mev cÖ`vb Ki‡Q Ges Ae¨nZfv‡e fwel¨‡ZI Ki‡e| wUweGjB GKgvÎ cÖwZôvb †`‡ki fwel¨Z KY©avi‡ì Rb¨ we‡kl c¨v‡KR cÖ`vb Ki‡Q, cvnvox Rb-†Mvôxi Rb¨ cÖ_g †gvevBj †mev m¤úªmviY K‡i‡Q Ges `yM©g my›ìeb GjvKvq kxNªB †mev m¤úªmviY Ki‡e| G ai‡bi wewfbœ †gvevBj cwi‡mev Ges ‡gvevBjwfwËK †mev m¤úªmvi‡Yi Rb¨, K‡c©v‡iU mvgvwRK `vqe×Zv cÖK…wZi cÖKí/Kvh©µg ev¯Íevq‡bi wbwg‡Ë wUweGj‡KI wbqšK¿ cÖwZôvb KZ…©K SOF †_‡K A_© eiv‡Ïi g‡Zv mnvqZv cÖ‡qvRb| †gvevBj wk‡í bZzb wewb‡qvMKvix‡ì mgvb my‡hvM-myweav cÖ`v‡bi Rb¨ Avw` miKvix †UwjKg Acv‡iUi wewUwUwe †_‡K c„_K K‡i wUweGj †K Avjv`v †Kv¤úvwb wn‡m‡e cÖwZôv Kiv n‡q‡Q weavq mKj cÖKvi †gvevBj-‡mev mswkøó mKj jvB‡mÝ wUweGj‡K webvg~‡j¨ cÖ`vb Kiv hvq|

MÖvnK mš‘ywóB Avgv‡ì jÿ¨ ÔMÖvnK‡K Rv‡bv eëmv‡K m¤úªmviY K‡ivÕ G fvebvwU‡KB wUweGj Gi cÖavb eëmvq †KŠkj wn‡m‡e MÖnY K‡i‡Q| wUweGj Gi m¤§vwbZ MÖvnK‡ì hveZxq cÖ‡qvRbxqZv wèv-ivwÎ ïb‡Z B›Uvi‡bU wfwËK wek¦gv‡bi Kj †m›Uvi cÖwZôv K‡i‡Q| MÖvnK‡ì †`vi-‡Mvovq †mev †cuŠ‡Q †`qvi j‡ÿ¨ wUweGj ‡`kRy‡o Gi Kv÷gvi †Kqvi †m›Uvi Ges Kv÷gvi †Kqvi c‡q›U e„w× Ki‡Q| B‡Zvg‡a¨ †`‡ki mKj †Rjv mì (DHQ) ¸‡jv‡Z Kv÷gvi †Kqvi †m›Uvi / Kv÷gvi †Kqvi c‡q›U cÖwZôv Kiv n‡q‡Q| mKj Dc‡Rjv, †MÖv_ †m›Uvi Ges evwYwR¨K †K›`ª ¸‡jv‡Z †KŠkjMZ cÖwZwbwa‡ì gva¨‡g m¤§vwbZ MÖvnK‡ì mKj cÖ‡qvRbxq `ªe¨ mieiv‡ni j‡ÿ¨ wUweGj h_vh_ eë¯’v MÖnY Ki‡Q| ïay 2013-14 A_© eQ‡iB wUweGj c~‡e©i 34wU Kv÷gvi †Kqvi †m›Uvi Gi mv‡_ cÖvq 200 AvDU‡mvm© Rbkw³i mnvqZvq Av‡iv 8wU bZzb Kv÷gvi †Kqvi †m›Uvi cÖwZôv K‡i‡Q| mwbœwnZ/msjMœ eëmvq Dbœqb ‡UwjU‡Ki eZ©gvb †mev¸‡jvi cvkvcvwk evowZ wn‡m‡e wUweGj †gvevBj e¨vswKs I †gvevB‡ji gva¨‡g A_© †cÖiY ‡mev cÖeZ©b K‡i Gi VAS mvwf©m‡K mgybœZ †i‡L‡Q| wUweGj Gi m¤§vwbZ MÖvnKM‡Yi Rxe‡b mv”Q›` Avbqb Ges Gi gva¨‡g ivR¯^ Drcv`‡b bZzb iv¯Ív D‡b¥vP‡bi j‡ÿ¨ D™¢vebg~jK bZzb bZzyb †mev cÖeZ©bK‡í Gi aviYv Drcv`b ‡K›`ª¸‡jv me`© v mPj †i‡L‡Q| cvi¯úwiK jvfRbK k‡Z© bvgKiv †KŠkjMZ Askx`vi‡ì †bUIqvK© eënvi K‡i m¤§vwbZ MÖvnKM‡Yi Rb¨ wewfbœ cÖKvi Avw_©K †mev †hgb- K¨vk MÖnY, K¨vk cÖ`vb, †eZb cÖ`vbmn Ab¨vb¨ †jb‡`b mswkøó †mev Pvjyi eë¯’v †bqv n‡q‡Q| G¸‡jv QvovI Ryb 2014wLªt Gi g‡a¨B wUweGj Gi wbR¯ ^ mieivn †PB‡bi 15,000 Gi †ekx †K›`ª †_‡K we`y¨r wej MÖnY †mev cy‡iv`‡g Pj‡Q| wUweGj †Kv¤úvwbi Rb¨ ivR¯^ AR©‡bi bZzb bZzb c_ AbymÜv‡bi D‡`¨vM MÖnY K‡i‡Q| wUweGj B‡Zvg‡a¨B wewUAviwm cÖYxZ bxwZgvjv AbymiYc~e©K Ab¨vb¨ Acv‡iUi‡ì cwiKvVv‡gv I cwiKvVv‡gv mswkøó m¤ú` eënvi K‡i Gi †bUIqvK© ¯’vcb LiP QvUu vB K‡i CAPEX Kgv‡Z mg_© n‡q‡Q| Gfv‡e mswkøó ‡K›`ª¸‡jvi cwiPvjb e¨q (OPEX) KgviI GKUv my‡hvM m„wó n‡q‡Q| wUweGj Gi wewUGm/‡bvW-we, mÂvjb e¨vK‡evbmn mswkøó m¤ú` Ab¨vb¨ †gvevBj/‡UwjKg Acv‡iUi‡ì mv‡_ fvMvfvwMi gva¨‡g cvBKvwi (Wholesale) eëmv ïiæi D‡`¨vM wb‡q‡Q hv bZzb ivR¯^ Avni‡Yi my‡hvM m„wó Ki‡e|

¯’vqx cÖe„w×i Rb¨ †bUIqvK© m¤úªmviY Ges AvaywbKvqb 40

2013-14 A_©eQ‡i wUweGj 3-wR cÖK‡íi AvIZvq, wUweGj †Kvi †bUIqv‡K©i 1wU RNC, gvB‡µvI‡qf wjsK 588wU, 2-wR wewUGm bZzb ¯’vcb 1040wU Ges ‡mvqvwcs 97wU, 3wR †bvW-we bZzb 596wU ¯’vcb Kiv n‡q‡Q| ZvQvov RyjvB 2014 †_‡K G ch©šÍ Av‡iv gvB‡µvI‡qf wjsK 384wU, 2wR bZyb wewUGm 535wU Ges 3-wR †bvW-we 264wU ¯’vcb Kiv n‡q‡Q| wUweGj wewUGm/‡bvW-we ¯’vc‡b k³ evavi m¤§~Lxb n‡q‡Q, hvi g‡a¨ G¸‡jv‡Z mgqgZ evwYwR¨K we`y¨r ms‡hvM bv cvIqv Ab¨Zg| e¨w³ gvwjKvbvaxb mnvqK m¤ú` †hgb- evoxi gvwjK‡ì wbKU †_‡K Qv‡ì ¯’vb eënvi m¤úwK©Z bxwZgvjvi Afve welqwU‡K AwaKZi RwUj K‡i‡Q| cÖPÛ cÖwZ‡hvMxZv m‡Z¡I GB wk‡í fwel¨‡Z ivR¯^ cÖe„w× a‡i ivLvi j‡ÿ¨ wUweGj evRvi Ask`vwiZ¡ e„w×i Ic‡i ¸iæZ¡ Av‡ivc K‡i‡Q| ¯’vqx cÖe„w× wbwðZ Kivi Rb¨ wUweGj Gi mvg‡b eZ©gvb †bUIqvK© m¤úªmviY Ges bZzb cÖhyw³/wk‡íi Dbœqb mwVK mg‡q aviY/MÖnY Kivi †Kvb weKí †bB| Dc‡ivwjøwLZ cÖ‡qvRbxqZv¸‡jv m¤úv`‡bi Rb¨ bZzb cÖKí MÖn‡Yi D‡`¨vM †bqv n‡q‡Q, hv‡Z wW‡m¤î 2016 m‡bi g‡a¨B Av‡ivI 2200wU 2.5-wR wewUGm Ges 2700wU bZzb 3-wR †bvW-we ¯v’ cb Kiv hvq| 4-wR GjwUB †bUIqvK© ¯’vc‡bi gva¨‡g 2018 m‡bi wW‡m¤^‡ii g‡a¨B 5000wU 4-wR B-‡bvW-we ¯’vcb Ges Av‡ivI 4000wU 3-wR †bvW-we ¯’vc‡bi wbwg‡Ë wUweGj KZ…©K `xN© †gqvw` cÖKí MÖn‡Yi cwiKíbv Kiv n‡q‡Q|

DbœZ Kg©-cwi‡ek wbwðZKi‡Yi gva¨‡g cÖvwZôvwbK `ÿZv e„w× wUweGj G K‡c©v‡iU mdjZv AR©b I m„RbkxjZv cÖwZcvj‡b mÿg 457 Rb eûgvwÎK Kg©KZ©v/Kg©Pvix i‡q‡Q| wUweGj wek¦vm K‡i †h ‡Kv¤úvwbi cÖvwZôvwbK jÿ¨ AR©‡bi ‡ÿ‡Î cÖvwZôvwbK `ÿZv Kvh©Ki f~wgKv cvjb K‡i| gvbm¤úbœ, `ÿ I Drmvnx KgK© Z©v Kg©Pvix‡ì †ekxgvÎvq cÖwZôv‡b mswkøó Ki‡Z cvivUvB cÖvwZôvwbK mdjZvi g~j PvweKvwV| GwU AR©‡bi Rb¨ wUweGj cÖ‡Z¨K KgP© vixi m‡eŸ©v”P mvg_© cÖ`vb Aby‡gv`b K‡i Ges hyMcrfv‡e Kg©KZ©v Kg©Pvix‡ì cÖvwZôvwbK ms‡klø e„w×‡Z DØy× Kivi Rb¨ Zv‡ì CPF, MÖvPzBwU mn AvKl©Yxq myweav cÖ`v‡bi Ic‡i ¸iæZ¡ Av‡ivc K‡i| †Kv¤úvwbi cÖvavb¨ I †kÖôZ¡ Ges Gi MÖvnK‡ì mš‘ywó AR©‡bi Rb¨ K‡c©v‡iU bxwZgvjv g¨vbyqvj¸‡jv‡Z h_vh_ AvPiYwewa AšÍf‚©³ Kiv n‡q‡Q| PjwZ 2013-14 eQ‡i Dc‡ivwjøwLZ myweavw` cÖ`v‡b ¯‹xg MÖnY Kiv n‡q‡Q| eZ©gv‡b wUweGj Gi cÖvq 100 Rb wewfbœ ai‡Yi c` AvïwfwË‡Z `ÿ, gvbm¤úbœ I Drmvnx Kg©x wb‡qvM cÖ`v‡bi gva¨‡g c~iY Kivi cÖwµqv Pjgvb i‡q‡Q|

K‡c©v‡iU mvgvwRK `vqe×Zv wUweGj ivóªxq gvwjKvbvaxb †Kv¤úvwb hv R‡q›U ÷K †Kv¤úvwb †iwR÷ªvi (RJSC)‡Z wbewÜZ weavq m½Z Kvi‡YB ‡`‡ki mgmZ¡ Dbœq‡bi Ic‡i ¸iæZ¡v‡ivc K‡i _v‡K| cvkvcvwk Gi K‡c©v‡iU ¯^v‡_©i Ic‡iI mgfv‡e ¸iæZ¡ cÖ`vb K‡i| wUweGj, Gi Kvievi I cwiPvjbvi †ÿ‡Î K‡c©v‡iU ˆbwZKZv‡K me©`vB mgybœZ ivL‡Z e×cwiKi| cwi‡ek I cÖwZ‡ek msiÿY, wkÿv I Rb¯^v‡¯’ï Dbœqb, bvixi ÿgZvqb I wkïi †gavweKvk Ges Avbylvw½K wel‡q wUweGj Gi `„wó me©`vB wbeÜ| wUweGj me`© vB miKvix Awfjÿ I iƒcKí Gi mv‡_ m½wZ †i‡L †`‡ki fwel¨r KY©avi Ges Ae‡nwjZ Rb‡Mvwôi Rb¨ we‡kl c¨v‡KR cÖ`vb K‡i _v‡K| GQvovI wUweGj `ÿZve„w× I cwi‡ek msiÿY Gi gva¨‡g DbœwZ weav‡bi Rb¨ KvMRwenxb `ßi Pvjyi cÖ‡Pôv Ae¨vnZ †i‡L‡Q Ges Kve©b wbtmiY Kgv‡bvi Rb¨ bZzb I D™¢vebg~jK cÖhyw³ Pvjy K‡i‡Q| mvcøvB †PBb g¨v‡bR‡g›U Gi Dbœqb weµq I wecYb kvLvi eë¯’vcbvq wUweGj Gi wWjvi I LyPiv we‡µZvwfwËK mvcøvB †PBb g¨v‡bR‡g›U M‡o D‡V‡Q| 3-wR cÖK‡íi AMÖMwZi mv‡_ mv‡_ wUweGj Gi MÖvnKmsL¨v Ges †mev cÖ`v‡bi mxgvbv I †ÿÎ D‡jøL‡hvM¨ gvÎvq cÖk¯Í n‡q‡Q| bZzb AMÖMwZRwbZ cwiw¯’wZ wbqš¿‡Yi Rb¨ wUweGj, Gi mvcøvB †PBb eë¯’vcbvi aiY, MVb †X‡j mvRv‡bvi cÖ‡qvRbxqZv ‡`Lv w`‡q‡Q| AwZ m¤úªwZ cÖwZwU †gvevBj †mev `vbKvix cÖwZôvb wbR wbR gv‡K©U †kqvi evov‡bv Ges MÖvnKmsL¨v e„w×i Rb¨ fxlY cÖwZ‡hvMxZvq wjß n‡q‡Q| D™¢zZ cwiw¯’wZ‡Z m¤§vwbZ MÖvnK‡ì wbKU cY¨ I †mev mieiv‡ni DrKl©Zve„w× bZzb gvÎv †c‡q‡Q| eZ©gvb †cÖÿvc‡U †`‡ki cÖZ¨šÍ AÂ‡j G¸‡jvi cÖvc¨Zv I `„k¨gvbZv wbwðZKiY Acwinvh© n‡q c‡o‡Q| êwk¦K gv‡bi mvcøvB †PBb eë¯’vcbv ev¯Íevq‡bi Rb¨ wUweGj mdUIqvi wfwËK DMS c×wZ‡Z cY¨ I ‡mev mieivn Ges AbymiY eë¯’v Pvjy Ki‡Z P‡j‡Q| mgwš^Z ERP I CBS Gi cvkvcvwk Revenue Assurance & Fraud Management (RAFM) cøvUdig kxNªB Pvjy Ki‡Z hv‡”Q| cwiPvjbv cl©‡ì cwiPvjKgÛjxi mfv 41

‡Kv¤úvwb‡K Kvh©Ki Ges mwVKfv‡e cwiPvjbvi wbwg‡Ë †Kv¤úvwbi wewfbœ evwYwR¨K wel‡q Av‡jvPbvi Rb¨ I †Kv¤úvwb mswkøó wel‡q cÖ‡qvRbxq wb‡`©kbv cÖ`v‡bi Rb¨ 2013-14 A_© eQ‡i †gvU 13wU cwiPvjbv cl©` mfv AbywôZ nq| wb‡Pi Q‡K m¤§vwbZ cwiPvjKgÐjx‡`i mg‡q AbywôZ mfv I Dcw¯’wZi eY©bv †`qv n‡jv t

1. Rbve ‡gvt AveyeKi wmwÏK ‡Pqvig¨vb 13 12 m¤ú~Y © eQi 2. Rbve Gg iwdKjz Bmjvg cwiPvjK 8 7 Rjy vBÕ13 †_‡K RvbyqvixÕ14 3. Rbve ggZvR-Avjv-kvKzi Avn‡g` cwiPvjK 13 12 m¤ú~Y © eQi 4. Rbve Kvgvj DwÏb Avn‡g` cwiPvjK 13 12 m¤ú~Y © eQi 5. Rbve kIKZ Avjx Iqv‡iQx cwiPvjK 12 10 Rjy vBÕ13 †_‡K GwcÖjÕ14 6. Rbve Qv‡q` Avn‡g` cwiPvjK 13 13 m¤ú~Y © eQi 7. weª‡MwWqvi †Rbv‡ij Avãyjøvn-Avj- cwiPvjK 13 13 m¤ú~Y © eQi AvRnvi, GbwWwm, wcGmwm 8. Rbve AveŸvm DwÏb Lvb cwiPvjK 12 12 Rjy vBÕ13 †_‡K GwcÖjÕ14 9. ‡eMg g‡bvqviv nvwKg Avjx cwiPvjK 13 8 m¤ú~Y © eQi 10. Rbve Gm I Gg Kwjgyjøvn cwiPvjK 7 6 Rjy vBÕ13 †_‡K wW‡m¤îÕ13 11. Rbve bvwì kvn †Kv‡ikx cwiPvjK 4 3 RvbyqvixÕ14 †_‡K gvP©Õ14 12. Rbve †gvt iwdKzj Bmjvg cwiPvjK 3 3 gvP©Õ14 †_‡K RybÕ14 13. Rbve gvn&dzR DwÏb Avn&g` cwiPvjK 1 1 Rby Õ14 14. Rbve †gvt gywReyi ingvb cwiPvjK 12 12 Rjy vBÕ13 †_‡K GwcÖjÕ14 15. Rbve wMqvm DwÏb Avn‡g` cwiPvjK 1 1 Rby Õ14 cwiPvjKe„‡›ì m¤§vbx 2013-14 A_© eQ‡i †evW© mfvq Dcw¯’wZi Rb¨ m¤§vwbZ cwiPvjKMY‡K f¨vUmn me©‡gvU 7,18,750/- UvKv m¤§vbx wn‡m‡e cÖ`vb Kiv n‡q‡Q| cwiPvjKgÛjxi wb‡qvM/c~btwb‡qvM Ô‡Kv¤úvwb AvBb, 1994Õ-‡Z ewY©Z aviv Ges Z`ybhvqx cÖYxZ †Kv¤úvwbi msN ¯§viK (Articles of Association) Gi wewa Abymv‡i †Kv¤úvwbi mvaviY mfvq GK Z…Zxqvsk m¤§vwbZ cwiPvj‡Ki Aemi MÖn‡Yi evaëvaKZv i‡q‡Q| GB weavb Abymv‡i †Kv¤úvwbi 10g mvaviY mfvq 3 Rb m¤§vwbZ cwiPvjK Aemi MÖnY Ki‡eb| ‡Rô AemiMÖnYKvix cwiPvjK n‡jb Rbve Kvgvj DÏxb Avn‡g`, Rbve †gvt iwdKzj Bmjvg Ges †eMg g‡bvqviv nvwKg Avjx| †hvM¨weavq Dc‡ivwjøwLZ m¤§vwbZ cwiPvjKMY †Kv¤úvwbi cwiPvjK wn‡m‡e c~btwb‡qv‡Mi Rb¨ wb‡R‡ì wb‡e`b K‡i‡Qb|

AwWUi wb‡qvM Ô‡Kv¤úvwb AvBb, 1994Õ †mKkb-210 ‡gvZv‡eK †Kv¤úvwbi eZ©gvb AwWUi ‘M/S ACNABIN Chartered Accountant’ 10g mvaviY mfvq Aemi MÖnY Ki‡e| †hvM¨ weavq GKB AwWUim c~btwb‡qvMi Rb¨ Zv‡`i AvMÖn cÖKvk Kivq Zv mvaviY mfvq †kqvi †nvìvi‡`i m¤§~‡L Dc¯’vcb Kiv n‡e|

SuywK eë¯’vcbv weKvkgvb evRvi eë¯’vq eëmv cwiPvjbvKvix Ges GiKg evRvi m¤ú‡K© cyY©gvÎvq m‡PZb †Kv¤úvwb wn‡m‡e wUweGj wek¦vm K‡i †h †UKmB eëmv Dbœqb Ges Kvh©Ki K‡c©v‡iU cwiPvj‡bi Rb¨ SzuwK eë¯’vcbv I Af¨šÍixY wbqš¿Y mvif‚Z| mw¤§wjZ wbðqZv wn‡m‡e Avw_©K †jb‡`b Ges Z_¨ cÖhyw³i gva¨‡g, wUweGj SzuwK eë¯’bvi Ask wn‡m‡e B‡Zvg‡a¨B ERP ev¯Íevqb 42

K‡i‡Q| ERP Gi 4wU gwWDj †hgb- Drcv`b gwWDj, mvaviY †jRvi (A_© I wnmve gwWDj), cY¨ ev gvjvgvj e¨e¯’vcbv (Bb‡f›Uwi gwWDj) Ges weµq gwWDj B‡Zvg‡a¨ Kvh©Ki Kiv n‡q‡Q| Rbm¤ú` gwWDj I Awdm e¨e¯’vcbv gwWDj‡K wUweGj Dc‡hvMx Kiv Ges msMÖn gwWDj ms‡hvR‡bi Kvh©µg Pjgvb i‡q‡Q|

Abyiƒcfv‡e Revenue Assurance and Fraud Management (RAFM) c×wZ ¯’vc‡bi KvR B‡Zvg‡a¨B mgvß n‡q‡Q| A`yi fwel¨‡Z Gi evwYwR¨K Kvh©µg ïiæ Kiv n‡e|

Avw_©K ch©v‡jvPbv 30 Ryb 2014 wLªt -‡Z mgvß 2013-14 A_© eQ‡i †Kv¤úvwb, Gi mvgwMÖK Kvh©vw` cwiPvjb c~e©K †gvU ivR¯^ Avq K‡i‡Q Uvt 988.04 †KvwU, hv MZ 2012-13 A_© eQ‡i wQj Uvt 677.68 †KvwU| Gi GKwU mswÿßmvi wb‡¤œ cÖ`vb Kiv n‡jv-

ITEMs Difference 2013-14 2012-13 Difference+/(-) in % Network revenue 8,89,39,18,194 6,26,37,58,653 2,63,01,59,541 41.99% Hardware revenue 60,99,84,881 30,92,25,975 30,07,58,906 97.26% Backbone revenue 18,57,39,185 15,76,43,289 2,80,95,896 17.82% Other income/ (expenses) 19,07,87,047 4,62,33,674 14,45,53,373 312.66% Total Revenue 9,88,04,29,307 6,77,68,61,591 3,10,35,67,716 45.80% Direct cost of network revenue 2,92,97,98,891 1,94,45,74,214 98,52,24,677 50.67% Direct cost of hardware revenue 92,73,63,205 71,19,71,283 21,53,91,922 30.25% Network operation and maintenance 77,40,91,061 66,96,95,539 10,43,95,522 15.59% expenses General and administrative expenses 45,97,40,243 39,40,22,382 6,57,17,861 16.68% Selling and distribution expenses 89,07,68,069 79,24,73,685 9,82,94,384 12.40% Expenditure for 3G Project 36,03,13,041 25,18,41,155 10,84,71,886 43.07% Provision for bad & doubtful debts - 2,18,24,758 (2,18,24,758) -100.00% Worker Profit Participation Fund 4,95,63,982 5,09,19,658 (13,55,676) -2.66% Total Expenditure 6,39,16,38,492 4,83,73,22,674 1,55,43,15,818 32.13% EBITDA 3,48,87,90,815 1,93,95,38,918 1,54,92,51,897 79.88% Interest income/ (expenses) (50,00,70,297) (19,24,39,748) (30,76,30,549) 159.86% Depreciation and amortization 2,04,70,04,860 77,96,25,673 1,26,73,79,187 162.56% Net Profit/(loss) before tax 94,17,15,658 96,74,73,497 (2,57,57,839) -2.66% Adjustment TAX Adjustment (1,15,03,54,895) (50,36,29,253) (64,67,25,642) 128.41% Net Profit/(loss) after tax (20,86,39,237) 46,38,44,244 (67,24,83,480) -144.98% Adjustment

mivmwi cwiPvjb e¨q, m¤ú‡`i AePq (Depriciation) Ges µg‡kva‡K (Amortization) Li‡Pi D‡jøL‡hvM¨ LvZ wn‡m‡e wPwýZ Kiv hvq Ges G A_© eQ‡i Zv wQj h_vµ‡g Uvt 358.72 †KvwU Ges Uvt 204.70 †KvwU| mvaviY wecYb I mieivn LiP Ges †bUIqvK© cwiPvjbv e¨q bZzb g~jabx hš¿cvwZi ¯’vc‡bi AvbycvwZKnv‡ii g‡a¨B wQj| hvnv †nvK G eQ‡ii EBITDA (my`, Ki, AePq Ges µg‡kva c~e© Avq) wQj Uvt 348.87 †KvwU, hv 2013-14 A_© eQ‡i mvwe©Kfv‡e †Kv¤úvwbi cwiPvjb Kvh©µ‡gi BwZevPK aviv wb‡`©k K‡i|

evsjv‡`‡k †gvevBj f‡qm mvwf©‡mi cÖmvi †ekxifvM evRv‡iB D‡jøL‡hvM¨ cwigv‡b †ekx, GRb¨ Avgiv wek¦vm Kwi Avgv‡`i eZ©gvb MÖvnKMY‡K D™v¢ ebxgj~ K †mev cÖ`v‡bi gva¨‡gB Avgiv cÖwZ‡hvMx‡`i Zzjbvq `ªæZ evRvi e„w×‡Z mÿg n‡ev| eQi Iqvix ivR¯^ cÖe„w× 45.80%| cÖK…Zc‡ÿ ARPU e„w×‡K †MvUv 2013-14 A_© eQ‡i g‡bv‡hv‡Mi g~j †K›`ª wn‡m‡e

43 we‡ePbvq ivLv n‡qwQj hv 2014-15 eQ‡iI Ae¨vnZ _vK‡e| G wel‡q D™¢vebxg~jK VAS †mev cÖksmv cvIqvi †hvM¨| bZzb bZzb †mev cÖ`v‡b wbišiÍ wewb‡qvM Avgv‡`i AwaK EBITDA AR©‡b mnvqZv K‡i‡Q|

Avgiv AvkvKwi Z_¨ cÖhyw³ m¤úwK©Z †mev¸‡jv †Kv¤úvwbi cÖe„w×i aviv‡K Aÿzbœ ivL‡e hwÌ †hvMv‡hvM †mevi Zzjbvq Gi EBITDA GLbI Kg| Z‡e aviYv Kiv hvq Z_¨ †mev Lv‡Z cÖe„w× `ªæZ e„w× cv‡e| wnmve ewn (Books of Account) Abyhvqx Kic~e© jv‡fi cwigvb Uvt 94.19 †KvwU, hv m‡šÍvlRbK wn‡m‡e MY¨ Kiv hvq| wKš‘ ¯’vqx m¤ú‡ì Dc‡i cÖvq 115 ‡KvwU UvKvi Ki I wejw¤^Z Ki (Deferred Tax) mgš^‡qi d‡j jvf †jvKmvb wn‡m‡e †jvKmv‡bi cwigvb ùvwo‡q‡Q Uvt 20.80 †KvwU| Avkv Kiv hvq wUweGj KZ©„K wewfbœ †gqv‡ì wewb‡qvM cwiKíbv¸‡jv mdjfv‡e ev¯Íevqb Kiv †M‡j cieZ©x eQi¸‡jv‡Z Ki cieZ©x gby vdvi avivq wd‡i Avmv hv‡e|

wnmveiÿY bxwZgvjvi mwVKZv ‡Kv¤úvwb AvBb 1994 Gi weavb †gvZv‡eK cÖwZeQi †Kv¤úvwbi Avw_©K weeiYx cÖYqb †Kv¤úvwb cwiPvjKM‡Yi `vwq‡Z¡i AšÍf©~³| Dc¯’vwcZ Av‡jvwPZ eQ‡ii Avw_©K weeiYx‡Z †Kv¤úvwbi mKj e¯‘evPK welqvw`, Avw_©K Ae¯’v, cwiPvjb djvdj, A_© cÖevn Ges BKz¨BwU‡Z cwieZ©b mwVKfv‡e AšÍf©~³ Kiv n‡q‡Q| cÖ‡qvRb †gvZv‡eK hyw³m½Z I wePÿYZv wbf©i we‡ePbv I Abygv‡bi wfwË‡Z cÖYxZ †Kv¤úvwbi GB Avw_©K weeiYx cÖYq‡b h_vh_ Avw_©K bxwZgvjv AbymiY Kiv n‡q‡Q| AvšÍR©vwZK wnmve gvb`Ð (IVS) hv evsjv‡`‡k cÖ‡hvR¨ Ges mswkøó wnmve bxwZgvjv AbymiYc~e©K GB Avw_©K weeiYx cÖ¯‘Z Kiv n‡q‡Q|

¯’vqx m¤ú` †iwR÷vi ¯’vqx m¤ú` †iwR÷vi cÖ¯‘Z Kivi Rb¨ GKwU mdUIqvi †Kv¤úvwb‡K MZ Rvbyqvix 23, 2014 wLªt Zvwi‡L Kvh©v‡`k †`qv n‡q‡Q| Kvh©v‡`k Abyhvqx WvUv Gw›Uªmn mdUIqv†ii Uvª qvj fvm©vb B‡Zvg‡a¨ †Kv¤úvwb n¯ÍvšÍi K‡i‡Q| mdUIq¨viwUi cixÿv- wbixÿv Pj‡Q Ges cixÿv‡šÍ AwP‡iB eZ©gvb ERP Gi mv‡_ GwU ms‡hvRb Kiv n‡e| mgy`q Kvh©vw` m¤úbœc~e©K AvMvgx GwcÖj 2015 Gi g‡a¨B ¯’vqx m¤ú` †iwR÷viwU c~Y©v½iƒ‡c Pvjy Kiv hv‡e|

K…ZÁZv cÖKvk cwiPvjKgÐjxMY Gi mKj m¤§vwbZ MÖvnKMY‡K GKgvÎ †`kxq eªvÛ‡K Zuv‡ì cQ‡›ì ZvwjKvq ¯’vb †`qvq web¤ª kÖ×v cÖKvk Ki‡Q| †Kv¤úvwb `„pfv‡e wek¦vm K‡i †h, m¤§vwbZ MÖvnKM‡Yi Avkxe©v` I wbišÍi mnvqZv wUweGj‡K †gvevBj evRv‡i kxl© ¯’v‡b wb‡q hv‡e| cwiPvjKgÐjxMY ¯^xKvi K‡ib †h, wUweGj Kg©KZ©v/Kg©PvixMYB †Kv¤úvwbi †giæ`Ð Ges MeI© e‡U, hv‡ì D`¨g, cÖ‡Póv I Aa¨vemv‡qi d‡j †Kv¤úvwb AZ¨vaywbK I D™v¢ ebgj~ K †mev cÖ`v‡bi gva¨‡g †Kv¤úvwbi Aw¯ÍZ¡ Mfxifv‡e `„wó‡MvPi Ki‡Z mvnvh¨ K‡i‡Q|

2013-2014 A_© eQ‡i wUweGj Gi PgrKvi Ae`vb wbwðZfv‡e †Kv¤úvwbi cwiPvjKgÐjx, eë¯’vcKgÛjx, Kg©KZ©v- Kg©PvixM‡Yi mw¤§wjZ A½xKvi, msKí, `vwqZ¡‡eva I cwikÖ‡gi dmj| cwiPvjKgÐjx wek¦vm K‡ib †h, wUweGj GB wk‡íi gh©v`vc~Y© Ae¯’v‡bi w`‡K PvwjZ n‡e| cwiPvjKgÐjxMY wUweGj Gi Ici Zvu‡ì Av¯’v I wek¦vm ¯’vc‡bi Rb¨ Gi †kqvi-†nvìvi, MÖvnK, eëmvq Askx`vi, Dc‡hvM †mev`vbKvix, A_© †hvMvb`vi†ì cÖwZ we‡kl K…ZÁZv cÖKvk Ki‡Q| †evW © WvK, †Uwj‡hvMv‡hvM I Z_¨cÖhyw³ gš¿Yvjq, A_© gšY¿ vjq, evsjv‡`k †Uwj‡hvMv‡hvM wbqš¿Y Kwgkb, Avi‡RGmwm, wewUwmGj, weGmwmwmGj, Ab¨vb¨ †÷K‡nvìvi, †fÛi, Askx`vi Ges Ab¨vb¨ miKvix cÖwZôv‡bi mvnvh¨ I mn‡hvMxZv‡K Mfxifv‡e ¯^xKvi Ki‡Q|

‡evW© mfvi cwiPvjKgÐjxi c‡ÿ-

(মাঃ ফয়র রহমান চৗরী চয়ারান, টিলটক বাংলােদশ িলিমেটড ও সিচব, ডাক ও টিলেযাগােযাগ িবভাগ

Auditor’s Report 45

to the shareholders of Teletalk Bangladesh Ltd.

We have audited the accompanying financial statements of Teletalk Bangladesh Ltd. (TBL), which comprise the statement of financial position as at 30 June 2014, and the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Financial Statements

Management of TBL is responsible for the preparation and fair representation of these financial statements in accordance with Bangladesh Financial Reporting Standards (BFRSs), and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Bangladesh Standards on Auditing (BSA). Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion.

Basis for Qualified Opinion

The carrying amount of property, plant and equipment, as reported in the statement of financial position is Taka 20,035,981,483. The Company does not maintain proper register for property, plant and equipment. The Company did not conduct any physical verification of its property, plant and equipment as at 30 June 2014 or any time during the period under audit. There was no other practicable alternative auditing procedure that we could apply to authenticate the physical existence as well as the value thereof as on 30 June 2014. Bangladesh Accounting Standard (BAS 36) requires impairment test of property, plant and equipment and necessary disclosure in this regard. The Company has no laid down policy and procedure in regard to impairment test, and

no such test was carried out. As referred to note # 12.01 the assignment for preparation of fixed asset register is under process.

Qualified Opinion

In our opinion, except for the effects of the matters described in the Basis for Qualified Opinion paragraph, the financial statements give a true and fair view of the financial position of Teletalk Bangladesh Ltd. as at 30 June 2014, and of its financial performance and its cash flows for the year then ended in accordance with Bangladesh Financial Reporting Standards.

Emphasis of Matters

Without modifying our report, we draw attention to Note # 43.1 and Note # 43.2 to the financial statements, where management explains the circumstances of writ petitions regarding issue of operating license from BTRC; VAT and Supplementary Duty on SIM card; and claim of BTBA & Opex Telecom Limited and management’s position on the same. We also draw attention to Note # 44 to the financial statements, where details have been disclosed about (i) nonpayment of VAT on spectrum charge paid to BTRC; (ii) for not maintaining any ageing schedule for capital work- in-progress; and (iii) for not maintaining any agreement for 3G license. There might be adverse impact in the financial position for above items.

Report on Other Legal and Regulatory Requirements

We also report that:

(a) we have obtained all the material information and explanations which to the best of our knowledge and belief were necessary for the purposes of our audit and made due verification thereof;

(b) in our opinion, books of account as required by law have been kept by the company so far as it appeared from our examination of those books;

(c) the company’s statement of financial position and statement of comprehensive income dealt with by the report are in agreement with the books of account and returns; and

(d) the expenditure incurred was for the purposes of the company’s business.

Dated, Dhaka ACNABIN Chartered Accountants

Teletalk Bangladesh Limited Statement of Financial Position as at 30 June 2014

(Amount in Taka) Notes 30.06.14 30.06.13 Source of fund Shareholders' equity Share capital 5 6,438,661,000 6,438,661,000 Accumulated loss 6 (3,998,434,179) (3,789,794,942) 2,440,226,821 2,648,866,058 Long term liabilities Share money deposit 7 6,113,652,340 4,846,032,694 Loan from GoB under 3G- Project 8 7,638,710,467 6,443,567,493 Deposits from subscribers, dealers and agents 9 118,538,286 117,109,523 Term Loan from Bank 10 1,231,756,260 2,105,240,934 Deferred tax liabilities 11 2,465,253,780 1,344,504,300 17,567,911,133 14,856,454,944 20,008,137,954 17,505,321,002 Application of fund Property, plant and equipment 12 Cost 28,423,849,244 21,648,225,040 Less: Accumulated depreciation 8,387,867,761 7,237,031,324 20,035,981,483 14,411,193,716 Capital work-in-progress 13 2,849,431,922 5,021,263,691 Intangible assets- software 14 16,300,178,648 40,492,195 Deferred expenses 15 234,500 12,214,383

Current assets and advances Inventories 16 142,066,648 63,227,449 Sundry debtors 17 817,537,580 821,511,380 Advances, deposits and prepayments 18 350,593,150 306,474,670 Advance income tax 19 139,742,604 99,428,777 Accrued interest against fixed deposit receipts 10,571,659 19,094,171 Cash and cash equivalents 20 2,587,460,438 1,587,630,201 4,047,972,079 2,897,366,648 Current liabilities and provisions Payable to BTRC 21 17,103,503,276 613,045,025 Loan from GoB under 3G- Project (Current Due) 8 2,050,041,333 911,372,067 Provision for income tax 100,422,850 70,817,435 Security deposits from suppliers 129,562,237 97,041,503 Payable for Workers Profit Participation Fund 100,483,639 50,919,658 Unearned revenue 22 968,424,130 482,821,176 Sundry creditors 23 2,773,223,214 2,651,192,767 23,225,660,679 4,877,209,631 Net current assets (19,177,688,600) (1,979,842,983) 20,008,137,954 17,505,321,002

These financial statements should be read in conjunction with the annexed notes.

______General Manager (F&A) Managing Director Director Director

As per our report of same date.

______Dated, Dhaka ACNABIN Chartered Accountants

Teletalk Bangladesh Limited Statement of Comprehensive Income for the year ended 30 June 2014

(Amount in Taka) Notes2013-14 2012-13 Revenue Network revenue 24 8,893,918,194 6,263,758,653 Hardware revenue 25 609,984,881 309,225,975 Backbone revenue 26 185,739,185 157,643,289 9,689,642,260 6,730,627,917 Less: Operating expenses Direct cost of network revenue 27 2,929,798,891 1,944,574,214 Direct cost of hardware revenue 28 927,363,205 711,971,283 3,857,162,096 2,656,545,497 Gross profit 5,832,480,164 4,074,082,420 Less: Other operating expenses: Network operation and maintenance expenses29 774,091,061 669,695,539 General and administrative expenses 30 459,740,243 394,022,382 Selling and distribution expenses 31 890,768,069 792,473,685 Expenditure for 3G Project 32 360,313,041 251,841,155 Provision for bad & doubtful debts 17 - 21,824,758 Depreciation and amortization 33 2,047,004,860 779,625,673 4,531,917,274 2,909,483,192 Operating Profit 1,300,562,890 1,164,599,228

Non-operating income/(expenses) 34 (500,070,297) (192,439,748) Other income/(expenses) 35 190,787,047 46,233,674 (309,283,250) (146,206,074)

Net profit before WPF & Tax 991,279,640 1,018,393,154

Less: Worker Profit Participation Fund 49,563,982 50,919,658

Net profit before Tax 941,715,658 967,473,496

Less: Income tax (expense) / income Current tax 36 (29,605,415) (34,363,763) Deferred tax income/ (expense) 36 (1,120,749,480) (469,265,490) (1,150,354,895) (503,629,253) Net Profit/(loss) after tax (208,639,237) 463,844,243

Earnings per share of Taka 10.00 each 37 (0.32) 0.72

These financial statements should be read in conjunction with the annexed notes.

______General Manager (F & A) Managing Director Director Director

As per our report of same date.

______Dated, Dhaka ACNABIN Chartered Accountants

Teletalk Bangladesh Limited Statement of Changes in Equity for the year ended 30 June 2014

(Amount in Taka) Particulars Share capital Accumulated loss Total

Opening balance as at 1 July 2007 22,000 (1,173,794,047) (1,173,772,047) Net loss for the year - (1,626,534,312) (1,626,534,312) Issuance of share capital 6,438,639,000 - 6,438,639,000 Closing balance as at 30 June 2008 6,438,661,000 (2,800,328,359) 3,638,332,641 Net loss for the year - (1,099,606,661) (1,099,606,661) Closing balance as at 30 June 2009 6,438,661,000 (3,899,935,020) 2,538,725,980 Net loss for the year - (288,944,597) (288,944,597) Closing balance as at 30 June 2010 6,438,661,000 (4,188,879,617) 2,249,781,383 Net profit for the year - 110,276,784 110,276,784 Closing balance as at 30 June 2011 6,438,661,000 (4,078,602,833) 2,360,058,167 Net loss for the year - (175,036,354) (175,036,354) Closing balance as at 30 June 2012 6,438,661,000 (4,253,639,187) 2,185,021,813 Net profit for the year - 463,844,243 463,844,243 Closing balance as at 30 June 2013 6,438,661,000 (3,789,794,944) 2,648,866,056 Net profit for the year - (208,639,237) (208,639,237) Closing balance as at 30 June 2014 6,438,661,000 (3,998,434,180) 2,440,226,820

______General Manager (F & A) Managing Director Director Director

Teletalk Bangladesh Limited Statement of Cash Flows for the year ended 30 June 2014

(Amount in Taka)

2013-14 2012-13

A. Cash flows from operating activities

Network revenue 9,400,835,489 6,487,611,349 Hardware revenue 609,984,881 309,225,975 Backbone revenue 168,398,644 128,841,880 Non-operating income 176,166,246 119,517,012 Other income 2,663,311 22,607,691 Deposits from subscribers, dealers and agents 1,428,763 3,258,795 Security deposits from suppliers 32,520,734 35,970,201 Direct cost of network revenue (3,399,345,585) (1,981,742,229) Direct cost of hardware revenue (1,006,202,404) (736,088,496) Network operation and maintenance expenses (774,091,061) (669,695,539) General and administrative expenses (65,698,327) (813,229,120) Selling and distribution expenses (890,768,069) (792,473,685) Expenditure for 3G Project (360,313,041) (251,841,155) Non-operating expenses (676,236,544) (311,956,760) Accrued interest against fixed deposit 8,522,512 (13,810,202) Other expenses 7,738,083 23,625,983 Tax expenses (40,313,827) (48,026,144) Net cash generated from operating activities 3,195,289,806 1,511,795,557

B. Cash flows from investing activities

Purchase of Asset (333,632,793) (588,559,346) Capital Work in Progress (CWIP)* (3,414,630,177) (4,907,963,319) Intangible assets (17,143,875,000) - Net cash used in investing activities (20,892,137,969) (5,496,522,665)

C. Cash flows from Financing Activities

Term Loan from Bank (873,484,674) 867,321,405 Advance against equity from Gob under 3G Project 1,267,619,646 1,960,392,204 Frequency charges for 3G 16,643,875,000 - Loan from GoB under 3G Project* 1,658,668,428 1,870,600,318 Net cash generated from financing activities 18,696,678,400 4,698,313,927

Net cash flows (A+B+C) 999,830,237 713,586,819 Cash and cash equivalents at the beginning of the year 1,587,630,201 874,043,382 Cash and cash equivalents at the end to the year 2,587,460,438 1,587,630,201

* In FY 2012-13 Capital Work in Progress (CWIP) was overstated by Taka 794,523,516 and Loan from GoB under 3G Project was understated by the same amount erroneously which were corrected in this report.

(0.07) (0.02)

______General Manager (F & A) Managing Director Director Director Teletalk Bangladesh Limited 51

Notes to the Financial Statements for the year ended 30 June 2014 1. Background

Teletalk Bangladesh Limited (hereinafter referred to as the “Company”) was incorporated as a public limited company on 26 December 2004 with an authorized capital of BDT 20,000,000,000 divided into 20,000,000 ordinary shares of BDT 1,000 each. The Company obtained the Certificate of Commencement of Business from the Registrar of Joint Stock Companies and Firms on the same day. The Company is wholly owned by the Government of the People’s Republic of Bangladesh and represented by various ministries and Bangladesh Telegraph & Telephone Board (BTTB) presently BTCL.

The Executive Committee of the National Economic Council (“ECNEC”) of the Government of the People’s Republic of Bangladesh decided to form a separate public limited company in the public sector for implementation and operation of the Project named “10 (Ten) Lakh T&T Mobile Telephone Project (1st Phase-2.5 Lakh)” and decided that BTTB presently BTCL should implement the Project and commercial operation be carried out by a public limited company to be formed and later on after completion of the Project, the assets out of this process would be transferred to the company.

2. Nature of business

The principle activities of the Company are to promote and develop telecommunication and ancillary services, to promote and undertake programs or activities to extend wireless and cellular mobile telephone services, to enable the people to resell telephone services on a commercial basis and also to develop a network that would meet the telecommunication needs of the subscribers and to provide access to similar services at a most competitive price.

The Cellular Mobile Phone Operator License was issued by the Bangladesh Telecommunication Regulatory Commission (“BTRC”) on 1st September, 2004 valid for a period of 15 years, which is renewable upon fulfillment of certain terms and conditions mentioned therein. The license was initially issued in the name of BTTB (currently BTCL) and subsequently transferred in favor of the Company on 16th March 2005 with effect from 1st September 2004.

3. Significant accounting policies

3.1 Basis of accounting

The financial statements have been prepared on going concern basis under the historical cost convention on Generally Accepted Accounting Principles in accordance with Bangladesh Financial Reporting Standards (BFRSs) and Bangladesh Accounting Standards (BASs), Companies Act, 1994 and other applicable laws and regulations.

3.2 Recognition of property, plant and equipment

All property, plant and equipment are stated at cost less accumulated depreciation. Cost includes expenditure directly attributable to the acquisition and installation of the assets. Any repairs and maintenance expenses are charged to the income statement during the period when these are incurred.

3.3 Going concern review

The company has been experiencing operating losses during last few years (except 2010- 11), working capital deficiencies and adverse key financial ratios. However, the management has reviewed the 5 years business plan introducing 3G and expansion of 52

2.5G network. It is anticipated that as a result of introduction of above-noted new technology and strengthening the marketing efforts for increasing subscribers, the operating performance of the Company will improve significantly in the years to come. In such a scenario, the Company does not anticipate any adverse situation that may affect the going concern status of the Company.

3.4 Capital work-in-progress

Capital work-in-process consists of acquisition cost of network plant and machinery and capital components and related installation cost till the date of use in network service. In case of import of components, capital work in progress is recognized when their shipment is confirmed by the supplier.

3.5 Depreciation of property, plant and equipment

Depreciation on all fixed asset and floating assets, including plant and equipment, has been charged on straight-line method considering the economic and technical lives of the same. Monthly depreciation is charged on assets during the month of acquisition irrespective of their date of acquisition and no depreciation will be charged on assets during the month of disposal.

Depreciation rates used are as follows:

Name of the Assets Rate Base Station 5% Switching equipment 10% Transmission equipment 10% Office equipment 10% Furniture & fixture 10% Computers 15% Transport vehicles 15%

3.6 Intangible assets

Intangible assets are stated at cost less accumulated amortization using the straight-line method. Intangible assets include cost of acquisition of operating software, accounting & inventory software and 3G License. All intangible assets, other than license, are being amortized over a period of three years from the year of acquisition irrespective of its date of acquisition and no amortization will be charged on assets during the year of disposal.

Amortization on License fee is being charged monthly over their useful life. Monthly amortization is charged on License fee during the month of acquisition irrespective of their date of acquisition and no depreciation will be charged on assets during the month of disposal.

3.7 Deferred expenses and accumulated amortization

Deferred expenses representing project implementation cost, documentation fees and training expenses has been charged in these financial statements with to write off in 4 years commencing from the year of incurrence of such expenses.

3.8 Inventories

Inventories consist of SIM cards, scratch cards & cash cards. Those are measured at lower of cost and net realizable value. Cost is determined using weighted average method.

3.9 Stock of service handsets for employees 53

Stock of service handsets for employees is valued at original cost. These are charged to expenses at the time of issue for employees.

3.10 Sundry debtors

Sundry debtors consist of receivable from distributors, dealers, inter-operators and unrealized bills for network revenue which are recognized at the balance sheet date. However, proper age analysis of all debts is being done and the unrealized bills are never allowed to exceed the respective security deposit.

Specific provisions for debtors are made in the financial statements in the following ways:

Debtors Age (Year) Provision Rate Up to 1 Year 0% More than 1 Year to 2 15% Years More than 2 Years to 3 50% Years Above 3 Years 100%

3.11 Taxation

Income tax expenses comprise current and deferred taxes. Income tax expenses are recognized in profit or loss except to the extent that it relates to items recognized directly in equity, in which case it is recognized in equity.

Current Tax

Current tax is the expected tax payable on the taxable income for the period, using tax rates enacted or substantively enacted at the reporting date, and any adjustment to tax payable in respect of previous periods. The tax rate used for the reporting periods is as follows:

Year Tax rate 2012-13 0.5% (As per sec-16CCC of Income Tax Ordinance-1984) 2013-14 0.3% (As per sec-16CCC of Income Tax Ordinance-1984)

Deferred Tax

Deferred tax is recognized in compliance with IAS/BAS 12: Income Taxes, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and amounts used for taxation purposes. Deferred tax is measured at the tax rates that are expected to be applied to the temporary differences when they reverse, based on the laws that have been enacted or substantively enacted by the date of statement of financial position. Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they relate to income taxes levied by the same tax authority on the same taxable entity.

A deferred tax asset is recognised to the extent that it is probable that future taxable profits will be available against which the deductible temporary difference can be utilised. Deferred tax assets are reviewed at each date of statement of financial position and are reduced to the extent that it is no longer probable that the related tax benefit will be realised.

3.12 Foreign currency transactions

Transactions in foreign currencies are converted into equivalent Taka applying the ruling rate at the date of such transactions. Assets and liabilities outstanding at 30 June 2014 denominated in foreign currencies have been translated into Taka at the rates ruling on the Balance Sheet date.

3.13 Revenue recognition

Network revenue

Network revenue consists of airtime, interconnection and roaming revenue. Airtime revenue includes prepaid and post paid network revenue.

Prepaid network revenue

Prepaid network revenue is recognized (exclusive of VAT) as per actual usage of prepaid/ scratch cards and telecharge recorded in the network. The unused portion of the prepaid cards and telecharge remains as unearned revenue and recognized as liability of the Company.

Postpaid revenue

Postpaid network revenue is recognized on accrual basis and recorded as income (exclusive of VAT) on delivery of the bill to subscribers on a monthly basis.

Interconnection revenue

Interconnection revenue consists of charges imposed to other cellular operators for receiving calls from their subscribers’ cellular numbers. These are recognized as per invoices raised on a monthly basis.

Roaming revenue

Roaming revenue consists of charges imposed to other cellular operators outside Bangladesh for using the network of the company in the country. It is recognized as per invoices raised on a monthly basis.

Backbone revenue

Backbone revenue includes charges imposed to different parties for using the Company’s network facilities and is recognized on the basis of issuance of invoice.

Hardware revenue

Handsets revenue is recognized at the time of sale of subscribers’ set.

Connection revenue

Connection revenue is recognized as income when SIM cards are sold and delivered to the dealers/subscribers.

SIM replacement revenue

This represents charges realized from subscribers in case of replacement of new SIM cards and recognized as income when received.

Customer support revenue

The amount of charges received from subscribers for rendering various services provided to them, and it is recognized on collection basis.

3.14 Employees’ benefit plan

The company has established gratuity scheme and provident fund effective from 01 July 2014. However, the officers on lien from BTTB (currently BTCL), although drawing monthly salary & allowances and other benefits (other than gratuity scheme and provident fund) from TBL, are continuing with the provident fund of BTCL, as per terms of the memo issued by the Ministry of Posts & Telecommunications. No provision for such accrued liabilities for termination benefit to employees from BTTB has been made in these financial statements in absence of any agreement with BTCL.

Again the company has established Workers’ Profit Participation Fund effective from FY 2012-2013 where 5% of net profit is transferred to this fund.

3.15 Events after the reporting period

Events after the reporting period that provide additional information about the company's position at the balance sheet date or those that indicate the going concern assumption is not appropriate are reflected in the financial statements. Events after the reporting period that are not adjusting events are disclosed in the notes when material.

4. General

i) Previous year’s figures have been rearranged, wherever considered necessary, to conform with current year’s presentation, and

ii) These financial statements are presented in Bangladesh Taka (Taka/Tk/BDT) which is both functional currency and presentation currency of the Company. The amounts in these financial statements have been rounded off to the nearest Taka.

(Amount in Taka) 30.06.14 30.06.13

5 Authorized Share Capital 2,000,000,000 ordinary shares of Taka 10 each 20,000,000,000 20,000,000,000

Issued and paid up share capital 643,866,100 ordinary shares of Taka 10 each fully paid up 6,438,661,000 6,438,661,000

5.1 Composition of shareholdings 30 June 2014

Representation Name of shareholdersNationality No. of shares Value in Taka from 1 Ministry of Post & Telecommunications Bangladeshi 643,864,300 6,438,643,000 2 Md. Abubakar Siddique MOPT Bangladeshi 200 2,000 3 Kamal Uddin Ahmed ICTD, MoPT & IT Bangladeshi 200 2,000 4 Mamataz-Ala-Shakoor Ahmed MoF Bangladeshi 200 2,000 5 Sayed Ahmed MOLJPA Bangladeshi 200 2,000 6 M. Rafiqul Islam MOPT Bangladeshi 200 2,000 7 Brigadier General Abdullah-Al-Azhar PSC BD ArmyBangladeshi 200 2,000 8 Mrs. Monowara Hakim Ali FBCCI Bangladeshi 200 2,000 9 Mahfuz Uddin Ahmed BTCL Bangladeshi 200 2,000 10 Gias Uddin Ahmed Teletalk Bangladeshi 200 2,000 643,866,100 6,438,661,000

5.2 A distribution schedule of the shares as at 30 June 2014 is given below as required by listing regulations:

Slabs by number of shares Number of shareholders Number of shares % of shareholdings 1 to 500 9 1,800 0.0003% Above 1,000,000 1 643,864,300 99.9997% 643,866,100 100.0000%

5.3 As per the notification dated 5 May 2010 issued by Bangladesh Securities and Exchange Commission (BSEC), a public limited company, whose paid up capital exceeds Taka 50 crore shall adhere to issue the general public at least 30% of the amount and the Company has been contemplating to issue shares to general public. 6 Accumulated loss Opening balance (3,789,794,942) (4,253,639,187) Add: Net profit/(loss)for the year (208,639,237) 463,844,243 (3,998,434,179) (3,789,794,942)

7 Share money deposit Opening balance 4,846,032,694 2,885,640,490 Add: During the year 1,267,619,646 1,960,392,204 6,113,652,340 4,846,032,694

Note: This represents money receipt from GoB against 3G project as equity as per Subsidiary Loan Agreement (SLA) which is 40% of loan amount (principal only) received from China Exim Bank as on 30

8 Loan from GoB under 3G- Project

Loan from GoB 9,170,478,510 7,269,049,041 Foreign Exchange loss/ (gain) on foreign loan (315,139,336) (293,022,497) Interest on Loan payable on foreign loan 833,412,626 378,913,016 9,688,751,800 7,354,939,560 Less: payable within next 12 month 2,050,041,333 911,372,067 7,638,710,467 6,443,567,493

(Amount in Taka) 30.06.14 30.06.13 9 Deposits from subscribers, dealers and agents

Deposits from PCO subscribers 97,675,873 97,675,873 Deposits from postpaid subscribers 3,107,291 3,059,906 Deposits from dealers and distributors 17,755,122 16,373,744 118,538,286 117,109,523

10 Term Loan from Bank

Loan From Bank Asia Ltd. 207,081,765 1,143,765,378 Loan From Trust Bank Ltd. 1,024,674,495 961,475,556 1,231,756,260 2,105,240,934

Movement of above loan is as follows:

Opening Balance 2,105,240,934 1,237,919,529 Add: Loan received during the year 350,243,609 973,559,913 2,455,484,543 2,211,479,442 Less: Repayment during the year 1,223,728,283 106,238,508 1,231,756,260 2,105,240,934

11 Deferred tax liabilities

Deferred tax liabilities have been recognized in accordance with the provision of BAS 12 based on the difference in carrying amount of assets/liabilities and its tax base. Related tax (expense) / income has been disclosed in note 36. Deferred tax liabilities is arrived at as follows: Carrying amount on Taxable balance sheet temporary date Tax base difference Year ended 30 June 2014 Taka Taka Taka Property, plant and equipment 20,035,981,483 14,557,639,751 5,478,341,732 Applicable tax rate 45% Deferred tax liability as on 30 June 2014 2,465,253,780 Deferred tax liability as on 30 June 2013 1,344,504,300 Deferred tax expense for the year ended 30 June 2014 (1,120,749,480)

Year ended 30 June 2013 Property, plant and equipment 14,411,193,716 11,423,406,384 2,987,787,332 Applicable tax rate 45% Deferred tax liability as on 30 June 2013 1,344,504,300 Deferred tax liability as on 30 June 2012 875,238,810 Deferred tax expense for the year ended 30 June 2013 (469,265,490)

In calculating deferred tax, the difference of carrying amount of assets as tax base vis-à-vis accounting base has been considered. However, estimated tax loss in calculating deferred tax has not been considered. Not to account for deferred tax assets and income in compliance with para-29 of BAS-12 has not been considered as prudent practice.

WDV 30 June 2013June30

(Amount in Taka) in (Amount WDV 302014June 12,745,345,787 931,850,293 476,764,828 125,123,857 33,942,387 52,972,495 45,194,068 14,411,193,716 Balance 30 June 201430 June 18,546,623,226 799,134,455 416,202,917 155,600,183 33,398,069 49,502,968 35,519,665 20,035,981,483 14,411,193,716 Charged during the year year the during 5,391,353,710 1,313,884,209 1,407,021,548 112,161,927 47,131,132 50,634,705 65,680,529 8,387,867,761 7,237,031,324 Balance 1 July 2013 July 1 860,729,901 158,050,837 81,826,301 22,806,741 4,584,686 12,761,562 10,076,404 1,150,836,430 705,385,998 Balance 302014 June 4,530,623,820 1,155,833,368 1,325,195,247 89,355,182 42,546,438 37,873,143 55,604,127 7,237,031,324 6,531,645,326 C o s t D e p r e c i a t i o n o i t a ci e r ep D t s oC Addition during the year year the during 23,937,976,936 2,113,018,664 1,823,224,465 267,762,110 80,529,202 100,137,672 101,200,195 28,423,849,244 21,648,225,040 Balance 1 July 2013 July 1 6,662,007,329 25,335,003 21,264,390 53,283,071 4,040,377 9,292,034 402,000 6,775,624,204 10,012,417,099 Name of assets of Name aesain17,275,969,607 2,087,683,661 214,479,039 90,845,638 Basestation 1,801,960,075 equipment 76,488,825 Switching 100,798,195equipment Transmission Officeequipment fixtures and Furniture 21,648,225,040 Computers 11,635,807,941 vehicles Motor 2014 30June Total 2013 30June Total *** A work order was issued dated 23 January 2014 regarding preparation of the 'Asset Register, Tagging and Software Solution of Teletalk Bangladesh Limited' to a consultant, the the consultant, a to Limited' Bangladesh Teletalk of Solution Software and Tagging Register, 'Asset the of preparation 23January2014 regarding dated issued was order Awork *** year the endedJune2014.30 for Statement Financial of date reporting the till completed be not could assignment 12 Property, plant and equipment and plant Property, 12 12.01

(Amount in Taka) 30.06.14 30.06.13 13 Capital work-in-progress

Opening balance 5,021,263,691 8,656,744,090 Add: Addition during the year 18,602,742 198,456,630 Add: Capital work-in-progress (Under 3G Project) 4,251,556,900 5,589,920,724 Less: Capitalized during the year (Base Station) (6,420,472,056) (8,427,086,180) Less: Capitalized during the year TBL (Switching & Transmission equipment) (21,519,355) (996,771,573) 2,849,431,922 5,021,263,691

14 Intangible assets- software

Cost Opening balance 636,468,509 636,468,509 Add: Addition during the year 17,143,875,000 - 17,780,343,509 636,468,509 Less: Accumulated amortization Opening balance 595,976,314 533,871,747 Amortized during the year 884,188,547 62,104,567 1,480,164,861 595,976,314 16,300,178,648 40,492,195

15 Deferred expenses

Cost: Opening balance 614,432,248 614,432,248 Add: Addition during the year - - 614,432,248 614,432,248 Less: Accumulated amortization: Opening balance 602,217,865 590,082,758 Amortized during the year 11,979,883 12,135,107 614,197,748 602,217,865 234,500 12,214,383

16 Inventories

SIM cards 39,809,085 40,327,723 Scratch cards 41,542,241 18,107,237 Cash cards 693,364 693,364 Dongle/Router 60,021,958 4,099,125 142,066,648 63,227,449

17 Sundry debtors

Monthly telephone bills 179,023,280 174,088,052 Receivable from interconnection charges 701,949,957 728,805,452 Receivable from dealers and distributors 84,530,406 84,097,856 Receivable from roaming operators 2,825,406 2,652,030 Receivable for Backbone revenue 68,099,778 50,759,237 1,036,428,827 1,040,402,627 Less: Provision for bad & doubtful debts Opening balance 218,891,247 197,066,489 Add: Provision made during the year - 21,824,758 218,891,247 218,891,247 817,537,580 821,511,380

(Amount in Taka) 30.06.14 30.06.13 18 Advances, deposits and prepayments Advances Advance against expenses 13,123,135 11,987,204 Advance paid to various suppliers 13,637,757 27,676,482 Advance to staff 2,000 2,000 Advance to PBTL Optical Fiber 186,917,075 201,295,311 Advance to staff against petty cash 1,892,348 244,533 215,572,315 241,205,531 Deposits Security deposit to DESCO & PDB- for electricity 16,500 16,500 Security deposit to T & T - for telephone 54,800 54,800 71,300 71,300 Prepayments

Office rent 6,998,394 21,813,777 BTS rent 127,951,141 43,384,062 134,949,535 65,197,839 350,593,150 306,474,670

19 Advance income tax

Advance Company Tax 15,301,216 10,042,652 Deducted at sources by bank & others - against interest from short term deposits 11,389,277 7,858,055 - against interest from fixed deposits 66,184,932 50,923,100 - against others 46,867,179 30,604,970 124,441,388 89,386,125 139,742,604 99,428,777

20 Cash and cash equivalents Cash in hand 46,355,411 5,203,480 Cash in hand under 3G Project 157,171 23,380 46,512,582 5,226,860 Cash at Bank Citibank N. A. 132,810 132,810 The City Bank Limited 58,157,853 21,688,699 Agrani Bank Limited 22,922,103 - Dhaka Bank Limited 54,092,652 6,885,567 Dutch Bangla Bank Limited 14,628,800 16,107,089 Eastern Bank Limited 207,246 207,246 BASIC Bank Limited 12,887,921 (4,748,225) Bank Asia Limited 8,423,265 15,685,038 The Hong Kong and Shanghai Banking Corporation Limited 9,665,489 (8,035,051) IFIC Bank Limited 77,652,766 12,191,395 Prime Bank Limited 246,727,317 139,077,021 Sonali Bank Limited 592 592 Janata Bank Limited 31,974,308 8,783,363 Southeast Bank Limited 174,711 146,281 Pubali Bank Limited 6,957 6,957 Trust Bank Limited 340,096,500 52,525,100 Pay Order in Transit 19,499,370 19,496,870 Cash in Transit 2,419,252 5,076,068 National Bank of Abu Dhabi, Main Branch, Abu Dhabi 254,752 43,103 899,924,662 285,269,922 Cash at Bank under 3G Project Basic Bank 4,208,333 33,232,161 Bank Asia 26,099,741 26,491,960 30,308,074 59,724,121 FDR (Note 20.1) 1,610,715,120 1,237,409,298 2,587,460,438 1,587,630,201

(Amount in Taka) 30.06.14 30.06.13 20.1 Fixed Deposit Receipts (FDR) Prime Bank Ltd - 240,263,820 City bank Ltd - 3,382,795 Dhaka Bank Ltd 244,725,000 156,671,820 First Security Bank Ltd 450,000,000 23,991,690 IFIC Bank Ltd - 50,000,000 Basic Bank 870,069,630 651,577,947 Janata Bank Ltd 45,920,490 91,521,226 Pubali Bank - 20,000,000 1,610,715,120 1,237,409,298

21 Payable to BTRC

Frequency charges for 2G 50,243,357 30,485,670 Frequency charges for 3G 16,643,875,000 - Revenue sharing charges 271,110,696 512,244,624 Revenue sharing for SoF 138,274,223 70,314,732 17,103,503,276 613,045,025

22 Unearned revenue

Scratch cards 54,982,739 28,295,088 TBPS 30,210,720 - Tele charges 883,230,671 454,526,088 968,424,130 482,821,176

23 Sundry creditors

Outstanding electricity bills & others 579,718,680 28,640,835 Audit fee payable 460,000 230,000 VAT current account (note- 23.1) (58,993,335) 44,909,725 Tax & VAT deducted at source 156,067,315 131,229,960 Payable to suppliers 523,194,221 1,055,476,359 Interconnection charge payable 1,493,942,878 1,277,790,690 Payable to roaming operators 42,572,746 44,611,856 Commission payable - 34,223,266 Provision for office rent 1,618,606 6,077,143 Advance against DMB 34,642,103 28,002,934 2,773,223,214 2,651,192,767

23.1 VAT current account

VAT on airtime revenue 66,050,771 71,123,108 SD & VAT on SIM payable 65,523,395 145,049,577 Adjustable VAT on interconnection bill (190,567,500) (171,262,959) (58,993,335) 44,909,725

2013-14 2012-13 24 Network revenue

Traffic revenue 8,746,505,162 6,129,609,088 Interconnection revenue 145,944,493 131,228,882 Roaming revenue 1,468,539 2,920,682 8,893,918,194 6,263,758,653

25 Hardware revenue

Sale of SIM cards 453,040,863 204,714,311 CR Modem 119,842,300 87,978,800 Additional Hardware Revenue 474,268 777,164 CR Router 26,931,800 - Replacement of SIM cards 9,629,150 15,693,650 Customers support revenue 66,500 62,050 609,984,881 309,225,975

(Amount in Taka) 2013-14 2012-13 30 General and administrative expenses

Salary and allowances 278,855,531 241,940,236 Managing Director's remuneration 1,673,267 1,976,000 Printing and stationery 29,388,539 21,978,096 Repair and maintenance expenses 16,655,406 15,338,027 Office rent 39,092,182 21,679,309 Car rental expenses 18,343,974 16,511,527 Telephone, fax and e-mail 126,934 223,465 Distribution of hand sets 2,457,075 4,447,614 Travelling expenses 6,373,260 7,177,864 Security guard and cleaning hire expenses 23,369,750 17,005,608 Utilities 3,114,730 2,053,936 Entertainment 1,293,668 1,286,896 Legal and professional fees 856,282 1,008,180 Office expenses 3,651,441 3,109,946 Board meeting fees 655,000 915,150 Audit fee (including VAT) 230,000 230,000 Membership fee & subscriptions 1,558,610 2,324,745 Fuel & lubricant 26,365,537 28,780,431 GSM Association fee 2,123,195 1,924,733 Employee training expenses 1,310,505 2,126,684 Recruiting expenses 15,000 872,389 Postage & courier 1,652,641 487,387 Miscellaneous expenses 577,717 624,160 459,740,243 394,022,382

31 Selling and distribution expenses

Advertisement 155,742,559 227,793,467 Business promotion 13,884,091 29,216,143 Sales commission 721,141,419 535,464,075 890,768,069 792,473,685

32 Expenditure for 3G Project

TA Bill 3,331,494 2,441,502 Office Rent 2,671,966 2,584,016 BTS Rent 62,576,319 93,557,200 Maintenance 221,181,882 99,590,239 Electricity 2,146,195 381,559 Fuel & Lubricant 4,833,933 3,625,247 Bank Charge 94,341 21,588 Site Survey & Relocation 60,077,003 46,694,672 Stationary 1,186,911 860,542 Entertainment 386,515 296,459 Salary of Casual Staff 1,826,482 1,788,131 360,313,041 251,841,155

33 Depreciation and amortization

Depreciation on Property, plant and equipment (note - 12) 1,150,836,430 705,385,998 Amortization on intangible assets 884,188,547 62,104,567 Amortization on deferred expenses 11,979,883 12,135,107 2,047,004,860 779,625,673

34 Non-operating income / (expenses)

Interest on fixed deposits 144,105,469 107,986,934 Interest on short term deposit 32,060,777 11,530,078 Default interest provision for BTRC (24,212,213) (36,552,770) Interest, Bank charges & commission (652,024,331) (275,403,990) (500,070,297) (192,439,748)

(Amount in Taka) 2013-14 2012-13 35 Other income/(expenses)

Sale of tender document 253,000 10,357,490 Foreign Exchange Gain 7,738,083 23,625,983 Foreign Exchange Gain - 3G 180,385,653 - Miscellaneous income (290,163) 2,530,089 Other Income from 3G Project (35.1) 2,700,474 9,720,112 190,787,047 46,233,674

35.1 Other Income from 3G Project Schedule sale - 66,000 Interest Income 2,700,474 9,654,112 2,700,474 9,720,112

36 Income tax (expenses)/income

Current tax (29,605,415) (34,363,763) Deferred tax (expenses)/income (note-11) (1,120,749,480) (469,265,490) 1,150,354,895 (503,629,253)

37 Earnings Per Share

Basic earnings per share

Profit attributable to the ordinary shareholders-A (208,639,237) 463,844,243 Weighted average number of shares outstanding-B 643,866,100 643,866,100 Basic earnings per share-A/B (0.32) 0.72

Diluted earning per share

No diluted earnings per share is required to be calculated for the year as there was no scope for dilution during the year under review.

38 Related Party Transactions

The Company has no related party transactions as per BAS-24 except those made with its managing director, which have already been disclosed under note # 30 in the accompanying financial statements.

39 Particulars of employees

The number of employees engaged for the year ended 30 June 2014 or part thereof who received a total salary of Taka 36,000 per annum and above was 488 persons (30 June 2013: 488 persons).

40 Subscriber-base 2013-14 2012-13 No. of Attainment No. of Attainment Subscribers in % Subscribers in %

Present capacity 9,300,000 6,000,000 Active subscribers 3,569,903 38% 1,907,770 32%

41 Foreign currencies payments and receipts Purpose of payments Currencies 2013-14 2012-13

Import of telecommunication equipment USD 1,597,913 9,075,119 Import of inventories USD 149,132 388,054 Roaming expenses USD 137,775 121,734 Commitment Fee paid to Exim Bank of China USD 141,236 276,781 GSM association fees GBP 14,325 14,325 Others- signaling USD - 88,787

Received for

Roaming revenue USD 12,214 87,603

42 Commitments and Contingencies:

Commitments USD USD

i. Letters of credit - 156,982

Taka Taka ii. Commitments with suppliers: Huawei Tech. Investment Co. Ltd 216,530,000 477,617,088 BSMC 1,546,000 18,557,125 Nokia Siemens Network 450,000,000 590,040,000 Power Trade 23,000,000 96,457,639 ESS 10,643,150 68,456,186 TSS 23,510,325 70,718,456 Fair Construction - 2,926,791 Bel Construction 3,647,000 8,860,536 Brothers Construction - 9,028,810 White Products - 4,434,149 Desh Engineering 429,950 61,899,452 Diesel Plant - 550,539 C & S - 25,066,719 ATN & RK Software 56,500,000 56,500,000 M.S Bimol Barua - 254,375 Mizan Hatim 7,468,600 8,207,647 Armac - 1,914,730 Xebec - 7,155,298 Prokoushuli O Nir - 54,308 Ring Tech - 9,074,829 PTECH - 19,827,900 GPI AsiaTel - 500,000 Telex Engineering 779,725 1,000,000 Aninda Enterprise 261,900 500,000 BEE 851,225 4,729,598 UTECH - 4,176,826 Ogilvy & Mather 3,984,092 Butterfly - 3,020,338 Transcom - 38,866 Techno Rise - 100,621 Bengal - 591,663 Ericsson- Transmission 69,179,000 69,179,000 Tejas Networks 83,241,000 83,241,000 Others 3,816,400 6,500,000 955,388,367 1,711,180,490

iii. Commitment with supplier for introduction of 3G and expansion of 2.5G network USD USD China National Machinery & Equipment Import & Export Corporation (CMEC). 18,112,538 58,948,806

To implement the project the Company has already made an agreement with the Government of the People's Republic of Bangladesh on 7 July 2011 to finance US$ 126.6 million and the remaining amount will be financed from own source or other sources.

43 Contingent liabilities

i. Declaring the change in the name of the operating license issued by BTRC from BTTB (currently BTCL) to 43.1 Teletalk as illegal, disposal of which is lying pending.

ii. A writ petition was filed by a subscriber with the Hon'ble High Court Division against the NBR challenging fixation of tariff value by the Government and imposition of VAT & Supplementary Duty of Taka 800 (previously Taka 1,200) per SIM card (Civil petition No. 4356 of 2005). On 24 August 2006 Hon'ble High Court, upon hearing the case, declared that fixation of any tariff value without complying with the provision of the VAT Act as illegal and without any lawful authority. Teletalk followed the order of the Hon'ble High Court and stopped collecting any VAT & Supplementary Duty from subscriber during the period from 24 August 2006 to date. Subsequently, the Hon'ble Appellate Division of the Supreme Court has imposed a temporary stay upon the order of the Hon'ble High Court Division for a period of three months which is still in force. However, the VAT authority has conducted an audit of the documents of the Company. Upon completion of the audit, the Commissioner, Customs, Excise & VAT, Dhaka (South) on 8 August, 2007 has issued an ex- party order to pay an amount of Taka 851,337,774 as unpaid VAT and SD along with penalty on the alleged charge of evasion by the Company. However, on 6 November, 2007, the Company has filed an appeal with the President of Customs, Excise & VAT Appellate Tribunal, Dhaka against such order of the Commissioner upon payment of 10% of the demand. Upon hearing the case, the Appellate Tribunal issued an order maintaining the order of the Commissioner. Being aggrieved, the Company filed a Writ Petition with the Hon'ble High Court Division and the Hon'ble High Court Division issued a stay order for 6 months which has since been extended up to 10 August 2010. The order of Stay granted earlier by the Hon'ble High Court has been extended till disposal of the Rule. 43.2 i. A legal notice has been received from one Mr. Md. Akhter Hossain Mozumder, Advocate, Bangladesh Supreme Court in favor of Bangladesh Telecommunication Business Association (BTBA) against the approximate claim amount of Taka 51,694,944 for payment within 15 days from the receipts of such notice. This notice has been issued resorting to Corporate PCO Client Service agreement dated 5 January 2006 signed and executed among Teletalk Bangladesh Limited (TBL) and Bangladesh Telecommunication Business Association (BTBA). The Company has also given reply through legal adviser in this regard.

ii. An arbitration case has been filed by Opex Telecom Limited, one of the dealers, against the Company under Arbitration Act for its claim amounting Taka 23.4 million. The case has been lying pending before the Hon'ble district Court of Dhaka.

44. Other matters

i. As per “SRO No. 179-Act/2012/637-VAT Act 1991 (Act No. 22 of 1991)” published on Bangladesh Gazette (Dated 07 June, 2012), mobile phone operators are required to pay VAT at 15% on BTRC license fee, revenue sharing fee and on any other payment to BTRC. Teletalk Bangladesh Limited did not charge VAT @15% on Spectrum Charge paid to BTRC for FY 2013-14.

ii. As per note # 13, Capital work-in-progress (CWIP) shown amounting to Taka 2,849,431,922 for the FY 2013-14. No ageing schedule has been made for Capital Work-in-Progress for base station as on 30 June 2014.

iii. Teletalk Bangladesh Limited (TBL) acquired 3G license from BTRC on October 2013 for Taka 17,143,875,000 including VAT @5%. No agreement was initiated for such license. A letter # BTRC /LL/3G(5)/Teletalk/2013-1093 dated 05 November 2013 was issued from BTRC where it was stated that 60% of this amount would have to be paid within 30 working days and the remaining 40% would have to be paid within next 180 working days. But only Taka 500,000,000 of this amount was paid during the FY2013-14. And the rest of the amount is shown as payable to BTRC (frequency charge for 3G). Without a valid agreement between Teletalk Bangladesh Limited and Bangladesh Telecommunication Regulatory Commission (BTRC) it could not be possible for us to verify the whole amount and any other clauses relevant with such agreement.

______General Manager (F&A) Managing Director Director Director