Talent Management of Agency Managers in BHARTI AXA

A PROJECT REPORT
ON
“TALENT MANAGEMENT OF AGENCY

MANAGER”
BY
JASPRIT SINGH BAMRAH
PGDM-HR
SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION & RESEARCH

(SIBAR)
KONDHWA BUDRUK, PUNE
JASPRIT SINGH BAMRAH 1

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SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND
RESEARCH, KONDHWA (BK)
DECLARATION
I herby declare that the project titled “TALENT MANAGEMENT OF AGENCY MANAGER” is an
original piece of research work carried out by me under the guidance and supervision of “ Mrs.
Archana Earnest ”. The information has been collected from genuine & authentic sources. The work
has been submitted in partial fulfillment of the requirement of Post Graduate Diploma in Management
(Approved by AICTE).
Place: Signature:
Date: Jasprit Singh Bamrah

PGDM(HR)
Sinhgad Institute Of Business
Administration & Research, Pune

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ACKNOWLEDGEMENT
As a requirement during the two years fulltime Post Graduate Diploma in Management, I feel to
be greatly honored for having done my project work at Bharti Axa life insurance company. The sole
efforts of any individual are not sufficient enough to complete the Project. The completion of a project
involves the effort and interest of many people. The guidance and co-operation received during my
training have left a indelible imprint in my mind and after giving a final shape to my project report, I
think it would be unwise if I don’t acknowledge the help of rendered to me by several members of
Bharti Axa life family, with whom I came across during my stay here.
First, I thankfully acknowledge the continuous support and inspiration given to me by my project guide
Mrs Archana Ernest who was always there to give my spirits a boost.
I am also indebted to Mrs.Deepa Madhusudan(adm) and for giving me the opportunity to carry out my
project work at Bharti Axa life.
I wish to express my gratitude to my respected teachers for their dedicated support and rich source of
information which made my work much easier and understandable.
Ultimately I am grateful to my family members, friends and all my well wishers whose blessings
constantly guide me through all spheres of my life.
Place: Signature:
Date: Jasprit Singh Bamrah

PGDM(HR)
Sinhgad Institute Of
Business Administration &
Research, Pune

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THE EXECUTIVE SUMMARY
This Report is an attempt to provide a detailed analysis of the process
of talent management done by Bharti Axa Life Insurance for agency
manger.
In my complete student internship program I met more than 30

agency managers. During this student internship program I came to
know that, Talent management is the single biggest challenge faced by
a high-growth industry. And, if a company is growing at double the
industry’s rate of growth, there’s the additional problem of getting
good quality people in large numbers.
I realize that management needs to be competent and

competitive; performance management has to be transparent and HR
operations have to be brilliant. But, of course, all of those things are
obvious. This is the price of entry into the game. If the organization is
not doing any of these, it is not in the game at all.
To my mind, all these aspects need to be done and done well.

However, they will not give you the differentiation that you need —
differentiation in terms of talent management, which should be the
goal today and on which Bharti Axa life insurance is focusing strongly.
The crucial differentiation between organizations that do well and
those that don’t is talent management.
TABLE OF CONTENTS
1. Introduction………………………………………………………………………...6

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2. Objectives & Scope of Project…………………………………………………....17
3. Research Design………………………………………………………………….18
4. Company Profile………………………………………………………………….20
5. Analysis of Project………………………………………………………………..31
6. Questionnaire Analysis……………………………………………………………51
7. Conclusions…………………………………………………………….…………55
8. Limitations ……………………………………………………………….………56
9. Recommendations…………………………………………….…………………..57
10. Bibliography & References………………………………………………………58
11. Annexure…………………………………………………………………………59
AN INTRODUCTION
Some Major Milestones in Insurance sector
1818: Establishment of the Oriental Life Insurance Company in Calcutta
1870: The first Indian Life Insurance Company- The Bombay Mutual Life Assurance Society – was set
up.
1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance
business.

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1928: the Indian Life insurance Companies act enact to enable the government to collect statistical
information about both the life and non- life insurance business.
1938: earlier legislation amended by the insurance Act with the objective of protecting the interests of
the insuring public
1956: 245 Indian and foreign insurers and provident societies taken over by the central government and
nationalized.LIC formed by an act of parliament, with a capital contribution of Rs 5 crores from the
government.
1993: appointment of the Malhotra committee to make recommendations to make changes to the sector.
1999: insurance regulatory and development authority act passed
2000: licenses issued to private sector players, marble floors, chandeliers, and uniformed doormen
greeted the customer on entering a department store .Countless services and amenities were available
to all. Saleswoman helped shoppers select merchandise; items could be personalized; parcels carefully
wrapped and delivered. Tired shoppers could rest in sumptuous lounges, reading rooms and restaurants
and leave their children in nurseries and entertain them in playgrounds and fairylands.
Department’s stores provided the public with fantastic entertainment and spectacle, fashion
shows and parades were important store highlights. While part of the new customer culture,
department stores also offered recreation. Shopping seemed to be a new form of social and cultural
activity.
SECTOR INTRODUCTION
INSURANCE IN INDIA
The insurance sector in India has come a full circle from being an open competitive market to
nationalization and back to a liberalized market again. Tracing the development in the insurance sector
release the 360 degree turn witnessed over a period of almost two centuries.

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A BRIEF HISTORY OF THE LIFE INSURANCE SECTOR
INSURANCE SECTOR REFORMS
In 1993, Malhotra committee, headed by former finance secretary and RBI governor R.N Malhotra was
formed to evaluate the Indian insurance industry and recommended its future directions. The Malhotra
committee was set up with the objective of complementing the reforms initiated in the financial sector.
The reforms were aimed at “creating a more efficient and competitive financial system suitable for the
requirements of the economy keeping in mind the structural changes currently underway and
recognizing that insurance is a important part of overall financial system were it was necessary to
address the need for similar reforms…”.In 1994, the committee submitted the report and some of the
key recommendation included:
I) STRUCTURE
Government is stake in the insurance Companies to be brought down to 50%.
Government should take over the holding of GIC and its subsidiaries so that these subsidiaries can act as
Independent Corporation.
All the insurance companies should be given greater freedom to operate

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II) COMPETITION
Private companies with a minimum paid up capital of Rs 1bn should be allowed to enter the industry.
No Company should deal in both life and general insurance through a single entity.
Foreign companies may be allowed to enter the industry in collaboration with the domestic companies.
Postal life insurance should be allowed to operate in the rural market.
Only one state level life insurance company should be allowed to operate in each state.
III) REGULATORY BODY
The insurance act should be changed
An insurance regulatory body should be setup.
Controller of insurance “currently a part from the finance ministry”. Should be made independent.
IV) INVESTMENTS
Mandatory investments of LIC life fund in government security to be reduced from 75% to 50%.
GIC and its subsidiaries are not to hold more than 5%in any company (There current holdings to be
brought down to this level over a period of time).

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V) CUSTOMER SERVICE
LIC should pay interest in delays in payments beyond 30 days.
Insurance company should be encouraged to setup unit linked pension plans.
Computerization of operations and updating of technologies to be carried out in the insurance industry.
The committee emphasized that in order to improve the customer services and increase the coverage of
the insurance industry should be opened up to competition.
But at the same time, the committee felt the need to exercise caution as any failure on the part of new
players could ruin the public confidence in the industry. Hence, it was decide to allow
competition in a limited way stipulating the minimum capital requirement of Rs 100 crores. The
committee felt the need to provide greater autonomy to insurance company in order to improve
there performance and enable them to act as independent companies with economic motives. For
this purpose, it had proposed setting up an independent regulatory body.

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Opportunities in Insurance sector
The varieties of constraints put on it by its owner, viz the government, was both a reason as well as an
alibi for the under performance of the nationalized insurance sector. Now that restrictive government
policies are being given up and public sector units are being empowered to make independent decisions,
they should be more free to decide their own grown path. it should also be possible for them to prove
their potential strength by exploiting the tremendous opportunities such as the following – substantial
potential for growth; exploring untapped niche areas; and forming limited joint ventures with suitable
partners .Easy access to developments in the more advanced markets provide further opportunities to
upgrade their working .Technological, financial or specific areas-based avenues of absorbing improved
systems are also now more easily available.
The expectation that private sector entrants would necessarily take time to secure a foothold in
the market was in itself an opportunity. In practice, Insurance undergone rapid and massive changes
in all aspects of their business: product and services, sectoral structure, market segmentation,
competitive environment. It is believed that the information sharing has not taken its expected shape in
the insurance industry for the purposes of practices, research and education. However, data is one of the
most needed ingredients in the insurance business development as well as for research and consultancy.
There have been regular efforts by IRDA for collection and sharing of the data and other information of
public interest. The industry is facing problems in terms of data review as parliament need to register
this beforehand. We believe that progress of the industry should not be constrained by any extraneous
conditions in the interest of research and development in the area.
Manpower India today released the Manpower Employment Outlook Survey for the first quarter of
2008 revealing sustained positive hiring intentions of employers in India. India continues to lead all 23
countries surveyed this quarter, with a positive overall Net Employment Outlook of +27%. Even though
this figure represents a decrease of 13 percentage points from the fourth quarter of 2007, the
employment outlook remains extremely healthy. For the first time since the Survey was launched in
India, the Finance, Insurance and Retail industry sector emerged as the most optimistic sector for a
quarter with a Net Employment Outlook of +32%, surpassing the Services sector.

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Privatization of insurance sector has allowed insurance companies to work in the market by depositing
100 crore rupees in the reserve of government. This has encouraged many overseas insurance
companies, having a required amount in their reserve, to open their branch in our country. Introduction
of the sector has changed the employment pattern, but people must know how to make profit from it. To
be in the global market and have advantage of it, capital and skill as per the demand and knowledge of
market is the requirement. It is necessary that institutions, which form a part of this financial system,
have internal management, governance and accountability structures, which measure up to the highest
standards.

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Threats in insurance sector
These opportunities will of course be accompanied by some threats in the competitive market, and
maybe of the following nature.
Private entrants are naturally targeting the more profitable and the more lucrative segments,
by providing better service, new products and flexibility .They are targeting the bigger corporate and
other clients in the well established metropolitan centers. These new entrants have succeeded in eating
into share of the existing entities. This share will increase substantially, if not in the immediate future,
but in the long run, if the existing incumbents do not radically alter marketing structure and practices.
No doubt complaints have been voiced that the means followed by atleast some of them been less
than fair.Some of these may well be true, but such practices can produce only short term gains
.Ultimately, the services provided will decide whether the threat of losing the market share will come
true, and in a competitive market, mere complaining does not help.
‘Managing Talent’ is Key HR challenge in Indian Insurance companies’
The competition for critical talent continues to intensify and many companies are re-evaluating their
talent management practices. As private business objectives continue to focus on growth in emerging
and other non-traditional markets and companies search globally for new workforces, the global
mobility function has become a critical tool to develop and deploy key talent. The organizations that
master global talent mobility will dominate markets in the 21st century. In response to this imperative,
the global mobility function must redefine itself from a transaction-based employee service provider to a
strategic and innovative business partner.

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THE INSURANCE REGULATORY AND DEVELOPMENT
AUTHORITY (IRDA)

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Reforms in the insurance sector were initiated with the passage of the IRDA bill in parliament in
December 1999.The IRDA since it’s incorporation as a statuary body in April 2000 has
fastidiously stuck to its schedule of framing regulation and registering the private sector
insurance companies.
The other decisions taken simultaneously to provide the supporting systems to the insurance sector and
in particular the life insurance companies were the launch of IRDA’s online service for issue and
renewal of licenses to agents. The approval of institutions for imparting training to agents has
also insured that the insurance companies would have a trained workforce of trained insurance
agents in place to sell there products, which are expected to introduce by early next year.
Since being setup as an independent statutory body the IRDA has put in a framework of globally
compatible regulations. In the private sector 13 life insurance and 9 general insurance companies
have been registered.
Composition of Authority under IRDA Act, 1999
As per the section 4 of IRDA Act' 1999, Insurance Regulatory and Development Authority (IRDA,
which was constituted by an act of parliament) specify the composition of Authority. The
Authority is a ten member team consisting of:-
(a) A Chairman
(b) five whole-time members
(c) four part-time members
(all appointed by the Government of India)

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DUTIES, POWER AND FUNCTIONS OF IRDA
Section 14 of IRDA act 1999 lays down the duties, powers and functions of IRDA
Issue to the applicant a certificate of registration, renew, modify, withdraw, suspend or cancel such
registration.
Protection of the interest of the policy holder in matters concerning assigning of policy , nomination
by policy holder , insurable interest , settlement of insurance claim , surrender value of
policy and other terms and conditions of contract of insurance.
Specifying requisite qualifications, code of conduct and practical training for intermediary or insurance
intermediary and agents.
Specify the code of conduct for surveyors and loss assessors.
Promoting efficiency in the conduct of insurance business.
Promoting and regulating professional organization connected with insurance and reinsurance business.
Levying fees and other charges for carrying out the purpose of this Act.
Calling for information from, undertaking inspection of, conducting enquiries and investigation
including audit of insurers, intermediaries, insurance intermediaries and other organizations
connected with insurance business.
Specifying the form and manner in which books of account shall be maintained.
Regulating investment of funds by Insurance Companies.
Regulating maintenance of margin of solvency.
Adjudication of disputes between insurers and intermediaries or insurance intermediaries.
Supervising the functioning of tariff advisory committee.

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Specifying the percentage of premium income of the insurer to finance schemes for promoting and
regulating professional organizations refer to in clause (f).
Specifying the percentage of life insurance business and general insurance business to be undertaken by
the insurer in the rural or social sector.

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THE INSURANCE SECTOR IN INDIA: ITS POTENTIAL ATTRACTIVENESS
India at a glance
Population: 1 Billion
Economy: 5th largest in the world in terms of Purchasing Power Parity (PPP)
GDP growth Rate: Over 6% per year on an average for the last decade
Savings Rate: Around 26% of GDP
Estimated middle class population: 300 Million
Insured population: 70 million only
The Life Insurance Scenario in India

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As is typical with monopolies, the premium rates charged by LIC are among the highest in the
world, and its track record in customer service can, at best, be called shabby. With a huge
unionized, rigid workforce mostly in the clerical category, LIC runs the risk of high fixed
cost, which will be the deciding factor in productivity in the competitive scenario. While
boasting full-scale automation of its operation, the truth is that its technology is outdated.
The new players, with the state-of-the-art technology under their belt, will be in an
advantageous position. 80% of LIC's business is procured by 20% of its ill-trained agent
force. The foreign player, with the domestic partner's strong brand value, can test the
unconventional distribution channels like brokers, the Internet, the banking distribution
system, etc. Although foreign players may be tempted to keep their operation in the big
cities for the 'creamy layer' of the society, the real market lies in rural India, which
accounts for the lion's share of LIC's present business. The foreign player must learn to
adapt to Indian realities. The well-publicized failures of world famous consumer goods
companies like Electrolux, Whirlpool, Reebok, Nike etc. to gauge the Indian psyche and
sentiments demonstrate the concept. They failed in the areas of realistic pricing, product
promotion and reaching to the consumer. The foreign companies need to know the
"ground realities" to the details.

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Objectives and Scope of project
The ‘talent’ in an organization refers to the current employees and their valuable knowledge, skills and
competencies. Talent management (or succession management) is the ongoing process of analyzing,
developing and effectively utilizing talent to meet business needs. It involves a specific process that
compares current talent in a department to the strategic business needs of that department.
The insurance industry is one of the basic service industries in Indian economy, whose prospect is
reflective of the economic resilience of the economy. With the globalization of the economy, India has
become the playground of major global insurance players.
As whole insurance industry is a very large field for research we have chosen Talent management of
Agency Manager in Bharti Axa life insurance, for research purpose.
The major objectives of the study are as below:
 To find out how HR-team for a growing company like Bharti Axa life, getting
talent or retaining it?

 To find out what is the differentiation that Bharti Axa offer to attract talent to the
insurance sector?
 To analyze driving forces and key success factors of the company.

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 To analyze agency manger’s view on opportunities offered by the company.
 To analyze working environment of the company.
RESEARCH DESIGN
The Research and Methodology adopted for the present study has been systematic and was done
in accordance to the objectives set which has been detailed as below.
Research Definition
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action.
According to Redman & Mory research is defined as a “Systemized effort to gain new
knowledge”.
Research Design:
According to “Claire Seltiz”, a research design is the arrangement of condition and analysis of
data in manner that aims to combine relevance to the research purpose with economy in procedure.
Nature of Research:
Research is basically of two types.
1. Descriptive research
2. Explorative research
1. Descriptive Research: These studies are concerned with describing the characteristic of a particular
individual or a group.
Determining sources of Data:

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There are two main sources of data
1. Primary data
2. Secondary data
Primary Data: It consists of original information collected for specific research. Primary data for this
research study was collected through a direct survey to obtain this primary data a well structured
questionnaire was prepared by the researcher.
Secondary Data: It consists of information that already exists somewhere and has been collected for
some specific purpose in the study. The secondary data for this study is collected from internet.
Questionnaire: A set of questions containing a few Technical questions and more number of
opinionated questions are prepared for the employees of both Centralized and Decentralized sections of
HR Department.
Sample Size: Total sample size is 30

Questionnaire Development:
Questionnaire is the most common instrument in collecting primary data. In order to
gather primary data from viewers.
The present questionnaire consists of following type of questions.
Open ended questions

Closed ended questions
Dichotomous questions
Multiple choice questions
Ranking question.
Open ended questions: It has no fixed alternatives to which the answer must conform. Thus,
respondent answer in his/her own words at any length they choose.
Closed ended questions: Closed ended questions have no other options other than the selecting the one
that close matches the respondent’s opinion or attitude.

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Dichotomous questions: A dichotomous questions refers to one, which offers the respondents a choice
between only two alternatives.
Multiple Questions: A multiple choice question refers to one, which provides several sets of
alternatives for the respondents’ choice.
Ranking questions: These questions are given when there are many points to be considered and to be
ranked in priority.
Company Profile
Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading business groups
with interests in telecom, agri business and retail, and AXA, world leader in financial protection and
wealth management. The joint venture company has a 74% stake from Bharti and 26% stake of AXA.
The company launched national operations in December 2006. Today, we have over 5200 employees
across over 12 states in the country. Our business philosophy is built around the promise of making
people "Life Confident".
As it’s expanding presence across the country to cater to your insurance and wealth management needs
with our product and service offerings, we continue to bring 'life confidence' to customers spread across
India. Whatever your plans in life, you can be confident that Bharti AXA Life will offer the right
financial solutions to help you achieve them.
Bharti Enterpriseses
Bharti Enterprises is one of India’s leading business groups with interests in telecom,
retail, manufacturing, agri business and financial services.

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A brief introduction to each of companies is given below:
Bharti Airtel Ltd
Bharti Airtel Ltd is one of Asia's leading telecommunications service provider. The Company is India’s
largest integrated telecom company in terms of customer base and offers Mobile Services, Fixed Line
services, Broadband & IPTV, DTH, Long Distance and Enterprise services. Airtel also offers mobile
services in Sri Lanka on a state-of-the art 3.5 G network.
Bharti TeleTech Ltd
Bharti Teletech is India’s leading telecom & allied products company. It is one of the largest
manufacturers of landline telephones in the world. With a strong distribution network across the country,

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the company is also the primary distributor of IT and Telecom products from interntional brands such as
Motorola, Blackberry, Thomson, Polycom, Transcend, and Logitech.
Telecom Seychelles Ltd
A subsidiary of Bharti, Telecom Seychelles Ltd provides comprehensive telecom services including 3G
mobile services in Seychelles, under the ‘Airtel’ brand.
Comviva Technologies Ltd
Comviva is the leading provider of integrated VAS solutions for mobile operators in emerging markets.
Among the top 3 global providers of integrated VAS solutions in rapidly growing markets, Comviva has
deployed solutions for over 100 mobile operator customers in over 80 countries worldwide.
FieldFresh Foods Pvt. Ltd.
FieldFresh Foods Pvt. Ltd., is a venture between Bharti Enterprises and Del Monte Pacific Limited, to
offer fresh and processed fruits and vegetables in the domestic as well as international markets,
including Europe and the Middle East.
Bharti Retail Pvt Ltd

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Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a chain of
multiple format stores that offer consumers affordable prices, great quality and wider choice. The
company’s neighbourhood format stores operate under the "Easyday" brand and the compact
hypermarket format under the “Easyday market” brand.
Bharti AXA General Insurance Company
Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA, world leader in
financial protection and wealth management. The company was incorporated in July 2007 and offers a
full suite of general insurance solutions to meet the needs of businesses and individuals alike.
Bharti AXA Life Insurance Company
Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises and AXA, world
leader in financial protection and wealth management. The company offers a range of life insurance and
wealth management products with an endeavour to help customers lead a confident life.
Bharti AXA Investment Managers Pvt. Ltd.

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Bharti AXA Investment Managers Pvt. Ltd., an asset management company in India, is a joint venture
between Bharti Enterprises, AXA Investment Managers (AXA IM) and AXA Asia Pacific Holdings
(AXA APH).
Centum Learning Limited
Centum Learning Limited provides end-to-end learning and skill-building solutions to several large
corporates. It provides solutions that impact business performance through enhanced employee
productivity, customer profitability and effective talent transformation.
Jersey Airtel Ltd
Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey (Channel Islands) over
its full 2G, 3G and HSDPA enhanced network. The Company brings market-leading products and
services to its customers under Airtel-Vodafone brand.
Bharti Foundation
Bharti Foundation was set up in 2000, with the vision, “To help underprivileged children and young
people of our country realize their potential”. It aims to create and support programs that bring about
sustainable changes through education and the use of technology and information.
Bharti Realty

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Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group and facilitates by
extending support to the Group Companies for Identifying, Developing and Maintaining Quality Real
Estate in line with their Business Models. Being a seasoned player in the Real Estate Fraternity, Bharti
Realty is playing a significant role in Bharti Retail’s Roll out plan.
Bharti Infratel
Bharti Infratel, a wholly owned subsidiary of Bharti Airtel, provides passive infrastructure services on a
non-discriminatory basis to all telecom operators in India. Bharti Infratel also holds approximately 42%
stake in Indus Towers, a joint venture between Bharti, Vodafone and Idea to offer passive infrastructure
services.
About AXA
Being AXA
AXA Group is a worldwide leader in Financial Protection. AXA's operations are diverse geographically,
with major operations in Western Europe, North America and the Asia/Pacific area. AXA had Euro

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1,315 billion in assets under management as of December 31, 2006. For full year 2006, IFRS revenues
amounted to Euro 79 billion, IFRS underlying earnings amounted to Euro 4,010 million and IFRS
adjusted earnings to Euro 5,140 million.
The AXA ordinary share is listed and trades under the symbol AXA on the Paris Stock Exchange. The
AXA American Depository Share is also listed on the NYSE under the ticker symbol AXA.
Being AXA
FORTUNE GLOBAL 500
Rank
1
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About AXA Asia Pacific Holdings
AXA Asia Pacific Holdings Ltd (AXA APH) is listed on the Australian stock exchange and is 52.3%
owned by AXA SA. AXA APH is responsible for AXA SA’s life insurance and wealth management
businesses in the Asia-Pacific region. It has operations in Australia, New Zealand, Hong Kong,
Singapore, Indonesia, Philippines, Thailand, China, India and Malaysia. AXA APH had A$106.4 billion
in total funds under management and administration at 30 June 2007 and reported a profit after tax
before non-recurring items of A$374.0 million for the six months ended 30 June 2007. For more
information on AXA Asia Pacific Holdings, visit www.axa-asiapacific.com.au
BEING

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Bharti Axa organization chart BHARTI
CEO
Nitin Chopra
Business Analyst
Executive Assistant
Siddhartha Sinharay
Priya Lobo
Sr. VP
Director HR CFO COO CSMO Chief Actuary
Telcassurance
Priya Ranjan V Srinivasan Mark Meehan Shyamal Saxena G L N Sarma
Vacant
VP – Staffing Financial Control IT Direct Sales Agency Sales Pricing

Raveendra K Atul Roongta Ajay M Patil Sandeep Arora Rohit Malik Rajeev Kumar
Corporate Agent &

VP - Comp & Ben Service Delivery & Telesales & Retail Valuation &
Internal Audit Brokers &
HR Ops Underwriting Distribution Reporting
Prasanna Bharatan Bancassurance
Nilamber Bhatt Jyoti Punja Mohit Chobey Roopa Bhatt
Sanjeev Sinha
VP - Organization
Procurement PMO Distribution Training Corporate Actuarial
Development
Avinash Kanaskar Varun Tandon Sandeep Grover Vidhyadhar Sawant
Kingshuk Ganguly
Infra & Products &

Employee Relations
Investments Administration Customer
VP- Regional HR
Sandeep Nanda Col. Dr. R. Management (CRM)
Sutanu C
Choudhary Rishi Mathur
Legal & Marketing &

Compliance Communication
C L Baradhwaj Vacant
Strategic Planning
& Dist Ops
Corporate Finance Cedric Sequeira
Alok Roongta
AXA

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BEING
BHARTI AXA
Presence
In 161 Location with 206 Branches

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Vision
To be a leader and the preferred company for financial protection and wealth
management in India
Values
AXA GLOB
PROFESSIONALISM
Strategy

INNOVATION
To achieve a top 5 market position in India through a multi-distribution, multi-product platform
To adapt AXA's best practice blueprints as a sound platform for profitable growth
 To leverage Bharti's local knowledge, infrastructure and customer base
 To deliver high levels of shareholder return
 To build long term value with our business partners by enhancing the proposition to their
customers


PRAGMATISM
To be the employer of choice to attract and retain the best talent in India
To be recognised as being close and qualified by our customers

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Strategic differentiators
• Strong partner Bharti - provides access to customer base of more than 20 million
• Multi channel execution capability
• Current Asia product range which is a strong match to products sold to the mass and mass
affluent
• Global scale providing cost effective and speedy re-use of systems, products and business
capability
• Strong AXA and Bharti brands which can be leveraged to attract and retain a high quality
management team

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Analysis of the project
Talent management definition
A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and
abilities to meet current and future organisational needs.
Talent management involves individual and organisational development in response to a changing and
complex operating environment. It includes the creation and maintenance of a supportive, people
oriented organisation culture.
Importance of talent management
like human capital, talent management is gaining increased attention. Talent management (TM) brings
together a number of important human resources (HR) and management initiatives.
Organisations that formally decide to "manage their talent" undertake a strategic analysis of their current
HR processes. This is to ensure that a co-ordinate, performance oriented approach is adopted.
Quite often, organisations adopting a TM approach will focus on co-ordinating and integrating:
 Recruitment - ensuring the right people are attracted to the organisation.

 Retention - developing and implementing practices that reward and support employees.
 Employee development - ensuring continuous informal and formal learning and development.
 Leadership and "high potential employee" development - specific development programs for
existing and future leaders.
 Performance management - specific processes that nurture and support performance, including
feedback/measurement.
 Workforce planning - planning for business and general changes, including the older workforce
and current/future skills shortages.
 Culture - development of a positive, progressive and high performance "way of operating".

PGDM-HR
An important step is to identify the staff or employees (people and positions) that are critical to the
organisation. They do not necessarily have to be senior staff members. Many organisations lost a lot of
"organisational knowledge" in the downsizing exercises of a few years ago. The impact of the loss was
not immediately apparent. However, it did not take long for many companies to realise their mistake
when they did not have people with the knowledge and skills to either anticipate or solve problems that
arose.
The current discussions about skill shortages and the ageing population are also helping organisations to
focus on the talent management issue. It may not be possible to simply go out and recruit new people to
meet operational needs. Many leading companies have decided to develop their own people, rather than
trying to hire fully skilled workers.
In summary, every organisation should be implementing talent management principles and approaches.

PGDM-HR
Talent management by Bharti Axa life insurance
Job profile of agency manager
 Recruitment and Team Management of life-Advisors (Recruited on Commission Basis)

 Good communication skills and Excellent Track Record in Sales, Self-motivated.
 Ensure product knowledge transfer and skills development of the Team
 Implementing marketing strategies to build consumer preference and driving sales
 Sales call planning – Analysis of Prospective Calls in Territory, Strategies for effective territory
coverage, identifying, prospecting and classifying customer on the basis of socio – economic and
cultural factors.
 Interaction with clients & Understanding of client’s requirements.
 Achieving sales targets as per designate budgets.
 Coordinate monitor and review the sales efforts of the team through the process matrix
 Professional Development of the Advisor by regularly training them on product and sales
processes
 Distribution of responsibility pertaining to the clients and prospective clients between advisors
 The Respective Manager will work closely with the Branch Manager - Direct Sales Force to plan
and implement sales strategies in his/ her allocated region
Recruitment & Selection Policy of Bharti axa life insurance
PURPOSE:
To hire the right candidate for the right job with the right skill set, within the agreed time period, at
optimum cost while following processes and complying with the framework towards providing equal
opportunity to applicants based on merit.
POLICY:

PGDM-HR
Deriving the total resource requirement is the first step in the staffing process and comprises of the
following steps: Based on business plan for the company, function wise headcount strength required will
be calculated for each quarter/ year, by the respective CLT. Once approved by the CEO and CLT, this
would form the Business Operating Plan (Op Plan). Based on the Op Plan and skill set available
internally, respective recruitment is planned keeping in mind the attrition rate, detailing numbers to be
recruited and the sourcing strategy.
RECRUITMENT PROCESS
HIRING NEW POSITIONS (BUDGETED)

For all planned positions, Resource Request Form (RRF) will be raised by the Hiring Manager and sent
to HR along with the JD, after the required approvals. Each RRF has to be approved by the respective
CLT.
HIRING NEW POSITIONS (NON-BUDGETED)

For any non budgeted recruitment that is over and above the Op plan, approval from CEO is required.
Resource Request Form (RRF) will be raised by the Hiring Manager and sent to HR along with the JD,
after the required approvals.
HIRING AGAINST REPLACEMENT

The same process as required for hiring new positions that are budgeted needs to be followed for hiring
against a replacement.
HIRING LEAD TIME

The normal lead time to fill up a requirement against the RRF is 8 weeks (56 Days). This is calculated
from the date of receipt of RRF by HR, with due approvals, to the date selected candidate joins Bharti
AXA Life Insurance Company Ltd.
REHIRE
Bharti AXA Life Insurance Company Ltd allows re-hiring of ex employees, subject to

PGDM-HR
availability of suitable vacancy/opening and past performance of the employee
SELECTION PROCESS:
BASIC NORMS
Qualification –Minimum graduates.
For fresher hiring- 60% and above in all exams starting from class 10th.
For any change/ modification in percentage requirement, special approval would be required from HR.
REFERECE CHECK
 External reference (minimum 2) is carried out for each selected candidate. Reference check is
done with prior consent of the candidate and needs to be done with someone who the candidate
has closely worked with, is at a level of manager and above, and is not a relative.
 Incase selected candidate is from the insurance industry, one internal Reference Check has to be
conducted and appropriately documented.

PGDM-HR
Process Map- External hire

PGDM-HR
PGDM-HR
BHR refers to the Branch Human Resources
RHR refers to Regional Human Resources
CHR refers to the Corporate Human Resources.
Employment of Relatives Policy

ELIGIBILITY:
All employees working with BHARTI AXA Life Insurance Company Ltd.
PURPOSE:
To permit employment of relatives, while ensuring that there are no situations of “conflict of interest".
POLICY:
 Bharti AXA Life Insurance Company Ltd will allow hiring of relatives, defined as brother, sister,
spouse etc. as long as both the relatives are not working for the same department or process or
under the same immediate supervisor and are not in a position to influence each other's career.
 All cases of hiring of relatives need to be pre-approved by HR.
Employee Referral Policy

ELIGIBILITY:
All permanent employees of Bharti AXA Life Insurance Company Ltd.

PGDM-HR
PURPOSE:
To encourage employees to refer candidates from their professional / personal circles for
meeting our current hiring requirements.
POLICY:
Bharti AXA Life Insurance Company Ltd will allow hiring of friends & acquaintances of the employees.
Knowledge of friends & the organization would enable employees to play the role of an ambassador in
facilitating the organization to hire good candidates. However this has to be used with a lot of discretion.
Employees need to know the candidate fairly well to refer him/her to our requirements. In case an
employee refers relatives (Definition of Relative: Spouse, children and immediate brothers and sisters)
he/she is not eligible for the referral amount.
REFERRAL BONUS:
• Following will be the level wise referral bonus:
If The Referred Candidate is hired in Level Referral Bonus Payment per Hire
Referral Bonus will be paid through payroll and will attract taxes as applicable.
Performance Management System
Driving high performance is a key priority for the organization. This is best done through building a
strong two-way relationship with employees in terms of clear performance expectations and returns.
This is critical to make Bharti AXA a preferred employer in line with Ambition 2012.

PGDM-HR
The performance management process at Bharti AXA is hence termed Passport 2012, to signify the
journey towards Ambition 2012. This process is applicable to all non-sales and managers and above in
sales functions.
SALIENT FEATURES OF PASSPORT 2012 :

 Ongoing nature – not a once a year activity, but has activities round the year on a continuous
basis.
 Holistic – has components of objective and measurable target/goals, behavior assessment as well
as overall value framework
 Takes inputs from all parties involved – self, manager and reviewer
 Performance Management System is a core HR process that is linked with other HR processes
such as recruitment, compensation, leadership development, career development, and talent
identification.

PGDM-HR
PROCESS AND TIMELINE: performance management system

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Training and Development
PURPOSE:
To build a motivated and competent workforce, Bharti AXA Life provides learning and development
opportunities to help staff members:
• Develop the necessary skills and knowledge to do their jobs effectively
• Grow and develop personally
• Take initiative in personal development and growth
• Achieve their career potential
HR also works with Managers on their people and operational performance needs to assist departments
to achieve their business goals.
Responsibility:
Responsibility for learning and development rests jointly with:
• The staff member and
• His/Her Supervisor/ Manager
Employees are expected to take initiative to identify their own needs and take steps to improve their
skills and knowledge. Supervisors and Managers are expected to ensure that their colleagues are
properly coached and developed. The role of Training and Development is to provide the guidance and
support needed for colleagues to develop, and departments to better meet their objectives, so hat the
Company can achieve its business goals.
TRAINING AND DEVELOPMENT SUPPORT

Apart from projects participation, on-the-job coaching and job attachments, the company provides
support for staff development in 3 main areas:
 In-house Training Opportunities –Defined as training and development programmes that
is organized internally and conducted by either internal experts and/or consultants of
external training organizations, universities and education institutes for general public.
 External Course Sponsorship – Defined as training and development programmes
(including education course and workshops) which organized by accredited training
organizations, /universities and education institutes for general public.

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 Public Examinations –Defined as Professional Examination recognized by the insurance
or financial institutes. It covers both Generic and Specific Professional Examinations.
Reward & Recognition
Bharti AXA Life R&R programme provides a window to recognize not just performance but values,
which are imperative to sustained performance. While on the one hand they award significant
contribution to organizational growth, they also provide an avenue to reward quick wins and initiatives
through the Spot Awards.
The Value Award aims to recognise consistent demonstration of all AXA values in employees' daily
work, in addition to team spirit and/or innovation that impacts colleagues within the team. The
Performance Award winners would have played a significant role towards improving Cost Efficiency,
Productivity & Revenue. The ongoing Spot Awards aim to recognize significant contribution to
organizational growth, by way of cross functional assistance, promoting work excellence in teams,
stretching beyond expectations, achieving customer delight etc.

PGDM-HR
Reward & Recognition

PGDM-HR
Validation process for agency manger
Validation is the minimum performance level required to remain in the system
Validation will happen on 6 months basis
Agency manager
Tenure in company 0-6 months 12 18
Business period (0-6months (0-12months Trailing 12
business) business) months
Team size 8 10 10
Collected premium for 320000 1430000 1530000
A city
B city
C city
Performance period calculation:-

Six months calculation:-
Agency Manager code generated from
 1-15th: cycle start from same month.
 16th-31st: from the next month.
 For example: - your colleague Mr. ABC has joined on 8 Sep 2008, his goal sheet start from Sep
itself. So, you will complete 6month in Feb.
 You have joined on 23 Sep 2008, your goal sheet start from Oct onwards. He will complete in
March only.

PGDM-HR
Agency Manager EARNER
 Recruitment development allowance- for new joiners.
 Activation blast : for all AM on meeting slabs
 1 TOR- for all AMs, meeting the criteria
 QVB- for all AM , meeting the criteria
 Champion league- for AMs, developing their agents into agency managers.
RDA Slabs
New codes AM generates within six months of business code generation are eligible for RDA
and their shubharmbh qualification will decide the RDA slab.
RDA slabs for AMs<6months vintage
Level No. of Las Licensed Payout per active LA
0 0 to1 License 0
1 2 to 3 License Rs. 500 per shubharmbh
5 >9 License Rs. 1500 per shubharmbh
 Number of license decided the per shubharmbh payout
 For example: a new AM called Hemant has done 8 licenses in given month
 Thus, he qualifies for slab # 4…so; anyone in his team meeting shubharmbh criteria will
make him eligible for Rs. 1250.
 Assume 4 advisor meet the criteria, so he get paid Rs 5000 for that month.
Champion’s League

PGDM-HR
One time reward of Rs.7500 on appointment of Life advisor to agency manager
Business Incentives
 Business Incentives : are those incentives based on business done during the period
 Business Incentives are of two types : 1Tor & QVB
 1 Tor is paid on monthly basis based on collected premium issuance on meeting the slab
 Products carry different weightage as mentioned below :
Product Weight
Invest Confident 10%
Wealth Confident 75%
Dream Life Pension 75%
Future Confident 100%
Save Confident 100%
Secure Confident 125%
Aspire Life 125%
Bright Star 125%
Spot Suraksha 125%
 In below illustration check how the actual changes by putting weights
Product name Actual collected premium Weighted collected premium

Invest Confident 0 0
Wealth Confident 10000 7500
Dream Life Pension 12000 9000
Future Confident 15000 15000
Save Confident 12000 12000
Secure Confident 1500 1875
Aspire Life 20000 25000
Bright Star 20000 25000
Spot Suraksha 10000 12500
Summary 100500 107875
Business Incentive: 1 Tor

1 Tor Slab
Level Weighted collected % override
premium
0 Up to 99999 0.00%

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1 100000- 149999 2.00%
2 150000- 249999 2.50%
3 250000- 399999 3.00%
4 400000- 599999 3.50%
5 600000- 899999 4.50%
6 900000>above 5.00%
For e.g. Shree from Hyderabad does the following business in the month of June
Product name Actual collected premium Weighted collected premium

Invest Confident 0 0
Wealth Confident 12000 9000
Dream Life Pension 12000 9000
Future Confident 10000 10000
Save Confident 10000 10000
Secure Confident 2000 2500
Aspire Life 15000 18750
Bright Star 15000 18750
Spot Suraksha 20000 25000
Summary 96000 103000
Slab Qualification 100000-149999
Override rate 2%
Earning 2060
Sum of weighed collected premium = 103000*2%
To start earning 1Tor, one should focus on
 Productivity
 Modal mix
 Collected premium
High RDA earnings leads to early 1 Tor earnings
Sell Aspire life, Spot Suraksha & Bright star (high CREDIT products)

PGDM-HR
Focus on yearly & half yearly cases
High activisation & productivity will leads to early & consistent 1 Tor earnings
Business incentives: Quarterly Variable Bonus
 Issuance period
Quarter Issuance period

JFM 1 JAN-31 MAR
AMJ 1 APR-30 JUNE
JAS 1 JULY-30 SEP
OND 1 OCT-31 DEC
 Eligibility criteria to have minimum 8 life advisors by quarter end & required gross
productivity for respective quarter
Quarter Gate criteria

JFM 0.61
 Slab
Level Proposed slabs % override
0 <375000 0.00%
1 375000-575000 0.00%
2 575001-950000 0.18%
3 950001-1500000 0.20%
4 1500001- 0.40%
2250000
5 2250001- 0.50%
3500000
6 3500000 & above 0.55%
 For e.g. : Shree has done the following business during JFM

PGDM-HR
PARAMETER JULY AUGUST SEPTEMBER
Bom LA 7 9 10
cases 10 12 13
Weighted collected premium 17000 20000 25000
Exit LA 9 10 10
Gross productivity 1.3
Weighted collected premium 62000 575001- 0.18%
0 950000
Payout 1116
 Does he has more than 8 life advisors on end of quarter - YES

 Is he is above required Gross Productivity Level – YES
 Business production =620000, rate applied 0.18%
 Earning =1116
Main focus for Agency Manager should be on
 High credit products

 Increasing productivity
 Balance between your advisors & cases
Top earners, earn 50% of salary from Business Incentives
10 reasons to join Bharti Axa Life as Agency Manager
1. Bharti is one of the India’s leading business groups.

2. Axa is the world leader in Financial Protection and wealth management services.
3. Be the part of the rapid growing insurance industry.

PGDM-HR
4. Excellent earning opportunity which includes handsome incentives.
5. Excellent career growth path.
6. Pre defined goal sheet.
7. Value added trainings and certifications.
8. Multi-national work environment.
9. Strong HR function for better support during the job.
10. BAL being new organization has better scope for faster growth.
Questionnaire analysis
The total number of sample were 30
The first question was about agency manager’s opinion about the work opportunity available
Bharti Axa life insurance. The following opinion was being observed…

PGDM-HR
Majority of the agency manger’s said the work opportunity available in Bharti Axa life
insurance company is Good, there are certain number of manager’s who also said that work
culture is Fair.
This helps us to understand that the work opportunity available in company satisfies majority of
the manager’s. The work opportunity implies the office environment which is quite favourable,
the type of products, the monthly incentives schems , performance management system etc.
which enable them to perform well.
The next question was about the manager’s view on the areas they need more training

PGDM-HR
As it was described earlier that insurance industry is a high growth industry. So enabling employee’s skill
is very important. Same opinion is being derived from this question that a huge number of employee’s
(57%) think they need more of skill based training, there are certain number of employees who also
think that problem solving skills are also to developed, also there are around 27% of them ask for all
of above training i.e. training on
 Company policies and procedures
 Skill based training
 Problem solving skills

PGDM-HR
The next question describes the employee’s view of transition from other sectors into insurance is
easy or not, considering this is a hardcore sales job
This question describes the employees view towards the marketing of insurance products as compared to
other done by them, the reply here was majority of them said No-that they believe transition from other
sectors is not easy, where as some of them also said that transition is easy- this implies that all those
who have done a hard-core sales find marketing of insurance products an easy task.
The next question describes ratings done by the employee’s on salary and benefits offered by Bharti Axa
life insurance
In this there we have received a variety of answers

3 out of 30 rated it as 5
Here majority of the managers have rated salary and benefits of Bharti Axa life insurance as 3 this
implies that the company offer good rate of salary and benefits as compared to market conditions.

PGDM-HR
The next question describes management and employee communication in Bharti Axa
In this a majority of agency managers are satisfied between the management & employee
communication. Many of them feel the Performance management system followed by the company is
good enough to maintain a smooth relationship between management nad employee.
Finally the last question described the change the employees would like to make…
In this there were many views, opinion of the agency managers, some of them are discussed
below
1. Some of them feel that there should be more advertisements, for the products
of the company
2. Some really feel that Senior management is good and motivate more fresher’s.
3. Target criteria is too high which is little difficult because it is a new company, so
the target criteria should be lessen.
4. Improvement upon processes, punishment leads to de-motivation and not towards
performance, so there should be other way out…

PGDM-HR
Conclusions
Talent Management is an opportunity for the companies like Bharti Axa life insurance is
to Develop managers in their areas of expertise and in their careers. A strong talent
management system enables to create a strong public service.
The goal of talent management is to better understand Our people in the organization, so
it can support professional and career development and align individual needs and goals
with the business focus. So talent management is a very important to achieve vision and
mission of the organization.
Bharti Axa life insurance Company, tries to retain its talent through various entry
opportunities, also training and development for the manager’s at various levels,
performance management system- passport2012, quarterly variable bonuses, rewards and
recognitions, good career path, strong performance management system.

PGDM-HR
.
Limitations
1. The survey was conducted within the company.
2. And in survey I have to interact with the employees. But the employees will
be busy their works.
3. Getting the good response from the employee will be difficult because of
their busy schedule.
4. Time to interact with employees inside the branch is not sufficient.
5. Time Period of SIP is one of the limitations.

PGDM-HR
Recommendations
 Company should focus on Campus Recruitment.
 It has been seen that there has been too much of work load recently
results into stress. HR team should come up with stress management
activities.
 Refresher’s Training & updates regarding the products must be given
to each employee so that they can get the proper knowledge of the
products.
 Front end should be there to deal with walk in customers.
 Awareness of Bharti Axa life as a brand name should be increased
through adequate platforms of marketing and publicity.

PGDM-HR
BIBLIOGRAPHY & REFERENCES
For the purpose of the preparation of the project and giving it

the valuable paper form, with an intention that this
information can be used by other also, a helping hand is taken
from the most precious reserve of the knowledge i.e. the
books
The books concerned for the accomplishment of the project

are as below: -
Human Resource Management by Aswathappa, Fifth Edition -

2006
The introduction manual provided by “Bharti Axa life

insurance”
 Staff handbook 5.2 Handbook

 Power pack (Jas!!)
The websites concerned are
www.google.co.in
www.citehr.com
www.altavista.com
www.bharti-axalife.com

PGDM-HR
www.bharti.com
Annexure
Questionnaire
1. Name:
2. Designation:
3. What is your opinion on Work-opportunities in Bharti Axa?
Excellent Good Fair Bad

4. In which areas do you think there is need more training?
Company policies and procedures
Skill based training
Problem solving skills
All of the above
5. Is the transition from other sectors into insurance easy, considering this is a
hardcore sales job?
Yes No cant’ Say
6. How do you rate Salary and Benefits in Bharti Axa?(on the scale of 5-1)
Excellent Very good Good Fair Poor

5-------------4------------------3------------2-------------1
7. What do you think about communication between management and employee
in Bharti Axa?
Excellent Good Fair Bad

PGDM-HR
8. If you were to have any say, what you would like to change...
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________

PGDM-HR
PGDM-HR

Talent Management of Agency Managers in BHARTI AXA

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A PROJECT REPORT

“TALENT MANAGEMENT OF AGENCY

SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION & RESEARCH

JASPRIT SINGH BAMRAH 1

Date: Jasprit Singh Bamrah

JASPRIT SINGH BAMRAH 2

Date: Jasprit Singh Bamrah

JASPRIT SINGH BAMRAH 3

In my complete student internship program I met more than 30

I realize that management needs to be competent and

To my mind, all these aspects need to be done and done well.

JASPRIT SINGH BAMRAH 4

10. Bibliography & References………………………………………………………58

JASPRIT SINGH BAMRAH 5

1999: insurance regulatory and development authority act passed

JASPRIT SINGH BAMRAH 6

JASPRIT SINGH BAMRAH 7

Postal life insurance should be allowed to operate in the rural market.

III) REGULATORY BODY

The insurance act should be changed

An insurance regulatory body should be setup.

JASPRIT SINGH BAMRAH 8

LIC should pay interest in delays in payments beyond 30 days.

Insurance company should be encouraged to setup unit linked pension plans.

JASPRIT SINGH BAMRAH 9

JASPRIT SINGH BAMRAH 10

JASPRIT SINGH BAMRAH 11

‘Managing Talent’ is Key HR challenge in Indian Insurance companies’

JASPRIT SINGH BAMRAH 12

JASPRIT SINGH BAMRAH 13

Composition of Authority under IRDA Act, 1999

(all appointed by the Government of India)

JASPRIT SINGH BAMRAH 14

Specify the code of conduct for surveyors and loss assessors.

Promoting efficiency in the conduct of insurance business.

Regulating investment of funds by Insurance Companies.

Regulating maintenance of margin of solvency.

Adjudication of disputes between insurers and intermediaries or insurance intermediaries.

Supervising the functioning of tariff advisory committee.

JASPRIT SINGH BAMRAH 15

JASPRIT SINGH BAMRAH 16

Savings Rate: Around 26% of GDP

Estimated middle class population: 300 Million

Insured population: 70 million only

The Life Insurance Scenario in India

JASPRIT SINGH BAMRAH 17

JASPRIT SINGH BAMRAH 18

The major objectives of the study are as below:

talent or retaining it?

JASPRIT SINGH BAMRAH 19

 To analyze working environment of the company.

Determining sources of Data:

JASPRIT SINGH BAMRAH 20

Sample Size: Total sample size is 30

The present questionnaire consists of following type of questions.

Open ended questions

JASPRIT SINGH BAMRAH 21

JASPRIT SINGH BAMRAH 22

Bharti Airtel Ltd

Bharti TeleTech Ltd

JASPRIT SINGH BAMRAH 23

Telecom Seychelles Ltd

Comviva Technologies Ltd