INTRODUCTION TO METRO

METRO is a leading chain of wholesale centers with outlets in several countries of Asia and

Europe. Metro opened its first cash & carry wholesale center in Pakistan in 2007 & expanded

to 5 wholesale centers in a short span of 18 months. In July 2012 MEKRO and Metro-Habib

combined their wholesale business in Pakistan marking the beginning of a long-term

partnership to the mutual benefit of both companies. The merger allowed MEKRO and

Metro-Habib to combine resources and gain the financial strength to lead and grow in a

challenging environment and to gain synergies targeted to generate value for our customers

and suppliers alike. Today the company is operating 9 wholesale centers in Lahore, Karachi,

Islamabad & Faisalabad. METRO-Habib Cash & Carry Pakistan is part of METRO

GROUP’s sales division METRO Cash & Carry, the international leader in self-service

wholesale.

The company has a simple and efficient business concept: cash & carry, which is defined

through its customer base, both professional and private consumption customers are allowed

to purchase at METRO-Habib Cash & Carry. The core customers are small and medium-

sized retailers as well as hotels, restaurants and caterers. The company offers business

customers a comprehensive product range both in food and non-food.

The mission statement of Metro is,

“The distribution of products with excellence in price, quality and variety to professional

customers, and so offering the customer advantages and opportunities of growth.”

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What does METRO offer?

METRO Cash & Carry is a reliable partner for more than 20 million professional customers

worldwide. It gives them a clear competitive advantage in their own markets. Professionals

can purchase everything they need to run their business: A restaurant owner, for example, can

buy food like fish or vegetables as well as kitchen equipment and office supplies.

METRO Cash & Carry offers an exceptionally wide range of high-quality products under one

roof. Depending on the size and type of wholesale center, the assortment includes up to

20,000 items in the food range and 30,000 items in the nonfood sector. As the name implies,

METRO Cash & Carry customers select their own items and take them with them to their

restaurants and shops. With this unique business-to-business concept, the company has grown

to become a leading international player in self-service wholesale.

COMPANY HISTORY

METRO Cash & Carry is a leading international company in self-service wholesale and

Operates more than 600 outlets in 29 countries. With over 100,000 employees worldwide, the

company achieved sales of € 31.7 billion in 2007. By generating almost 50 percent of the

total sales, METRO Cash & Carry is the top-selling sales brand of the METRO Group.

Assortment and service of METRO Cash & Carry’s unique business-to-business model are

targeted only towards professional customers such as hotels and restaurants as well as small

and mid-sized retailers or institutions. The company offers these special groups a high level

of assortment competency both in food and nonfood as well as attractive wholesale prices.

An efficient and internationally conferrable concept ensures success in entering new markets.

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METRO CASH & CARRY – A STORY OF EXPANSION

The self-service wholesale trade came to Europe in the year 1964 when METRO SB-

Großmärkte GmbH & Co. KG was founded in Mülheim/Ruhr. The initiator and driving force

behind this concept was Prof. Dr. Otto Beisheim. In 1967 the Franz Haniel & Cie. company

became a partner in the new venture. Prof. Dr. Otto Beisheim, the Franz Haniel & Cie.

GmbH company and the Schmidt-Ruthenbeck family then each held one third of the shares in

the German METRO activities and thus constituted the “original group of partners”.

As from the year 1968 the concept was extended beyond the German borders, with the Dutch

company Steenkolen Handelsvereeniging N.V. (SHV) as a new partner. The two sides jointly

established Makro Zelfbedienigsgroothandel C.V. with the original group of partners holding

40 percent of the shares in this activity. Within the framework of a first major expansion

drive METRO/MAKRO Cash & Carry entered the market in nine Western European

countries by 1972. In the nineties, METRO Cash & Carry expanded its activities to Portugal,

Turkey, Morocco and to Eastern Europe.

In July 1996 METRO Cash & Carry merged with Kaufhof Holding AG and Asko Deutsche

Kaufhaus AG and the METRO Group was founded. That year also saw the group’s going

public. The Metro stock is the only retail stock listed in the German blue-chip index “DAX

30“.

The first step into Asia was taken when METRO Cash & Carry moved into China in 1996.

Today the company is present in 5 Asian countries: China, India, Japan, Pakistan and

Vietnam. The METRO Cash & Carry business is going to be further internationalized and

expanded with the focus on Eastern Europe and Asia. Already by today, more than 80 percent

of the staff is working outside of Germany. In many countries the company is on of the major

employers.

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METRO in Pakistan

METRO Cash & Carry announced its operations in Pakistan in January 2006. Since then, it

has established itself as a potential market leader in wholesale.

Under the supervision of Managing Director Mr. Giovanni Soranzo, METRO Cash & Carry

Pakistan has opened its first store in the city of Lahore in October 2007.

The company’s country head office is also based in Lahore and currently employs over 400

people in two offices. In 2009 with 3 stores opening in Lahore, Faisalabad and Karachi, the

total number of stores in Pakistan reaches 5 in the span of 18 months.

METRO Cash & Carry’s commitment

to Pakistan is also echoed in its

donations to the President’s Earthquake

Relief Fund.– The company donated

€100 000 in January 2006 towards

President's Earthquake Relief Fund. It

also has plans to fund development

activities in the country in association

with the German Investment and

Development Company.  Such activities

have successfully been carried out in other countries. A recent example in Vietnam and a

similar program for fishermen and sheep farmers in India where more than 900 fishing crew

and 18,500 sheep farmers were trained about the best practices.

METRO Cash & Carry plans to invest in Pakistan on a sustained and reliable basis in the

years to come. The company’s unique business model offers potential for a decrease in

market prices and promotion of local goods and personnel.

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10 METRO Cash & Carry principles

The success of the company is based on the following principles:

Focus on professional customers

One-stop shopping

Efficient store concept designed for professional needs

Advanced customer service

Enhanced customers’ competitiveness

Excellence in supply chain and quality management

Strengthening of local suppliers

Development of national infrastructures

Career opportunities

Internationally transferable concept

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SERVICES & QUALITY

The goal of METRO is to efficiently

handle thousands of orders, shipments

and deliveries and ensure that goods

arrive at the right place at the right

time.

Supply Chain Management plays an

important role in our high-

performance logistics system and

enhances our capacity to supply food

and non-food products on a daily

basis with consistent high quality,

diversity and freshness.

The distribution of products that are temperature-sensitive is a huge challenge. Quality and

freshness can only be assured if the goods are constantly kept under a temperature controlled

environment, right from the time they leave the producer till they reach the customer.

At METRO Cash & Carry Pakistan, the warehousing and transport for frozen and chilled

products is ensured at a constant temperature (in minus or plus degrees), according to product

requirement. Temperature monitoring is done manually and by computerized mechanisms,

both during transportation truck and in cold storage.

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A) Fruits & Vegetables:

For the first time in Pakistan, METRO Cash & Carry offers a platform for Fruit & Vegetables

equipped with modern accessories for product processing. This ensures hygienic,

temperature-controlled, clean and packed fruit and vegetables as per international standards

of Hazard Analysis of Critical Control Points (HACCP).

B) Live Fish:

METRO Cash & Carry Pakistan offers live fish at Metro centers. Now you can choose live

fish of your choice and enjoy the taste of freshness.

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FOOD

1. Fresh

The Fresh department comprises fresh meat, fish, fruit and vegetables and dairy section.

Special care is taken in handling, storage and maintaining freshness of products throughout

their shelf life. Freshness of food products is checked on a daily basis to make sure that no

product is left on the shelf that does not fulfill standard requirements of quality and freshness.

2. DryFood

The Dry Food department comprises edible grocery, canned goods, beverages, sweets,

confectionery, as well as detergents and toiletries.

Special attention is given to the storage of high quality grocery items such as rice, pulses,

lentils, spices, etc., to maintain their colour, texture, and aroma. A separate area has been

designated for spices and nuts for the ease and comfort of customers. They have their Halal

certificate for verification.

3. Hygiene & Sanitation

Metro is extra cautious about the hygiene and sanitation conditions to be ensured by their

suppliers especially for fresh food items.

Not only that we ask our suppliers to follow the quality standards, we also apply strict

hygiene and sanitation requirements in the day-to-day operations of our stores.

We only buy products that are hygienically prepared and properly handled at source by

suppliers. We ensure that sanitation measures are a key part of their production and

processing procedures.

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LAYOUT PLANNING

Layout planning is determining the best physical arrangement of resources within a facility.

This definition of layout planning is clearly visible in Metro Store.

As they have proper segmented each and every department and people can freely move between from one place to another and products can easily be located from a far distance.

All products are placed in a systematic manner as there is no wastage of resources.

Landscaping was done professionally.

Layout Of Departments

Metro has designed their departments in such a way that all the products of the same kind like

fresh food, non-food & dry-food etc. are grouped together. For the convenience of the

customers currently they have 16 departments and they are:

Fruits & Vegetables

Spices & Pickles

Fish

Dairy

Meat

Bakery

Beverages

Beauty Solutions

Office, Media

Home Electronics

Toiletries, Detergents

Edible Grocery

Household/Clothing

Sports & Seasonal

High volumes of food items generate greater profit and to balance them Detergents are

considered a part of Food Department.

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This kind of a department layout shows that customers can move between food & nonfood

items easily.

Layout Planning In Metro

The pattern of layout Metro is the same for all Metro Stores over the world. They are

following the “Merchandizing Principle” i.e, it is in the form of blocks and is vertical.

We have observed two types of layouts in Metro which are the:

Process Layout

Fixed-Position Layout

Process Layout

In this kind of layout, one has to group similar resources together

Any new brand introduced in the market is placed in front of the existing Brand,

based on their unique needs.

Any pair of work centers that has a large number of goods moved between them

should be placed in close proximity to each other (like food items and non food

items).

Their main challenge is to arrange resources to maximize efficiency and minimize the

waste of movement.

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1. Lower capital intensity & automation

2. Higher labor intensity(Shelf placement)

3. Resources have greater flexibility

4. Processing rates are slower(everything is manual)

5. Material handling costs are higher(They have to replace the defective one)

6. Scheduling resources & work flow is more complex(More than 300 Employees)

7. Space requirements are higher(Due to inventory but in vertical way)

Fixed Position Layout

Racks on which products are being placed is not moveable and building is also a fixed

layout.

The challenge is scheduling different work crews and jobs and managing the project.

TYPES OF STORES

Classic Junior Echo

CLASSIC: This kind of layout is above 10,000 sqm

JUNIOR: This kind of layout is equal to 10,000 sqm i.e 120 kanals

ECHO: This layout is between 5000-6000 sqm.

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TYPE OF LAYOUT BEING USED IN PAKISTAN

Metro Pakistan is using the “junior” Layout

Advantages of Proper Layout Planning:

Proper Layout is itself Marketing of products.

Critical in building good working relationships

Increasing the flow of information

Improving communication

Promoting the visibility of key items in retail business

Contributing to customer satisfaction

Customer convenience

Warehouse Layout

Metro has its warehouse at Sharakpur which is known as the “Metro Platform”

They use the “Proactive approach”

Metro itself is a of kind ware house

To locate the inventory & order placement, Metro has a software known as GMS

SUPPLIERS

Metro is outsourcing this service by hiring “Logistic Company” for transportation

services.

Metro has its own suppliers who supply directly to its warehouse from all over the

world & local suppliers supply both to Metro & its warehouse.

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LABOR

In metro, most of the work is being done by the labor. So it is important for Metro to choose

such a location in which labor supply is adequate

SITE CONSIDERATION

Metro also considers the following factors while choosing the location, they have local

zoning & taxes, access to utilities, utility cost, soil conditions, climate, adequate drainage,

approach roads, parking and etc.

METRO DEFINING QUALITY

Value for price paid

People who purchase products from Metro feel that they charge the right amount for goods that they usually buy.

Support services

Metro gives warranty depending on the type of product purchased. Example it gives warranty onits electronics.

Psychological

It has a good ambience, staff is friendly & responsive.

CONTINUOUS IMPROVEMENT & METRO

Proper shelf placement & training of staff

Metro trains its staff by two process:

o Process

o System

It has its own in-house training organization called HOT (House of Training)

They also send their staff abroad for proper training

They use “train the trainer” approach.

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SERVICE DEPARTMENTS Customer Entrance & After Sales Service

I was observed policy of Metro cash and carry with the start from reception. I was saw how to

make a Metro customer registration card and give the best facilities of customer from reception. After that we

have to focus speak with the good communication and make a friendly relationship with customer. On the

days we had been filled the customer satisfaction pulse form so everyone focus to get a lot of suggestion

from customer. How to make a Metro cash and carry more than reliable shopping for customer. After that we

have to work as following as;

Submitted to the personal things from customer like a shopping bag etc.

Make a refund invoice voucher of article to depend on the Metro cash and carry policies.

Make a Metro cash and carry customer registration card.

Annousement of required staff.

Annousement of customer.

Cash till: This is very sensitive place of the department. We are open all the eyes and scan articles with fully

confidant and received money from customer. Without waste the extra time of customer all the important

is following as…

Ask a Metro card from customer.

Good communicate with customer.

Scan completes articles.

Get complete money from customer.

Make a finally printed invoice bill.

CheckoutI was to observe how to manage the professional customer look like advanced and credit customer then we

have to work as following as…

Steno refund to customer at checkout counter.

Make a refund invoice voucher for customer.

Manage the account of professional customer.

Stamp on the invoice of end controller.

Main Cash.

Handling of all invoices, debit and credit notes.

Customer Managers

Recruiting new customers and visiting registered customers.

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Good Receiving

This place of good receiving article for the store related to food / nonfood and dry

food. When we received articles to read and follow the policy of Metro cash and carry

all the required R.p given in the good receiving board.

After that we have to work Three main steps.

1. Good receiving.

2. Internal supply transfer

3. Return to supply.

GOOD RECIVINGS:

This is the order article and need of store for supply to customer. This is very

sensitive work because these effective is high to enhance the capabilities of store that

was we focus to complete works ... as following as:

1. Check expire date

2. Check damage’s.

3. Check required temperature of vehicle when received fresh articles.

4. Check gills of the fish.

5. Check color and size of vegetables and fruit...

INTERNAL SUPPLY TRANSFER:

When articles is not available in the store and requirement of the customer then we

higher the articles from other store to be conditions will depends on the customer.

This is called internal supply transfer.

RETURN TO SUPPLY:

Those articles will be close on expire date and not give the excellent sailing result in

the cause of department manager inform to buyers please make the return invoice is

called Return to supply.

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HUMAN RESOURCES IN METRO

Metro’s human resources management is aligned with the strategy formulation and

implementation process. By integrating human resources management into the planning

process, emphasizing human resources activities that support broad Metro’s mission goals,

and building a strong relationship between HR and management. Metro has been successful

in ensuring that the management of human resources contributes to mission accomplishment.

The management at Metro recognizes that it is not just financial and technological capital that

provide companies with the competitive edge. Without attracting and retaining the right

people, in the right jobs, with the right skills and training, an organization cannot succeed.

Therefore, at Metro, people have been recognized as the company’s most important asset.

This approach of strategic human resource management at Metro has led to enhanced

organizational performance.

The division is divided into two major departments:

People Excellence

Organizational Excellence

People Excellence team deals with recruitment, HR operations, reward and retention of

employees. Organizational Excellence team looks after culture, training and development

needs of our employees.

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RECRUITMENT AND SELECTION

There are four different categories for Hiring

Hiring on permanent basis.

Hiring on contracts.

Hiring as Part timers.

Seasonal Hiring.

There are different sources of recruitment used at Metro.

Outsourcing

Employment on reference. (both internal & external)

Advertisement in Media. (mostly print)

Walk in Interviews. (Encouraged at operational level only)

Orientation & Induction

The purpose of this section is to ensure the successful implementation of a uniform procedure

for introducing new employees and help the new employees feel part of Metro Family by

providing information and assistance at the time it’s needed.

It is important that the induction process is consistent to ensure that all new employees have

the same induction experience and receive the same messages. Induction if implemented

effectively has the potential to reduce turnover, absenteeism and boost morale.

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TRAINING AND DEVELOPMENT PRACTICES AT METRO

There are three types of employees working at Metro:

Permanent

Contractual

Part time

Purpose of performing training and development processes:

To improve employee relations and soft skills.

To upgrade skills via internal and external training.

To increase work performance.

To skill unskilled and partially skilled employees.

In the department of training and development, there are basically two types of training being

done:

Internal Training.

External Training

INTERNAL TRAINING

There are three major departments at Metro of whose employees are trained.

o Commercial

o Business Development

o Customer development

The commercial sector comprises of the following units

Non food

Fresh food

Dry food

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The major task of the commercial sector is to sell out the product range offered by Metro.

Special training is offered to the employees working under this division by senior managers

belonging to the international chains of Metro. The international senior managers train the

managers in the Pakistan division of Metro and these managers then further train their

subordinates and other staff who work under the senior managers.

The employees are trained how to deal with the dynamic market, trade market, import and

export details, newly developed opportunities in the market and of any new system which is

being introduced at Metro.

The other staff trained at Metro belongs to the business development and the customer

development department. The sales and marketing executives of business development unit

belong to the head office where as that of customer development department belong to the

numerous stores of Metro. They are trained through the process of in-house training which is

a training program for learning opportunities developed by the organization in which they are

used. Since the training is required to be provided to employees as part of legislative

requirements for industry performance and safety standards, competitiveness or continuing

education requirements.

The staff from the House of Habib is responsible for training the business and customer

development unit and members of the head office (HOH) train all the employees respectively.

Training New Recruits

The plan is the most important part of training, Metro determines what skills and knowledge

are needed to produce an effective business development professional, and then it establishes

a criterion to include in the training program. Training is an ongoing process. Internal

Training is being done for the betterment of the process at the work place of Metro. The most

important factor in creating a training program is making sure the proper criteria is being

taught

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The training being offered to new recruits includes the following aspects:

Company Knowledge and Company history What the company sells and to whom Time management Organization skills Reporting Focus on achieving goals Selling for the company Terms and conditions

The above factors are covered in the training program which is usually done by the respective

manager or supervisor who is assigned the responsibility of training the newly recruited

employees on the job under him. He gives the recruited employees an overview of all the

major topics in the categories mentioned above, and of the job through the process of on the

job training under the supervision of Human Resource personnel.

The first step performed is to have a meeting with the training team and present the overall

goal for training. A private one-on-one meeting is scheduled with each person within three to

five days to go over their specific training program criteria. Detail of what the management

expect them to do is given and different tools of training are used as well. The training

process, however, must be good or it will not achieve its goals.

During the process of internal training, monitoring the process is essential to ensure that all

members of the training team are doing their job effectively. Auditing trainees within each

module until the organization is confident that the training is effective. Good work habits

from training only come when the habits become automatic. Encouraging staff members to

use the newly learned skills is strongly emphasized on at Metro. Getting involved and, if

necessary, being strong about helping people who are reluctant to change. It takes a stiff

backbone to make training pay off.

If the internal training process is not giving results as expected, Metro reviews how the

training is being done and fine tunes the process to ensure that any holes in the program are

plugged.

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Training Permanent Employees

Since the basic training is only provided to the permanent members of the organization such

as the senior managers and managers who then later on train their subordinates. After each

component of the training plan and program is complete, outsourced trainers or international

employees of Metro meet with the managers from Pakistan division and review all business

development personnel to determine who will require what training module. An employee is

assigned to coordinate the dates and times for specific training modules and then send

invitations to those employees who are to attend each module.

EXTERNAL TRAINING

As part of its continuous learning philosophy, Training via Analysis seeks to support

employee training so that employees can fully contribute their talents to achieve TVA's vision

and business objectives. In keeping with this objective, TVA encourages employees to

participate in training activities so they may perform at their highest potential. This practice

establishes the process for all employees who participate in External Training.

External Training includes training activities such as:

Seminars, workshops, and conferences.

Technical and nontechnical training.

Noncredit courses or activities that lead to continuing education units (CEUs).

Review courses in preparation for a professional exam.

Continuing education activities to maintain certifications or licenses.

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PAYROLL

Payroll and timekeeping clerks perform a vital function at Metro: ensuring that employees are

paid on time and that their paychecks are accurate. If inaccuracies occur, such as monetary

errors or incorrect amounts of vacation time, these clerks research and correct the records. In

addition, they may perform other clerical tasks. Automated timekeeping systems that allow

employees to enter the number of hours they have worked directly into a computer have

eliminated much of the data entry and review by timekeepers and have elevated the job of

payroll clerks, allowing them to perform more complex tasks. In Metro units that have not

automated this function, however, payroll and timekeeping clerks still perform many of the

traditional job functions.

The fundamental task of timekeeping clerks at Metro is distributing and collecting timecards

each pay period. These workers review employee work charts, timesheets, and timecards to

ensure that information is properly recorded and that records have the signatures of

authorizing officials. These clerks also review computer reports listing timecards that cannot

be processed because of errors, and they contact the employee or the employee’s supervisor

to resolve the problem.

Employee Benefits & Compensation

There are five basic tools being used at Metro for compensation or remuneration.

A base salary

Short-term incentives, or bonuses

Long-term incentive plans (LTIP)

Employee benefits

Perquisites

Employee benefits and benefits in kind (also called fringe benefits, perquisites, perks) are

various non-wage compensations provided to employees in addition to their normal wages or

salaries at Metro. Where an employee exchanges (cash) wages for some other form of

benefit, this is generally referred to as a 'salary sacrifice' arrangement.

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Fringe benefits can include, but are not limited to: (employer-provided or employer-paid)

housing, group insurance (health, dental, life etc.), disability income protection, retirement

benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social

security, profit sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

LEAVE POLICY

Objective

This Policy encourages the employees to take break from work as this provides for a healthy

and efficient staff. The leave policy sets out the various types of leaves that an employee is

eligible for and outlines the procedure for taking leave.

The different types of leaves covered under this policy are:

Annual Leave

Casual Leave

Sick Leave

The policy is applicable for all – Permanent employees. Employees who are on Probation are

not covered under this policy. In the event of an employee leaving the service of the

organization by the way of resignation or attaining the age of retirement or otherwise, except

as a result of disciplinary proceedings, he/she shall Not earn Annual leave during the notice

period that the employee needs to serve, in case of a resignation. All leaves should be applied

in “Standard Leave Form” available with the company Minimum of 15 days leave per year

by each employee is intended.

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Annual Leave/ Earned Leave

15 days annual leave is allowed to each employee. Out of 15 days leave credited for the year,

any un-availed paid leave in excess of 10 days at the end of the year will lapse automatically.

In other words not more than 10 days leave will be carried forward to next year.

All the employees are required to submit a leave plan to their respective head of the

department stating when they intends to take paid leave.

An employee who joins the company other than 1st day of April are entitled to earn the leave

in that respective year on a pro-rata basis.

Employees should submit application for leave in the prescribed format, 5 days in advance to

his/her departmental head. Even leave of casual nature needs prior approval

All leave will be sanctioned by the departmental head and sent to the HR department for

records. Paid leave cannot be encashed for more than 10days in any year. The overall limit on

encashment is 10 days only.

Casual Leave

All permanent employees are eligible for 3 consecutive casual leave. An employee is eligible

for a maximum of 10 days casual leave in a calendar year. Half Day CL can be taken as

needed. If an employee avails more than 10 casual leave during the calendar year. Excess

leave will be deducted as Annual leave or if Annual leave is not available they will be unpaid

leave.

All leaves should be applied for in advance unless circumstances are such that it is not

possible to do so. In such cases a telephone call or an email to the concerned reporting

authority or his/her absence to the concerned department, as intimation should serve the

purpose.

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Sick Leave

All permanent employees are eligible for 8-day sick leave in a calendar year.

If an employee avails more than sick leave during the calendar year. Excess leave will

be deducted as Annual leave or if Annual leave is not available they will be unpaid

leave.

All leaves should be applied for in advance unless circumstances are such that it is not

possible to do so. In such cases a telephone call or an email to the concerned reporting

authority or his/her absence to the concerned department, as intimation should serve

the purpose.

MEDICAL POLICY

Inclusions

Doctor’s consultation fee. Medical tests and Medicines, as prescribed by the doctor.

Exculsion

Cosmetic and Beauty Treatment Dental Treatment Willful exposure to danger, intentional self-injury and attempted suicide.

Hospitalization

Maternity cost including complications: IPD Circumcision: sub limit of IPD Hospital room charges for confinements.

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DRESS CODE AND WORKING HOURS POLICIES

Dress code Policy and Employee ID

MHCC dress code is smart causal, unless otherwise stated i.e.

o Service employee: specific uniforms

o Front end employee: smartly dressed.

During working hours employee IDs need to be worn at all times.

Working hours

Head office:

o Monday to Friday : 9am to 6pm.

o Ramadan: 8am to 3:30pm, Friday: 8am to 1pm

Store Operations:

o Shift arrangements.

Lunch Break

o Weekdays: 45 min to be taken from 12 noon to 3 pm

o Friday (lunch and Juma) : 12:30pm to 2:30pm

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PERFORMANCE APPRAISAL

Performance appraisals are a regular review of employee performance within Metro.

Generally, the aims are:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

METRO Management Planning (MMP) is a unique tool used to establish a culture of

feedback METRO. Every Year through MMP reviews, vertical and horizontal potential is

identified and exposed to the following development centers at various levels after having

two years in the same position.

Regional Development Center (RDC)

This is held two times in a year with 12 Participants each time. A team of 6 Assessors who

are members of the local management board give the Development feedback to employees.

International Development Centre (IDC)

This is held 3 times in a year with 12 Participants each time. A team of 6 Assessors who are

Members of the Executive management board & MDs Assessors who are Members of the

Executive management board & MDs, Metro Pakistan under the supervision of METRO

Asia is also undertaking the following special initiatives to provide cutting edge knowledge

to its executives.

Apart from the initiatives mentioned above there are at all times various local programs and

initiatives in place for the development and assessment our employees at all levels and at all

locations.

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EMPLOYEE RELATIONS

Employee Relations at Metro involves the body of work concerned with maintaining

employer-employee relationships that contribute to satisfactory productivity, motivation, and

morale. Essentially, Employee Relations is concerned with preventing and resolving

problems involving individuals who arise out of or affect work situations.

Advice is provided to supervisors on how to correct poor performance and employee

misconduct. In such instances, progressive discipline and regulatory and other requirements

must be considered in effecting disciplinary actions and in resolving employee grievances

and appeals. Information is provided to employees to promote a better understanding of

management's goals and policies. Information is also provided to employees to assist them in

correcting poor performance, on or off duty misconduct, and/or to address personal issues

that affect them in the workplace. Employees are advised about applicable regulations,

legislation, and bargaining agreements. Employees are also advised about their grievance and

appeal rights and discrimination and whistleblower protections.

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