1. 1
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.
COMPANYHISTORY
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

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High volumes of food items generate greater profit and to balance them Detergents are
considered a part of Food Department.
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 bestfacilities ofcustomer 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 suggestio n
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
confidantand 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.
 Checkout
I was to observe how to manage the professional customer look like advanced and creditcustomer then we
have to work as following as…
 Steno refund to customer atcheckout counter.
 Make a refund invoice voucher for customer.
 Manage the accountof 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 RESOURCESIN 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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RECRUITMENTAND 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
INTERNALTRAINING
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.

23. 23
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.