Muhammad Yousuf Lahore Leads University

1. INTERNSHIP REPORT

2. INTERNSHIP REPORT
2016
LAHORE LEADS UNIVERSITY
Student Name: Muhammad Yousuf
S/o: Shaukat Ali
Program: BBA (hons)
Roll. No. F12-1258
Session: 2012-16
Internship Organization Name: Millat Tractors Limited
Branch & Address: Sheikhupura Road, Lahore
Internship Supervisor: Mr. Mohsin
Internship Supervisor Contact No. 03338303577

3. Contents Page
Section: Page Number
Dedication 05
Acknowledgement 06
Executive summary 07
Internship Letter 08
Chapter # 1: introduction
Introduction to the industry 09
Company’s Vision 12
Company’s Mission 12
Products & their Types 34
Chapter # 2: organization structure
Organization Structure 13
Head office 16
Management practices at MTL 17
Way of Training 18
Safety & Health Policies 20
Code of Conduct 21
Performance Appraisal 22
Financial Highlights 23
Chapter # 3 Business Analysis
Strategy Planning 25
Product Life Cycle 26
SWOT analysis 27
BCG Matrix 29
Porter 5 Forces Model 30
Value Chain Analysis 32

4. Chapter # 5
Learning as a Student Interni 42
Chapter # 6
Conclusion 48
Recommendation 49
References 50

5. Dedication:
″Our work is dedicated to our beloved parents, teachers, brothers, sisters, and all of
well wishers″

6. Acknowledgements:
″To him belongs the dimension of the heavens and the earth, it is He who gives
life and death and he has power over all thing″
(Al-Quran)
We are pleased to acknowledge Mr. Mohsin Millat tractors limited who helped us to work here
as internee. We have learned a lot during my period of internship in MTL. We have observed our
theoretical knowledge being converted to practical processes.
I pay special homage to the following persons.
Recruitment and Selection (R&S) ------ Mr. Khalid (Millat Tractors Ltd)
HR Operations -------- Mr. Usman Javaid (Millat Tractors Ltd)

7. Executive Summary:
The internship report is the necessary part of the BBA program, and every student has to do
internship of 6 weeks in any organization of repute after successful completion of the internship
work a student is required to write whatever practices and practical work he has done in his
internship work. The main purpose of the internship report is to familiarize student with
contemporary practices and techniques being adopted by the organization.
In report a student has to do three types of analysis of the organization such as General Analysis,
departments Analysis, Management structure and products and services Analysis of the
respective organization. In my opinion an organization has to develop proper and effective
performance appraisal system to improve the performance of their employees and company as
well. An organization has to choose a transformational leader so as to accelerate the performance
towards goal achievement.
Millat Group is Pakistan’s leading engineering concern in automobile sector & has a history that
spans almost half a century. MillatTractors Limited MTL is market leading industry of
agricultural tractors & holds above 50% market share.

8. Internship Letter

9. Chapter 1:
1. Introduction to the industry:
Millat Tractors Limited (MTL) was established in 1964 to introduce and market Massey
Ferguson (MF) Tractors in Pakistan. An assembly plant was set up in 1967 to assemble tractors
imported in semi-knocked down (SKD) condition.
The company was nationalized under Economic Reforms Order in 1972 and started assembling
and marketing tractors on behalf of Pakistan Tractor Corporation (PTC) which was formed by
the Government for import of tractors in SKD condition. In 1980 the Government decided on
indigenization of the tractors and entrusted this task to PTC (Pakistan Tractor Corporation). PTC
transferred this role of indigenization in 1981 to MTL. This was the turning point in the
Company’s history and it went about the task methodically and rapidly. The Company undertook
this new role with enthusiasm and in the spirit of national development and proved its
engineering capabilities by surprising the deletion targets set by the Government. Just in one
year’s time, the company took a giant step towards self-reliance by setting up the first engine
assembly plant in Pakistan.
In 1992, the company was privatized. The employees joined hands and took over the
management by winning an open bid.
To maintain its leadership role in tractor manufacturing in the country, MTL continues to look
toward future, to identify and exploit new opportunities and to consolidate existing ones. The
Tractor Assembly Plant is part of this philosophy. This plant started its production in 1992. The
establishment of this modern plant not only increased production capacity to 16000 tractors per
year on a single shift basis, but also provided a quantum jump to the quality of the assembled
tractors and pushed MTL into ranks of the major tractor manufacturing companies of the World.
In addition, Millat Tractors Limited has been the regular recipient of the Corporate Excellence
Award of Management Association of Pakistan and the Top Companies Award of Karachi Stock
Exchange, since early eighties. MTL’s Annual Report has been acknowledged as the Best

10. Annual Report by the Institute of Chartered Secretaries and Admin Association of Pakistan for
several years.
Millat Tractors Ltd:
Millat tractors Ltd MTL- an ISO 9001 :2008 certified company for its assembly & material
testing & gauge control laboratory-is Pakistan’s leading engineering concern in automobile
sector. It manufactures MF-240, MF-350, MF-260, MF-375, MF-385, MF-385 4WD,
Implements, Prime movers, Forklift Truck & Power Generation Sets
www.millat.com.pk
Bolan Casting Ltd:
In 1993, the Company in collaboration with the employees of Bolan Casting Limited (BCL)
acquired the management control of Bolan Casting Limited by purchasing 51% of the Company
shares offered by the government as part of the process of privatization. BCL provides major
casting for Automobile Industries and also 50% of the Company requirements are met from it.
Since acquisition of the control by MTL, BCL has also performed very well and has been on a
growth pattern.
www.bolancastings.com
Millat Equipment Ltd:
Millat Equipment Limited is an associated Company and was incorporated in 1993 as a private
limited Company under the Companies Ordinance, 1984, and was converted in to unquoted
Public Limited Company on April 20, 2004. The Company is engaged in the business of
manufacturing of automotive, agricultural and industrial vehicles, parts and components thereof.
www.millatgears.com

11. Millat Industrial Product Ltd:
Millat Industrial Products is a subsidiary of the Millat Tractors Limited. The Company is
engaged in the business of manufacturing and sales of vehicular, industrial and domestic
batteries.
www.millatbatteries.com

12. 1.2 Company’s Vision:
“Millat to be global group of companies, recognized for a range of quality products with
innovative design capabilities”.
1.3 Company’s Mission
“Millat to be market leader in agricultural tractors and machinery, building companies image
through innovation and competitiveness, grow by expanding market and investing into group
companies, ensuring satisfaction to customers and stakeholders and to fulfill social
Obligations”

13. 1.4 Products of Millat Tractors Limited:
Millat Tractors Limited is manufacturing a large variety of agriculture equipment. The
major share of its product is of tractors. Some of the major products of Millat Tractors Limited
are as follow:
Tractors
 MF-240
 MF-260
 MF-350
 MF-350+
 MF-375
 MF-385
 MF-385 (4WD)

21. Chapter # 2 BUSINESS OPERATION:

22. 2.1 Organization Structure:
Board of Directors:
 All decisions regarding:
 New investment
 New borrowings
 Approval of annual/ half yearly/ quarterly accounts/ dividend/ bonus etc
 All management and operational decisions
Chief Executive:
 Overall controlling of operations
Executive Director:
 To manage the all business activities of the company
Company secretary:
 To manage all secretarial jobs as required by the companies ordinance
Technical Directors:
 To manage the operational activities of the company
 To improve the quality/ standard of the products
 To suggest the modernization/ expansion plans
Director Finance:
 To manage the all financial matters of the company
 To manage/ improve the management information system
 To manage the accounting, costing, taxation, auditing, and overall related matters
General Manager Purchases:

23.  To manage the local purchases and imports of company
General Managers/ Managers Accounts:
 To manage the monthly, quarterly, half quarterly, and annual accounts of the company
Managers Taxation:
 To manage all the matters related to taxation
General Manager Administration:
 To manage the personal and administration matters of the company

24. 2.2 Head offices:
Millat Tractors Limited Sheikhupura Road, Shahdara Lahore.
Post Code: 54950
Phone: +92 42 3791 1021-25
UAN: +92 42 111 200 786
FAX: +92 42 3792 4166, 42 3792 5835
E-mail: info@millat.com.pk
Website: www.millat.com.pk

25. 2.3 Management practices at MTL
HRD practices at Millat Tractors limited
Trainings are done on regular annual basis at Millat Tractors. They have very detailed and
about training programs. A part of annual budget is allocated for trainings every year.
Levels of Employees:
Employees are divided into two types for purpose of training
In workers class only permanent and contractual workers are provid
Permanent
workers
Junior
Executive
Assistant
Manager
Deputy
Manager
Management practices at MTL
HRD practices at Millat Tractors limited
Trainings are done on regular annual basis at Millat Tractors. They have very detailed and
about training programs. A part of annual budget is allocated for trainings every year.
Employees are divided into two types for purpose of training
In workers class only permanent and contractual workers are provided with training.
Worker class
Contractual
workers
Daily Wagers
Executive class
Deputy
Manager
Manager
Senior
Manager
Deputy
Genral
Manager
Trainings are done on regular annual basis at Millat Tractors. They have very detailed and structured system
Daily Wagers
Deputy
Genral
Manager
Genral
Manager

26. 2.4 Ways of Training:
Millat Tractors are giving training of 2 types which have following details
Outside the country training sessions are arranged in Japan, China, France, Brazil and some other countries. Its
head quarter is in Brazil. Every year engineers are sent outside the country to check the system and add value to
it.
Selection of Trainers:
Trainers are hired internally and externally.
Internal trainer is not compulsorily hired from HR department. Trainer is hired on basi
any area. For example if training is on topic of soft skills then trainer can be hired from HR department, if topic
is about technical skills then trainer is hired from other related field. When internal trainer is hired, he is pai
with no compensation.
External Trainer is also hired for training purposes. When external trainer is hired then first of all he is given
with a detailed visit of whole organization. After that he has a meeting with all HODs in which he asks them
about current system and problems. Then after all observations and meetings that trai
program that is very effective.
Training
Outdoor Training
Inhouse Training
Millat Tractors are giving training of 2 types which have following details
Outside the country training sessions are arranged in Japan, China, France, Brazil and some other countries. Its
Brazil. Every year engineers are sent outside the country to check the system and add value to
Trainers are hired internally and externally.
is not compulsorily hired from HR department. Trainer is hired on basi
any area. For example if training is on topic of soft skills then trainer can be hired from HR department, if topic
is about technical skills then trainer is hired from other related field. When internal trainer is hired, he is pai
is also hired for training purposes. When external trainer is hired then first of all he is given
with a detailed visit of whole organization. After that he has a meeting with all HODs in which he asks them
urrent system and problems. Then after all observations and meetings that trai
Outdoor Training
With in the
Country
Outside the
Country
Inhouse Training
Within the
premises of
company
Outside the country training sessions are arranged in Japan, China, France, Brazil and some other countries. Its
Brazil. Every year engineers are sent outside the country to check the system and add value to
is not compulsorily hired from HR department. Trainer is hired on basis of need of training in
any area. For example if training is on topic of soft skills then trainer can be hired from HR department, if topic
is about technical skills then trainer is hired from other related field. When internal trainer is hired, he is paid
is also hired for training purposes. When external trainer is hired then first of all he is given
with a detailed visit of whole organization. After that he has a meeting with all HODs in which he asks them
urrent system and problems. Then after all observations and meetings that trainer designs a training
With in the
Country
Outside the
Country
Within the
premises of
company

27. A trainer is selected on basis of his profile and to a little extent his inventory is also checked. This inventory is
checked by way of personal contacts.
Training of Executive class
TNA:
Millat tractors have made pre evaluation forms for training need assessment. Executives fill that form. After that
those forms are analyzed by HR department then with consent of respective HOD that person is sent on specific
training.
Training:
Normally training sessions are done in class rooms through lectures. Furthermore role plays and business games
are used to train the executives.
Evaluation:
After completion of training post evaluation form is filled by trainees. Through which it is evaluated how much
they learnt from training.
Furthermore trainees give a presentation on what they learnt from training session. In this way they also share
their experience with others.

28. 2.5 Safety, Health & Environment Policy
Safety policy:
 All the employees have been provided safety equipment during performance of their
duties.
 An upgraded fire fighting system has been installed to cope with any mishap.
 All the machinery has been fenced properly to avoid any type of accident causing injury
to the employees as well as to the machinery.
 Special arrangements have been made for the availability of filtered drinking water for
the employees.
 All the employees are insured under Group Life Insurance Scheme.
Health policy:
All the employees are got medically checked periodically through the Company’s panel
Hospitals to diagnose diseases if any. In case someone is found suffering from some disease, the
Company provides him medical treatment at its own expenses or through insurance company.
Environment policy:
The Company has a separate horticulture department to make the environment pleasant, green
and full of flowers. The Company also participates in various competitions on horticulture
arranged by Government and other Institutions.

29. 2.6 Code of Conduct:
The Company’s Code of Conduct conforms to the Millat Group Vision and the
Company’s Mission Statement. The Code of Conduct defines the expected behaviors for all
employees of Millat Tractors Limited (MTL). MTL will conduct its business fairly, impartially,
in an ethical and proper manner, in full compliance with all applicable laws and regulations, and
consistent with the values of the Company, Integrity must be ensured in all Company business
relationships, including those with customers, suppliers, shareholders, other communities and
among employees. The highest standards of ethical business conduct are required of employees
in the performance of their responsibilities. Employees will not engage in any conduct or activity
that may raise doubts to the honesty, impartiality and reputation of the organization or result in
embarrassment to the Company.
Every employee of the Company will ensure that he/she:
 Will not engage in any activity that might create a conflict of interest for him/her or
MTL. Conflict of interest shall be disclosed where it exits and guidance sought.
 Will not take advantage of his/her position for personal gain through the inappropriate
use of Company name or non-public information or abuse his position.
 Will refrain from insider trading.
 Will follow all restrictions on use and disclosure of information. This include protecting
Company’s information and ensuring that non-company proprietary information is used
and disclosed only as authorized by the owner of the information or as otherwise
permitted by law and abide by the employee non-disclosure & confidentiality
undertaking already signed by him/her.
 Will observe fair dealing in all of his/her transactions and interactions.
 Will protect all assets of the Company and use them only for appropriate Company-
approved activities.
 Without exception, will comply with all statutory applicable laws, regulations, company
policies and rules etc.

30. 2.7 Performance Appraisal at Millat:
 MBO (Management by Objective) method is used for performance appraisal in Millat. But still it
is not finalized and not in its refined form.
 Appraisal is done on annual basis and appraised by respective HOD. At the end of calendar year
appraisal is done. Normally in November or December.
 It’s a confidential document and can be accessed by only HODs and upper level employees.
 If a person is not satisfied with his appraisal, he can access his respective HOD or HR
department and to CEO as well.
 Some targets are made on monthly basis and on basis of that, workers are also checked on
monthly basis.
 After appraisal, there is a meeting of all HODs and BODs in which increment is decided.
Increment is decided by Chairman as per financial resources and company policy.
There are 4 grades on which employees are appraised: A, B, C, and D.
A is greatest and D is least grade. If an employee gets D grade for consecutive 2 years, he is given a show cause
notice to tell the reason for bad performance. If reason is satisfactory then he is given 1 more chance to improve
performance. On the other hand if reason is not satisfactory then he is fired.

31. 2.8 Financial Highlights
Sales / Pre Tax Profit:
Sales after Tax Profit:

32. Return on Equity:
Return on Assets:

33. Chapter # 3 Business Analysis:
3.1 Strategic Planning:
To make optimum use of ancillary industry in Pakistan to maximize indigenization of tractor
parts and farm equipment. To create in-house plant facilities for manufacture of components for
tractors and other agricultural machinery which cannot be fabricated by the ancillary industry,
where investments required are heavy or where technology involved is intricate. MTL will
maintain a strong R&D Department to provide technical assistance to local manufacturers and
for product development. Ensure customer satisfaction by providing quality products at
competitive prices which warranty coverage and ensuring after sale service.

34. 3.2 Product Life Cycle:
According to the analyst’s of MTL, after securing fifty percent of tractor market in Pakistan the
company has adopt a stable strength to compete against its rivals.
Currently the company is at maturity stage like its other competitor in the market and like its
competitors it is also introducing new products to remain stable. Along with that the company
has increased its after sale survives duration so that the customer will be more satisfy after
selecting a MTL.
Even though the company is at maturity stage yet Mr. Zulifqar Elahi (senior Manager HRD)
think that they have very efficient policies for their company for maintaining a stable stage for
their organization and they are very much satisfied with the current stage and strategies of the
company.

35. 3.3 SWOT Analysis:
Strengths:
 Reduced labor costs
 Good employee safety and health system
 A better system of communication
 Unbiased and non discriminatory action
 Concentration on training and development
 High profitability and revenue
 High growth rate
 Barriers of market entry
 Domestic market
 Experienced business units
 Skilled workforce
Weaknesses:
 Small business units
 Tax structure
 Productivity
 Method used for forecasting personnel need
 Some of policies required to be updated
 Outdated training system
Opportunities:
 Growing economy
 Growing demand
 Venture capital
 Income level is at a constant increase
 Global markets

36.  Use of motivational tool
 Use of more sources to attract the labour force
Threats:
 Government regulations
 Cash flow
 Increasing costs
 Increasing rates of interest
 Tax changes

37. 3.4 BCG Matrix
STAR:
Massey Ferguson MF 260 a multipurpose tractor due to its high performance, fuel efficiency and
immense power to do heavy task makes it a star product for its company
COW:
Massey Ferguson MF 240 claimed as the most popular tractor in the country.
Having 50 HP range from MLT is acting as a cow for its organization.
Question Mark:
The Millat generating sets, MPG-25 (15 KVA-25KVA) and MPG-42 (40KVA), both working
manually are the ″? ″ for Millat.
DOG:
Massey Ferguson MF 385 4WD (2nd edition of MF 385) was the ″? ″
For Millat which latter proved its self as a dog after having no demand in a market for the
company as the first edition had better working abilities ( as a response from customers) the then
newly introduced one.

38. 3.5 Porter 5 Forces Model:
1. Bargaining Power of Supplier:
The bargaining power of supplier is low because there is only one supplier who is supplying raw
material to all the organization at contract basis with the mutual co ordination between them.
2. Bargaining Power of Customer:
The customers have low bargaining power as there are only few seller of tractor in the market
and the price of product depends upon the manufacturing.
3. Threats of New Entrant:
The threat of new entrants is low as the companies that are already exists having control over
market and price strongly, so it would be difficult to survive market a low threat for the current
organization and MTL.
4. Threats of Substitute Product:
Sometimes it happens when the trade between Pakistan and other countries on tractors and
automobiles open to produce substitute products on cheaper rates causing high threats of
substitute products for the company.
E.g. Indian and Chinese Tractors

39. 5. Rivalry among existing competitors:
There is strongly rivalry between MTL and Al-Ghazi tractors as the difference of total number of
tractors is 1% as MTL have 50 % and Al-Ghazi has 49% of total tractors working in Pakistan.
The rest of 1% is the Indian and Chinese tractors.

40. 3.6 Value Chain Analysis:
Support Activities:
Firm Infrastructure:
The company has its own infrastructure to manufacture its products and to launch then in market.
HR Management:
The company has a strong HR network as up to date training, motivation and rewarding the
workforce on efficient work is the part of organization.
Technological Management:
MTL is known for its advancement in technological sector throughout the country yet the
company is aiming to be better in that sector.
Procurement:
All the purchasing material required to assemble a tractor is bought at the most reasonable price
the organization.

41. Primary Activities:
Inbound Logistics:
The company used different parts to make a tractor in special unit area.
Operations:
All the operations are carried out within organization from gear fitting to assembling engine and
from small nuts to 5 feet tires.
Outbound Logistics:
After completing the process of manufacturing a tractor, it is sent to the go-down along with
other fully finished tractors.
Marketing and Sales:
The market and sales is done through the dealers and local correspondents of company along
with the formal method of advancement.
Services:
The company has a wide network of after services.

42. Chapter # 5: LEARNING AS A STUDENT INTERN
Internship program:
Work under Deputy Manager Mr. M. Mohsin Shb.
1st
week
1st Day:
Introduction day:
And see the files of Millat Tractors.
We see the environment of Admin & IR department.
They tell us about the employees of this industry.
In Millat industry about 1200 employees are working. In which permanent employees are 186
and other workers are under contractor.
2nd Day:
We start the work under contractor Mr. Salaam which handles the company (Ahmed Inayait
Hassan & Company Ltd.).
That company provides workers in different companies and makes charge 300 per employee.
We work for admin. Millat start software, in this software the company have all date for
employees under contractors.
(Ahmed Inayait Hassan & Company Ltd.) Handle different department that is:
HTC, HEC, HHC, HAC, MPA

43. 3rd Day:
Fill up the Forms.
In form we fill the personal information that the contractor has record in your files.
4th Day:
In this day we also fill the forms.
And 2nd
time we maintain the document record of c.v.
5th
Day:
We visit the Department and asking the employees the missing data of form. They tell us the data
and we fill up each form. When we visit the Department first we meet the supervisor of that
department and give the permission first. Then the supervisor also helps me in that work.
We start HHC (Horizontal) Department. That department is small and in this department the
workers work for plantation. The workers care all plants and making more plants. That plants
show in different seminars and functions.
We visit also fish farm that is near of this.
2nd
Week:
1st Day:
We visit the Department HTC.
In HTC department the workers make the tractors.
The all works are in sequence. The employees can work those only the can do it. We can fill up
the forms in line/section wise.
We cover RAB, Line 1, and Line 2.

44. 2nd Day:
Visit HTC department:
Minor Rectification:
In this the employees check the tractors, if the minor defect is occurring then they can solve it.
Major Rectification:
If the major defect is occurring in tractors then they can solve this.
Segregation store:
In this section all tools are in this store that can provide in different lines.
3rd Day:
We visit MPA department:
In this department they make the generators and paint shop.
2nd
time we will start the HEC department
In HEC section/lines are Assembly line, Rectification, test shop, office
4th Day:
Discuss Managers about:
 Training Process
 Attendance system
 Bounces and Benefits
And we finish the work of contractor Ahmed Inayait Hassan & company Ltd.

45. 5th Day:
We start the work under Ashraf Shb. This person handles the company (Rabbani Sons &
HR services Ltd.) in this industry.
This company handle different department that is:
 MC (Machining Division)
 ME (Maintenance)
 Paint shop
We fill the forms of personal information that are working under this company.
3rd Week:
1st Day:
We also fill the forms of personal information
2nd Day:
We see the I.D cards of employees that are collect for gives bounces.
We fill up the forms the information I.D cards numbers and address.
3rd Day:
List down the Names of those persons who are hiring for 2nd
shift, these persons are those who
are working first.
Talking about the organization for IR manager
 Weakness
 Strength
 Promotion Criteria

46.  How to improve the weakness
4th Day:
Collect the names of those old employees that are working on daily wages.
That is those employees which are left the industry
5th Day:
List down the all names of daily wages workers which are under all contractors has recorded.
And call them for interview.
4th
Week:
Holidays due to EID UL AZHA
5th Week:
In this week we start recruitment for 2nd
shift.
We collect the c.v’s of hiring persons and interview
We collect C.V. till 12 o clock. After this break with Deputy Manager we select the c.v’s for call
them for working and write person’s name in department.
In this week we collect 800 c.v’s and select 660 for hiring.

47. 6th Week:
1st Day:
List down names in computer
2nd Day:
In this day we list down names in computer
3rd Day:
In this day we make the cards for employees that are hiring.
4th Day:
In this day we start the submitted card to employees and told them in next day they will come
start for training.
5th Day:
In this day first we send the new employees for training in each department which has receiving
cards. And then we start submitting cards.

48. Chapter # 6
Conclusion:
Millat tractor limited as a leading and pioneer organization is doing very well. Their plans are
very well organized, managed, according to circumstances and they avail the opportunities very
effectively. We are pretty sure that company has ability to achieve its goals as stated in vision
statement. Strong management, hardworking labour force and dedicated staff are all the key
factors that Millat tractors have making it a strong competitor in the market
After our internship in Millat Tractors Limited and doing market analysis we reach at the same
conclusion that they are "LEADERS ALL THE WAY". MTL should not compromise on the
quality. There must be a strict check and balance on QA dept. if MTL wants to be at the peak.
The management is very effective and their plans are mostly about their future.
MTL as a whole can be considered as an ultimate organization working in Pakistan that has
dominated a large area of market with its policies and procedure even after achieving a maturity
state.
Therefore we conclude that Millat Tractor has going on concern and it will progress further and
they have ability to overcome risks and prosper.

49. Recommendation:
Having gone through the HR process and polices of the company, we have reached the following
conclusion.
 All the policies need to be updated.
 For forecasting the future needs of manpower planning, the company may be used
advance techniques e.g. computer software.
 Although the company is emphasizing the training and development; yet there is a dire
need to update the training programs to something like on-job training.
Moreover, for technical jobs simulation may also be used.
 In order to win over the employee loyalty, the company may improve the salary
administration.
 The system of communication may be made transparent so that the employees may have
the information about what is happening around them. Moreover, it will also inspire a
sense.

50. References:
https://www.scribd.com/doc/52710359/Management-Analysis-of-Millat-Tractors-Ltd
http://documents.tips/documents/millat-tractors-56ad3e146acd8.html
http://www.slideshare.net/azlanchaudhry/presentation-on-internship-at-millat-tractors-limited-mtl
http://www.millatgroup.net/?page_id=446