Mutual Trust BankThe Company was incorporated on September 29, 1999 under the Companies Act 1994 as a

public company limited by shares for carrying out all kinds of banking activities with Authorized

Capital of Tk. 38,00,000,000 divided into 38,000,000 ordinary shares of Tk.100 each.

The Company was also issued Certificate for Commencement of Business on the same day and

was granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act

1991 and started its banking operation on October 24, 1999. As envisaged in the Memorandum

of Association and as licensed by Bangladesh Bank under the provisions of the Banking

Companies Act 1991.

The Company (Bank) operates through its Head Office at Dhaka and 94 branches. The Bank

carries out international business through a Global Network of Foreign Correspondent Banks.

Mission

We aspire to be the most admired financial institution in the country, recognized as a dynamic,

innovative and client focused company that offers an array of products and services in the search

for excellence and to create an impressive economic value.

Vision

Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to

be:

One of the Best Performing Banks in Bangladesh

The Bank of Choice

A Truly World-class Bank

Human Resource Policies of Mutual Trust Bank:Human resource development and management has been proved as one of the most critical aspects of attaining organizational effectiveness. Human Resource Management (HRM) is concerned with the ‘people dimension in management’. Mutual Trust Bank Limited. Since its inception, has placed equal emphasis on all the four key functions of the processor HRM-acquisition, development, motivation and retention.

Recruitment:Mutual Trust Bank starts it through newspapers. Mainly two newspapers they advertise for Prothom Alo and Daily Star. Different job required different skills. So, suitability for a job is typically assessed by looking for skills, e.g. communication skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references.

Selection Process:In case of Management Trainee Mutual Trust Bank takes written examination. HR employee preliminary screen the CV by matching the post they want for and HRD set the venue for interview and call the top level management to lead the interview. Banking Officers call the candidates to attend the interview. If the preliminary interview is successful, the candidate will be invited to another interview. Then the selected candidates have to face the final interview. It is not set that, there will be three interviews. It could be four or more, depends on situation and post.

Training:Training is the processes of teaching the employee the skill for their better act upon on the job. Training is very helpful for the employees for their better performance. Mutual Trust Bank doesn’t have its own training institute but this bank arranged many type of training in its corporate office and other banks employees can contribute these trainings. A number of trainings are specific for specific department like Awareness of fake money, money laundering, Q-cash debit card are compulsory for cash finance for Large Projects in Bangladesh, Exchange Rate Management etc. Employee cannot participate any in-house training from their own interest, Human Resource Department will select the employee to participate the training. Human Resource Department sends office notice to those employees to attend the training. After attending their training the employee have to submit a report on

that training to the Human Resource Department. Sometimes Human Resource Department sends the employee to attend the training outside of the Bangladesh.

HR Hierarchy of Mutual Trust Bank:

Pacific Bangladesh Telecom LimitedPacific Bangladesh Telecom Limited (PBTL) as the pioneer in introduction of cellular

telecommunication in Bangladesh started its journey in the year 1993 under the name “CityCell”.

In 1999 CityCell went a step further by introducing CDMA (Code Division Multiple Access), a

completely digital cellular technology with the new name “CityCell Digital”. With this CityCell

has established itself as the first telecom operator to implement this new and advanced

technology, not only in Bangladesh but also in South Asia.

As of 1st March, 2008, Citycell’s total mobile subscriber base is 1.56 million, up 137 per cent or

680,000 from two years ago, giving it the best growth rate of the company till date. Citycell is

currently owned by Singtel with 45% stake and the rest 55% owned by Pacific Group and Far

East Telecom.

In 1989 Bangladesh Telecom Limited (BTL) was awarded a license to operate cellular, paging,

and other wireless communication networks. Then in 1990 Hutchison Bangladesh Telecom

Limited (HBTL) was incorporated in Bangladesh as a joint venture between BTL and Hutchison

Telecommunications (Bangladesh) Limited. HBTL began commercial operation in Dhaka using

the AMPS mobile technology in 1993 and became the 1st cellular operator in South Asia. Later

that year Pacific Motors bought 50% of BTL. By 1996 HBTL was renamed as Pacific

Bangladesh Telecom Limited (PBTL) and launched the brand name “Citycell Digital” to market

its cellular products.

Hawaii, Ericsson & Motorola provides technological support to Citycell. The technology used by

Citycell is CDMA1X (Code Division Multiple Access). Citycell is consolidating its position in

wireless data by launching their Zoom EV-DO (Evaluation Data Optimize) for the broadband

wireless internet service.

Citycell - Joint venture with SingTel Asia pacific investment Pvt. limited.

Citycell is focused on innovation and creating new ways for customers to stay in touch and to do

business. Citycell is offering a wide range of competitive pre-paid and post-paid mobile

packages as well as Value Added Services such as SMS and information based services.

Citycell has a dynamic management composed of business people with a profile drive, prepared

to take calculative risk. The shareholders of the company are stable, established companies with

solid international reputation.

HR Chart of City Cell: Human Resources Department functions in the following distinct

sections:

Planning, Policy &

Compensation

Resourcing & HR Operations

Learning & Development and Internal Communication

Office Services

Protocol & Legal Affairs

Employer Branding

This department is responsible for Recruitment, Human Resources Information Management,

preparation of policy or procedures Manual & job description, Performance Appraisal &

Management, Training & Development activities, Job Analysis, maintaining personal files and

coordinating all sorts of industrial attachment programs. The other functions of this department

are making Contracts, Legal affairs, Protocol, liaison with Government, Purchase, coordination

of contractual process (drawing up contracts for individuals and organizations), assuring

compliance with regulations and legal bindings, and to coordinate high-level occasions with

upper management and senior government employees. This department also looks after the

general maintenance, transportation management and security activities of the organization.

HRM POLICY

An HRM policy pertains to the means as to how to implement the specific functions of Human

Resource Management. An organization’s HR function may possess recruitment and selection

policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and

development policies; however all of these functional areas of HRM need to be aligned and

correlated, in order to correspond with the overall business strategy. An HRM policy thus is an

overall plan, concerning the implementation of specific HRM functional areas. The HR

functional policy relates to the policies employed within the HR functional area itself, regarding

the management of persons internal to it, to ensure its own departmental goals are met.

Recruitment: Recruitment Follows HR planning and goes hand with the selection process by

which organizations evaluate the suitability of candidates for various job. Without accurate

planning, organizations may recruit the wrong numbers or types of employees. Without

successfully recruiting to create a sizeable pool of candidates, even the most accurate selection

system is of little use.

Selection: All selection activities, from the initial screening interview to the physical

examination if required, exist for the purpose of making effective decisions. Each activity is a

step in the process that forms predictive exercise-managerial decision makers seeking to

predicate which job applicants will be successful if hired. Successful, in this case, means

performing well on the criteria the organization uses to evaluate personnel.