SLP-3E

Page 6

SLP-3

Date Prepared:31 Dec 2007

Appraisal Period:1 Jan 2007 - 31 Dec 2007

Name:Mohamed Badie Youssef

Position:FS3-DD

Location:D&M MWD & DD YE Maarib

Seniority Date (SLB):26 Nov 2004

Date Assigned:23 Jan 2012

Preparer:Hussein Oudeif

Drilling Services Manager

Performance AppraisalAndDevelopment PlanObjectives and Results forMohamed Badie Youssef 1 Jan 2007 - 31 Dec 2007

Key Objectives

Results

Comments1HSE: 1.1 AAR & LTI = 0 1.2 2 SQ RIR and 4 HSE RIR per Quarter with 95% closure through QUEST complete with action plan and closure. Install QUEST Wizard on your OpsPack for offline data entry. 1.3 HSEIP suggestions at least 1 suggestion/year through QUEST complete with action plan and closure 1.4 Minimum STC = 100% all year 1.5 Job Related Safety Training Coefficient (JRSTC) > 90% by Q2 and maintain the same until year end 1.6 To have a valid Med-Track Q1 Q2 Q3 Q4

Minimum STC = 100% all year.. done Job Related Safety Training.. done. Coefficient (JRSTC) > 90% by Q2 and maintain the same until year end.. done. a valid Med-Track..done 22. Sales, Marketing & Operations 3 Success stories/best practices validated in In touch by Q4 Presentation of key services /tools to clients Sell a new technology to clients EOWR/EOW logs submitted to the client 7 days after the job with zero mistakes. Q1 Q2 Q3 Q4

Success stories not updated, EOWR submitted to the client 7 days after the job with zero mistakes done. 3Zero complain from client on quality of work Implement Customer Satisfaction program Anticollision Training/Presentation for YHOC and other clients. Implement 1 SQ Initiative Q1 Q2 Q3 Q4

done. 4Finance- Ensure proper tracking of job revenues while active as Cell Manager. Zero mistakes on cost sheets Q1 Q2 Q3 Q4

done. 5Attend DD2 seminar Q1 Q2 Q3 Q4

Already Done. 6

Q1 Q2 Q3 Q4

Other Objectives

Results

Comments7

Q1 Q2 Q3 Q4

8

Q1 Q2 Q3 Q4

9

Q1 Q2 Q3 Q4

10

Q1 Q2 Q3 Q4

Performance Factors (see last page)Mohamed Badie Youssef

Check(s) significant strengths and development areas only. Do not check items where normal expectancy or not applicable would apply.

S = Significant StrengthD = Development Area

PersonalSD

Managing theSD

Working withSD

Assigned Task (continued)

Subordinates(continued)

1. Knowledge of Work

12. Control of Quality

22. Training and Developing

2. Energy Level X

13. Understanding of Product or Service Technology

Working with OthersSD

3. Ability to Work under Pressure

14. Short Range Planning (1-3 Years)

23. Peers

4. Decision-Making

15. Long Range Planning (3-10 Years)

24. Teamwork

5. Creativity

16. Implementation of Plans

25. Client & Others X

6. Oral and Written Communication

Working with SubordinatesSD

26. Knowledge Sharing

7. Risk Taking

17. Delegating Authority and Responsibility

Health, Safety & EnvironmentSD

8. Initiative

18. Listening

27. Health, Safety & Environment Leadership

Managing the Assigned TaskSD

19. Leadership

28. Effectiveness of Prevention

9. Performance Against Objectives X

20. Appraising

Employee Diversity

SD

10. Definition of Objectives

29. Women & Under-represent-ed Nationalities & Minorities

21. Selecting

11. Control of Costs

30. Diversity Action Plan

Overall Performance in Present Position

X

OutstandingExceeds Expectations Meeting ExpectationsDevelopment Needed

Signatures:

Appraiser

Person Appraised

DateAppraisal SummaryMohamed Badie Youssef

Manager Comments

I have received positive feedback on Mohameds performance from my predecessors. Mohamed is a valuable member of the TEPY team. He also performed well on JHOC project. As a Lead DD,we need Mohamed to put more effort in mentoring his night hand DDs and in dealing with the additional responsibilities of working with junior DDs.

I encourage Mohamed to put more effort into knowledge sharing and documenting case histories and lessons learned to improve performance. SQ will be a major focus for D&M in 2008 and we need Mohemed to be an effective contributor to this effort through inputting QIPs in Quest to improve performance. I also expect Mohamed to contribute in the post job evaluation through documenting lessons learned, keeping accurate KPIs , and documenting them in the EOW Report.

I look forward to working with Mohamed in 2008. I have high confidence that Mohamed will continue to be a positive contributor to the D&M organization in Yemen.

Thanks for your contributions in 2007, and best of luck in2008..

Hussein Oudeif Jan 17th,2008 Reviewing and/or Functional Manager Comments

Agree with comment & rating.

Femi Adewumi, Jan 08. Career Considerations ( last updated )

Job Preferences

Mobility

Personal, Family or Dual Career Considerations

Education Requirements for Dependents

Plan for Development

Employee Comments

Agree with the above comments & will consider the areas of development i need to work on.

Thanks Hussein, Femi.

Definition of Performance Factors

PersonalWorking with Subordinates (continued)1.Knowledge of Work - Familiarity with individual19.Leadership - Ability to establish direction

task or tasks performed by business unit.

(create a vision of the future), and align and2.Energy Level - Energy exhibited above or below

motivate people to produce a successful

normal to satisfy job demands.

outcome.3.Ability to Work Under Pressure - Keeps or

20.Appraising - Understands the reasons for

loses control when pressure is high.

performance. Knows the strengths and4.Decision-Making - Both willingness to make

weaknesses.

decisions and the quality of decisions (judgement).21.Selecting - Matches job requirements with skills5.Creativity - Seeks innovative ways to solve

and abilities.

problems.

22.Training & Developing - Works to upgrade6.Oral & Written Communication - Makes

skills and abilities.

accurate and thorough reports. Persuasive in

speaking and on paper.

Working with Others7.Risk Taking - Ability to take reasonable risk

in the pursuit of new methods and goals.

23.Peers - Respected by and can influence.8.Initiative - Ability to think and act without being24.Teamwork - Works effectively on teams by

directed.

actively contributing to the accomplishment of

goals.Managing the Assigned Task

25.Clients/Others - Works effectively and

successfully with clients and others -9.Performance Against Objectives - Summary

(e.g. Suppliers, government agencies, etc.)

of comments on page 2.

26.Knowledge Sharing - Shares own knowledge,10.Definition of Objectives - Sets practical goals

learns from others and applies knowledge in daily work.

for self and subordinates.

Open to new ideas and continuous learning.11.Control of Costs - Either for individual task or

organization unit.

Health, Safety & Environment12.Control of Quality - Either for individual task or

organization unit.

27.Health, Safety & Environment Leadership -13.Understanding of Product or Service

Acts as a role model and promotes prevention

Technology - Knowledge of engineering

among others.

principles or field technology.

28.Effectiveness of Prevention - Achieves14.Short-Range Planning - Markets, products,

continuous improvement in accidental risk

facilities, people.

reduction.15.Long-Range Planning - Emphasis on the new -

markets, products, facilities.

Employee Diversity16.Implementation of Plans - Puts short and

long range plans to practical use.

29.Women & Under-Represented Nationalities

and Minorities - Creates an atmosphere which isWorking with Subordinates

conducive to the recruitment and development of

women, under-represented nationalities, and17.Delegating Authority and Responsibility -

minorities.

Gets others to do as much as possible without

30.Diversity Action Plan - Actively supports

losing control.

the establishment and accomplishment of18.Listening - Ability to listen and process

Diversity Action Plans.

information from others to make informed

decisions.

Definition of Appraisal Summary Section

Manager Comments

Plan for Development

The appraiser comments on overall performance, results

The development plan identifies specific actions to

versus objectives, significant strengths and improvementdevelop a competency(ies) or to improve in an area

areas.of needed development.Reviewing and/or Functional Manager Comments

Employee Comments

The reviewing and/or functional manager makes

The employee expresses his or her opinion

comments relative to the employees work,

about the assessment, development plan or any

methods, etc. There should be agreement on therating of the employee.

other aspect of the work.Career Considerations

Input made by Employee via Career Center; to be

reviewed as part of establishing Plan for Development.