SLP-3E
Page 2
SLP-3
Date Prepared:01 Feb 2012
Appraisal Period:01 Jan 2011 - 31 Dec 2011
Name:Mohamed Badie Youssef
Position:DD Specialist
Location:D&M MWD & DD OM Muscat
Seniority Date (SLB):26 Nov 2004
Date Assigned:23 Jan 2012
Preparer:Raihan Masroor Mirza
Dual Service Manager
Performance AppraisalAndDevelopment PlanObjectives and Results
forMohamed Badie Youssef 01 Jan 2011 - 31 Dec 2011
Main Objectives
Results
Comments1SQ 1.1 EOWR to be completed and properly QC'ed within
24 hrs after Tool ART 1.2 All failures need to be entered in QUEST
within 24 hours with complete information and data (Follow Failure
Checklist). 1.3 4 x SQ RIRs per quarter with RWP and followed up to
closure in 30 days. 1.4 No failures/NPT/Lost in hole related to
human-error & standard non-compliance 1.5 HARC to be used in
all critical and non-routine operations (to be documented in QUEST)
1.6 Perform/Involve in 1 Wellsite CAT every quarter (recorded in
QUEST)
Q1 Q2 Q3 Q4
Employee
Manager
More Focus on Reporting.2HSE 2.1 Observation/Intervention
recoreded in QUEST with proper RWP & closure within 60 days
(min. 2 / month) 2.2 CTA to be valid at all time 2.3 HSE
Recognition from client/SLB at wellsite (min. 1 / Q) 2.4
Participation in Client's Safety Program (e.g. STOP Card)
(dependant on Clients' requirement) 2.5 No HSE incident due to
non-conformance to OFS Standards 3 (PPE) and 13 (Mechanical
Lifting) 2.6 100% Compliance to Location Journey Management
Plan
Q1 Q2 Q3 Q4
Employee
Manager
3Knowledge Management 3.1 Local InTouch Lessons Learned/Best
Practice validated (min 4/year) 3.2 Present SQ Topic in SQ Meeting
(min. 2/yr) 3.3 "Keep LDAP, CNP, CC & JP up to date." 3.4 All
Mandatory certifications (job related) are up-to-date all the time.
These will includes, but not limited to: S & V, SQ Std,
Anticollision, Data Delivery Security L2, Customer Data.
Q1 Q2 Q3 Q4
Employee
Manager
QHSE Certification upto date.4SMITH Synergy 4.1 SMITH Bit &
Tools recommendation & implementation (to be documented in
QUEST) at wellsite versus competitor's products when technicly
justifiable (6/yr)
Q1 Q2 Q3 Q4
Employee
Manager
5Finance 5.1 Ensure proper tracking of job revenues while active
as Cell Manager. 5.2 Zero mistakes on cost sheets
Q1 Q2 Q3 Q4
Employee
Manager
6
Q1 Q2 Q3 Q4
Employee
Manager
7
Q1 Q2 Q3 Q4
Employee
Manager
8
Q1 Q2 Q3 Q4
Employee
Manager
Other Personal Objectives
Results
Comments9
Q1 Q2 Q3 Q4
Employee
Manager
10
Q1 Q2 Q3 Q4
Employee
Manager
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
X
12. Control of Quality
22. Training and Developing
2. Energy Level X
13. Understanding of Product or Service Technology
Working withOthersSD
3. Ability to Work under Pressure
14. Short Range Planning(1-3 Years)
23. Peers X
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 X
17. Delegating Authority and Responsibility
Health, Safety & EnvironmentSD
8. Initiative
18. Listening
27. Health, Safety & Environment Leadership
Managing theAssigned TaskSD
19. Leadership
28. Effectiveness of Prevention
9. Performance Against Objectives
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 (Last updated on 19 Jan 2012 by Raihan Masroor
Mirza)
Mohamed had a good year where he continued to perform to
expectation in Yemen in Q1, Shortly after the security situation
deteriorated in Yemen, Mohamed spent the remainder of the year on
loan out in various locations in the MEA area with positive
feedback received on his performance while on loan. Mohamed was
transferred to Oman in Q4 due to the drop in activity in Yemen.
Thanks for your contributions in 2011 and best of luck in 2012.
Hussein Oudeif OM Yemen / Raihan Mirza DSM Reviewing Manager
Comments (Last updated on 27 Jan 2012 by Hussein Oudeif)
Thank you for your valuable contributions in 2011 and best of
luck in 2012..
Hussein Oudeif
Functional Manager Comments
Additional Manager Comments
Job Preferences & Personal Considerations(Last updated 06
Mar 2012)
Job Preferences
Mobility
Worldwide; some restrictions
extreme climate. health issues.
Personal, Family or Dual Career Considerations
Not relevant, or no impact on mobility
Partner's Profession:
Education Requirements for Dependents
No Education Systems Required
Other Requirements for Immediate Family Members:
Temporary Considerations
No discussion requested or no temporary considerations
specified.
Plan for Development
Employee Comments
I don't agree with the previous rating regarding the (Knowledge
of Work), i would be thankful if the overall comments had included
a bit details regarding that, so that i can put more effort to
develop what was a Strenth area in the previous year 2010.
Thank you Riahan/Hussein
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.
