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.