SLP-3E

Page 2

SLP-3

Date Prepared:28 Apr 2013

Appraisal Period:01 Jan 2012 - 31 Dec 2012

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:Alireza Faghani

Field Service Manager

Performance AppraisalAndDevelopment PlanObjectives and Results forMohamed Badie Youssef 01 Jan 2012 - 31 Dec 2012

Main Objectives

Results

Comments1HSE Objectives:

1.1 2 x HSE RIRs per quarter with RWP closed in 30 days.

1.2 One environmental RIR per 6 months (Two environmental RIRs per year).

1.3 One HSE suggestion per year through QUEST completed with action item plan and approved by Loss Prevention Team.

1.4 CTA to be done or revalidated before Q2, 2012 by certified CTA Coach.

1.5 Minimum Safety training coefficient & MedTrack = 100% at all time.

1.6 Job Related Safety training coefficient >95% at all times.

1.7 Observation/Intervention recoreded in QUEST with proper RWP & closure within 60 days (min. 2 / month)

Q1 Q2 Q3 Q4

Employee

Manager

He didnt Meet His Objectives need to Improve in 2013.2SQ Objectives:

2.1 Turnaround time for internal deliverables (FTL) < 24 hours from ABRT for every job.

2.2 EOWR to be completed and properly QC'ed within 24 hrs after Tool ART

2.3 No failures/NPT/Lost in hole related to human-error & standard non-compliance

2.4 All failures need to be entered in QUEST within 24 hours with complete information and data (Follow Failure Checklist).

2.5 Participation in CMS RIR / NCR Closure with final investigation concluded in less than 1 month.

2.6 2 x SQ RIRs per quarter with RWP and followed up to closure in 30 days.

2.7 No decision taken without informing FSM.

Q1 Q2 Q3 Q4

Employee

Manager

He didnt Meet His Objectives need to Improve in 2013.33. Knowledge Managements Objectives

3.1 Two InTouch Lessons Learned/Best Practice per year

3.2 Present SQ Topic in SQ Meeting twice this year in the shop in presence of the FSM/QCM

3.4 Complete D & M Service Quality First by end Q2

4.4 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

He didnt Meet His Objectives need to Improve in 2013.44. Other Individual Objectives

4.1 Maintain Training delay < 2 months.

4.2 attend QHSE 2 ( Grade 9 and above).

Q1 Q2 Q3 Q4

Employee

Manager

He didnt Meet His Objectives need to Improve in 2013.5

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

Comments95.1Keep Jp, Jc, CNP and LDAP updated.

5.2 Become active member in LPT Team. (not required for < grade 10 DD).

Q1 Q2 Q3 Q4

Employee

Manager

He didnt Meet His Objectives need to Improve in 2013.10

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

12. Control of Quality

22. Training and Developing

2. Energy Level

13. Understanding of Product or Service Technology

Working withOthersSD

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 X

27. Health, Safety & Environment Leadership

Managing theAssigned 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 (Last updated on 27 Apr 2013 by Alireza Faghani)

Mohamed worked in SWL as second hand , he had good team work with team how ever Mohamed needs to Improve his performance over the Objectives in 2013. he didnt performed good against his Objectives and need to work harder in 2013 . wish him good luck in 2013 and thanks for 2012. regards, A Reviewing Manager Comments (Last updated on 27 Apr 2013 by Barton Escamilla)

i agree with the comments and rating. At this point in Mohamed's career we look to him to be a leader on the job site in regards to SQ as well as HSE. with some more focus on his part, i feel that he can do this. thanks for your hard work in 2012 and i wish you the best of luck for 2013. Barton Escamilla Oxy Project Mgr

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

On the job Pending

Mohamed needs to Improve his performance over the Objectives in 2013

Employee Comments

I don't agree with the rating and refuse it, Because of the following:

1-FSM failure to follow company policy (SLP3 system)

What are my 2102 Objectives?!!!!

i. Did my FSM ever called me to discuss/agree about my objectives? (!! NO, never...) ii. Did my FSM checked/ discussed with me that am able in the first place to meet what I've been assigned to? (!! NO, never?) iii. Did my FSM ever follow up and contacted me quarterly to discuss/investigate the reasons for not meeting my objectives? (!! NO, never?.)

2- FSM failure to Develop/Manage andfollow up his subordinates Career progress.

?With reference to 2009* and 2010* appraisals and manger comments, I?m able to lead jobs and developing leadership for RSS jobs. ? In 2012 appraisal, my current FSM commented that I can?t.

- I work as a second man?!!!....this is a manger decision whom to send to which job, I've been sent most of the time with more senior people than me (I am a leader/Senior +10 Years as DD), i have not denied a job, i have not been told about/seen a high profile job in Oman so if the management decision not to involve me i will keep quiet because that's a manager decision, when 2 seniors works one has to work nights, working night need more competency and decision making(manager decision who works day/nights or normally older/senior works day)..... SQ and HSE... i have been having a record over +80% of my certificates on quest during last year it's not fair to get a "D".

It?s FSM failure to develop his field Engineer/Specialist, or the FSM is not able to manage his field engineer/specialist experience.

My Personal Objective for 2013 : --------------------------------------------------- For 2013 my objective is a Flash TRANSFER out of Oman.

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ *2009 Appraisal Meeting Expectations X Manager Comment (last updated by Oluwafemi Adewumi on 03 Mar 2010) Mohamed is technically a solid DD and has demonstrated this even with complex projects with Total and SIPC in Yemen in 2009. He has led various jobs successfully and has worked very hard at it for D & M Yemen. For some unexplainable reasons, he has been misaligned by the clients largely for communication issues bordering on technical matters where rightly Mohamed has been technically justified. Baring the complaints from SIPC in 2009, Mohamed has worked hard enough to earn a technical rating of B, but the client concerns present a position of development which has to be consolidated on in 2010 to earn your deserved rating of B.

Good luck in 2010. Reviewing Manager Comment (last updated by Wadhah Ali on 22 Feb 2010) Agree with rating and comments

Best of luck in 2010 Wadhah ++++++++++++++++++++++++++++++++++++++++++++++++++++

*2010 Appraisal

Exceeds Expectations X Manager Comment (last updated by Raihan Masroor Mirza on 22 Jan 2011) Mohamed is technically strong DD and has peformed well with several Clients such as TOTAL, OMV and SAFER. He is able to lead motor jobs and is working very hard to see them through. He has really worked well with his client relationship skills as compared to last year, he is now well accepted and respected by all clients in Yemen.

He has started working on RSS and has done couple of jobs as second man. I would like to see him on more RSS jobs so as he can equally lead these jobs too. Focus for 2011 would be his GFS and aim to get it done by end of the year.

On a personal note, Mohamed has to work on his personality a bit, as most of the time he is strong but observed at some occasions he becomes weak, I understand this might be due to personal issues back home, but in order to achieve better performance next year this quality needs to be worked on.

Thanks for the hard work and commitment shown for 2010, and wish you the best for 2011.

Raihan Mirza - DSM Yemen Reviewing Manager Comment (last updated by Hussein Oudeif on 22 Jan 2011) I agree with Raihan?s comments and rating.

Thank you for your valuable contributions in 2010 and best of luck in 2011..

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. Knowsthe 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.