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QHSE Manual

Document Name:

PERFORMANCE APPRAISAL PROCEDURE

QHSE Ref No. IMS/HR/TD/03 Rev. 04

Date: 11th December 2012

1.0 PURPOSE

Drake and Scull International PJSC (DSI) is committed to being a high performing organization. People and performance management are at the center of our drive for improvement. An Employee Performance Appraisal System is fundamental to managing and improving the Company’s performance and the achievement of objectives.

2.0 SCOPE

This policy applies to DSI PJSC and subsidiary company employees, who have completed more than six months employment during the performance period of January to December.

3.0 DEFINITIONS

3.1 Performance Appraisals: A continuous process, which provides a formal opportunity for each

Employee and their Direct Supervisor to discuss the Employee’s:

• Past and present performance • Future performance expectations • Areas of strength and improvement • Specific training and development needs

3.2 Performance Appraisal Meeting: An appraisal meeting is one between the Direct Supervisor and Employee to discuss the Employee’s performance. It is a way for both parties to see if the Employee is "on the right track" and to determine what should be done to improve the Employee’s effectiveness.

3.3 Senior Manager: The member of staff above the Direct Supervisor (in terms of seniority), who will

review and sign off Performance Appraisals. This is the Next Level Manager for all Operational Performance Appraisals and the Functional Manager for all Functional Performance Appraisals.

3.4 Direct Supervisor: The member of staff responsible for the daily supervision of the Employee. 3.5 Next Level Manager: The member of staff who is one level above the Direct Supervisor for all

Operational Performance Appraisals. 3.6 Functional Manager: The member of staff responsible for the Function the Employee belongs to.

3.7 Local HR Subsidiary Representative/Department: The staff member who represents the HR department at the location where the Employee is stationed.

3.8 Competencies: Refer to the “how” of the job. Competencies are those measurable or observable knowledge, skills, abilities, and behaviors critical for the success of a key job function.

3.9 Technical Competencies: Key competencies specific to an Employee’s functional role.

3.10 Behavioral Competencies: Are usually an expression of the softer skills involved in effective

performance within an Employees job role.

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3.11 Rating: Rating means evaluating Employee performance against predefined performance scales.

3.12 SMART Objectives: SMART is an acronym that can be used to help ensure that effective

objectives or goals are set for the Employee SMART objectives are:

Specific Measurable Achievable Relevant Timely

3.12.1 SPECIFIC: The objective should include What, Who, When and How.

• WHAT: Be specific on what needs to be done, use action words e.g. coordinate, manage, lead, develop, plan, organise etc.

• WHY is this important for me to do? • WHO is going to do what? Who else needs to be involved? • HOW am I going to do this?

3.12.2 MEASURABLE: How will you measure the objective? All objectives should be quantifiable

by using number, %, ratio or date. 3.12.3 ACHIEVABLE: Is the objective achievable? All objectives should be in an individual’s

reach, if they are out of reach, commitment to achieve them will not be given. Objectives should however slightly stretch individuals. Your objective is achievable if:

• Others have done it

successfully • You’ve assessed the

limitations • You have the necessary

resources • You know its

measurable • Its theoretically possible

3.12.4 RELEVANT: Double check that the objective reflects both what is needed by the department and fits in with the expectations of the Employee and the Direct Supervisor, as described in their job summary/ job description.

3.12.5 TIMELY: Setting deadlines. All objectives should be time bound, a date for achievement needs to be set and worked towards. Without a completion date there will be no urgency to start action.

4.0 RESPONSIBILITIES

The responsibilities outlined are intended to make explicit the duties of the main parties concerned within the Performance Appraisal System, and in accordance to this policy and stated procedure.

4.1 Direct Supervisors Responsibilities:

• Be committed to the Performance Appraisals System and Process; • Agree the key areas for discussion, date, venue and time allotted; • Set aside appropriate time and resources to undertake performance appraisal meeting;

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• Review Employee performance fairly, constructively and without bias; • Identify and agree individual targets/objectives as appropriate (only applicable for Employees

between categories SC/A-SP); • Review, identify and agree individual training and development needs in line with job role and

project plans, Operational objectives and budgets; • Provide opportunities for the application and sharing of learning; • Inspire and motivate people to learn, develop and improve; • Complete admin/documentation in a timely manner.

Please see Attachment 1, where a check list mentions the responsibilities of the Direct Supervisor before, during and after the conduction of the Performance Appraisal Meeting.

4.2 Employees Responsibilities:

• Be committed to the Performance Appraisal system; • Self-assess personal training and development needs; • Discuss and review performance constructively; • Discuss and review training and development needs constructively; • Undertake training in order to improve knowledge and skills as necessary; • Apply what is discussed as soon as possible; • Draw on the knowledge of others to improve own capability; • Readily share knowledge and information as appropriate.

4.3 The Local HR Subsidiary Representative and Learning and Organizational Development

Manager will: • Co-ordinate the Performance Appraisal process and monitor it accordingly; • Provide any required specialist advice to Employees and managers; • Support effective training and development activities that provide value for money;

5.0 PROCEDURE

DSI recognizes that every Employee has a right to know how s/he is performing and it is the responsibility of the Company to provide this information. This should be done on an ongoing basis; however, overall performance shall be formally appraised and documented at least once during the twelve (12) month period of January to December.

This Performance Appraisal Policy and Procedures Manual sets out the minimum expectations for measuring performance with an emphasis on:

• Reaching a mutual understanding of the Employee’s contribution and performance expectations • Providing clear and standardized terms and conditions of the Performance Appraisal system • Ensuring Employees have a standard policy that governs the connectivity between Performance and

Reward.

5.1 Benefits of Performance Management & Performance Appraisals

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5.1.1 The benefits of Performance Appraisals to Employees and Direct Supervisors are to:

• Clarify expectations and standards of performance; • Raise awareness of strengths and areas for improvement; • Recognize achievement; • Provide opportunity to discuss and identify training needs.

5.1.2 The benefits of Performance Appraisals for DSI are to: • Provide a structured means to assess Employee performance, potential and identify

training and development needs; • Provide a consistent approach to improving performance; • Improve communication.

The policy along with the Performance Appraisal Guidelines should enable appraisers to carry out Performance Appraisals with confidence. It should be made accessible to all persons who have responsibility for appraising the work of others within the company. The Performance Appraisal Policy and Procedure is provided to ensure consistency in the general application and administration of the Performance Appraisal System, as well as uniformity in the interpretation and evaluation of Performance Appraisal criteria.

The goals of Performance Appraisal are:

• Customized to meet the needs of business streams (on a Functional and Operational level), as well as across categories;

• Allow for continuous communication between Direct Supervisor and Employee about job performance;

• Appraise Employee performance on technical and behavioral competencies; • Evaluate the Employee on observable and measurable job behavior and not on personality or

other subjective factors; • To provide supporting documentation for pay decisions, promotions, transfers, grievances,

complaints, disciplinary actions, and terminations. When conducted properly, both parties can be sure that talent is being developed to its full potential and being properly applied in the best interests of the Employee and DSI.

Within the Performance Management System, there are different levels of Performance Appraisal documents. These documents are targeted to specific Employees from either of the below groups:

• Senior Management level: Employees who fall between categories SC/A – SP/B within any Functional or Operational area.

• Functional Areas: Employees who fall between categories BI/A-BS/B and are employed within any of the following functions: Business Development, Commercial, Communications, Engineering (Technical), Estimation, Finance, HR, Planning, Procurement, QHSE, Audit, IT.

• Operational Areas: Employees, who fall between categories BI/A-BS/B, are employed within DSI MEP, DSC or DWP and hold Operational/Projects related designations only.

• Supervisor and Foreman: Employees who are employed within DSI MEP, DSC or DWP and hold supervisor or foreman designations.

• Laborers: Employees, who fall between categories CH and TC and are employed within DSI MEP, DSC or DWP and hold designations related to either; construction laborer, pipe fitter,

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duct worker, electrician, insulator, welder or plumber.

5.2 The table below illustrates which Performance Appraisal Document applies to each Employee being appraised.

PERFORMANCE APPRAISAL

DOCUMENT LEVEL APPLICABLE TO EMPLOYEES

WITHIN CATEGORIES 1. Senior Management’s Performance Appraisal Document SC/A SC/B SP/A SP/B 2. Functional Performance Appraisal Documents:

a. Business Development Performance Appraisal BI/A BI/B SD/A SD/B b. Communications Performance Appraisal BI/A BI/B SD/A SD/B c. Estimation Performance Appraisal BI/A BI/B SD/A SD/B d. Planning Performance Appraisal BI/A BI/B SD/A SD/B e. HR Performance Appraisal BI/A BI/B SD/A SD/B f. Planning Performance Appraisal BI/A BI/B SD/A SD/B g. QHSE Performance Appraisal BI/A BI/B SD/A SD/B h. Procurement Performance Appraisal BI/A BI/B SD/A SD/B i. Senior Cost Engineer & Cost Engineer Performance

Appraisal BI/A BI/B SD/A SD/B

j. Commercial Manager & Project Commercial Manager Performance Appraisal

BI/A BI/B SD/A SD/B

k. Senior Quantity Surveyor, Quantity Surveyor, Junior Quantity Surveyor Performance Appraisal

BI/A BI/B SD/A SD/B

l. Finance Performance Appraisal BI/A BI/B SD/A SD/B m. IT Performance Appraisal BI/A BI/B SD/A SD/B n. Business Support Performance Appraisal BS/A BS/B o. Audit Performance Appraisal BI/A BI/B SD/A SD/B

3. Operational Performance Appraisal Documentsa. Drake & Scull Construction Performance Appraisal BI/A BI/B SD/A SD/B b. Drake & Scull Water and Power Performance Appraisal BI/A BI/B SD/A SD/B c. Drake & Scull International Mechanical, Electrical &

Plumbing Performance Appraisal BI/A BI/B SD/A SD/B

4. Supervisor and Foreman Performance Appraisal Documents 5. Laborer’s Performance Appraisal Document

a. Drake & Scull Laborers Performance Appraisal CH TC

b. Drake & Scull Insulator Performance Appraisal CH TC

c. Drake & Scull Pipe Fitter Performance Appraisal CH TC

d. Drake & Scull Plumber Performance Appraisal CH TC

e. Drake & Scull Electrician Performance Appraisal CH TC

f. Drake & Scull Duct Worker Performance Appraisal CH TC

g. Drake & Scull Welder Performance Appraisal CH TC All Performance Appraisal related documents and this Performance Appraisal Policy and Procedures Manual will be available on the Company intranet.

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THE 3 PHASE PERFORMANCE APPRAISAL CYCLE

Salary increments and performance based bonus paid out to Employees within the 3rd quarter

Any identified and signed off training needs to be arranged by the Direct Supervisor, in conjunction with the L&D Manager

Direct Supervisor and Employee meet for the Performance Appraisal Meeting All Performance Appraisal documentation to be signed off by the Employee, Direct Supervisor and Next Level Manager / Functional Manager & returned to HR by no later than 14 March

HR checks carried out to ensure each appraisal is correctly completed & signed. Any appraisals which do not meet the required criteria will be returned to the Direct Supervisor, for further processing and completion

Local HR Representative to email the Performance Appraisal Guidelines presentation to all Direct Supervisors.

Direct Supervisors will then receive an Employee Rating Spreadsheet to rate each Employee according to Section D - Competency Assessment.

The spreadsheet needs to be submitted to HR by the given deadline,within the Excel Spreadsheet provided.

Once competency ratings have been submitted by the Direct Supervisor and verified by HR, HR will inform the Direct Supervisor that the Performance Appraisals can be now conducted with the Employees.

1

PHASE 1 – INITIATING AND EXECUTING THE PERFORMANCE

APPRAISAL PROCESS

PHASE 2 - APPRAISING

PERFORMANCE AND SETTING SMART OBJECTIVES

PHASE 3 – PERFORMANCE APPRAISAL OUTCOMES

2

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5.3 PHASE 1 – INITIATING AND EXECUTING THE PERFORMANCE APPRAISAL PROCESS

1. The Local HR Subsidiary Representative will send all Direct Supervisors who have Employees

reporting to them, the Performance Appraisal Guideline presentation so that they understand the DSI Performance Appraisal System, its purpose and process.

2. The Direct Supervisor will then be sent an email which will remind them to begin their

preparation for appraising their Employees. 3. Preparation starts with the Direct Supervisor rating each Employee whom s/he has to appraise,

against Section D, the Competency Assessment, within the Performance Appraisal document, using a format provided by their Local HR Subsidiary Representative.

4. Once step 4 is complete - for each Employee, all ratings are to be sent to the localized HR

Representative /Department. 5. Ratings are then forwarded to the Learning and Organizational Development Manager, by the

HR Representative, for verification to ensure they are dispersed according to the Bell Curve model (as explained in Section 5.5.2 of this policy).

If the ratings have a good fit to the Bell Curve then the Learning and Organizational Development Manager will inform the appropriate Local HR Representative/Department so that Step 6can commence, otherwise the Direct Supervisor will be informed of the disparities and will therefore need to re-adjust ratings, until they satisfy criteria.

6. Once the Bell Curve verifications have been made, the Direct Supervisor is informed that s/he

may go ahead and conduct the Performance Appraisal meeting.

5.4 PHASE 2 - APPRAISING (REVIEWING) PERFORMANCE AND SETTING SMART OBJECTIVES

During the Performance Appraisal meeting, the Direct Supervisors discusses the below with the Employee:

1. The submitted ratings – both parties will get the opportunity to discuss, justify and explain the

rating for each competency, as well as discuss past, present and future performance standards and requirements.

2. The remainder of the Performance Appraisal document – All remaining sections of the

Performance Appraisal Document will need to be filled out accordingly.

All completed Performance Appraisal documents should be forwarded onto the Senior Manager, be it the Next Level Manager / Functional Manager (as appropriate). These documents will then be reviewed by the Senior Manager, who may add comments as required and sign off all Performance Appraisal related documents. Once signed off the Performance Appraisal Documents should be returned to the Direct Supervisor. The Direct Supervisor reviews any points made by the Senior Manager and if needs be actions or discusses further with the relevant party. Performance Appraisals are to be submitted to HR only after being reviewed and approved (via signature) by all 3 concerned parties the: Employee, Direct Supervisor, and the Next Level Manager / Functional Manager. Each local HR representative will generate regular reports, which will be submitted to the Learning and Organizational Development Manager, highlighting the appraisal backlog. They will also remind Direct Supervisors to clear their specific backlog by a stated time.

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5.5 PHASE 3 – PERFORMANCE APPRAISAL OUTCOMES

DSI aims to provide DSI Employees with a market driven and performance related reward strategy. Rewarding Employees means providing incentives and recognizing performance, as well as acknowledging contributions to the organization.

Following the conduction of Performance Appraisals and the completion of the Performance Appraisal cycle, each Employee will have an overall Performance Appraisal rating, as featured under section D of the Performance Appraisal document.

5.5.1 Performance Related Bonus

The overall Performance Rating will be one of the factors used to differentiate Employee performance and determine the bonus payment that each Employee will be eligible to receive. If an Employee commences employment with DSI during the Performance Appraisal cycle, and has successfully completed 6 months employment service then, depending on the Appraisal rating and outcome, the Employee’s Bonus Payment will be pro-rated. The Employee will be entitled to the proportion of the Bonus Payment which equals the period that the Employee commenced employment. No bonus is payable if any Employee has received an overall performance rating of 1 or 2, for the Performance Appraisal period or toEmployees who receive overtime, (as per the Compensation and Benefit Policy). Other factors determining bonus eligibility are included within the DSI Compensation and Benefit Policy.

5.5.2 Performance Related Salary Increments

Taking into consideration the overall competency rating and performance of each Employee, the Bell Curve model will be used to ensure Employee salary increases are rewarded in line with the Employees performance and as per the DSI Compensation & Benefits Policy.

The Bell curve model makes use of Forced Ranking (FR) which is an evaluation method of forced distribution, where managers distribute ratings for Employees, against pre-specified performance distribution rankings.

The workforce-management tool is based on the premise that to develop and thrive, it is important to identify the best and worst performers, nurturing the former and rehabilitating and/or discarding the latter.

This approach is dictated to force managers; to make the performance appraisal process truly reflects how each team member is performing, relative to others, with the ultimate goal being more productive employees, who perform at levels to make service, revenue, and growth goals attainable.

Once performance ratings are submitted, each Employee will fall into one of the four performance categories, according to indicative, guidelines

Any Performance Appraisals not submitted by March 14 are open to performance related salary increases or bonuses being forfeited for the concerned Employee and their Direct Supervisor. Once competency ratings are submitted, and the overall technical and behavioral competency score is calculated, accordingly each Employee will fall into one of the four below performance

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categories.

Category Overall Technical & Behavioral Competency Ratings

Category 1: Does not meet expectations 0 - 1.6 Category 2: Meets some expectations 1.7 - 2.6 Category 3: Meets all expectations 2.7 - 3.1 Category 4: Exceeds expectations 3.2 - 4

Within each Functional / Operational level there are certain restrictions as to how many Employees can and should fall under each performance category. To encourage appropriate distribution, the below guidelines are indicative.

• 10% of Functional/Operational Employees reviewed should fall under Category 1 • 30% of Functional/Operational Employees reviewed should fall under Category 2 • 40% of Functional/Operational Employees reviewed should fall under Category 3 • 20% of Functional/Operational Employees reviewed should fall under Category 4

30%Meet some expectations

40%Meet all expectations

20% Exceed expectations

PERFORMANCE CATEGORY

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Direct Supervisors should therefore rate each Employee, based on performance and their competency assessment; these ratings need to be submitted to HR by the deadline communicated by the Local HR Representative. A distribution which does not fit the above guidelines, and is tilted towards a bias, shall be sent back to the Direct Supervisor for reviewing once again.

5.5.3 Training and Development / Performance Management

Any Employee training and development opportunities should ultimately be linked to enhancing job performance for the present job role, and for career advancement. It is the responsibility of the Direct Supervisor, working in conjunction with the Learning and Organizational Development Manager, to ensure that recommended action, training and development is followed up and implemented. The Direct Supervisor will also address any performance issues raised during the appraisal meeting.

5.5.4 Performance Appraisal Cycle Cut-off Dates

Submitting Employee ratings to HR: By the deadline communicated by the Local HR Rep • Submitting completed and signed off Performance Appraisals: March14 • Bonus / Salary Increment Payment: all payments will be processed within the third quarter

5.6 THE DSIPERFORMANCE APPRAISAL DOCUMENT

In order to ensure Performance Appraisals are relevant and fulfill the purpose of the Performance Appraisal System, each function and Operational level has its own set of Performance Appraisal documents. This part of the manual will explain the purpose of all sections within the Performance Appraisal document and how that section needs to be completed by the Direct Supervisor and/or Employee, as well as any other concerning party.

Performance Appraisal Document Sections: Section A - Employee Details Section B – Performance Appraisal Process Section C – Competency Ratings Section D – Competency Assessment Section E – Ratings Justification Section F – Training & Development Section G – Employee Potential and Performance Grid Section H – Other Comments Section I – Performance Appraisal Sign Off

5.6.1 SECTION A - EMPLOYEE DETAILS

Section A, Employee Details, needs to be filled out by the Local HR Representative, should there be any Employee details which the Direct Supervisor is not aware of, they can obtain the information from the Employee before the Performance Appraisal meeting commences. It is important that all Section A details are filled out correctly.

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SECTION A. EMPLOYEE DETAILS

Employee Name: Emp No. &Category: Designation: Function: Project / Location: Joining Date: Review Date: Direct Supervisor: Functional

Manager:

5.6.2 SECTION B – PERFORMANCE APPRAISAL PROCESS

Section B acts as a refresher and indicates a brief step by step guide, for all Direct Supervisors, as to the process used to conduct Performance Appraisals, from preparing for each Performance Appraisal, to conducting the appraisal, through to submitting completed Performance Appraisals and SMART Objectives.

SECTION B. PERFORMANCE APPRAISAL PROCESS

1 PREPARATION

Direct Supervisor reviews the Employee's performance over the last 12 months and completes the Employee Ratings Spreadsheet based on Section D of the Performance Appraisal document, in the format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.

2 CONDUCTING THE

PERFORMANCE APPRAISAL

Once submitted ratings have been verified by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G and H of the appraisal document d. Ensures all parties in Section I sign off the appraisal document

3 SUBMIT

COMPLETED APPRAISALS TO

HR TEAM BY March 14

a. Direct Supervisor forwards all completed and signed off Performance Appraisals

with any supporting documents to the local HR Rep/Dept. b. b. Identified training needs' to be discussed with the Learning & Organisational

Development Manager

5.6.3 SECTION C – COMPETENCY RATINGS

There are four levels of competency ratings, available for the Direct Supervisor to measure the Employee’s actual performance level compared to expected levels. It is vital each Employee is accurately rated, during the appraisal meeting, the Employee should be provided with concrete examples of work behavior that contributed to his or her rating. Feedback should consist of observations and descriptions rather than opinions and judgment. Ratings assigned should reflect the supervisor's awareness of incidents that impacted the Employee’s performance, but were beyond the Employee’s control.

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SECTION C. COMPETENCY RATINGS

Rating Description

1 Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

2 Employee meets some expectations - A level of performance that meets some required standards with some inconsistency.

3 Employee meets all expectations - A great level of performance overall with all expected standards met.

4 Employee exceeds expectations - An outstanding level of performance, with the Employee making a significant contribution to the team.

5.6.4 SECTION D – COMPETENCY ASSESSMENT

Section D assesses each Employee’s competency level, as per the rating criteria mentioned in Section C. Section D is split into two separate ratable areas, the first being Technical Competencies and the second being Behavioral Competencies. All stated Technical Competencies are job related while the Behavioral competencies will be identical for applicable Employees, up to a certain level of seniority.

BEHAVIOURAL COMPETENCIES Employee does not

meet expectations

Employee meets some expectations

Employee meets all

expectations

Employee exceeds

expectations N/A

1. Communication skills written 2. Communication skills oral 3. Customer Service 4. Planning and Organizing

SECTION D. COMPETENCY ASSESSMENT

Please mark a "x" in the appropriate column, against each competency 1 2 3 4

TECHNICAL COMPETENCIES Employee does not

meet expectations


Employee meets all

expectations

Employee exceeds

expectations N/A

1

2

3

4

5

6

7

8

TOTAL TECHNICAL COMPETENCY RATING

0 0 0 0 0

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5. Decision Making 6. Leading and Developing others 7. Team Work 8. Adaptability 9. Ethics and Values 10. Accountability & Ownership TOTAL BEHAVIOURAL COMPETENCY

RATING 0 0 0 0 0

OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING 0

Ratings are tallied to compute total Technical and Behavioral Ratings, both of which will then be used to calculate the overall Technical and Behavioral Competency Rating. The Overall Technical and Behavioral Competency Rating will be computed by the HR representative, therefore the Direct Supervisor needs only to rate the Employees against each competency. Employees who fall under the categories of BIA and below will be assessed according the below behavioral competencies, each of which is defined below:

COMPETENCY COMPETENCY DEFINITION

Communication skills written

Demonstrates the ability to express ideas, thought and concepts clearly in writing, using correct and appropriate grammar, organization and structure.

Communication skills oral

The ability to express ideas clearly and ensure they are understood • Chooses the most appropriate communication method for the message i.e. face to face, e-mail, phone etc • Listens actively and checks for understanding • Encourages two-way communication

Customer Service Demonstrates concern for meeting internal and external client/customers’ needs in a manner that provides satisfaction for the client/customer.

Planning & Organizing

The ability to establish an efficient and appropriate course of action for self and others. Prioritizes, plans and monitors activities taking into account relevant issues: • Makes the most efficient use of resources • Delegates tasks appropriately • Monitors and updates plans on an on-going basis • Consistently delivers to agreed deadlines

Decision Making

The ability to take the initiative, commit oneself and be responsible for the consequences. • Consults appropriately and makes decisions on the data available • Willing to ‘get off the fence’ and state own views and opinions • Can make ‘on the spot’ decisions when necessary • Willing to express views even when these will be unpopular with others

Leading & developing

Ability tolead, encourage, inspire and support others to make them realize their full potential.

Team Work Encourages the contributions of others in the team in order to maximize its effectiveness: • Maintains an appropriate level of contribution even when not particularly engaged in the subject matter • Puts the team outcome above own personal goals

Adaptability Ability to adapt to and work with a variety of situations, individuals and groups. Being able to think on your feet, and not being disconcerted or stopped by the unexpected.

Ethics & Values The ability to maintain high ethical standards and behave in accordance with DSI’s values, by balancing business need with ethical considerations when making decisions

Accountability & Ownership

Ability to hold people accountable by being totally clear with others about what has to be achieved, to what standard, by when, within what budget, and then make clear their accountability for delivery.

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5.6.5 SECTION E – RATINGS JUSTIFICATION

Should an Employee be rated a 4, Exceeds Expectations, for more than 3TechnicalCompetencies on the Performance Appraisal Form, the Direct Supervisor will be required to provide examples or documented evidence to support their rating. Should the allocated space not suffice, the Direct Supervisor should attach any extra pages/ sheets along with the Performance Appraisal document, clearly marking the Employee and Direct Supervisors name.

SECTION E. RATINGS JUSTIFICATION EMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technicalcompetencies provide evidence/justification to back the performance rating

Technical Competency/s Evidence/Justification to back your rating

5.6.6 SECTION F – TRAINING & DEVELOPMENT

As a result of the Performance Appraisal meeting, the Employee may be encouraged to attend specific technical or soft skills training courses, or the Direct Supervisor may schedule time to provide on-the-job training in areas where the Employee’s skills need the most improvement. Both parties should review, identify and agree individual training and development needs, in line with job role, project plans, Operational objectives and budgets.

SECTION F. TRAINING & DEVELOPMENT Please state training courses / development activities, which would add to the employees current skill set and

help with their development

5.6.7 SECTION G – EMPLOYEE POTENTIAL AND PERFORMANCE TABLE

The Performance and Potential table assesses Employee’s willingness and readiness to move into lateral and /or vertical positions. The table incorporates a systematic process of “potential for movement”, and a “performance over time” rating, calibrated to determine levels of readiness. Having levels of readiness allows DSI to identify high potentials early, determine development needs, and plan and track progress over time. For the purpose of this manual the definition of “Potential” is: “An Employee’s ability to demonstrate the behaviors necessary to be successful at the next level within the company.” Although the definition of Potential will remain consistent throughout all levels of the organization, the criteria used to assess potential will differ based on the level of the job.

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It is vital each Direct Supervisor ticks only one box from the potential statements and one box from the performance statements, so the purpose of the Potential- Performance table does not become void.

SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLE Please tick only ONE level of potential and one level of performance

Potential Performance

Has drive and ambition, chases opportunities and has the potential to step up to the next level now

Outstanding performance, always goes the extra mile

Has good potential and would be expected, with development, to step up to the next level in 1-2 years

Consistent good performance

Aspirations for a career would need support and development through a long term plan, 3-5 years

Fulfills the minimum requirements of the job

Likely to remain in position or move to a role with similar responsibilities, will develop expertise / specialist knowledge

Not fulfilling duties / goals as required

5.6.8 SECTION H – OTHER COMMENTS

This section is intended to capture comments/points of further discussion, raised by the Employee and/or the Direct Supervisor, as well as any actions or initiatives recommended by the Senior Manager. Based on the stated content, it will be the responsibility of the Direct Supervisor/Senior Manager to ensure that these recommendations/actions are implemented, with the aid and support of HR.

SECTION H. OTHER COMMENTS Employee Comments

Direct SupervisorComments

Functional Manager Comments

5.6.9 SECTION I – PERFORMANCE APPRAISAL SIGN OFF

This section confirms that the appraisal was discussed with the Employee. The Employee is asked to sign the appraisal indicating that it has been discussed with him/her, and not that he/she necessarily agrees with the appraisal. When the Performance Appraisal document is complete and signed off by the Direct Supervisor and Employee, the appraisal document, should be forwarded to the stated Senior Manager, for signature. Any disagreements or discrepancies should be resolved before the

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final Performance Appraisal is submitted to HR for processing.

SECTION I. PERFORMANCE APPRAISAL SIGN OFF

Please ensure this Performance Appraisal is signed off by ALL parties mentioned below before submitting it to HR

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE:

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE:

FUNCTIONAL MANAGER NAME FUNCTIONAL MANAGER SIGNATURE DATE:

5.7 Employees absent for Performance Appraisal Meetings

An employee who is not available for their Performance Appraisal Meeting, because of an extended period of absence due to sickness or leave, must still be appraised. Direct Supervisors should complete the appraisal form, assigning a tentative rating and submit it without the employee's signature to HR, attaching a memorandum explaining why the employee was unavailable. When the employee returns to work the meeting should be conducted, final ratings assigned, and all sections should be completed as soon as possible.

5.8 Management Of Performance Appraisal Documents

All records maintained in connection with the Performance Appraisal process are to be considered confidential. The original, signed Performance Appraisal document shall be retained by the HR function local to that Employee. It can be expected that overtime, it will become necessary to fine tune the Performance Appraisal process or make radical adjustments, as the situation demands. In the meanwhile this Manual should prove helpful in understanding the policy and procedures in place to ensure that the objectives of DSI’s Performance Appraisal System are met.

6.0 ATTACHMENTS

Type Name Number /Code

Form Performance Appraisal Check List IMS/HR/TD/03/01

Form Functional Performance Appraisal Documents – Grades BI/A – BS/B IMS/HR/TD/03/02

Form Operational Performance Appraisal Documents - Grades BI/A – BS/B IMS/HR/TD/03/03

Form Senior Performance Appraisal Document - Grades SC/A – SP/B IMS/HR/TD/03/04

Form Laborers Performance Appraisal Document - Grades CH – TC IMS/HR/TD/03/05

Form Supervisor & Foreman Performance Appraisal IMS/HR/TD/03/06

QHSE Manual

Document Name:

Direct Supervisor Check List

QHSE Ref. No. IMS/HR/TD/03/01 Rev. 02

Date:

Page 1 of 1

Before meeting with the Employee: There are several things which should be done by the Direct Supervisor before an appraisal meeting is held:

Review the Performance Appraisal Policy and Procedures Manual, before conducting any Performance Appraisals.

Review the employee’s job role; this helps the direct supervisor understand the duties and responsibilities of the position.

Review the appraisal document, as a reminder of what the direct supervisor will be evaluating and assessing. Rate each Employee according to Section D of the Performance Appraisal Document and submit these

ratings to the local HR Representative/Department. Once HR has informed the Direct Supervisor that the ratings have been verified, notify the Employee of their

Performance Appraisal meeting. The employee should be told why the meeting is being held. Advance notification will give the employee a chance to privately evaluate his own performance prior to the meeting.

If appropriate, forward the Performance Appraisal document to the employee before the meeting, this will allow the employee to review and prepare any input from their side, as well as speed up the appraisal meeting time, as both parties are not seeing the document for the first time.

Objectively base ratings and evaluations on instances of performances, which you have either observed or, which have come to your personal attention, over the last 12 months.

Identify areas of growth and development. When meeting with the Employee:

Meet the employee in a private place with uninterrupted time to discuss their performance. Use concrete and representative examples of performance. Clearly indicate what kind of performance improvement you wish to see and how the employee can meet your

expectations. Allow the employee the opportunity to tell you how they feel about how they are performing. Typical discussion topics:

• "How is the employee doing?" • "What is the employee doing right?" • "Where does the employee need to improve?" • "What can be done to help the employee do the job better?"

Have the employee sign the Performance Appraisal Document

After meeting with the Employee:

Discuss any points of discussion which have arisen from the meeting with the Senior Manager Ensure that any points which HR may need to assess/review are clearly mentioned or attached with the

Performance Appraisal document Ensure that the Performance Appraisal document and the set SMART Objectives (if applicable) are signed off

by all stated parties before submitting it to your local HR representative.

QHSE Manual

Document Name:

Functional Performance Appraisal Documents Grades BI/A – BS/B


Date:

Page 1 of 1

Functional Performance Appraisal Documents:

1. Business Development Performance Appraisal

2. Communications Performance Appraisal

3. Estimation Performance Appraisal

4. Planning Performance Appraisal

5. HR Performance Appraisal

6. QHSE Performance Appraisal

7. Procurement Performance Appraisal

8. Senior Cost Engineer & Cost Engineer Performance Appraisal

9. Commercial Manager & Project Commercial Manager Performance Appraisal

10. Senior Quantity Surveyor, Quantity Surveyor, Junior Quantity Surveyor Performance

Appraisal

11. Finance Performance Appraisal

12. IT Performance Appraisal

13. Business Support Performance Appraisal

14. Audit Performance Appraisal

SECTION A. EMPLOYEE DETAILSEmployee Name:

QHSE Manual

Document Name

Business Development Performance Appraisal

Designation:

J i i D t

Emp No. & Category

R i D t

BUSINESS DEVELOPMENT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Function: Project / Location:

QHSE Ref. No.

Date

IMS/HR/TD/03/02 Rev. 02

1

OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll employees take part in an annual performance appraisal with their Direct Supervisor. Performance appraisals will give you an opportunity to review your

performance, identify learning events and encourage you to think about how and in which ways your future development progresses

PREPARATION Direct Supervisor reviews the Employee's performance over the last 12 months and completes the Employee Ratings Spreadsheet based on Section D of the Performance Appraisal document, in the format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.

2 CONDUCTING THE PERFORMANCE APPRAISAL


3 SUBMIT COMPLETED APPRAISALS TO HR TEAM BY MARCH 14

a. Direct Supervisor forwards all completed and signed off Performance Appraisals with any supporting documents to the local HR Rep/Dept. b. Identified training needs' to be discussed with the Learning & Organisational Development Manager

Joining Date: Review Date:

Direct Supervisor:


Functional Manager:

Rating1234

Please mark a "x" in the appropriate column, against each competency 1 2 3 4Employee does not meet expectations


Employee meets all expectations

Employee exceeds

expectationsN/A

Regularly investigates economic conditions, such as economic trends and government policies.

Gathers regular information on clients, potential partners, advisors and competitors and communicates accordingly


Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

1. STRATEGIC PLANS & IMPLEMENTATION: Develops strong strategic plans and strategy implementation, supported by identifying and evaluating potential projects andscouting for bid requests

G O S f

TECHNICAL COMPETENCIES

Conducts direct and indirect research on specific sectors/countries


Description

Employee meets all expectations - A great level of performance overall with all expected standards met. Employee meets some expectations - A level of performance that meets some required standards with some inconsistency. Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

2. BUSINESS RESEARCH & INTELLIGENCE

0 0 0 0 01 2 3 4

Employee does not meet expectations



Employee exceeds

expectationsN/A

0 0 0 0 00

10. Ethics & Values9. Accountability & Ownership


5. Decision Making

TOTAL BEHAVIOURAL COMPETENCY RATING

BEHAVIOURAL COMPETENCIES

3. WINNING WORKS: Undertakes strong presentations to submit needed qualifications, supports bid preparation and management process, as well as negotiations/bid finalization with clients

OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING

8. Adaptability

4. NEW REVENUE STREAMS: Develops new revenue streams from new product / services, while optimizing income from existing business development activities5. TRACKING AND REPORTING: Tracks and reports timely and consistently on potential projects, registrations, qualifications and tender analysis

4.Planning & Organizing3.Customer Service2. Communication skills oral1. Communication skills written

7. Team Work6. Leading & Developing others

SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technical competencies provide evidence/justification to

back the performance ratingTechnical

Competency/sEvidence/Justification to back your rating

Please state training courses / development activities, which would add to the employees current skill set and help with their development

SECTION F. TRAINING & DEVELOPMENT

SECTION H. OTHER COMMENTS

Has good potential and would be expected, with development, to step up to the next level in 1-2 years Consistent good performance

Aspirations for a career would need support and development through a long term plan, 3-5 years Fulfils the minimum requirements of the job

Likely to remain in position or move to a role with similar responsibilities, will develop expertise / specialist knowledge Not fulfilling duties / goals as required

Employee Comments Direct Supervisor Comments Functional Manager Comments

SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLEPlease tick only ONE level of potential and one level of performance

Has drive and ambition, chases opportunities and has the potential to step up to the next level now Outstanding performance, always goes the extra mile

PerformancePotential




SECTION I. PERFORMANCE APPRAISAL SIGN OFFPlease ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR, by no later then March 14

COMMUNICATIONS PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Emp No. & Category

Review Date:


Joining Date:

QHSE Manual

Dpcument Name

Communications Performance Appraisal

QHSE Ref. No

Date



Designation:

1

Direct Supervisor:

Review Date:




CONDUCTING THE PERFORMANCE APPRAISAL


Joining Date:

2



PREPARATION


Functional Manager:

Rating1234




Employee exceeds expectations N/A

1. Creates/assists in the compilation of the annual marketing and communications

6. Develops brand guidelines and ensures consistent adherence for all marketing materials and activities



7. Develops new cost effective solutions

3. Creates and updates collateral, presentations, brochures, product sheets, fact sheets, white papers, web content, newsletters, signage and adverts

5. Is able to put across & sell the DSI company culture/brand in a professional manner on all int and ext platforms

4. Maintains cohesive relationships with media vendors, int. & ext. stakeholders, PR agency etc

2. Responsible for overseeing int. & ext. communication programs that effectively describe and promote DSI and its services


Description

Employee meets some expectations - A level of performance that meets some required standards with some inconsistency. Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

Employee meets all expectations - A great level of performance overall with all expected standards met.


0 0 0 0 0

1 2 3 4Employee does not meet expectations




0 0 0 0 00OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING


11. Manages events including tradeshows, client, industry and other corporate

8. Adaptability7. Team Work6. Leading & Developing others


5. Decision Making

2. Communication skills oral1. Communication skills written

9. Plans and implements regular internal audits to ensure all business subsidiaries are compliant with DSI marketing and branding protocol

7. Develops new cost effective solutions

10. Ethics & Values9. Accountability & Ownership

10. Assesses market opportunities and new communication technologies to promote DSI and business subsidiaries

8. Regularly reviews and edit existing promotional materials for marketing effectiveness

4. Planning & Organizing3. Customer Service


SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technical competencies provide evidence/justification to back

the performance ratingTechnical


SECTION F. TRAINING & DEVELOPMENT Please state training courses / development activities, which would add to the employees current skill set and help with their development

QHSE Manual

Document Name

Estimation Performance AppraisalQHSE Ref. No.

Date


ESTIMATION PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Designation:

Joining Date:


Emp No. & Category:

Review Date:


1 PREPARATION


Functional Manager:

Joining Date:



2Once submitted ratings have been verified by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G and H of the appraisal document d. Ensures all parties in Section I sign off the appraisal document


Direct Supervisor:

Review Date:




Rating1234




Employee exceeds

expectationsN/A

1. Holds the required level of knowledge as a Auto CAD user

5. Ensures all quantities are correct as per drawings

7. Is responsible for / or assists in, filing tender documentation, sending out enquiries and follow up with the required parties (i.e. other departments, suppliers etc.)



2. Understands technical aspects for job role 3. Capable of reviewing project documents i.e. drawings and specifications



Description



4. Responsible for quantity take-off for respective services

6.Is able to review relevant documentations/drawings/reports and highlight details

8. Identifies risks and ensures provisions are made for those risks9. Ensures price project preliminaries are in line with project duration and requirements 10. Receives and approves budget uplifts form for items above budget, analysing reasons for uplifts to avoid future uplifts.

0 0 0 0 01 2 3 4




Employee exceeds

expectationsN/A

0 0 0 0 00

10. Ethics & Values9. Accountability & Ownership8. Adaptability7. Team Work6. Leading & Developing others


5. Decision Making


OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATINGTOTAL BEHAVIOURAL COMPETENCY RATING

3.Customer Service2. Communication skills oral1. Communication skills written

4.Planning & Organizing

uplifts to avoid future uplifts.

16. Is able to detect problems/difficulties prior to them happening and accordingly inform line manager

11. Is able to evaluate submitted quotations/information against requirements 12. Arranges quantity take-off from the drawings and missing items from drawings 13. Assists/is responsible for the preparation of relevant documentation and / or reports14. Coordinate & compile the various cost elements from all estimators and other departments including engineering, procurements, QHSE & insurance & finance.15. Able to study project mobilization requirements and planning for future markets



Employee Comments Direct Supervisor Comments Functional Manager CommentsSECTION H. OTHER COMMENTS









QHSE Manual

Document Name

Planning Performance AppraisalQHSE Ref. No.

Date


PLANNING PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

SECTION A. EMPLOYEE DETAILSEmployee Name:Emp No. & Category

Review Date:


Designation:

Joining Date:


CONDUCTING THE PERFORMANCE APPRAISAL2


SUBMIT COMPLETED APPRAISALS TO HR TEAM BY MARCH 143

Direct Supervisor:

Review Date:



performance, identify learning events and encourage you to think about how and in which ways your future development progresses.

PREPARATION


Functional Manager:

Joining Date:

Rating

1234





Description







1. Ensure all project deliverables / milestones are indicated in the programme2. Liaise with PM and QS for resource / cost loading of the programme

3. Ensure overall Project status is regularly communicated to relevant stakeholders / management

4. Liaise with the project team to collect progress data / areas of concern

6. Contract administration/Claims (Advice, Notifying & Substantiation)

9. Proposes corrective action for project delays / risk issues

5. Proactively report on project areas of concern, risks and deviations from the programme to the project manager

7. Monitor and generate regular reports periodically in line with Contract requirements on the Project status (Planned Vs. Actual Progress)8. Manages the Sub contractor schedule

0 0 0 0 01 2 3 4





0 0 0 0 00

12. Liaise with QS for cash flow preparation & its update

9. Accountability & Ownership8. Adaptability7. Team Work6. Leading & Developing others


10. Assess delay analysis of the programme and prepare EOT programmes that demonstrate cause and effect, supportive narratives and substantiations

13. Manage Project Planners14. Ensure all Tender deliverables are in place


16. Liaise with project planners regularly & prepare consolidated report on the projects resource status

5. Decision Making4.Planning & Organizing

10. Ethics & Values

15. Regularly liaises with Project Leader regarding resource (Manpower & Equipment) requirements

p p j y

11. Liaise with estimation department to provide tender programmes that indicate project milestones and deliverables


3.Customer Service

TOTAL BEHAVIOURAL COMPETENCY RATINGOVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING

Project / Location:


Designation:

Joining Date:

Emp No. & Category

Review Date:

Function:

HR PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

HR Performance AppraisalQHSE Ref. No.

Date


1







2

Functional Manager:

Joining Date:

Direct Supervisor:

Review Date:


PREPARATION


Rating1234



Employee meets some

expectations


Employee exceeds

expectationsN/ATECHNICAL COMPETENCIES

6.Ensures all new employees are appropriately inducted

4. Recommends solutions/improvements to various HR issues

1. Holds sound knowledge of DSI HR Policies & Procedures2. Fully understands the Labor Law within operating region

7. Meets internal and external deadlines

9 E th it t li t i l t d di l d t d



Description


3. Interacts in a manner that deals with key stakeholder issues, escalating queries to relevant parties when necessary



8. Fully grasps the Recruitment cycle and process

5. Has a thorough understanding of the DSI Compensation and Benefits structure

0 0 0 0 01 2 3 4


Employee meets some

expectations


Employee exceeds

expectationsN/A



14. Practices & promotes integrity & ethical behaviour

9. Accountability & Ownership8. Adaptability7. Team Work

11. Ensures all applicable organisation charts are updated and shared with relevant parties

10.Supports value add Learning & Development initiatives, such as training, performance appraisals etc.

13. Responsible for HR budget conformation

9. Ensures the recruitment vacancy list is always accurate and accordingly updated


12. Able to build and sustain interdepartmental partnerships

10. Ethics & Values

5. Decision Making4.Planning & Organizing3.Customer Service2. Communication skills oral1. Communication skills written

6. Leading & Developing others


Technical Competency/s

Evidence/Justification to back your rating


the performance rating


QHSE PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

QHSE Manual

Document Name

QHSE Performance AppraisalQHSE Ref. No.

Date


Joining Date:


Designation:Emp No. & Category

Review Date:




Joining Date:


Functional Manager:Direct Supervisor:

Review Date:


1 PREPARATION Direct Supervisor reviews the Employee's performance over the last 12 months and completes the Employee Ratings Spreadsheet based on Section D of the Performance Appraisal document, in the format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.




Rating

1234

Please mark a "x" in the appropriate column, against each competency 1 2 3 4Employee does

not meet expectations





Description


Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

1. Possesses relevant knowledge of Professional standards and practices

2. Possesses relevant knowledge of DSI QHSE policies and procedures


3. Ensure full compliance to the company and applicable authorities’ requirements and standards at all times



Employee meets some expectations - A level of performance that meets some required standards with some inconsistency.

0 0 0 0 0

10. Responsible for / Co-ordinates / Contributes towards relevant QHSE Audits

11. Able to build and sustain interdepartmental / external partnerships

7. Able to flag critical issues and recommend solutions, for timely decisions to be made

12. Works alongside operations to create and drive a culture of zero injuries or serious incidents


14. Continually reviews QHSE legislations and provides recommendations to ensure best practices & compliance

13. Produces/assists in the preparation of O & M Manuals in coordination with site management team

9. Able to interact with the project team regarding QHSE requirements

8. Capable of handling projects with minimum direction and supervision

6. Attends internal and external meeting, ensuring actions are implemented/actioned

4. Responsible for accurate preparation and submission of reports

5. Meets internal and external deadlines

requirements and standards at all times






0 0 0 0 0

0OVERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATING


SECTION D. COMPETENCY ASSESSMENT Continued



10. Ethics & Values

5. Decision Making4. Planning & Organizing3. Customer Service2. Communication skills oral1. Communication skills written







Fulfils the minimum requirements of the job

Performance



Potential





Emp No. & Category

Review Date:


Designation:

Joining Date:

PROCUREMENT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

QHSE Manual

Document Name

Procurement Performance AppraisalQHSE Ref. No

Date


1




Direct Supervisor:



Functional Manager:

g



PREPARATION


Rating1234



Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A


Description


1. Procures materials/services at the best possible prices, within budget




7. Supports the implementation of a centralized procurement system and other supply chain initiatives

5. Proactively engages with Managers and Estimation team to plan project needs

3. Develops and implements sourcing strategies as an integral part of the supply management team, when required

8. Reports on cost saving performance of subcontractors and suppliers

6. Able to make strong technical commercial judgments

4. Oversees inventory at optimum rotation levels

2. Identifies, selects and builds a strong list/team of preferred subcontractors and suppliers, negotiating price and payment terms


0 0 0 0 01 2 3 4

Employee does not meet

expectations

Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A





13.Ensures ordered material / fixed assets items are available in local Central Stores14. Reviews the technical part of the purchase orders, to avoid purchasing unapproved material15. Budget Adjustments - Coordinate with PMs to ensure Budget Adjustments are properly processed

11. Ensures subcontracts are compliant to technical and commercial requirements and delivery schedules of the projects

9. Reviews LPO’s for further verification to ensure the process is as per policy

12. Reviews the cost to complete & to ensure that all purchases are within the approved budget


10. Ethics & Values

5. Decision Making4.Planning & Organizing3.Customer Service2. Communication skills oral1. Communication skills written

10. Ensures consistent reporting and post order follow up of materials by department members

EMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technical competencies provide evidence/justification to back the performance rating



SECTION E. RATINGS JUSTIFICATION


Designation:

Joining Date:


FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

Emp No. & Category

Review Date:


SNR COST ENGINEER AND COST ENGINEER PERFORMANCE APPRAISAL

QHSE Manual

Document Name

SNR Cost Engineer and Cost Engineer Performance AppraisalQHSE Ref. No.

Date


1




Functional Manager:

Joining Date:



Direct Supervisor:




Review Date:

Rating

1234

1 2 3 4


expectations



Employee exceeds

expectationsN/A

Please mark a "x" in the appropriate column, against each competency

3. Provide overall supervision to subordinate engineers carrying out the functions of planning, cost control & quantity surveying.

1. Monitor, identify and analyse projects costs with a view of facilitating the completion of the project at minimum cost and within budget limits.2. Monitor and analyse all the progress of construction activities



Description




0 0 0 0 0

5. Supervise the preparation of the monthly cost report.

11. Review and monitor the CTC with each individual PM

12. Provide the Finance Manager with feedback for the company’s budget.

functions of planning, cost control & quantity surveying.


14. Committed to DSI HSE requirements and all applicable legislations and contractual requirements affecting the HSE activities at project site and administrative office.

4. Identify any variances between the planned and actual progress and advises project management of their impact on the overall program.

13. Coordinate with the project team for the reconciliation between the pre and post contract documents.

6.Review LPO’s for further verification to ensure the process is as per policy7. Review the cost to complete & to ensure that all purchases are within the approved budget. 8. Make sure that the ordered material / fixed assets items are available in the local Central Stores. 9. Review the technical part of the purchase orders, to avoid purchasing unapproved material. 10. Budget Adjustments - Coordinate with PMs to ensure Budget Adjustments are properly processed




Employee exceeds

expectationsN/A

0 0 0 0 0

0



3. Customer Service2. Communication skills oral1. Communication skills written





10. Ethics & Values

5. Decision Making4. Planning & Organizing


SECTION E. RATINGS JUSTIFICATION



SECTION H. OTHER COMMENTS Employee Comments Direct Supervisor Comments Functional Manager Comments





COMMERCIAL MANAGER/PROJECT COMMERCIAL MANAGER PERFORMANCE APPRAISAL

Commercial Manager / Project Commercial Manager

Performance Appraisal

QHSE Manual

Document Name

QHSE Ref. No.

Date



Emp No. & Category



Designation:

1

Direct Supervisor:

Review Date:

Direct Supervisor reviews the Employee's performance over the last 12 months and allocates performance ratings for Section D of the Performance Appraisal Document, in a format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.






Once submitted ratings have been verified and approved by HR, the Direct Supervisor conducts the performance appraisal with the employee present. Together both parties: a. Review any previously set objectives in line with DSI / department objectives b. Address any performance and behavioural issues c. Complete sections D, E, F, G and H of the appraisal document d. Ensures all parties in Section I sign off the appraisal document

2

PREPARATION


Functional Manager:

Joining Date:

Rating

1234

1 2 3 4


Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/ATECHNICAL COMPETENCIES



Description




1. Supervision and management of Cost Control Engineers, Senior QS, QS, for their daily functions in co-ordination with PMs and other project staff

2. Vetting tender documents and advice on Contract Conditions3. Variation works - captured and all notices for intention to claim for additional payments and extension of time are timely served

0 0 0 0 0TOTAL TECHNICAL COMPETENCY RATING

4. Liaise with the project team, ensuring subcontract terms and conditions reflect obligations undertaken by the Company5. Ensure all subcontracts are compliant to technical and commercial requirements and delivery schedules of the projects

11. Interim valuations, Applications and Final accounts preparation and agreement12. Tender analysis, forecast and project updates, cost to complete and contract evaluation13. Documentation and Reports prepared and submitted to the AGM and third parties, internal filing system and archive

6.Project Commercial Logs are maintained and updated reflecting the current standings of the project at all times7. Conduct regular internal meetings with the Project Manager and the Planning Manager, agree on joint actions and record 8. Identify likely delays and additional cost impact in advance with sufficient time to find alternative solutions, report to client / consultants 9. Contract admin. (advice, negotiation, checking & change) and ensure contract documentation complies with company policy10. Cost control monitoring against agreed budgets based on progress achieved

p y y



Employee meets some

expectations

Employee meets all

expectations

Employee exceeds

expectationsN/A

0 0 0 0 0


8. Adaptability7. Team Work

10. Ethics & Values



6. Leading & Developing others5. Decision Making4. Planning & Organizing3. Customer Service2. Communication skills oral1. Communication skills written


9. Accountability & Ownership




QHSE Manual

Document NameQHSE Ref. No.

Date

IMS/HR/TD/03/02 Rev. 02Senior Quantity Surveyor, Quantity Surveyor,

Junior Quantity Surveyor Performance Appraisal

Emp No. & Category


SNR QUANTITY SURVEYOR, QUANTITY SURVEYOR & JNR QUANTITY SURVEYOR PERFORMANCE APPRAISAL



Designation:

Employee Name:

1

Direct Supervisor:

Review Date:


j







PREPARATION


Functional Manager:

Joining Date:

Rating

1234




Employee exceeds

expectationsN/A




1. Ensure the process of measurement and pricing of variations is submitted promptly including taking off quantities and carrying out costing for variations/claims.2. Prepare supporting documents, notifications and detailed particulars for variations/claims. Submit notifications and claims to PM and maintain VO's updated list3. Checking quantities between contract drawings and subsequent design changes. Mark up revised drawings and update drawing register



Description

4 C t / it i ti d l ti f thl

0 0 0 0 0TOTAL TECHNICAL COMPETENCY RATING

11. Present documentation in relation to subcontracts, ensuring that subcontract terms and conditions reflect obligations undertaken by DSI under the contract12. Assisting in the placing and administration of direct supply orders (sales conditions / increased costs etc.)

4. Carry out / prepare site inspection and valuation for monthly progress payments.5. Manage and oversee QS / Assistant QS's daily functions. 6. Attend weekly Commercial Department meetings at site and other site meetings7. Advise/assist in the preparation an agreement of interim valuations and final accounts with the client/consultant8. Ensure subcontract progress is monitored and controlled against agreed programme.

13. Verification and justification of the budget adjustments request in coordination with the Project Commercial Manager/ Project Manager. 14. Advice/assist in the preparation of the MMR and ultimately cost control i.e. cost to complete vs. cost at completion

9. Assist in resolving financial and contractual risks, as well as dispute information. Agree joint actions with PM and Project team10. Advise / assist in the preparation of monthly commercial schedules




Employee exceeds

expectationsN/A

0 0 0 0 0

0


5. Decision Making4. Planning & Organizing

TOTAL BEHAVIOURAL COMPETENCY RATING10. Ethics & Values

3. Customer Service2. Communication skills oral1. Communication skills written









SECTION G. EMPLOYEE PERFORMANCE & POTENTIAL TABLE






Please tick only ONE level of potential and one level of performance

FINANCE PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

Finance Performance AppraisalQHSE Ref. No.

Date



Designation:

Joining Date:

Emp No. & Category

Review Date:

Department: Project / Location:

1 PREPARATION



3




Functional Manager:

Joining Date:

Direct Supervisor:

Review Date:




Rating

1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

5. Able to flag critical issues and recommend solutions, for timely decisions to be made

3. Ensures the accurate preparation and submission of financial reports4. Meets internal and external deadlines

2. Possesses relevant knowledge of DSI Finance policies and procedures1. Possesses relevant knowledge of Professional standards and practices

6. Demonstrates cost control and cost consciousness



SECTION C. COMPETENCY RATINGSDescription



0 0 0 0 0


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

0


8. Able to build and sustain interdepartmental / business partnerships

7. Responsible for / co-ordinates / contributes, towards successful Financial Audit outcomes

10. Ethics & Values

5. Decision Making4.Planning & Organizing3.Customer Service2. Communication skills oral


1. Communication skills written

6. Demonstrates cost control and cost consciousness





the performance ratingEvidence/Justification to back your rating Technical

Competency/s



QHSE Manual

Document Name

IT Performance AppraisalQHSE Ref. No.

Date



IT PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Emp No. & Category

Review Date:


Designation:

Joining Date:

Employee Name:

1





Direct Supervisor:

Review Date:




Functional Manager:

Joining Date:

PREPARATION


Rating

1234



Employee meets some

expectations


Employee exceeds

expectationsN/A

2. Responsible for network implementation on sites and/or head office

5. Works with firewall, generates reports, rules, filters, spamming and establish VPN connection

3. Implements security for the network, penetration testing, traffic and checks all vulnerabilities




Employee meets some expectations - A level of performance that meets some required standards with some inconsistency.


Description


Employee does not meet expectations - A less than satisfactory level of performance with just a few areas achieved and much inconsistency.

1. Oversees the administration and maintenance of DSI's IT infrastructure

6 W k IP t l h billi ft t t VOIP C t

4. Ensures provision for troubleshooting, system backups, archiving, disaster recovery and provides expert support when necessary

10. Responsible for compiling and updating relevant IT policies and procedures

9. Provides efficient Email services: Troubleshooting, monitor users and mail flow, setups, configuration with firewall, Active Directory configurations, BB services and server, generate reports, mail box +HUB &CAS servers backups for emails for each Database

7. Creates Documentation and user guides for S/W or H/W or Network.

11. Works with project teams to implement Internal Systems

14. Builds and maintains vendor relationships and manages the negotiation and purchase of IT supplies, hardware and software products

13. Interacts with internal clients on all levels to help resolve IT-related issues and provides answers in a timely manner

15. Ensures current and accurate inventory of technology H/W, S/W and Resources16. Installs and manages updates to ERP17. ERP administration, performance tuning and security monitoring18. Designs & codes superior technical solutions19. Understands object oriented environments and creates well designed, reusable objects20. Has a thorough knowledge of the business processes in DSI

12. Ensures the IT dept. responds to all levels of help desk issues and calls logged

8. Works with relevant Database related to performance, tuning, backups, tables, log files, apply patches, health check and reports

6. Works on IP telephones, billing software, generate reports, VOIP, Camera system Integration and setups



Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0



Employee meets some

expectations


Employee exceeds

expectationsN/A



25. Train users and transfer knowledge to colleagues

24. Understands other modules of JDE or 3rd party software and is able to interface with them.

21. Prepares detailed workflow diagrams that can be converted into high quality solutions for the business22. Designs, configures and implements J D Edwards Financial/HRMS/SCM Module23. Understands and maintains all JDE setups such as Roles, Menus, Security, UDCs and AAIs.


SECTION D. COMPETENCY ASSESSMENT Cont'd


3.Customer Service

0 0 0 0 0

0VERALL TECHNICAL & BEHAVIOURAL COMPETENCY RATINGSECTION E. RATINGS JUSTIFICATION


Technical Evidence/Justification to back your rating

TOTAL BEHAVIOURAL COMPETENCY RATING10. Ethics & Values







Potential





Performance



Designation:

Joining Date:

Emp No. & Category

Review Date:


BUSINESS SUPPORT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BS/A, BS/B

QHSE Manual

Document Name

Business Support Performance AppraisalQHSE Ref. No.

Date


1 PREPARATION






Functional Manager:Direct Supervisor:




Rating

1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

2. Ensures professional and accurate, preparation and submission, of reports/presentations/correspondence3. Meets internal and external deadlines

8. Able to flag critical issues for timely decision making

1. Possesses relevant levels of knowledge regarding functional policies and procedures

6. Able to work under pressure

4. Has reliable and consistant attendance and time keeping

Description

7. Has strong attention to detail with minimal typing errors


5. Shows initiative and able to manage several tasks at once

COMPETENCIES




0 0 0 0 0

0

SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 competencies provide evidence/justification to back the

performance rating

12. Knowledge of MS office


8. Able to flag critical issues for timely decision making

Competency/s

OVERALL COMPETENCY RATING COMPETENCY RATING

11. Displays strong personal etiquette and oral communication skills

13. Is accountable for and takes ownership of assigned tasks

10. Provides exceptional service and support supervisor and team9. Demonstrates and promotes cost control and cost consciousness

AUDIT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

QHSE Manual

Document Name

Audit Performance AppraisalQHSE Ref. No.

Date



Designation:

Joining Date:

Emp No. & Category

Review Date:


1 PREPARATION



3




Functional Manager:

Joining Date:

Direct Supervisor:

Review Date:




Rating1234


Employee meets some

expectations


Employee exceeds

expectationsN/A

3. Knowledge of MIS terminology, concepts and practices. Experience of working on spreadsheets, relevant ERPs, Microsoft office suite and specialized data extraction

5. Demonstrable ability to stay composed in times of stress, work pressure while

2. Working knowledge of International Financial Reporting Standards (IFRS) and accounting/auditing principles and management practices.

1. Working knowledge of the Standards for the Professional Practice of Internal Auditing and the Code of Ethics developed by the Institute of Internal Auditors


6. Ability to collect and analyze complex data, evaluating information and systems, and

4. Knowledge of industry audit program, company policies, procedures, regulations and laws.


SECTION C. COMPETENCY RATINGSDescription



0 0 0 0 0


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 0

0.00

7. Experience of performeing consulting and forensic engagements in an efficient and timely manner.


8. Level of verbal and written communications, including active listening skills and skills in presenting findings and recommendations to a medium scale audience

10. Ethics & Values

5. Decision Making4.Planning & Organizing3.Customer Service2. Communication skills oral


1. Communication skills written



6. Ability to collect and analyze complex data, evaluating information and systems, and drawings logical conclusions.



the performance ratingEvidence/Justification to back your rating Technical

Competency/s



QHSE Manual

Document Name:

Operational Performance Appraisal Documents – Grades BI/A – BS/B


Date:

Page 1 of 1

Operational Performance Appraisal documents

1. Drake & Scull Mechanical, Electrical & Plumbing Performance Appraisal 2. Drake & Scull Construction Performance Appraisal 3. Drake & Scull Water and Power Performance Appraisal

QHSE Manual

Document Name QHSE Ref. No.

Date

IMS/HR/TD/03/03 Rev. 02Drake and Scull Mechanical, Electrical & Plumbing


Emp No. & Category

R i D t



Designation:

J i i D t

DRAKE AND SCULL MECHANICAL, ELECTRICAL & PLUMBING PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

1






Review Date:Joining Date:



Next Level Manager:


Direct Supervisor:

Rating1234

1 2 3 4Employee does




Employee exceeds

expectationsN/A

3. Execution and Delivery - Monitors work to ensure project is built on schedule as per the contractual programme


1. Holds broad knowledge of principles and practices of related technical areas.

2. Plans, coordinates and prioritizes assigned work to meet changing project needs / requirements



8 Abl t i t l t d i t ll ti t f t d i d i t ifi ti

6. Able to develop and administer functional tests for various building MEP systems

4. Directs / coordinates, installation, maintenance, support, documentation, and testing activities to ensure compliance with specifications, local codes, and customer requirements.


7. Develops reports, calculations, maps, drawings, tests scripts, and other data to plan and design systems, components and sequence of operations

5. Able to take responsibility for Electrical/Mechanical project design and documentation


Employee meets all expectations - A great level of performance overall with all expected standards met. Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

Description

0 0 0 0 01 2 3 4


expectations



Employee exceeds

expectationsN/A

0 0 0 0 00

12. Procurement - Awareness of procurement planning, scheduling, order status. Effective utilisation of vehicles, plant and tools.

8. Able to inspect completed installations to ensure conformance to design and equipment specifications and compliance with operational and safety standards.



13. QHSE - Ensure work is carried out in full compliance with Safety and Quality Management Systems and Procedures

8. Adaptability


10. Ethics & Values


4.Planning & Organizing3.Customer Service



10. Uses logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.11. Finance - Awareness and control of commercial and financial aspects of contracts to protect the companies interest

9. Manpower - Ensure optimal utilisation and demobilization of labour and subcontractors

5. Decision Making

SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technical competencies provide evidence/justification to

back the performance ratingTechnical










Employee Comments Direct Supervisor Comments Next Level Manager Comments






NEXT LEVEL MANAGER NAME NEXT LEVEL MANAGER SIGNATURE DATE:


DRAKE AND SCULL CONSTRUCTION PERFORMANCE APPRAISAL FOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B, BS/A, BS/B

Emp No. & Category



Designation:

QHSE Manual

Document Name

Drake and Scull Construction Performance Appraisal

QHSE Ref. No.

Date

IMS/HR/HR/TD/03/03 Rev. 02

1



Direct Supervisor:






Next Level Manager:

PREPARATION


2

Review Date:Joining Date:

Rating1234





1. Execution and Delivery - Monitor work to ensure:

Project is being constructed as per the contractual programme

Project is within the budget

Strictly adhering to construction drawings and project specifications


5 Procurement Awareness of procurement planning scheduling order status Effective utilisation of

3. Project Work Plans - Execute and revise, where necessary, work plans to meet changing needs and requirements of the project



4. Manpower - Ensure optimal utilisation and demobilization of labour and subcontractors

2. Awareness and the implementation of project target objectives and company policies and procedures


Employee meets all expectations - A great level of performance overall with all expected standards met. Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.

Description

0 0 0 0 01 2 3 4





0 0 0 0 00


8. Business Development - Where possible promote Business Development through effective market knowledge, management and research9. Relationship Building - Effective co-ordination with the Client, Consultant and other contractors



5. Decision Making4.Planning & Organizing3.Customer Service




8. Adaptability


10. Ethics & Values

6. Finance - Awareness and control of commercial and financial aspects of contracts to protect the companies interest


SECTION E. RATINGS JUSTIFICATIONEMPLOYEE’S STRENGTHS: Should an employee be rated a score of 4, for more than 3 technical competencies provide evidence/justification to back the

performance ratingTechnical




QHSE Manual

Document NameQHSE Ref. No

Date

IMS/HR/TD/03/03 Rev. 02Drake & Scull Water and Power


Designation:

Joining Date:

DRAKE AND SCULL WATER AND POWER PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES BI/A, BI/B, SD/A, SD/B

Emp No. & Category

Review Date:



1Direct Supervisor reviews the Employee's performance over the last 12 months and completes the Employee Ratings Spreadsheet based on Section D of the Performance Appraisal document, in the format provided by HR, once each employee is rated, ratings should be sent to the local HR Rep/Dept.

PREPARATION


CONDUCTING THE PERFORMANCE APPRAISAL2






Next Level Manager:

Joining Date:

Direct Supervisor:

Review Date:

Rating1234


Employee meets some

expectations


Employee exceeds

expectationsN/A





DescriptionSECTION C. COMPETENCY RATINGS



Strictly adhering to construction drawings and project specificationsProject is within the budgetProject is being constructed as per the contractual programme

1. Execution and Delivery -Monitor work to ensure:

3. Project Work Plans - Execute and revise, where necessary, work plans to meet changing needs and requirements of the project


2. Awareness and the implementation of project target objectives and company policies and procedures

4. Manpower - Ensure optimal utilisation of labour and subcontractors

6. Finance - Awareness and control of commercial and financial aspects of contracts to protect the companies

0 0 0 0 01 2 3 4


Employee meets some

expectations


Employee exceeds

expectationsN/A

0 0 0 0 00

3.Customer Service2. Communication skills oral1. Communication skills written



10. Ethics & Values




10. Project Risk Management11. Full understanding on the basics of P612. Value Engineering – Out of which opportunities should arise for potential costs savings


9. Relationship Building - Effective co-ordination with the Client, Consultant and other contractors

6 a ce a e ess a d co t o o co e c a a d a c a aspects o co t acts to p otect t e co pa esinterest



Potential





Performance








QHSE Manual

Document Name:

Senior Management Performance Appraisal Document

Grades SC/A, SC/B, SP/A, SP/B


Date:

Page 1 of 1

Senior Management Performance Appraisal Document Grades SC/A, SC/B, SP/A, SP/B

SENIOR MANAGEMENT PERFORMANCE APPRAISALFOR EMPLOYEES WITHIN CATEGORIES SC/A, SC/B, SP/A, SP/B

Emp No. & Category


QHSE Manual

Designation:

Function/Operation Project / Location:

Document NameSenior Management Performance Appraisal Document

Grades SC/A - SP/B Date


2

Direct Supervisor:

OUR COMMITMENT TO EMPLOYEE DEVELOPMENTAll employees take part in an annual performance appraisal with their Direct Supervisor. Performance appraisals will give you an opportunity to review your performance,

identify learning events and encourage you to think about how and in which ways your future development progresses

Review Date:



3



Joining Date:

Function/Operation Project / Location:

Next Level Manager:


PREPARATION 1SECTION B. PERFORMANCE APPRAISAL PROCESS

Rating

1234


Employee meets some

expectations


Employee exceeds

expectations


PEO

PLE

1. Sets and shares direction and necessary goals across the workforce, in line with DSI's mission, vision and objectives

4. Ensures the workforce has the capacity and diversity to meet current and future needs

3. Demonstrates commitment to working and engaging constructively with internal and external stakeholders

2. Holds workforce accountable for task delivery, by communicating clear expected outcomes

Please mark a "x" in the appropriate column, against each

COMPETENCIES N/A



Description

Employee exceeds expectations - An outstanding level of performance, with the employee making a significant contribution to the team.Employee meets all expectations - A great level of performance overall with all expected standards met.

0 0 0 0 0

6. Delegates authority and responsibility to appropriate levels

PASS

ION

8. Identifies / shares new business opportunities

7. Updates/amends/conceives and executes policies and procedures that add value

13. Holds strong business acumen and knowledge of DSI's scope of work

17. Able to exercise sound judgment, decision making and problem solving skills

14. Practises and promotes cost control and cost consciousness by not exceeding allocated budget

INN

OVA

TIO

N

12. Encourages debate and ideas from across hierarchy, skills sets, and stakeholders

9. Creates, aligns, and integrates structures, systems, and team to better achieve objectives

5. Builds support through influence, negotiation, and balancing DSI interests

11. Develops strategies to manage the scope and pace of change10. Develops innovative solutions to non-traditional problems

16. Displays a high level of integrity15. Open-minded and flexible in thought and tactics

OVERALL COMPETENCY RATING

SECTION H. OTHER COMMENTS Employee Comments Direct Supervisor Comments Next Level Manager Comments


EMPLOYEE NAME

DIRECT SUPERVISOR NAME

NEXT LEVEL MANAGER NAME

DATE:

DATE:

DATE:

EMPLOYEE SIGNATURE

DIRECT SUPERVISOR SIGNATURE

NEXT LEVEL MANAGER SIGNATURE

QHSE Manual

Document Name:

Laborers Performance Appraisal


Date:

Page 1 of 1

Drake & Scull Laborers Performance Appraisals:

1. Drake & Scull Laborers Performance Appraisal

2. Drake & Scull Insulator Performance Appraisal 3. Drake & Scull Pipe Fitter Performance Appraisal

4. Drake & Scull Electrician Performance Appraisal

5. Drake & ScullDuct Worker Performance Appraisal

6. Drake & Scull Plumber Performance Appraisal

7. Drake & ScullWelder Performance Appraisal

QHSE Manual

Document Name

DRAKE AND SCULL LABOURER PERFORMANCE APPRAISAL

QHSE Ref. No.

Date



DESIGNATION:

GRADE:

SECTION A. EMPLOYEE DETAILSEMPLOYEE NAME:

DIRECT SUPERVISOR:

TALLY NO:

REVIEW DATE:PRESENT SALARY:

PROJECT / LOCATION:TRADE:

SECTION B COMPETENCY ASSESSMENTLOW HIGH

1 2 3 4

0 0 0 0 0

2. APTITUDE TO WORK IN OTHER TRADES

9. WILLING TO PERFORM ALTERNATE DUTIES AS REQUIRED

7. TIME KEEPING AND ATTENDANCE

5. RELATIONSHIP WITH SENIOR STAFF

3. ORGANIZING ABILITY

8. ABILITY TO EXPRESS HIMSELF IN ENGLISH

6. CONDUCT OUTSIDE WORKING HOURS

4. RELATIONSHIP WITH COLLEAGUES

11. ABILITY TO FOLLOW SCHEDULES12. ABLE TO FOLLOW / READ MANUALS AND INSTRUCTIONS13. DEMONSTRATES WORKPLACE HEALTH AND SAFETY14. ABILITY TO COMPLETE BASIC REPORTS15. CAN WORK WITH MINIMAL SUPERVISION

1. ABILITY WITHIN CURRENT TRADE/JOB

10. INFORMS SUPERVISOR OF PRODUCTION QUALITY CONCERNS


N/A

PERFORMANCE RATING

SECTION B. COMPETENCY ASSESSMENT

Can move to position with more responsibility Well PlacedAbove Average / can be considered for new grade next year Not fit for present position

SECTION D. RECOMMENDATIONSPlease tick only ONE level of potential and one level of performance

SECTION E. FURTHER COMMENTSEmployee Comments Direct Supervisor Comments Project Engineer Comments

SECTION C. ASSESSMENT OF ABILITY

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE

PROJECT ENGINEER PROJECT ENGINEER SIGNATURE DATE

PROJECT MANAGER PROJECT MANAGER SIGNATURE DATE

Please ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HRSECTION F. PERFORMANCE APPRAISAL SIGN OFF�

QHSE Manual

Document Name

DRAKE AND SCULL LABOURER DUCT WORKER PERFORMANCE APPRAISAL

QHSE Ref NoDate



DESIGNATION:PROJECT / LOCATION:


DRAKE AND SCULL LABOURER ‐ DUCT WORKER PERFORMANCE APPRAISAL

EMPLOYEE NAME:

DIRECT SUPERVISOR:GRADE:TRADE:

TALLY NO:


LOW HIGH1 2 3 4

Ability to work inside and outside environmentsUnderstand site safety regulations and aware of PPEAbility to work in heights above step ladder or scaffolding to 3 mtr heightsAbility to work in heights above scaffolding more than 3 mtr heightsAbility to work in High hazard condition and to work in very high ambient temperature (48C/120 F)

Ability to do light to medium physical work

Aware of common signs of site (safety ,traffic )

Ability to work safely with heavy power tools (jack hummer, heavy drilling machine,heavy grinder machine

Ability to use hand tools (hammer ,screw driver,player,etc

Ability to perform work required heavy physical work

Ability to do linear measurement and use of measuring tape

Ability to identify locations on site like materials store ,work shop, clinics etc

N/APlease mark a "x" in the appropriate column, against each competency

Gen

eral

Working

cond

ition

Respon

sibility

Ability to understand orally instruction from higher grade Ability to understand written instruction from higher grade Ability to select tools, decide on methods and techniques to use Ability to perform regularly assigned duties within time frame Ability to receive general instruction from supervisor to perform tasks with its details

Ability to safely use power tools (grainder,drills cutters etc)

LOW HIGH

1 2 3 4

Ability to Determines work sequence, materials and tools to be usedAbility to use Hand tools like sheet cutter, leveling tools,

ability to install fire dampers through floors, walls and ceiling of various structures

Ability to read the fabricatin sheet sent by the factory

Ability to use Manual and Jigsaw cutter to make square and round opening for branches and collars Ability to use special power tools like portable jigsaw,portable grinder

ability to make joint of duct to dampers using different methods (flanges or S and C cleat)

Ability to read drawings and aware of different appreviation use for ducting systems Ability to install hangers for ducts on dedicated levels

Ability to read and sacle drawings and take off quantities of duct and duct accessories

Abili k ff f h d d i h i iAbility to make duct connection with AHUs and FCUs

Ability to lifting and carrying min 20 kg objects and continually walking,bending,and standingAbility to make repairs and installations from ladders, scaffolding, and platformsPh

ysical

Effort


SECTION B. COMPETENCY ASSESSMENT Cont'd

Ability to perform work that required light to moderate physical effort

N/A

0 0 0 0 0

Ability to do the work within the time frame

Ability to add, subtract, multiply, divide, and work with simple fractions.

Ability to install , hang and connect susbended VAV's with the proper direction of air flow

Ability to understand written instruction from supervisor

Skill and

kno

wledge

Ability to install different types of Ceiling diffusers (square and linear) and wall registers Ability to install rigid and flexible connection from the branch duct to the air outlet

Abiliy to identfy different type of joints and the suitable joint for each type of duct.

Ability to install duct reinforcement as required

Can carry out and understand the way to carry out leakage test for meduim and high static pressure ductwork

Ability to perform proper cutting in the main duct for branch connection

Ability to install flanged type ductwork system with all accessories.Ability to install different type of joints S and C cleat

Ability to conduct light test for installed ductwork

Ability to understand oral instruction from higher grades

Ability to install flexible duct connector for FCUs, AHUs, Fans, etc..

Ability to take offset measurement for hanged ducts with various sizes Ability to align hanged ducts with various sizes

PERFORMANCE RATING

Ability to co‐ordinate with the other services while installation.

Ability to protect the other installed service during installation.


SECTION E PERFORMANCE APPRAISAL SIGN OFF

SECTION C. RECOMMENDATIONSPlease tick only ONE level of potential and one level of performance

SECTION D. FURTHER COMMENTSEmployee Comments Direct Supervisor Comments Project Engineer Comments

Please ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR

DATE

DATE

DATE

DATE

EMPLOYEE SIGNATURE


PROJECT ENGINEER SIGNATURE

PROJECT MANAGER SIGNATURE

EMPLOYEE NAME


PROJECT ENGINEER

PROJECT MANAGER

SECTION E. PERFORMANCE APPRAISAL SIGN OFF

QHSE Manual

Document Name

DRAKE AND SCULL LABOURER ELECTRICIAN PERFORMANCE APPRAISAL

QHSE Ref NoDate





DRAKE AND SCULL LABOURER ‐ ELECTRICIAN PERFORMANCE APPRAISAL

EMPLOYEE NAME:

DIRECT SUPERVISOR:GRADE:TRADE:TALLY NO:


LOW HIGH1 2 3 4








Ability to understand written instruction from higher grade Ability to select tools, decide on methods and techniques to use Ability to perform regularly assigned duties within time frame Ability to receive general instruction from supervisor to perform tasks with its details




Gen

eral

Working

cond

ition

Respon

sibility

Ability to understand orally instruction from higher grade

LOW HIGH1 2 3 4

Ability to identify different types sizes of conduits and wires

Ability to identify different types of panels (DB's, SMDB's,MCC's, Light Control Panels)

Ability to use Hand tools like different crimping tools, cutters etc….

Ability to work in cable glanding

Ability to Determines work sequence, materials and tools to be used

Understand how different type of wiring accessories, isolators and light fittings

Ability to use the required tools at the correct locations

Ability to install the panels if one unit or make essembling for the panel pieces

Ability to use special power tools like hydrolic crimping tools, portable grinder, bending machine.

Ability to work in bus bar installation, support, lifting and jointing

Ability to make final panels dressing


N/A

Ability to lifting and carrying min 20 kg objects and continually walking,bending,and standing

Ability to make repairs and installations from ladders, scaffolding, and platformsPhysical

Effort



0 0 0 0 0



Skill and

kno

wledge

Ability to install all type of light fitting

Ability to install all types of wiring accessories and isolators

Ability to use the touqe wrenhes and identify the required tourqe values with settings

Ability to make final termination for the low current systems devices.

Ability to identify the troubles in the loops and rectify them

Ability to use the testing instruments, multimeter, earth fault impedance loop tester, megger, earth tester

Ability to read and understant the load schedules.

Ability to to work with low current system cables

Ability to make continuity test for low current systems loops.

Ability to make the labeling and identifications for the low current systems devices as per the schematics

Ability to install Cable tray/trunk and make the required fabrications

Ability to work with all type of conduits, GI and PVC

Ability to make final panels dressing

Ability to pull wires for all type of circuits

PERFORMANCE RATING

Can move to position with more responsibility Well Placed

Above Average / can be considered for new grade next year Not fit for present position




SECTION E. PERFORMANCE APPRAISAL SIGN OFFPlease ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR

DATE

DATE

DATE

DATE

EMPLOYEE SIGNATURE




EMPLOYEE NAME


PROJECT ENGINEER

PROJECT MANAGER

DRAKE AND SCULL LABOURER ‐ INSULATOR PERFORMANCE APPRAISAL

EMPLOYEE NAME:


TALLY NO:





QHSE Manual

Document Name

DRAKE AND SCULL LABOURER INSULATOR PERFORMANCE APPRAISAL

QHSE Ref. No.

Date


LOW HIGH1 2 3 4

Gen

eral

Working

cond

ition

Respon

sibility


Ability to receive general instruction from supervisor to perform tasks with its details


Ability to identify locations on site like materials store ,work shop, clinics etc Ability to use hand tools (hammer ,screw driver,player,etc



N/A







Ability to understand written instruction from higher grade Ability to select tools, decide on methods and techniques to use Ability to perform regularly assigned duties within time frame

LOW HIGH

1 2 3 4


ysical

Effort




N/A

Ability to mark on the insulation borad for different size of ducting

ability to make insulation for flexible duct connector on the outltet of the AC unit

Ability to read drawings and give estimation for the quantities of duct insulation and accessories Ability to read drawings and aware of different appreviation use for insulation systems

Ability to Apply the duct adhesive in proper and economical manner

Ability to Determines work sequence, materials and tools to be usedAbility to use Hand tools like sheet cutter,knife, paint brush and rivet machine

Ability to amke insulation for air outlet rigid connector

Ability to install different type of insulation material (rubber, fiberglass and rockwool)

ability to make joint insulation after leak test

0 0 0 0 0



PERFORMANCE RATING

Ability to install convas or cloth and apply vapor barrier after that

Ability to minimize the wastage of the duct insulationmaterial.Ability to recognize the different application for insulation (internal, external, fire rated, etc..)


Skill and

kno

wledge

Ability to install stick pin as per manufacturer and or supervisor instructions.Ability to install corner angles on stright duct as well as bends and other fittings.

Ability to install rubber insulation for differnt types of pipes (steel and PVC)



Ability to install acoustic liner for differnet types of ducting.

bility to install fiberglass rubber insulation for differnt types of pipes ability to install differnt type of insulation for pipes fittngs (bends, tees, valves, etc..)


Ability to install , hang and connect susbended VAV's with the proper direction of air flow

Ability to perform proper cutting in the insulation borad






DATE

DATE

DATE

DATE

EMPLOYEE SIGNATURE




EMPLOYEE NAME


PROJECT ENGINEER

PROJECT MANAGER


DRAKE AND SCULL LABOURER ‐ PIPE FITTER PERFORMANCE APPRAISAL

EMPLOYEE NAME:


TALLY NO:




QHSE Manual

Document Name

DRAKE AND SCULL LABOURER PIPE FITTER PERFORMANCE APPRAISAL

QHSE Ref NoDate



LOW HIGH1 2 3 4

Gen

eral

Working

cond

ition

N/A

Respon

sibility


Ability to work inside and outside environmentsUnderstand site safety regulations and aware of PPEAbility to work in heights above step ladder or scaffolding to 3 mtr heightsAbility to work in heights above scaffolding more than 3 mtr heights


Ability to work in High hazard condition and to work in very high ambient temperature (48C/120 F)









LOW HIGH

1 2 3 4

Ability to identify different and standard/schedules of of steel pipe and fittingsAbility to identify different types of valves(isolating ,globe ,DRV,Check valve,Relife valve,strainers etcUnderstand how different type of valve work for flow isolate,regulate pressure releife etcAbility to pick the pipes / fittings/ valves required to perform different tasksAbility to Determines work sequence, materials and tools to be usedAbility to use plumb bobs, mercury gauges level tube right angle etcAbility to use Hand tools like different typr of pipr wrinches,leveling tools Ability to use special power tools like portable band saw,portable grinder,replace dies in threaded amchineAbility to cut,ream and thread using threaded machineAbility to setup ,adjust torch and use oxyfuel equipment for cutting Ability to shutdown,diassemble change emoptycylinders for oxyfuel cutting setAbility to cut with different straight or square cutting shape using oxyfuel cutting set


ysical

Effort




N/A

Ability to cut different curved or circular cutting shapes using oxyfuel cutting set ability to make joint pipe to fittings using different methods (threade ,welding) for steel pipes ability to install piping through floors, walls and ceiling of various structures Ability to install hangers for pipes on dedicated levels Ability to read drawings and aware of different appreviation use for piping systems Ability to sacla drawings and take off quantities of pipes and fittingsAbility to take measurement for piping assembly for FCU's as detailed drwings Ability to make piping assembly for FCU's as detailed drwings Ability to take offset measurement for hanged pipes with various sizes Ability to alien hanged pipes with various sizesAbility to clean beveled pipe end using portable grinderAbility to align pipe to pipe/45Delbow/90Delbow/tee/flanges Ability to perform round cutting in pipes for tapping offAbility to use different types of rigging equipment like chain block jacks,tuggers and tie knote used in riggingAbiliy to identfy different types of flanges ,jaskest flasnged bolts etc Ability to install flanged type piping system Ability to install grooved coupling type piping systemAbility to carry out flared fittings using copper tubing Ability to soldering copper tubing joints

Skill and

kno

wledge

Ability to conduct flow test and check for leaksCan carry out and understand the way to carry out pressure test for high pressure piping systemAbility to understand oral instruction from higher grades Ability to understand written instruction from supervisor Ability to do the work within the time frame Ability to install , hang and connect susbended FCU's ,AHU's


0 0 0 0 0


PERFORMANCE RATING


Ability to co‐ordinate with the other services while installation.Ability to protect the other installed service during installation.



DATE

DATE

EMPLOYEE NAME


DATE

DATE

EMPLOYEE SIGNATURE




PROJECT ENGINEER

PROJECT MANAGER


QHSE Manual

Document Name


QHSE Ref NoDate





DRAKE AND SCULL LABOURER ‐ PLUMBER PERFORMANCE APPRAISAL

EMPLOYEE NAME:


TALLY NO:


LOW HIGH1 2 3 4








Ability to understand written instruction from higher grade Ability to select tools, decide on methods and techniques to use Ability to perform regularly assigned duties within time frame Ability to receive general instruction from supervisor to perform tasks with its details




Gen

eral

Working

cond

ition

Respon

sibility


LOW HIGH1 2 3 4

Ability to identify different and standard sizes of drainage pipe and fittings

Ability to identify different and standard sizes of WS pipe and fittings

Ability to use plumb bobs, mercury gauges level tube right angle etc

Ability to install hangers for pipes on dedicated levels

ability to pick the pipes /fittings required to perform different plumbing tasks

Ability to identify the Materials of pipes and fittings for DR and WS

Ability to Determines work sequence, materials and tools to be used

Ability to remove, clean, reinstall, or replace joints and fixtures,

ability to measures ,cuts, reams thread ,bend fit and assembles pipe and fittings

ability to install piping through floors, walls and ceiling of various structures

ability to make joint pipe to fittings using different methods soldering of copper pipes

ability to make joint pipe to fittings using different methods (solvent weld ,glue, and push fit) for drainage pipes

ability to make joint pipe to fittings using electrofusin machine(PPR welding)


N/A


ysical

Effort

Please mark a "x" in the appropriate column, against each competencySECTION B. COMPETENCY ASSESSMENT Cont'd

0 0 0 0 0

Ability to understand invert levels and mark the levels based on given datum level.

Ability to interpret shop drawings and able to use correct size of pipe & fittings

Ability to do marking on location with correct angle for elbows / branches.

Ability to correctly install the wedge anchors.

Ability to install pipes with slopes, once the slope is known.

Ability to do repair works on completed works.

Skill and

kno

wledge



Ability to training for different methods of special pipes installation like HDPE ,GRE or GRP

Can carry out pressure test for WS pipe


Ability to install , hang and connect water heaters

Ability to install with quality sanitary accessories like mixers ,thermostatic mixers shower mixers etc

Can carry out and understand the way to carry out gravity test for drainage systems above and underground

Ability to under stand written instruction from supervisor


Ability to install different sanitary ware (WC,HWB,Shower try, bathtub bedeit .etc)


Ability to work in storm water for pipe size more than 200 mm of different materials

PERFORMANCE RATING




SECTION E. PERFORMANCE APPRAISAL SIGN OFFPlease ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR

DATE

DATE

DATE

DATE

EMPLOYEE SIGNATURE




EMPLOYEE NAME


PROJECT ENGINEER

PROJECT MANAGER

QHSE Manual

Document Name

DRAKE AND SCULL LABOURER WELDER PERFORMANCE APPRAISAL

QHSE Ref NoDate





DRAKE AND SCULL LABOURER ‐ WELDER PERFORMANCE APPRAISAL

EMPLOYEE NAME:


TALLY NO:


LOW HIGH1 2 3 4

Ability to work inside and outside environments

N/A

Understand site safety regulations and aware of PPEAbility to work in heights above step ladder or scaffolding to 3 mtr heightsAbility to work in heights above scaffolding more than 3 mtr heightsAbility to work in High hazard condition and to work in very high ambient temperature (48C/120 F)










Gen

eral

Working

cond

ition

Respon

sibility


LOW HIGH1 2 3 4

Ability to identify different and standard/schedules of of steel pipe and fittingsAbility to identify different types of valves(isolating ,globe ,DRV,Check valve,Relife valve,strainers etc

Ability to pick the pipes / fittings/ valves required to perform different tasks

Ability to use special power tools like fixed and portable grinder.

Ability to use proper welding machine and set the machine current for prper welding.Familiar of different welding methods for differnt pipe materials and sizes.

Ability to use proper size of welding rod that suit the welding machine and the pipe material and size.

Ability to use plumb bobs, mercury gauges level tube right angle etcAbility to Determines work sequence, materials and tools to be used

Ability to use Hand tools like different type of pipr wrinches,leveling tools, file and steel brush

Ability to shutdown,diassemble change emoptycylinders for oxyfuel cutting setAbility to setup ,adjust torch and use oxyfuel equipment for cutting

Abilit t t ith diff t t i ht tti h i f l tti t


ysical

Effort

Please mark a "x" in the appropriate column, against each competencySECTION B. COMPETENCY ASSESSMENT Cont'd


N/A

0 0 0 0 0

Ability to cut different curved or circular cutting shapes using oxyfuel cutting set Ability to cut with different straight or square cutting shape using oxyfuel cutting set


Ability to add, subtract, multiply, divide, and work with simple fractions.Ability to do the work within the time frame


ability to make joint pipe to fittings using tack welding for steel pipes ability to fabricate and weld different steel supports for pipes and equipments.

Ability to read drawings and aware of different appreviation use for piping systems

Ability to align pipe to pipe/45Delbow/90Delbow/tee/flanges

Ability to install different types of flanges for steel piping system

Ability to work in the narrow shafts and tunnels

Ability to take offset measurement for hanged pipes with various sizes Ability to clean beveled pipe end using portable grinder

Ability to perform round cutting in pipes for tapping off

Can carry out and understand the way to carry out pressure test for high pressure piping system

PERFORMANCE RATING

Ability to install , hang and connect susbended FCU's ,AHU's Ability to co‐ordinate with the other services while installation.


Skill and

kno

wledge






DATE

DATE

DATE

DATE

EMPLOYEE SIGNATURE




EMPLOYEE NAME


PROJECT ENGINEER

PROJECT MANAGER

QHSE Manual

Document Name:

Supervisor & Foreman Performance Appraisal


Date:

Page 1 of 1

Drake & Scull Supervisor & Foreman Performance Appraisal

QHSE Manual

Supervisor and Foreman Performance AppraisalQHSE Ref. No.

Date


DRAKE AND SCULL SUPERVISOR AND FOREMAN PERFORMANCE APPRAISAL

DESIGNATION:

DOJ:

SECTION A. EMPLOYEE DETAILSEMPLOYEE NAME:

DIRECT SUPERVISOR:

TALLY NO:


PROJECT / LOCATION:GRADE:

SECTION B COMPETENCY ASSESSMENTLOW HIGH

1 2 3 4

0 0 0 0 0.00

2. SHOWS INITIATIVE AND ABLE TO MANAGE SEVERAL TASKS AT ONCE

9. WILLING TO PERFORM ALTERNATE DUTIES AS REQUIRED

7. TIME KEEPING AND ATTENDANCE

5. ABLE TO FLAG CRITICAL ISSUES FOR TIMELY DECISION MAKING

3. ABLE TO WORK UNDER PRESSURE

8. ABILITY TO EXPRESS HIMSELF IN ENGLISH

6. PROVIDES SERVICE AND SUPPORT TO TEAM

4. RELATIONSHIP WITH COLLEAGUES

11. ABILITY TO FOLLOW SCHEDULES12. ABLE TO FOLLOW / READ MANUALS AND INSTRUCTIONS13. DEMONSTRATES WORKPLACE HEALTH AND SAFETY14. ABILITY TO READ DRAWINGS AND COMPLETE BASIC REPORTS 15. ABILITY TO SUPERVISE AND MANAGE SUBORDINATES

1. WORKMANSHIP ABILITY WITHIN CURRENT TRADE/JOB

10. DEMONSTRATES AND PROMOTES COST CONSCIOUSNESS

Please TICK (X) the appropriate rating for each performance statement N/A

PERFORMANCE RATING



SECTION D. RECOMMENDATIONSPlease tick only ONE level of potential and one level of performance

SECTION E. FURTHER COMMENTSEmployee Comments Direct Supervisor Comments Snr Project Engineer Comments

SECTION C. ASSESSMENT OF ABILITY

EMPLOYEE NAME EMPLOYEE SIGNATURE DATE

DIRECT SUPERVISOR NAME DIRECT SUPERVISOR SIGNATURE DATE

NEXT LEVEL MANAGER NEXT LEVEL MANAGER DATE

Please ensure that this performance appraisal is signed off by ALL parties mentioned below before submitting it to HR by no later then 14 MarchSECTION F. PERFORMANCE APPRAISAL SIGN OFF�