Engineered Excellence

Empowering  line  managers  to  manage  perfor1ance  

Engineered Excellence

Discussion Points

•  Why structure helps •  Our process •  The development discussion •  Assessing Potential •  Performance Management driving the Talent Review

Engineered Excellence

Why did we implement Performance Management?

Performance was being

measured on only one

dimension: EBIT

Not sustainable Instilled the wrong behaviour Unintended Consequences

Engineered Excellence

ü  Every job filled with a fully performing individual now (high performance) and in the future (succession) no matter how much Murray & Roberts changes or how fast it grows

ü  Every job in Murray & Roberts is absolutely necessary and adds appropriate value

ü  Every manager is a coach

ü  Murray & Roberts leadership pipeline is effective from top to bottom

ü  Murray & Roberts is able to make high quality appointment & deployment decisions quickly with high confidence

The compelling business goal

Delivering the performance the Group requires to achieve its growth objectives

Engineered Excellence

How often employees want feedback from managers – Most millennials prefer monthly.

Engineered Excellence

Context

Performance  management    &  development    

Driver:  Performance  &  Development  

Our  Leadership    Pipeline  &  Performance    Standards  drive  and  set  the    benchmark  for  the    required  work    

Accountability  Anchor:  The  Work    

Our  Purpose,  Values    and  Vision        “TOGETHER  TO  ZERO  HARM”    

Des<na<on:  What  we  strive  for  

Business  Alignment:  Talent  Review  

Engineered Excellence

Murray & Roberts Leadership Pipeline It is about the work

# 6

# 4

# 1

# 3

# 5

# 2

Manage Self Operational

Lead Others

Lead Managers

Lead Function

Lead Enterprise Function

Manage Self Technical

Manage Self Professional

Lead Platform

Lead Enterprise

Lead Business

Lead Projects

Engineered Excellence

Performance standards:

• have been developed for each of the layers of work in the organisation

• outline the required shift in work values from one layer to the next

• have tailored Key Performance Indicators for each performance dimension

Performance standards are aligned to the different layer of work

# 1

# 3

# 5

# 6

# 4

# 2

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

Engineered Excellence

Manage Others

Work Values & Career shifts.

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?" 5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

TO: 1. Getting results through others 2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance 3. Making other team members successful & serving others 4. A mindset, "how can I motivate my team and make their work easier today" 5. Team planning, prioritization and execution 6. Building an effective team as its leader 7. Developing state of the art expertise through others 8. Networking across groups

Performance Dimensions Full Performance Exceptional Performance

Financial, Operational, & Technical Results

1.  Self & team consistently met targets, produced predictable results 2.  Delivered products, service, recommendations & advice to specification & on

time through team 3.  Timely information and reports submitted with facts verified 4.  Self & team improved efficiency, utilization rate & productivity month on

month 5.  Self & team consistently reduced all non-value-adding work and waste

1.  Self & team regularly exceeded targets, due dates and quality standards

2.  Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3.  Set the standard for frontline managers in achieving results

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

Leadership & Transformation Results

1.  Team goals understood & actively pursued by team 2.  Murray & Roberts values lived & embraced by self & team 3.  Demonstrated respect for team members, selected and built a diverse team 4.  Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively 5.  Skill level improved and self & team achieved development objectives 6.  Positive teamwork environment contributed to more effective results

1.  Considered a role model for leading high performing & diverse frontline teams

2.  Exceptional performers wanted to work on leader's team 3.  Identified and nurtured high potential talent 4.  High team credibility with key stakeholders

1. Clarity of roles & agreed goals

2. Murray & Roberts core values

3. Respect & Diversity

4. Self & team skill level and performance (selection input, assessment, training & coaching)

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

Partnership & Relationship Results 1.  Self & work group understood customer needs, delivered to requirements

and built sound customer relations 2.  Self & work group understood supplier challenges and assisted suppliers in

achieving their joint objectives 3.  Trust and confidence developed with manager, direct reports and other

managers & work teams 4.  Sound relations developed & maintained with shop stewards & other

stakeholders 5.  Self & team were open and honest, no surprises

1.  Built outstanding working relationship with; a. customers b. suppliers c. team d. manager & e. other partners to assist in the achievement of breakthrough results

1. Customer relationships (need identification, understanding & satisfaction)

2. Supplier relationships

3. Team, manager & peer relationships

4. Shop steward & other stakeholder relationships

5. Professional conduct & service delivery with integrity

Management Results

1.  Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2.  Work allocated and accountability was clear 3.  Processes improved, implemented new ideas - led to higher quality, better

results at same cost 4.  Policies / work rules, standards consistently applied 5.  Quality decisions made and solutions found improved team results

1.  Set a new standard for planning and execution, resource availability, progress monitoring & control

2.  Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthrough performance improvement

3.  Decision making, problem solving, compliance set the standard for other frontline teams

1. Plan, schedule, execution, monitor & corrective action

2. Work allocation & resourcing

3. Improvement & best practice ideas shared and implemented

4. Compliance: company policies, processes, standards and regulations

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

Risk Results 1.  HSE objectives known and achieved (e.g. LTIFR rate) 2.  Reported near misses and risks fully, did task risk analysis and inspections in

a disciplined way 3.  Protected the assets of the business as if they were owned by self & team 4.  Self & team members lived and demonstrated Stop, Think & Improve

1.  HSE objectives sharing and achievement set a new standard for frontline teams

2.  Created a benchmark for the use, maintenance and protection of assets

3.  Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. Incident rates (LTIFR, DIFR, zero fatalities)

2. Asset protection

3. Personal role modeling - Stop Think. & Improve.

Describe the Key Performance Indicators (KPI’s) applicable to this role

Describe Performance Dimensions

Performance Standard Defining performance

Describe what it takes to “Fully Perform” at this level

Describe what it takes to “Exceptionally Perform” at this level

Engineered Excellence

Five Performance Dimensions

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

3. Personal role modeling - Stop Think. & Improve.

2. Asset protection

1. Incident rates (LTIFR, DIFR, zero fatalities)

1. HSE objectives sharing and achievement set a new standard for frontline teams

2. Created a benchmark for the use, maintenance and protection of assets

3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve

1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections

in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve

Risk Results

5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)

4. Compliance: company policies, processes, standards and regulations

3. Improvement & best practice ideas shared and implemented

2. Work allocation & resourcing

1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control

2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement

3. Decision making, problem solving, compliance set the standard for other frontline teams

1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken

2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better

results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results

Management Results

5. Professional conduct & service delivery with integrity

4. Shop steward & other stakeholder relationships

3. Team, manager & peer relationships

2. Supplier relationships

1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners

to assist in the achievement of breakthrough results

1. Self & work group understood customer needs, delivered to requirements and built sound customer relations

2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives

3. Trust and confidence developed with manager, direct reports and other managers & work teams

4. Sound relations developed & maintained with shop stewards & other stakeholders

5. Self & team were open and honest, no surprises

Partnership & Relationship Results

5. Energised, engaged, consulted & communicated (absenteeism, grievances)

4. Self & team skill level and performance (selection input, assessment, training & coaching)

3. Respect & Diversity

2. Murray & Roberts core values

1. Clarity of roles & agreed goals

1. Considered a role model for leading high performing & diverse frontline teams

2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders

1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and

performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results

Leadership & Transformation Results

4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization

3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.

2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications

1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)

1. Self & team regularly exceeded targets, due dates and quality standards

2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges

3. Set the standard for frontline managers in achieving results

1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on

time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on

month5. Self & team consistently reduced all non-value-adding work and waste

Financial, Operational, & Technical Results

Exceptional PerformanceFull PerformancePerformance Dimensions

TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups

FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication

Work Values & Career shifts.

Manage Others

Operational/ Technical/ Financial Results

Leadership results

Relationship results

Operational Excellence results

Risk results

Engineered Excellence

The power of Leadership Pipeline aligned one page Performance Standards

Clarifies expectations & accountability

Directs individual performance

Drives business results

Easy to keep updated

Recruiting, selecting & promoting

Succession & talent management

Job design & role clarity

Coaching & training leaders in transition

Transparent and clear work distribution between layers

Managing performance & development

Assessment & diagnosis

Driving Business Results

through Performance Standards

Reward & recognition

Engineered Excellence

Engineered Excellence

Full Performance Not Yet Full Performance

Exceptional Performance

Understanding Performance

Excellent Performance

Engineered Excellence

Full Performance

Understanding Performance

Evidence

Engineered Excellence

Engineered Excellence

Training

Engineered Excellence

Purpose of Performance Management

Purpose of Performance Management?

Evaluation will follow automatically if regular monthly circle development discussions are held

How do you do it?

Through regular monthly circle discussions

1. Identify the work that is getting done. Build on Strengths.

2. Identify the work that is not getting done

3. Develop direct reports to get it done

4. Improve performance

Engineered Excellence

Purpose of Performance Management

The purpose of Performance Management is •  to drive company and team financial performance, as well as individual

performance, in order to deliver sustained shareholder value. •  to create a purpose driven culture, where there is alignment to the purpose,

vision, values and strategic goals of the company as outlined in the Group’s “family portrait” below.

Creating line of sight…doing the right work

Engineered Excellence

Organisational Alignment: 5 Performance Dimensions

In order to drive alignment to our vision and in particular in achieving the status of being “a leading international diversified project engineering, procurement and construction group” we have defined leading across five performance dimensions defined below:

•  Satisfied shareholders through value creation •  Achievement of business objectives 1.  Financial

3.  Relationship

4.  Operational •  Global capabilities harnessed to deliver successful project outcomes •  Effective systems and controls to ensure successful project delivery •  Sustainability and governance emulated by industry

5.  Risk •  Recognised for outstanding HSE results •  Effective risk management

•  Murray & Roberts brand respected internationally •  Recognised as a diverse, high performing organisation •  Renowned for leadership development and capacity

2.  Leadership

•  Stakeholder partnerships leveraged for growth •  Internal and external trusting and open relationships •  Recognized as an employer of choice

3.  Relationship

Lead

ing

Engineered Excellence

Group KPIs and targets set

KPA KPI Targets

1. Financial

a. Profitability •  EBIT of Rxxx billion

b. Cash flow •  Net cash of Rxxx million

c. Returns •  ROCE of >xx%

2. Leadership

a. Strategy Implementation •  Implement approved strategic plans

b. Transformation & Diversity •  BBBEE rating of Level 3 on Construction Charter for all SA operations •  50% of all appointments in SA for middle management and above to be Black •  Diversity awareness programmes to be held in all operations

c. Leadership Succession & Development

•  Conclude performance contracts and performance reviews for direct reports and conduct leadership succession reviews

•  Maintain skills development spend at more than Rxxxm per annum

3. Relationship a. Stakeholder Engagement •  Positive relationships with key internal and external stakeholders

b. Employer of Choice •  Participate in an employer of choice surveys and develop improvement plans

4. Operational

a. Good Governance •  Conducting regular and effective meetings •  Implementation of policy frameworks, with a complete set of policies to be supported by

management standards and operational standards

b. Commercial Management •  Drive outstanding claims resolution •  Effective contract management

5. Risk

a. Health & Safety •  Zero Fatalities and LTIFR < 1 •  Implementation of Journey to Zero Harm and Transformational Leadership (DuPont

recommendations) programme •  Implementation of Health & Wellness plan

b. Risk Management •  Ensure rigorous risk management and risk training through effective risk reviews •  Maintain risk registers for top risks and manage these risks

c. Environment •  Implement new environment reporting standard, monitor performance and set environmental targets

Engineered Excellence

Alignment through performance target cascading

CEO

Lead Platform

Lead Business

Rest of team

Contracting Evaluating 2015 Strategic Objectives

Engineered Excellence

The desired Murray & Roberts Leadership Brand…

Leadership that lives the values, is visible and engaged •  Characterised by values driven behaviour, personal mastery and

enhancing the personal growth of people

Leadership that is committed and performance driven •  Where leadership is held accountable for performance and behaviour in

delivering our services safely, on time, to budget and to quality through collaboration, team work, discipline and professionalism

Leadership characterised by sound stakeholder relationships •  Built on partnerships and trust, ethical conduct, value adding to client and

win/win oriented

The Murray & Roberts Leader

Engineered Excellence

Engineered Excellence

The annual performance cycle will comprise of 3 key evaluation activities: 1.  Informal circle discussions done monthly 2.  Interim formal performance & development review done in January 3.  Final performance & development evaluation done in June

Contract & IDP

Complete Template

July

Interim Review

Complete Template

Jan

Final Evaluation

Complete Template

June

Informal monthly circle discussions

Informal monthly circle discussions

The Performance Cycle

Engineered Excellence

Process

Employee develops

performance contract and development plan online

Manager reviews performance contract and

invites employee for a discussion.

Edits made as required and contract is

signed off my manager

Role of HR….help or hinder?

Engineered Excellence

Development Planning

Three Important Questions §  What is being achieved? §  What is the performance shortfall

or the development need? §  What development activity will

produce the desired result, e.g. fix the short line?

In sum: “is there anything we can and

should be doing to help improve performance in the current position or to prepare the individual in time for the next anticipated move?”

Engineered Excellence

Work Experience or Special Work Assignments

Manager Coaching

Education Courses or Seminars

Major Development Alternatives

Engineered Excellence

The fundamental measure of Potential is Performance which is

work done in the past clearly demonstrating excess capacity-

especially in the face of Adversity, Challenge & Obstacles

Measuring of Potential

Growth Potential (Exceptional)

The work one can do in future

Engineered Excellence

Judging Potential In three years the individual….

Can make the turn to the next leadership level

Turn Potential

Can be transitioned to a bigger job at the same leadership level

Growth Potential

Can continue to improve in current job within the same leadership level

Mastery Potential

Engineered Excellence

Talent Segmentation Nine Box Performance/ Potential Matrix

Matrix Performance

Exceptional Full Not yet full

Potential

Turn Able to do

work at next level

Exceptional / Turn EXCEPTIONAL TALENT

•  Exceptional performer ready to turn i.e. to move to the next passage or higher leadership layer

•  Move now

Full / Turn TALENT

•  Full performer with turn potential who should further improve performance before being asked to make a leadership turn

•  Stretch performance

Not yet full / Turn POTENTIAL TALENT

•  Recently moved / promoted to new job; requires some time and experience

•  Stretch performance, wait and see

Growth Able to do

work of bigger jobs at

same level

Exceptional / Growth HIGH PERFORMER WITH

POTENTIAL •  Exceptional performer capable

of continued growth along current path

•  Develop for next layer

Full / Growth PERFORMER WITH

POTENTIAL •  These persons should be

considered for bigger jobs along current path if they can deliver better results

•  Stretch performance

Not yet full / Growth POTENTIAL PERFORMER

•  Recently moved / promoted to new job; performs part of the job well, other parts poorly

•  Get the whole job done

Mastery Able to do

same kind of work, only

better

Exceptional / Mastery HIGH PERFORMER

•  Exceptional performer likely to remain at current level, but whose contributions should be recognised

•  Reward & recognise

Full / Mastery PERFORMER

•  Full performer not likely to grow beyond scope of current position

•  Stretch performance

Not yet full / Mastery UNDERPERFORMER

•  These individuals are frequently working at the wrong leadership level

•  Performance manage and coach tightly for improved performance

Engineered Excellence

Benefits of the 9 Box

•  Foundation of the annual Talent Review •  Segregates talent •  Confirms succession and high potential individuals •  Feeds into development programmes •  Feeds into Mentorship programme •  Puts pressure on underperformers

Engineered Excellence

In conclusion the basic rules:

1.  Board sponsorship and role modelling 2.  Link it to the strategy not HR 3.  Job specific and measurable 4.  Aligned to remuneration 5.  Keep it simple