Performance objectives

(This primarily refers to performance objectives based on the job profile. The
guideline is to formulate not more than six objectives).
Financial
Managing projects

Market and Client

Building long term relationships

Strengthening Client relationships

Internal Processes
Safety awareness

Reducing wastage

Learing and Development

Transferring knowledge
 Indicator Target Result Appraisal

Percetage of (sub) projects which were completed/delivered

withtin the agreed period.

Percentage of (sub) proejcts within budget upon completion

Percentage of (sub) projects which meet the agreed quality

requirements upon completion /delivery.

Score in annual client satisfaction survey for performance of the

project leader

Number of ongoing and/or completed projects by project leader

on which basis a new engagement was started

Annual safety inspection score

Percentage of agreements complied with, which have been

specified with suppliers and sub-contractors

Number of presentation on lean construction to the team

Knowledge objectives
Appraisal
(These agreements are only made if there are reasons to do so).

Completing the 'BAM project management'training before the end of the year. Obtaining more knowledge
about lean construction management.
Competence objectives
(Choose a maximum total of ten competences which are relevant for a successful performance. Guideline Appraisal
is to agree on a maximum of four competences for the job profile which need to be developed further).

Professional Behaviour
Performance motivation (Level 3): Demonstrate appreciation for project members
who make an above-average contribution to the project and challenges colleagues
who set requirements for their work that are too low.

Mental agility
Decisiveness (Level 3): makes full use of own competence when taking decisions and
challenges project members to also make decisions independently, also in situations
with conflicting interests.

Leadership

Coaching (Level 2): Hel[s project members to become aware of their own strengths
and weaknesses. Provides specific feedback to others with a view on their
development.

Management control (Level 3): requests feedback on projects/activities for which

he/she is responsible and preiodically verifies whether long-term, complex
projects/activities are still going according to plan.
Entrepeneurship

Results orientation (level 3): sets measurable deadlines and standards for results to
be achieved., intervenes and redirects if the inteded results appear not be achieved.

Cooperation
Teamwork (level 3): encourages project members to check with suppliers and sub-
contractors for meeting mutual agreements.