Anexa 3/PMP

Performance Appraisal Form

(Managers Level N-3)

This format has 3 sections:

Performance Appraisal papers (2006)

Setting Objectives format (2007)
 Individual Development Plan paper (2007)

Year 2006

Name of employee

Position

Department

Company

Location

Direct Supervisor

(Position & Name)

Date when Evaluation

was hold

Employee’s Signature:

Direct Supervisor’s Signature:

 - This format contains 6 pages
- Please, send the filled in format to local HR department

Individual Objectives for 2007 (MODEL)

Name & Surname of Employee:

Department/Position:
In order to accomplish Company’s general objectives for year 2007,you have the responsibility to agree with your Direct Supervisor
3-5 individual objectives which have to be taken from Company’s Strategic objectives for this year and, respectively, from Department’s
objectives agreed for the same period .

Weight
Objective Measurement Indicators Target %

1 GROUP FINANCIAL INDICATORS (60%) Net profit figures 2007 Max 2.7 bn.$
vs 2006
Example: Increase TRG Net Profit with 2% 2.3 bn. $
Target 25%

Min 2.18 bn.$

2 Max

Target

Min

3 Max

Target

Min

4 INDIVIDUAL/DEPARTMENTAL (40%) Turnover figures 2007 Max 25%

vs. 2006 30%
Example: Reduce TRG FTE turnover with 3%
Target 20%

Min 28.5%

5 Max

Target

Min

TOTAL 100 %

Each objective should be SMART, i.e :

 SPECIFIC - should be clear, concise, without confusions or misunderstandings of what should be realised/achieved;
 MEASURABLE - should be easy to quantify (through i.e: Measurement Indicators, KPIs, etc.);
 ACHIEVABLE - should be challenging, with a defined level of difficulty but, also possible to be achieved;
 RELEVANT - should be directly connected with Company & Department’s objectives. Reflects expected results (outcomes)
and IT IS NOT a description of job duties and responsibilities;
  TIMED - should specify in a clear way which is the time frame the objective should be realised.
When completing the “Target” column please check the following :
- target: Specific value to be achieved (bugeted level);

- max: Specific value to be achieved. This value should be difficult to achieve („stretched target”). If you define a qualitative target which
does not alloud very easy a MAX. level, you should establish only the „ Target” level;

- min: Represents the MIN. to be achieved. If the target is Qualitative and is not very easy to be defined , please set up only the”Target”
level. ( MIN. level should be at least 95% of the Target level)

The Objectives described above will be part of the Performance Appraisal discussion of your overall performance for year 2007,meeting to
be held during the begining of year 2008.

Employee, Direct Supervisor

Employee Name: Position: Company/Location:

Name of Direct Position: Period covered 2007

Supervisor:
by this Evaluation :

1. OBJECTIVES: Achieved COMMENTS FROM DIRECT SUPERVISOR

Please fill in all Key Objectives for last year (%)

 FINAL RESULT OBJECTIVES: %

Yearly Performance Evaluation Sheet- 2006

CONFIDENTIAL

2. CORE COMPETENCIES & LEADERSHIP Final Result (please, COMMENTS FROM DIRECT SUPERVIZOR

circle only one statement)

INITIATIVE : The ability to take action in light of the identification of a current or future problem, 5 usualy exceeds job expectations
obstacle, or opportunity. It also entails the ability to proactively do things and not simply think 4 sometimes exceeds job
about future actions. expectations

- reacts effectively to opportunities / problems and is decisive in a time sensitive situation; 3 meets job expectations

- takes pro-active actions with short/medium & long term focus. 2 sometimes is under job
expectations

1 usualy is under job expectations

TEAM WORK & COLLABORATION Implies the intention to work cooperatively and effectively 5 usualy exceeds job expectations
with others, to be part of a team, to work together, as opposed to working separately or
4 sometimes exceeds job
competitively. This behavior is demonstrated within the business units and/or across business expectations
units (cross-functional teams).
3 meets job expectations
- actively assists the achievement of team goals ,cooperates & engage others;
2 sometimes is under job
- acts as a catalyst for good cooperation & champions cross-functional teamwork. expectations

1 usualy is under job expectations

ORGANIZATIONAL COMMITMENT & INTEGRITY Shows an ability and willingness to align one’s 5 usualy exceeds job expectations
own behavior with the needs, priorities, and goals of the Rompetrol group. It involves acting in
ways that promote team and organizational goals, often putting the team or organization’s 4 sometimes exceeds job
interests before one’s own. expectations
 - tries to fit in and models loyalty; 3 meets job expectations

- supports the organization and makes sacrifices for it 2 sometimes is under job
expectations

1 usualy is under job expectations

ACHIEVEMENT ORIENTATION Reflects a sense of personal responsibility for getting things done 5 usualy exceeds job expectations
and achieving results. It includes a willingness to go beyond standards of excellence on what is
4 sometimes exceeds job
required in a given situation, overcome obstacles or barriers to success, and persevere. expectations
- demonstrates commitment & improves performance; 3 meets job expectations

- creates own measures of excellence , sets & work to meet chalenging goals. 2 sometimes is under job
expectations
- takes calculated business decisions/actions based on cost-benefit analysis.
1 usualy is under job expectations

LEADERSHIP Purposeful focus on doing what is important to build and maintain a positive spirit
5 usualy exceeds job expectations
and collaborative working dynamic within a team. It includes being comfortable with playing
the role of team leader and looking after the needs of the group so that it can work through 4 sometimes exceeds job
challenges and become increasingly effective as a Unit. Involves managing and motivating a expectations
group of employees to work together toward a common vision & includes facilitating an
3 meets job expectations
environment of open communication, information sharing and cooperation to enhance group
performance. 2 sometimes is under job
expectations
- informs people, assign roles and coordinates team effectively;
1 usualy is under job expectations
- builds team spirit,acts as a role model & gains commitment to the vision.

EMPLOYEE NAME & SURNAME: Period this Evaluation reffers to: 2007
 Sometimes is under job expectations (2) Sometimes exceeds

expectations (4)

tations (1)
 Usualy is under job Sometimes is under job Meets job expectations Sometimes exceeds Usualy exceeds job
expectations (1) expectations (2) (3) job expectations (4) expectations (5)

Final evaluation of Objectives (60%)

Final evaluation on Competencies
(40%)
FINAL EVALUATION

COMMENTS

Employee:

Direct Supervisor:

Supervisor’s Manager (if neccessary)

Name & Surname: Title:

Department & Location: Holds position

from:

On Core Competencies & Leadership: Development Activities proposed: Planning during the year:

(Specify al least 3 areas where Employee has to develop) :

On job specific competencies (specific KSAs for the job)

CAREER PLAN PROJECTIONS:

Promotion possibility on short term (max. 2 years): Promotion possibility on long term 2 – 5 years: Possibility for a lateral move within same department or another one:

x DA Position: x DA Position: x DA Position/Estimated period of time:

x x x
NU NU NU