End of Year Performance form

2021

Appraisee Name: Khaleel Essa

Appraisee Designation: Senior Manager 2

Service line: Assurance

Sub Service line: Audit – Jay Raney

Appraiser Name: Jay Raney

Appraiser Designation: Partner – Audit

Partner: Jay Raney

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Introduction
The objective of the year-end performance review
process is to provide both you and your direct
reporting manager with an opportunity to assess
achievements against goals set (What) and
demonstration of CLEARR values (How) whilst
evaluating overall contribution to the firm.
To begin this year’s performance review process,
you are required to complete your self-assessment,
showcasing your view of your own performance
against the role requirements and goals set at the
beginning of the year. An effective Self-
Assessment offers an opportunity to share
thoughts about your strengths and weaknesses,
what obstacles you met to deliver results, how your
direct reporting manager should provide support
towards your plans for the future and outlining your
own development needs.
Page
We recommend that you arrange to meet with your
direct reporting manager earlier in the completion
period to ensure a two-way process and submit
your completed Performance Appraisal Document
to your direct reporting manager. The final deadline
for fully completed appraisals (all sections by self-
assessment and 1:1 discussion with your direct
reporting manager) is Wednesday, 25th August
2021. Please refer to the Preparation guide which
will support you during this process.
We thank you in advance for your co-operation and
we hope that this process will help you to drive
your career forward more effectively. If you have
any queries, please speak to your direct reporting
manager in the first instance or any member of the
P&C Talent Development team.
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Performance Review: Self-Appraisal
PROGRESS MADE ON YOUR GOALS:
Outline your key accomplishments, what went well and what have been some challenges faced.
(Refer to your approved performance scorecard)

Firm Growth:
Achieving annual budget targets (revenue, portfolio size, collections), Identifying new opportunities, Cross
selling;

Scorecard goal:
1. Achieving Team Revenue Target AED 8m
2. Achieving Gross margin target 50%
3. Achieving Collection Target 800,000 pm
4. Cross selling 3 opportunities

1. Supported achieving the team annual Revenue Target as per scorecard (AED 8m) based on projected
Revenue as September 30, 2021.

This was achieved as follows:

a. Maintaining of existing client relationships in individual portfolio (AED 3m) which is lower than
previously managed portfolios but strategically focused on maintaining client relationship with
the teams larger clients and supporting fellow managers in execution of their respective
portfolios. This has also allowed me to take on instrumental roles within the firms
administration.

b. Proposals won

Al Tareeqa 30,000
Carlisle Brass 32,000
HIS 17,250
Infor 42,487
Master Tech Company (MTC) FZC 29,380
NLCS 21,250
Strategic Food International Co. LLC 49,579
Signature Group 130,000
NextGen end use cerfiticates 8,000
Ironman 4x4 58,760
Latinem Facilities and Securities 35,000
453,706

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Firm Growth (Continued):
Achieving annual budget targets (revenue, portfolio size, collections), Identifying new opportunities, Cross
selling;

c. Clients from own network and fee increases on existing clients

Sobha Group 102,550

Xische Group 98,182
Global Gases 49,500
Exxon Group 40,303
Bugshan Group 12,500
Viking 9,433
Future Capital (Includes AIP) 8,080
University of Wollongong 4,301
BDP International 2,357
327,206

2. Support achieving the team annual gross margin % Target as per scorecard (50%) based on projected
Revenue as September 30, 2021.

3. Achieved Monthly collection Targets (average monthly collection of AED 800k pm).

4. Worked closely with other service lines in an attempt to secure at least three cross selling opportunities.

1. John Zink - Tax services

2. Sobha Joinery – Advisory
3. Sobha Debt advisory including interest rate swaps and hedging
4. Shapoorji Debt restructuring meeting
5. Global Gasses
6. Tila DD
7. Numerous ESR referrals

Winning with Clients:

Project quality and management, Technical expertise, Client relationship

Scorecard goal:
1. Manage 10 key accounts
2. Help in implementing RPA and support the team through the transition process (100 hours)
3. Ensure quality and risk management (portfolio of 50 clients)

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 4. Positive client feedback (portfolio of 50 clients)
Winning with Clients (continued):
Project quality and management, Technical expertise, Client relationship

1. Successfully Managed the following Key accounts

1. Sobha Group
2. Shapoorji Pallonji Mideast LLC
3. Ison Group
4. Exxon Group
5. Global Gases group
6. Viking Group
7. Signature Group
8. Adamas Group
9. Regal Group
10. Hunter Foods Group

2. Supported Anand and the Innovation team by dedicating more than 100 hours into the development of
the RPA audit tool with a specific focus on journal entry testing and planning but also included; Overall RPA
testing and supporting the project oversight, liaising with third party service providers, innovation team
liaison etc.

3. In addition to supporting fellow managers to execute the current years portfolio of 150 clients. Maintained
the highest level of deliverable quality illustrated by the continually reducing number of queries on financial
statements submitted for partner review and speed, accuracy and confidence in which responses are
presented.

4. During the current year no formal client engagement satisfaction survey was conducted however I have
received numerous appreciation from clients (particularly key accounts) with regards to the efficiency,
respect, quality, due care and solution orientated service they enjoy from myself, our team and Grant
Thornton whom they view as a strategic growth partner that adds value to their respective organizations.

Winning with People:

Developing self, Team Development & Growth, Engagement

Scorecard goal:
1. Initiate more employee engagement initiatives with the team and actively involve other team members on team building
activities (3 team events)
2. Conduct more in-house trainings at a firm-wide level and for the specific team (3 trainings)
3. CPE Hours (30 hours)
4. Manager as a Coach (Coach 3 coachees)
5. Timely submission of timesheets. Number of missed timesheets to be less than 3

1. Initiated and attended various team events ranging from online team game sessions during the
post lockdown period to physical get-togethers to promote the team culture.

2. With the support of my colleague Anju, we successfully delivered the LEAP (hybrid session
– physical and virtual) dissemination training to a large group consisting of Associate to
Partner level from the following teams:

a. Team Jay
b. Team Anand

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 c. Team Amgad

3. Achieved more than the minimum 30 CPE hours as illustrated below.

4. Privileged to serve as one of the pioneers in the “manager as a coach” programme and employed
the learnings practically in day to day engagements with potential coachee’s (junior team members)
Winning with People (continued):
Developing self, Team Development & Growth, Engagement

5. Achieved less than 3 missed time sheets (no missed time sheets)

6. In addition to the above scorecard measured achievements the following are also worth mentioning
(these were responsibilities bestowed post the completion of the scorecard thus did not feature
initially).

a. Honored to be appointed as international liaison Co-director - a role that has extended my

collaboration far beyond the GCC region and to clients and network affiliates in the furthest
corners of the globe. It is also a role that will further build on my already extensive global
network.

b. Served as an assurance representative on the firm’s hospitality tribe and chaired sector
relevant technical accounting discussions including publishing an accounting article in the GT
Quarterly hospitality publication.

c. Appointed as executive representative of Team Jay and Anand in the audit executive group,
Chaired by Dr Osama where we, through our regular discussions, continue to identify and
support the current needs and developments of the assurance service line.

Brand Elevation:
Creating market presence, Boost firm brand

Scorecard goal:
Participate in GT's community initiatives
1. Attend GT events Maintaining a strong and a healthy relationship in the team with everyone.
2. Ensuring there is a smooth flow of communication with the clients and team members.

1. Successfully managed to generate three leads from own network

a. Squad X
b. Xische
c. Arena Events

Unfortunately, did not participate in GT community events as I was not aware of any that transpired during
this year

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DEMONSTRATION OF CLEARR VALUES:
Cite some examples and evidence on how you demonstrated the behaviors defined.
(Refer to Appendix 1: CLEARR behaviors defined)

Collaboration – We work well together:

In addition to living out our existing team collaborative ethos, I have, through my numerous forums and
ever-increasing interaction across the firm and the network, been able to constantly extend this further and
further away from the nucleus. This is further evidenced by my successful nomination and appointment to
senior strategic committee’s and ultimately, being appointed an in internal liaison co-director for the
practice.

Leadership – We challenge each other to be the best we can be:

I am ever grateful to Jay and the leadership for continuously entrusting me with increasing responsibilities
in order to successfully showcase my leadership abilities, these include, supporting my fellow managers in
a Senior Capacity. Serving as an international liaison Co-director which warrants collaboration with junior
members outside of my own team. Maintaining an existing portfolio and leading the audit execution team
including remote secondees.

Excellence – We never get complacent:

- Maintained consistent quality of financial statements and working papers, noted fewer review
comments on FS compared to prior seasons.

- More thorough in technical research and finding innovative accounting solutions for our clients.

- Continually seeking innovative ways to improve and enhance quality management and efficiency.

Agility – We thrive in change:

1. I ensure to contribute my views and suggestions on our services, on the new changes in the firm
(i.e., LEAP and RPA).
2. I have strongly adapted to change by using RPA tools.
3. I have strongly adapted to change by using LEAP.
4. I am constantly trying to improve myself to adapt to changes better.

Respect – We create honest relationships:

1. I ensure to treat everyone with respect and kindness.

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 2. I try to improve myself by being a good listener.

Responsibility – We own our actions:

CONTINUED PROFESSIONAL DEVELOPMENT (CPD) DECLARATION

CPD comes from both structured and unstructured learning and we commit to providing all professionals with at least
30 hours of structured CPD each year. Structured CPD includes courses, training, and conferences (including
virtual/online).
Your learning is also likely to take the form of unstructured CPD which can include, focused discussion with your
team/colleagues, online research, developmental reading, study of regulations and standards, researching an issue
relating to your role, and researching legislation applicable to your role.
We ask you to complete record of your CPD (both structured and unstructured) undertaken from 1st Oct’20 – 30th
Sep’ 21 and you will need it for your annual declaration and renewal of your membership with your Professional Body.
Be sure to record the type of development (structure/unstructured), date, name of course/activity you were doing and
number of learning hours/minutes.

STRUCTURED CPD:
Name of CPD
course/training/conference Activities/topics Dates hours

TOTAL STRUCTURED CPD

UNSTRUCTURED CPD:
CPD
Type of unstructured CPD Activities/topics Dates hours

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 TOTAL UNSTRUCTURED CPD

TOTAL CPD

GT REQUIRED ANNUAL CPD PER YEAR 30

ADDITIONAL/(DEFICIENT) CPD HOURS

Where you have calculated that you are deficient in CPD hours, please talk to your direct reporting manager and P&C to identify bringing
your CPD hours up to the minimum 30 hours required by GT.

Reflect on the questions below prior to your Appraisal:

WHAT ARE YOU PASSIONATE ABOUT DOING?

Contributing to the growth and technological advancement of Why?

the firm and the profession
The environment in which we work is constantly
evolving. Having had numerous opportunities,
through my decade long career, to perfect my
delivery skill sets I now feel the urge and burning
desire to push the envelope further. This entails
improving the robustness, reach and reliability of
internal automations so that I can focus my efforts in
two distinct directions.
1) Radically improve business development
techniques and results.

2) Usher the firm and profession into the 21st

century by helping to identify and supporting the
adoption of cutting edge, efficient technological
advancements to improve the way we work and
serve our clients.

WHAT ARE YOUR KEY SKILLS/STRENGTHS? WHAT SKILLS/STRENGTHS WOULD YOU LIKE
TO DEVELOP?

Project management Business development

Mentoring and staff development Technology innovation in audit

Client relationship management Technical expertise

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Business development Manager as a coach culture

Team financial management

Command of English language

WHAT ARE YOUR SHORT AND LONG-TERM CAREER GOALS?

This includes experiences like manage a team, FS client experience, secondment, not limiting to
promotions

Short-term (in the next 12 months): Longer-term (3-5 years):

Significant focus on business development Significant focus on networking and business development
including cross selling firms complete service offerings to
Maximum automation of internal admin functions and
existing clients
dashboards by leveraging the finance module
Shift towards digitally focused audits and eradicate all
Successful execution of Phase 2 RPA strategy
repetitive and mundane tasks
Improved quality through efficient and innovative review
Determining specific sector/industry focus (technology)
techniques
Pursuing supporting academic accreditations
Attract high caliber talent to the team and firm

WHAT TYPE OF ENGAGEMENTS, EXPERIENCES, COACHING/LEARNING DO YOU NEED SO THAT

YOU MEET YOUR GOALS?
Business development and networking skills and techniques
Super user Finance Module training
Who can help you?
Jay Raney, Salmaan Khawaja (Mentor), Dr Osama El Bakry
(Head of Department), Hisham Farouk (CEO).
Santhana Krishnan and Richard Portway

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Final comments
APPRAISEES COMMENTS ON OVERALL PERFORMANCE:

2021 Has been another tremendous season! Whilst an improvement on 2020, the world is still reeling
from the pandemic’s repercussions. I consider my self very fortunate to be living in the UAE, a nation
which has proved its resilience against the pandemics’ multitude of impacts. I am equally appreciative
of our firms’ leadership who continue to charter us to greater achievements even through these
unprecedented times.
Despite a few significant client losses our team performed well this year where we managed gross
wins and increases amounting to almost AED 3m whilst exceeding our GP% target of 50%.
Highlights of my respective roles and accomplishments during this season:
1. Supported Jay and two managers in my role as an experienced Senior Manager in
delivering the annual audit portfolio.

a. Revenue AED 8m
b. GP % 50+
c. Number of clients 150 (approx)
d. Responsible for day-to-day team administration, including;

i. Finance and reporting (including dashboard set up for Manager and Partner ease
of view)

ii. Curating, hiring, developing and mentoring a high performing and self-managed
team

iii. Go to person for liaison between team and other service departments and support
services

2. Individual Managed Portolfio

a. Revenue AED 3.15m (40% of Team Jay portfolio)

b. Number of clients 50 (approx) including the following key accounts:

i. Sobha Group
ii. Shapoorji Pallonji Mideast LLC
iii. Ison Group
iv. Exxon Group
v. Global Gases group
vi. Viking Group
vii. Signature Group
viii. Adamas Group
ix. Regal Group
x. Hunter Foods Group

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 3. Instrumental in supporting the team and firmwide growth

a. Proposals won - AED 450k

b. Fee increases and own new clients - AED 327k
c. Facilitated cross selling proposals on more than 10 clients collaborating with the
following departments.

i. Forensics and internal audit

ii. Transaction advisory
iii. Debt restructuring
iv. Feasibility studies
v. Accounting Advisory
vi. Indirect Taxation (VAT)
vii. Economic Substance Reporting
viii. In county value addition

4. Firmwide responsibilities

a. IBC Co-Director – (lead in relation to GTIL ILO interactions)

b. Assurance executive committee team member (representing Team Jay and Anand)
c. Hospitality tribe member (representing assurance Dubai)
d. Manager as a coach pilot member
e. Growth Hacker for Team JR
f. Leap induction trainer
g. Senior member of RPA innovation committee
h. Firm representative at official events including representing Grant Thornton UAE at a
successful Guinness world Record Attempt where GT UAE served as verification
auditors

As always, I am greatly appreciative of my mentor, Jay Raney, and the firms leadership who have
afforded me the autonomy to direct the team but are always there to support me when I may be out of
depth. Jay also constantly continues to push me to improve my skills which has aided greatly in my
personal and professional development.
Having been afforded the opportunity to spend adequate time in the role of Senior Manager
(2.5 years) allowing me to solidify the related skillsets, I am eager to explore additional
responsibility and autonomy within the GT UAE Practice.
For the ensuing season (2022) I envisage a dedicated portfolio spin-off from team JR
(AED1.25m) whilst I continue to support the team by administering the key accounts (AED
1.5m) that I have already established meaningful relationships with. I also look forward to the
challenge of being allocated my own business development target (AED 500k) in order to
continue to be motivated to hone and develop my business development and networking
skills.
I look forward to continuing my career growth and development as a senior member of the GT UAE

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 family.

Overall Rating and feedback

APPRAISERS RATING ON APPRAISEE’S OVERALL PERFORMANCE
(to be completed by your direct reporting manager) and shared with appraisee after 22nd September:

Performance (WHAT) Values (HOW)

1 - Exceptional A - Role Model

APPRAISERS FEEDBACK ON APPRAISEE’S OVERALL PERFORMANCE

(to be completed by your direct reporting manager) and shared with appraisee after 22nd September:

Khaleel has had an excellent year in terms of his performance and living the values. He is extremely
hard working and committed and is always switched on. He is a well rounded professional and is
someone I rely on heavily for my most complex clients and engagements. He has a solid personality
and commands a lot of respect within the team and across his peer group. He has handled 3.5m of
the teams portfolio; has been instrumental in new revenue generation of 850k and cross sold over 10
engagements to other teams. In addition he plays many office wide roles - IBC Director, Exec
Committee for Audit, Hospitality Tribe team, Growth hacker, RPA, Leap, Trainer.
Client relationships, business acumen and being a brand ambassador are some his key strengths in
addition to people management and mentoring. Khaleel should work on building his profile and
personal brand in the external market in the next year.
Overall Khaleel is a very strong SM and I strongly believe is ready to be elevated to a Director level
and will be successful in that role.

Thank you for completing you Performance Appraisal Form.

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Page 14 of 16
Appendix 1:
Collaboration Leadership Excellence Agility Respect Responsibility

Communicate and Develop Talent Expand Business Acumen Drive Change and Practice Empathy and Execute Effectively
Connect I am developing my I leverage GT's capability for Innovation Respect I am known for the high-
I ensure that my leadership style based on clients, ensuring that what we do I propose new ideas and I treat everyone with quality work that myself
priorities and my team collaboration, growth aligns with departmental strategy perspectives to grow our respect and kindness and my team members
members priorities are mindset, adding value to business and innovate deliver
agreed and aligned to clients and I ensure that all my clients are our I welcome new ideas and
departmental strategy developing/retaining our profitable by monitoring the processes/technology I listen, open to change I uphold the firm's
talent engagement from the beginning to standards for quality,
I am a confident completion I execute change, I demonstrate empathy ethics, and our code of
improving our service
communicator and I champion development conduct in all that I do
select the right and create developmental I ensure that I'm up to date with the I understand and I have
developed a good level
communication style for opportunities for my team financial results of my department I show genuine concern
of emotional intelligence
others and care for people's
I ensure that our people I meet/exceed my utilization wellbeing
I have relationships built understand how their work threshold target
on trust, inside and links to departmental I manage conflict well
and achieve better
outside the firm strategy I am a contributor to the firm's
outcomes
growth by suggesting ideas that are
I encourage I manage and lead my implemented by the firm and
collaboration within the team
contribute towards the firm's growth
team
technologically or in value

I am technically excellent and use

this excellence to add value to the
clients and my team

I help my team to develop their

technical expertise

Apply a Client-Centric Champion our Brand Pursue Self Excellence Adapt to Diverse and Act with Integrity and Grow Personal Brand

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Mindset I champion the firm's I continually improve how we apply Changing Situations Positive Attitude I am known for my
I provide insightful brand, purpose, and I role our expertise and add value to the I adapt to change and I uphold a high level of technical and strategical
advice to clients and model our values client help others through integrity and follow my expertise, and I am
capitalize on unexpected/uncertain professional Code of developing a distinct
commercial I promote our brand to I continually look for ways to situations Ethics brand
opportunities clients and future improve and make our processes
colleagues more efficient I do what I say, and I am I demonstrate
I bring people together trustworthy responsibility towards
across different teams I contribute towards the I consistently meet my priorities as human initiatives by
and organize people to growth of the department agreed with my director/partner I show genuine concern actively seeking our
deliver our firm's and the firm through my Check-In's and care for people's initiatives that matter to
strategy wellbeing me/the firm and being
involved in those
I understand our I manage conflict well initiatives
offering as a firm and and achieve better
introduce colleagues to outcomes
clients to facilitate
cross-selling

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