PERFORMANCE APPRAISAL RATING GUIDE PEDP – FORM B PERFORMANCE APPRAISAL RATING GUIDE PEDP – FORM B Prepared by Zamil Group Corporate Human Resources For questions, clarifications or assistance on the use of this Rating Guide, please contact the HR Staff

QUANTITY OF WORK This refers to the employee’s execution and full completion of task given when compared to established targets. PERFORMANCE LEVEL RATING % (A)91-95 % (B)81-90 % (C)76-80 % (D)75 % - below (E) Actual output vs. targeted output Consistently makes further contribution through further work in addition to his regular duties Finishes assigned work and occasionally takes on additional tasks. Volume of work meets target set. Amount of work completed is occasionally less than expected. Volume of work finished is significantly less than expected. In-process efficiency Effectively delivers new, complex and non-routine demands for material, information or activity input to a work process. Effectively responds to occasional changes in requirement for material, information or activity input to a work process. Gives required material, information or activity input to a work process Gives incomplete material, activity or information input resulting to the delay of a work process Fails to give the required material, information or activity input resulting to the stoppage of a work process. Cost effectiveness Effective use of materials and resources resulted to significant savings; used as benchmark the department. Effective use of materials and resources resulted to some savings. Performs his job at no additional cost or resource. Incurs additional cost for materials and resources to produce output. Has caused significant loss or delay due to wasteful use of materials and resources. In evaluating QUANTITY OF WORK, consider all or the most number of applicable dimensions from the list in this chart. Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

QUALITY OF WORK This refers to the employee’s proficiency to meet required correctness, accuracy, and completeness of output when compared to established procedures, methods and standards below General conformance to work standards Consistently exceeds standards of work quality and is used as benchmark for others in the group. Work quality is consistent and occasionally exceeds standards. Work meets standard set for the job. Work quality meets most but occasionally falls short of expectations Work quality is way below the level expected. Need for monitoring for quality Monitors own work to ensure quality; can be entrusted to check the work of others Monitors own work to ensure quality Requires minimal checking Requires close monitoring occasionally Requires close monitoring constantly Accuracy; extent of errors Own work is accurate throughout; Focus on accuracy is used as benchmark for others in the group. Accuracy is evident from the start of the process until final output. Final work output is accurate and useful Work output has minor errors ; or needs minimal rework Work output has serious errors; requires major rework. In evaluating QUALITY OF WORK, consider all or the most number of applicable dimensions from the list in this chart. PERFORMANCE LEVEL RATING Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

USE OF TIME This refers to how the employee meets time standards and deadlines established for the accomplishment of assigned work below Meeting routine deadlines or work schedules Consistently completes work ahead of schedule Occasionally completes work ahead of schedule Finishes work on schedule Is occasionally delayed or late in work completion; needs to be reminded. Is habitually delayed in work completion; needs frequent verbal and written reminders. Task organization Excellent priorities and task organization result to early work completion frequently leading to completion of additional and challenging tasks that add value to the work unit. Priorities and task organization result to work completion ahead of schedule occasionally allowing time for review or improvement. Correct work priorities result to timely work completion. Occasionally disorganized resulting to delays or rework. Work is frequently not based on priorities resulting to waste of time and other resources Handling of time constraints Is consistently relied upon to deliver output, complete additional tasks and help others finish the work of the unit despite time constraints. Stays focused and produces output; enthusiasm helps sustain the morale of other team members despite time constraints. Makes personal adjustments to, and delivers output despite, time constraints Gets rattled and occasionally fails to complete output due to time constraints. Frequently complains and uses time constraints as excuse for failure to deliver output. In evaluating USE OF TIME, consider all or the most number of applicable dimensions from the list in this chart. PERFORMANCE LEVEL RATING Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

JOB KNOWLEDGE & SKILLS This refers to the employee’s application of the relevant knowledge and skills required to effectively perform the assigned task (A)91-95 (B)81-90 (C)76-80 (D)75 – below (E) Evidence of proficiency Able to apply advanced skills to carry out assigned, new, complex, and/or special tasks. Competent in working on non- routine tasks. Able to work on the full range of task required on the job. Not knowledgeable to some of the task required from the job. A wide gap of proficiency in doing the job is evident. Not knowledgeable to almost 50% of the task required from the job. Problem solving at work Consistently prevents/resolves work related problems and recommends workable improvements. Prevents/resolve work related problems. Addresses existing and routine work related problems. Sometimes fails to resolve routine work problems. Consistently fails to recognize and solve routine problems. Application of technical knowledge Diagnose or process system faults; uses technical knowledge rapidly and accurately Occasionally contributes technical inputs relating to work improvements. Applies basic technical knowledge required at work. Sometimes demonstrate lack of technical knowledge in the job. Has difficulty understanding the technical scope of work and specific duties. Supervisory attention required Can be relied upon to work independently. No supervision required. Minimal supervisory attention is required Routine supervisory attention is required. Requires close supervisory attention. Requires frequent and thorough supervision. Learning capacity Exceptionally fast to learn and adjust to changing condition Learns rapidly and retain instructions. Readily agreeable to change Grasps instructions after explanation and opportunity to try out. Requires repeated and detailed instruction and explanations. Slow in learning even simple procedures, needs thorough guidance and training. In evaluating JOB KNOWLEDGE & SKILLS, consider all or the most number of applicable dimensions from the list in this chart. PERFORMANCE LEVEL RATING Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

EMPLOYEE CONDUCT AND DISCIPLINE This refers to the adherence of the employee to the general company code of conduct and discipline, including work unit specific rules and regulations. PERFORMANCE LEVEL RATING (A)91-95 (B)81-90 (C)76-80 (D)75 – below (E) Punctuality and Timekeeping No tardiness No under time Observes break and prayer timings strictly No tardiness No under time Rare incidence of irregular observance of break and prayer timings Has excused tardiness or under time of up to 5 instances but not more than 120 minutes in a month. Verbally warned about observance of prayer and break timings Issued first written warning on tardiness, under time and observance of break and prayer timings. Issued second warning on tardiness and under time Attendance Is never absent from work. Has authorized absences of a maximum of 3 days. No unauthorized absence. Has authorized absences of up to a maximum of 5 days in a year. Verbally warned about unauthorized absences. Issued first written warning on unauthorized absences. Issued second warning on unauthorized absences. Taking of vacations and leaves Takes vacation on approved schedule. Return from vacation promptly. Excellent handover of duties before and after the vacation. Takes only pre- approved leaves with no instance of authorized leave extension or unpaid leaves. Takes only pre- approved leaves but has instances of authorized unpaid leaves or extension of leaves. Takes unauthorized leave extension of up to five working days. Takes unauthorized leave extension of more than five days. Adherence to code of conduct and discipline. Can be considered a role model in the unit. No verbal or written warning. Verbally warned about a violation. Given first written warning due to a violation. Given second written warning due to a violation. In evaluating EMPLOYEE CONDUCT AND DISCIPLINE consider all or the most number of applicable dimensions from the list in this chart. Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

TEAMWORK AND COOPERATION This refers to the employee’s ability to work harmoniously with superiors, co-workers, subordinates and external customers to achieve unit’s objectives. PERFORMANCE LEVEL RATING (A)91-95 (B)81-90 (C)76-80 (D)75 – below (E) Assisting others Is consistent and quick in volunteering information, resources and effort to all. Volunteers information, resources and effort most of the time. Shares information, resources and effort when requested to do. Is slow and seldom shares information, resources and effort. Fails to cooperate. Team orientation Takes an active role in encouraging and instilling the value of teamwork in his work unit. Works constructively with others and actively participates in group goals. Accepts assignment from the work group willingly and support group goal Has difficulty recognizing when team member is needing assistance Not seen as a team player. Inter- personal dealings Is liked, respected and trusted by everyone and often viewed as a role model. Handles conflict constructively. Seldom have problems with others. Avoids disruptive behaviors. Deals with conflict, frustration appropriately. Requires reminders regarding needs and sensitivities of others. Often has difficulty getting along with others. Sometimes has problems dealing with people. Inter-personal relationships are counter- productive to team functions. Lacks tact and diplomacy. A source of friction. In evaluating TEAMWORK & COOPERATION consider all or the most number of applicable dimensions from the list in this chart. Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

INTERNAL CUSTOMER SERVICE This refers to the employee’s ability to serve the needs of internal customers consistent with the work unit’s objectives PERFORMANCE LEVEL RATING (A)91-95 (B)81-90 (C)76-80 (D)75 – below (E) Customer service orientation Anticipates the needs of his internal customers to exceed their expectations. Take extra effort to meet his internal customers’ needs. Respond to his internal customers’ needs promptly. Needs follow-up.Needs persistent follow-up. Manner of service delivery Satisfies internal customers’ needs even under extreme and stressful work situations. Frequently goes out of the way even when occupied with work to give assistance to his internal customers. Usually goes out of his way to assist others Exhibits indifference or discourteousness at times. Frequently acts with indifferent, discourteous, or inconsiderate attitude. In evaluating TEAMWORK & COOPERATION consider all or the most number of applicable dimensions from the list in this chart. Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008

WORK ATTITUDE This refers to the mental and emotional disposition of the employee toward his work and the company. PERFORMANCE LEVEL RATING (A)91-95 (B)81-90 (C)76-80 (D)75 – below (E) Acceptance of responsibility Commitment is consistently evident even beyond the regular scope of his job. Shows exceptional initiative to add value to the work unit. Commitment is evident in the regular performance of his job. Is dependable for unscheduled or additional assignments. Accepts responsibility; shows enthusiasm in performing routine duties. Shows occasional indifference towards his responsibilities. Indifference towards work is usually evident. Attitude affects the morale of other team members. Attitude towards feedback Knowingly improves himself based on critical and positive feedback Shows keenness to improve based on critical feedback Welcomes both critical and positive feedback Tends to argue when given critical feedback Rejects feedback altogether Openness to change Quickly adapts and helps other cope with change in process, technology or assignment Adapts to change in process, technology or assignment Shows willingness to accept change in process, technology or assignment Hesitates to accept change in process, technology or assignment Resist change in process, technology or assignment. Personal improvement orientation Takes initiative for own learning and development that could enhance work performance beyond current job Seek developmental experiences to acquire new skills that could greatly enhance current job performance Cooperates on assignment meant to improve current job performance and knowledge Occasionally resistant to learning new knowledge and/or skill. Resents the idea of training for knowledge and skills enhancement. In evaluating WORK ATTITUDE consider all or the most number of applicable dimensions from the list in this chart. Performance Evaluation Rating Guide Zamil Group Corporate Human Resources. November 2008