SINWA Performance Appraisal System

1. Coverage:
SINWA regional offices including the logistics offices

2. Appraisal Period / Frequency

01 Jan to 31 Dec / Once a Year

3. Appraisees:
Regular Regional Staffs. Exclude: Home Staffs i.e. Korean expatriates under assignment of SELHO, and outsourced staffs.

4. Appraisers:
1st Appraiser 2nd Appraiser Remarks
H/Q Staff PL TH
PL TH
TH RWA
BB/SC/ LB Staff TH BBG/SCG/LBG
BBQ BBG/SCG/LBG Offices with BBQ
TH
BBG/SCG/LBG Offices without BBQ
BS/BO Staff BSG/BOG, BB TH BBG
BBQ BBG Offices with BBQ
BSG/BOG
BBG Offices without BBQ
[PL: Part Leader, TH: Team Head]

Remarks:

For staffs in Sales Offices (BS) and / or Operation Offices (BO) of Branch Office, both the Office Manager (BSG or BOG) and respective Team Heads of the Branch Office will co-appraise as 1 st
Appraiser, and then finalised by BBG as 2nd Appraiser.
Except for PENBS and PGUBS, the BSG only will be the 1st Appraiser and finalise by BBG as 2nd Appraiser.
Please refer to the attached Appraiser and Appraisee Mapping Table for details.

5.           Appraisal Process Flow:

Complete 1st PA Score and fill up
"Development & Planning" Part
1st Appraiser

Complete 2nd PA and finalise the performance score and mandate for the
2nd Appraiser
“Development & Planning”

1st Appraiser/ Appraisee Appraisal Meeting

Offices Submit Appraisal Results to HQ

6.Performance Appraisal / Evaluation Factors
Part A: Performance Evaluation

Container Shipping / 3PL

Common Sales 3PL Sales Manager (including Sales Manager with 3PL Sales Manager
[Including warehouse] Sales w/o Quota) Quota with Quota
(Part Leader/Team (Part Leader/Team (Part Leader/Team
Head) Head) Head)
Perfect Perfect Perfect Perfect Perfect Perfect
Factors Weight Score Weight Score Weight Score Weight Score Weight1 Score 1 Weight1 Score 1
Job Knowledge 2 20 1 10 1 10 1.5 15 1 10 1 10
Job Quality 2 20 0.5 5 1 10 1 10 1 10 1 10
Responsibility 1 10 1 10 1 10 1 10 1 10 1 10
Attitude 1 10 1 10 1 10 1 10 1 10 1 10
Initiative 1 10 0.5 5 1 10 0.5 5 0.5 5 0.5 5
Teamwork 1 10 1 10 1 10 0.5 5 0.5 5 0.5 5
Innovation 1 10 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5
Attendance 1 10 0.5 5 0.5 5
*TEU Production 2 20 0 0.5 5
*REV Production 2 20 3 30 0.5 5 1 10
Group Performance Management 2 20 1.5 15 1.5 15
Planning & Organizing Skill 1 10 1 10 1 10
Coaching & Delegation of duties 1 10 1 10 1 10
Total Score 10 100 10 100 10 100 10 100 10 100 10 100

SERVICE CENTER
Inputter; Rater; QA SCR (Rev Audit) S/C Automation
Staff Team Head Staff Team Head Staff Team Head
Perfect Perfect Perfect Perfect Perfect Perfect
Factors Weight Score Weight Score Weight Score Weight Score Weight Score Weight Score
*Productivity 1 10 1 10 3 30 3 30 1.5 15 1.5 15
*Accuracy 2 20 2 20 2.5 25 2.5 25 1.5 15 2.5 25
*Timeliness 2.5 25 2.5 25 0 2.5 25 1.5 15
Job Knowledge 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5
Job Quality 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5
Responsibility 1 10 0.5 5 1 10 0.5 5 1 10 0.5 5
Attitude & Initiative 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5
Quantity of Work 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5
Attendance 1.5 15 1.5 15 1.5 15
Group Performance Management 1 10 1 10 1 10
Planning & Organizing Skill 0.5 5 0.5 5 0.5 5
Coaching & Delegation of duties 0.5 5 0.5 5 0.5 5
Total Score 4.5 45 4.5 45 4.5 45 4.5 45 4.5 45 4.5 45
Part B: Job / Personal Development & Planning & Appraisal Meeting
This section should be discussed and completed during appraisal meeting
(i)           Identification & evaluation of Employee’s Strengths and Weaknesses

Appraisee should know which are his / her strong points to foster and which are the weaker areas to build on with the ultimate aim to seek improvements and better productivity.
(ii)         Setting of Future Plans & Goals (At Discretion of Team Managers)
Review the accomplishments and achievements of last year's goals / plans (objectives).
Discuss and agree specific objectives that will enable the appraisee to achieve readiness for next job level / type, or to achieve desired personal growth or experience. The objectives must adhere
to the SMARTER rules - Specific, Measurable, Agreed, Realistic, Time-bound, Enjoyable, Recorded.
(iii)       Identification of Training Needs
Review last proposed training; discuss and agree the type of training and development support to be given to help the appraisee meet the agreed objectives. Training includes both internal &
external courses, coaching, mentoring, secondment to another functional role, workshops, manuals, guides, etc Appraisee has to be aware that this is not a commitment to training expenditure
until relevant approval, availability is confirmed

PART C: Performance Improvement Plan

(i) The bottom performers who are given “D” grade will be placed on a “Performance Improvement Plan (PIP)”.

(ii)   In the Appraisal Meeting, 1st Appraiser and Appraisee shall define the area(s) of poor performance and set up specific expectation(s) to be achieved within a specific time period in this Section.
(iii)  The PIP is normally 3 months, but it can be extended on a case by case basis. Employee who does not pass the PIP could be considered for termination, where it does not contravene with the
local labour law.

7.   Rating Scale, Score Distribution and Remuneration Reward differentiation

A forced ranking will be imposed to clearly identify the best performers, medium performers and the poor performers. However, where it is not feasible, grade “S” and /or grade “D” need not be
used for the ranking and the percentile will merge to the immediate next grade.
E.g. when grade “D” is not used, the percentile for grade “C” will be 15%.

Grade S A B C D
95 ~ 100 85 ~ 94 75 ~ 84 65 ~ 74 64 and
Score
below
5% 10% 70% 10% 5%
Forced Ranking %
Annual
Increment &
Bonus The differential Guideline is to be given by SINRHQ on a
Allocation % year-to-year basis

The employees belonging to the top strata are those who contribute to significant success of the company and are to be nurtured with trainings & career development plan.
The major percentile is the medium performers who are there to maintain uninterrupted business operation with necessary training to enrich the contribution.
While the lowest strata are employees whose performance need significant improvement under Performance Improvement Plan (PIP).
1 The Appraisal Form consists of 3 pages
Page 1: Part A Performance Appraisal / Evaluation Factors
There are various types of page 1 for different job nature
Container Business
A1: Common
Applicable for all staffs who are not Part Leaders / Team Heads and neither in 3PL/Ctnr Outdoor Sales

A2a: Cntr Sales

Applicable for container outdoor sales staff who are not Part Leaders / Team Heads
A3: Manager
Applicable for staffs holding Part Leader/Team Head positions including both 3PL & Ctnr Sales Manager with no personal quota

A4a: Sales Manager with Quota

Applicable for Cntr Outdoor Sales Part Leaders/Team Heads who have personal quota
Logistics Business
A1: Common
Applicable for all staffs who are not Part Leaders / Team Heads and neither in 3PL/Ctnr Outdoor Sales

A2b: 3PL Sales

Applicable for 3PL outdoor sales staff who are not Part Leaders / Team Heads
A3: Manager
Applicable for staffs holding Part Leader/Team Head positions including both 3PL & Ctnr Sales Manager with no personal quota

A4b: 3PL Sales Manager with Quota

Applicable to 3PL Outdoor Sales Part Leaders / Team Heads who have personal Quota

Container Business - Service Center

SC1a & b (a) Applicable for Doc Inputter Staffs and (b) for its Team Head
SC2a & b (a) Applicable for Doc Rater Staffs and (b) for its Team Head
SC3a & b (a) Applicable for Doc QA Staffs and (b) for its Team Head
SC4a & b (a) Applicable for Doc SCR (Rev Audit) and (b) for its Team Head
SC5a & b (a) Applicable for Doc SC Automation Staffs and (b) for its Team Head

Page 2: Part B Job / Personal Development & Planning & Appraisal Meeting
This is applicable for all staffs.
Page 3: Part C Performance Improvement Plan
Use this form only for staffs who have scored D and have to be placed on supervision to improve on specific areas to maintain
employability.

Appraisal Process Guidelines

Step 1: 1st Appraiser / Co-1st Appraiser will conduct the preliminary Performance assessment and provide the rating n the space given as "1st" & "Co-
1st" Rating/Score in Part A. At the same time, prepare Part B.

- Appraisee's Strengths and Weaknesses

- Goals & Plans
- Training & Development

Step 2: 2nd Appraiser will review the 1st assessment and finalize the rating in the given column as "2nd Rating/Score".

The Score is tabulated using the formula: Score = Rating X Weightage

The 2nd Appraiser's Score will be used to derive the Total Score (i.e. Overall Performance Grade).
2nd Appraiser will review and amend the performance grade where necessary for the whole group of appraisees to align with the scoring
according to the "forced ranking" scale percentile so as to clearly identify the best performers, medium performers and the poor performers.
However,where it is not feasible, grade “S” and /or grade “D” need not be used for the ranking and the percentile will merge to the
immediate next grade.

S A B C D
Grade

95 ~ 100 85 ~ 94 75 ~ 84 65 ~ 74 64 and below

Score

5% 10% 70% 10% 5%

Forced Ranking %

2nd Appraiser will review Part B and make necessary amendment / mandate especially future development plans for discussion during
Appraisal Meeting.

Step 3: After the performance assessment, the 1st Appraiser shall have an Appraisal Meeting with the Appraisee to talk about 3 areas: - Appraisee's
Strengths and Weaknesses ; - Goals & Plans; - Training & Development.

The purpose of the meeting is to provide an opportunity to recognize the accomplishments, to voice out constructive criticisms, to bring forth
awareness with the ultimate aim to seek improvements and better productivity.
Arguments, defensive reactions, offensive words and finger pointings are to be avoided.

At the end of meeting, Appraisee should know which are his / her strong points to foster and which are the weaker areas to build on. This
would allow appraisee to improve job performance, prepare for career development and / personal development (if any, to be identified &
mandated by Team Head).

And for staff who is graded "D", 1st Appraiser shall proceed to Part C to draw up the Performance Improvement Plan for the appraisee, review
and provide guidance to help the appraisee improve his / her performance to maintain employability.

Step 4: On completion of the whole Appraisal exercise, the respective BBA shall submit the Appraisal Result of the office to SINWAG using the format
"RS Performance Appraisal Result "
 Appraiser and Appraisee Mapping for offices in SINWA

1st Level Organisation 2nd Level Organization

Appraisal Step
Name Head Deputy Head Name Leader

SINWAG WAG WAA HR&Admin ANG Cheng Sim <Staff> 1st: Part Leader(co-appraiser:WAA) , 2nd: WAG
IT TEO Poh Meng Nicholas <Part Leader> 1st: WAA , 2nd: WAG
Corp. Account TIAN Li Fui Merlyn <Staff> 1st: Part Leader(co-appraiser: WAA) , 2nd: WAG
Regional Account SIM Wai San Sally <Part Leader> 1st: WAA , 2nd: WAG
SINWSG WSG WSM IPC Keith Choo <Staff> 1st: Part Leader(co-appraiser: WSM) , 2nd: WSG
TPE NG Chang Hock Joseph <Part Leader> 1st: WSM , 2nd: WSG
EMS Ng sow pei
Europe Rahman
Customer & Svc Mgmt JM Lee
SINWOG WOG WOV EQ NGO Hui Eng Jasmine <Staff> 1st: Part Leader(co-appraiser: WOV) , 2nd: WOG
Traffic Sharon Ann PEREIRA <Part Leader> 1st: WOV , 2nd: WOG
VSL Operation TAN Wee Leong Paul
Logistics Support TAN Ngiap Soon Steve

SINBB BBG Joo Yong Lau(BBQ) BBS TIO Yang Chuan Edmond <Staff> 1st: Team Head , 2nd: BBG(consult by BBQ)
BBC QUEK Siew Suat Iris <Team Head> 1st: BBQ , 2nd: BBG
BBO CHAN Fook Whye <BBQ> 1st: BBG

BOMBB BBG BOMBBA MK Park <Staff> 1st: Team Head , 2nd: BBG
OW Choi BOMBBS Ashok Viswanathan 1st co-appraiser: OW CHOI for BBS/BBO
BOMBBO Jijo Ouseph <Team Head> BBS/BBO - 1st: OW CHOI, 2nd: BBG
BOMBBC Aguiar Hilary BBA/BBC/BBL - 1st: BBG
BOMBBL Dharmesh D
DELBS Abhinav Priya <Staff> 1st: BSG , 2nd: BBG
1st co-appraiser: BOM Team Heads
<BSG> 1st: BBG

SG Lee MAABS V.K. Sasidharan <Staff> 1st: BSG(consult by BSQ) , 2nd: BBG
1st co-appraiser: BOM Team Heads
<BSQ> 1st: BBG

PKGBB BBG PKGBBA CHUA Mei Lee <Staff> 1st: Team Head , 2nd: BBG
YJ LEE PKGBBS TAN Darren 1st co-appraiser: YJ LEE for BBS/BBO/BBC/CY
PKGBBO WONG Soon Huat <Team Head> BBS/BBO/BBC/CY - 1st: YJ LEE , 2nd: BBG
PKGBBC Delima Binti Mohamad@Puad BBA - 1st: BBG
PKGCY Rahmin Bin Haji Nawab DIN

Vincent Ooi Hong Seng

PENBS (former LEE Sin Yee Jessie) <Staff> 1st: BSG , 2nd: BBG

PGUBS YEO Swee Liak Ken 1st co-appraiser: YJ LEE

<BSG> 1st: YJ LEE , 2nd: BBG

PKGSC SCG SCM PKGSCE Kelani Bin Mat Tahor <Staff> 1st: Team Head , 2nd: SCG
PKGSCJ LIM Su Pey Selina 1st co-appraiser: SCM
PKGSCSM Saiful <Team Head> 1st: SCM, 2nd: SCG
PKGSCN TAN Edwin
PKGSCK LIM Su Pey Selina
SCA (MK CHO) PKGSCE Kelani Bin Mat Tahor <Staff> 1st: Team Head , 2nd: SCG
PKGSCC Rohaiza Bte Kasdi Abd. Rahim 1st co-appraiser: SCA
PKGSCR LIM Elena <Team Head> 1st: SCA 2nd: SCG
<Division Head> 1st: SCG
 Appraiser and Appraisee Mapping for offices in SINWA

1st Level Organisation 2nd Level Organization

Appraisal Step
Name Head Deputy Head Name Leader

SYDBB BBG HC LIM SYDBBA Maggie NARKIEWICZ <Staff> 1st: Team Head, 2nd: BBG(consult by HC LIM)
SYDBBS Gerard Evans <Team Head> 1st: BBG(consult by HC LIM)
SYDBBO Andrew Booth
SYDBBC Maggie NARKIEWICZ
MELBS Paul Ryan <Staff> 1st: BSG , 2nd: BBG(consult by HC LIM)
BNEBS 1st co-appraiser: SYD Team Heads
<BSG> 1st: BBG(consult by HC LIM)

SGNBB BBG SGNBBA TE HONG <Staff> 1st: Team Head , 2nd: BBG
SGNBBS Dam Nguyen SON <Team Head> 1st: BBG
SGNBBO Y SON
SGNBBC Truong Thi To Quyen
SGNBBL KH NAH
HANBS Do Trong Kien <Staff> 1st: BSG/BOG , 2nd: BBG
HPOBO Phan Thanh TRUNG 1st co-appraiser: SGN Team Heads
<BSG/BOG> 1st: BBG

CMBBB Board Member CMBBBA Nissanka Jayasinghe <Staff> 1st: Team Head , 2nd: Board Member
CMBBBS Chalaka Herman <Team Head> 1st: Board Member
CMBBBO Chinthaka Jayaweera
CMBBBC Hemali Mediwaka

DACBB BBG Musharraf(BBQ) DACBBA Syed Shahid Hossain <Staff> 1st: Team Head , 2nd: BBG(consult by BBQ)
DACBBS Mofizul Islam Azad <Team Head> 1st: BBQ , 2nd: BBG
DACBBC Mehdi HASAN <BBQ> 1st: BBG
DACBBO N S Guha Roy
DACBBL
CGPBO M Nazmul Ahsan <Staff> 1st: BSG/BOG , 2nd: BBG(consult by BBQ)
MGLBS Masudur Rahman 1st co-appraiser: DAC Team Heads
<BSG/BOG> 1st: BBQ , 2nd: BBG

DXBBB BBG DXBBBA Murali Viney KUMAR <Staff> 1st: Team Head , 2nd: BBG
SJ HAN DXBBBS Senthil KUMAR 1st co-appraiser: SJ HAN for BBS/BBO
DXBBBO Shaji LAKSHMAN <Team Head> BBS/BBO - 1st: SJ HAN , 2nd: BBG
DXBBBC Azhar Jayah BBA/BBC/DXBGCC - 1st: BBG
DXBBBL
DXBGCC-Sales Ani John
DXBGCC-Operation Krishnan KUTTY

BKKBB BBG Kiertnarong(BBQ) BKKBBA Worawit Kitlapchroenkul <Staff> 1st: Team Head , 2nd: BBG(consult by BBQ)
BKKBBC Viroj Watanawanavet BBO outsourcing staffs: finalized by BBO(without BBG)
BKKBBS Viroj Watanawanavet <Team Head> 1st: BBQ , 2nd: BBG
BKKBBO HJ YUN

SINLB LBG <Staff> 1st: LBG

BKKLB LBG BKKLBA Arnajak Thangsathityangkul <Staff> 1st: Team Head , 2nd: LBG
BKKLBO Werachai Chinthakanant <Team Head> 1st: LBG
BKKLBC Sakulratana Satchavrodom
BKKLBS Narumol Sonthiaroonthat
ICDLBO Sumeth Devy
ICDLBC Virat Ruektavilchai
ICDLBS Virat Ruektavilchai
 Form Type A1
[ COMMON ]

YEARLY PERFORMANCE APPRAISAL FORM For Year: 2011

Name: Join Date:

Team: Grade:

Poor / Needs Good / Constantly Very Good / Constantly Excellent / Almost perfect
Qualitative Goals Unacceptable
Improvement meeting requirements exceeding expectation to Impeccable

Rating Scale 0~6 7 8 9 10

Score
Rating
PART A: APPRAISAL FACTORS Weigh 1
Appraisers
tage 1st Co-1st 2nd
1st Co-1st 2nd
1 Job Knowledge 2.0
The level of knowledge of job functions and work related information including system / customer service / technical skills /
policies & procedures / legislations in direct bearing to job performance.

2 Job Quality 2.0

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

3 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

4 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

5 Initiative 1.0
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and fulfill the
anticipated requirements without the need to be directed on every step / detail.

6 Teamwork 1.0
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share information with
fellow colleagues, in completing tasks / projects / resolve problems towards achieving the broader Company Business
Objectives.

7 Innovation & Improvement 1.0

The degree of contribution towards improving the job performance / work process with an innovative approach.

8 Attendance & Punctuality 1.0

(i) The degree of lateness & absenteeism (Max Score: 8).
Score 8: 0% ≤ lateness ≤ 1%; Score 7: 2% ≤ lateness ≤ 3%; Score 6: 4% ≤ lateness ≤ 5%; Score 5: 6% ≤ lateness ≤ 8%;
Score 4: 9% ≤ lateness ≤ 11%; Score 3: 12% ≤ lateness ≤ 14%; Score 2: 15% ≤ lateness ≤ 17%; Score 1: 18% ≤ lateness ≤
20%; Score 0: lateness ≥ 21%
(ii) Medical Leave Record (Max Score: 2):
Score 2 : Medical Leave record of not more than 3 days per year
Score 1: 3 days < Medical Leave record ≤ 6 days per year
Score 0: Medical Leave record of above 6 days per year

10.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
 FORM TYPE A2a
[ SALES ]

YEARLY PERFORMANCE APPRAISAL FORM (CONTAINER SALES) For Year: 2011

Name: Join Date:

Team: Grade:

TEU / REV Production 89% and below 90 ~ 99% 100 ~ 109% 110 ~ 119% 120% and above

Poor / Needs Good / Constantly Very Good / Constantly Excellent / Almost

Qualitative Goals Unacceptable
Improvement meeting requirements exceeding expectation perfect to Impeccable

Rating Scale 0~6 7 8 9 10

Score
Rating
PART A: APPRAISAL FACTORS Weigh 1
Appraisers tage 1st Co-1st 2nd
1st Co-1st 2nd

1 Sales Performance - TEU Production

Goal: 120 Actual Performance: 115
2.0
Hit Rate: 95.83% (Actual Performance x 100% / Goal)

2 Sales Performance - REVENUE Production

Goal: 120 Actual Performance: 110
2.0
Hit Rate: 91.67% (Actual Performance x 100% / Goal)

3 Job Knowledge 1.0

The level of knowledge of job functions and work related information including system / customer service /
technical skills / policies & procedures / legislations in direct bearing to job performance.

4 Job Quality 0.5

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

5 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

6 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

7 Initiative 0.5
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and
fulfill the anticipated requirements without the need to be directed on every step / detail.

8 Teamwork 1.0
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share
information with fellow colleagues, in completing tasks / projects / resolve problems towards achieving the
broader Company Business Objectives.

9 Innovation & Improvement 0.5

The degree of contribution towards improving the job performance / work process with an innovative
approach.

10 Attendance & Punctuality 0.5

(i) The degree of lateness & absenteeism (Max Score: 8).
Score 8: 0% ≤ lateness ≤ 1%; Score 7: 2% ≤ lateness ≤ 3%; Score 6: 4% ≤ lateness ≤ 5%; Score 5: 6% ≤
lateness ≤ 8%; Score 4: 9% ≤ lateness ≤ 11%; Score 3: 12% ≤ lateness ≤ 14%; Score 2: 15% ≤ lateness ≤
17%; Score 1: 18% ≤ lateness ≤ 20%; Score 0: lateness ≥ 21%
(ii) Medical Leave Record (Max Score: 2):
Score 2 : Medical Leave record of not more than 3 days per year
Score 1: 3 days < Medical Leave record ≤ 6 days per year
Score 0: Medical Leave record of above 6 days per year

10.0 0.0 0.0 0.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
 FORM TYPE A2b
[ 3PL SALES ]

YEARLY PERFORMANCE APPRAISAL FORM For Year: 2011

Name: Join Date:

Team: Grade:

REV Production 89% and below 90 ~ 99% 100 ~ 109% 110 ~ 119% 120% and above

Poor / Needs Good / Constantly Very Good / Constantly Excellent / Almost

Qualitative Goals Unacceptable
Improvement meeting requirements exceeding expectation perfect to Impeccable

Rating Scale 0~6 7 8 9 10

Score
Rating
PART A: APPRAISAL FACTORS Weigh 1
Appraisers tage 1st Co-1st 2nd
1st Co-1st 2nd

1 Sales Performance - REVENUE Production

Goal: 120 Actual Performance: 110
3.0
Hit Rate: 91.67% (Actual Performance x 100% / Goal)

2 Job Knowledge 1.0

The level of knowledge of job functions and work related information including system / customer service /
technical skills / policies & procedures / legislations in direct bearing to job performance.

3 Job Quality 1.0

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

4 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

5 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

6 Initiative 1.0
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and
fulfill the anticipated requirements without the need to be directed on every step / detail.

7 Teamwork 1.0
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share
information with fellow colleagues, in completing tasks / projects / resolve problems towards achieving the
broader Company Business Objectives.

8 Innovation & Improvement 0.5

The degree of contribution towards improving the job performance / work process with an innovative
approach.

9 Attendance & Punctuality 0.5

(i) The degree of lateness & absenteeism (Max Score: 8).
Score 8: 0% ≤ lateness ≤ 1%; Score 7: 2% ≤ lateness ≤ 3%; Score 6: 4% ≤ lateness ≤ 5%; Score 5: 6% ≤
lateness ≤ 8%; Score 4: 9% ≤ lateness ≤ 11%; Score 3: 12% ≤ lateness ≤ 14%; Score 2: 15% ≤ lateness ≤
17%; Score 1: 18% ≤ lateness ≤ 20%; Score 0: lateness ≥ 21%
(ii) Medical Leave Record (Max Score: 2):
Score 2 : Medical Leave record of not more than 3 days per year
Score 1: 3 days < Medical Leave record ≤ 6 days per year
Score 0: Medical Leave record of above 6 days per year

10.0 0.0 0.0 0.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
 FORM TYPE A3
[ MANAGER ]

YEARLY PERFORMANCE APPRAISAL FORM [MANAGER] For Year: 2011

Name: Join Date:

Team: Grade:

TEU / REV Production 89% and below 90 ~ 99% 100 ~ 109% 110 ~ 119% 120% and above

Rating Scale 0~6 7 8 9 10

Very Good / Excellent / Almost

Poor / Needs Good / Constantly
Qualitative Goals Unacceptable Constantly exceeding perfect to
Improvement meeting requirements
expectation Impeccable

Score
Rating
PART A: APPRAISAL FACTORS 1
Appraisers Weigh
tage 1st 2nd
1st 2nd

1 Job Knowledge 1.5

The level of knowledge of job functions and work related information including system / customer service /
technical skills / policies & procedures / legislations in direct bearing to job performance.

2 Job Quality 1.0

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

3 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

4 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

5 Initiative 0.5
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and
fulfill the anticipated requirements without the need to be directed on every step / detail.

6 Teamwork 0.5
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share
information with fellow colleagues, in completing tasks / projects / resolve problems towards achieving the
broader Company Business Objectives.

7 Innovation & Improvement 0.5

The degree of contribution towards improving the job performance / work process with an innovative
approach.

9 Group Performance Management 2.0

The ability to inspire, manage, command respect and garner support from the subordinates towards
achieving goals & objectives of the Part / Team as a whole.

10 Planning & Organization Skill 1.0

The ability to identify and prioritise critical activities and projects from the less crucial ones appropriately;
establish clear objectives and organizes duties, allocate and optimises resources effectively to meet goals
and objectives of the Part / Team, with clear implementation plans (eg. timelines, milestones and alternate
course of actions).

11 Coaching & Delegation of Duties 1.0

The ability to optimise performance / effectiveness with appropriate delegation of job activities to Part /
Team members with proper guidance, support and assistance given to the Part / Team members to carry
out the assigned duties effectively and achieving desired objectives.

10.0 0.0 0.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
 FORM TYPE A4a
[ SALES MANAGER WITH PERSONAL QUOTA ]

YEARLY PERFORMANCE APPRAISAL FORM For Year: 2011

Name: Join Date:

Team: Grade:

TEU / REV Production 89% and below 90 ~ 99% 100 ~ 109% 110 ~ 119% 120% and above

Rating Scale 0~6 7 8 9 10

Very Good / Excellent / Almost

Poor / Needs Good / Constantly
Qualitative Goals Unacceptable Constantly exceeding perfect to
Improvement meeting requirements
expectation Impeccable

Score
Rating
PART A: APPRAISAL FACTORS 1
Appraisers Weigh
tage 1st 2nd
1st 2nd

1 Sales Performance - TEU Production

Goal: 120 Actual Performance: 115
0.5
Hit Rate: 95.83% (Actual Performance x 100% / Goal)

2 Sales Performance - REVENUE Production

Goal: 120 Actual Performance: 110
0.5
Hit Rate: 91.67% (Actual Performance x 100% / Goal)

3 Job Knowledge 1.0

The level of knowledge of job functions and work related information including system / customer service /
technical skills / policies & procedures / legislations in direct bearing to job performance.

4 Job Quality 1.0

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

5 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

6 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

7 Initiative 0.5
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and
fulfill the anticipated requirements without the need to be directed on every step / detail.

8 Teamwork 0.5
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share
information with fellow colleagues, in completing tasks / projects / resolve problems towards achieving the
broader Company Business Objectives.

9 Innovation & Improvement 0.5

The degree of contribution towards improving the job performance / work process with an innovative
approach.

10 Group Performance Management 1.5

The ability to inspire, manage, command respect and garner support from the subordinates towards
achieving goals & objects of the Part / Team as a whole.

11 Planning & Organization Skill 1.0

The ability to identify and prioritise critical activities and projects from the less crucial ones appropriately;
establish clear objectives and organizes duties, allocate and optimises resources effectively to meet goals
and objectives of the Part / Team, with clear implementation plans (eg. timelines, milestones and alternate
course of actions).

12 Coaching & Delegation of Duties 1.0

The ability to optimise performance / effectiveness with appropriate delegation of job activities to Part /
Team members with proper guidance, support and assistance given to the Part / Team members to carry
out the assigned duties effectively and achieving desired objectives.

10.0 0.0 0.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
 FORM TYPE A4b
[ 3PL SALES MANAGER WITH PERSONAL
QUOTA ]

YEARLY PERFORMANCE APPRAISAL FORM For Year: 2011

Name: Join Date:

Team: Grade:

REV Production 89% and below 90 ~ 99% 100 ~ 109% 110 ~ 119% 120% and above

Rating Scale 0~6 7 8 9 10

Very Good / Excellent / Almost

Poor / Needs Good / Constantly
Qualitative Goals Unacceptable Constantly exceeding perfect to
Improvement meeting requirements
expectation Impeccable

Score
Rating
PART A: APPRAISAL FACTORS 1
Appraisers Weigh
tage 1st 2nd
1st 2nd

1 Sales Performance - REVENUE Production

Goal: 120 Actual Performance: 110
1.0
Hit Rate: 91.67% (Actual Performance x 100% / Goal)

2 Job Knowledge 1.0

The level of knowledge of job functions and work related information including system / customer service /
technical skills / policies & procedures / legislations in direct bearing to job performance.

3 Job Quality 1.0

The standard of work that is delivered such as service quality, accuracy, neatness, contents, presentation,
professionalism & image projected etc (where applicable).

4 Work Commitment & Responsibility 1.0

The degree of reliability (i.e. willingness & commitment) towards instructions to carry out the job functions
effectively.

5 Attitude 1.0
The willingness to accept new / change / additional responsibilities and Company rules & regulations

6 Initiative 0.5
The ability to proceed with a task by taking steps to research on subject / finding appropriate solutions, and
fulfill the anticipated requirements without the need to be directed on every step / detail.

7 Teamwork 0.5
The ability to work well with fellow colleagues, and the extent of cooperation and willingness to help / share
information with fellow colleagues, in completing tasks / projects / resolve problems towards achieving the
broader Company Business Objectives.

8 Innovation & Improvement 0.5

The degree of contribution towards improving the job performance / work process with an innovative
approach.

9 Group Performance Management 1.5

The ability to inspire, manage, command respect and garner support from the subordinates towards
achieving goals & objects of the Part / Team as a whole.

10 Planning & Organization Skill 1.0

The ability to identify and prioritise critical activities and projects from the less crucial ones appropriately;
establish clear objectives and organizes duties, allocate and optimises resources effectively to meet goals
and objectives of the Part / Team, with clear implementation plans (eg. timelines, milestones and alternate
course of actions).

11 Coaching & Delegation of Duties 1.0

The ability to optimise performance / effectiveness with appropriate delegation of job activities to Part /
Team members with proper guidance, support and assistance given to the Part / Team members to carry
out the assigned duties effectively and achieving desired objectives.

10.0 0.0 0.0

OVERALL PERFORMANCE GRADE

Ë Total Score 95 to 100 (Almost perfect to Impeccable / Excellent ) : Grade S

Ë Total Score 85 to 94 (Constantly Exceeding Standards / Very Good) : Grade A

Ë Total Score 75 to 84 (Constantly Meeting Requirements / Good) : Grade B

Ë Total Score 65 to 74 (Needs Improvements / Poor) : Grade C

Ë Total Score 64 and below (Below Standards / Unacceptable to continue employment - PIP request) : Grade D
PART B: (I) JOB / PERSONAL DEVELOPMENT & PLANNING

Identification & Evaluation of Employee's Strengths & Weaknesses

[Communicate to the Apraisee his / her strengths and weaknesses to create self awareness, so that he / she can plan to correct deficiencies while maintaining the strengths.]

1
STRENGTHS:
2

1
WEAKNESSES:

Review of last setted Plans / Goals, and Setting of future Plans / Goals to achieve Personal / Job Development
(Optional at discretion of Team Managers)
[Discuss and agree specific objectives that will enable the appraisee to achieve readiness for next job level / type, or to achieve desired personal growth or experience.
The objectives must adhere to the SMARTER rules - Specific, Measurable, Agreed, Realistic, Time-bound, Enjoyable, Recorded.]

1 1
Last Year Plan / Goal(s):

2 2

Achievement(s):
3 3

4 4

5 5

2
Future Plan / Goals(s)

Identification of Training Needs

[Discuss and agree the type of training and development support to be given to help the appraisee meet the agreed objectives. Training includes both internal & external courses,
coaching, mentoring, secondment to another functional role, workshops, manuals, guides, etc Appraisee has to be aware that this is not a commitment to training expenditure until
relevant approval, availability is confirmed.]

1 1
Achievement (s):
Last Proposed

2 2
Trainings:

3 3

4 4

5 5

1
Future Proposed

2
Trainings:

PART B : (II) PERFORMANCE APPRAISAL MEETING

Employee's Acknowledgment & Comments (if any) to PART B Signature & Date

Appraiser's Comments Signature & Date

1st

Co-
1st

2nd
PART C: PERFORMANCE APPRAISAL MEETING (01ST APPRAISER & APRAISEE)
Performance Improvement Plan (PIP) - Applicable for employee with performance Grade "D"
1st Appraiser and Appraisee shall define the area(s) of poor performance and set up specific expectation(s) to be achieved within a specific time
period. The recommended timeline for review is 3 months.

AREAS OF POOR PERFORMANCE EXPECTATIONS

1 1

2 2

3 3

4 4

5 5

Proposed Review Date(s): (Use Separate Sheets to provide more details, if necessary)

Employee's Acknowledgment & Comments (if any) to PART B & PART C Signature & Date

Appraiser's Comments Signature & Date

1st

Co-
1st

2nd

REVIEW COMMENTS / FURTHER ACTION PLANS (IF ANY)

Further Action:
Acknowledgement by Appraiser: Acknowledgement by
Appraisee: