Objetivos 2014-2015 r.g .Ipm Tech&Maxpro Rev. 01

KFAs Strategic Objectives KPI

Weight

UCPL - INTEGRATED PERFORMANCE SYSTEM 2014-15

Customer

Satisfaction /

Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal

year.

10%

Financial Health

1. Improve the Financial results of the

unit, to be the best COMPETITIVE

Mancozeb supplier for the Americas

Market (SCE Program included)

35%

Manufacturing

Process

3. Increase the value added of the

operations through the improvement

of the assets and its utilization by

developing and manufacturing at

industrial scale new formulations and

tolling products.

30%

Total 100%

Employee Signature:

Supervisor Guide

Signature:Notes:

Measure for other Results.-

If achievement < 70% Payout = 0%

If achievement = 70% Payout = 50%

If achievement = 100% and abovePayout = 100%

If achievement between 70% - 100% Payout = Prorate of percentage of 50% to 100%

COMPONENTS OF INCENTIVE PAYMENT

Results measured based on:

• EBITDA UPL = 10%

• UCPL KFA’s = 20%

• Area KFA’s = 30%

• Individual Contribution = 40%

Premises

Administrative Employees: Maximum 5 objectives

Employee Comments:

Learning & Growth

4. Improve the UCPL Structure to be a

World Class Manufacturing

Organization - To be recognized as a

Corporate Social Responsible

Organization

15%

Core Values

5. The Barranquilla Manufacturing Site

has built a strong corporate image of

excellence in H-S-E-Q-Sec-Ethic-

People Respect. We are committed to

maintain and continuously improve on

a solid foundation rooted in each of

us.

10%

Manager Comments:

1 Core Values = 10%

4 of Job Position Responsibility = 30%

Hourly Employees: Maximum 3 objectives

1 Core Values = 10%

2 of Job Position Responsibility = 30%

First Time Pass Report improvement >98%, sustain improvement (99% was the result of 2012/13)

Quality Complaints Reduction of 20% : less than 4 in 2013/14 vs 5 during 2012/13.

Zero Safety Incident/accident: LTIs (Employees and Contractors), and Major Dangerous Occurrence without environmental impact.

Zero Environmental Incident/Accident: Major Dangerous Occurrence with environmental impact.

Zero Ethic Incident/Accident: As defined in the code of conduct.

Zero Security Incidets: Lost > $1000 USD.

Zero People Respect Incident: When identified after investigation and disciplinary action required.

Especific Objectives KPI

Weight

1.1 Meet the Target Unit Cost of Mancozeb Products 2014/15 - Variable Cost

Reduction In Raw Materials (SCE Program included): 6% (2014-15 Target vs 2013-14

Actual)

15%

1.2 Meet the Target Unit Cost of Mancozeb Products 2014/15- Variable Cost

Reduction In Packaging Materials (SCE Program included): 48% (2014-15 Target vs

Actual YTD March´14 on 25 Kgs presentation volume).

5%

1.3 Meet the Target Unit Cost of Mancozeb Products 2014/15 Fixed Cost (SCE

Program included): Reduce the Controllable Overhead Cost to 15,000 MCOP (Mar'15

calculated on annual basis).

10%

1.4 Improve the Financial Results of the UCPLmanufacturing activity:

Growth Leverage of 1.20 in 2014/15

5%

2.1 Improve the Manufacturing Quality performance 20% compared to 2013-14 5%

2.2 Improve the Shipping To Plan performance to >95% 5%

3.1 Continuously improve the Housekeeping of the Site:

Complete at least two 5S events.3%

3.2 Respond appropriately to new growing demand, through a significant

improvement on the Production Capability of the Site8%

3.3 CAPEX Execution program:

SWWTU - Automation - Dehumidifiers - Nitrogen Generation - One Time8%

3.4 Mancozeb Capacity Improvement (MTY)

5-6 % Capacity Increase - Non-Cap - 15,500/18,300 vs 16,500/19,400

Capacity Enhancement - 16,500/19,400 vs 25,000/30,000

7%

3.5 Logistic Improvement

Warehousing Upgrade

Logistic

4%

UCPL - INTEGRATED PERFORMANCE SYSTEM 2014-15

4.1 Enhance the reputation of UCPL internationally through continuous

improvement of integrated systems (ISO 9001, ISO 14001, ISO 17025, OSHA 18001,

BASC, CCS) and promote the growth of the organization in CSR . 6%

4.2 HSE Improvement Program 6%

4.3 People Capability building and Strengthening team work the Organization

- Program 2014-15, Focused in Team Work3%

5.1 Zero Safety Incidents/Accidents

5.2 Zero Environmental Incidents

5.3 Zero Ethic Incidents

5.4 Zero Security Incidents

5.5 Zero People Respect Incident

100%

Employee Comments:

Manager Comments:

10%

First Time Pass Report improvement >98%, sustain improvement (99% was the result of 2012/13)

Quality Complaints Reduction of 20% : less than 4 in 2013/14 vs 5 during 2012/13.

Zero Safety Incident/accident: LTIs (Employees and Contractors), and Major Dangerous Occurrence without environmental impact.

Zero Environmental Incident/Accident: Major Dangerous Occurrence with environmental impact.

Zero Ethic Incident/Accident: As defined in the code of conduct.

Zero Security Incidets: Lost > $1000 USD.

Zero People Respect Incident: When identified after investigation and disciplinary action required.

RemarksApr-14 May-14 Jun-14 Jul-14

Result reduction >6% score 100%

From 5 to 6 score 75%

From 4 to 5 score 50%

<4% usd/kg score 0%

Result reduction >45% score 100%

From 35 to 45% score 75%

From 30 to 35% score 50%

<30% usd/kg score 0%

Controllable Overheads 2014-15:

</= 15,000 MCOP score 100%

From 15,000 to 15,700 MCOP 75%

From 15,700 to 16,000 MCOP 50%

>16,000 MCOP score 0%

Growth Leverage KPI

score 100% if GL >1.20

score 75% if GL 1.15 - 1.20

score 50% if GL 1.10 - 1.15

score 0% if GL <1.10

Manufacturing Quality KPI - See MQ Matrix

score 100% if KPI >=20%

score 75% if KPI >= 15 ^ <20%

score 50% if KPI >= 10 ^ <15%

score 0% if KPI <10%

See score reported in Shipping to Plan Matrix

Implement two 5Ss events 2014/15.

1- Warehouse - Mar-01-15

2- Laboratory - Mar-01-15

2 5S events 100%, 1 5S 50%, less than that 0%

Total Output expected 12,700 MTY 2014-15 including Project

Shut down.

Output >= 12,700 score 100%

Output 12,500 to 12,700 score 75%

Output 12,300 to 12,500 score 50%

Output <12,300 score 0%

See score reported in CAPEX Matrix

Refer to Mzeb Capacity Imp. program - See MCI Matrix

score 100% if Program >90%

score 75% if Program 80-90%

score 50% if Program 70-80%

score 0% if Program <70%

See score reported in L&W Matrix

UCPL - INTEGRATED PERFORMANCE SYSTEM 2014-15 SCORE FOR DASHBOARD

- Sustain continuous improvement in Third Party Audits:

Integrated System (ISO 9001, ISO 14001, OSHA 18001); CCS;

BASC - Score 50%

- Accomplish CSR program - See CSR Program - Score 50%

See score reported in HSE Improvement Program

See People Capability Building and Strengthening Team

Work program:

score 100% if Program >90%

score 75% if Program 80-90%

score 50% if Program 70-80%

score 0% if Program <70%

Employee Comments:

Manager Comments:

Five Zeros score 100%

The occurrence of only one single qualified

incident/accident score 0%

First Time Pass Report improvement >98%, sustain improvement (99% was the result of 2012/13)

Quality Complaints Reduction of 20% : less than 4 in 2013/14 vs 5 during 2012/13.

Zero Safety Incident/accident: LTIs (Employees and Contractors), and Major Dangerous Occurrence without environmental impact.

Zero Environmental Incident/Accident: Major Dangerous Occurrence with environmental impact.

Zero Ethic Incident/Accident: As defined in the code of conduct.

Zero Security Incidets: Lost > $1000 USD.

Zero People Respect Incident: When identified after investigation and disciplinary action required.

Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-14 Feb-14 Mar-14 YTD´14

SCORE FOR DASHBOARD

Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14

SCORE FROM OBJECTIVE

Jan-14 Feb-14 Mar-14 YTD´14

SCORE FROM OBJECTIVE

UCPL Performance Evaluation

Employee Role:

Supervisor Guide:

Supervisor Role:

Revision Date:

KFAs Strategic Objectives KPI

Weight

Customer

Satisfaction /

Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal

year.

10%

BMS DECISION BOARD

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

Financial Health

1. Improve the Financial results of the

unit, to be the best COMPETITIVE

Mancozeb supplier for the Americas

Market (SCE Program included)

15%

Learning & Growth

4. Improve the UCPL Structure to be a

World Class Manufacturing

Organization - To be recognized as a

Corporate Social Responsible

Organization

20%

Manufacturing

Process

3. Increase the value added of the

operations through the improvement

of the assets and its utilization by

developing and manufacturing at

industrial scale new formulations and

tolling products.

45%

Total 100%

Employee Signature:

Supervisor Guide

Signature:

Manager Comments:

Employee Comments:

Learning & Growth

4. Improve the UCPL Structure to be a

World Class Manufacturing

Organization - To be recognized as a

Corporate Social Responsible

Organization

20%

Core Values

5. The Barranquilla Manufacturing Site

has built a strong corporate image of

excellence in H-S-E-Q-Sec-Ethic-

People Respect. We are committed to

maintain and continuously improve on

a solid foundation rooted in each of

us.

10%

Especific Objectives KPI

Weight

7%

8%

2.1 Improve the Manufacturing Quality Assurance performance through the update

and renewal of the Technology Package after 3years of UCPL operations.10%

3.1 Continuously improve the Housekeeping of the Site:

Complete the 5S event on the Laboratory Area5%

3.2 Respond appropriately to new growing demand, through a significant

improvement on the Production Capability of the Site10%

3.3 CAPEX Execution program: Under the scope of Tech Area (funtion and/or

process)

SWWTU - Automation - Dehumidifiers - CS2 100% AKZO

10%

3.4 Mancozeb Capacity Improvement (MTY) Under the scope of Tech Area (funtion

and/or process)

5-6 % Capacity Increase - Non-Cap - 15,500/18,300 vs 16,500/19,400

Capacity Enhancement - 16,500/19,400 vs 25,000/30,000

20%

4.1 Enhance the reputation of UCPL internationally through continuous

improvement of integrated systems (ISO 9001, ISO 14001, ISO 17025, OSHA 18001,

BASC, CCS). Through the oustanding performance under the scope of Tech Area

(funtion and/or process).

5%

5%

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

4.2 HSE Improvement Program under the scope of Tech Area (funtion and/or

process)

1.1 Meet the Target Unit Cost of Mancozeb Products 2014/15 Fixed Cost (SCE

Program included): Reduce the Controllable Overhead Cost of the Technology and

Quality areas by controlling the Budget which is reflecting expected reduction.

5%

5%

5.1 Zero Safety Incidents/Accidents

5.2 Zero Environmental Incidents

5.3 Zero Ethic Incidents

5.4 Zero Security Incidents

5.5 Zero People Respect Incident

100%

4.2 HSE Improvement Program under the scope of Tech Area (funtion and/or

process)

Manager Comments:

10%

Employee Comments:

Remarks Completion

DateApr-14 May-14

Maxpro Budget Excecution Control 2014-15:

BEx < 102% scores 100%

BEx from 102% to 104% scores 75%

BEx from 104% to 106% scores 50%

BEx > 106% scores 0%Quality Budget Excecution Control 2014-15:

BEx < 105% scores 100%

BEx from 105% to 110% scores 75%

BEx from 110% to 115% scores 50%

BEx > 115% scores 0%

See QA Tech Improvement Program

Implement 5Ss event in Laboratory 2014/15.

Laboratory Completion validated by Sponsor - Mar-01-15

scores 100%, less than that 0%

Total Output expected 12,700 MTY 2014-15 including Project

Shut down.

Output >= 12,700 score 100%

Output 12,500 to 12,700 score 75%

Output 12,300 to 12,500 score 50%

Output <12,300 score 0%

Scope of Work + QA, On Budget, on Schedule performance.

See score reported in CAPEX Matrix

Refer to Mzeb Capacity Imp. program - See MCI Matrix

score 100% if Program >90%

score 75% if Program 80-90%

score 50% if Program 70-80%

score 0% if Program <70% - Zero Major Deviations in 3rd Party Audits (ISO 9001, ISO

14001, OSHA 18001; CCS; BASC) scores 100%, One Major

Deviation or more scores 0%

Improve PSM - Technology Elements - performance > 85%

level by Internal Audit scores 100%, less than that scores 0%

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15 SCORE FOR DASHBOARD

Efectiveness of closing Corrective and Preventive actions

under the scope of the Tech area. Efectiveness > 85%,

scores 100%, less than that scores 0%

Identify alternatives of reuse of wastewater NUTEL &

SWWTU; + Hydric Balance; + Concept Engineering for COD

Treatment completion scores 100%, less than that scores 0%

Manager Comments:

Refer to Core Values average score for the TECH Team

Employee Comments:

Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-14 Feb-14

SCORE FOR DASHBOARD

Mar-14 YTD´14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14

SCORE FOR DASHBOARD SCORE FROM OBJECTIVE

Nov-14 Dec-14 Jan-14 Feb-14 Mar-14 YTD´14

SCORE FROM OBJECTIVE

UCPL Performance Evaluation

Employee Name Rafael Garcia

Employee Role: Quality Leader

Supervisor Guide: Dino Moras Cantillo

Supervisor Role: Technology and MaxPro+ Leader

Revision Date: Agosto 20 2014

KFAs Strategic Objectives KPI

Weight

Customer

Satisfaction /

Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal

year.

10%

BMS DECISION BOARD

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

Financial Health

1. Improve the Financial results of the

unit, to be the best COMPETITIVE

Mancozeb supplier for the Americas

Market (SCE Program included)

15%

Manufacturing

Process

3. Increase the value added of the

operations through the improvement

of the assets and its utilization by

developing and manufacturing at

industrial scale new formulations and

tolling products.

45%

Total 100%

Employee Signature:

Supervisor Guide

Signature:

Manufacturing

Process

3. Increase the value added of the

operations through the improvement

of the assets and its utilization by

developing and manufacturing at

industrial scale new formulations and

tolling products.

45%

Learning & Growth

4. Improve the UCPL Structure to be a

World Class Manufacturing

Organization - To be recognized as a

Corporate Social Responsible

Organization

20%

Employee Comments:

Manager Comments:

Core Values

5. The Barranquilla Manufacturing Site

has built a strong corporate image of

excellence in H-S-E-Q-Sec-Ethic-

People Respect. We are committed to

maintain and continuously improve on

a solid foundation rooted in each of

us.

10%

Especific Objectives KPI

Weight

7%

8%

2.1 Improve the Manufacturing Quality Assurance performance through the update

and renewal of the Technology Package after 3years of UCPL operations.10%

3.1 Continuously improve the Housekeeping of the Site:

Complete the 5S event on the Laboratory Area5%

3.2 Respond appropriately to new growing demand, through a significant

improvement on the Production Capability of the Site10%

3.3 CAPEX Execution program: Under the scope of Tech Area (funtion and/or

process)

SWWTU - Automation - Dehumidifiers - CS2 100% AKZO

10%

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

1.1 Meet the Target Unit Cost of Mancozeb Products 2014/15 Fixed Cost (SCE

Program included): Reduce the Controllable Overhead Cost of the Technology and

Quality areas by controlling the Budget which is reflecting expected reduction.

3.4 Mancozeb Capacity Improvement (MTY) Under the scope of Tech Area (funtion

and/or process)

5-6 % Capacity Increase - Non-Cap - 15,500/18,300 vs 16,500/19,400

Capacity Enhancement - 16,500/19,400 vs 25,000/30,000

20%

4.1 Enhance the reputation of UCPL internationally through continuous

improvement of integrated systems (ISO 9001, ISO 14001, ISO 17025, OSHA 18001,

BASC, CCS). Through the oustanding performance under the scope of Tech Area

(funtion and/or process).

5%

5%

5%

5%

5.1 Zero Safety Incidents/Accidents

5.2 Zero Environmental Incidents

5.3 Zero Ethic Incidents

5.4 Zero Security Incidents

5.5 Zero People Respect Incident

100%

Employee Comments:

Manager Comments:

4.2 HSE Improvement Program under the scope of Tech Area (funtion and/or

process)

10%

Remarks

Maxpro Budget Excecution Control 2014-15:

BEx < 102% scores 100%

BEx from 102% to 104% scores 75%

BEx from 104% to 106% scores 50%

BEx > 106% scores 0%

Quality Budget Excecution Control 2014-15:

BEx < 105% scores 100%

BEx from 105% to 110% scores 75%

BEx from 110% to 115% scores 50%

BEx > 115% scores 0%

See QA Tech Improvement Program

Implement 5Ss event in Laboratory 2014/15.

Laboratory Completion validated by Sponsor - Mar-01-15

scores 100%, less than that 0%

Total Output expected 12,700 MTY 2014-15 including Project

Shut down.

Output >= 12,700 score 100%

Output 12,500 to 12,700 score 75%

Output 12,300 to 12,500 score 50%

Output <12,300 score 0%

Scope of Work + QA, On Budget, on Schedule performance.

See score reported in CAPEX Matrix

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

Refer to Mzeb Capacity Imp. program - See MCI Matrix

score 100% if Program >90%

score 75% if Program 80-90%

score 50% if Program 70-80%

score 0% if Program <70%

- Zero Major Deviations in 3rd Party Audits (ISO 9001, ISO

14001, OSHA 18001; CCS; BASC) scores 100%, One Major

Deviation or more scores 0%

Improve PSM - Technology Elements - performance > 85%

level by Internal Audit scores 100%, less than that scores 0%

Efectiveness of closing Corrective and Preventive actions

under the scope of the Tech area. Efectiveness > 85%,

scores 100%, less than that scores 0%

Identify alternatives of reuse of wastewater NUTEL &

SWWTU; + Hydric Balance; + Concept Engineering for COD

Treatment completion scores 100%, less than that scores 0%

Employee Comments:

Manager Comments:

Refer to Core Values average score for the TECH Team

Objetivos de area Completion

DateApr-14 May-14

N.A

Control de la ejecución del presupuesto de laboratorio 31-03-15

Acreditación en la norma ISO 17025 para laboratorio 31-03-15

Implementación del programa de 5S el laboratorio 31-03-15

Cumplir con los requerimientos de aumento en la

producción de la palnta en cuanto al soporte de los analisis

de laboratorio. 31-03-15

N.A

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15 SCORE FOR DASHBOARD

N.A

Pasar la auditorias de tercera parte sin una sola NCM en el

sistema de gestión de calidad ISO 9001.31-03-15

Alcanzar el nivel (puntaje) definido por el comité de PSM

para el elemento de manejo del cambio 31-03-15

Asegurar el cierre de las no conformidades generadas

durante las auditorias internas y de tercera parte del sistema

de gestión ISO 9001.

31-03-15

N.A

Cero Incidentes/Accidentes Seguridad y Salud.

Cero Incidentes ambientales

Cero Incidentes Eticos

Cero Incidente de Security

Cero Incidente de Respeto a la Gente

31-03-15

Employee Comments:

Manager Comments:

Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-14 Feb-14

SCORE FOR DASHBOARD

Mar-14 YTD´14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14

SCORE FOR DASHBOARD SCORE FROM OBJECTIVE

Nov-14 Dec-14 Jan-14 Feb-14 Mar-14 YTD´14

SCORE FROM OBJECTIVE

Uniphos Colombia Plant Limited No.

Planta de Protección de Cultivos Página

Editado

Revisado

Nivel revisión

Anexo No.

Nombre Empleado

Cargo del Empleado

Nombre del Supervisor

Cargo del Supervisor

Fecha de Revision

Indicador Peso Evaluación

1. Accidentalidad 10% 0%

1.1 Incidente/Accidente de Seguridad( LTI,DO, FAC)

1.2 Incidente Ambiental

1.3 Incidente de Etica

1.4 Incidente de Security

1.5 Incidente de Respeto por la gente

2. Gestion en Seguridad Basada en el comportamiento 0% 0%

Auditoria Basada en comportamiento

Realización de la rondas, visualizacion de Condiciones y Actos Inseguros (

2 al mes ) realizando concientización en area

3. Desempeño en Comites 20% 0%

Central de Seguridad

Comite Paritario de Salud Ocupacional - COPASO

Seguridad de los Procesos 20%

Proteccion Ambiental

Energia y Seguridad Electrica

Salud y Seguridad de los Empleados

Seguridad de Contratistas

Distribucion y Custodia de Productos

Respuesta a Emergencias

Manejo Defensivo y Seguridad fuera del Trabajo

Security y BASC

Convivencia Laboral

4. Conciencia de Seguridad día a día 45% 0%

Asitencia a Charlas de SHE/Programa de Capacitacion Caimanes 15%

Agosto 20 2014

TEMA: GESTIÓN HUMANA

Rafael Garcia

Lider de laboratorio

Dino Moras

Technology and MaxPro+ Leader

Realización de Charlas según programación (Admon. Y Caimanada) 20%

Cumplimiento en tiempo del programa de Salud Integral 10%

5. Otros ( asignaciones especificas del area o del individuo) 5% 0%

Entrega Reportes Investigación de Incidente a tiempo 5%

Cumplimiento, Administración y eficacia para el procedimiento de MEPI-T

/ MEPI-S / EOI

Cierre de Acciones Correctivas a tiempo de acuerdo a programación

Participación en Grupo PHA con entrega a tiempo del informe final

Revision de Equipos de Emergencias

Realización Exitosa de auditoria Interna

Total

Observaciones:

3. Los individuos con rol de auditor interno tendra esta gestion como objetivo individual relacionado con el Objetivo Estrategico de Cumplimiento de

Auditorias 3ra parte en nivel de mejoramiento continuo.

4. Los empleados que tengan participacion en más de un comite , con el lider definiran el peso que le dará a cada comité.

5. Dentro del cumplimiento del programa de Salud Integral se incluye la notificación de Riesgos

6. El quinto elemento Otros esta dispuesto para que el lider pueda incluir algun objetivo especifico del rol de su colaborador relacionado con HSSE ,que

considere relevante y deberá ajustar los pesos o cumplimiento de mejores practicas .

1. La Distribución de los porcentajes de cada uno de los items , será definida por el Líder del Area con cada uno de sus colaboradores al inico de cada

año Fiscal. El item de Accidentalidad tendra un peso dentro del rango de 10% al 30% , proporcional a la exposición del riesgo de Accidentalidad.

2. Solo se tendran en cuenta en este formato los incidentes que hayan sido clasificados como DO MAYOR , LTI & FAC , que luego de una investigación

se determina la responsabilidad de la persona sobre el evento y el cumplimiento de las normas de Seguridad durante la ocurrencia.

:PORH-002

:2 de 2

:10/11/08

:22/07/13

:5

:7

Observación

-

Agosto 20 2014

TEMA: GESTIÓN HUMANA

Rafael Garcia

Lider de laboratorio

Dino Moras

Technology and MaxPro+ Leader

Un item no alcanzado califica 0% en este

indicador.El Líder del Area calificará este

item.

Para la evaluacion de este punto considerar los

Siguiente criterios:

Visita: 30 % , Informe: 30%, Cierre:40%

El concepto es emitido por SHE

Los lideres de los comites son los

encargados de evaluar el desempeño de los

miembros de su equipo, considerando:

Asistencia: 40% de la Evaluacion

Participación en actividades y cumplimiento

de Objetivos asignados 60%

SHE y Salud Integral valoraran estos items, de

acuerdo a los reportes de asistencias.

SHE valorará ese item.

El Líder del Area Evaluará y calificará

SHE valorará ese item.

El Líder del Area Evaluará y calificará

SHE valorará ese item.

Los Valora el auditor Lider

3. Los individuos con rol de auditor interno tendra esta gestion como objetivo individual relacionado con el Objetivo Estrategico de Cumplimiento de

Auditorias 3ra parte en nivel de mejoramiento continuo.

4. Los empleados que tengan participacion en más de un comite , con el lider definiran el peso que le dará a cada comité.

5. Dentro del cumplimiento del programa de Salud Integral se incluye la notificación de Riesgos

6. El quinto elemento Otros esta dispuesto para que el lider pueda incluir algun objetivo especifico del rol de su colaborador relacionado con HSSE ,que

considere relevante y deberá ajustar los pesos o cumplimiento de mejores practicas .

SHE y Salud Integral valoraran estos items, de

acuerdo a los reportes de asistencias.

1. La Distribución de los porcentajes de cada uno de los items , será definida por el Líder del Area con cada uno de sus colaboradores al inico de cada

año Fiscal. El item de Accidentalidad tendra un peso dentro del rango de 10% al 30% , proporcional a la exposición del riesgo de Accidentalidad.

2. Solo se tendran en cuenta en este formato los incidentes que hayan sido clasificados como DO MAYOR , LTI & FAC , que luego de una investigación

se determina la responsabilidad de la persona sobre el evento y el cumplimiento de las normas de Seguridad durante la ocurrencia.

40% 30% 30%

PROJECT WEIGHT QUALITY COST SCHEDULE SCORE

Capacity Increase - Non-Cap -

15,500/18,300 vs 16,500/19,400 40% 0%

Capacity Enhancement - CAPEX

16,500/19,400 vs 25,000/30,000 60% 0%

TOTAL 100% 0% 0% 0% 0%

MANCOZEB CAPACITY IMPROVEMENT

REMARKS

Implement the process adjustments to increase the

Mzeb capacity from 15,500/18,300 to 16,500/19,400

(actual/theoretical in mt/y), with minor CAPEX (less

than 25 KUSD)

Develop the Concept Note, Basic Eng. Definition

Project to enhance the Mzeb capacity from

16,500/19,400 to 25,000/30,000 (actual/theoretical in

mt/y), with CAPEX (less 5 MUSD)

MANCOZEB CAPACITY IMPROVEMENT

CAP

(mt/day)Apr May Jun Jul Aug Sep Oct

Dias 30 30 27 30 30 15 15

MTE DF 29 870 870 783 870 870 435 435

ELIXIR 20

SUBTOTAL 870 870 783 870 870 435 435

Dias 28 30 27 30 30 15 10

MTE WP 16 196 148 363 480 19 240 91

MTE TEC 14 230 60 60 60

MTE DF 12

EQC DF 12 242 28 270

SUBTOTAL 438 406 423 480 349 240 151

Dias 0 0 0 0 0 0 0

WET CAKE 4

TOTAL 1308 1276 1206 1350 1219 675 586

15.7 15.3 14.5 16.2 14.6 8.1 7.0

CAP

(mt/day)Apr May Jun Jul Aug Sep Oct

Dias 30 30 27

MTE DF 29 870 870 783

ELIXIR 20

SUBTOTAL 870 870 783 0 0 0 0

Dias 28 30 27

MTE WP 16 196 148 363

MTE TEC 14 230 60

MTE DF 12

EQC DF 12 242 28

SUBTOTAL 438 406 423 0 0 0 0

Dias 0 0 0 0 0 0 0

WET CAKE 4

TOTAL 1308 1276 1206 0 0 0 0

15.7 15.3 14.5 0.0 0.0 0.0 0.0

OPE=

FTPR=

PRODUCTION FORECAST 2014-15(metric tons)

EXP

ON

TD

UC

OLS

AW

C

ACTUAL PRODUCTION 2014-15(metric tons)

EXP

ON

TD

UC

OLS

AW

C

PROJECT=

CAP

(mt/day)Apr May Jun Jul Aug Sep Oct

Dias 30 30 27 30 30 15 15

MTE DF 29 870 870 783 870 870 435 435

ELIXIR 20

SUBTOTAL 870 870 783 870 870 435 435

Dias 28 30 27 30 30 15 10

MTE WP 16 196 148 363 480 19

MTE TEC 14 230 60 60

MTE DF 9 135

EQC DF 12 242 28 270 120

SUBTOTAL 438 406 423 480 349 135 120

Dias 0 0 0 0 0 0 0

WET CAKE 4

TOTAL 1308 1276 1206 1350 1219 570 555

15.7 15.3 14.5 16.2 14.6 6.8 6.7

CAP

(mt/day)Apr May Jun Jul Aug Sep Oct

Dias 30 30 27 30 30 15 15

MTE DF 29 870 870 783 870 870 435 435

ELIXIR 20

SUBTOTAL 870 870 783 870 870 435 435

Dias 28 30 27 30 30 15 10

MTE WP 16 196 148 363 480 19

MTE TEC 14 230 60 60

MTE DF 9 135

EQC DF 12 242 28 270 120

SUBTOTAL 438 406 423 480 349 135 120

Dias 0 0 0 0 0 0 0

WET CAKE 4

TOTAL 1308 1276 1206 1350 1219 570 555

(metric tons)

PRODUCTION FORECAST 2014-15 simulacion Ducolsa en Mte DF a partir de Agosto

DU

CO

LSA

WC

EXP

ON

TD

UC

OLS

AW

C

PRODUCTION REAL 2014-15 (metric tons)

EXP

ON

T

15.7 15.3 14.5 16.2 14.6 6.8 6.7

Nov Dec Jan Feb Mar YEAR @

%Mzeb 85%

29 28 29 27 30 320

841 812 203 145 870 8004 76% 7073

0 415 415 830 63% 603

841 812 618 560 870 8834 7677

29 28 29 27 30 313

49 277 293 261 88 2505 81% 2359

20 150 150 150 0 880 86% 880

0 76% 0

270 0 270 1080 63% 785

339 427 443 411 358 4465 4024

0 0 0 0 0 0

0 65% 0

1180 1239 1061 971 1228 13299 76% 11701

14.2 14.9 12.7 11.6 14.7

Nov Dec Jan Feb Mar YEAR @

%Mzeb 85%

87

2523 76% 2230

0 63% 0

0 0 0 0 0 2523 2230

85

707 81% 666

290 86% 290

0 76% 0

270 63% 196

0 0 0 0 0 1267 1152

0 0 0 0 0 0

0 65% 0

0 0 0 0 0 3790 77% 3382

0.0 0.0 0.0 0.0 0.0

PRODUCTION FORECAST 2014-15(metric tons)

ACTUAL PRODUCTION 2014-15(metric tons)

Nov Dec Jan Feb Mar YEAR @

%Mzeb 85%

29 28 29 27 30 320

841 812 841 145 870 8642 76% 7637

0 415 415 63% 302

841 812 841 560 870 9057 7939

29 28 29 27 30 313

1207 81% 1137

350 86% 350

164 252 261 243 270 1325 76% 1170

130 0 790 63% 574

294 252 261 243 270 3671 3231

0 0 0 0 0 0

0 65% 0

1135 1064 1102 803 1140 12728 75% 11170

13.6 12.8 13.2 9.6 13.7

Nov Dec Jan Feb Mar YEAR @

%Mzeb 85%

29 28 29 27 30 320

841 812 841 145 870 8642 76% 7637

0 415 415 63% 302

841 812 841 560 870 9057 7939

29 28 29 27 30 313

1207 81% 1137

350 86% 350

164 252 261 243 270 1325 76% 1170

130 0 790 63% 574

294 252 261 243 270 3671 3231

0 0 0 0 0 0

0 65% 0

1135 1064 1102 803 1140 12728 75% 11170

(metric tons)

PRODUCTION FORECAST 2014-15 simulacion Ducolsa en Mte DF a partir de Agosto

PRODUCTION REAL 2014-15 (metric tons)

13.6 12.8 13.2 9.6 13.7

UCPL

JUL 14

CENTRO DE COSTO 2014-15 YEE JUL 2014-15 BDGT VARYEE($) VARYEE(%)

Operations 5,366,780,347 5,026,091,087 340,689,259 6.8%

Maintainance-Barra 2,610,162,025 2,597,221,633 12,940,392 0.5%

General Services 1,418,819,974 1,387,797,244 31,022,730 2.2%

Management 1,281,173,234 1,192,235,527 88,937,708 7.5%

Sourcing 1,102,557,193 1,066,908,812 35,648,381 3.3%

Human Resources 1,081,970,610 1,077,819,468 4,151,142 0.4%

MAXPRO TECHNOLOGY 834,035,519 835,077,701 -1,042,181 -0.1%

Finance and Accounts 831,643,369 895,241,550 -63,598,181 -7.1%

Quality Lab 712,008,084 685,078,314 26,929,770 3.9%

Safety 694,745,628 729,324,259 -34,578,631 -4.7%

Information Technology 430,746,711 414,666,639 16,080,072 3.9%

Fixed Utilities 404,177,100 368,151,450 36,025,649 9.8%

Security 373,194,472 374,729,818 -1,535,346 -0.4%

Planning 155,525,242 155,055,534 469,709 0.3%

Grand Total 17,297,539,508 16,805,399,036 492,140,472 2.9%

MAXPRO TECHNOLOGY JUL 14

Concepto 2014-15 YEE JUL 2014-15 BDGT VARYEE($) VARYEE(%)

Payroll Total 723,018,703 722,450,547 568,157 0.1%

Other Personnel Costs Total 27,904,211 34,187,154 -6,282,943 -18.4%

REPAIRS & MAINTENANC Total 400,000 600,000 -200,000 -33.3%

STORE & SPARES Total 1,600,000 2,400,000 -800,000 -33.3%

SECURITY SERVICES Total 0 0 0 0.0%

LEGAL & PROFESIONAL Total 8,400,000 7,200,000 1,200,000 16.7%

UTILITIES FIXED: POWER Total 0 0 0 0.0%

EQUIPMENT RENT Total 22,361,948 22,600,000 -238,052 -1.1%

TRAVEL & CONVEYANCE Total 41,069,219 36,040,000 5,029,219 14.0%

RATE & TAXES Total 0 0 0 0.0%

ENVIROMENTAL EXPENSES Total 0 0 0 0.0%

COMMUNICATION Total 830,741 1,200,000 -369,259 -30.8%

OFFICE EXPENSES Total 400,000 600,000 -200,000 -33.3%

OTHER OVERHEADS Total 405,000 600,000 -195,000 -32.5%

INSURANCE Total 0 0 0 0.0%

UTILITIES FIXED: WATER Total 0 0 0 0.0%

OPERATING EXPENSES Total 7,645,697 7,200,000 445,697 6.2%

PRODUCT REGISTRATION Total 0 0 0 0.0%

TAX TO COST Total 0 0 0 0.0%

WAREHOUSING Total 0 0 0 0.0%

Grand Total 834,035,519 835,077,701 -1,042,181 -0.1%

1.8% 15,000,000 Extracostos en Viajes

Quality Lab 1.8% 15,000,000 Extracostos en Pers. Temp. Ingenieria Nuevos proyectos

JUL 14

Concepto 2014-15 YEE JUL 2014-15 BDGT VARYEE($) VARYEE(%)

Payroll Total 481,664,254 491,415,278 -9,751,024 -2.0%

Other Personnel Costs Total 55,633,339 37,023,036 18,610,303 50.3%

REPAIRS & MAINTENANC Total 32,806,555 15,200,000 17,606,555 115.8%

STORE & SPARES Total 101,828,936 100,000,000 1,828,936 1.8%

SECURITY SERVICES Total 400,000 600,000 -200,000 -33.3%

LEGAL & PROFESIONAL Total 34,445,000 37,600,000 -3,155,000 -8.4%

UTILITIES FIXED: POWER Total 0 0 0 0.0%

EQUIPMENT RENT Total 0 0 0 0.0%

TRAVEL & CONVEYANCE Total 1,170,000 600,000 570,000 95.0%

RATE & TAXES Total 0 0 0 0.0%

ENVIROMENTAL EXPENSES Total 0 0 0 0.0%

COMMUNICATION Total 560,000 840,000 -280,000 -33.3%

OFFICE EXPENSES Total 400,000 600,000 -200,000 -33.3%

OTHER OVERHEADS Total 400,000 600,000 -200,000 -33.3%

INSURANCE Total 2,300,000 0 2,300,000 0.0%

UTILITIES FIXED: WATER Total 0 0 0 0.0%

OPERATING EXPENSES Total 400,000 600,000 -200,000 -33.3%

PRODUCT REGISTRATION Total 0 0 0 0.0%

TAX TO COST Total 0 0 0 0.0%

WAREHOUSING Total 0 0 0 0.0%

Grand Total 712,008,084 685,078,314 26,929,770 3.9%

4.7% 32,300,000 Extracostos en ISO 17025

4.2% 28,994,864 Extracostos en insumos por mayor volumen

Observación Resumida Plan de Acción

Observación Resumida Plan de Acción

Extracostos en Pers. Temp. Ingenieria Nuevos proyectos

Observación Resumida Plan de Acción

Extracostos en insumos por mayor volumen

Expect. Actual Expect. Actual Expect.

UCPL AGSPECS 25% 100% 5,000,000$ 31-Dec-14Material Balance Update 25% 100% 5,000,000$ 31-Mar-15Value Stream Mapping Update 25% 100% 5,000,000$ 31-Oct-14

ISO 17025 Accreditation 25% 100% 55,000,000$ 31-Dec-14

TOTAL 100% 400% 70,000,000$

Improve the Manufacturing Quality Assurance performance through the update and renewal of the Technology Package after 3years of UCPL operations

50%

QUALITYTech Package WEIGHT

20%

COST

30%

SCHEDULE

SCORE

Actual

0%

REMARKS

Improve the Manufacturing Quality Assurance performance through the update and renewal of the Technology Package after 3years of UCPL operations

30%

SCHEDULE

Strong Words Words to Avoid

Develop Aim to

Execute Assume

Improve Broaden

Increase Continue

Produce Nurture

Manage Participate

Create Pursue

Generate Support

Design try

Save Money Make progress on

Decrease Cost Strive

Implement Work to

Use Strong Words To Start an Objective

Specific

Measureable

Attainable

Relevant

Time-Bound

What is a SMART Objective? A SMART objective is an objective that is clearly written. It contains a specific focus and can be measured. It is attainable for the employee and is relevant to the business. There is a specific time that this work would be accomplished vs. on-going work responsibilities.

pecific

easureable

ttainable

elevant

Bound