Dion Botha had a performance and development review covering his time as an IBL Student Engineer from February 27, 2012 to August 29, 2012. The review followed the standard template, addressing past performance through discussion of goals and competencies, setting future goals, and planning development activities. Dion's supervisor felt he had undertaken tasks efficiently and gained appreciation of the mill systems, and would gain more confidence over time. Dion felt the experience had been excellent for gaining exposure to various engineering work.

1. NAME: Dion Botha REVIEW PERIOD: (PAST) from 27/02/2012 / to 29/8/2012
TITLE: IBL Student Engineer PLANNING PERIOD: (FUTURE) from 29/8/2012 to 22/02/2012
JOB FAMILY: Engineering REVIEWER’S NAME: Daryl Adams
BUSINESS & LOCATION: Australian Paper REVIEWER’S TITLE: SESO/HV Specialist Engineer
DATE OF DISCUSSION: 29th
August 2012
As a guide, the time devoted to a Review meeting should be distributed broadly as:
PAST PERFORMANCE (45%):
1. Discussion on demonstrated performance and achievements over the review period;
2. Identification and discussion with manager on barriers to better performance, possibly including attention to processes, work styles and resources;
FUTURE ACHIEVEMENT & CAPABILITY DEVELOPMENT: (55%)
3. Goal/performance standard setting for the next period (typically 12 months);
4. Planning and discussion on future development – including training, secondment, job rotation and individual mobility/career interests.
You should not overly rely on the percentages listed above; they are intended to provide a
rough guide for priorities in preparing and conducting a Performance & Development Review meeting and to illustrate the broad 45/55 split in past vs future orientation.
Supporting documentation on PDR can be obtained from Human Resources.
PERFORMANCE &
DEVELOPMENT REVIEW
(PDR) MEETING
TEMPLATE/FORM

2. REVIEW AND DISCUSSION ON PAST PERFORMANCE – DEMONSTRATION OF CORE AND JOB SPECIFIC COMPETENCIES
AUSTRALIAN PAPER CORE COMPETENCIES:
Consider broadly the comments required against the Core Competencies relevant
to the individual’s responsibilities. Must include 3 of the remaining 6 after safety.
PAST PERFORMANCE FUTURE CAPABILITY
COMMENTS ON PREVIOUS PERFORMANCE Provide
examples. Note: no rating is necessary, however comments
are critical to ensure understanding
DEVELOPMENT Identify development activities
CUSTOMER SERVICE
Provision of consistent, superior service to internal and external customers.
Consider the demonstration of Customer Service through professional conduct, awareness of customers’
needs, “internal” service delivery, meeting/exceeding customer expectations, reliability and consistency
Has met targets, but needs more practice communicating
results back to the “customer”.
Discussed with Dion how to “blow his own trumpet” a
bit more, and also how to aim to exceed customer
expectations.
CONTINUOUS IMPROVEMENT
Ongoing improvement of business & individual performance and capabilities.
Consider demonstration of Continuous Improvement through improved business performance, openness
to new possibilities, increased personal capability, encouragement of others to develop themselves, seeking
feedback to improve.
Has openly learned new systems to tackle the tasks allocated. Suggest getting involved with EAGG activities.
CREATIVITY & INNOVATION
Alternative approaches to existing practices, problems, products and services.
Consider demonstration of Creativity & Innovation through encouragement of others to develop solutions,
delivery of solutions to complex problems and the ability to move beyond previously held ideas (“think
outside the box”).
Demonstrated creativity by detecting and highlighting problems
in PBSIV asset register while undertaking another task.
Continue development.
EMBRACING CHANGE
Adaptation to changes in relationships, structures and environment. Promotes change as
critical to maintaining competitive advantage.
Consider demonstration of Embracing Change through anticipating and adapting to changes in the work
environment, accepting/acting on constructive feedback and changing approach to best fit the situation
Has coped well with new environment at work, and also the big
change moving to Latrobe Valley.
Continue development.
ETHICS & ACCOUNTABILITY
Consistent promotion of professional standards of conduct in all business dealings and taking
responsibility for own performance/actions.
Consider demonstration of Ethics & Accountability through treating others with respect, keeping
commitments, inspiring the trust of others, contributing to Company growth, supporting the Company’s
guiding principles.
Dion is still early in his career, but has demonstrated
professional conduct and an ability to be trusted working
unsupervised in a complex heavy industrial environment.
Continue development.
ENVIRONMENT, SAFETY & HEALTH (ES&H)
Ensures healthy and safe workplace performance/behaviour and minimises the impact of our
operations on the environment.
Consider demonstration of ES&H through safety and environmental management performance (personally
and site), active support of “Mutual Care” philosophy; working together to deliver sustainable safety and
active participation in all ES&H processes.
Has demonstrated commitment to using required PPE and
flowing site access procedures.
Continue development.
WORKING RELATIONSHIPS
Effective teamwork and working relations with others. Consistent team contribution and
support to manager.
Consider demonstration and achievement of Working Relationships through respect for different views,
values, and styles, establishing and maintaining effective relations, working cooperatively in group situations
and working actively to resolve conflicts.
Dion appears to have fitted in with the group of current and
past graduates, and has used them to help find his way around
to achieve tasks allocated.
Continue getting to know electrical engineers and
tradespeople during remaining time at Maryvale.
Spend some time with Shift E&I.

3. JOB-SPECIFIC COMPETENCIES:
(defined on the position description)
PAST PERFORMANCE FUTURE CAPABILITY
COMMENTS ON PREVIOUS PERFORMANCE Provide
examples. Note: no rating is necessary, however comments
are critical to ensure understanding
DEVELOPMENT Set required development activities
ANALYSIS & PROBLEM SOLVING
Close and logical examination of complex information to make an accurate judgment and
reach a decision or support an assertion, followed by clear recommendation/action to remove
barriers to more effective performance.
Consider demonstration and achievement of the identification of key factors in complex situations, the
accuracy of analysis, the clarity and relevance of recommended action and the timeliness of analysis and
recommendations provided.
While working on the M2 Transformer temperatures Dion
identified that existing instruments were not working, and
found alternative temperature transmitters that will provide
better information.
Continue development.
COMMUNICATION
Transfers written and verbal messages, ideas and concepts effectively to differing audiences
by adapting the appropriate approach and using listening and comprehension skills.
Consider demonstration and achievement of effectively expressing ideas and thoughts verbally and in
writing, the use of good listening and comprehension, conducting effective presentations, keeping others
adequately informed and selecting and using appropriate communication methods.
Dion is a little too quiet, but this is expected as he finds his feet
in a large industrial environment.
Communication skills will improve as gets to know the
equipment and the people, and gains more
confidence.
INITIATIVE
Seeks out and acts on appropriate opportunities and calculated risks by demonstrating a
willingness to take on increased responsibilities and by displaying the ability to act
independently with minimal yet appropriate reference back to manager/supervisor.
Consider demonstration and achievement in readily undertaking self-development activities, seeking
increased responsibilities, taking independent action and appropriate risk, looking for and taking advantage
of opportunities and asking for help when needed.
Dion has identified better ways of completing some tasks, but
has seemed unsure about taking a risk and pushing forward
his initiatives This is understandable given Dion is in the very
early stages of his career.
Continue development.
TECHNICAL/PROFESSIONAL JOB KNOWLEDGE
The application of specialist, technical and generalist skills and knowledge, including
professional accreditations, to provide customers with the highest levels of support.
Consider demonstration and achievement in displaying competence in required job skills and knowledge,
exhibiting ability to learn and apply new skills, keeping abreast of current developments in area of
knowledge, displaying understanding of how job relates to others.
Has demonstrated the electrical technical knowledge expected
of a student engineer.
Will continue to learn more while completing his
studies and becoming familiar with industrial
equipment.
PRODUCTIVITY, EFFICIENCY & ACCURACY
Completes routine and assigned tasks efficiently and on time to support internal and external
client demands and the implementation of major projects.
Consider demonstration and achievement in efficiently organising and managing work flow, effectively
managing files, completing assigned tasks within deadline, anticipating administrative needs and managing
competing demands.
Completing allocated tasks as per schedule. Continue development.

4. INFLUENCING & NEGOTIATION
Modifies others’ perceptions or opinions effectively to secure their agreement and commitment
to an idea, product or course of action.
Consider demonstration and achievement in overcoming others’ objections with persuasion and persistence,
defining objectives and setting plans for important negotiations and following up with others to ensure
delivery of agreed actions.
A bit early to say – tasks allocated mean that Dion has spent
most time working alone.
As confidence builds use communication to better
influence other people and work groups to achieve
targets.

5. 2. GOAL REVIEW & SETTING:
GOAL REVIEW GOAL SETTING
Review the achievement of goals for the last period. Previously set goals were: In discussion, set goals and performance indicators for the future period.
GOAL SUMMARY (summarise goal’s title & any set KPIs) ACHIEVEMENT
RATING
M2 Camera System: Get camera system in to service.
MHF: Complete labelling of MHF assets.
M2 Transformer Temperature Alarms: With assistance from M2 E&I
maintenance, install new transmitters and commission transformer
temperature alarms in DCS.
Recovery Temperature Probes: Formulate plan and estimate to transfer
temperature probes to new DCS inputs.
VSD Replacement: With assistance from Power/Recovery E&I maintenance,
install and commission Y183-01 VSD (or similar alternative).
Personal Networking: Become involved in EAGG activities.
Switchboard tree update: Complete update of existing spread sheet to
ensure information matches single line diagram.
M2 Camera System: Formulate plan to restore camera
system.
MHF: Identify MHF assets that require labelling.
M2 Transformer Temperature Alarms: Formulate plan to
allow monitoring of transformer temperature alarms in DCS.
Recovery Temperature Probes: Identify temperature
probes that need transfer to new DCS inputs.
VSD Replacement: Identify which VSDs still need
replacement and select one as a project.
Automation Overview: Produce single page Automation
Overview for E&I Maintenance Manager.
Switchboard tree update: Update existing spread sheet to
ensure information matches single line diagram.
Exceeded
Achieved
Exceeded
Achieved
Achieved
Achieved
In progress
Goals are typically rated as: Reference information on setting goals can be printed from the HR Intranet site.
Not Achieved Achieved Exceeded Goal/Objective changed

6. 3. DEVELOPMENT PLANNING:
PLANNED DEVELOPMENT – Identify development activities that will increase individual capability and support Company objectives. Remember – your contribution to the
planning & participation in these development goals is critical to achieving these development goals.
1. Identify Development activities for the rotation and identify areas of intended capability/competency development.
Proposed development:
Research major engineering safety incidents and write short
summary (Longford, Piper Alpha, Texas City Refinery,
Deepwater Horizon).
Expected benefit:
Understanding the impact of poor safety culture.
Progress review date:
November 2012.

7. 4. COMMENTS:
REVIEWER’S COMMENTS:
Dion has undertaken the tasks given with enthusiasm and efficiency. These tasks were designed to help Dion gain an appreciation of the mill power distribution system’s
equipment, drawing system, and control systems, and I believe that this has been achieved.
As Dion gains more experience I believe he will gain more confidence to use the skills he has demonstrated.
Signature: Date:
GRADUATE’S COMMENTS
Contrasting myself now with myself at the start of my IBL placement, I feel my experience so far has been excellent.
I have understood and realised the need and use of a CMMS especially in large industrial sites such as Maryvale. I have been exposed to MHF, safety and compliance work of
which I previously did not know of.
I have done quite a bit of electrical engineering work including fault finding, the creation and updating of company drawings, documentation and databases (especially crucial in
the electrical field), plant equipment installation, and have had hands on experience with several DCSs. Through this work, I have often been forced to research and understand
things that are cross discipline to my field which I’m sure most will agree is greatly beneficial to any engineer.
I feel have I have been given enough work to satisfy me as well as enough freedom to research things I am unsure of. Also, where I have voiced my interest in areas, I have been
given opportunities to relevant work which has given me great job satisfaction.
In addition I am highly appreciative of both the formal and informal training that I have received during my placement. Informal training has included as being shown DC motor
maintenance, thermal imaging cameras for fault finding and maintenance and the various DCS training that I have been given. Formal training that has been afforded to me
includes an APPITA presentation skills workshop, Electrical Equipment in Hazardous Areas (EEHA) training, and CPR training.
I am keeping an electronic journal of my experience at Maryvale which I plan to submit at the end of my placement for use to future IBL students and/or graduates.
Acknowledgment signature: Date:
‘NEXT-UP’ MANAGER’S SIGNATURE:
Observations of the ‘next-up’ manager have been sought in the planning phase of this Xchange discussion and represented as required in the feedback in this document.
Signature: Date:
ON COMPLETION A COPY OF THE FORM MUST BE SENT TO THE BUSINESS HR DEPARTMENT AND THE ORIGINAL TO THE STAFF MEMBER,

8. Performance Development Review
Rating Guidelines:
Rating Rating descriptor
1 Insufficient
knowledge/time to
accurately assess
More time is required to develop an accurate appreciation of the individual’s competencies and to allow time for these to be demonstrated. This
arises from a new working relationship due to new manager, new staff member or new transfer.
Key observables:
N/A
Useful descriptors:
“More time required”
2 Does not meet
requirements
Level of competence needs further development to achieve the requirements of the position; insufficient progress towards achieving the agreed
goals and objectives. To be reviewed again within three months.
*Any rating at this level must be accompanied by specific examples to explain the reason for the observation and development planning should be undertaken to
work at correcting the deficiency.
Some common characteristics include:
• Performance fails to meet minimum required standards
• Competencies are generally not sufficient to meet performance requirements
• Difficulty in meeting routine deadlines
• Requiring excessive support and guidance from others
• Inclination to off-load work on colleagues
• Displays poor attitude towards others
• Serious problems have arisen based on individual's actions or would have arisen if not for
the actions of others
• Fails to predict arising problems
Useful descriptors:
“Of strong concern”
“Requires prompt attention”
‘Experiences considerable difficulty”
3 Generally meets
requirements
Competent in most requirements; significant progress towards achieving agreed goals and objectives.
Some common characteristics include:
• Meets some performance requirements
• Skills are usually sufficient to meet the demands of the task
• Meets most routine deadlines
• May experience difficulty in achieving tight deadlines or solving more complex problems or
tasks.
• Shows some initiative, though still requires guidance and direction at times
• Adequate people skills, has infrequent problems in relating to others.
Useful descriptors:
“Inconsistent”
“Needs development in..”

9. 4 Constantly meets
requirements
Competent in all requirements; constantly displays high quality work and achieves all agreed goals and objectives.
Some common characteristics include:
• Meets most set performance requirements.
• Displays solid ability in performing tasks within the position
• Frequently acts toward preventing problems
• Achieves goals frequently
• Usually shows good initiative though may at times require minor direction.
• Skills and/or experience generally sufficient to meet performance requirements
Useful descriptors:
“Meets requirements”
“Consistent”
“Build existing strength in ..”
5 Constantly exceeds
requirements
Highly competent in all requirements, achieves all agreed goals and objectives and is consistently effective in making a
major contribution to the business’ achievements.
Some common characteristics include:
• Meets all set performance requirements, often exceeding expectations and demands
• Shows ability to perform all tasks within position
• Acts strongly toward preventing problems arising.
• Consistently achieves goals and objective
• Shows strong initiative
• Generally interrelates well with others
• Generally makes an effort towards developing and strengthening working relationships
• Provides creative support to decision making.
• Regularly seeks additional tasks/responsibility.
• Displays depth in abilities and an understanding of the nature and environment of the
position and its impact on other roles within the company.
Useful descriptors:
“Strong”
“Superior”
“High developed competence”

10. CODE OF ETHICSCODE OF ETHICS
1. Strive to be a safe, positive, preferred place to work where high standards are upheld.
2. Commit to improve our own individual and team performances and to build our organisational capability.
3. Uphold the highest level of integrity in meeting customer and shareholder needs and expectations.

11. 4. Ensure fair and transparent decision making where our employees can be heard.
5. Accept that the best solutions may come from different levels of the organisation.
6. Commit to being a highly regarded corporate citizen, caring for the environment, and positively working with
our local communities and national stakeholders.

12. Basic Guidelines for Giving and Receiving Feedback
Feedback is an important part of our communication process. Without feedback individuals do not know when they have completed a task well or whether there was room
for improvement. Generally people feel more comfortable when feedback is positive/constructive rather than negative. Both positive and constructive feedback is useful
as it helps individuals to become aware of themselves, understand consequences of their actions and to change or modify behaviours.
Giving Feedback
• Be descriptive not prescriptive when giving feedback. Try to describe as objectively as possible what you have observed or heard.
• Be specific, avoid generalisations and ambiguous statements.
• Direct the feedback at modifiable behaviours, not at something which the receiver has little or no control over.
• Ensure that you own the feedback by using statements such as “I have noticed, I have observed, I have seen”.
• Focus on specific behaviour, rather than on a person or their intentions.
• Ensure that the feedback involves what or how something was done.
Receiving Feedback
• Listen carefully to the feedback being provided and don’t interrupt
• Make an effort not to be defensive. Evaluate what is being said with an open mind and try to understand it.
• If not forthcoming, seek examples of the behaviour to help you understand.
• Summarise in your own words what you understand has been provided in the feedback to ensure that you have not misunderstood.
• Reflect on the feedback to determine how you will modify or change your behaviour. This may mean giving yourself some time to think about or sort out what you
heard.

13. • Agree on actions/remedial actions going forward.