MANAGER LEVEL PERFORMANCE

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PERFORMANCE COMMUNICATION FORM Guidelines & Instructions PURPOSE: Parsons encourages open, objective and constructive communications between supervisors and employees as a critical foundation for mutual understanding of performance expectations and concerns, as well as developmental needs and opportunities for professional growth. The Performance Communication Form is the formal component of the desired open communications process which provides an opportunity for each employee to meet with their supervisor at least once each year to review progress against previously agreed upon goals; assess competencies; and, to establish new goals and objectives for the upcoming performance year. What stays the same: 1. The 5-point rating scale remains the same: Unsatisfactory, Needs Improvement, Meets Requirements, Very Good, Exceptional. 2. The purpose of the review process remains the same: to facilitate the performance review conversation and serve as the formal documentation of the results. 3. The procedure remains relatively unchanged: The employee initiates and drives the process by submitting a completed self-assessment, the supervisor and employee meet to discuss areas of differences in their ratings and reach agreement on development focus for the coming year. What's new: 1. Clarified instructions and guidelines help managers and employees communicate more effectively. 2. Competencies replace previous Performance Factors, and behaviors expected are clarified so that ratings are meaningful. The new Competencies reflect Parsons' Leadership Competencies for all employees. 3. Four unique sets of Competencies reflect expectations for different employee levels: Technical/Administrative, Professional, Manager & Senior Manager. 4. Alignment of performance and development goals to company and division goals adds value and meaning to the conversation. 5. More emphasis is placed on employee-driven and empowered performance assessment, planning and improvement. NEED HELP? Your Human Resources representative is available to advise or assist during the process, to train supervisors and managers, and counsel employees.

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MANAGER LEVEL PERFORMANCE

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EMPLOYEE PROCEDURES: 1. Complete the self assessment portion of the review and include Goals, Objectives and Key Assignments initiated or completed during the performance period. Be objective and include feedback from internal or external customers in support of your self-assessment wherever practical. Use the Employee Annual Review Preparation Job Aid on ParShare for help preparing your self-assessment. (Go to the Corporate Training & Development page on PWeb and click on Job Aids). 2. Review the performance (competency) expectations. Be honest when rating yourself. Lower ratings in a few areas are expected and can help guide your development planning. 3. A rating of "3" (Meets Requirements) does not require explanation or documentation. Ratings higher or lower than 3 should be appropriately documented with comments citing specific examples where possible. Development for improving performance in any of the competency areas can be documented on the last page under Development Goals for Current Position/Assignment. 4. Submit the self-assessment to your supervisor at least two weeks before your scheduled performance review meeting. Attend the meeting with an open mind and willing perspective. 5. Your supervisor will complete the assessment by adding his/her ratings of your performance. Your overall performance is averaged by combining ratings of Competencies and ratings of Performance and Assignment Goals. 6. The meeting conversation should focus on areas where there are significant contrasts in ratings. While agreement is the goal, the manager's ratings will be the official performance rating where differences of opinion exist. 7. You and your supervisor will acknowledge participation in the review process, either with a signed original or via an electronic acknowledgment, and your supervisor will forward the signed form to Human Resources. 8. You and your supervisor should each retain a copy of the electronic document for informal review and reference during the year and in preparation for the next formal review. Meet regularly with your supervisor during the next performance period to assess and monitor progress against goals and objectives or to address new challenges and opportunities as they arise. 9. Salary & Merit increases are determined by several factors including performance, but also including your job role, current salary grade, and of course, business performance.

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MANAGER LEVEL PERFORMANCE

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SUPERVISOR PROCEDURES:

1. Identify at which level of Performance your employee should be assessed: a. Technical/Administrative: Non-exempt or hourly performing technical or administrative work b. Professional: Exempt employees performing professional-level work c. Manager: Front line supervisors to middle managers d. Senior Manager: Senior Managers, Directors or above 2. Send notice to your employee to complete the self assessment portion of the appropriate level review form (above) at least 4 (four) weeks prior to your planned review meetings. Allow the employee about 2 weeks to complete the self-assessment and return it to you.
3. Add your comments and ratings in all the required areas. In each competency area, rate your employee on the performance behaviors that apply to their role/position according to the rating criteria on the front page of the form. Use the various Job Aids available on ParShare for help with all aspects of the Performance Management process. (Go to the Corporate Training & Development page on PWeb and click on Job Aids). 4. A rating of "3" (Meets Requirements) does not require explanation or documentation except where the employee and supervisor ratings do not agree. Ratings higher or lower than 3 should be appropriately documented with comments citing specific examples where possible. The overall performance is averaged by combining ratings of Competencies and ratings of Performance and Assignment Goals. Development for improving performance in any of the competency areas should be documented on the last page under Development Goals for Current Position/Assignment. 5. If required by your GBU, submit the form to HR for review and approval before giving the completed review to the employee. Always have HR review your form if: a. The employee is rated below satisfactory (meets expectations). b. The employee has been received disciplinary or performance counseling within the past 6 months. c. The employee is recommended for a promotion. d. You would like HRs input and feedback before delivering the review. 6. Schedule the annual review meeting and prepare to lead a balanced dialogue. Prepare to review areas of disagreement in ratings and consider development needs and opportunities that arise during the dialogue. The meeting conversation should focus on areas where there are significant contrasts in ratings. While agreement is the goal, the manager's ratings will be the official performance rating where differences of opinion exist. 7. You and your employee will acknowledge participation in the review process, either with a signed original or via an electronic acknowledgment. Forward the signed form to Human Resources. 8. You and your employee should each retain a copy of the electronic document for informal review and reference during the year and in preparation for the next formal review. Meet regularly during the next performance period to assess and monitor your employees progress against goals and objectives or to address new challenges and opportunities as they arise.

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MANAGER LEVEL PERFORMANCE

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For instructions on how to complete this form, go to Page 1, Guidelines & Instructions. To complete form online, tab to each section (gray box) and type in information or check boxes. Be detailed in your explanations; the gray boxes will expand as information is typed in. Employee ID: Type of Review (Specify) Period covered: NAME: Reviewer ID & Name:

PERFORMANCE COMMUNICATION FORM

Annual Other From: To:

SECTION 1: PERFORMANCE + ASSIGNMENT GOALS

List 3-5 key Performance or Assignment Goals for the current review period. Refer to previous years form for goals established and identify changed or new goals agreed upon through the review period. To copy and paste from last years form: Open last years form. Highlight/select the text to be copied. Go to EDITCOPY. Return to this form. Place your cursor in the text field below. Go to EDIT PASTE. Insert PERFORMANCE and ASSIGNMENT goals previously planned for this review period. For each goal, list the goal, list how success is measured, agreed upon target date or month and results. Employee Comments: Supervisor Comments: As the program currently being implemented has a medium to long time Supervisor enters time-frame the goals and objectives set continue to be of an ongoing comments/additions here nature, and are in most instances measured against the long term objectives of the program, namely successful completion of the airport expansion program. They are as follows; 1 Develop and manage procedures to ensure the end product meets the end user requirements and ensure transparency in the preparation of contract documents to obtain competitive bids for services and construction contracts. 2 Successfully manage the procurement process and ensure the team members under my control adhere to the procurement procedures while participating in the obtaining and evaluation of received bids. 3 Ensure the team members under my control produce contract documents fully in line with the procurement regulations and ensure the removal of ambiguity in the contract documents to ensure the bids received are fully responsive to the requirements of the end users. 4 Manage, encourage and offer advice and assistance to the team members on day to day procurement and contractual issues and control and manage the allocation of work in a systematic and orderly manner to ensure time frames and schedules are met to ensure the overall procurement schedule for the program is met. 5 Continue to develop and foster good working relationship with the other team members, install a feeling of belonging to the team and encourage all team members to develop and maintain good working relationships with the end usersFor each goal, list the goal, list how success is measured, agreed upon target date or month and results.

PERFORMANCE GOALS OVERALL RATING:

Self 1- U 2- N 3- M 4- V
5- E

Supervisor 1- U 2- N 3- M 4- V
5- E
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GOALS Next Review Period Insert 3-5 key PERFORMANCE or ASSIGNMENT goals planned for the next review period. For each goal, list the goal, list how success is measured, and agreed upon target date or month. Employee Comments Supervisor Comments It is my continued aim to further develop a team spirit and to continue to Supervisor enters manage and encourage the team members in the same manner comments/additions here improving systems and procedures as required which in turn will produce a valuable contribution to both Parsons International Ltd and the airport program as a whole. Install a more confident and assuring attitude in the team members and introduce a spirit of togetherness and cooperation between the team resulting in better production of documents and more timely and efficient use of resources. Continue to ensure the production of top notch quality products, error-free documents with the collaboration of all team members and to introduce and align the team members mindset towards this end. Develop and maintain a feedback mentality from the team members to ensure lessons are learned in order to contribute to the improvement of the products produced by the department. Continue to mentor and coach the team members to encourage them to do the best they can and to install a mentality of we can do better.For each goal, list the goal, list how success will be measured, agreed upon target date or month.

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MANAGER LEVEL PERFORMANCE

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SECTION 2: PERFORMANCE COMPETENCIES

General Instructions: Indicate the appropriate rating for each factor using specific examples wherever possible. (To enter an X in the rating box, use the mouse and place the cursor over the box and click. To enter text in the comments area, tab to the shaded area and begin typing.) RATINGS above or below 3- Meets Requirements appropriate narrative and comments are expected. RATINGS below 3- Meets Requirements require specific development/improvement plans. Development for improving performance in any of the competency areas can be documented on the last page under Development Goals for Current Position/Assignment. 1. COMMITMENT TO SAFETY a. Holds subordinates, teaming partners and subcontractors responsible and accountable for their safety performance and required training. Actively leads efforts to promote a total commitment to safety. Takes necessary actions to ensure that safety statistics are within company standards and monetary impacts due to safety issues are minimized. Role model for ensuring a safe work environment with a total commitment to safety. Supervisor comments: Supervisor observations

2. DEMONSTRATING INTEGRITY a. Demonstrates honesty, integrity, and respect for individuals in all situations. Models respect, honesty and integrity to employees. Provides appropriate rewards and consequences for honest and respectful behavior. b. Keeps promises and honors commitments, promising only what they can deliver. Supports their team to be able to keep commitments and removes barriers to keeping commitments. c. Demonstrates responsibility for company resources and assets (not wasteful). Supervisor comments: Supervisor observations

Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

Employee comments:

Supervisor comments:

Having brought many years experience to the project and having managed many teams of multi cultural employees I feel I bring a team player mentality and I am always prepared to participate and also make a positive contribution to group meetings/discussions. I also feel that I assist and coach others where this is necessary to put forward their ideas and thoughts and encourage close and cooperative relationships with the end user.Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

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MANAGER LEVEL PERFORMANCE

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4. QUALITY WORK, TECHNICAL COMPETENCE/JOB KNOWLEDGE a. Consistently completes assigned work thoroughly, accurately and on time. Removes barriers so that subordinates can complete tasks. Assists coworkers, peers and subordinates by providing expertise. Reliable & dependable. b. Demonstrates high level of competency and skill in their discipline. Understands the interrelation of roles and skills across the business unit. c. Leads efforts to implement larger process changes and removes barriers to improvement. Supports and fosters creativity and innovation. d. Focuses on the root cause of the problem, not the symptoms. Actively develops solutions to identified problems. Develops win-win solutions. e. Demonstrates creativity to deal with change and resource constraints. Employee comments:

Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

I feel, through my numerous years on large scale infrastructure projects, that I have an excellent knowledge in the field of contracts and commercial management and a wide and varied experience in the construction industry which enables me to assist in other areas where there are deficiencies in other departments/individuals and to provide sound and thoughtful advice to colleagues as and when required. Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

5. COMMUNICATION SKILLS a. Communicates effectively at all levels of the organization as well as with internal/external clients. b. Anticipates communication needs and proactively responds with timely information. Keeps employees, internal/external clients and related organizational units informed of current information. c. Produces written communication that is appropriate to the audience, concise, accurate and professional. d. Communicates verbally in a manner that is effective, professional and accurate. Presents ideas and information to peers, clients and superiors in a professional, concise and effective manner. Exhibits mastery of presentation skills. e. Demonstrates interpersonal sensitivity, tact, diplomacy, respect. Models strong interpersonal communication skills and coaches work team to improve interpersonal communications. Employee comments:

Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

In order for the program to be successful communication is a primary and key requirement. To achieve this objective I believe I have good and proficient communication skills with the ability to communicate clear and well defined directions and produce sound advice, judgments and guidance to my fellow peers and the ability to produce whatever documents required with a minimum fuss and assistance from others whilst keeping all parties fully informed of the process. Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

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MANAGER LEVEL PERFORMANCE 6. SELF-DEVELOPMENT & CONTINOUS IMPROVEMENT a. Seeks to learn from mistakes. b. Seeks feedback from peers, superiors and subordinates to improve performance. c. Creates and follows an individual development plan to improve performance and develop professionally. Identifies and completes appropriate management and leadership development opportunities. Creates a learning culture within work unit. d. Continually assesses business practices and looks for ways to improve them. e. Establishes formal and informal mechanisms for people to suggest improvements and innovations. Innovative approaches to defined work. Sees larger picture. f. Motivates and rewards people for identifying and implementing new ideas and for taking actions to improve work processes and services. Employee comments: Self
2345-

-5Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

With my experience and number of years in the construction industry I have experienced most situations regarding the industry and am confident, given my experience and my accomplishments, in my ability to deal with any situations as they arise whilst always willing to coordinate and seek advice and recommendations from my fellow work colleagues and continuously seeking further improvement and willingness to learn new processes and procedures through attendance at training seminars and conferences.Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

7. BUSINESS & FINANCIAL ACUMEN, RESOURCE MANAGEMENT a. Uses financial terms, measures and processes to optimize financial performance. Presents solid business cases for all potential projects, including costs and benefits, to ensure pursuing opportunities that will add value. b. Uses knowledge of the Parsons business model to impact the strategic goals of the organization. c. Allocates time and resources to high priority initiatives that will improve financial performance of the organization. d. Determines priorities for different activities and appropriate allocation of available resources among the activities. Employee comments:

Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

Given the necessity for result driven decisions and the nature of the business I am managing it is very important to always consider the end result and the financial consequences in the decision making process. I believe given my experience in the industry I can identify and prioritize key issues and ensure the allocation of time and resources are given to these issues to ensure timely completion and minimal impact on the overall program schedule. Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

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MANAGER LEVEL PERFORMANCE 8. MONITORING & MEASURING a. Understands how the job impacts overall goals and objectives of the workgroup, business unit and corporation. Actively supports those goals. b. Aligns work goals with business initiatives and strategies. Helps peers and coworkers better understand their impact on business goals. c. Modifies strategies and plans to incorporate new information. Ensures that direct reports understand their scope of authority and decision making. d. Ensures subordinates understand measures by which performance is assessed. Regularly monitors progress and communicates progress with all stakeholders. Employee comments: Self
2345-

-6Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

In my position and given the responsibilities that this position brings and the years of experience I bring to the position I believe I have the ability to manage and supervise my team members and to mentor their abilities within the parameters established within the overall program process. My experience also provides a wide knowledge of the construction process and this provides the ability to see the overall picture and address issues accordingly with respect to the targets and goals set for the projects.Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

9. TAKING CHARGE, INFLUENCING a. Takes responsibility for making difficult decisions and accepts the consequences. b. Handles problems and crises in a confident and decisive manner. c. Is visible, accessible and approachable, especially during times of crisis. d. Effectively considers alternatives before making decisions; avoids procrastination. e. Makes decisions using sound judgment and logical, critical thinking. f. Builds a common ground by encouraging input and feedback from all project stakeholders. Employee comments:

Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

Supervisor comments:

Given my position and the dependency the team members and the project requires of me and my experience in management roles I believe I can be relied upon to make the call if and when required. As team members encounter problems and issues I believe I make myself available to them for discussion and guidance and decisions are made with due consideration to facts and alternatives whilst always considering the overall effect of the decision on the project and the consequences of such decisions.Include comments for ratings above or below "3Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

10. MANAGING ORGANIZATIONAL TALENT a. Maximizes the abilities and potential of the current workforce. Identifies gaps in the talent, skills and knowledge needed to help the organization achieve its strategic goals. b. Actively recruits people who have the talent, skills, knowledge, behaviors and experience needed to fill the talent needs of the organization. c. Conducts career development discussions with direct reports. d. Delegates tasks and assignments that are consistent with direct reports development goals. Provides opportunities to develop new skills and acquire new knowledge.
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Self
2345-

Supervisor
2345-

1- U N M V
E

1- U N M V
E

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MANAGER LEVEL PERFORMANCE e. Uses developmental, positively-delivered performance feedback to address employee performance shortcomings.

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Employee comments:

Supervisor comments:

Having inherited the current team members and with the problems of recruiting further team members to the project I believe I have been able to implement a process of continuing development and push the current team members to maximize their abilities and potential and to bring out each team members strengths whilst trying to coach those team members needing further encouragement and build their confidence to meet the challenges and to achieve better output from each team member to bring additional contributions to the overall team effort while maintaining a 2 way flow of information to ensure everyone is kept in the picture and feels part of the team.Include comments for ratings above or below "3-Meets Requirements" Include comments for ratings above or below "3-Meets Requirements"

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SECTION 3: DEVELOPMENT GOALS

Development Goals for Current Position/Assignment Development Needed: Ratings below "3-Meets Requirements" require development/improvement plans. Identify Competency area(s) needing improvement or development here. Success Measures: Insert agreed upon measures of success for planned improvement goals. Target Date: Agreed upon target date

Development Goals for long-term Career/Professional Growth: (Use this area to outline longer range development activities to enable employee to assume greater responsibilities. This is separate from the development documented above for improving performance in competency areas)

SECTION 4: ACKNOWLEDGMENT
OVERALL RATING FOR PERFORMANCE AGAINST GOALS AND COMPETENCIES Performance Expectations: 1- Unsatisfactory: Inability to demonstrate competency even with supervision. Corrective action required. 2- Needs Improvement: Meets competency expectations some or most of the time, but frequently requires direction. 3- Meets Expectations: Does not require direction to achieve competency. Consistently meets expectations. 4- Very Good: Consistently meets expectations and occasionally exceeds expectations AND/OR can coach others to achieve competency. 5- Exceptional: Exceeds expectations most of the time. Regularly coaches or teaches others to develop the competency.

I affirm that I am knowledgeable of the Parsons Business Ethics Code, Conflicts of Interest Policy and requirements for confidentiality of Company proprietary information (Employee Agreement and Acknowledgment of Obligation). I reaffirm my agreement to comply with the listed Company policies as evidenced by my signature on the Business Ethics Code certification form and Conflicts of Interest certification form. EMPLOYEE ACKNOWLEDGEMENT:

SUPERVISOR ACKNOWLEDGEMENT: DATE REVIEWED WITH EMPLOYEE:

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