UCPL - INTEGRATED PERF

KFAs

Strategic Objectives

KPI
Weight

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%

Customer
Satisfaction /
Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal
year.

10%

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%

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-EthicPeople Respect. We are committed to
maintain and continuously improve on
a solid foundation rooted in each of
us.

10%

Total

100%

Employee Comments:

Manager Comments:

Employee Signature:
Supervisor Guide
Signature:

Notes:

Measure for other Results.If achievement < 70%

Payout = 0%

If achievement = 70%

Payout = 50%

If achievement = 100% and above

Payout = 100%
If achievement between 70% Payout
- 100% = Prorate of percentage of 50% to 100%
COMPONENTS OF INCENTIVE PAYMENT
Results measured based on:
EBITDA UPL = 10%
UCPL KFAs = 20%
Area KFAs = 30%
Individual Contribution = 40%
Premises
Administrative Employees: Maximum 5 objectives

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 environm
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.

UCPL - INTEGRATED PERFORMANCE SYSTEM 2014-15

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 March14 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 Site

8%

3.3 CAPEX Execution program:

SWWTU - Automation - Dehumidifiers - Nitrogen Generation - One Time

8%

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%

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 Work

3%

5.1 Zero Safety Incidents/Accidents

5.2 Zero Environmental Incidents
5.3 Zero Ethic Incidents

10%

5.4 Zero Security Incidents

5.5 Zero People Respect Incident

100%

9% was the result of 2012/13)

uring 2012/13.
nd Major Dangerous Occurrence without environmental impact.
e with environmental impact.

d disciplinary action required.

15
Remarks
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

Apr-14

May-14

Jun-14

Jul-14

- 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%

Five Zeros score 100%

The occurrence of only one single qualified
incident/accident score 0%

SCORE FOR DASHBOARD

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-14

Feb-14

Mar-14

YTD14

SCORE FROM OBJECTIVE

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-14

Feb-14

Mar-14

YTD14

UCPL Performance Evaluation

BMS DECISION BOARD
Employee Role:
Supervisor Guide:
Supervisor Role:
Revision Date:

TECH&MAXPRO AREA - INTEG

KFAs

Strategic Objectives

KPI
Weight

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%

Customer
Satisfaction /
Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal
year.

10%

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%

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-EthicPeople Respect. We are committed to
maintain and continuously improve on
a solid foundation rooted in each of
us.

10%

Total

100%

Employee Comments:

Manager Comments:

Employee Signature:
Supervisor Guide
Signature:

CH&MAXPRO AREA - INTEGRATED PERFORMANCE SYSTEM 2014-15

Especific Objectives

KPI
Weight
7%

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.

8%

2.1 Improve the Manufacturing Quality Assurance performance through the update
and renewal of the Technology Package after 3years of UCPL operations.
3.1 Continuously improve the Housekeeping of the Site:
Complete the 5S event on the Laboratory Area

10%

5%

3.2 Respond appropriately to new growing demand, through a significant

improvement on the Production Capability of the Site

10%

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

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

5%

5%
5.1 Zero Safety Incidents/Accidents
5.2 Zero Environmental Incidents
5.3 Zero Ethic Incidents
5.4 Zero Security Incidents

10%

5.5 Zero People Respect Incident

100%

SYSTEM 2014-15
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
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%

Completion
Date

Apr-14

May-14

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%

Refer to Core Values average score for the TECH Team

SCORE FOR DASHBOARD

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-14

Feb-14

SCORE FROM OBJECTIVE

Mar-14

YTD14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

FROM OBJECTIVE

Nov-14

Dec-14

Jan-14

Feb-14

Mar-14

YTD14

UCPL Performance Evaluation

BMS DECISION BOARD
Employee Name
Employee Role:
Supervisor Guide:
Supervisor Role:
Revision Date:

Rafael Garcia
Quality Leader
Dino Moras Cantillo
Technology and MaxPro+ Leader
Agosto 20 2014

TECH&MAXP
KFAs

Strategic Objectives

KPI
Weight

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%

Customer
Satisfaction /
Quality

2. Improve the Customer Satisfaction

versus the results of the 2013/14 fiscal
year.

10%

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%

Process

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%

Core Values

5. The Barranquilla Manufacturing Site

has built a strong corporate image of
excellence in H-S-E-Q-Sec-EthicPeople Respect. We are committed to
maintain and continuously improve on
a solid foundation rooted in each of
us.

10%

Total

100%

Employee Comments:

Manager Comments:

Employee Signature:
Supervisor Guide
Signature:

TECH&MAXPRO AREA - INTEGRATED PERFORMANCE SY

Especific Objectives

KPI
Weight

7%
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.

8%

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

3.1 Continuously improve the Housekeeping of the Site:

Complete the 5S event on the Laboratory Area

10%

5%

3.2 Respond appropriately to new growing demand, through a significant

improvement on the Production Capability of the Site

10%

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
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).

20%

5%

5%

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

5%

5%

5.1 Zero Safety Incidents/Accidents

5.2 Zero Environmental Incidents
5.3 Zero Ethic Incidents

10%

5.4 Zero Security Incidents

5.5 Zero People Respect Incident

100%

PERFORMANCE SYSTEM 2014-15

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

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%

Refer to Core Values average score for the TECH Team

Objetivos de area

Completion
Date

N.A

Control de la ejecucin del presupuesto de laboratorio

31-03-15

Acreditacin en la norma ISO 17025 para laboratorio

31-03-15

Implementacin del programa de 5S el laboratorio

31-03-15

Cumplir con los requerimientos de aumento en la

produccin de la palnta en cuanto al soporte de los analisis
de laboratorio.

31-03-15

N.A

Apr-14

May-14

N.A

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

sistema de gestin de calidad ISO 9001.

31-03-15

Alcanzar el nivel (puntaje) definido por el comit 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 gestin 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

SCORE FOR DASHBOARD

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-14

Feb-14

SCORE FROM OBJECTIVE

Mar-14

YTD14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

FROM OBJECTIVE

Nov-14

Dec-14

Jan-14

Feb-14

Mar-14

YTD14

Uniphos Colombia Plant Limited

No.

Planta de Proteccin de Cultivos

Pgina
Editado
Revisado
Nivel revisin
Anexo No.

TEMA:

GESTIN HUMANA

Nombre Empleado
Cargo del Empleado
Nombre del Supervisor
Cargo del Supervisor
Fecha de Revision

Indicador
1. Accidentalidad

Peso

Rafael Garcia
Lider de laboratorio
Dino Moras
Technology and MaxPro+ Le
Agosto 20 2014
Evaluacin

10%

0%

0%

0%

20%

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
Auditoria Basada en comportamiento

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

2 al mes ) realizando concientizacin en area
3. Desempeo en Comites
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 da a da
Asitencia a Charlas de SHE/Programa de Capacitacion Caimanes

45%
15%

0%

Realizacin de Charlas segn programacin (Admon. Y Caimanada)

Cumplimiento en tiempo del programa de Salud Integral

20%
10%

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

Entrega Reportes Investigacin de Incidente a tiempo

5%
5%

0%

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

/ MEPI-S / EOI
Cierre de Acciones Correctivas a tiempo de acuerdo a programacin
Participacin en Grupo PHA con entrega a tiempo del informe final
Revision de Equipos de Emergencias
Realizacin Exitosa de auditoria Interna

Total

Observaciones:

1. La Distribucin de los porcentajes de cada uno de los items , ser definida por el Lder del Area con cada uno de sus colab
ao Fiscal. El item de Accidentalidad tendra un peso dentro del rango de 10% al 30% , proporcional a la exposicin del riesg

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

se determina la responsabilidad de la persona sobre el evento y el cumplimiento de las normas de Seguridad durante la ocurr
3. Los individuos con rol de auditor interno tendra esta gestion como objetivo individual relacionado con el Objetivo Estrategico
Auditorias 3ra parte en nivel de mejoramiento continuo.
4. Los empleados que tengan participacion en ms de un comite , con el lider definiran el peso que le dar a cada comit.
5. Dentro del cumplimiento del programa de Salud Integral se incluye la notificacin de Riesgos

6. El quinto elemento Otros esta dispuesto para que el lider pueda incluir algun objetivo especifico del rol de su colaborador re
considere relevante y deber ajustar los pesos o cumplimiento de mejores practicas .

:PORH-002
:2 de 2

:10/11/08
:22/07/13
:5
:7

Rafael Garcia
Lider de laboratorio
Dino Moras
Technology and MaxPro+ Leader
Agosto 20 2014
Observacin

Un item no alcanzado califica 0% en este

indicador.El Lder del Area calificar 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 desempeo de los
miembros de su equipo, considerando:
Asistencia: 40% de la Evaluacion
Participacin en actividades y cumplimiento
de Objetivos asignados 60%

SHE y Salud Integral valoraran estos items, de

acuerdo a los reportes de asistencias.

SHE y Salud Integral valoraran estos items, de

acuerdo a los reportes de asistencias.

SHE valorar ese item.

El Lder del Area Evaluar y calificar

SHE valorar ese item.

El Lder del Area Evaluar y calificar

SHE valorar ese item.
Los Valora el auditor Lider

rea con cada uno de sus colaboradores al inico de cada

ional a la exposicin del riesgo de Accidentalidad.

O MAYOR , LTI & FAC , que luego de una investigacin

de Seguridad durante la ocurrencia.

o con el Objetivo Estrategico de Cumplimiento de

e le dar a cada comit.

o del rol de su colaborador relacionado con HSSE ,que

MANCOZEB CAPACITY IMPROVEMENT

40%
PROJECT

WEIGHT QUALITY

30%

30%

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%

MENT
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)

PRODUCTION FORECAST 2014-15

WC

DUCOLSA

EXPONT

(metric tons)
CAP
(mt/day)
Dias
MTE DF
ELIXIR
SUBTOTAL
Dias
MTE WP
MTE TEC
MTE DF
EQC DF
SUBTOTAL
Dias
WET CAKE

29
20

16
14
12
12

Apr

May

Jun

Jul

Aug

Sep

Oct

30
870

30
870

27
783

30
870

30
870

15
435

15
435

870

870

783

870

870

435

435

28
196

30
148
230

27
363
60

30
480

30
19
60

15
240

10
91
60

242
438

28
406

423

480

270
349

240

151

1308
15.7

1276
15.3

1206
14.5

1350
16.2

1219
14.6

675
8.1

586
7.0

TOTAL

ACTUAL PRODUCTION 2014-15

WC

DUCOLSA

EXPONT

(metric tons)
CAP
(mt/day)
Dias
MTE DF
ELIXIR
SUBTOTAL
Dias
MTE WP
MTE TEC
MTE DF
EQC DF
SUBTOTAL
Dias
WET CAKE
TOTAL

OPE=
FTPR=

29
20

16
14
12
12

Apr

May

Jun

Jul

Aug

Sep

Oct

30
870

30
870

27
783

870

870

783

28
196

30
148
230

27
363
60

242
438

28
406

423

1308
15.7

1276
15.3

1206
14.5

0
0.0

0
0.0

0
0.0

0
0.0

PROJECT=

PRODUCTION FORECAST 2014-15 simulacion Ducolsa en Mte DF

WC

DUCOLSA

EXPONT

(metric tons)
CAP
(mt/day)
Dias
MTE DF
ELIXIR
SUBTOTAL
Dias
MTE WP
MTE TEC
MTE DF
EQC DF
SUBTOTAL
Dias
WET CAKE

29
20

16
14
9
12

Apr

May

Jun

Jul

Aug

Sep

Oct

30
870

30
870

27
783

30
870

30
870

15
435

15
435

870

870

783

870

870

435

435

28
196

30
148
230

27
363
60

30
480

30
19
60

15

10

135
242
438

28
406

423

480

270
349

135

120
120

1308
15.7

1276
15.3

1206
14.5

1350
16.2

1219
14.6

570
6.8

555
6.7

TOTAL

PRODUCTION REAL 2014-15

WC

DUCOLSA

EXPONT

(metric tons)
CAP
(mt/day)
Dias
MTE DF
ELIXIR
SUBTOTAL

29
20

Dias
MTE WP
MTE TEC
MTE DF
EQC DF
SUBTOTAL

16
14
9
12

Dias
WET CAKE
TOTAL

Apr

May

Jun

Jul

Aug

Sep

Oct

30
870

30
870

27
783

30
870

30
870

15
435

15
435

870

870

783

870

870

435

435

28
196

30
148
230

27
363
60

30
480

30
19
60

15

10

242
438

28
406

423

1308

1276

135
480

270
349

135

120
120

1206

1350

1219

570

555

15.7

15.3

14.5

16.2

14.6

6.8

6.7

FORECAST 2014-15

tric tons)
Nov

Dec

Jan

Feb

Mar

YEAR

@
%

29
841

29
203
415
618

27
145
415
560

30
870

320
8004
830
8834

76%
63%

841

28
812
0
812

7073
603
7677

29
49
20

28
277
150

29
293
150

27
261
150

30
88
0
270
358

313
2505
880
0
1080
4465

81%
86%
76%
63%

2359
880
0
785
4024

0
0

65%

270
339

427

443

0
411

1180
14.2

870

Mzeb 85%

1239
14.9

1061
12.7

971
11.6

1228
14.7

13299

76%

11701

Dec

Jan

Feb

Mar

YEAR

@
%

Mzeb 85%

76%
63%

87
2523
0
2523

2230
0
2230

85
707
290
0
270
1267

81%
86%
76%
63%

666
290
0
196
1152

0
0

65%

3790

77%

3382

DUCTION 2014-15

tric tons)
Nov

0
0.0

0
0.0

0
0.0

0
0.0

0
0.0

acion Ducolsa en Mte DF a partir de Agosto

tric tons)
Nov

Dec

Jan

Feb

Mar

YEAR

@
%

29
841

29
841

320
8642
415
9057

76%
63%

841

27
145
415
560

30
870

841

28
812
0
812

7637
302
7939

29

28

29

27

30

313
1207
350
1325
790
3671

81%
86%
76%
63%

1137
350
1170
574
3231

0
0

65%

164
130
294

252

261

252

1135
13.6

870

270

261

243
0
243

270

Mzeb 85%

1064
12.8

1102
13.2

803
9.6

1140
13.7

12728

75%

11170

Nov

Dec

Jan

Feb

Mar

YEAR

@
%

Mzeb 85%

29
841

29
841

320
8642
415
9057

76%
63%

841

27
145
415
560

30
870

841

28
812
0
812

7637
302
7939

29

28

29

27

30

313
1207
350
1325
790
3671

81%
86%
76%
63%

1137
350
1170
574
3231

0
0

65%

12728

75%

11170

N REAL 2014-15

tric tons)

164
130
294

252

261

252

1135

1064

870

270

261

243
0
243

1102

803

270

1140

13.6

12.8

13.2

9.6

13.7

UCPL
JUL 14
CENTRO DE COSTO
Operations
Maintainance-Barra
General Services
Management
Sourcing
Human Resources
MAXPRO TECHNOLOGY
Finance and Accounts
Quality Lab
Safety
Information Technology
Fixed Utilities
Security
Planning
Grand Total

2014-15 YEE JUL

5,366,780,347
2,610,162,025
1,418,819,974
1,281,173,234
1,102,557,193
1,081,970,610
834,035,519
831,643,369
712,008,084
694,745,628
430,746,711
404,177,100
373,194,472
155,525,242
17,297,539,508

2014-15 BDGT
5,026,091,087
2,597,221,633
1,387,797,244
1,192,235,527
1,066,908,812
1,077,819,468
835,077,701
895,241,550
685,078,314
729,324,259
414,666,639
368,151,450
374,729,818
155,055,534
16,805,399,036

VARYEE($) VARYEE(%)
340,689,259
6.8%
12,940,392
0.5%
31,022,730
2.2%
88,937,708
7.5%
35,648,381
3.3%
4,151,142
0.4%
-1,042,181
-0.1%
-63,598,181
-7.1%
26,929,770
3.9%
-34,578,631
-4.7%
16,080,072
3.9%
36,025,649
9.8%
-1,535,346
-0.4%
469,709
0.3%
492,140,472
2.9%

2014-15 YEE JUL

723,018,703
27,904,211
400,000
1,600,000
0
8,400,000
0
22,361,948
41,069,219
0
0
830,741
400,000
405,000
0
0
7,645,697
0
0
0
834,035,519

2014-15 BDGT
722,450,547
34,187,154
600,000
2,400,000
0
7,200,000
0
22,600,000
36,040,000
0
0
1,200,000
600,000
600,000
0
0
7,200,000
0
0
0
835,077,701

VARYEE($) VARYEE(%)
568,157
0.1%
-6,282,943
-18.4%
-200,000
-33.3%
-800,000
-33.3%
0
0.0%
1,200,000
16.7%
0
0.0%
-238,052
-1.1%
5,029,219
14.0%
0
0.0%
0
0.0%
-369,259
-30.8%
-200,000
-33.3%
-195,000
-32.5%
0
0.0%
0
0.0%
445,697
6.2%
0
0.0%
0
0.0%
0
0.0%
-1,042,181
-0.1%

MAXPRO TECHNOLOGY
JUL 14
Concepto
Payroll Total
Other Personnel Costs Total
REPAIRS & MAINTENANC Total
STORE & SPARES Total
SECURITY SERVICES Total
LEGAL & PROFESIONAL Total
UTILITIES FIXED: POWER Total
EQUIPMENT RENT Total
TRAVEL & CONVEYANCE Total
RATE & TAXES Total
ENVIROMENTAL EXPENSES Total
COMMUNICATION Total
OFFICE EXPENSES Total
OTHER OVERHEADS Total
INSURANCE Total
UTILITIES FIXED: WATER Total
OPERATING EXPENSES Total
PRODUCT REGISTRATION Total
TAX TO COST Total
WAREHOUSING Total
Grand Total

Quality Lab

1.8%

15,000,000 Extracostos en Viajes

1.8%

15,000,000 Extracostos en Pers. Temp. Ingenieria Nuevo

JUL 14
Concepto
Payroll Total
Other Personnel Costs Total
REPAIRS & MAINTENANC Total
STORE & SPARES Total
SECURITY SERVICES Total
LEGAL & PROFESIONAL Total
UTILITIES FIXED: POWER Total
EQUIPMENT RENT Total
TRAVEL & CONVEYANCE Total
RATE & TAXES Total
ENVIROMENTAL EXPENSES Total
COMMUNICATION Total
OFFICE EXPENSES Total
OTHER OVERHEADS Total
INSURANCE Total
UTILITIES FIXED: WATER Total
OPERATING EXPENSES Total
PRODUCT REGISTRATION Total
TAX TO COST Total
WAREHOUSING Total
Grand Total

2014-15 YEE JUL

481,664,254
55,633,339
32,806,555
101,828,936
400,000
34,445,000
0
0
1,170,000
0
0
560,000
400,000
400,000
2,300,000
0
400,000
0
0
0
712,008,084
4.7%
4.2%

2014-15 BDGT
VARYEE($) VARYEE(%)
491,415,278
-9,751,024
-2.0%
37,023,036
18,610,303
50.3%
15,200,000
17,606,555
115.8%
100,000,000
1,828,936
1.8%
600,000
-200,000
-33.3%
37,600,000
-3,155,000
-8.4%
0
0
0.0%
0
0
0.0%
600,000
570,000
95.0%
0
0
0.0%
0
0
0.0%
840,000
-280,000
-33.3%
600,000
-200,000
-33.3%
600,000
-200,000
-33.3%
0
2,300,000
0.0%
0
0
0.0%
600,000
-200,000
-33.3%
0
0
0.0%
0
0
0.0%
0
0
0.0%
685,078,314
26,929,770
3.9%
32,300,000 Extracostos en ISO 17025
28,994,864 Extracostos en insumos por mayor volumen

Observacin Resumida

Plan de Accin

Observacin Resumida

Plan de Accin

s. Temp. Ingenieria Nuevos proyectos

Observacin Resumida

umos por mayor volumen

Plan de Accin

Improve the Manufacturing Quality Assurance performance through the update and renewal of the Technolog
50%
Tech Package

WEIGHT

20%

QUALITY
Expect.

COST

Actual

Expect.

ISO 17025 Accreditation

25%
25%
25%
25%

100%
100%
100%
100%

$
$
$
$

5,000,000
5,000,000
5,000,000
55,000,000

TOTAL

100%

400%

70,000,000

UCPL AGSPECS
Material Balance Update
Value Stream Mapping Update

30%
SCHEDULE
Actual

Expect.

31-Dec-14
31-Mar-15
31-Oct-14
31-Dec-14

nd renewal of the Technology Package after 3years of UCPL operations

30%
SCHEDULE

SCORE

Actual

0%

REMARKS

Use Strong Words To Start an Objective

Strong Words

Words to Avoid

Develop
Execute
Improve
Increase
Produce
Manage
Create
Generate
Design
Save Money
Decrease Cost
Implement

Aim to
Assume
Broaden
Continue
Nurture
Participate
Pursue
Support
try
Make progress on
Strive
Work to

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.

Specific
Measureable
Attainable
Relevant
Time-Bound

pecific
easureable
ttainable
elevant
Bound