PMS KPI

HR.SOP. 15.2.a

Staff Name: VICTOR LEE KWANG TAO Post/Grade: M4

Planned Targets Mid Year Review Mid Year Revised Target Year End Review
STRATEGIC OBJECTIVES OF THE COMPANY 2024 Unit KRA/Key Accountability KPIs Objectives evidence Weightage (a) Threshold On target Stretch Comment on MidYear Achievement Threshold On Target Stretch Comment on Year End Achievement Rating Score (b) Weighted Score (a) x (b)
1

Engaged and facilitated with

potential investors in
securing land for
development

Conduct due diligence and

report back to management
Ensure the execution with potential investors are timely and findings before re-
Development of logistics Hub IZ 5 and IZ 6 information transfer within internal stakeholders are accurate engagement with investors 40.00%
and updated at all times
Generate a new business
model and proposal e.g.
container yard facility, lorry
parking bay within IZ 5 to
facilitate the logistics
constraint for mega
investors

1. Follow up with KKIP

finance and SDV finance to
ensure reconciliation is
within timeline i.e April
2024 prior to handover

2. Follow up with KKIP

Ensure that the fincancial reconciliation, site resoration technical team to ensure
Development of Anjung Malawa and balance of pocket
between KKIP and SDV is within timline, and removal of tenant that site restoration by SDV 20.00%
lands
that has overstayed within the premise will be done prior to
handing over

3. Scout and lookout for

potential investors looking
to rejuvenate Anjung
Malawa while maintaining
its building structure

3
Engagae with OMA arkitek
Identify and engage with consultant whilst aiding them in
and Chang SB and work
developing the master plan for the balance of land
closely with them with
Masterplan development for balance of 400 acres of
regards to the development 10.00%
land within KKIP - residential area and south west zone Ensure that our master plan development will meet the
of master plan and to report
timeline of the grant by September 2024 or earlier, ideally July
ot the board as and when
2024
required

1. Engaged with IT services

to establish a shared drive
Establish and manage network sharing drive between business acesssible by all members of
development to ensure transparency and efficient flow of data the business unit along with
transfer their respective supervisors.
Database analysis for business development within
15.00%
shared folder
Develop and reorganise existing financial model to incorporate 2. Ensure that a structure is
analytical elements that will aid in efficient and accurate created within the shared
decision making file to which information
transfer could be as
accurate as possible

5
Create and maintain a shared drive that is accessible by all
staff members within business development.
Network and unit organisational mapping for business
15.00%
development
Ensure that data/documents that are within the folder are
accurate

100.00%

Signature/Date
Overall Performance =
75% x (KPI Score)
___________________________
+ 20% x (Competencies Score) Appraisor:

+ 5% x (HR & Related Issues)

___________________________
TOTAL Appraisee:

KPI Rating Scale Guide

Page 1
 PMS KPI
Threshold On Target Stretch
1 2 3 4 5 ___________________________
Far Below Requirement Below requirement Meets requirements Exceeds requirements Far Exceeds requirements GCEO/SGVP
Met Performance
Expectations of threshold Met performance expectations of Met Performance expectations of Exceeded performance
Did Not meet performance expectations of threshold lev level/range target level/range stretch level/range expectations of stretch level
___________________________
HR

Page 2
 Name:_____________________________ Performance Management HR.SOP. 15.2.a

Balanced Scorecard
Performance Planning Planned Targets Mid Year Review Mid Year Revised Targets Year End Review
Weigh-
Ref Comment on Mid Comment on Year Rating Scale Weighted
tage Threshold On-Target Stretch Threshold On-Target Stretch
. *Key Result Area / Key Accountabilities Key Performance Indicator (KPIs) Year Achievement End Achievement (b) Score
(a)
No.
% (1 - 5) (a) × (b)

7
0% Total Weighted Score

Overall Performance =

75% x (KPI Score)

+ 20% x (Competencies Score)

+ 5% x (HR & Related Issues)

TOTAL

KPI Rating Scale Guide

(Threshold) (On -Target) (Stretch)
1 - Far below requirements 2 - Below requirements 3 - Meets requirements 4 - Exceeds requirements 5 - Far exceeds requirements
Met performance expectations of Met performance expectations of Met performance expectations of stretch Exceeded performance expectations
Did not meet performance expectations of threshold levels
threshold level/range target level/range level/range of stretch level

*KRA to cover these dimensions: Financial; Customer; Internal Process; Learning & Growth
Competency Section: Behaviour Standards

Competencies Behaviour Standards for Band A (SPG & M1)

Comment - Mid- Comment - Year-
(a) Business Acumen (b) Analytical Thinking (c) Forward Thinking (d) Change Year Achievement End Achievement Rating
Scale (1-5)
Continuously assesses the business Defines critical areas to focus on, Anticipates how emerging local and Promotes an organisational culture in
1. environment and global trends to identify understands the strengths and international trends will shape future which constructive changes is the norm
Thinks Pro- potential risks and future opportunities; weaknesses of different kinds of growth and helps position K.K.I.P.
actively preparing K.K.I.P. to capitalise evidence and data, and reflects this in and investors to capitalise on them
Business from the opportunities and readying it for decision-making
any downside

(a) Efficiency oriented (b) Results oriented (c) Customer focused (d) Quality assurance
Appropriately allocates resources across Sets and supports the achievement of Ensures that customers’ perspective Creates a culture of excellence through
2. departments to achieve corporate challenging organisation goals, is the driving force behind all value- implementing breakthrough quality
objectives recognising staff who demonstrate a added business activities concepts and practices
Drives Results devotion to the achievement of
organisational goals

(a) Pursues self development (b) Takes initiative (c) Creativity and innovation
Defines and reinforces the importance of Initiates projects that create strategic Supports and encourages
learning for the organisation, teams, and opportunities and coaches others to organisation wide innovation and
CORE

3. individuals relating to specific projects recognize and appropriately act on creative thinking by championing the
Growth Oriented and corporate initiatives upcoming opportunities testing of new approaches which may
add strategic value to K.K.I.P.

(a) Compliance (b) Responsibility (c) Stress Tolerance

Ensures employees take responsibility Encourages personal ownership by Fosters organisational wellness by
and accountability for adherence to instilling passion, recognising developing/ providing systems and
4. Achieves company rules, regulations and contributions and empowering tools to manage stress and handle
Professionalism procedures by communicating individuals and teams to accomplish conflicting demands
expectations and rewarding exemplary tasks
behaviour

(a) Builds and leverages networks (b) Tact and diplomacy (c) Information sharing (d) Team player
Participates in networking events, staying Ensures that all K.K.I.P.’s interactions Builds a climate of trust and Removes barriers to teamwork and
5. abreast of the changing business with internal and external stakeholders openness in the workplace to ensure collaboration and creates an environment
environment, and exchanging are based on a genuine regard for other the free flow of ideas and that rewards effective teamwork to
Builds information critical to achieving K.K.I.P.’s views and positions information between individuals and achieve business objectives
Relationships business objectives and strategies groups throughout K.K.I.P.

Sets clear directions & expectations

Paints a compelling vision for K.K.I.P., Sets challenging short and long-term Monitors K.K.I.P.’s performance and
6. identifies key challenges and defines clear milestones for K.K.I.P., with clearly realigns the business/ operations and
strategies to overcome these defined key performance indicators that strategies to meet K.K.I.P.’s vision
Leads Others are reviewed regularly to ensure and mission
continued relevance
LEADERSHIP

(a) Develops team capability (b) Empowers and motivates (c) Fairness and objectivity
Anticipates K.K.I.P.‘s future needs and Creates a culture of ownership in K.K.I.P. Fosters an organisational culture that
builds capability to meet current and by role modelling delegation, pushing promotes integrity by establishing/
future requirements decisions downwards where adhering to K.K.I.P.’s values, guiding
7. Encourages learning, and self appropriate, and recognising individual behaviours and standards
Mobilises Talent development through own example and and team success
driving related organisation processes

Total Score:

Competency Rating Scale Guide

1 – Far Below Requirement 2 - Below Requirement 3 – Meets Requirement 4 - Exceeds Requirement 5 - Far Exceeds Requirement
LESS than HALF required behaviours of the expected MORE THAN HALF required behaviours of the ALMOST ALL required behaviours of the ALL required behaviours of the expected proficiency level
The required behaviours of the expected proficiency level are displayed expected proficiency level are displayed expected proficiency level are displayed are displayed
proficiency level are NOT displayed
The required behaviours are The required behaviours displayed with HIGH IMPACT
The required behaviours are SELDOM displayed The required behaviours are OFTEN displayed CONSISTENTLY displayed and/or demonstrates behaviours of the NEXT LEVEL
Competency Section: Behaviour Standards

Competencies Behaviour Standards for Band B (M2, M3 & M4)

Comment - Mid- Comment - Year-
(a) Business Acumen (b) Analytical Thinking (c) Forward Thinking (d) Change Year Achievement End Achievement Rating
Scale (1-5)
Recognises opportunities and potential Uses a wide range of evidence from Identifies long-term business Drives the need to constantly change and
1. threats in the medium term and acts to diverse sources to identify problems, implications of decisions and improve in order to stay ahead of the
Thinks Pro- optimise K.K.I.P’s advantage understand them, and develop effective actions on the achievement of competition and takes necessary action
Business solutions department objectives within own department

(a) Efficiency oriented (b) Results oriented (c) Customer focused (d) Quality assurance
Appropriately allocates resources within Monitors progress and makes timely Creates feedback mechanisms and Champions the continuous improvement
own department to achieve optimum interventions to resolve problems, ensures customers’ interests and of work methods, policies and practices
2. results ensuring plans progress to meet desired concerns are incorporated into by providing needed resources
Drives Results results improved policies and processes

(a) Pursues self development (b) Takes initiative (c) Creativity and innovation
CORE

Role models for continuous self Identifies new ways to contribute to the Encourages, solicits and supports
development and demands it of others business and translates ideas into experimentation in own
3. actions department and allows for
Growth Oriented occasional setback or failures

(a) Compliance (b) Responsibility (c) Stress Tolerance

Gives feedback appropriately on Takes ownership for making decisions Demonstrates stamina and stress
employees who consistently fail to comply and taking actions that benefit the resistance in the face of
4. Achieves with company rules, regulations and department and organisation as a challenges, helping the
Professionalism procedures whole department to prioritise and stay
focused, motivating them to stay
positive

(a) Builds and leverages networks (b) Tact and diplomacy (c) Information sharing (d) Team player
Establishes and leverages on an extensive Establishes and maintains an Puts mechanisms in place for Encourages team to look beyond own
5. network of contacts to gather information environment conducive to diverse sharing information between interests and takes responsibility for
Builds and achieve K.K.I.P.’s objectives points of view, open problem-solving departments and team members K.K.I.P.’s success
Relationships discussions, and consensus building

Sets clear directions & expectations

Contributes to the translation of K.K.I.P.’s Regularly reviews department
6. strategies and plans into achievable objectives to ensure they are congruent
Leads Others outcomes and tangible actions and goals with those of other departments and
for own department relevant to changing industry demands
LEADERSHIP

(a) Develops team capability (b) Empowers and motivates (c) Fairness and objectivity
Creates opportunities for individuals to Motivates others to move towards Demonstrates consistency in
acquire and practise new skills and improving performance by providing principles, practices and
7. capabilities meaning and challenge as well as by behaviours
Mobilises Talent involving them in decisions related to
work outputs and career development

Total Score:

Competency Rating Scale Guide

1 – Far Below Requirement 2 - Below Requirement 3 – Meets Requirement 4 - Exceeds Requirement 5 - Far Exceeds Requirement
LESS than HALF required behaviours of the expected MORE THAN HALF required behaviours of the ALMOST ALL required behaviours of the ALL required behaviours of the expected proficiency level
The required behaviours of the expected proficiency level are displayed expected proficiency level are displayed expected proficiency level are displayed are displayed
proficiency level are NOT displayed
The required behaviours are The required behaviours displayed with HIGH IMPACT
The required behaviours are SELDOM displayed The required behaviours are OFTEN displayed CONSISTENTLY displayed and/or demonstrates behaviours of the NEXT LEVEL
Competency Section: Behaviour Standards

Competencies Behaviour Standards for Band C (E1)

Comment - Mid- Comment - Year-
(a) Business Acumen (b) Analytical Thinking (c) Forward Thinking (d) Change Year Achievement End Achievement Rating
Scale (1-5)
Keeps up to date on industry trends and Analyses issues based on information Balances long term priorities with Clarifies objectives for changes and
1. acts to optimise K.K.I.P.’s advantage available; recognises gaps and immediate operational priorities explains benefits and encourages others
Thinks Pro- Identifies and highlights opportunities for discrepancies based on logic and past to question established work processes or
value creation so that appropriate action experience assumptions
Business may be taken

(a) Efficiency oriented (b) Results oriented (c) Customer focused (d) Quality assurance
Plans and manages multiple projects/ Sets challenging goals and focuses self Establishes and manages customer Continuously reviews work methods,
deliverables, ensuring effective utilisation and team on success and on overcoming expectations based on their policies and practices to identify areas for
2. of resources to achieve target results obstacles to delivery requirements and K.K.I.P.'s improving quality
Drives Results capabilities to ensure quality and
services

(a) Pursues self development (b) Takes initiative (c) Creativity and innovation
Shows a lively interest in new Recognises and reacts immediately upon Combines ideas in unique ways or
CORE

developments and ideas in own field of current opportunities proactively makes connections between
3. expertise and finds ways of expanding disparate ideas to develop
Growth Oriented skills and capabilities solutions that address meaningful
work issues

(a) Compliance (b) Responsibility (c) Stress Tolerance

Expresses concern that things be done in Takes overall accountability for team Deals with challenges by
a way that is consistent with company outcomes, seeks help for issues that are maintaining effective performance
4. Achieves rules, regulations and procedures not within own control of self and supporting team to
Professionalism manage their stress level

(a) Builds and leverages networks (b) Tact and diplomacy (c) Information sharing (d) Team player
Builds trust and goodwill with a wide Values and seeks to understand different Proactively shares background Considers objectives of the team before
5. range of resource persons within own perspectives, while helping others stay details, own perspective, and own needs and works with the team to
Builds area and other related fields focussed on common interests/ cascaded information to help deliver a common goal
Relationships objectives others understand and make
better decisions

Sets clear directions & expectations

Conveys clear, realistic objectives, Constantly reviews the progress and Helps individuals/ team
6. deadlines and expectations for achievements of individuals/ team understand how their role and
Leads Others individuals/ team output contributions support
department’s vision
LEADERSHIP

(a) Develops team capability (b) Empowers and motivates (c) Fairness and objectivity
Works with team members to identify Enables performance by delegating tasks Treats others with dignity, fairness
appropriate individual developmental to appropriate individuals, allowing and respect, ensuring all decisions
7. objectives and action plans others to take ownership by providing are objective and transparent.
Mobilises Talent clear guidelines and boundaries

Total Score:

Competency Rating Scale Guide

1 – Far Below Requirement 2 - Below Requirement 3 – Meets Requirement 4 - Exceeds Requirement 5 - Far Exceeds Requirement
LESS than HALF required behaviours of the expected MORE THAN HALF required behaviours of the ALMOST ALL required behaviours of the ALL required behaviours of the expected proficiency level
The required behaviours of the expected proficiency level are displayed expected proficiency level are displayed expected proficiency level are displayed are displayed
proficiency level are NOT displayed
The required behaviours are The required behaviours displayed with HIGH IMPACT
The required behaviours are SELDOM displayed The required behaviours are OFTEN displayed CONSISTENTLY displayed and/or demonstrates behaviours of the NEXT LEVEL
Competency Section: Behaviour Standards

Competencies Behaviour Standards for Band D (E2 & E3)

Comment - Mid- Comment - Year-
(a) Business Acumen (b) Analytical Thinking (c) Forward Thinking (d) Change Year Achievement End Achievement Rating
Scale (1-5)
Feeds back external developments that Uses structured thinking to ensure Understands how internal and Contributes positively to the change
1. may have impact on K.K.I.P. strategies multiple aspects are considered and root external dependencies could affect process and helps others see change as
Thinks Pro- and policies in own area cause issues resolved. the achievement of work objectives an opportunity to improve performance
Business and plans accordingly

(a) Efficiency oriented (b) Results oriented (c) Customer focused (d) Quality assurance
Plans ahead, identifying possible Focuses on achieving outcomes, Strives, whenever possible, to meet Displays a strong commitment to quality,
obstacles and making changes accordingly responding positively to changing and exceed customer needs, consistently improving quality of own
2. situations by developing an alternate without delay work through applying learning from past
Drives Results plan of action experience

(a) Pursues self development (b) Takes initiative (c) Creativity and innovation
CORE

Seeks learning opportunities beyond Actively seeks solutions to problems Views situations from multiple
immediate requirements, asks for before being asked or directed perspectives and tries different and
3. feedback, reflects on, analyses and learns novel ways to address problems
Growth Oriented from experiences and opportunities

(a) Compliance (b) Responsibility (c) Stress Tolerance

Sets an example by consistently abiding Takes responsibility for own decisions, Responds appropriately in stressful
by company rules, regulations and actions and outcomes, focusing on situations and interactions,
4. Achieves procedures achieving team goals maintaining composure under
Professionalism pressure

(a) Builds and leverages networks (b) Tact and diplomacy (c) Information sharing (d) Team player
Initiates or pursues friendly relationship Understands and respects the beliefs, Appropriately shares information Demonstrates personal commitment to
5. with associates, customers or others values and behaviours of other people with others across internal the team, extending help beyond
Builds outside work to achieve business goals and adapts own style accordingly boundaries and creates assigned role, to achieve larger team
Relationships transparency objectives

Total Score:

Competency Rating Scale Guide

1 – Far Below Requirement 2 - Below Requirement 3 – Meets Requirement 4 - Exceeds Requirement 5 - Far Exceeds Requirement
LESS than HALF required behaviours of the expected MORE THAN HALF required behaviours of the ALMOST ALL required behaviours of the ALL required behaviours of the expected proficiency level
The required behaviours of the expected proficiency level are displayed expected proficiency level are displayed expected proficiency level are displayed are displayed
proficiency level are NOT displayed
The required behaviours are The required behaviours displayed with HIGH IMPACT
The required behaviours are SELDOM displayed The required behaviours are OFTEN displayed CONSISTENTLY displayed and/or demonstrates behaviours of the NEXT LEVEL
Competency Section: Behaviour Standards

Competencies Behaviour Standards for Band E (S1, S2 & S3) Comment - Mid- Comment - Year-
Year Achievement End Achievement Rating
Business Acumen Analytical Thinking Forward Thinking Change Scale (1-5)
Shows awareness of the background of Uses information and fact based Prioritises work and delivers results Is flexible and open to new methods of
K.K.I.P.’s formation and business decision making accordingly working
1.
Thinks Pro-
Business

Efficiency oriented Results oriented Customer focused Quality assurance

Multi-tasks effectively, yet remains Plans and organises work to meet Takes initiative to go beyond work Shows dedication to quality work,
focused on objectives deadlines scope to serve customers checking details and ensuring
2. completeness of work outputs
Drives Results

Pursues self development Takes initiative Creativity and innovation

Keeps self updated on relevant Takes initiative, persists at tasks and Thinks creatively about own role
CORE

business and technical knowledge pursues completion of objectives within the business and offers
3. suggestions for improvement
Growth Oriented

Compliance Responsibility Stress Tolerance

Is conscientious in following company Takes personal responsibility to ensure Manages the pressure caused by
rules, regulations and procedures that assignments within areas of interruptions and rush situations by
4. Achieves specific responsibility meet prioritising work
Professionalism expectations

Builds and leverages networks Tact and diplomacy Information sharing Team player
Develops effective working Maintains sensitivity to the feelings and Is approachable, thorough and Is open-minded, accepting, and
5. relationships with relevant colleagues efforts of others and demonstrates timely when providing information supportive of team members
Builds and external contacts to accomplish courtesy in all interactions
Relationships tasks

Total Score:

KPI Rating Scale Guide

1 – Far Below Requirement 2 - Below Requirement 3 – Meets Requirement 4 - Exceeds Requirement 5 - Far Exceeds Requirement
LESS than HALF required behaviours of the MORE THAN HALF required behaviours of the ALMOST ALL required behaviours of the ALL required behaviours of the expected proficiency level
The required behaviours of the expected expected proficiency level are displayed expected proficiency level are displayed expected proficiency level are displayed are displayed
proficiency level are NOT displayed
The required behaviours are The required behaviours displayed with HIGH IMPACT
The required behaviours are SELDOM displayed The required behaviours are OFTEN displayed CONSISTENTLY displayed and/or demonstrates behaviours of the NEXT LEVEL
5-point rating KPI with 5 performance ranges

KPIs Scores Total Scores Weights Total weighted score

1 5 0.7 0.14
2 5 0.7 0.28
3 5 0.7 0.42
4 5 0.7 0.56
5 5 0.7 0.7
Core Competency
4 20 0.3 0.06
8 20 0.3 0.12
12 20 0.3 0.18
16 20 0.3 0.24
20 20 0.3 0.3

Minimum Score: 0.2

Core + Leadership
Competency
6 30 0.3 0.06
12 30 0.3 0.12
18 30 0.3 0.18
24 30 0.3 0.24
30 30 0.3 0.3

Minimum Score: 0.2

 Gap 16
Rating Min Max Gap
Poor 20 36 16
Below Average 37 52 15
Average 53 68 15
Good 69 84 15
Outstanding 85 100 15
Performance Development Plan
Training (In-house)
Training (External)
Coaching
Mentoring
Job Enrichment
Self-Initiated Program
Others