My Plan Example Production

Transcription

1 My Plan Example Production The most important part of performance management is the quality of the conversations you have with your line manager. Documenting these conversations in a meaningful way will reinforce what is expected of you which in turn provides transparency in how you will be assessed. The following example helps you understand what a good My Plan looks like. It illustrates how to construct a good priority so that it is specific, relevant and able to be measured and explains how behaviours link to your overall performance. Examples of employee and line manager feedback have also been included to help bring it altogether. The content of your My Plan will be specific to you and reflect the business or function you work in and the job that you do. Therefore this is not an example that you can copy and paste from.

2 My contribution to safety, compliance and risk management (minimum 1) Explains the SPECIFIC action to be taken OMS 5.4 Inspection & Maintenance. Maintain integrity of the CATS Terminal by developing and implementing inspection and Fabric Maintenance strategies. Chair monthly Tactical Review Meetings, coordinate Risk Based Inspection (RBI) reviews to ensure that inspection strategies remain focused on high risk issues, and coordinate Authoritative Review meetings to communicate and validate the Terminal s integrity management strategy. 1. Define 2012 RBI program (by end of Q2) and complete review of all targeted items (by end of Q4). 2. Manage delivery, and budget, of 2012 FM program. Define quality plan (by end of Q2) and audit compliance. 3. Effective performance management of ICM contract through Oceaneering, to ensure delivery of Integrity KPI s within agreed budget. 4. Corrosion Management Healthcheck action - Define an action plan to improve cathodic protection to CATS Terminal underground pipework (by end of June), and commence implementation of corrective actions in accordance with plan. Is TIMEBOUND Explains MEASURE Explains END OUTCOME expected 2

3 What I will deliver for the near term (minimum 1) OMS 4.1 Procedures and Practices, 7.1 Regulatory Compliance. Contribute to the delivery of safe and compliant operations by conforming with requirements of The Pressure Equipment Regulations, and BP Engineering Technical Practices. 1. Define action plan for the phased review of the CATS Terminal Pipe Specifications with the objective of ensuring alignment against the business strategy (by end of Q2). 2. Define action plan for the phased review of the CATS Terminal Valve Data Sheets with the objective of ensuring alignment against the business strategy (by end of Q2). 3. Work with Sue on the development of the action plans so she enhances her knowledge in this area. Reinforces personal contribution to the broader business goals is RELEVANT. Example of how a behaviour can support the delivery of the priority and is an expression of the One Team behaviour Lay the foundations for the future by helping people to develop their capabilities What I will deliver for the long term (minimum 1) OMS 4.1 Practices and Procedures Improve the current strategy for purchasing of valves for maintenance and project activities and make sure it is clearly defined to support more effective lead times, technical assurance and compliance with PED. 1. In consultation with BP Supply Chain Management and Mid-Stream Senior Mechanical Engineer, clarify and define a process for purchasing of valves for both maintenance and projects by end Q2. 2. Communicate to key personnel by Q3. 3. Develop a plan to assess the effectiveness of the the valve purchasing process by end Q4. Improving processes or systems this year can support better performance over the long term 3

4 Supports the employee to deliver their long-term priority of improving the valve purchasing process Links to the near-term priority of contributing to the delivery of safe and complaint operations by working with others to help improve their knowledge in this area How I will do my job (minimum 3) Behaviour: Respect build strong relationships, based on trust and honest discussion. Behaviour: Excellence Foster learning, the sharing of knowledge and continuous improvement. Behaviour: Courage Speak out when I see something is not right and be prepared to say no or stop when necessary. 1. Develop the relationship with BP Supply Chain and Mid-stream Senior Mechanical Engineer to gain their commitment and support to the Valve purchasing process which will help put in place a sustainable solution. 2. Effectively chair the technical review meetings seeking out and responding appropriately the input from others. 1. Support Sue to build her knowledge on BP Technical Practices, OMS requirements etc. to enable her to acquire the necessary knowledge that will allow her to perform her role. 1. Check that people understand the Terminal s integrity management strategy and follow up with them if not. 2. Raise any concerns I have with people not following their requirements under OMS and the Terminal s integrity management strategy with the appropriate authorities. Contextualises the behaviour to the employee s situation Explains the end outcome that is expected as a result of this behaviour and supports how this behaviour can be observed Supports delivery of the safety priority of maintaining integrity of the CATS Terminal by supporting others to follow BP standards and speaking out if they don t 4

5 My Development (minimum 1) Be an active member of the Reliability and Maintanence and Mistream Communities of Practice by building a good network of contacts and enhancing my knowledge. Employee Mid Year Feedback 1. Actively participate in forums at least twice a year. 2. Apply learnings to Valve procurement process and use relevant expertise from network to support communication to key contacts within the business. Work is progressing well on the CATS Terminal integrity management and the RBI reviews are emphasising focus on our greatest risks. I am working with the members of the Mechanical Community of Practice to help improve the supply chain process for valve purchasing. This is also supporting the work on the update of the CATS valve data sheets. I am going to arrange a visit to CATS by Laurie, BP Supply Chain, to present the process for purchasing valves for both maintenance and projects to key personnel. Links how networking with other BP experts can be applied on the job to support successful delivery of the long term priority and also links with behavioural priorities. Line Manager s Mid Year Feedback John continues to be vigilant in following the requirements outlined in OMS and is managing the CATS Terminal integrity management programme well. I have been particularly impressed at the relationships John has established with BP Supply Chain he continues to build a good network of key stakeholders/contacts that will help him deliver the improvements to the purchasing process that are needed. Once the process is firmly established this will need to be clearly communicated to key people at site (eg Planner, MTL, engineering) and should be the focus for 2H. Outlines where more focus is needed for the second half of the year 5

6 Employee Year End Feedback Demonstrates how collaborating with others and demonstrating BP behaviours can support performance delivery Specific feedback based on facts recognizing the employee s achievement I have delivered against my requirements as outlined in OMS, delivered the plans and reached all my targets. I have particularly enjoyed getting the TAR valves project on track ready to implement next year and the relationships I ve built through the communities of interest have helped get the plan in place with all stakeholders informed. I recognise that I have not been able to pay as much attention to Sue and as a result she is struggling to acquire the knowledge and expertise she needs. I recognise I need to pay more attention to this next year. Line Manager Year End Feedback John has delivered on his responsibilities regarding the CATS Terminal integrity management strategy fully and has managed high-risk issues proactively. This has resulted in an exemplary safety record for the terminal. He has chaired all tactical review meetings and has received good feedback that these meetings run well, and the team feels they can contribute their ideas and raise their concerns knowing they will be addressed. John has delivered a solid procurement plan for the TAR valves and has managed the budget for the year well. Considerable focus has been spent on this in 2H and the relationships he s built through his communities of practice have really supported him in his delivery. The focus for next year should be to deliver against the plan and start to see some measurable improvement in process efficiencies whilst continuing the great relationships with the key personnel he has built. I would like John to spend more time supporting Sue s development next year. She is picking up things quickly, but in order for her to be more independent, John needs to be more proactive with sharing his knowledge as he has a tendency to take over when things are running behind. Learning to support and coach others will help him take on a team leader role in the future. An area where more focus is required, leading into next years cycle Example of where additional feedback from others is used to explain how the employee has demonstrated this behavior Specific feedback about an area that requires improvement or development Links performance and development to career progression Links long-term priority for this year to next years My Plan 7