Certificate of Service A Neill Shift Supervisor

$arminEBrd1'*'aL.,i :f,rrrraq ax(!llrrrt
Serminco Lirniied
A.B.N 32 109 439 894
CERTIFICATE OF SERVICE
2411
To Whom this May Concern
Re: Angela Neill
This is to confirm that Angela Neill was employed by this company in the
capacity of Shift Supervisor at our Ernest Henry mine site. Our records
indicate that Angela Neill originally commenced on 18th Nov 2OO7 and
22nd of Oct 2011 last shift worked.
Angela Neill most recent supervisor was Gerry Carter, Underground
foreman. Please feel free to contact the undersigned for any further
clarification.
Yours truly,
Gerry Carter U/G foreman
EHM Barminco Mining
Mobile: 0402109366
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Tr +61 (0)B 94161000 F: *6i (0)8 9416 1099 [; infoobarminco.corn.au W: www.barminco.corn.au

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Employee hlarne:
Supervisor f'Jame: Mick fr'leilt
Ernployee's Position: Shift Supervisor Superviso r's Fosition:
Ernest Henry Mine
3.. Safety participation
Performt worft and conducts themselves with resp€ct to Eermtncot srfet standrrds, operatlng procedures and the sefety of others. Thts includ€s, but is not lihlted to:
' compliance with poliry & procedule, includin8-the drug & alcoholpolic.y and always rcpons hazar& and tncid€ntswhen requked {3). Displays proacdve safety b€hav'ours, suc{ as identifi/tng and controfing halards l; their datty work (4)
' Makesvalld suggestions for i-nprovng sefety at work and is proactryely involved in imptementing safuty ch.nge6 into the business and work erwironmcnt (5)
Errptoyee Asses$mefit; [J O = {Vew Starter * Too soon to tell
il r = {.tnacceptable performarrce
il z = Falts short of requirernents
il += Meets requiree"nents
ta 4= Exceeds requirernents
[l s= Excepilonal performance
f;mployee Ccrnnlents:
Supervisor Assessrnent: il O * New Starter * Too soon to tell
fJ r = Urracceptabie perforrnance
il Z = Falls short of regulrements
ff, g
= Meets requirernents
[-!d a = Exceeds requirennents
t S = Exceptional perforrnance nlrtL E/e,&{vi 8rq/48 "#d.Kg,EtF "€r/Bl,eefrr.E ,tdlr RrsK-Eree..^AE^tuF *A,- fa -t
Supervisor Comments;
Mrf/l #t/r BE*+6 ,€g,/{ffi/ ,,4*C p,,*ar .dtwn V"S
-F"{-tuR6 .fJ/d-l' * #,&nttr RF# fu,rryFfaap:61 Acrafr
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Knowtedge & Sn<ill
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mance Appraisal Form eMS 10 F21
Page '1 of 14
{SSUEDATE: 170510
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Fossessesthekrrowledge,ski[IsandexpertlsetofqJlfititreieq
o Completes the primary job tasks and responsibilities as contained in their position Description.
cornpetent for their positlon, in a timeiy manner {3}
They also con'lplete the required training & development to be deerned
' Daphvs flexibility wlth adaptitlg to new procedures and msthods. Actlvely seeks better ways of dotng thtngs to tncreese rhe efficiency and efectiveness of.th6ir position
tnd the function they prcvid€ to the bus:ness (4)
' 15 viewed as an expett in theh field by the business and is often used a5 a r*ources to sssist others, understandlng of the employee,s function area (s)
o.. Coaches and supports others in their roles, to assist their development, experience & perforrnance improvement (S)
Ernpioyee ,&ssessrnent; il O = t,lew Starter * Too soon to tell
il f = Llnacceptable performance
t z = Falls short of requirements
tj = Meets reqq.rirements
EI q = Exceeds requirernents
il s * Exceptionai perforrnance
Enrpioyee Conlrnents:
Supervlsor Ass€ssrne!'lt; il O * New Starter * Too soon to tetl
t I = Unacceptable perforrnance
il Z * Falls short of requirernents
Mg=Meetsrequirements
d O -Exceeds requireme!-rts
il S = Exceptional performance
Supervisor Comments:
,,{ttt A#f,t,qys FtExt&urry *.afta rga,qffr.{6 ru #.{
f,4at{tupaso ,4tn{Ety &rscalJIES fW rfr-f/( rqf /fdr/,
S ,,fa{P -tf{rS EETTEE i,,t.{vt aF .&t.{C ryiJ,&S -
,€wA fra*s Jar #Est,#rd ffi ,#,o*rv<E rba.r+s
3. lnitiative & Contributlsn
dlspiay lnitiatlve6nd contribute to the buslness:
t Act and completework u/th a seffie ofurSency es end where required, snah a5 wheae safetyis threetened or with respectto providing an €xc€ltent customer servi@ for
intemalor external cl;ents (3)
inderse effecttven€ss and €-fficiency {4)
' ldentlt opportuoltles tor improvement outside o{theirfunctional area. consults with the business as well as kay nakaholdersto implernent and deliver tangible outcomes
that increase effediveness and efiiciency (S)
Ennpl*yee Assessrftellt: fJ O . New Starter - Too soon to tell
il f = Unacceptable per{ormance
il a * Falls short of requirenrents
il,J = Meets requirernents
ffi e - [xceeds r€quirements
Perforrnance Appralsai Form QMS 1 0_F2t
Fage ? of 14
t$suE OATE: zgogto

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5 = Exceptional perlormance
Supervisor ,Assessment: fl O * New Starter * Too soon to tell
il f = Unacceptable perforrnance
[] z = Falls short of requirernents
il g * Meets requirernents
LI 4 = Exceeds reqLrirements
il S * f;xceptional perfonrnance
Supervisor Cornments:
,,.'{Nd /mr*<s fpx #fu4fu..#/r/&s fa l.#fay'#
f/# e'/#t/ ffirn€S /q4f ^Mrrfd #
4. Cornmunication
Ehploye€s lre able to effeclivety communicate with colleagu€s, supefvisoE customers & supplierE includingl
t Ensunngthat hformation reledng to their core duties are understood wlEn advised and.re retayed to others as requi.ed {3). Coaching and mentoring others with respect to their duties and funetionat area (4)
thek immediate work enlironment 15)
smployee Assessnrent: t O * New Starter - Too soon to tell
f! r. Unacceptable performance
il 2 * Falts short of requlrements
J 1= Meets requlrernents
Ef + = €xceecis requirernents
il S. Exceptional penformance
Ernpioyee Contnlents:
$npervisor,*,ssessmenu [J O - New Starter *Too soon to tell
I r = Unacceptabie performance
il Z = Falls short of requirernents
fl -S
* Meets requirernents
'tfl 4= Exceeds requirernents
ff S. Fxceptionat perforrnance
Supervisor Cornments:
fratC Efftcny'Ftv ffiramdl.d/#rf r#-s, e,//rH rql,i,
%fzt tinl6 (aregr ./r'{% fur,/mcf ntin{
A$trnt? HFK NeRt An%
$. Teanrwork & Cooperation
Ite employee positivelv contributes to thlir work area afld is abl€ to wo.k effectively wjth othe6 to ensure that thc objectivea of th€ depafment team and / or work group armet, includhg:
' Building collaborative workin, rdationships wltfi their irhnealiate tesm members end sup€rvisors to ensure that the duti€s requhcd by their role are achiev€d.
Approprlat€ly shares credit for a job we done (3)
. Treats clients, colleagues and sup€rvlsors with respect and dtgnity {3)
@ersand5up6Ni5orstoassistintheitper5onalimprovem€ntan.labilwtofunctlonwithintheteaml4
Ferformance Appraisal Form e$dS 10 FZ1
Page 3 of 14
lSSUf;, DA:|E: 2505:10

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enhance,mentof thei,GiEEiE iil6cEGGT-ir.frli!]lj
EmplorTee Assessrnent: il O = lew Starter * Too soon to tell
il f. Unacceptable perforrnance
f : = ralts short of requirements
fl : * Meets requirernents
L*f 4 * Exceeds requirerner.lts
il S * Exceptional perforrnance
Enrplnyes Comnnents:
$uperlrisor Assessrnent: il O * New Starter * Too socn to teil
f] r* unacceptabie performance
il Z = Falls short of requirernents
il E=Meet$rcquirements
ffi a = Exceeds requirenrents
t S * Exceptional perfornnance
Supervisor Corr.rrnei'lts:
#nlC ls /4 6**A rpnrTl Fe"gVE{*
A*a fi(rlor'El.v -sf€Ks ,ffefa&qcN^
6. lndependence & Reliahitity
bY their supervisor 13) " ':':':,:_
The employee's.supeMsor trusts that the employee wlll complete the task a;d dutl$ required ot th€m within ah adequate flftefrBme and that.the emptoyee wtfl a;dse
the supervlsor if there are de/.ys, prcbJems or if th€y rre unsure of what they need fo 6cnie4i {3}
The employee genetat€s thelr ourn wo.k and otten doesn't r€quire lnstruction froir thelr supervi$or. The employee regularly upd,tes thek superuisor wlth thdh work
progress a nd requeSts assistence only after ettempthg to solve matteB themlelves (4)
The employee tppro6ches their sup€Msor to .equest for edditionel work or to provid€ asststance to others tf theh workload is reduced (4)
Th€ employee ls viewed by theh team members and th€ business to be an expert ln their role or is seen to hav€ rnastered their role. Other team fitrnbers and tfie
business often ref$ to the employe€ for advice relating to thejr area qf work The employee is highly trurted by their supervisor and is vtewed by thsh supervtsor as betnE
dependabl€ and reljable (5)
Ernployee Assessnle!.lt: fl O = New Starter * Too sool"r to tell
fl r * Unacceptable performance
f,l Z = Falls sl"lont of requirernents
ff s = Meets requiremenrs
M t * Exceeds requinements
il S * gxceptlonal perfornrance
Hrnp{cyee Csnlrnents: LJUflg{/*WS COrT?lpIdNt"
ftereat{ e?r&6#.,4r# ls ,4 SEfE^lOrg&t[ I
Wt4o ///fS fr'qnleA 7H8 *{t#r af
Perfornxafice Appraisal Form eMS 10 F21
Page 4 pf 14
lS$uE DATE:,2505:10

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Surpervisor A$sessmerrt: il O = New Starter * Too soon to tell
il r - Uilacceptable perfonrnance
il Z - Falls short of requlrernents
il : = Meets requirernents
M +
=
Exceeds requirennents
il s = Fxceptional performance
Supervisor Ccmnr*nts:
7. leadership
This scctlon opplksto ollemployees, even ifthey do not o6uPy d manogemehl supeMsory ot reodittg hdnd positbr- The €mptoye€ is vieriyed bytheir supervjsor, colleagu* and
including;
input from otherc to nssigt to ftod solutiods (3)
. The employee is vleved bv their supervisor and the business to have poten tiol to be an cxpett in theit rcle 131
' The employee resp€ctfullY queries in6tructioG from their supe isor or team memb.rs if they believe that there is a more efflcient method. The srptoyee atways provldes
aeasonable sug8estlons for improvement when querying instructions {4}
' Tte €mployee i5 viewed by their supervisor and the business to have thepabntiol to be p@no'f,d to s leddership rcle ottdke on more dkect repofttwithin a 2redr
(naxinum) tlheftunE @l
. The €mployee .oncecht if they belleve they are not corrsct and acc€pts .esponsibility fo. thek lctions and errors (5)
' lte empfoye€ is viewed by th€k supervisot and the bueiness to have poterlot to be prcmoted tu o Ladeghip toh ot ttke on morc dfteci ,epot5 wititn d 7-yeot
(maxinun)tlnchone l5l
6nrployee A$sessrrnent; ff O * N{ew Starter - Too soon to tell
fl r = unacceptable perforrnance
fl Z = Falls short of requirernonts
[f ,y= Meets requirements-*:/"
fl e = Exceeds requirennents
f] s . gxceptional perforn'rance
Superviscr Assessrnefit; fJ O = New Starter*Too $oon to teil
il f = {.Jnacceptable perforn"lance
t a * Falls short of reguirements
il g=Meetsrequirements
----t
hd a = Exceeds requirernents
Supervisor C$rnments:
4t{c tfxtflpm Fnor**t8rl.tft' ta{ /wd. Btna
;# Frfacrguav fiugKtts /,.fJrucrra.ds tros+a ##e
Serf&K,rtsa&,
Performance Appraisal Fonn QM$ 10_F21 Page 5 of 14
[$${-JE DATE: ?50510

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8. Attitude TouaJd Work
EmploYees generally demonstrate a proactve attitude toward work and are geneblly positive abolt thelr rol€. Tfiey carry outtheir dutles with litt,e complaint and show
'involvement' in the buslne6s, sudr as:
. The employee is open to reasonable changewhicb slpporu thE buslnesses objectives end adjust! whhout reslstance, within a timely manner {3)
. The employee is content at worl$ which ls reflected in thelr interadlons with colleagues, supervisors and clients (3)
. The efiployee s ectrons and behaviour5 .lways demonstrate suppo ofthe busineses obiectlves. They anticlpatt contribute to and welcome positive change (4).
. The employee ls proacllvev lnvofued in 6elr role andseek iwolvement in posltlvedranSe initiatives Thcy encouBge others to accept new inrtiatives atwork, manage
those who complain effectively and openly support the objectlves of Barminco. they ar. viewed by their team end the busihass to be a positive cantdbutor to Barminao
{s)
Eur,'lptoyee Assessnterlt: H O = New Starter *Too soon to tell
il r = Unacceptable perforrnance
I Z' Fatls short of requirernents
rt j,r= Meets req ui rements
V+ = Exceeds requirements
fl s' Fxceptional performance
Emploiree Corn n'lents :
Supervlsor ,4,ssessment: t O = New Stanter * Too soon to tell
fl f = Unacceptable performance
t Z = Falls short of requirements
il,3 = Meets reguirenilents
fr o =Exceeds requirements
f,l s * Exceptional perfornnance
Supervisor Comments:
rtnve /tplr?uS frE.,r7a,JsreflEs A F^stri&
Hrn'fuo{ 6 wrtnQs uloag. -
9. quality of Vto*
Employ€es who deoonstrate sound quality of work generelly complete th€ir wor* witfi few erors and delivered on tlm€. Examples are as follows;
. Work is completed on time, accurately and tho.oughly. lf reasonable delays occur, the €mployee cohmunicat€s anticipated detays wlth their supervisor priorto the
€rfected daadline {3)
. Work is completed on fme, accumtev and thorought. me employee demonstrates thet th€,y have thought ostslde of the sq uare and har considered .ll mitiers rel.tlng
to theirrcope ofwo*- Delays arc communicat€d with supewisors prior to the erFected deadline and solutons ar€ prcvlded to try to deliver outcomes a5 dose to the
deadlin€.s possible (4)
. Work is completed on tlme, acculately and thorcughly, The employee demonstEtes that lhey h6ve tholglt outside of the square 6nd has conslde.ed all matters that tnay
positively or negatively sffect Berminco s buslness 15)
r The ehployee is viewed by thek supervisor, coll€agues and cuslomers as reliable, knowl€dgeable about their fu ncition and trustworthy (51
Page 6 of 14
t$StiE DATEI 250510
Performanee Appraisal Form QM$ 10*F21

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Hrnployee Assessme$t: il O * New Startff -Too soon to tell
il f = LJnacceptable performance
t z = Fails short of requirernents
il S
" Meets requirernents
[:J 4 = Exceeds requirements
il S = Exceptional perforr.nance
Emptroyee Cornmentsl
Supervisor Assessrnent: fl O . New Starter * Too soon to tell
t f 'lJnacceptable performance
il Z = Falls short of requirements
ff* = M€ets requireffients
il += Exceeds requirernents
ff, s * Exceptional perfonnnfrnce
Su.lperviior Conrntents :
frrrc h,ilrt- rlZ,atarL| fus#trlen{t tErE' Wttll /lfltr.
^fa#Ailtsar&- Sdout* "4 "DE/-/qf &tt{t&.
/frf$ uJttt- rt*.^tdq{ f/rre.rrff % "A6 # &tJneert
10. Problem solvint & tnnovafiveness
lmploYees identify opportunity for lmprov€nent without hult flndlng or blam€. They demonst ale that they thtnt outsicle of the square t6 s6urce immcdhtc and tong:term
manege (thatls, rhey don't hand ballissues). Eyamptes are ar fo ows:
' Sound pedormers ere able to accept resgonsibll'ty for theh actions and workwlth a sense of urgency to find solutions to enors {3)
problemr when comhonicrtina Bsues with srekehotde.s {3)
' Employe$ ptoactlv€ly identifo arees for hprovement within their funcbonalerc and creat€ understahaling wlth colleagu$ and supervEors lhrough appropti€te
@mmunlcation. Solutions and options to assjst improvement are presented and they are inyolved in the design and implernentation ofinitiatives to improve wor* within
their functtonalarea and scope of du$es (4)
' Ernployees proactively ldentlfy areas for hprovement tAat affect other functlonal areas of the business and create understendirE.with vlrious and appropriate
stakeholders withln busin$s, thrcugh effective clmrnsnication. Th€y deslgn, implement and play a key leadership role wlth ncw initiativss to support sotutions to
problems raised (5I
Ernployee Assessrxent: f] O * h{ew Starter * Too sooll to tell
il r = unacceptable performance
il e = Falls short of requirernents
illt = Meets requirements
[-j + = Exceeds requirernents
il s = Exceptlonal perforrnance
6rn ployee Connrrxe nts :
q/ifiPSi
i
I
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:,: il
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Performance Appraisal Form QMS 10_FA1 Page 7 of 14
IS$IJE DAT€: ?50510

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Supervisor Assessr:rent: il O * New Stae.ter - Too soon to tell
il r * l.Jnacceptabie performance
ff z = Falis short of requlrenn*nts
MS=Meetsrequirements
il + * Exceeds reguirements
a,/aR.xs Nrr# fir{ dRAE"trcLf %
P,{*S/tu"rs # ,stx uf E&daffi.
!.3.. Flousekeeping & Care
are car€d for and maintalned. Exempl€5 inciude:
' The ernploye€'s wo* area ls always tldy. They ahreys ensure that hlzard wt$tn theh work area ere promptt addresse.t (3)
' Tools and equipment are in good wo*ing order and ca.eless damage to company ancl / dr cllent property has dot ocdrred du rin€ the appralsal pedod {3)
proactively assln whh keeping shared areas tidy {such as (iib areas / kikhens} {4) "
' ln additlon to the example above the €mplovee encou Eges otheru @ take carc to meintein thelr work 6rea, tools a nd.eq uipfenr (!uch as periol'rcal cleanin€L id€nffy
hazards across the site and address thern, as well as proactivety assist with keeplng shared areas tidy {such as crib areas / kitchens} (S}
Fr,'lpioyee ,Assessme n't: I O = New Starter * Too soon to tell
t r* {Jnacceptable performance
I Z * Falls short of requirements
AS* Meets requirernents
ffto = Exceeds requirements
fl S=Exceptionai performance
$upervisor Assessrnent; il O * Ne,v Starter *Too soon to te[!
fl r * L,tnacceptable performance
il Z * Falls short of .requirernents
il S=Meetsrequirements
M a = Exceeds requirements
fl S = Exceptional performance
/5 frhhg&f eF frqE n"wffi*r,qt{a#
Supervisor Conrnrents:
af CmO Nau-fF ,{88/*d#.
.4rfd N/#S t"{f tu rfr,4*tMt-/ "/ilie%A
aJafu< lqfiH.
12. Attendance, Punctuality & Dedication to Work
The employee Senerally ettends wo* on ti me snd productlvely works unlil knock-of. Woak is nohally delivered by deadlines o. within expected timeframer. Examples inctude:
Performance Appraisal form eM$ 10_F21
Page I0f 'f 4
ISSUE DATE; 2505{0

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offers reasonable explanations when unable to attend *oiEoiG punctuar. tst
The employee has produc€d a ctear (0.00) EAC resding for every shift dsring the appraisat pariod (3)
The €mplovee demonstrates that th€y utilise thek work tlme eftectivety, but h willing to work thc ttme necessery to complete their co.e duttE which may occasionally ti ll
outside of thel. normal start and ftnish tihes (4)
In additlon to the above example, the employee dearly dernonstrcles wo*]ife bal6nce, that it they are abl. to efiectivety mansge th.lir wor* rcsponslblltfl€s and
commitments external to work through effective communication with their superviso!. and team rnernbers (S)
Emplnyee Assessment: [l O = New Starter *Too soon to te{l
il f * Unracceptabfeperforrnance
il Z = Falls short of requirements
il 1= Meets requirernents
ffo =Exceeds requirements
il S = Exceptional perforrnance
E rnp! oyee Corrtnr en'jts :
Supervisor,Assessment: il O = i,lew Starter * Too soon to tell
il f * Unacceptable perforrnance
il Z = FalNs short of requirements
t g
= Meets requirennents
ffi o =Exceeds requirements
il S . f;xceptional performarrce
frtmawsrtr/qtrs A &m u,b*g - c./#
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13. people Management (f appli.able - e$cnthl for all leadlng hands, su p€rvisors and ,nanagerr)
hlgh pedormance in thet tundionai area, Ehmplssincludel
' They comftunicate effectively urith theh tean to create a posittua team culturg and en3u ra that the funations of the team ar€ deliverad to the business in a profesalonal
manner. They actlvely manage underyerformers and encourage staff retenflon {3}
' ln addftion to above, th€ employee proactivelv mento6, coaches and develops their team to be considered .s e htghly effecrive te3m by the business (4)
and clients external to Earminco (5)
Srnployee ,qssessnxer'It: il O = New Starter- Too soon to teli
il f = lJnacceptable performance
[l Z * Falls short of requirsrnents
f :"= Meets requirements
H'+ = Exceeds requirements
il s = Exceptional perforrnance
Ernp[oyee Connrnents;
Perfoffiance Appraisat Form QMS 10 F21
Page I of 14
lS$U€ DATE: 25051'0

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Supervlsor Assessrnent: il O = nlew Starter - Too soon to tell I supervisol. Commonts:
[f r = Unacceptable perforrnance
il] z ' Falls short of requirements
t:=Meetsrequirements
lf, q= Exceeds reqr"{irernents
[l s * Exceptional perforrnance
fr^|fi.; Jmds "f# Dtleea"p lq fusrfrf*
fffirT? .-tPr&tf
4ilCS tpnrflu,Nrf"ilfts ^Etsf{t^rr*gt rt' t-d/rH ilfr,t
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ffisTtRr6 tMs$T #FTrfil fifiv![tr;
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tr
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il O * New $tarter*Too soon to tell
[J r' unacceptable penformance
fl z = Falls shont of requirernents
f] : =
Meets requirements
Ll-a = Exceeds requirements
t S * fxceptional performance
Barminco's fundamental rnission, as indicated Uy rf,e *o.rd ir;;t
---
o Provlde specialised underground mining services to the mining industry;
o Fosition the Company to maxinrise its value;
e lmprove proflt margins and Company nlornenturn;
o Provide a culture & environment where staff can enjoy working for the Company.
The Tearn / Department core objectives to support Barminco's rnission for the upcoming appraisal period are as follows:
1
2.
Performance Appraisal Form QMS 10 F21 Page 10 of 14
t$StiE DATE: ?50510

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Nl = New Starter * Not enough time to achiev€ KPAs
A = KFAs achieved * Expectations exceeded
B - KFAs achleved - Met reguirements
C. KPAs not Bchieved * lrnprovernent required
t
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l : New Starter * ttrot enough tirne to achieve KFAs
A * KPAs achieved - Expectations exceeded
B = KPAs achieved * Met reqqiir€nilents
C * KPAs not achieved * lr.rlprovernent required
il
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t
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N = hlew Starter * Itot enougir tirne to achieve KFAs
A = KPAs achieved ; Expectations exceeded
ts . KPAs achieved * Met requirements
C = KPAs not achieved - lrnprovernent required
m
il
il
n
N = frlew Starter * [$ot enough tirne to achiew KPAs
A = KPAs ach!eved - Expectations exceeded
B = KPAs achieved - Met requirements
C = KPAs not achieved * lmproveme!'lt required
il
n
n
n
N = lew Starter * iot enough tiilne to achieve KFAs
A * KPAs achieved - Expectations exceeded
ts = KFAs achieved * Met requirefinents
C; KFAs not achieved * lrnprsvernent required
Menagen's Cornn'lents;
Ferformance Appraisel Forn QMS 10_F21 Page 11 of14
l$6UE DATE: 25051CI

, ' ll'
:.
Enn ployee's Corn rnents:
!1A,TIhJ6 MIOST OFTg[i GIVHfI: f] tq = New Starter - ["lot enough time to achieve KPAs
fl n = KPAs achieved - Expectations exceeded
t e = KPAs achieved - Met requirements
[J C = KpAs not achieved - lrnprovernent required
1". ,Ae'K E2A r-K4ry-ttid 'rr-./W)q . '
*Jtzl Ftlfr{,ef &c,6- dfu'&4d/rtd
ft €r{A"'- //.t ffiif fu,Et""
2.
3.
4.
Performanee Appraisal Form QMS 10_F21 Page 12 of14
t9$uEOdT€r 250510

5.
?
Over the next 5 years
h,4a nager's Co nn rnents:
Within the next appraisal period {upconrlng peniod]
Over the ftext 2 years
Performance Appraisal Fom QMS 10*F21 Page 13 of 14
ISSiJE D,{TE: 450510

t,,*;ii:. i
Smp$oyee S$gnature:
Supervlsor Sigmaturel
Z*up S*pervisor / [Manager $ignature:
Date:
Date:
Date:
f ?- + - z*it
rt-/ /'re*r E /€ '#d*.-204
!tJ ,f.,
Jsi !i /,/ /I .r .r ..1 *..., . . . : :
I r'rn pioyee's Corn ryle nts:
Performance Appraisat Fom eMS 10 FZ1 Page 14of14
I$SUE SATE: 250510

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