1. 1

2. 2
>My Plan
My Business What are the top priorities for my business area for this financial year?
 Delivery of the Loss Prevention loss reduction number of £40m
 Delivery of the Retail Shrink Improvement number of £15m
 Delivery of the Regional shrink improvement number of £3m
 Delivery of the personal stores shrinkage improvement number
 Action all MAR In line with SLA each quarter
 Increase compliance to ensure that all stores exit the year with a minimum 85% MAR score
 I will own and drive my training and development plan
 I will make positive improvement in line with the plan on HOT products and HOT stores
Name
Mark Everest
Job Title
Loss Prevention Specialist
Market Leaders Level
3b
Date Mid Year
Date Full Year
Location
Field Based – South East
Line Manager
David Oliver

3. 3
> My Plan:
What objectives
 What do I need to achieve
to deliver my business
objectives?
 How will I measure
success?
 When do I need to do it?
Action
Discuss, agree and record
your What objectives from
your My Plan meeting.
Top Tip
You only need to have 3 to 6
great objectives to make sure
you’re focusing on the areas
that will drive your
performance.
Resources
What objectives have a look at
the Great Objectives section in
the support notes on Fresh
News.
What needs delivering?
When do I need
to do it?
How will I measure
it?
Progress
Accurate delivery of the SFS programme
ensuring all points are completed and
escalation is used where progress not
made.
Each SFS
programme
W2W results /
MAR results / At
Risk report /
Escalation tracker
Plan diary to allow for all MAR’s due each
quarter, leaving contingency for any repeat
visits.
Each quarter MAR report / self
tracking
Action any At Risk indicators to reduce
appearance on the At Risk report. Escalate
repeat non compliance as required.
Weekly At Risk report /
Escalation Tracker
Leave robust action plans from MAR’s and
follow escalation model as required.
Each MAR
visit
Action plans /
Escalation tracker
Obtain updates from stores to MAR action
plans where re-visit is not required.
Each failed
MAR 1 80% -
84%
Correspondence
with stores / MAR
results
Request agreed courses / on the job skills
training and build into plan to complete.
Quarterly Course records
Discuss development at 1:2:1 meetings with
line manager to keep alive on agenda.
Quarterly 1:2:1 records
Review and action all OOT reports such as
N&M cred loss / MVG RA’s and Goods-In /
Books receipting to reduce overall
appearance on reports and escalation to At
Risk.
Weekly OOT reports / At
Risk

4. 4
>My Plan:
How Objectives
 How do I need to be?
 How am I going to behave to
bring Market Leaders to life
every day?
Actions
Discuss, agree and record your How
objectives from your My Plan
meeting, asking yourself:
 What am I great at and how can
I make the most of this?
 What actions could I take to
build on and develop my
behaviours?
 What feedback have I received?
 What behaviours will I need to
develop to deliver my What
objectives?
 How will I measure my success?
Top Tip
Market Leaders explains the desired
behaviours for your role level. Use
the Market Leaders self-assessment
tool at the end of this form to identify
Behaviours to focus on first and to
develop your How objectives.
Resources
For hints and tips on setting great
How Objectives have a look on the
Driving Performance section on the
intranet at:
 Setting My Plan objectives
 How to bring Market Leaders to
life.
Market Leaders
Behaviour
It starts with me, how
will I consistently
demonstrate Market Leaders?
How do I
measure
my progress?
When do I
need to do
it?
Progress
Using my coaching and influencing
skills, I will support store teams in
their efforts to meet their shrink KPIs
MAR
results,
shrink
results
Ongoing
I will be part of a wider Morrison’s
team that pulls in the same direction
together to achieve company
performance. 100% attendance.
Company
KPIs
Ongoing
I will share any knowledge I have to
help any colleague who does not
have that knowledge to benefit the
business.
Colleague
and
manager
feedback
Ongoing
I will be open to requests from my
colleagues and support the region
as a whole, whilst asking for support
when I need it.
Feedback
and team
performanc
e
Ongoing
I will continue to suggest
improvements I think can be made,
whilst being receptive to others’
suggestions.
Feedback,
changes
made.
Ongoing
I will continue to respond to any
customer requests, whether from
external or internal customers.
Retail team
feedback.
Ongoing

5. 5
>My Performance:
Measuring Success
 How have I done?
 What successes have I had?
 What still needs doing?
 How am I feeling?
Actions
 Discuss, agree and record a rating
for my What and How objectives.
 Plot these ratings on the table to
agree an overall performance
rating.
 Discuss and record My Comments
and My Manager’s Comments to
summarise performance at mid-
year and full-year.
Top Tip
Read through the My Performance grid
descriptions for ratings. Prepare your
thoughts on your What and How
ratings and your reasons for them
before your My Plan meeting. It will
make it easier to agree ratings. Make
sure you can justify your ratings with
evidence or feedback from the year.
Resources
For hints and tips on agreeing My
Performance ratings have a look on
the Driving Performance section on the
intranet at:
 My Performance: Measuring
Success
 My Performance ratings
Mid Year Rating Year End Rating
What
How
Mid Year Review – My comments
Signed: Dated:
Mid Year Review – My Managers comments
Signed: Dated:
Full Year Review – My comments
Signed: Dated:
Full Year Review – My Managers comments
Signed: Dated:
3 3.1 3.2 3.3
What 2 2.1 2.2 2.3
1 1.1 1.2 1.3
1 2 3
How

6. 6
>My Future
My Potential
We use three criteria to measure potential
thinking, engagement and dedication,
together they measure our capacity to grow
over the next twelve months. When we
measure performance we are generally
looking at the past, potential looks at the
future.
Actions
Complete the My Potential Questionnaire
self-assessment tool at the end of this
form, thinking about the next 12 months
which potential rating best describes where
I see my potential.
Discuss, agree and record a potential
rating and comments to support this.
Top Tip
We all do our jobs in different ways and
with different styles, we don’t expect all
high performing individuals to have the
highest potential ratings.
Resources
For hints and tips on agreeing potential
ratings have a look on the Driving
Performance section on the intranet at:
 My Potential
 Talent Management
Not Playing to Strengths Well Placed Stretch Step Up
While I may demonstrate
thinking, dedication or
engagement, it takes a lot of
effort to meet the demands
of my job or I may show
signs of being unhappy
therefore...
...I may benefit from a
change in role
I am developing my thinking,
dedication or engagement
and therefore...
...I will keep growing or
specialising in my current
role
I meet expectations of
thinking, dedication or
engagement and
therefore...
...I am ready for a stretch,
learning new things such as
more responsibilities, a
project role or secondment
I exceed expectations of
thinking, dedication or
engagement and therefore...
...I am ready now for my next
challenge and promotion to
the next level
Answers mostly developing
to the majority of the
potential questions
Answers mostly meeting
the majority of the potential
questions
Answers mostly exceeding
the majority of the potential
questions
Potential Rating Comments
Well Placed Mark has settled well into the retail side of LP and delivers a good
performance. Mark is well respected by the stores he covers and uses this
well to deliver improvements. Mark will continue to develop his Morrisons
specific retail knowledge over the coming months in support of an excellent
knowledge base gained from previous roles.

7. 7
>My Future
My Career Goals
The My Career Goals section in My Plan
gives me a structured plan for the next step
in improving my performance and building on
my strengths. I may want to work towards a
promotion, or may prefer to stay in my role
and do a great job. Either way, My Career
Goals is about deciding what I want to do
and how I want to get there, whatever my
needs and aspirations.
Actions
Discuss, agree and record your career goals
from your My Plan meeting, asking yourself:
 What are my career goals, what do I
want to achieve over the next year?
 What development do I need to achieve
these goals?
 What things are important to me e.g.
working hours, locations, areas of
expertise etc.?
Top Tip
Work with your manager and agree the core
areas to focus on. Explore what actions will
help you to grow and develop in each area.
Next, think about whose help you may need.
Finally look at the timescales and set
yourself some targets to ensure you continue
to progress.
Resources
For hints and tips on agreeing potential
ratings have a look on My Career Goals
section in the support notes on Fresh News.
Career Goals
I no longer seek to promote to an LPM role, but am interested in
widening my skill set and would like to deal with more
investigative work and less audit work.
I am particularly interested in combating external crime and the
very adverse effect it has on our business.
I am also very interested in the company’s M Local part of the
business and combating the losses it suffers.
Development
Understanding of loss data, what it tell us and how to use it -
experienced LPS to learn use of Report Manager and associated
loss data tools
Working with Retail colleagues to deliver plan - Mentoring with
LPM
I would like to undertake a Wicklander Zulawski interview course
and undertake any other training that would add to my skill set
and make me more effective in my current role – Courses not
currently used but any similar should be considered.
I would like to learn more about the company’s computer systems
and the new sales based ordering system that is coming.
Things to Keep In Mind
(Location/hours/area of the
business)
I cannot move from Kent until my youngest daughter goes to
university in autumn 2017. After that I will be interested in
relocating to the Shropshire / Welsh border area.
I live off my area at present and this means I work more hours
than I would ideally want to, due to distances and the densely
populated South East I live and work in.
I would like to achieve the 43 hour working week, and eventually
to reduce that to 40, as work / life balance is becoming more
important as I get older, although I will always be happy to work
during unsociable hours.

8. 8

9. 9
>Measuring Market
Leaders
Market Leaders describes what our best
performers do and the behaviours that underpin
their high performance. It reflects how we all
need to be to achieve our business goals and
winning results. Market Leaders is a set of simple
yet stretching behaviours that translate our
values into everyday actions.
Actions
Using the Market Leaders rating scale,think
about how well you demonstrate each behaviour.
Rate yourself and plot your Market Leaders
results.
Rating Scale
 Developing or not met – My performance is
inconsistent and less than expected.
 Meting expectations – MY performance is
consistently meeting expectations.
 Exceeding expectations – My performance is
exceeding expectations and I am a role
model.
Once you have plotted a rating for each
behaviour join the dots together, this will identify
the Market Leaders you need to focus on.
Use the results to develop your How objectives
for each behaviour thinking about:
 Areas you are great at and how to make the
most of out of these things
 Areas you good stretch a bit further
 Any areas you need to develop

10. 10
>My Future
Actions
Step 1
We use three criteria to
measure potential thinking,
engagement and dedication,
together they measure our
capacity to grow over the next
twelve months.
Look at each question in the
questionnaire and rate yourself
either developing, meeting or
exceeding against the
statements to give you an
indication of what your overall
rating may be.
Step 2
Using your result are you
mostly developing, meeting or
exceeding statements? Follow
the arrows and read the
ratings to see which you think
is the best fit.
Step 3
Use the results in your My
Plan meeting to discuss, agree
and record a potential rating
and comments to support this.
Mostly
developing
Mostly
meeting
Mostly
exceeding
I spot problems and opportunities early
Thinking
I am thorough in how I analyse situations
I am able to look at things in new and different ways to create
understanding
I am self-aware and always keen to learn
Engagement
I know how to get things done in the organisation
I am able to flex my style to have influence and impact
I have a desire to make a difference
Dedication
I show courage to take initiative
I am self-assured and resilient in the face of challenges
Potential Ratings
Well Placed
I am developing my thinking, dedication or engagement and therefore…
…I will keep growing or specializing in my current role
Stretch
I meet expectations of thinking, dedication or engagement and
therefore...
...I am ready for a stretch, learning new things such as more
responsibilities, a project role or secondment
Step up
I exceed expectations of thinking, dedication or engagement and
therefore...
...I am ready now for my next challenge and promotion to the next level
Not playing
to strengths
While I may demonstrate thinking, dedication or engagement, it takes a
lot of effort to meet the demands of my job or I may show signs of being
unhappy, therefore…
…I may benefit from a change in role