1. PERFORMANCE & DEVELOPMENT REVIEW2014/15
Name: Mark Everest Date Mid Year: N/A (Mid Year PDR documented in previous role).
Date Full Year: 29/01/2015
Title: Loss Prevention Specialist Location: Field Based – South
East
Line Manager: Simon Lambert / David Oliver
Section 1: Objectives (linked to Divisional KPI’s)
Guidance: Please record a maximum of 2 SMART objectives for each section below as agreed with your Line Manager.
The What
SMART Objectives including the deliverable & how it will be
measured (KPI)
Key Target Dates Result
FINANCIAL
 Deliver Shrink/W&M/Refunds to target /peer group average
utilising a detailed rolling action plan and regular store visits.
 Review KPI`s weekly and be fully aware of the areas requiring
attention and the issue stores.
February 2015
October 2014
Mid Year
 N/A
Full Year
 Latest Report Manager data from week 27 - Shrink
favourable to target by £104k, W&M adverse to target by
£419k, refunds 0.06 Vs regional average 0.06.
 Fully aware of KPI’s but due to delay in updates relevance is
lacking. Utilises OOT reports to action improvements as
needed.
CUSTOMER
 Deliver a consistent and professional approach in relation to all
aspects of LP in your stores.
 Guide, coach and develop stores to adhere the product
protection matrix and maintain a consistent standard
October 2014
October 2014
Mid Year
 N/A
Full Year
 LP message delivered in a clear and professional manner.
Good relationship with stores and Area Manager, and a
growing understanding and respect for impact of LP
measurements of stores.

2. PERFORMANCE & DEVELOPMENT REVIEW2014/15
 Stores that receive more regular LP attention show solid
understanding and improvements of PP are driven and
evidenced.
OPERATIONAL
 Deliver a minimum of 85% MAR compliance across all stores.
 Actively drive compliance improvements in N&M and MVG
compliance in your area and document progress
 Ensure that APIS is checked and updated weekly and that
all information returns are met.
February 2015
October 2014
Mid Year
 N/A
Full Year
 As at week 49, average MAR score was 88% Vs regional
average of 86%.
 APIS access recently granted and training required to
maximise understanding.
PEOPLE
 Develop and maintain constructive relationships with all other
members of the team and Senior Retail Management.
 Share information with colleagues in the team that will be of
benefit to everyone.
February 2015
October 2014
Mid Year
 N/A
Full Year
 Mark has very quickly developed a strong relationship with
his stores and the Area Manager. Mark has settled into the
team and is building relationships here.
 Mark shares any knowledge / findings particularly in relation
to his experience from Logistics LP or previous retailers.
The How – The Morrison’s Way
SMART Objectives to develop the Values and Leadership behaviours
Key Target Dates Result
 Always deliver concise andaccurate feedbackto store management, and
ensure that the rolling action plan is completed at the time of the visit.
 Schedule andadmin half dayat the endof your weekto review Report
Manager in greater detailagainst your KPI`s to give you a better
understanding andcomplete the weeklyLPS tracker.
 Payparticular attentionto results fromhot product counts as wellas the
wall to wallstocktakes.
Mid Year
 N/A
Full Year
 All LP message and activity delivered professionally and

3. PERFORMANCE & DEVELOPMENT REVIEW2014/15
efficiently.
 Admin time not available in current plan, but time managed
well.
 Fully aware of count data and utilises this in deep diving
stores.
 Ensure that as anindividual, you deliver a professional approach to all store
and area/regional colleagues whencompletingLPS duties.
 Product protectionto be checkedwhenvisitingevery store, spendtime
coachingandguiding storesto manage the processinthe brief correctly.
 Ensure that product protectionis onthe store rollingactionplanwhere
there are issues identified.
Mid Year
 N/A
Full Year
 Professional approach maintained at all times in stores.
 Evidence of PP coaching in HOT stores showing
improvements.
 PP managed in HOT stare programme and MAR action plans.
 MAR audits to be planned in advance in Outlookand the action plans to be
copied to the AM, RMD and LPM.
 Review the data relating to CREDLOSS every week and drive
compliance in your area through awareness and accountability.
Keep evidence of your activity.
 Review the data relating to MVG losses, such as RA and delivery
information and inventory reporting. Keep evidence of your
activity.
Mid Year
 N/A
 Full Year Diary managed well and all MAR’s completed on
time, and copied to all relevant parties.
 Generally good cred loss in area, and exceptions managed
quickly alongside Area Manager. No tracker in place currently.
 Liaise with Area Managers when issues are identified in stores
without being prompted. Work with the Senior Manager
population to drive benefits and results.
 Identify information in your day to day activities that if passed to
the wider group can drive benefit and assist others.
 Ensure that the buddy system is set up to guarantee that stores
have access to LP at all times.
Mid Year
 N/A
 Full Year
 Engagement with Area Manager is strong and utilised to
support LP agenda.
 All relevant information shared.
 Buddy with LR which works well.
Section 2: Personal Development Plan

4. PERFORMANCE & DEVELOPMENT REVIEW2014/15
Guidance: Detail any development needs which will help you in your current role, in delivery of your objectives. Please use Academy
information to support.
Development Need
(Personal/Functional/System/Business Knowledge)
Briefly describe the development need
Development Activity / Action
Choose up to 3 development activities to address
your needs
Timescales to Achieve
Target completion date
Activity Review
Retail LPS initial training Buddy with Lisa Ridgway to work
through training guide
End financial year Completed
Section 3: Career Ambition
Guidance: What is your short/long term ambition? What further development support do you need?
Long Term Career Ambition
What are your long term career aspirations
Next Career Step
What would the ideal next short term step be toward
the long term goal
Development
Any additional development
support?
Location flexibility
Any geography
constraints

5. PERFORMANCE & DEVELOPMENT REVIEW2014/15
Section 4: Overall Summary of Performance
Guidance: Overall summary of performance at the end of year review.
Mid Year Review (Following the review of the specific Components of Performance in Section 1, please provide a short a summary of performance in the
round)
N/A – Mid year PDR completed in previous role.
Full Year Review
Mark has settled well into the Retail LP team and is growing in knowledge every week, actively seeking to learn from his time in stores. We have discussed
productivity Vs measurement to make sure that we get an understanding of where stores are compliance wise but this is due to Mark still learning and
balancing this with completing the required compliance checks to show the progress. We are receiving great feedback from stor es regarding Mark’s coaching
and supportive style and his relationship with Andy Chaffey the Area Manager that covers his stores is developing really well. The coming year has the makings
of a really strong one for Mark as his knowledge of the Morrisons Retail business grows combined with his experience. Mark will also enjoy an increase in
internal crime investigations as data mining develops as this is one of Mark’s key strengths and passions.
Section 5: Confirmation of conversation
Mid Year Signature Date
Colleague
Line Manager
Full Year Signature Date
Colleague M.C. Everest 29/01/2015
Line Manager D.J. Oliver 29/01/2015

6. PERFORMANCE & DEVELOPMENT REVIEW2014/15
Section 6:
Ratings
(Score the What and
The How and then
plot on the Graph
to come to an
Overall Rating i.e.
1.3, 2.2, 2.3 etc)
What
3
2 X
1
1 2 3
How
What
3
2 X
1
1 2 3
How
Mid year Review
What: 2
How: 2
Full year Review
What: 2
How: 2
Overall Rating Overall Rating