This document outlines plans and issues for 9 different Nando's restaurants (labeled A-I). Key points include: - Restaurant B is performing well below expectations and needs immediate support from assistant managers and teams from other stores. - Restaurant F has issues with infighting among team members that is impacting turnover and absenteeism, as well as inappropriate behaviors. An open discussion is needed to address issues. - Restaurants D, E, and G have new managers who are not fully embracing Nando's culture or providing leadership. Meetings are planned to address these issues. - Restaurant H has a delayed opening that requires coordinating support from other teams and stores. - Broader business

1. Welcome

2. Restaurant B
Turnover £15k weekly – Trading 10 months
• No Patrao
• 1st
Assistant deputising, but new
to Nandos
• Store performing well below
expectation £15k –v- £35k
weekly
• Support 1st
Assistant
immediately
• Support team with Patrao
from store H immediately
(short term)
• Clarify certainty & timescales
of Patrao from other region,
discuss immediate part week
support
• Gain understanding behind
financial expectations &
budgets
• Discuss lack of performance
with RD

3. Restaurant F
Turnover £25000 weekly – Trading 21 months – LFL +3%
• Infighting within Team
• Impacting Turnover
• Impacting Absenteeism
• Inappropriate Behaviours within
the Store
• Discuss whole situation with RD &
HR
• Meet Patrao & Assistants
individually to understand issues
• Open & Honest group discussion
about issues
• Discuss impact on Turnover &
Absenteeism, not acceptable
• Discuss disciplinary action over
inappropriate behaviours
• Set boundaries and explain
consequences
• Gain whole team buy-in
• Team create plan to boost
turnover & resolve absenteeism
• Encourage Patrao to plan Team
Build

4. Restaurant D
Turnover £26k weekly – Trading 21 months – LFL +3%
• New Patrao to Nandos
• Not embracing Nandos culture &
values towards its people
• No commitment to performance
reviews & team meetings
• Assistants demotivated
• Meet Patrao discuss Nandos
culture/values & why they are not
embracing them & their lack of
commitment to reviews & team
meetings
• Gain commitment to these
• Encourage the Patrao to gain
feedback from team daily
• Encourage Patrao to be as focused on
their team’s development as they are
on their business’ development
• Encourage Patrao to spend time with
Patrao A over understanding & living
the Nandos values & philosophy
• Encourage Patrao to organise team
build & social
• Agree Sit in on Assistants’ reviews
• Arrange time with Patrao & their
development plan
• Liaise with HR over WIMT vacancies
for Patrao

5. Restaurant E
Turnover £7k
• New Store
• New Team
• Low Turnover
• Lacking experience on financial
controls & operational procedures
• Meet Patrao discuss store
performance & support required
• Gain commitment to set targets
• Patrao from store A to support
one day per week (controls,
procedures & business
development)
• LSM’er to support team in
maximising marketing/networking
opportunities
• Encourage Patrao to organise
Team Build & Social
• Invite Patrao to join PD with
homework

6. Restaurant G
Turnover £37k weekly – Trading 3.5 years – LFL –2%
• LFL in decline 2%
• Patrao new to Restaurant
• New Management Team
• Lack of Focus & Drive to
confront difficult issues
• Lack of Leadership
• General laid back attitude
• Frustration within Store &
Central Support
• Discuss background of Patrao
with previous MD
• Gain understanding to reason of
move and what may be affecting
their motivation
• Meet with Patrao, discuss how
they are feeling, their
motivation, what they want from
their role & the lack of
leadership
• Agree responsibilities as a
Patrao, and gain accountability
• Encourage Patrao to work with
team on forming a plan to focus
on developing business
• Encourage them to bond more
with their team and gain their
support

7. Restaurant H
New Opening
• New Store Opening
• New Patrao (internal)
• Delayed opening, possibly in 5
weeks
• Contact Openings Coordinator to
discuss required action
• Meet Patrao to discuss & agree
action plan
• Ensure Central Support aware of
delay
• Contact all Nandocas recruited
and inform them of situation
• Place new Nandocas in nearby
stores for training
• Organise another recruitment
day once handover day is
finalised
• Allocate management resources
to other stores until handover
finalised
• Patrao to support store B
immediately

8. Restaurant A
Turnover £40k weekly – Trading 18 months – LFL +4%
• Strong Patrao
• Lost interest in Store, Staff &
Nandos
• Lack of Motivation
• Unsuccessful in MD Assessment,
2 months ago
• Meet with Patrao to understand
feelings, motivation, why they
feel they were unsuccessful &
what they want going forward
• Encourage their interest &
commitment to their store &
team again
• Encourage Patrao to organise
social for team
• Motivate further by using their
experience to support key issues
in stores D & E
• Obtain copy of Candidate Report
from MD Assessment
• Share Report positively, ensuring
their development plan covers
key areas of development &
support ongoing

9. Restaurant C
Turnover £33k weekly – Trading 5 years – LFL –3%
• LFL in decline 3%
• Restaurant looking tired
• No sparkle since opening
• Team reluctant to move from
store
• Meet Patrao (discuss lack of
growth, store sparkle options,
lack of flexibility of team to
move)
• Discuss possibility of supporting
other stores’ issues in the future
• Understand lack of growth
better (competition, cannibalism,
store condition, lack of focus)
• Discuss Store Sparkle with RD &
PM

10. Restaurant I
• Patrao promoted to regional MD
• Patrao new to store
• Complete store handover to new
Patrao
• Encourage Patrao to create plan
to take store forward
• Support on going basis
• Team to invite new Patrao out for
drinks

11. Business Development Plan
This is an outline plan to which the team shall start to develop
further into their region’s development plan

12. Vision
To have amazing people ensuring all our customers
always have a fantastic Nandos experience and that
all our businesses are performing to their real
potential

13. Objectives
¤ Live the Nandos values with everyone, every situation, every
moment
¤ Consistently deliver the Nandos experience to every
customer
¤ Recruit amazing people to meet all our business needs
¤ Aim to exceed agreed sales targets by maximising all
business opportunities
¤ Deliver agreed profit targets responsibly
¤ Develop all our amazing people to realise their true potential
¤ To ensure we are in the Top 3 performers with respect to
Mystery Shoppers, Ops Check, Capcon, & Staff Survey
¤ Maximise all Marketing & Networking opportunities, locally &
regionally
¤ Communicate Effectively
¤ Fun, Laughter & Celebration

14. People
Staff
¤ Recruit amazing people
¤ Offer fantastic training
¤ Live the Values
¤ Big Happy Family
¤ Appraise all Nandocas regularly
¤ Review all managers regularly
¤ Develop our people to their
true potential
¤ Ensure all managers have
suitable development plans, are
committed to them & have the
necessary support
¤ Random Acts of Kindness
¤ Reward & Celebrate Success
¤ Fun, Laughter & Celebration
Customers
¤ Fantastic Nandos experience
from the warm friendly welcome
through to happy sincere goodbye
& thank you
¤ Wow the customer, encourage
going beyond the expected
¤ Listen to their feedback
¤ Performing Arts
¤ Engage the customer & make
them feel your care
¤ Constant desire to increase
average Mystery Shopper
¤ Red Shirt Hosts
¤ Secondary Orders as standard

15. Financial
¤ Maximise sales in each restaurant
¤ Ensuring we all convert by 2%
¤ KPI's monitored closely by each store
¤ Targets & Performance communicated openly
¤ Full management understanding of P & L's
¤ Replicate "Cock of the North" weekly report
¤ Forecasting & Planning
¤ Planned Maintenance / Refurbishment
¤ Potential new sites

16. Marketing & Networking
¤ Each Store to focus on driving sales through networking
¤ Partnerships with local businesses
¤ Encourage each store to map out plan and have ownership of it
¤ Network with local initiatives
¤ Increased awareness
¤ Encourage customers to spread the word
¤ LSM'er - Business Development & Networking Workshop @ next area
meeting
¤ Tasters @ quieter stores
¤ Bag Drops to neighbouring business & residential
¤ Radio Station drops

17. Opportunities
¤ Increased Spend per head
¤ Secondary Orders
¤ Upselling
¤ Take away / Phone Order awareness to Sit In customers & nearby
businesses
¤ Partnership & Barter
Communication
¤ Regular area & team meetings
¤ Regular appraisals & reviews
¤ Open & Honest Communication
¤ Encourage Feedback
¤ Straight Talking & Generous Listening
¤ Celebrate Success
¤ Call other stores to see how they are
¤ Socials Socials Socials…hic!

18. Working Relationships
¤ Support & Care for each other
¤ Open & Honest
¤ Ask for support from the person with the best expertise
¤ Ownership & Accountability
¤ Invite Central Support to Team Events, Area Meeting & New Store
Openings
¤ Support Central Support
¤ Living the Nandos Values consistently
Support Required
¤ Support from all Central Support, make them feel part of our region
¤ Support from RD, build good working relationship
¤ Support from whole team