2008 PADP Objectives

Director of Operations

1. Business / Dept. Objective: Build Sales and Guest Counts; Improve Margins
a. Smart Objective Description: Achieve 100% or more of annual DO PACE dollar
budget for the review period
b. Measurement: Annual DO PACE dollars earned compared to budget
i. Not meeting expectations: Below 95%
ii. Meeting some expectations: 95% to 98.9%
iii. Meeting expectations: 99% to 101%
iv. Exceeding expectations: Above 101%
c. Balanced Scorecard Type: Financial

2. Business / Dept. Objective: Build Sales and Guest Counts

a. Smart Objective Description: Achieve 100% or more of annual regional sales
dollar budget for the review period
b. Measurement: Annual regional sales dollars achieved compared to budget
i. Not meeting expectations: Below 95%
ii. Meeting some expectations: 95% to 98.9%
iii. Meeting expectations: 99% to 101%
iv. Exceeding expectations: Above 101%
c. Balanced Scorecard Type: Financial

3. Business / Dept. Objective: Great Place, Great People, Great Work

a. Smart Objective Description: Achieve year-end management turnover of 22.5
%
b. Measurement: December YTD annualized management turnover compared to
chart below
i. Not meeting expectations: Above 24%
ii. Meeting some expectations: 24 % to 22.6%
iii. Meeting expectations: 22.5% to 18%
iv. Exceeding expectations: Below 18% turnover
c. Balanced Scorecard Type: People

4. Business / Dept. Objective: Great Place; Great People; Great Work

a. Smart Objective Description: Achieve year end team turnover goal of 85%
b. Measurement: December YTD annualized turnover compared to chart below:
i. Not meeting expectations: Above 92.5%
ii. Meeting some expectations: 85.1% to 92.5%
iii. Meeting expectations: 80% to 85%
iv. Exceeding expectations: Below 80%
c. Balanced Scorecard Type: People
5. Business / Dept. Objective: Improve Guest Experience and Perceptions
a. Smart Objective Description: Maintain annual restaurant management staffing
pars.
b. Measurement: Restaurants staffed to par levels averaged for the year
i. Not meeting expectations: Below 80% stores staffed to par
ii. Meeting some expectations: 80% to 89.9% stores staffed to par
iii. Meeting expectations: 90% to 100% stores staffed to par
iv. Exceeding expectations: No upside for over 100%
c. Balanced Scorecard Type: Customer
6. Business / Dept. Objective: Improve Guest Experience and Perceptions
a. Smart Objective Description: Achieve zero critical and zero major violations on
region’s Ecosure Food Safety Audits for the year.
b. Measurement: Average number of Critical violations per restaurant for the region
on Ecosure Food Safety Audits for the year
i. Not meeting expectations: Above 2.3
ii. Meeting some expectations: 2.01 to 2.29
iii. Meeting expectations: 1.71 to 2.0
iv. Exceeding expectations: Below 1.7
c. Balanced Scorecard Type: Process
7. Business / Dept. Objective: Improve Guest Experience and Perception
a. Smart Objective Description: Improve region GEM likelihood to recommend by
3 points from Q4 2007.
b. Measurement: Improvement of region GEM metric likelihood to recommend as
compared to chart below.
i. Not meeting expectations: Below 2 point improvement.
More than 1 restaurant below the minimum targets for Taste & Server
Attentiveness
ii. Meeting some expectations: up to 2 point improvement
1 restaurant below the minimum targets for Taste & Server
Attentiveness
iii. Meeting expectations: 2.1 to 3 point improvement or 65 and above.
No restaurants below the minimum targets for Taste & Server
Attentiveness
iv. Exceeding expectations: Above 3.1 point improvement or 69 and
above.
No restaurants below the minimum targets for Taste & Server
Attentiveness
c. Balanced Scorecard Type: Customer

04/04/2008