| Sr.No | Area | KEY RESPONSIBILITY AREAS(KRA's) | Weightage | Milestone | Efforts | EE | ME | NI | BE |
| 1 | Financial | Sales Target V/s Achievement (Store Sales + Omni sales) | 25% | 100% AOP Achievement | Daily sales tracking vs target, hourly sales monitoring, focus on conversion and ASP growth, festival/event planning, team target allocation, driving omni orders, manpower deployment during peak hours, category-wise sales review, competitor activity tracking, staff motivation and daily huddles. | >=100% | 95 - 99% | 94-90% | <90% |
| Shrinkage & Damage | 10% | Stock audit - Shrinkage-Meet <=0.45% | Sstock reconciliation, strict GRN and billing controls, CCTV monitoring, random audits, high-value article tracking, damage control process adherence, staff awareness training, pilferage prevention activities, regular cycle counts, proper stock handling practices. | <=0.45% | 0.46-0.55% | 0.56-0.65% | >0.65% | ||
| Unit Per Transaction | 5% | =>5% increment from Last year | Upselling and cross-selling training, cashier add-on selling focus, combo/product bundling, daily UPT tracker review, incentive-based motivation, category attachment selling, customer engagement improvement, monitoring billing behavior and basket building activities. | =>5% | 3-4% | 1-2% | <1% | ||
| 2 | Process | Store Operations Dashboard | 15% | 90% Overall Store Operatoins Dashboard | Audit readiness, process compliance monitoring, hygiene and grooming checks, roster planning, timely closure of audit gaps, SOP adherence, customer complaint resolution, operational review meetings, regular dashboard tracking and action planning. | > =90% | 89-85% | 84-80% | <80% |
| Design to Display | 10% | Option Count (75 % Plus) Option Qty (90 % Plus) | Proper merchandise planning, fast replenishment from back store, size availability monitoring, seasonal merchandise execution, stock depth management, coordination with VM and category teams, maintaining display standards and ensuring no stock-out in key categories | > =90% | 89-85% | 84-80% | <80% | ||
| Facia Plan compliance | 5% | 85% | Timely implementation of facia guidelines, coordination with VM team, regular facia audits, corrective action on gaps, maintaining branding visibility, updating promotional communication and ensuring standard display execution across the store. | > =90% | 89-85% | 84-80% | <80% | ||
| VM Display -MPM Scorecard | 5% | MPM Scorecard >=90% | Execution of VM guidelines, mannequin styling adherence, focal display maintenance, freshness in displays, weekly VM audits, team training on VM standards, maintaining promotional displays, proper signage placement and coordination with VM team for improvement areas | > =90% | 89-85% | 84-80% | <80% | ||
| 3 | Customer | Customer Experience | 5% | 4000 Positive Customer Styling Feedback | •Drive customer-centric culture in the store. • Ensure 100% team certification on product knowledge, styling, conversion management, and customer handling. • Review feedback trends and create improvement plans. • Conduct weekly customer experience reviews. | > = 4000 | 3999- 3000 | 2999-2000 | <2000 |
| 5% | 6 Staff Behaviour Escalation | •Own overall CX score achievement. • Conduct service audits and action planning. • Review complaint trends and drive corrective actions. • Lead customer delight initiatives. | <6 | 7-12 | 13-18 | >18 | |||
| 4 | People | Attrition | 5% | <10% reduction from LY | • Conduct monthly skip-level connects. • Review attrition dashboard and retention risks. • Drive engagement calendar and recognition programs. • Conduct stay interviews for key talent. • Partner with HR on retention initiatives. | =>10% | 8-10% | 5-7.99% | <5% |
| Capability Development | 5% | 40 Training Hours Per Employee- | • Create quarterly capability development plans. • Ensure training completion targets are met.(Aarambh, Wow, Unnati, Pragati compliance) • Review skill gaps and succession readiness. • Nominate employees for advanced programs | >=40 hours of training per employee | 35-39 hours of training per employee | 30-34 hours of training per employee | >30 hours of training per employee | ||
| Internal Pragati Growth | 5% | > 60% employees placed internally | • Identify succession pipeline. • Develop career progression plans. • Conduct talent reviews and nomination discussions. • Mentor high-potential employees | >= 15% FM,HC,SVM FMCG- Purchaser & ASMplaced Internally | 14-10% FM,HC,SVM FMCG- Purchaser & ASMplaced Internally | 9- 6% FM,HC,SVM FMCG- Purchaser & ASM placed Internally | Less than 6% FM,HC,SVM FMCG- Purchaser & ASM placed Internally | ||
| 100% |