Annual Report and Accounts 2016


John Lewis Partnership plc


81


The Council’s second meeting provided an eagerly anticipated opportunity to begin to understand better the 4Ps. Councillors welcomed the detailed briefings and clear exposition of the potential cost of implementing the National Living Wage. A recurring theme was communication, since Councillors often find themselves privileged with the additional knowledge and understanding appropriate to their role as a governing authority and consequently under pressure to share and help explain the emerging detail that hasn’t yet or doesn’t quite filter down through the management cascade. Management were certainly keen to engage Partners in an issue that would clearly be pivotal to our future profitability, but Councillors were often involved at an early stage, before wider communication was planned and that creates an inevitable tension.


New vision – new style


In November, It’s Your Business 2028 was formally launched with the Partnership’s Leadership Team and, the following week, at the Partnership Council Conference. In tune with the development of a new long-term vision, preparation for Councillors was over a longer period than usual, making full use of the Council’s Google community to share and comment on thought-provoking papers, films, presentations and TED talks, with Councillors completing surveys and polls to capture their views and ensure the best use of time with the Chairman. Council conferences usually review the last year and plan the agenda themes for the following 12 months, so looking 12 years ahead demanded a different approach, but it was one that inspired Councillors. Another first, and equally inspirational, was the 4Ps Expo which allowed Councillors face to face contact and in depth discussion with over 50 of the Personnel Partners leading the key developments that would support the delivery of better jobs, better performing Partners and better pay. As at the start of the 2012-15, Councillors were joined by their senior line managers to help ensure a shared understanding of the Council’s role and the support and time required for Councillors to carry it our effectively.


“ How can we create a more dynamic and exciting environment, rather than Partners feeling things are being taken away?”


Rebecca Santerre Queiroz de Oliveira John Lewis Victoria on Productivity


New year – new Plan


At their January meeting Partnership Councillors as usual considered the long-term plans agreed by the Board in the autumn. This year the new Partnership Plan had a different ‘shape’, reflecting the direction emerging from It’s Your Business 2028, and Council’s discussion was able to touch on all six of the themes with the intention of returning in more detail to particular elements throughout the year. The future of our democratic vitality was the focus of the first day, asking Councillors to think radically not only about their own activities but also about the other representative bodies and our whole democratic structure.


Decisions


Much of the Council’s activity centres on building knowledge and understanding in order to influence the development of policy and the success of the Partnership. But there are also some key decisions it makes, most important of which is holding the Chairman to account for his leadership and the progress of the Partnership towards achieving Principle 1. After debating the Partnership’s half year results in October 2015 the vote in favour of the Chairman’s leadership was passed unanimously. In March 2016, at the full year results stage, the vote was carried with one against and one abstention.


The Council also begins each term by formally agreeing its own procedures and delegations, which include empowering the PFAC to recommend to the Trustees on the Council’s behalf when Bonus should be withheld from Partners who have been dismissed for serious misconduct. This year delegation was extended to the Steering Committee to agree minor changes to the Pension Scheme, with the proviso that any such proposals could be referred to the full Council should the Steering Committee feel it appropriate. The proposal was passed with one voting against.


A further formal, but nonetheless important agreement (unanimous) was to the statement of our arrangements required by the Information and Consultation of Employees Regulations (available on the Partner intranet).


New technology – new levels of engagement


This is the most technologically enabled Partnership Council ever! All Councillors began their term of office with iPads, giving easy access to the Council site containing all agendas, papers, presentations, highlights, videos and summaries. The site is also available to those who support Councillors in different ways, both the teams in registry – such as Partnership assurance leads and democracy coaches – and their senior line managers. Councillors also have their own private Google community, as do all the Specialist Groups, and every Councillor has posted or communicated, with the overall tally exceeding 1,000 in the first six months.


Contributions at the meetings themselves have also come from a higher proportion of Councillors than in recent times. July’s figure was over 75%, beating the previous record set in June 2010, when the meeting included the seminal debate on ‘What it feels like to be Partner’. Interestingly both were the first meetings for a new President.


Jane Burgess Partners’ Counsellor


“ Please can we be more clear and consistent on the communications of It’s Your Business 2028?”


Christopher Wright John Lewis Edinburgh on Communications


It’s Your Voice


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