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John Lewis Partnership plc Sustainability Review 2014


Modern ways

of working In order to adapt to a fast-paced business environment with ongoing technological change, Partners are increasingly working together across both roles and divisions. Although the majority of Partners feel empowered at work, we still have more to do as a business to fully realise and release their potential.

In focus 2013/14 has been the year that continuous improvement has begun to take hold within the Partnership, thanks to cross-divisional sharing of knowledge and skills. Many areas of the Partnership have been involved in this initiative, from our contact centres to our branches, distribution facilities, head offices and shared service centre. Two examples of the power of Partner engagement in 2013/14 come from work conducted at our Hamilton Contact Centre in Glasgow and a number of locations within Waitrose.

Our Hamilton team has developed a method of continuous improvement they call IMPACT (Improving My Partnership and Changing Together). It follows a structured approach to rapidly improve performance, with ideas coming from Partners who are at the heart of the operation.

Sue Troughton, Customer Service Advisor, says,

“I undertook IMPACT training at Hamilton and it has significantly changed my view of the role I have within John Lewis. It has enabled me to understand that every Partner has the ability to effect change within the business, and we are all in control of driving not only our own success, but the success of the business as a whole.”

At Waitrose, Andi Macauley, Branch Manager at Caversham, has been sharing the knowledge he gained while undertaking his Master’s Degree at Warwick Business School. He is collaborating with his PartnerVoice (the local forum for Partner opinion) representatives to identify opportunities for improving their day-to-day working environment. The group has implemented a number of ideas, including improving the organisation of consumables around checkouts and ordering packaging materials in smaller quantities to reduce the amount of stock held in branch.

Tina Bates, Partner at Waitrose Caversham, says,

“Personally, I feel my ability to influence what’s happening outside of the branch is limited, but through the good suggestion scheme and talking with my managers, I really feel I can add value in my immediate working environment.”


“We take responsibility for our business success.”


“We create real influence over our working lives.”






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