Annual Report and Accounts 2015
John Lewis Partnership plc
55
Health and wellbeing
The health and wellbeing of our Partners is fundamental to their happiness, and it is important to us. We offer a range of benefits which include Partnership Health Services, discounted rates at health clubs and benefits for Partners to enrich their lives outside of work.
Our health services were introduced back in 1929. Since then, the nature of these has changed to reflect external health provisions and the growth and changing needs of the Partnership. In 2013, we launched our Partnership Health Services to combine our existing divisional health teams into a single Partnership offer. These provide accessible occupation-focussed services. In the last year alone, our Health Services team managed more than 15,000 medical cases and 6,000 podiatry sessions. We also offer discounted rates at health clubs.
It was Spedan Lewis’ vision that the Partnership should also encourage Partners to increase their career satisfaction, by encouraging interests outside of work. All Partners have a responsibility to promote each other’s wellbeing and to recognise the importance of a healthy balance between the needs of the Partnership and the personal life of Partners. As well as ensuring our members’ health, our employment offer also includes the use of our five heavily subsidised hotels, and generous contributions towards leisure learning. Our offer is extensive and is very popular.
3. Learning and progression
We are also leading the way in our approach to Partner development. Our commitment to lifelong learning and developing Partners’ skills and knowledge is enshrined in Rule 56 of the Partnership’s Constitution. The Partnership currently spends 56% more than similar organisations on the creation and delivery of Partner development, which we believe is key to the success of the Partnership, not only to ensure Partners are reaching their full potential, but also to be able to respond to the changes we are seeing in the retail industry.
Last year for example, we launched our new online Partner Development website. This involved migrating over forty individual Partner Learning systems into one single database and site. This was a major step forward for the Partnership in enabling learning access for all. By the end of 2014, the website had already received over 1.1 million hits.
Our investment in front-line skills continued with the roll out of a customer service training programme to 16,500 Partners in our John Lewis branches. We also updated and re- launched our leadership development offer. In 2014/15, 59% of our Partners had less than six years’ service, so it is important to offer them the right tools and training.
We also identified the capabilities needed by our business now and in the future to help us retain competitive advantage. As a result, we have improved our talent management process at all levels of the organisation.
4. Working better
We aim to provide efficient and valued Partner services, while ensuring we streamline our policies and processes to support a more flexible and agile workforce.
A key area of activity in 2014 was the centralisation of our resourcing function to a shared centralised service centre. This was a significant operational challenge, especially around our peak trading time. It is a great example of Partners working cross-functionally for the greater good of our business.
We also focussed on continuing to improve our ability to adapt to change. 65% of Partners feel we are successful in this area, agreeing that ‘We manage change well’. This compares to an average of 45% for UK companies1
.
In 2014, 79% of Partners agreed that personal advice and support was available if they needed it, and 77% were satisfied with their physical working conditions.
1 Based on ORC benchmark.
1 White 91.3 2 Asian or Asian British 1.8 3 Black or Black British 0.2 4 Chinese or other ethnic group
0.5
5 Mixed origin 0.8 6 Not given 5.4
Ethnicity of senior manager1 population %
345 2
6
7 6 5 Principle 4
Principle 4 outlines our intentions for Partners, as members, clearly: “The Partnership aims to employ and retain as its members people of ability and integrity who are committed to working together and to supporting its Principles. Relationships are based on mutual respect and courtesy, with as much equality between its members as differences of responsibility permit. The Partnership aims to recognise their individual contributions and reward them fairly.”
1 4
2 3
1
1
Senior management Levels 1–5.
Introduction
Partnership difference
Principles
Strategy
Performance
Governance
Financial statements
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