78
John Lewis Partnership plc Annual Report and Accounts 2015
Our key financial performance indicators
Across the Partnership, we focus on a number of KPIs to identify trends in the trading performance of both Waitrose and John Lewis. These KPIs are designed to help us measure and understand our operational performance and link to our three Partnership Aims.
Definition Why we use this measure
Increase advantage of Partners Gross sales per average FTE £000
Gross sales divided by the average number of full time equivalent Partners.
Gross sales per FTE is an indicator of productivity within the Partnership. A higher result denotes higher productivity.
Gross sales per FTE decreased slightly reflecting a decline in gross sales per FTE in Waitrose, where FTEs grew at a faster rate than the sales growth. This was offset by an increase in gross sales per FTE in John Lewis. On a 53 week basis the KPI was £184,800.
Partnership profit per average FTE £000
Profit before Partnership Bonus, tax and exceptional item divided by the average number of full time equivalent Partners.
Measures the profit generated per average FTE. This is useful to assess whether we are growing efficiently.
PBT per average FTE decreased, principally due to the decline in operating profit and the increase in average FTEs. On a 53 week basis the KPI was £5,800.
Partnership profit per average FTE £000 7.6*
6.9* 6.4 6.7 5.7
Gross sales per average FTE £000 169.2
170.7 179.2 182.0 181.6 Commentary How we have performed
2011
2012
2013
2014
2015
2011
2012
2013
2014 * Not restated for the adoption of IAS 19 (revised). Number of Partners
Number of Partners as at year-end date.
Measures growth in the number of Partners and the net new jobs created by the Partnership.
Net 2,800 new jobs were created in the year, principally in Waitrose.
Number of Partners at year end 76,500
80,900 84,700 91,000 93,800
2015
2011
2012
2013
2014
2015
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