john-lewis-partnership-plc-annual-report-2015

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54 John Lewis Partnership plc Annual Report and Accounts 2015 Partnership performance (continued) 2. Inclusive ownership Diversity Diversity & Inclusion (D&I) for us means doing business in a way that uniquely values everyone. We understand that recognising and valuing difference helps us to make better decisions, spark innovation, and develop talent. Our Constitution requires that in our employment conditions we take no account of age, gender, marital status, sexual orientation, ethnic origin, social position or religious or political views. We refreshed our D&I policy in 2013 and report annually to the Partnership Board on our progress. Our approach is focussed on: Gender diversity of the Partnership 1. Resourcing inclusively to ensure we recruit, retain and progress a diverse population of Partners. 2. Creating the right conditions to support inclusive working by ensuring we have the right policies and processes in place. 3. Ensuring awareness and the right behaviours, so that working better together and inclusively becomes instinctive. 4. Measuring and reporting the progress, effectiveness and impact of our activities. SETTING A GOAL IS A FANTASTIC STEP FORWARD AS IT ADDRESSES THE NEED TO HAVE MORE TALENT AT MANAGEMENT LEVELS OF PARTNERS FROM AN ETHNIC BACKGROUND, ULTIMATELY LEADING TO A REFLECTION OF THE COMMUNITIES IN WHICH JOHN LEWIS AND WAITROSE TRADE. Baz Naik Branch Manager, Waitrose Kings Road We are keen to ensure that our Partner population is reflective of the rapidly changing demographics of the employment markets we operate in. In late 2014, we centralised and improved our reporting to help us understand how representative our recruitment process is at each stage. We launched a new mandatory e-learning programme to build Partner confidence, engagement and knowledge, understanding of our policy and their personal responsibilities. We also began to roll out ‘unconscious bias’ training for managers. As well as our growing Pride in the Partnership (PiPs) Partner network group for LGBT Partners, we now also have Partner groups for gender, faith and ethnic minority Partners. In 2014, we also introduced a diversity policy statement for the Partnership Board to help us reflect an increasingly diverse UK population. We have set a goal to increase the current proportion of ethnic minority managers by 50% over the next five years, so that ethnic minority managers make up at least 10% of all managers (Levels 1-9). In 2014, 87% of our Partners told us that they believe that the Partnership values individual differences, placing us among the top 10% of organisations who include this question in their employee survey. 40% of our Partnership Board and 45% of our senior management population (Levels 1-5) are female. 15% of our Partners are from an ethnic minority. For more on Partner diversity: www.johnlewispartnership.co.uk/ performanceandreporting 2015 2014 Male Female Male Female Partnership Board 60% 40% 60% 40% Directors and Management Board members * 71% 29% 66% 34% Senior Managers ** 55% 45% 57% 43% All other Partners 42% 58% 43% 57% All Partners 43% 57% 43% 57% 40% of our Partnership Board and 45% of our senior management population (Levels 1-5) are female. 15% of our Partners are from an ethnic minority. * Other than Partnership Board Members ** Other than Partnership Board Members, Directors and Management Board Members
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 relaunched 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 companies 1 . 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. 6 Principle 4 5 1 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 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 2 4 Ethnicity of senior manager 1 population % 345 2 6 7 1 3 Introduction Partnership difference Principles Strategy Performance Governance Financial statements 1 Based on ORC benchmark. 1 Senior management Levels 1–5.
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