John Lewis Partnership. Please login. Welcome to the. As part of these selections or elections is done in compliance with the Partnership Handbook and the Data. Partnership credit card will earn points to spend at either Waitrose or John Lewis. One point is earned for every £1 spent at John Lewis. WAITROSE, the food shop of the John Lewis Partnership, has announced the Federation Diary, the Fish Farmer Handbook and a range of wallplanners. Microwave ovens vary: refer to handbook Remove lid. The John Lewis Partnership: partner's handbook. John Lewis Partnership. Published [London]: John Lewis Partnership 1951; Physical description 55 p.

1. John Lewis Partnership Card

Not to be confused with. John Lewis Partnership Private (All shares held in trust) Industry Founded, (1920) Founder(s) Headquarters, Key people Charlie Mayfield (Chairman) Products, direct services Revenue £8.73 Billion (2012) £621 million (2009-2010) Employees 81,000 (2012) Website The John Lewis Partnership is an UK partnership which operates, and a number of other services. The company is owned by a on behalf of all its employees — known as partners - who have a say in the running of the business and receive a share of annual profits, which is usually a significant addition to their salary. The group is the third largest UK private company in the Top Track 100 for 2010. Additionally, John Lewis also has the distinction of being UK's best high-street website after beating in October 2010.

The chain's image is upmarket, and it appeals strongly to middle and upper class shoppers. Recently, however, John Lewis has broadened its marketing strategy towards all types of buyers, with the introduction of the 'Value' range to John Lewis and the 'Essential' range to Waitrose, and with the expansion of the business. The partnership also supplies the with Waitrose own-brand foods and John Lewis own-brand non-food items. Contents. History The business was founded in 1864 when set up a in, which developed into a department store. In 1905 he bought the store in.

In 1920 his son, expanded earlier power-sharing policies by sharing the profits the business made among the employees. The democratic nature and profit-sharing basis of the business were developed into a formal structure and Spedan Lewis bequeathed the company to his employees.

As of 2011, there are 81,000 partners – the majority full-time – working for the John Lewis Partnership. The principle and slogan Never knowingly undersold was adopted in 1925. It applied to the company's Peter Jones store. It echoes an advertisement of 1846 by John Lewis subsidiary Bainbridge of that stated that 'Bainbridge and Muschamp are resolved that they will not be undersold by any House in the Kingdom'. It stated that if a customer could buy the same item cheaper elsewhere they would refund the difference.

Today, the company still honours this pledge, and many of their competitors also offer such a pledge. The principle has been more refined, most notably to exclude retailers who only trade through. The pledge has recently been revised to include extended insurance and delivery charges when comparing undersale values.

However, they were the only large retailer that would match the price with any UK shop, not restricting it to a local area, until adopted the same policy in July 2007. The policy is also to monitor local competitors and reduce the shelf edge price if they are being 'undersold'. The present shop on Oxford Street was completed in 1960, the original buildings having been bombed during the war and gradually rebuilt.

The sculpture Winged Figure by was added in 1962. On 27 April 1933 John Lewis Partnership bought Jessop & Son of. This store was the first John Lewis outside London.

The store kept the name 'Jessops' until 2002, when after a refurbishment and expansion the store was renamed as simply John Lewis. The partnership has also purchased a number of other regional department stores, as well as developing stores in new locations. As of 2005 it has plans to open a new department store every year for the next 10 years, which is probably the most ambitious expansion programme in its history. In line with other British department store chains, it is nearing the completion of a process of renaming any stores not branded John Lewis (Tyrrell & Green, etc.) with the nationally recognisable name. Peter Jones in London will remain the only exception to this policy when the premises of are replaced by a new department store in, and following the recent renaming of the store (formerly ). Organisation of the partnership Every employee is a partner in the John Lewis Partnership, and has a possibility to influence the business through branch forums, which discuss local issues at every store, and the divisional John Lewis and Waitrose Councils.

Above all these is the Partnership Council, to which the partners elect at least 80% of the 82 representatives, while the chairman appoints the remaining. The councils have the power to discuss ‘any matter whatsoever’, and are responsible for the non-commercial aspects of the business – the development of the social activities within the partnership and its charitable actions. The Partnership Council also elects five of the directors on the partnership board (which is responsible for the commercial activities), while the chairman appoints another five.

The two remaining board members are the chairman and the deputy chairman. These routes ensure that every non-management partner has an open channel for expressing his/her views to management and the chairman. As well as this, the John Lewis Partnership publishes a weekly in-house magazine, called The Gazette. It is the oldest in-house magazine currently still being published in the UK. Each John Lewis branch also has its own weekly magazine, called The Chronicle. The John Lewis Partnership has a very extensive programme of social activities for its partners, including two large country estates with parklands, playing fields and tennis courts; a golf club; a sailing club with five cruising yachts and two country hotels offering holiday accommodation for the partners.

Partners are also enrolled in a very favourable pension scheme, receive a death in service insurance, and are given very generous holidays. In addition to this, upon completing 25 years of service for the company, partners are given a paid 6 month break. Finally, every partner receives an Annual Bonus, which is a share of the profit. It is calculated as a percentage of the salary, with the same percentage for everyone, from top management down to the shop floor and the storage rooms.

The bonus is dependent on the profitability of the partnership each year, varying between 9% and 20% of the partners' annual salaries since 2000. The Annual Partnership Bonus for 2007 was the top end 20%, this is before the recession started. The Annual Partnership Bonus for 2008 was 15% of a partner's gross earnings for the 2007/2008 financial year.

The Annual Partnership Bonus for 2009 was 13% of a partner's gross earnings for the 2008/2009 financial year. The Annual Partnership Bonus for 2010 was 15% of a partner's gross earnings for the 2009/2010 financial year. In 1999, in response to a fall in profits, there were calls from some Partners for the business to be demutualised and floated on the stock market. If this had gone through, each Partner would have been guaranteed a windfall of up to £100,000 each, in order to compensate them for their share of the business.

In the end, no one on the Partnership Council agreed with the idea and only one member spoke in favour of a referendum on the issue. In the year 2007-2008, the managing director of John Lewis, Andy Street, who has worked since leaving university in 1985, was paid £500,000, plus the 20% bonus of £100,000. Main article: As of 2011 the John Lewis division operates 28 full-line department stores, 4 John Lewis at Home Stores and a. The stores are in a mixture of city centre and regional shopping centre locations. They are generally the largest or second largest department store in their local market. The flagship Oxford Street store in London remains the largest John Lewis outlet in the UK.

As well as the John Lewis department stores the partnership operates five Waitrose Food & Home stores combining the group's Waitrose supermarkets with some of the John Lewis division's non-food ranges. Newer John Lewis at home stores are opening to cater for areas which have no local John Lewis department near them. They are around a third of a size of a normal department store.

The first store opened in Poole in October 2009. Croydon followed in August 2010 with Tunbridge Wells and Swindon opening later that year. In 2011, Tamworth and Chester both opened in the Autumn. This type of store contains both Home and Electrical departments with services such as a cafe and 'Click and Collect' also available. Main article: The John Lewis Partnership also owns Waitrose, an upmarket supermarket chain which has 259 branches (2011) and 35,573 (summer 2006) partners.

John Lewis Partnership Card

Waitrose trades mainly in London and the South of, and was originally formed by Wallace Waite, Arthur Rose and David Taylor. The company was taken over by the John Lewis Partnership in 1937. The acquisition of 19 branches in 2004 greatly increased the size of the company and saw branches open in the north of England for the first time. A further six stores were purchased from Morrisons in Autumn 2005 and again helped the march into previously unexplored territories. Then, in March 2006, Waitrose announced the purchase of five stores from, with the first two stores in, both of which are in the capital,.

In July 2006, Waitrose announced the purchase of six more stores and a distribution centre from Morrisons. In 2007 the first purpose built Waitrose supermarket in the north of England opened at,.

In January 2009, Waitrose announced the purchase of an additional 13 stores from. Waitrose also does online shopping and was the first to offer a free delivery service. This is in addition to Ocado. Main article: Ocado is an online supermarket which sells Waitrose own brand products. It delivers in vans which have pictures of fruit and vegetables.

The John Lewis Partnership pension fund previously owned 29% of Ocado, but fully divested itself of its share ownership in February 2011. Direct services On 3 October 2006, the Partnership launched a direct services company named Greenbee. Greenbee provided, and. Initially, the company offered, and events as well as a travel and service. It subsequently expanded to offer other services including and, insurance for second homes and access. In late 2010 Greenbee was absorbed into the John Lewis brand and insurance services are now offered under the brand. Broadband and telephone services will continue to be provided by John Lewis.

Credit cards and account (store) cards Unusually, John Lewis department stores did not accept Visa and MasterCard credit cards until 1999, previously only accepting the John Lewis Account Card (a form of ) and the Switch (now ) and Delta (now ) debit cards. On 28 March 2004, the John Lewis Partnership announced the launch of their own credit card — the Partnership card. This was launched with which is a division of the banking giant.

It was launched as a with a choice of four designs (effectively four different colours). The credit card follows on from, and supersedes, the John Lewis (and Waitrose) account cards which have been around for 40 years. These cards are no longer available, and holders of these are being encouraged to replace them with the Partnership card. They can, however, still be used, and some cards from the mid-1970s are still in use. The Partnership card is designed as a credit card, with 6 months interest free credit and a 16.9%.

It offers a 1% rebate for purchases at stores (including online stores) that are members of the John Lewis Partnership (such as and ). For purchases at other stores it offers a rate of 0.5%. The rebate is awarded as vouchers which can be spent in a store of the John Lewis Partnership. Vouchers are earned by accumulating points, with 1 point awarded for every £1 spent in John Lewis Partnership stores, and every £2 spent elsewhere. 500 points earns a £5 voucher.

Earned vouchers are sent to card holders by post and can be spent in a store of the John Lewis Partnership. Manufacturing The John Lewis Partnership currently operates one manufacturing business, Herbert Parkinson, in,. This company, established as a weaver of fabrics in 1934, was acquired by the partnership in 1953.

Herbert Parkinson currently produce John Lewis own brand fabrics and curtains as well as filled furnishing products such as cushions and pillows. The company operates a wholesale business to outside customers in addition to supplying John Lewis Partnership branches.

Until September 2007, the partnership also owned two further textile production businesses: -based printer Stead McAlpin (founded c. 1875, 200 workers) and, -based weaver J. In spite of capital investment and improvements in efficiency, neither had been profitable for almost 10 years., whose managing director is Jim Kidd, was formed to buy the businesses.

The partnership announced its intention to retain both businesses as key suppliers once they were under new ownership and to agree payments to partners employed at the affected sites. See also., magazine Notes.; from Companies House records. John Lewis Partnership. Retrieved 2008-05-28. Retrieved 2012-03-07.

FAST TRACK in association with The Sunday Times. Retrieved 2011-02-16. Marketing Magazine. Retrieved 2011-02-16. Anne Pimlott Baker, ‘Bainbridge, Emerson Muschamp (1817–1892)’, Oxford Dictionary of National Biography, Oxford University Press, 2004; online edn, Jan 2010. Brignall, Miles (2011-02-05). London: The Guardian.

Retrieved 7 March 2011. A human resources view of the John Lewis Partnership. 20 September 1999. Retrieved 6 May 2010. Killgren, Lucy (March 11, 2009).

John Lewis Partnership. Retrieved 2012-06-20. Retrieved 2012-06-20. Retrieved 2012-06-20.

Retrieved 2009-08-23. ^ Budworth, David (2006-10-08).

The Sunday Times (London). Retrieved 2009-08-23. Kilner, Richard (2008-07-30). Insurance Daily. Retrieved 2009-08-23. Daily Mail (London).

Retrieved 2009-08-23. Gallagher, Rosemary (2007-10-27). The Scotsman.

Retrieved 2009-08-23. John Lewis Partnership. Retrieved 2009-08-23. Farey-Jones, Daniel (17 September 2010). Retrieved 6 February 2011.

John Lewis Partnership. Retrieved 2012-06-20.Accessed: 2007-09-10.Accessed:2007-09-10. References. John Spedan Lewis 1885-1963: Remembered by Some of his Contemporaries in the Centenary Year of His Birth with the editor being Hugh Macpherson. Mainly black and white, colour plates relating to the business of the John Lewis Partnership and links with Waitrose Supermarkets. With a foreword by Peter Lewis. Includes biographies of executives, and an index.

Detail from a copy of published by John Lewis Partnership in 1985 with no ISBN. Julia Finch, (9.3.2008) The Guardian External links Wikimedia Commons has media related to.

When our founder, John Spedan Lewis, set up the Partnership, he made it both commercial and democratic. He also signed away his personal ownership rights to allow future generations of employees to take forward his 'experiment in industrial democracy'. Our structure gives our management the freedom to be entrepreneurial and competitive in the way they run the company, while giving Partners the rights and responsibilities of ownership through active involvement in the business. Watch a short film of Partners explaining why our business is different - (2:14 minutes) Partners are instrumental in all that we do, including helping to shape, manage and deliver our sustainability goals. A business like the John Lewis Partnership can set ambitious sustainability targets but it is only through successfully harnessing Partners' passion and energy that we can achieve engagement and participation across every aspect of our sustainability agenda. Your Voice The Partnership model enables Partners to use their voice as co-owners to create a better business both today and in the future.

Your Voice is a Partner opinion tool which supports our Partners to share their views about our business throughout the year on a range of topics and in a number of ways. Your Voice provides every Partner with the opportunity to have their say on the extent to which we are delivering against our ultimate purpose - the framework for the Partnership model which sets out the aspiration for our co-ownership culture. There were a total of 39 questions covering topics such as wellbeing, satisfaction, advocacy and change.

We will continue evolving Your Voice by providing an opportunity to voice and listen to opinion more frequently supported through technology. The employee-owned sector There are many businesses that are substantially or wholly owned by the people who work for them. The employee-owned sector delivers 4% of UK GDP annually and this contribution is growing. Employee-owned businesses take a variety of forms and operate in almost every sector of the economy. They are united by an ethos that puts people first, involving the workforce in key decision-making and realising the potential and commitment of their employees.

These companies are represented by the Employee Ownership Association which promotes the interests of the sector to government and other stakeholders. To find out more about employee ownership:. Read about the economic contribution that employee-owned businesses make to the UK economy, through improved productivity, greater levels of innovation and more resilient performance. Download (PDF 157KB). Explore the different models of employee ownership and get more information about their key features, governance and funding. Download the (PDF 375KB). Read research by the Centre for London (CfL), identifying how to create the right conditions to support and promote employee ownership at a local level.

Download the (PDF 365KB). Find out more about the 50 largest employee-owned companies - including information on revenue, productivity and ownership structures. Download the (PDF 139KB). Read research by the Employee Ownership Association (EOA) and the White Rose Centre which shows the positive performance of employee-owned businesses.

Download (PDF 376KB). Read the press release explaining published research that finds that companies owned by their employees are more resilient than conventionally structured companies, outperforming the market during the downturn and demonstrating a lower risk of business failure. Read a guide to employee ownership which includes case studies of other employee-owned businesses and advice for business owners considering transferring to employee ownership. Download our guide to (PDF size: 312KB).

Watch the video 'Employee Ownership, A Shared Passion', which explains how our employee owned business model operates in practice, and offers insight and advice to anyone wanting to learn more about this sort of model and its benefits. Watch the (2:45 minutes). Find out more about the (www.employeeownership.co.uk).