John Lewis Partnership

Waitrose Welcome BreakPartner Team ManagerDevelopment Workbook

1

Congratulations!

We are delighted you are joining our unique business as a Team Manager and hope your career with us is enjoyable and rewarding. This provides you with an overview of the John Lewis Partnership and the Waitrose Convenience team as well as a guide to the key people you will work with who will help you plan your learning and development towards successful appointment.

One of the key differences of Waitrose compared to other companies is the emphasis that is placed upon personal development. We know the managers we employ and work with in Welcome Break are some of the very best in the country. Within Waitrose our focus is to manage through our people, rather than manage through tasks, and this gives the culture within the Partnership a real uniqueness. Many experienced managers who start to work with us in Waitrose can find this takes time to adjust to. Welcome Break and Waitrose have a strong working relationship and collectively strive to achieve the best possible experience for both managers and Partners alike. The workbook provides a summary of your training framework for managing your personal development. It is important that you create your own Personal Development Plan (PDP) to focus and tailor your learning to meet your individual needs. Some of the terminology will be new to you so further information is provided in the Glossary at the back. You’ll find details of your learning programme, tips on managing your development and links to other useful information too. We wish you the very best in your career with Waitrose.

WelcomeCongratulations on your new role, and welcome to your development workbook.

This role offers Partners the opportunity to progress their career within Welcome Break whilst remaining with the Partnership, and came about as a direct result of feedback from PartnerVoice and Forum members. You will have an influential and important part in continuing to develop a great Partner experience in your Welcome Break unit. Equally important is in fulfilling this role you help your UBM and all Partners get the most out of working for the Partnership, whether that be involvement in the democracy and running of our business, or the many benefits we enjoy as Partners.

We are very proud to work with Welcome Break, who are without doubt the leading motorway service operator. I truly believe that your new role means you will be uniquely placed to take advantage of future opportunities both within the wider Partnership or Welcome Break

As such I wish you every success in your new role. I hope you enjoy the challenge it brings, and that this is only the next step in a worthwhile and satisfying career David Morton Director, Business to Business

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Store number: Store address:

Store phone number: Unit Business Manager: Team Manager: Team Manager: Team Manager: Team Manager:

Site Operations Manager: Number of Partners: Notes on store - (Offer, hours, deliveries etc):

Useful Notes

3

At the John Lewis Partnership, employees are Partners, which means we are all owners of the business and share in its success. Our founder, John Spedan Lewis, had an ambitious vision of employee co-ownership with the happiness of Partners as the ultimate purpose, and his vision lives on in the modern Partnership of today.

Principle 1 of our Constitution“The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards - Profit, Knowledge and Power” John Spedan Lewis - Founder of the John Lewis Partnership.

The John Lewis Partnership is a visionary and successful way of doing business, boldly putting the happiness of Partners at the centre of everything it does. It’s the embodiment of an ideal, the outcome of nearly a century of endeavour to create a different sort of company, owned by Partners dedicated to serving customers with flair and fairness.

All 93,000 permanent staff are Partners who own 46 John Lewis shops across the UK (32 department stores, 12 John Lewis at home and two smaller shops at Heathrow T2 and St Pancras International), 341 Waitrose supermarkets (www.waitrose.com), an online and catalogue business, johnlewis.com (www.johnlewis.com), a production unit and a farm. The Partnership had annual gross sales of almost £11bn for 2014/2015. Partners share in the benefits and profits of a business that puts them first.

When our founder, John Spedan Lewis, set up the Partnership, he was careful to create a governance system, set out in our Constitution, that would be both commercial allowing us to move quickly to stay ahead in a competitive industry, and democratic

giving every Partner a voice in the business they co-own. His combination of commercial acumen and corporate conscience, so ahead of its time, is what makes us what we are today.

What does working in a Partnership mean?Being a Partnership is about much more than sharing the profits: it defines our approach to what we do. With ownership comes responsibility, and the knowledge that our success depends entirely on providing the best quality products and services to our customers so that they come back to us again and again.

Our democratic network of elected councils, committees and forums gives Partners a real say in our decision-making processes, and allows us to challenge management on performance and have a real say in how the business is run.

This sense of collective responsibility extends to everyone we deal with; from customers and suppliers to the communities we’re part of.

Modern WaitroseModern Waitrose is a transformative programme that is shaping our business priorities. It builds on our heritage, putting Partners and Principle 1 at the heart of our business, helping customers to enjoy the quality, inspiration and service they love and trust – whenever, wherever and however they want to shop.

It is our response to advances in technology and significant changes in customer behaviour that are structurally changing the way we work and how customers wish to shop.Our blueprint to create Modern Waitrose is made up of these six elements:

◗ Efficiency - transforming the way we work ◗ Being brilliant online ◗ Building our convenience offer ◗ Giving customers compelling reasons to visit our branches ◗ Deepening relationships with our customers ◗ Inspiring products and reassurance on value

Overview - Working for the John Lewis Partnership

Being a Partnership is about much more

than sharing the profits: it defines our approach to

what we do.

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Our first Waitrose at Welcome Break opened in April 2009 in Oxford Services, followed by South Mimms shortly after. 6 years later, we have 27 Waitrose units in Welcome Break Service Areas across the UK. The largest site is Fleet South at 210 square meters, and the smallest London Gateway at 106 square metres.

Our business is managed jointly with Welcome Break and Waitrose working closely together to bring Food For Now, the next 24 hours, convenience and an element of surprise and delight to customers on the motorway.

Welcome Break is the second biggest motorway service provider in the UK with 27 sites across the UK’s motorway network. The sites are open 24 hours a day, 7 days a week 365 days a year and provide a safe, warm place for customers travelling on the motorway.

The Welcome Break sites are

owned and operated by Welcome Break. Each unit being managed by a Unit Business Manager who works for Welcome Break supported by at least one Team Manager.

Waitrose is famous for delivering exceptional customer service and the thing that makes us different is our Partners who share in the success of our business. When developing the proposition with Welcome Break, the Partner model was and still is seen as being critical to the success of the Waitrose brand on the motorway. We share a lot of similarities to the UK convenience sector which is worth over £34bn per year and accounts for 20% of the UK food and grocery market. Alcohol has only been on sale in Waitrose Welcome Break for the last 2 years - it now accounts for nearly 10% of the total business

What do Welcome Break customers want?We spoke to a lot of customers and found that more and more people are choosing where on the motorway to stop before they leave, and plan their stop based on the services and brands available. Communicating that Waitrose is available at Welcome Break remains a key objective and we do this through a number of channels.

Overview - Working for Waitrose at Welcome Break

30% of Waitrose Welcome Break sales

come from Food for Now. In fact, our 27 branches now account for 15% of Waitrose’s Food for Now sales, rising to

25% over the summer!

Floral and Horticulture normally equate to about 4% of

Waitrose total sales but this can double

at key times of the year such as

Christmas, Mother’s Day and Easter.

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Organisational Charts

Waitrose

Welcome Break

The total area covered by Waitrose core branches is split into regions called Operations Groups. Each Operations Group has a Head of Retail Operations (HoRO) who is the line manager for all Branch Managers, and is responsible for the results of all branches in their group. In Convenience, Area

Managers report into the Head of Convenience Operations and Trading. There is also a regional ‘field team’ assigned to an Operations Group/Business Unit who are Head Office Partners working locally within the group in specific support roles.

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Your Line ManagerYour Line Manager is the Unit Business Manager (UBM) of the Welcome Break unit. They will: ◗ Directly support your development ◗ Oversee your induction and in-store training ◗ Oversee your technical training ◗ Measure your progress against the Partner Behaviours ◗ Provide regular feedback ◗ Assess your readiness for appointment ◗ Sign-off the end of your training programme

Area Manager, ConvenienceThe Area Manager is the line manager of the Convenience Store Managers and is ultimately responsible for the results and direction of the Area they manage. They do not line-manage the UBMs in Welcome Break, but will conduct unit visits to provide feedback, advice and support. They are responsible for maintaining the Waitrose brand through working with yourself, the UBM, and the wider Welcome Break management team to deliver a consistent Waitrose experience – both for customers and Partners alike.

Your Store Manager MentorYou will have been given a Waitrose Store Manager Mentor by the Waitrose Area Manager for your Unit. Within our business, we describe mentoring as a medium- to long-term learning partnership. Your Mentor will be able to provide independent advice and coaching to help you develop your confidence and skills as a Waitrose Manager.

Business to Business CoordinatorsThe B2B Customer Support Coordinators support the supply chain infrastructure by liaising with units and our supply chain Partners on order processing to managing stock issues. They, along with the Distribution Help Desk ensure that the stores are fully supported with the right stock, at the right time

Business Manager, Welcome BreakThe Business Manager, Welcome Break works closely with the Welcome Break Commercial Brand Manager to develop the offer in Welcome Break units. Their joint objective is to deliver activity that is consistent with the Waitrose brand, but viable for Welcome Break. This includes adapting activity in our Core and Convenience branches and redeveloping it to meet the needs of the Welcome Break Waitrose customer - such as the £10 Dinner for Two Meal Deal, and the Children’s Lunch Bag. They also collaborate to ensure new products are incorporated into Waitrose Welcome Break, and that assortments are reviewed regularly.

Business Partner (BP)The Business Partner is the personnel lead for Retail at HoRO-level, supporting the implementation of the HR Business Plan at Area level. Within Welcome Break the Business Partner works directly with the Welcome Break People Team.

AuditorsThe Auditors are a team of Partners from Waitrose who work with Welcome Break to ensure a set criteria of compliance is being achieved – this helps us to achieve Waitrose brand integrity and maintain the Partner experience. More information about the Audit process can be found on the next page.ACTION: Arrange to meet your Auditor to discuss their role in more detail

Partner Assurance Lead (PAL)The PAL is an independent role working on behalf of the Chairman to assure Principle 1. In essence the PAL works with Partners, managers, democratic representatives and leadership teams to build a culture of active involvement in the business. Their role across the business is to ask “are we doing the right things?” and “are we doing them right?”

Democracy Coach (DC)The Democracy Coach is a member of the Registry department who works alongside elected representatives, managers and business leaders, engaging them in the Partnership’s democracy so that Partner opinion can flourish and be influential throughout our business. The Democracy Coach works specifically with democratic bodies, driving clear outcomes, ensuring the commercial advantage of Partners as owners is leveraged

Partner Coordination Manager (PCM)The Partner Coordination Manager provides advice, support and guidance to all Partners and Line Managers across Convenience. They also collaborate with the Business Partners and Convenience Team to define and roll-out Personnel projects across the Business Unit.ACTION: Arrange to meet your PCM to discuss your role, and plan a visit to Bracknell Head Office

Regional Health Manager and Clinical Case Managers (depending on store location)The RHMs and CCMs are part of the Health Hub and provide independent support and advice to Partners and Line Managers for Health issues and policy. They are field-based, but there is a central call centre that can be a first port of call.

As part of your familiarisation, it will be useful for you to find out who is within the Field Team for your Area. You should discuss each of their roles with your line manager. More details on the Personnel and Retail Directorates are available on the Partner intranet.

Who’s Who?

7

The Waitrose Brand Audit

What is it? A compliance assessment process of Waitrose Welcome Break units.

iPad Application - ‘AuditForm’.

Audit Report and Action Plan produced to address shortfalls.

Why do we do it? Review of WB Waitrose units’ performance against set compliance criteria.

To protect, ensure and maintain the integrity of the Waitrose Brand.

To establish a consistent customer and Partner experience.

How do we do it? 2 types of audit: Customer Experience (CEA) and Full Brand (FBA).

The CEA reviews standards from the customers’ perspective; Is it clean, accessible, can I get what I want, do I receive great service? Completion takes approximately 2 hours.

The FBA checks the unit is trading legally and ensures a consistent Partner experience.

All questions are answered as either ‘Yes’ or ‘No’ regarding compliance against set criteria.

Completion takes approximately 4 - 6 hours.

UBMs generally accompany the Auditor.

Full details of both audit type ‘Help Text’ are available on Jam.

When do we do it? Units are audited 8 times a year, with a CEA and FBA being completed each quarter.

Unannounced and planned so they don’t occur at regular intervals.

Who does it? Auditors - Barbara Stubbs and Claire Faik.

Dan Male, Convenience Development Manager.

What happens next? Both CEA and FBA produce an Audit Report.

For a CEA this Audit Report should be used as an Action Plan.

For an FBA there is the Audit Report and also a Corrective Action Report (CAR).

The CAR details areas of non-compliance detailing shortfall, recommended course of action and time scales.

The UBM logs onto the AuditForm site to update any non-compliant issues.

Overdue, unresolved, non-compliances are emailed to the UBM, Site Director, Area Manager and Auditor.

Unit performances are reviewed quarterly with performance rankings and trends being shared with all sites.

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You will have met Principle 1 earlier in this workbook, it defines our purpose and ensures Partners are at the centre of everything we do.

From Principle 1, we get the 3 Commitments, which are as follows: ◗ Build Relationships powered by our principles ◗ Take Responsibility for our business success ◗ Create real Influence over our working lives

The Partnership Behaviours

(pbop)

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

Principle 1

Partnership Behaviours

Leadership Behaviours

The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business.

Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards - Profit, Knowledge and Power

The diagram below shows how the Partner Behaviours and Leadership behaviours are aligned. Full details of performance indicators for both sets of behaviours can be found on the Partner Development website on the Partner intranet and you should familiarise yourself with these.

Principle 1

Par

tner

ship

Beh

avio

urs

Lea

der

ship

Beh

avio

urs

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

◗ Takes Pride in Ownership

◗ Makes Things Happen

◗ Inspires Ownership

◗ Takes Decisive Action

◗ Sets Vision & Direction

◗ Develops Self and Others

◗ Is Open to and Adapts to Change

◗ Drives Performance

◗ Works Across Boundaries

◗ Delivers Excellent Service

◗ Works Together

◗ Develops Talent

◗ Acts with Courage

◗ Shows Strategic Agility

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My Performance

My Performance is the Partnership appraisal framework used to support your personal development in our business. It measures the ‘what’ and ‘how’ you do your job and uses the Partnership Behaviours, Leadership Behaviours and Partnership Commitments to do this.

The Leadership Behaviours are the benchmark for standards of leadership throughout the John Lewis Partnership. They are briefly summarised for you below and more details can be obtained from your Assurance Manager and via the Partner intranet - Waitrose/Partner Development Website/Personal &Career/Partner

The Partnership Behaviours form the basis on which jobs are defined and upon which all Partner performance is measured. They describe how a Partner is expected to carry out their role and in turn contribute to the success of our business. The framework starts with what we call

‘Principle 1’, includes the 3 Partner Commitments, and leads to 6 Partner Behaviours which are broken down further to provide greater clarity of what is expected.

Your performance will be measured against the Partner Behaviours, It is essential for you to quickly develop a thorough understanding of both the Leadership and the Partner Behaviours.

Talk to your Area Manager, Mentor or Line Manager about where to gather further details.

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

Principle 1

over o

ur w

orki

ng li

ves

Create

real

influ

ence

for our business success

Take responsibility

Build relationships

powered

by our principles

(pbop)

◗ Takes Pride in Ownership

◗ Develops Self and Others

◗ Delivers Excellent Service

◗ Makes Things Happen

◗ Is Open and Adapts to Change

Believes in the Partnership as a co-ownership and plays an active role - Takes responsibility for their actions and behaviours.

Defines what needs to be done and makes it happen, maximising efficiency. Is courageous and generates ideas to make things better.

Develops their own and others’ confidence, knowledge and capability. Develops performance through sharing, feedback, support and challenge.

Responds positively to changes, Is open to variety at work and implements change when required.

Is passionate about achieving consistent high quality service. Understands customers needs, and builds lasting relationships with all customers.

Forms relationships built on trust and respect, persuades others and negotiates solutions. Challenges others in a constructive way.

◗ Works Together

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Training FrameworkIntroduction to the Training FrameworkEveryone in Waitrose recognises that the development of our Partners is vital to the future success of our business. We want to support your transition to Waitrose with a training programme that meets your individual needs and enables you to make the most of your experience. This programme is by no means prescriptive and can be adapted to suit a particular development need you may have. Competence against the Partnership behaviours will be a key indicator of your readiness for appointment as Team Manager. The Partnership Behaviours relate to ALL Partners so it will be important for you to be familiar with them in order to help you get the best out of others, too

The objective of your programme is for you to achieve appointment as a Team Manager at the end of your 6 month secondment. You will need to fully understand the job descriptions for the Team Manager role, UBM and Supermarket Assistant which are available on page X of this workbook.

During your training you should ensure that you regularly review your progress with your UBM and be prepared appropriately for that meeting. The meeting will allow you to measure progress and look at gaps in your technical and/or cultural training that you need to address in order to plan the next phase of your training. The technical training checklist should be used as a good guide to help you in ensuring you work on the right things at the right time to be competent as a future Team Manager. The technical training checklist has breaks in it so that you and your UBM can discuss your progress and sign off each block of learning.

Together with the Technical Training checklist, you should enroll onto the L10-9 Talent Pathway (Welcome Break) which will give you a clear framework for the learning and experiences you need to be an effective L9 Waitrose Manager

Being Signed-offWhen you have completed your technical training you will need to meet with your UBM who will discuss your progress and then sign off the end of your training programme if you have completed it successfully.

Towards the end of your secondment into the Team Manager role, you should meet with your UBM and PCM to discuss the next steps. This could take the form of a formal application for a permanent role, in which case you will be assessed against the Partnership behaviours in a formal interview.

Managing your own Learning and DevelopmentThroughout your programme it is up to you to be clear about the priorities for your learning anddevelopment. You need to understand your strengths, together with any gaps in your knowledge and skill. As these become clear to you we encourage you to log these in the form of a Personal Development Plan (or PDP). A guide is available on the Partner Development Website to show how to prepare and use your PDP. Look on the Partner intranet at Waitrose/Partner Development Website/ Personal & Career/My Performance/Personal Development Plan/Creating and Using my PDP Learning Guide.

On the Partner Development Website you will also find access to a huge range of development materials. Log on via the Partner intranet to explore the variety of different media and subjects.

Support AvailableYour UBM is your Line Manager and as such will be your main support when it comes to personal development. Your UBM is there to coach, challenge and stretch you and most importantly support you in your role. They are best placed to answer most of your questions.

To support you further, your Mentor will be able to give you independent advice, and will ensure you are included in any local Waitrose management events and manpower discussions

Finally, your PCM can also help with any general queries you have with PartnerLink or your development journey. They will keep you updated with the latest in Partner Development, and will assist your UBM in managing your progress.

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The Partnership uses the 70:20:10 method of training

For the 70% and 20%, there is a technical training checklist towards the end of this booklet that you should work through during your first few months to ensure you are proficient in the operation of your unit and can support your UBM

For your 10% of Classroom-based learning, there are a range of courses to attend. You should aim to have attended all of these courses within your first 6 months in-role as a Team Manager.

Space has been left above for you to add any further training that your UBM advises needs to be completed.

Experience DaysWith your UBM, you should also arrange to spend time out of your store:

◗ Attend a Welcome Break Forum meeting (as a visitor) ◗ Visit Bracknell Head Office with your PCM ◗ Spend a day with your Store Manager mentor at their Convenience Store ◗ Meet your Auditor and discuss your store’s most recent result ◗ Meet the Waitrose Area Manager and visit another Welcome Break together

What Training is Available?

Courses to attend or complete onlineTraining How When Complete

Duty Manager Online (PartnerLink) Within 6 months

Personal Safety (as part of your Duty Manager training) 1 day face-to-face workshop Within 3 months

Personal licence holder 1 day face-to-face workshop Within 6 months

Partnerlink Essentials for Line Managers 1 day face-to-face workshop Within 6 months

Retail Brilliance Modules 1-3 (Contact your

PCM to book you onto these)3x1 day face-to-face workshops Within 6 months

Foundation Employment Law Face-to-face workshop Within 6 months

Foundation Health and Safety Face-to-face workshop Within 6 months

Learning on-the-job

Experience

70% of your learning

Learning with others

Exposure & Exchange

20% of your learning

Learning activities

Education

10% of your learning

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Technical Training: First 4 weeksTraining Notes Complete

Familiarise yourself with the Unit

and the trading environment

Understand the Waitrose shop

floor standards throughout

the trading window

Know the day-to-day routines

and priorities of the unit

Familiarise yourself with

your job description

Familiarise yourself with

the job descriptions for

other relevant roles

Understand Till operation

and related processes

(Think 25, Refusal Log)

Familiarise yourself with Google

and how it should be used

Familiarise yourself with

Jam and Drive and how

they should be used

Understand Selling Information

and SOR including KPI’s

and Store Scorecard

Understand how layouts are

completed and managed

Understand how cabinet

temperatures are taken

Ensure appropriate sections of

Branch Operating Procedures

are read and understood

Understand how Tills are

checked and cashed-up,

change is issued, and how

the Banking is completed

L I N E M A N A G E R N A M E S I G N E D D A T E C O M P L E T E D

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Technical Training: Within 8 weeksTraining Notes Complete

Understand the procedures

for dealing with a

cabinet breakdown

Understand hygiene and

cleanliness standards

for the store

Gain an overview of how

Deliveries are accepted,

scanned in, and how

discrepancies are reported

Understand Promotional

changeover - why and

how is it completed?

Understand how rotas and man

hours are controlled (including

Working Time Regulations)

Deal confidently with customer

complaints and the process

for managing them

Understand how security is

maintained in the store and

understand all processes and

procedures on security on

both Partner and Customer

Understand how safety

and security incidents

are recorded on-site

Understand Absence

Management

Understand how your

unit orders stock

Understand Country of Origin

and why this is important

Understand what to do if you

have an enforcement officer visit

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Technical Training: Within 8 WeeksTraining Notes Complete

What is the Legal Book? How

does this provide due diligence?

What are the responsibilities

and accountabilities at

management level?

What is the risk register?

Why is it important?

Know how Urgent

Communications are received

and how to deal with them

L I N E M A N A G E R N A M E S I G N E D D A T E C O M P L E T E D

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Technical Training: Within 12 WeeksTraining Notes Complete

Understand One Step Beyond

Understand Sales Driving

Understand Docs and

certs system

Understand process

for Resourcing

Understand key areas for

line management processes

in the Partner Life Cycle

Understand how to manage

performance – including

underperformance

Gain an overview of

the Disciplinary and

Grievance process

Understand how to contact PPA

and what to contact them for

Understand how to contact/

work with Partnership

Health Services. Who can

carry out a referral?

Understand how the Business

Plan is put together and delivered

Understand CSR in Waitrose

Understand what an EFSIS

audit and swab testing are

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Technical Training: Within 12 Weeks

Training Notes Complete

Understand how holidays are

planned in the Store and how

restrictions are managed

Understand all aspects

of stocktake and how

it affects the store

Understand Partner voice

and the process in Store

How are Partners developed?

What processes are in place?

How is Partner performance

measured? How are Partners

held accountable?

Understand the process

for reviewing Partner

Survey and creating and

delivering the action plan

Gain and understanding of

Partnerlink and the functions

needed for your role

How is maintenance

carried out in the Store?

Understand what HACCP is and

all health and safety aspects

Gain an understanding of

Customer Service in your Store

and how it can be affected

Know how to deal with

a Product Recall

L I N E M A N A G E R N A M E S I G N E D D A T E C O M P L E T E D

At the end of your first 12 weeks you should prepare for, and have your 3 Month Review with your UBM. This will be a great opportunity to discuss your progress and create a meaningful PDP to support your development as you continue in-role.

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Cultural Training

Partner SurveyThe Partner Survey is the annual measure of ‘employee satisfaction’. The survey is an invaluable opportunity to ‘take the temperature’ of the Partnership and to build our understanding of the Partner experience.

The results are used to ensure that the priorities set at department, branch and Partnership level, are as relevant and powerful as they can be in helping the Partnership to succeed. ACTION: Talk to your UBM about how the survey works, and how the results are used to focus attention throughout the year.

ACTION: Obtain a copy of the last Partner Survey for your site and discuss with your UBM Branch level democracyEach Welcome Break Waitrose has a Partner Voice representative, Partner Voice meetings are held 4 times per year. This is the local avenue for Partner opinion and is the means by which Partners can provide feedback, question management on branch matters, raise their own issues and be consulted. Every Waitrose branch and Bracknell Directorate has a Partner Voice team. There is also representation from each Welcome Break Waitrose store within the Area Forum; these meetings are held 4 times per year. This is an opportunity to provide feedback into and discussion around wider business topics. The Waitrose Council representative is also a member of the forum. As a manager of Partners you should encourage your Partner representatives to raise any questions or concerns they have about the running of the business. Find out who your Area Forum representative and Store representative is and ask them about their role. ACTION: Who are your Partner Voice and Forum representatives?

ACTION: Talk to your UBM about how they work with their Partner Voice and Forum Representatives

ACTION: Ask your Democracy coach for a copy of the democracy calendar of events.

Waitrose Divisional CouncilThe role of the Waitrose Council is to provide a clear and effective link for Partner Opinion to influence the Waitrose Management Board and the Chairman in their thinking and determination of future policy and its implementation. For more information see the Partner Intranet ACTION: Find out who is the Waitrose Councillor for Welcome Break and record their details at the back of this book. Partnership CouncilThe Partnership Council represents Partners as co-owners of the business and as such holds the top authority for the Partnership, putting public opinion at the heart of our governance.

Working with other councils and forums, it is the main voice for ensuring the business is truly run on behalf of Partners. It holds both the Chairman, and through him the Partnership Board, to account for the way in which they discharge their responsibilities, and influences the Board directly by electing five of its members.

The Council has the ultimate authority to dismiss the Chairman. The Council also appoints trustees to manage our pensions, the Golden Jubilee Trust and the John Spedan Lewis Foundation. It can make recommendations to the Chairman on any topic, and the Chairman has to consult with the Board, if he believes he should turn a recommendation down in the interests of the Partnership.

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Sign Off

N A M E

N A M E

N A M E

C O M M E N T S

C O M M E N T S

C O M M E N T S

S I G N E D

S I G N E D

S I G N E D

D A T E C O M P L E T E D

D A T E C O M P L E T E D

D A T E C O M P L E T E D

At the end of your Secondment, you should arrange a meeting with your UBM, Site Operations Manager and Area Manager, who will formally sign off your training as complete.

Unit Business Manager

Site Operations Manager

Area Manager

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Appendix 1: Useful Contacts

Role Name Telephone e-mail

Area Manager

Democracy Coach

Auditor

Store Manager Mentor

PCM

Waitrose National

Training Manager

B2B Coordinator

Waitrose Councillor

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Appendix 2: Useful InformationResources Overview Where can I access information

General Resources

Partner Intranet The Partnership’s Intranet is a valuable business resource, containing a wealth of essential information about being a Partner, company policies and procedures.

http://jlp-partnerIntranet.johnlewis.co.uk

Partner Handbook

The Partner Handbook contains important information about working in the Partnership. Section 2 of this Handbook forms part of every Partner’s contract so it is important that you and your Partners are totally conversant with its contents.

Partner Intranet Home > Policies and Procedures > Personnel > Your Partnership Handbook

The Handbook can also be viewed using smart phones or tablets via: www.welcometothepartnership.co.uk

The password is brownsea.

Managing your Partners

Personnel Service Centre (PSC)

The Personnel Service Centre are here to support Partners and line managers with personnel administration from the time we become Partners through to the time a Partner leaves the business. Here are some examples of what the Personnel Service Centre will action:

• PartnerLink amendments for maternity, paternity, parental, adoption, retirements, jury service, territorial army, references, retired Partner admin, change of notice periods.

• Investigate complex pay queries.

• Answer discount enquiries.

• Administer 5, 25, 40 and 50 year celebrations for all Partners across the business.

• Complete job role changes (e.g. promotions or secondments) which have not been advertised.

• Complete retrospective contractual hour changes.

For more details of what support Personnel Service Centre provide, please refer to the Service Level Agreement document on the Partner Intranet.

Partner Intranet Home > Our Partnership > Partnership Services > Partnership Services Personnel > Personnel Service Centre

Opening hours are: Monday - Friday 8am - 6pm, Saturday 9am - 5pm.

Personnel Service Centre

Tel: 0845 610 0370 or 01344 764370 (select option 1)

Internal: 745 4370 (select option 1)

Email: personnelservicecentre@partnershipservices.co.uk

Partners will need their employee number and be prepared to answer some security questions.

21

Personnel Policy Advice (PPA)

The role of Personnel Policy Advice (PPA) is to:

• Provide advice to Partners and line managers.

• Support Partners and line managers through the grievance and disciplinary process.

• Act as a gateway to legal advice where appropriate.

• Provide personnel policy input to key business projects (e.g. acquisitions, organisational changes, new business ventures, seasonal working arrangements).

• You can contact PPA for the following:

• Personnel policy interpretation or application.

• Support for any disciplinary or grievance cases.

• Advice on absence management.

• Advice on how to respond to flexible working requests.

Partner Intranet Home > Our Partnership > Partnership Services > Partnership Services Personnel > Personnel, Policy and Advice

Opening hours are: Monday - Friday 8am - 6pm, Saturday 9am - 5pm.

Personnel Policy & Advice

Tel: 0845 610 0370 or 01344 764370 (select option 2, then option 3)

Internal: 745 4370 (select option 2)

Email: personnelservicecentre@partnershipservices.co.uk

Resourcing Resourcing is a centralised service which looks after the recruitment needs of the entire Partnership. This ensures one common and efficient way of working and a consistent approach to recruitment across the Partnership.

Hiring managers need to follow the headcount agreement process as a first step, set down by their respective divisions before recruitment can be initiated. Upon sign off, the hiring manager should submit a vacancy requisition in PartnerLink with an up to date job description (JD) attached, pay range and job level information. This should be sent to the hiring manager’s manager via PartnerLink, for approval, in order for it to reach Resourcing.

Please note that the approval requisition then needs to be received in Resourcing by midday on a Friday if you would like the vacancy advertised in the following week’s journals. Once submitted, the relevant Resourcing team member will arrange to discuss with you the agreed approach for filling the vacancy and outline the roles and responsibilities for the hiring manager and the Resourcing team (see page 26 for more information).

Partner Intranet Home > Our Partnership > Partnership Services > Partnership Services Personnel > Resourcing

Email: recruitment@partnershipservices.co.uk

Resourcing Service Centre

Tel: 0845 610 0370 (select option 5) or

Internal: 745 4370 (select option 5)

Please note - if you are embarking upon interviewing, you must have completed the mandatory e-Learning ‘Hiring Manager’ via PartnerLink.

For temporary agency workers contact Guidant:

Tel: 01344 825444

Internal: 742 5444

Email: Guidant_Group@johnlewis.co.uk

Opening hours are: Monday - Friday 8am - 6pm, Saturday 9am - 5pm

22

Supporting your Partners

Partner Support Partner Support provides confidential emotional and personal support to Partners and retired Partners in their working or personal lives and ensures their voice will always be heard when needed. Partner Support will help Partners to resolve their issues where possible, or sign-post specialist support and advice where needed. Issues may include employment, working relationships, health, finance, family or bereavement.

Partner Intranet Home > Our Partnership > Group > Registry

Partner Support Line: 0330 1234 007

Email: Partner_support_administration@johnlewis.co.uk

Opening hours are: Monday - Friday 8am - 6pm, Saturday 9am - 5pm

Optum UK(Waitrose and Partnership Services only)

In addition to the support and resources offered by PPA and Registry, managers also have access to Optum UK telephone support and counselling 24 hours a day, 7 days a week.

They provide confidential help with any of life’s challenges, including:

• Family & relationships.

• Health & wellbeing.

• Education, work & career.

Telephone: 0800 282 193

Website https://www.livewell.optum.com/public/welcome.asp

Username: waitrose

23

Partnership Health Services (PHS)

Partnership Health Services (PHS) provides specific medical advice in relation to Partners’ health, their work environment and the impact this has on their productivity.

The PHS services include:

• Health advice and guidance.

• Medical triage (prioritising health issues and identifying the best course of action).

• Clinical case management.

• Specialist support, including physiotherapy, podiatry, mental wellbeing and business travel health.

• Health surveillance, such as driver medicals, respiratory and hearing testing.

Line managers can make a Management Referral using Partnership Health Services online. You will need to ask for a Partner’s consent before raising a Management Referral.

In a referral you can ask advice on:

• Health related impact on a Partner’s ability to perform their job.

• Concerns around performance and/or behaviour that may be health related.

• Absence from work due to ill health.

• Returning from a period of sustained absence.

Please do remember that PHS can only give advice to address questions that have been asked - be thorough and ask everything necessary for the health advisers/clinical case managers to give the best possible advice.

Referral to PHS requires informed consent, which means your Partner must understand why they are being referred to PHS and that they have agreed to attend a health consultation or assessment and who may see the outcome report.

It is the manager’s responsibility to discuss any outcome report with the Partner, implement any recommendations and review progress.

If it isn’t possible to implement the recommendations please discuss next steps with PPA.

Do not do nothing.

PHS may recommend some work adjustments – these can be temporary or permanent.

If temporary they will be limited to a fixed number of weeks and should be part of a ‘building up’ programme.

Reduced hours are generally for a maximum of 6 weeks unless exceptional circumstances apply.

Phased return to work programmes should be reviewed by the manager and the Partner re-referred if they do not recover as expected.

If a Partner is unable to do their contracted hours at the end of a 6 week period you should take advice from PPA but their contract may need to be changed.

Partner Intranet Home> Being a Partner > Partnership Health Services

PHS Health HubTel: 0845 610 0370 (option 4) or

Internal: 745 4370 (option 4)

24

Personnel Support Desks

Partnership Personnel Systems Support Desk (PPSSD)

The PPSSD provides assistance with personnel systems including PartnerLink, Online Recruitment, SoftCo, Business Objects (BOxi) and Partnership Health Services Online.

If you experience any technical issues with the Learning Management system in PartnerLink, please contact PPSSD.

General enquiries: 777 5588 (external 0207 592 5588)

Password reset: 777 6363 (external 0207 592 6363)

Email:PPSSD@johnlewis.co.uk

PartnerLink Quick Train

Quick Train contains a library of training materials for Partnership systems. This includes personnel systems such as PartnerLink, Learning Management, Online Recruitment and SoftCo and IT systems such as iPass connect, Lotus Notes and ServiceNow.

Partner Intranet Home > Tools and Resources > Systems and Partnership websites > PartnerLink > Quick Train

Pay, Expenses and Finance Support

Partnership Pay Policy

Refer to the Partnership pay policy for information on market rates and the Partnership’s annual pay review.

Partner Intranet Home > Policies and Procedures > Personnel > Pay and Bonus > Pay > Understanding your Pay

Finance For Accounting and Control, Payroll and Expenses, Purchase to Pay, Pensions and Partnership Finance Solutions and Finance Systems Training, please refer to Finance Services.

Partner Intranet Home > Our Partnership > Partnership Services > Finance Services

Financial Processing Query Team (Purchase to Pay)

Email: financialprocessing@partnershipservices.co.uk

Internal: 745 4433

Partnership Finance Solutions (For technical Oracle and user setup queries)

Email: PFS_Support_Desk@johnlewis.co.uk

Internal: 777 6685

Payroll and Expenses Support Desk

Contact the Payroll and Expenses Support Desk for any queries regarding:

• Pay deductions e.g. tax, NI, student loans

• HM Revenue and Customs detail enquiries

• Employers References

• Expenses

Tel: Internal: 745 4370

External: 0845 610 0370

Select option 3.

Email: payroll@partnershipservices.co.uk

expenses@partnershipservices.co.uk

25

Personal Development

Partner Development Website (PDW)

This website is home to the learning resources available for all Partners. The site provides access to materials that support personal development and is a portal for links to other learning sites. The PDW also connects to PartnerLink to book onto courses and allows Partners to access mandatory training, automatically recording PartnerLink related learning. Partners can browse on the PDW and book onto training courses via PartnerLink.

Partner Intranet Home > click the round PDW icon, click the Partner Development Website link.Go to Leadership & Management tab for the Line Manager Toolkit and Virtual Ashridge

Tel: 0845 610 0370 (select option 6) orInternal: 745 4370 (select option 6)

Waitrose & Partnership Services email:WR_&_Partnership_Services_Partner_Development@waitrose.co.uk

John Lewis and Group email:JL&Corporate_Partner_Development@johnlewis.co.uk

Partnership Coach Directory ans Partnership Coach Directory

Coaching is a short-term relationship which focuses on a defined outcome around personal or performance development. Our Coaching and Mentoring Directory can help you decide which coaching relationship is most appropriate.

Partner Intranet Home > click the round PDW icon, click the Partner Development Website link>My Learning Resources>How to get a coach

26

AGM Annual General Meeting

AM Area Manager (Convenience), Line Manager of Store Managers

ARP Annual Review of Performance (aka Appraisal)

ASM Assistant Section Manager (Core Branch)

Aylesford A Regional Distribution Centre (in Kent)

B2B Business to Business - a department at Head Office

BM Branch Manager (Core Branch)

BOP Branch Operating Procedures

BP Business Partner

Bracknell Waitrose Head Office and one of the Regional Distribution Centres

Brinklow Regional Distribution Centre (near Milton Keynes)

Check weight Procedure for checking accuracy of scales

Chronicle Waitrose weekly communications magazine (each John Lewis branch has their own version)

CCM Clinical Case Managers (Partnership Health Services)

DC Democracy Coach

DM Department Manager (Core Branch)

DPS Designated Premises Supervisor

EDR Expected Delivery Report

EHO Environmental Health Officer

EOR Exceptional Order Report

Flat Top/Table Top Trolley with built-in ladders to aid shelf-filling

FRV/FVH Fruit and Vegetables/Fruit, Vegetables and Horticulture

FTWC Fitness to Work Checklist

Gazette JLP weekly communication magazine

Goodwill Settlement of a complaint

HHT Hand Held Terminal (Aka ‘The gun’)

HoRO Head of Retail Operations

HoCO Head of Convenience Operations and Trading

IB ‘Information Board’ - a daily communication from Head Office to all branches

IDP Improvement Discussion Plan

IG Implementation Guide

JLP John Lewis Partnership

JML Joiners Movers Leavers (used to process IT User setup requests)

KRA/KPI Key Results Area/Key Performance Indicator

Layout Document which specifies how products should be merchandised, by shelf

LBC Leisure Benefits Coordinator

(Partnership) Level Each Partnership role is assigned a level, which defines where the role sits in the organisational hierarchy (from level 1 being the Chairman, to level 10 being Supermarket/Selling/Sales Assistants)

Leyland Distribution Centre near Preston

Load Line Refrigeration term - defines the maximum level of fill to ensure temperature can be maintained safely

NDC The National Distribution Centre (near Milton Keynes)

OSCC Operational Support Contact Centre

PDW Partner Development Website - Learning and development resources. Accessed via the Partner intranet

PartnerLink Personnel system used by all Partners to complete a range of personnel functions (including Pay, Performance Management, and Recruitment)

Glossary of Waitrose Terms

27

Partner Voice A forum for elected Partners to represent the views of store Partners

PAL Partnership Assurance Lead

PCM Partner Coordination Manager

PDP Personal Development Plan

PHS Partnership Health Services

PIC Product Information Catalogue

PIMS Partnership Incident Management System

PLH Personal Licence Holder

POS Point of Sale

PPA Personnel Policy and Advice (Helpdesk)

PPSSD Partnership Personnel Systems Support Desk

Principle 1 (Taken from the Partnership Constitution) “The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards - Profit, Knowledge and Power”

PSC Personnel Service Centre

Rascal A portable system used for scanning in and processing returns for Newspapers and Magazines

RDC Regional Distribution Centre

RHM Regional Health Managers

RTW Return to Work (interview)

RWRT Right Work Right Time

SET Shelf Edge Ticket

SI Selling Information - a reporting system for branch performance, sales, wastage etc

Shelf Edge Stripping The rail fitted to the edge of the shelf for mounting tickets

Social Club An elected group of Partners who organises events for the branch

SM Store Manager (Convenience) Section Manager (Core Branch)

SOM Stock Operating Model

Site Operations Manager (Welcome Break)

SPoC Site Point of Contact (a designated person to troubleshoot IT and technical issues)

STM Senior Team Manager (Convenience)

TL Team Leader (Core)

TM Team Manager (Convenience)

Trading Hours The times when the store is open for business

TU Temporarily Unavailable (sticker)

Urgent Comm Urgent operational instructions from Head Office

Waitrose Council Meeting for elected Councillors representing Waitrose shops

WNS Waitrose Network Services

WR Waitrose

Glossary of Waitrose Terms

28

Appendix 3: Job Descriptions

• • • • •

• • • • •

• • •

29

• • • • • • •

30

Team  Manager,  Welcome  Break  –  Waitrose  Partnership  Level  9  Reports to Indirect Reports Unit Business Manager Welcome Break (UBM) Site Partners (Partnership Level 10)

 As a Partner in a unique business, you will share in the responsibilities of ownership as well as its rewards. Partners in the business deliver this through the following commitments:

- Taking responsibility for our business success We take responsibility to deliver the right experience for all customers and generate profits for us all to share.

- Building relationships powered by our principles We build relationships based on honesty, respect and encouragement. We expect these behaviours of each other and demonstrate them at all times.

- Creating real influence over our working lives We take opportunities to develop ourselves, balance work and life priorities and offer personal support.

 Job Purpose

To work with the Unit Business Manager (UBM) to lead and develop a team of Partners to deliver an outstanding customer and Partner experience, modelling Partnership Behaviours

To be part of the Welcome Break management team, working with the UBM to optimise business performance, through effective management of every shift

To create an environment in which Partners find worthwhile and satisfying employment and deliver success in the Unit’s business objectives

Customer and Commercial To support the UBM in leading Partners to deliver an outstanding customer experience, through engaging and empowering Partners to become brand ambassadors. Unlock the advantage of Partners, through knowledge of products, the wider business and the Waitrose difference. Provide effective day-to-day control of shifts and management of the team, and as required perform Duty Management for the unit Contribute and collate ideas and suggestions to improve customer service and profitability within the unit Measurements

Full Brand Audit results Customer Experience Audit results Unit financial performance by shift

Partner Experience Work with the UBM to ensure Partners are recognised and rewarded appropriately and regularly for their contribution and challenged to achieve what is required Support and encourage members of democratic bodies to represent Partner opinion Promote the importance of two-way communication to engage Partners in the unit and both businesses. Ensure day-to-day communication (1:1, group, verbal, JAM) is timely and effective. Be accomplished in the use of both Welcome Break and applicable Waitrose systems, championing the use of PartnerLink, the Partner Development Website and Partner intranet. Motivate, support and challenge Partners to achieve both unit and personal objectives. Play a pivotal role in the Induction, Training, and Development of both existing and new Partners. Ensure the Welcome Break priorities (including sales and service) and Partner Behaviours are fully understood. Support the UBM with the management of poor performance (within the appropriate authority level) using the correct Waitrose procedures Using PartnerLink, ensure that timecards are completed accurately and on time Measurements

Partner Survey results Partner engagement in democracy Active Partner PDPs Accuracy of Partner timecards PartnerLink Learning Management completion Absence and turnover %

Appendix 3: Job Descriptions

31

Compliance Ensure unit cleanliness and safety, complying with Food Safety, and Health and Safety regulations Manage the compliance towards Unit procedures and standards, ensuring corrective action and training is implemented as required Adhere to Welcome Break procedures for the Security and Management of company assets, stock, cash and key control Implement and adhere to company policies (both Brand and Welcome Break). When required in the absence of the UBM, complete additional responsibilities (for example – Rosters, Incentives, Performance Reviews) Measurements

Full Brand Audit results Customer Experience Audit results Legal book accuracy

What you need to know about this role This role is based within Welcome Break (motorway services), and as such access to own transport will be necessary The role reports into Welcome Break management, however there will be a direct line of contact into the Waitrose Area Manager Waitrose terms and conditions (including all benefits) apply to this role. However, candidates should be aware that the position does not attract certain premium payments. Welcome Break provide a free meal allowance whilst on duty CRB check required – No  Key relationships Welcome Break Waitrose Unit Business Manager (UBM) Area Manager Site Operations Manager (SOM) Partner Co-ordination Manager (PCM) National Training Manager Democracy Coaches (DCs) Other Welcome Break Team Managers Local Waitrose Management teams Brand Auditors  Essential  skills/behaviours/experience  Independent  note  taker  Understanding  of  Partnership  Behaviours  Understanding  of  our  democracy  structure  

Desired  skills/behaviours/experience  Previous  team  leadership  experience  Previous  retail  experience  Knowledge  of  Waitrose  Policies  and  Procedures  

32

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Crit

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Req

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Crit

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§ H

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§ H

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M

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Res

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busi

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pe

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Foo

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Hea

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e sa

les.

Appendix 3: Job Descriptions

33

Type

Of E

xper

ienc

e R

equi

red

§ O

pera

tiona

l exp

erie

nce

– m

anag

ing

a un

it.

§ M

anag

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t of a

team

abo

ve 1

5 pe

ople

§

Com

mun

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to a

wid

e ra

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of p

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e

§ In

fluen

cing

ski

lls

Idea

l Bac

kgro

und

§ S

ervi

ce fo

cuse

d §

Ret

ail /

cat

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g ex

perie

nce

§ Fa

st m

ovin

g an

d hi

gh v

olum

es

§ B

rand

ed a

nd m

ulti

unit

Pe

rfor

man

ce M

easu

res

§ P

erfo

rman

ce m

anag

emen

t §

Aud

its (i

nter

nal &

ext

erna

l) §

Uni

t EB

ITD

A p

erfo

rman

ce

§ S

ucce

ssio

n de

velo

pmen

t §

Loss

man

agem

ent

Mis

cella

neou

s §

Sal

ary

plus

ben

efits

§

Ow

n tra

nspo

rt es

sent

ial

Ref No. 3160

John Lewis Partnership