MEET JL NORWICH’S ACCESSIBILITY CHAMPION
Highlights from the John Lewis autumn/ winter press show – see page 3
DISCOVER OUR OFF TO UNI ESSENTIALS
Spotlight on Leicester
Partners reveal how celebrating community and democracy are at the heart of everything they do
JOHN LEWIS SHOP OF THE YEAR
This week
Customer stat
In 2025, own-label product launches at UK grocers overtook branded for the first time, accounting for 51% of new items, vs 47% in 2022
Letter hot topics (received week ending 17 July)
1. Pay, reward and benefits
2. Customer support and services
3. Head office working 58 total letters received
Waitrose Hove reopens
Welcome back to Waitrose Hove, which reopens today (24 July), following a fire at the shop on 16 June. The blaze began when a warehouse chiller caught fire in the early hours. A Waitrose spokesperson said: “These past weeks have been challenging, but the dedication and hard work of our Partners to get the shop ready [to welcome our customers] has been outstanding.”
Tom Holland dishes up
To coincide with the release of not one but two summer blockbusters
– The Odyssey (17 July) and Spider-Man: Brand New Day (29 July) –Angela and Nick are joined by Tom Holland on the latest episode of Waitrose’s podcast, Dish, available now. Don’t miss part two next week.
This week in…1978
A burst water main under Sloane Square led to flooding in the basement of Peter Jones. It took seven attempts for the burst pipe to be found.
Quote of the week
Hot product
18,776 searches for crisps on waitrose.com
‘I’m so pleased to have a Waitrose closer to home. The store looks great and everyone has been so friendly. I’ve popped in after the school run to have a look around and get something for dinner. We come to the retail park all the time so it’s a really handy location.’
Local resident Rebecca on the opening of Waitrose Chelmer Village
Contact the Gazette team using gazette@johnlewis.co.uk, or forename.surname@johnlewis.co.uk
Our essential Off to Uni product guide – see page 12
Exciting launches for autumn/winter 2026
John Lewis previewed its autumn/winter 2026 collections at a special event in London for members of the press and influencers on Thursday 16 July.
Guests were invited to see what’s coming up for the season across women’s fashion, including an exclusive collaboration with British contemporary fashion label RIXO (see more on page 5). The experience also showcased the latest ranges in menswear, and all-new furniture and homeware from John Lewis.
There was also an opportunity to explore new beauty launches such as Oribe Hair Care from editorial hairstylist Oribe Canales and the latest in K-Beauty from Skin Cupid, which brings together products including cleansers, serums and moisturisers.
The event gave guests an opportunity to get hands-on with beauty brand DCYPHER, which uses its own beauty AI to analyse skin tones and undertones and creates bespoke shades for customers. Fujifilm was showing off the versatility of its Instax mobile printers, too.
Discover more from the event via @team_gazette on Instagram.
Exclusive MyJL Beauty event
Around 800 beauty lovers enjoyed a day of pampering, prizes and fun at the very first MyJL Beauty Discovery event in London last week.
During each 90-minute session, guests got to experience showcases from brands like Charlotte Tilbury, NEOM, Sculpted by Aimee, Skin Cupid, Trinny London, Chloé, Dermalogica and more.
There were chances to win beauty prizes through spin to win, claw machines and other games, plus
News in brief
• ENGAGEMENT SURVEY
The next Partner Engagement Survey will take place from 22 September to 13 October, and is your chance to share your voice and influence how the business is run. The survey will be available to complete on Workday.
• CONGRATS, NATHAN
opportunities to try out mini pampering sessions from brands like Dyson Beauty, Aveda and Chantecaille. Hotel Chocolat was also on hand to provide drinks tasters throughout the day, too. Tickets were exclusively available to buy for My John Lewis members, and ticket holders also each took home a packed goody bag filled with beauty treats. You can sign up for My John Lewis via johnlewis.com to hear about future events.
Nathan Ansell, Chief Customer Officer, Waitrose, has been named President of the Advertising Association. He takes up this prestigious role in January, alongside his current role at Waitrose.
• SCHEDULING TOOL
John Lewis is launching the Zebra Workforce Scheduler on 2 August to replace its previous tool. The platform will help shops plan resources, automate holiday management, and give Partners real-time visibility of daily tasks and overtime shifts to improve overall productivity.
COMMONWEALTH GAMES CALL-UP FOR KIERAN
Waitrose Upminster’s Kieran O’Hara will be swapping his Waitrose uniform for a Team England kit when he competes at the Commonwealth Games in Glasgow next week.
Supermarket Assistant Kieran, who has autism, will be representing England on Monday 27 July in the
1500m, competing in the T20 classification for para-athletes with intellectual impairments. He says: “It’s something different and exciting and it’s the biggest competition I’ve been in. I might get a medal or I might not, but I will try my hardest.”
Karina Karir, Branch Manager, Waitrose Upminster, says: “We will be listening to the commentary and ready to cheer Kieran back into the branch with a champion’s breakfast to celebrate upon his return. Best of luck, Kieran – we are all rooting for you!”
RIXO MAGIC MEETS JLP HERITAGE
John Lewis has announced its biggest-ever fashion collaboration with British brand RIXO, which is coming to all shops from 22 October.
The premium, vintage-inspired womenswear collection has been designed to be worn again
and again, is suited to any occasion, and is timeless, so it will never go out of style.
“This collaboration feels like a true extension of RIXO – taking the heritage of John Lewis, leaning into its incredible archive, and bringing it to life with that RIXO magic,” says Orlagh McCloskey, co-founder, RIXO. “For me, if you’re going to do a collaboration, you have to do it properly. It should feel as strong as, if not stronger than, anything you’ve created before – every piece considered, every detail cared for, and something you feel genuinely proud to put your name to.”
An exclusive floral motif inspired by blockprinted textiles from 1849, which were selected from the archives of the Partnership’s Heritage Centre, features across two dresses, a blouse, a skirt and a scarf.
Customers can also shop knitwear, jackets, shoes and bags in the collaboration.
Partners join Purple Picnics
Purple Picnics have been taking place around the Partnership this month to celebrate Disability Pride Month.
Running throughout July, the awareness month aims to share experiences, start conversations and celebrate the achievements of people with disabilities.
The Partnership’s Ability Network invited Partners
across the business to host their own Purple Picnics to mark the month, with picnics having taken place at locations including the Odney Club in Cookham, John Lewis Norwich and the Coulsdon Customer Fulfilment Centre.
Georgie Hill-Jones, co-lead of the Ability Network, says: “I have had the pleasure of attending not
one but two Purple Picnics and it was brilliant to see how Partners were brought together by not just the food but the materials too. It looked like some great conversations around disability in the Partnership were beginning as a result!”
You can find out more by joining the Ability Network via Workday.
PartnerChoice top picks
• Dining made easier
Whether you’re staying at a Partnership hotel this summer, or you’re just popping in to explore one for the day, enjoying a bite to eat is the perfect day-out upgrade, especially with discounted kids’ meals all summer. The Partnership hotels’ new online booking system makes securing a table effortless. You can easily book restaurant spots online for Ambleside Park, Bala Lake Hotel, Leckford Abbas, and the Odney Club, and book lunch, afternoon tea and boat transfers for Brownsea Castle, too.
• A magic weekend
Looking for a magical summer adventure with the kids? Bring them along to the enchanting Elf & Fairy Trail at the Odney Club in Cookham from Saturday 1 to Friday 14 August (9am–6pm). For just £1 per child, grab a trail map from the Odney Pool and search for the tiny, magical residents. Once completed, your little explorers can trade their map for a free magical bracelet! Ready to start your quest? Get started over on PartnerChoice.
The Partnership Model Capability team
Word on the high street
A snapshot of the latest retail industry news
• Rituals is investing in its physical estate by revamping 1,500 of its stores across 30 countries. It’s aiming for the €40m project to be completed in just 30 days.
• Convenience shop sales saw record sales during the May and June heatwaves, according to convenience industry analysts Talysis. Soft drinks and ice cream were the most popular products.
• M&S has launched made-to-order suiting at its revamped Pantheon shop on London’s Oxford Street. If a success, it could be expanded to other stores.
• Aldi is continuing its US expansion, with a £6.7bn plan to open 800 new shops over five years.
• Pubs have been given a brilliant boost thanks to the World Cup. According to The Guardian, national sales are up 10%.
• Next is opening a brand-new flagship store at Bluewater, Kent, at the end of this month, featuring fashion, an expanded homewares department and a Costa Coffee.
• New Look, meanwhile, has opened its largest-ever concept store at Gateshead’s Metrocentre, which features a fashion hub, online services, Click & Collect and enhanced in-store experiences.
EWE-NIQUE PROJECT CUTS SHEEP EMISSIONS
A research project supported by Waitrose has led to a reduction in sheep methane intensity by between 4% and 10% in 10 years within 30 flocks.
The Breed for Ch4nge programme, sponsored by the government, brought scientists and farmers together, asking them to select sheep with the best genetics to help with the reduction. The project aims to breed productive, efficient maternal sheep with a naturally low carbon footprint. It is hoped that further study could reduce the figure by an additional 3% annually.
“Sheep produce significantly less methane than cattle, due to their smaller size and lower feed intake, but are still a major consideration within the emissions created by agriculture,” says Joanne Briggs, Waitrose Agriculture Manager for Dairy, Beef and Lamb. “The outcome of this important new project is an environmental breeding index,
which will enable farmers to speed up progress and make even more meaningful difference. Waitrose is very proud to have supported Breed For Ch4nge as part of our continued support of British farming. We will now take steps to encourage uptake within our own lamb supply chain.”
The great British staycation
INTRANET CATCHUP
Waitrose is preparing for a busy summer as more customers are expected to choose UK staycations this year.
Some coastal destinations are forecasting that shop sales will rise by as much as 23% during the peak holiday period as holidaymakers are expected to stock up on everyday essentials. Waitrose predicts that sales of frozen pastries will increase by 75%, while multipacks of cereal and baked beans are expected to rise by 50%. Strong demand is also predicted for pasta,
chilled pizzas and breads, beer, and sparkling wine.
To help meet the seasonal demand, Waitrose is increasing delivery capacity in key holiday locations, including doubling its waitrose.com fleet serving Truro and Newquay. Earlier investment in a new distribution centre at Avonmouth, Bristol, will also help improve stock availability for shops across the South West.
The preparations are designed to help keep shelves stocked throughout the summer and support customers wherever they’re enjoying their UK break.
Jack Baxter
When customer and disability campaigner Rebecca Scollay highlighted accessibility issues at JL Norwich on social media, Local Events & Community Specialist Jack took action to help. Here he tells us what happened…
Q When did you first become aware of Rebecca’s post on social media?
I became aware of Rebecca’s video shortly after she shared it. She spoke very openly about some of the accessibility barriers she had experienced while visiting our shop as a wheelchair user. These included challenges using the lift, limited signage to help her navigate the shop’s four floors, and products, fixtures and service points that were not always positioned at an accessible height. She also spoke about an interaction that had left her feeling pitied rather than supported. That really stayed with me, because accessibility is not only about the physical environment, it’s also about whether someone feels welcomed, respected and able to shop with dignity and independence.
Q What was your initial meeting with Rebecca like?
The meeting was incredibly open, honest and constructive. Rebecca spoke candidly about her experience in our shop, as well as some of the wider accessibility barriers she encounters when shopping and moving around the city. The conversation felt as though we were working towards a shared goal: understanding how we could create a more accessible and inclusive experience.
Q&A
Q You spent time in a wheelchair to see the store from Rebecca’s perspective. What did the experience show you?
It was genuinely eye-opening and changed the way I viewed and navigated the shop. It also highlighted that something meeting a basic accessibility requirement does not necessarily mean it is easy, dignified or convenient to use independently. Spending a short amount of time using a wheelchair could never recreate Rebecca’s lived experience, nor the experiences of other wheelchair users. However, it helped me identify physical barriers that might have been previously overlooked and reinforced the importance of listening to disabled people.
Q What action has been taken at JL Norwich as a result of
Rebecca’s feedback?
Rebecca’s feedback has encouraged us to review the shop through a much more focused accessibility lens. We’ve looked at areas including signage and wayfinding and how easily customers using wheelchairs or other mobility
Rebecca’s experience…
“I was initially surprised and frustrated going around John Lewis; it was not as accessible as I expected. I could hardly fit in the lift and found signage to be very confusing. Getting to the ladies’ clothing was very difficult to navigate. When I was contacted, I was again surprised but very excited. Meeting with Jack was very productive – he has so much passion and enthusiasm. I have a lot of hope for the changes we discussed, like lines navigating to the larger lift. There’s so much potential for change.”
aids can move around the shop and use our facilities independently. The experience has also prompted important conversations with Partners about inclusive language, unconscious assumptions and how we offer assistance.
Q This month is Disability Pride Month. How important is it that we as Partners champion and support disability?
It is incredibly important, not only during Disability Pride Month, but throughout the year. The Partnership’s Ability Network does a brilliant job of amplifying disabled voices and lived experiences, but creating a genuinely accessible and inclusive Partnership is something every one of us can contribute to each day.
PHOTOS: STUART HOLLIS. WITH THANKS TO MARK
WOOD, TEAM MANAGER, JL LEICESTER
Leicester Shining a light on
Voted John Lewis Shop of the Year for the second year running, as well as championing community, diversity and democracy, JL Leicester has a lot to celebrate. Jeremy Mark visits the store and discovers it really is a special place…
THERE IS SOMETHING SPECIAL ABOUT
John Lewis Leicester. Located in the city’s Highcross Centre, it’s far more than a retail space. Beyond its iconic patterned glass walls – based on an 1803 fabric design from the Partnership’s archives, a nod to the city’s rich textile history – the branch radiates a positive team spirit, creating a genuinely joyful atmosphere that customers clearly love. It feels like a happy place, because it really is. It’s no wonder the store has been crowned John Lewis Shop of the Year for two consecutive years.
Peter Finegan, Head of Retail Operations, John Lewis, tells us: “The Partners at Leicester have done a fantastic job at driving commercial performance, connecting with the communities they operate in and always prioritising our customers. Whenever I speak with Partners, they’re always open, share ideas and actively seek out ways to make the Partnership more successful and I’m certain this has supported their consistent delivery of performance metrics.”
Bob Gill, who joined as Branch Manager just under five years ago and has impressive experience in senior retail management around the world, and Munawar Ukaye, Service & Selling Coach and Partnership Councillor, explain why celebrating community, diversity and democracy are at the heart of their branch’s culture…
Q What makes JL Leicester special?
Bob: Partners. Their passion and commitment are something to admire,
Meet the Partners
We ask some of the JL Leicester team to explain why their shop is so special…
‘We have good local engagement within our store – our democracy score is a very high 97%. We communicate Partnership initiatives and keep Partners informed of store results. I enjoy working within an amazing team, I love the work I do and I enjoy being taken out of my comfort zone and having variety within my job.’
Sam Quinn, Shop Support Partner
‘The people, the Partnership, and the management team all working together make this a great place to work. Forum is an important part of our business. It gives Partners the opportunity to have a voice. It leads to positive change and a better understanding. I wouldn’t want to work anywhere else.’
Lorraine Johnson, Selling & Service Coach
and from a Head of Branch perspective, it’s a delight to have a team like this.
Munawar: Leicester Partners are very passionate and take pride in always making it a memorable store for customers.
Q The branch has been named JL Shop of the Year for the second year running…
B: I feel incredibly proud. To win it once was amazing, but two years successively is doubly amazing. That’s the testament to the hard work and focus of everyone in the store. My approach is simple: I/we don’t go after accolades or chase targets. It’s about creating a culture where we all succeed as a team by working on the right things in the right way.
Q What local initiatives are you proudest of?
B: Definitely connecting with our local communities through a genuine and authentic approach to recognising and celebrating their most important events, which we began four years ago. In the first year alone, we were able to celebrate Vaisakhi, Diwali, Eid and Black History Month (BHM), for which we won the award for best BHM event in Leicestershire.
‘I enjoy working here because it’s a partnership; everyone takes an invested interest, supports and encourages each other, working together to maximise customer satisfaction and a happy working environment. I enjoy being part of a team. I wouldn’t change a thing.’ Dawn Abbott, Team Manager
M: Vaisakhi was celebrated in a genuinely authentic way that brought the local Sikh community into the store and created a massive sensation and coverage, receiving more than 1.5 million social media hits across various platforms, locally, nationally and even globally. We could not have envisaged the phenomenal impact this could potentially have. Connecting with the community in this way has brought huge benefits to Leicester, and has attracted a diverse population who didn’t shop with us but who are now shopping with us.
Q What has the customer response been?
B: Fantastic! Since we started this journey, we have taken this local ‘initiative’ and rolled out to other stores. We celebrated Vaisakhi in five JL stores and also engaged with and worked with two shopping centres. We’ll undertake something similar for Diwali. The nice headache I have is that we have reached a point where the demand generated from communities wanting to see these faith events in their local store is outstripping what we can deliver. Baby steps, though.
‘I love how diverse our city is and the opportunities to bring our local communities together at John Lewis, which I see as a hub. For Vaisakhi, in April, we showcased the history and traditions of the community, and our pop-up bazaar highlighted amazing independent businesses in our Sikh community.’
Anna Gilmore, Local Events & Community Specialist
2008
The year JL Leicester opened, after taking three years to complete 97% is JL Leicester’s democracy engagement score
Over 200
Partners work at the store
‘The atmosphere here is friendly. Partners help to create a positive workplace and a better experience for customers. It’s a very special place to work, borne out by it winning Store of the Year for two consecutive years.’
Kam Mann, Customer Assistant
‘The unparalleled trust and ownership over our day-to-day department decisions that we all have as Partners in the business are what I most enjoy. My work feels all the more rewarding knowing my voice and impact have a direct effect on our sales and success as a team.’
Bailey Walker, Customer Assistant
Q How do you encourage Partners to celebrate their diverse backgrounds?
B: Simple – we encourage them to be themselves and to be proud of their heritage. That’s what makes us unique.
Q What are the current challenges?
B: At the moment, it’s hard for all retailers, particularly as footfall to shops is less than we would have wanted. However, retail is cyclical – and for those of us who have been around, the good times will return – but now it’s time to batten down the hatches and drive customer service, and embed the right culture for the store, so when the economy picks up, we will be the the first choice in the hearts and minds of our existing and new customers.
Q How engaged are Leicester Partners with democracy?
M: Many Partners are engaged, however, Leicester’s vision is to bring everyone on board. I am in a privileged position in my coaching role, as I am out on the shop floor connecting with Partners. I am not only able to share my enthusiasm for democracy, but
‘Christmas is my favourite time – planning where fixtures go and discovering what new merchandise we’ll receive. It’s great knowing my input helps in some way in achieving targets. Ana, our branch forum representative, is very passionate and always available to listen to points Partners want to raise.’
Andrea Patter, Customer Assistant, Ready to Trade
I also create a safe space for Partners to share what’s on their minds. The other engagement is via the communications channels such as LumApps, Chat and through our Local Forum meetings.
Q What has been your proudest moment as a Councillor?
M: When Councillors as a collective voted in favour of a recommendation to the Chairman to urgently review the Contribution proposition. This shows Council at its best, acting with agility to respond and reflect Partner opinion to make a recommendation to the Chairman in a timely manner.
Q What’s next for JL Leicester?
B: We are just starting our project where the business is making a multimillion-pound investment into our store. We’ll be introducing Charlotte Tilbury and MAC, plus a new concept for watches and jewellery, Apple and computers as well as other brand introductions. It’s our first major investment in 18 years, so we look forward to the sequel – ‘project #2’. Partners are incredibly excited.
‘I was overjoyed and extremely proud to get the opportunity to represent the branch and its Partners as their forum representative. It’s changed the way I see the business and my understanding of Partners’ needs.’
Ana Paulino, Customer Assistant and Forum Rep
Off to uni
As students around the UK get ready to start university this September, we take a look at how John Lewis can help them get ready for that next big step…
4. Study hour ASUS Zenbook 14 PC Laptop, Intel Core Ultra 7 Processor, 16GB RAM, 1TB SSD, 14” OLED Touch Screen, £849.99
5. Tea time John Lewis Hand Painted Stripe Stoneware Mug, £6
6. Tune in Beats Solo 4 Wireless Bluetooth On-Ear Headphones with Mic/Remote, £199.95
1. Book bag White Stuff Alex Roll Top Backpack, Purple Plum, £75
2. Kitchen hero Ninja BlendBOSS Food Blender, £129
3. Take note Rifle Paper Co. Florence Spiral Notebook, £18
7. Turn it up Sony SRS-XB100 Extra Bass Waterproof Bluetooth Portable Speaker, £34.99
8. Sweet dreams John Lewis Chunky Seersucker Duvet Cover Set, £35–£65
9. Cosy glow John Lewis Tony Desk Lamp, £30
10. Ready, steady, cook John Lewis Kitchen Utensils with Silicone Heads, £35
11. Stationery superstars Papier Glow Getter Highlighters Gift Set, £14
12. Milk, two sugars John Lewis Electric Kettle, £20
Letters
Submit a letter, find the letters guidelines and read all your letters and replies under the ‘Letters’ tab at partnerintranet.co.uk/gazette
L ON-DEMAND GROCERY
I would like to ask about the general policies in regard to on-demand grocery. Specifically, I would like to know what they are when it comes to the management of orders and the number of Partners assigned to ODG. I work in a branch that has to process a high number of orders, often with only two or three Partners assigned to fulfil them. Particularly on Mondays, there is a large influx of orders (often around 200 for the full day) and it is very difficult to work through so many. This is true even with additional support from trained Partners previously assigned elsewhere. It often feels like we receive more than we can be realistically expected to handle. Is there a policy for how many Partners can work within a certain number of orders? Or for general management of such a volume? I feel that, at least in part, there is an issue with how orders across the platforms are managed when it comes to these high quantities.
UNSIGNED 1198
A Matthew Roper-Hall, Retail Optimisation & Labour Model Manager, replies: Thank you for your letter. Without knowing the shop you work in, it is difficult to comment on any specific challenges that the shop may be facing. While there is not a specific policy around the amount of orders a shop can receive, the labour forecast is designed to ensure that there is enough resource for the amount
of orders forecast in a shop. This is based on an orders forecast, therefore there is appreciation that due to the volatility of this operation this can change quickly. It is therefore important that shops utilise their pay tool to adjust this forecast where needed and resource based on their performance.
We would encourage you to discuss this with your shop management team to ascertain if this is the case, or discuss with your field process support around best practice in ODG for your shop.
L WAITROSE OPERATIONS
How are decisions made around operational timescales at branch level, and how are Partner concerns fed into those decisions?
For example, where reductions are concerned, Partners are expected to complete checks such as stock rotation, date
checking, and applying reductions appropriately. Partners feel that increasingly shortened timescales can make it difficult to complete these tasks to the expected standard while also maintaining compliance and customer service.
As an employee-owned Partnership, what opportunities are there for Partners to challenge or feed back on local operational decisions where there are concerns that speed may be prioritised over quality or customer experience?
UNSIGNED 883
A Matthew Roper-Hall, Retail Optimisation & Labour Model Manager, and Dean Arm, Retail Operations Process Manager, Waitrose, reply: Dear Unsigned 883, Thank you for your letter regarding operational timescales. In short, operational timescales should be based on shop budgets which are created by the RLM
(Retail Labour Model). Labour models are industry standard tools, used to calculate how many hours branches should take based on the amount of tasks Partners need to complete and how long each task takes. Task timings are measured by industrial measurement engineers to ensure there is an accurate and representative amount of time for each task.
At a local level, we would expect leaders to use this information to inform Partners how long a task should take. However, this only works if the processes that have been measured are completed as defined in the operating model. Initial markdowns should be completed after 5pm the day prior to the durability date (excluded FRV and Food to Go) and Fresh backstock has been worked but before completion of wave 3 delivery, where applicable. This will ensure the shortest dates are on the shop floor to be checked but also at the lowest stockholding of the day.
The following should also be considered:
• To prevent selling expired food, effective stock rotation and date code checks are essential.
• Ensure all the stock on display is in good condition and within its durability date (best before, use by or display until date).
• When replenishing the shelf, ensure that the longest life products are to the rear of the shelf, shortest life products at the front of the shelf.
Given this information, if you have specific concerns about how
Sound bites
Excerpts of other letters recently answered on the Partner Intranet…
LABELLING SALE STOCK
“I’ve noticed a shift in how we’re labelling our sale stock in the most recent sale. It seems that a vast majority of our sale items are marked as ‘Reduced to Clear’ rather than the standard ‘Reduced’ we’ve seen in previous sales… Could you help me understand the reasoning behind this shift toward labelling the majority of sale stock as RTC?”
UNSIGNED 1250
ELECTRONIC SHELF EDGE LABELLING
“I have to say that the electronic shelf edge tickets are an excellent step forward but there are a few things I like to ask and suggest about them.
1. How long do the batteries in them last?
2. When the time comes to replace all of these batteries, how is it done?”
UNSIGNED 1252
JOHN LEWIS REVIEW PANEL
“This is a question about the review panel. How do you decide who gets what review panel trials and, consequently, who gets what items to review? People in my team have the same preferences but seem to get different items.”
UNSIGNED 1254
HOT WEATHER WORKING
“With the hot weather becoming an increasingly common occurrence, could we implement accommodations for Partners working in hotter parts of the store?… Usually managers are understanding, but I feel it’s important to have an official policy.”
UNSIGNED 1263
tasks are being managed in your branch, we would advise that you speak to local leadership in the first instance (eg team manager or branch manager). If required, you could also escalate to your regional manager.
L PENSIONS
Hello, if I wish to take my pension and continue working full-time, how many months’ notice would I need to give? Many thanks.
UNSIGNED 1292
A Pat Turner and Alessandra Ahson, Pension Leads, reply: Dear Unsigned 1292, Our flexible retirement policy was updated from 1 February 2025 and full details, including information on minimum age requirements, can be found here on Oneplace (bit.ly/4gMJDVN).
If you ask a question in Oneplace, it will normally find the answer for you (do give this a go!). While no specific period of ‘notice’ needs to be provided, we recommend that you allow around three months for the Pension Scheme Administrators to complete the required steps with you. You can speak to the Scheme Administrator now to find out what they will require from you and how long they may take, as this will vary depending upon your circumstances.
If you have any further questions, please feel free to contact us directly via our joint mailbox: technical.leadpensions@ johnlewis.co.uk.
L LOCAL COMMUNITY BOARDS
Proposal for local store community boards. Waitrose is the home of food lovers, and our stores are the heart of their communities. Introducing in-store community boards
would bridge the gap to our customers, fostering the warm, supportive atmosphere our brand is known for. While competitors have successfully adopted this, it’s a missed opportunity for us to deepen our roots. These boards would be a tangible commitment to building local trust and a ‘welcoming spirit’, creating a space where we can truly celebrate the talent within the neighborhoods we serve.
UNSIGNED 1255
AAndy Maconachie, Retail Service & Standards Manager, replies: We agree that notice boards can be an effective way to communicate our local contributions to the community. However, due to space restrictions and the commercial challenges of utilising valuable wall space, these are currently only maintained in branches where they have existed historically. Boards themselves would also cost money, as would implementing them, and we need to be conscious of every penny that we spend in the current climate.
POKÉMON CARDS
L
Are there plans to implement purchasing restrictions on Pokémon cards across Waitrose and John Lewis locations? We currently stand out as one of the few retailers without limits, making our stores a primary target for resellers. A quick Google search shows we are not currently imposing limits. I am certain that demand will remain high enough for stock to sell out even with these restrictions in place; however, implementing them would ensure that inventory is distributed among a broader customer base rather than being monopolised by a few
individuals. To deter scalpers and promote fairness for authentic Pokémon fans, we should introduce specific limits on these items, especially prior to the 30th anniversary celebration in September.
UNSIGNED 1264
A Alan Wright, Buying Manager, Toys & Books, John Lewis, replies: Thank you for your letter regarding Pokémon cards. From a John Lewis perspective, the trading cards are sold only online, and purchase limits are in place (they vary between one and three, depending on the stock made available to us). Our Online, IT and Fraud teams dedicate significant time and resource to minimising ‘bot’ activity.
A Keri Vasta, Buyer, General Merchandise, Waitrose, replies: Thank you for raising this, and for your sharp focus on ensuring a fair experience for our customers and genuine Pokémon fans. We completely agree with your sentiment – preventing reselling and making sure our stock reaches a broader customer base is absolutely the right thing to do, especially with the 30th anniversary on the horizon.
We are actively exploring how to implement these restrictions. However, our main challenge right now is operational capacity. To enforce limits fairly and prevent difficult conversations at the tills, we must have the appropriate signage at the shelf edge. Currently, our POS (Point of Sale) team is working at maximum capacity, which is delaying our ability to roll this out.
Please rest assured that we are on board with this initiative and are working through these hurdles behind the scenes. Thank you for your patience and for looking out for our customers.
L THANK YOU
Dear John Lewis Gazette,
I don’t just want to ‘sing’ the praises of John Lewis; I want to shout them! To me, John Lewis means the incredible fellow Partners who make everything happen.
I want to pay special tribute to two people in my team: my manager Helena and Nathan. Despite facing her own health challenges, Helena found so much time to support me through mine. Being diagnosed with terminal cancer was life-altering. At Drummond Gate, I’ve always found camaraderie, energy, and purpose. Suddenly, that world was turned upside down by months of scans, hormone therapy, and chemotherapy.
Throughout this, Helena, Nathan, and the team have been my strength. They’ve adapted my tasks, helped me over every hurdle, and directed me to JLP’s excellent cancer support and wellbeing services. They’ve made me feel that I still have so much to offer.
I’ve learned two vital lessons. First, cherish every day and strive for the best in health and spirit. Second, adaptation is key; our ‘norm’ can change tomorrow, so we must remain flexible and prepared.
Thanks to Helena and Nathan, I still have that vital sense of companionship and purpose.
Regards,
ALISTAIR LEVIE
ACKNOWLEDGEMENTS
Letters due for publication in print or on the Partner Intranet on or before 14 August have been received from the following.
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Withheld letters
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GAZETTE COMPETITION WINNER
A Lavazza coffee machine • Jo Duncombe, Bracknell Central Offices
BEHIND THE BADGE
Alison Allen
Deputy Branch Manager, John Lewis Leicester
I first joined the Partnership… on 20 June 1989, 37 years ago, and I’m very proud of that!
Before joining the Partnership… I was studying at college and worked as a Saturday girl in a clothes shop. I think that’s where I got the retail buzz.
The part of my job I enjoy most is… my team manager community. It’s a great, tight-knit team here in the branch, and we’re always working together and striving to be the best we can be.
Something I’ve learned in this role is… that no two days are the same. The role is so varied and
interesting, and every day brings something different.
My go-to buys from John Lewis and Waitrose are… freshly prepared mango from Waitrose, and Dior makeup from John Lewis, especially the bronzer!
Something small that makes my day better is… getting on the train to work and receiving a text from one of my children saying, “Have a great day, Mum,” with a funny emoji. It makes me smile every time.
On my days off, you’ll usually find me… at my local leisure centre, swimming early in the morning. I love swimming and enjoy the pool when
ALL ABOUT THE GAZETTE
there are only a few people in it. It’s the perfect way to relax and start the day.
People may not know that… I won a national handwriting competition at the age of eight and met the then Prince Charles to receive my prize. I still think I have nice handwriting now!
The last PartnerChoice offer I used was… to see Paddington The Musical at the Savoy Theatre in January. It was super.
A show I’d recommend is… Moulin Rouge. It’s amazing. I went with my friend Marc Page, a deputy branch manager from Edinburgh.
A place I’d go back to in a heartbeat is… the Reethi Rah hotel in the Maldives. It’s the most amazing place I’ve ever been to, and to me it really is sheer paradise.
My favourite thing to cook is… beef Wellington, all from scratch, even the pastry.
The best piece of advice I’ve been given is… from my dad, who is no longer with us. He always said to me and my sister, “Always do your best and you can’t ask for any more than that.”
First published in 1918 by the Founder, Spedan Lewis, and written into the Constitution, the Gazette holds a unique, responsibly independent role within the Partnership, championing opinion and keeping Partners informed as employee-owners of our business.
Alison and her husband, Paul