Revolutionary Ideas

It wasn’t long before Spedan became uneasy that he, his brother and his father were receiving more income from the family business than all their employees put together. After a riding accident forced him to have two operations and a long period of recovery, he thought deeply about his own future and that of the business. He was eager to share his profits with his staff and to redistribute money which was being kept in reserve.

In order to do this, Spedan decided he would have to make the business into a limited liability company, distributing the profits to the employees in the form of shares in proportion to their pay. His father’s reaction to this suggestion – and to his inevitable smaller share of the retained profits – was somewhat negative.

The Experiment

It was in 1914 that John Lewis Senior handed over the entire managerial control of the Peter Jones shop to Spedan, who became the shop’s chairman and its nominal managing director. He was then free to start putting his forward-thinking ideas into practice. However, his father made him continue to work until 5pm at the Oxford Street shop, and the Peter Jones business was doing badly.

Spedan’s first move was to shorten the working day by an hour and to start a departmental system of commission. He also set up the staff committees in which elected representatives held regular meetings with him in the absence of their managers. This system is still in operation.

Spedan had a serious disagreement with his father in 1916 that was to shape the future of the John Lewis Partnership. He withdrew from active participation in the Oxford Street shop and swapped his quarter-share of the business for his father’s controlling holding in the capital of Peter Jones Limited.

Over the next few years he made further changes at Peter Jones, giving the staff a third week’s holiday, taking on unusually well educated people for management posts, and starting The Gazette (our internal news publication which is still published in the Partnership today).

In 1919 he set up a staff council (the forerunner of today’s Partnership, Divisional and Branch Councils). His employee-ownership and democratic business model ideas were starting to flourish and Peter Jones was commercially, all the better for it.

Family & Business

Spedan Lewis married Sarah Beatrice Mary Hunter in 1923. She was one of five women graduates recruited as buyers the previous year and became deputy chairman of the Partnership after their marriage. They had three children: John, who sadly died as a child, Jill (1927-68) and Edward (1929-2008).

Spedan’s mother died in 1924 and the long disagreement between him and his father was made up. In 1926, Oswald gave his brother his share in the Oxford Street shop, and control of both stores passed to Spedan, although his father was still very much involved with the day-to-day running of the business. Spedan immediately started to apply his ‘Partnership’ ideals to the Oxford Street shop as well, and bought the Odney Club at Cookham, Berkshire, in the same year (one of 5 Partnership hotels that we still enjoy today).

John Lewis Senior died in 1928, aged 92, leaving Spedan sole owner of both stores. He expanded his shop still further down Oxford Street. He also converted the John Lewis firm into a public company – John Lewis and Company Limited – creating capital for expansion.

The Partnership is Born

On 18 April 1929 Spedan Lewis signed the First Trust Settlement, transferring his own shares in John Lewis Ltd, Peter Jones Ltd and the Odney Estate to a board of trustees on behalf of the Partners. He also created the John Lewis Partnership Limited.

In return he would receive bonds worth £1 million over the following 30 years. He retained complete practical control but took no more income from the business.

Twenty-one years later, on 26 April 1950, Spedan signed the Second Trust Settlement, effectively ‘giving’ the Partnership to the people who work in it. By this act he transferred all his remaining shares and his ultimate control to the trustees. The John Lewis Partnership expanded during the remainder of the 20th century into the business we know today.

Waitrose Joins the Partnership

The Partnership bought Waitrose Ltd in October 1937. At the time it was a London-based family business with 10 grocery and provisions shops employing 164 staff. Wallace Wyndham Waite, who had opened his first shop with Arthur Rose and David Taylor in 1904, was still in charge.

The three men had started trading in Acton, west London. Their original shop soon expanded, and reopened in much larger premises in 1908, selling everything from fish to flowers. By 1920 there were more than 20 Waitrose shops throughout London and the Home Counties, but many shops had closed by 1930 after a decade of more difficult trading conditions.

The Partnership was attracted to Waitrose, said Spedan Lewis, by its ‘high reputation not only for the quality of its goods but also for the way in which it has been built up… It is no secret that many provision shops… have owed a good deal of their success to the bribing of servants of their customers. Messrs Waitrose Limited have never used any such methods.’

We All Own It

From a small drapers shop on Oxford Street to truly revolutionary ideas, the John Lewis Partnership today stands as a profound testament to the foresight of Spedan Lewis and his belief that a better way of doing business could be found. One that benefits its Partners, customers, suppliers and the world as a whole.

In an ever-changing 21st-century retail landscape, this enduring model of ownership remains our deepest strength. It is a structure where every individual is a Partner, with a shared stake in the collective future. This spirit, forged through a history of overcoming challenges, ensures that the Partnership, gifted by its founder to the people who work in it, remains strong, resilient, and ready to face the future and is anchored in unwavering conviction of our unique purpose – Working in Partnership for a Happier World.

Children and Families Minister, Josh MacAlister, said: “We need more of our big employers to do their bit to support some of the most vulnerable children in our society. Whether that’s helping young care experienced people with a leg up on the career ladder, or supporting employees who are kinship or foster carers.

“The John Lewis Partnership is a great example of what employers can do in this area. This Care Leavers Month I am issuing a call to action to the great British business community to step up to the plate and deliver for young people in care.

“I would also encourage employers to sign up to the government-funded Care Leaver Covenant. We are driving the largest ever reform of children’s social care through our Children’s Wellbeing and Schools Bill, backed by £2 billion to break the cycle of crisis for children, and businesses have a vital role to play in that.”

Dame Rachel de Souza, Children’s Commissioner, said: “I want to pay testament to the incredible people who selflessly open their homes and families to children across England and to the John Lewis Partnership which is leading the way when it comes to supporting employees who decide to take up these vital roles.

“We must ensure that we value our foster and kinship carers as experts in children’s lives, providing them with strong support, good training, and fair allowances. By doing so, we can encourage more people, including younger adults and professionals, to consider fostering and give more children the stability and care they need.”

Sarah Thomas, Chief Executive of The Fostering Network, said: “The Fostering Network is proud to partner with the John Lewis Partnership and values their leadership as our biggest Fostering Friendly Employer. We are calling on the Government to strengthen support for foster carers during the ongoing review of the parental leave system and for employers to follow the John Lewis Partnership’s lead in this space.

“As a charity, we are grateful for the generous support provided to our charity and local fostering causes through the Community Matters funding. This funding helps the whole community to continue to champion foster care across the UK.”

Now accessible in every location the John Lewis Partnership operates in, from the 317 Waitrose and 36 John Lewis shops to distribution centres across the UK, BHF aims to offer employability support to care experienced people, including CV writing and interview skills.

The BHF Impact Report, released today, reveals the milestones achieved since the programme’s launch in 2022, including:

Employability

• 402 roles have been offered to people from the care experienced community.
• 1,442 care experienced people have attended welcome tours, introducing them to the opportunities in John Lewis Partnerships’ shops, offices and supply chain.

Education

• 22 scholarships have been awarded to care experienced people, jointly funded by the John Lewis Partnership and the Open University.
• More than 1,000 people who work in the John Lewis Partnership have completed care experienced learning with Who Cares? Scotland to deepen their understanding as allies.

Fundraising

• £2.8m has been raised for charities supporting the care experienced community through product sales and other customer fundraising initiatives.
• Of this, £271k has been raised for the BHF Fund through the sale of Made by Care products, designed by care experienced aspiring designers.
• 26 charities have been supported by the BHF Fund, part of the John Lewis Partnership Foundation.

Foster & Kinship Carers

• The John Lewis Partnership has been accredited as a Fostering Friendly organisation by The Fostering Network (the largest business to receive this) and as Kinship Friendly by the Kinship charity, since 2023.
• Partners who are foster and kinship carers receive additional paid leave, giving them the flexibility to attend appointments and training.
• During Foster Care Fortnight, the Partnership hosted coffee mornings at John Lewis shops across the UK, offering a welcoming space to connect.
• The John Lewis Partnership Community Matters charitable giving scheme that runs throughout John Lewis and Waitrose shops dedicated its funding to causes which support fostering and children’s activities in May, June and July.

What is an employee ownership trust?

At the heart of employee ownership is an Employee Ownership Trust (EOT). Think of it as a safety net of shared success. An EOT is a structure where a trust owns a big part—or all—of the company on behalf of the employees.

This means you don’t have to worry about managing shares individually. Instead, the trust ensures that all Partners benefit as the company grows. It’s about creating long-term stability and fostering a sense of shared purpose. It’s business with a heart, where everyone in the team wins together.

What are the benefits of joining an employee-owned business?

Working for an employee-owned business isn’t just about clocking in and out. It’s about being part of something bigger and reaping the rewards of collective success.

John Spedan Lewis had an extraordinary vision for how his business could make a difference – both to the lives of his workers and the wider community. He knew the best way to do this was to give power to his staff and make them more than employees.

Much may have changed since 1918, but our Partnership still places the utmost importance on the happiness and prosperity of our Partners, customers and the wider world.

Here are the key benefits that set apart JLP’s business model, making it a happier place to work:

• Share in the wins: When the business thrives, so do you. Profits made by our business are invested back into our Partner’s salaries and other benefits like pensions and self-development.
• Feel Connected: Knowing you have a stake in the business will ignite your motivation and passion for what you do. Together we can shape the future success of the Partnership.
• Have a Voice: The John Lewis Partnership operates on democratic principles, with inclusive decision-making for all areas of the business, so your ideas and opinion matters.
• Greater Security: Decisions are made with a focus on our Partners wellbeing and with long term success in mind.
• Make a difference: Our Partnership seeks to make the world a happier place in any way we can. We take responsibility for our impact on the planet and champion the charitable work of our Partners, helping to improve lives for both local and global communities.

Democracy For All at the John Lewis Partnership

Democracy is essential to the day to day running and future vision of the John Lewis Partnership. This means that all of our Partners can have their say on key decisions and help steer the ship.

The business still operates under a unique constitution set out by our founder, which guides how we share knowledge, power, and profit.

This is achieved through our three governing authorities – the Partnership Council, the Chairman and the Partnership Board.

Over 600 Partners from across the business are democratically elected to have a voice across our Forums, at our Council and on our Board. Together they have the opportunity to shape how the company is run, offer support and challenge to leadership when necessary and make sure we stay true to our values.

Ever wish you had a platform to share your thoughts at work? At JLP, the Gazette is an internal publication which reports on the business, and is where Partners can be free to speak their minds.

This weekly in-house magazine is circulated both in print and online. It sets its own editorial agenda and has a unique, independent role to ensure knowledge is shared through journalism, about the business to all Partners.

It is a place for open conversations, sharing ideas and engaging with the Partnership’s direction, serving as a reminder that every voice counts.

This level of transparency and communication is a big reason why the Gazette was written into our constitution and has since become the UK’s longest-standing internal publication, which has never changed its name since launch.

Discover more about becoming a Partner

When you become a Partner at the John Lewis Partnership, you’re more than an employee. You’re joining a team where your contribution directly impacts our success. It’s a place that values shared responsibility and puts people at the heart of everything it does.

If you’re looking for a career that offers a sense of belonging, personal development, and the chance to be part of something truly meaningful, this is the place for you.

Ready to explore what being a Partner is all about? Read more about our Partnership, discover our Partner stories or browse our latest job vacancies.

Our Building Happier Futures programme, which supports care experienced people into work and education, has also raised £2.2m since its launch in 2022, celebrated today at the launch of the second annual impact report.

The Building Happier Futures programme aims to offer employability support to care experienced people, including work experience, CV writing and interview skills to ultimately create job opportunities.

Ahead of Care Leavers Week, the report launched highlights milestones achieved since the programme’s inception in 2022, including:

• Over 600 Partners (employees of the John Lewis Partnership) completed care experience learning with Who Cares? Scotland, deepening their understanding to become proactive allies.

• 550 care experienced people have engaged in the Building Happier Futures employability programme

• We were named The Fostering Network’s 2023 Employer of the Year, as well as becoming a Silver Standard Kinship Friendly Employer with national charity, Kinship.

• Partnering again with the Open University, we jointly fund 8 student scholarships for young, care experienced people in 2024; taking our total to 12 scholarships since 2023.

• The Building Happier Futures programme moved to sit as a Fund, as part of the John Lewis Partnership Foundation. The change allows that, alongside supporting our existing charity partners, we can now award grants to UK projects that provide education, connection, experience and fun for care experienced people.

“I’m very proud to introduce the second Building Happier Futures annual report. In the last year, we’ve continued to collaborate and learn from experts in the community to make sure our work is credible and sustainable.

We continue to work with local authorities, charities and trusts to create employment opportunities for young people and remain passionate about being the employer of choice for individuals with care experience.”

Ceira Thom, Head of Learning, Inclusion and Belonging

“As I reflect on the progress that is being made and the impact that the Building Happier Futures programme has had two years in, it reinforces my belief in our Partnership as a truly different kind of business, which places our purpose; to work in partnership for a happier world, at its heart.

A genuine thank you to all those involved in realising our 2024 impacts; we’re only two years in but we’re building momentum and are excited to see where we’ll all be a further 12 months from now.”

Jo Rackham, Interim Executive Director, People, at the John Lewis Partnership

“We’re determined to deliver the best life chances for all children and make sure they have the support they need to thrive.

We know that for many young people, leaving care can be intimidating and overwhelming, which is why it’s fantastic to see the work that the John Lewis Partnership is doing to support care experienced young people with opportunities to build their skills and fulfil their potential.

We will continue to make the transition out of care as a smooth as possible by helping care leavers to access accommodation, jobs and practical and emotional help.”

Janet Daby, Minister for Children & Families

Thoughts from our charity partners

“Action for Children’s vision is that every child and young person has a safe and happy childhood, and the foundations they need to thrive. Our work with the John Lewis Partnership is helping more care experienced children and young people to have the stability they need and deserve.

We are so proud to be in partnership on the Building Happier Futures programme to inspire more support for young people with care experience now and in the future.”

Paul Carberry, Chief Executive at Action for Children

“The Building Happier Futures programme has had a significant impact since it launched, and has continued to grow from strength to strength over the last year. The funds raised have enabled us to offer more moments of happiness to our members than ever before – including our Care Family Christmas, Carelidh and Summer Camp.

The benefits of bringing Care Experienced people together in connection and belonging cannot be overstated. However, the impact of the programme goes much deeper with John Lewis Partnership investing in Care Aware training for partners to ensure that their workplace is somewhere that Care Experienced people can thrive.

Alongside this, it has been a privilege to sit on the Building Happier Future’s Advisory Board, to come together to influence the future of Care Experienced people all over the UK. The partnership has achieved amazing things so far, and I am excited to see how much we can achieve together going forward.”

Louise Hunter, CEO, Who Cares? Scotland

“Building Happier Futures continues to have a huge impact for the fostering community across the UK. As a Fostering Friendly employer, the John Lewis Partnership is providing vital support to partners who foster and those going through the approval process.

We need to recruit and retain foster carers now more than ever and JLP have helped spread this urgent call to new audiences. With the majority of care experienced children in the UK living in fostering families, the impact of initiatives like this cannot be underestimated.

The John Lewis Partnership is leading the way as a socially responsible employer and others should follow in their footsteps.”

Sarah Thomas, Chief Executive of The Fostering Network