Pay

Where it comes together – individual performance plays a key role in a Partner's rate of pay within their job.

Rule 61

The Partnership sets pay ranges which are informed by the market and which are sufficient to attract and retain high calibre people. Each Partner is paid a competitive rate for good performance and as much above that as can be justified by better performance. Partnership Bonus is not taken into account when fixing pay rates.

Rule 62

Pay rates must be decided with such care that if they were made public each would pass the closest scrutiny. Managers are responsible for ensuring that Partners are paid fairly in comparison with others who make a similar contribution.

We will...

Partners celebrating their bonus

Retain Pay for Performance for all Partners

The key way to reward individual performance. Accounting for likely movements in the National Living Wage, starting rates will be reviewed and pay will be compared to a wide range of competitors; reasons for differences will be clear. Partners to know what they’re paid against the market and the pay available for additional performance.

Keep under review premium payments and other pay-related complexities across our business

Layers of ‘legacy’ arrangements create complexity and make true pay for performance harder to achieve. We have removed premium pay arrangements for new starters.

Partners smiling in store

Ensure that the pay review budget is never used as an excuse to avoid an honest performance conversation

The business is serious about performance being what drives pay. We need to become more comfortable with greater variance on pay review outcomes between Partners and business units, based on performance and productivity growth.

Experiment with financial incentives linked to the performance of teams

Individual performance is already recognised through a Partner's pay but Partners also want recognition for efforts as a team when they achieve exceptional results.

Progress so far

In the Partnership, pay is managed in line with our policy as set out in Rule 61 and Rule 62 of our Constitution. We believe that our approach to pay and benefits is a real area of differentiation. Our co-ownership model includes a Partnership Bonus which is unique to the market. In addition, we offer a range of other benefits. 92% of Partners say they value the range of benefits available to them. Pay for Performance, now in its second year, has been instrumental in developing our successful ownership culture and reflecting our Constitutional Principles to reward Partners fairly based on their contribution.

National Living Wage

As a result of the National Living Wage announcement made in the summer of 2015, we have made significant changes to pay ranges, with those closest to the National Living Wage changing most significantly. These changes came into effect on 1 April 2016. In the long-term, and as outlined in the '4Ps: A manifesto for change', the National Living Wage will raise the base pay of most of our Partners. If we want to maintain our position as a market-leading retailer with a differentiated total reward approach we must be proactive. It would undermine our performance and pay principle if we found ourselves in a position where most of our Partners were paid the same regardless of their individual performance, skills and/or achievements.

Performance guidance

To enable us to continue to invest in our best performing Partners, we have simplified and refreshed our performance guidance in line with feedback from Partners and line managers. We have removed steps from the process to make it more streamlined and easy to use. At Waitrose, we have implemented 'Let's Talk, Not Type'. This encourages on-the-spot feedback between line managers and Partners, reducing the amount of time line managers spend on administering appraisals. As a result, 61% of Partners surveyed felt they could complete more appraisals than expected. 84% felt they spent less time on the administrative process.