John Lewis has firmly denied allegations of impending job cuts following a report by The Times.
- The Times article alleged that John Lewis placed 7,000 shop floor staff under consultation.
- The report suggested restructuring plans with potential further job losses in management.
- John Lewis clarified that there are no current plans for additional role reductions.
- John Lewis had previously announced a reduction of 153 roles, aiming for operational flexibility.
On 1 September, an article was published in The Times claiming that John Lewis was planning significant job cuts, with “7,000 shop floor staff under consultation” as the company prepared for leadership changes with Jason Tarry assuming the role of chairman. The report further suggested that the restructuring of store management teams might lead to additional job reductions.
In response to these claims, John Lewis swiftly issued a statement refuting the accuracy of the article. The statement declared, “It is wholly inaccurate to suggest there are plans for further role reductions than the 153 previously announced to our Partners last month.” John Lewis emphasised that “There are no current plans to reduce management roles.”
Last month, John Lewis had communicated plans to cut 153 roles as part of a strategic initiative to enhance customer service by restructuring store teams. The company’s objective was to introduce more flexibility in store operations, allowing for a better allocation of staff to meet customer needs efficiently. John Lewis expressed its commitment to minimise redundancies by opting not to fill vacant positions and securing alternative roles within the company for affected employees.
The economic climate and changing retail landscape have prompted John Lewis to adapt its business operations to remain competitive. This adaptation includes restructuring strategies focussed on operational efficiency and improved customer engagement.
John Lewis remains committed to its strategic goals while ensuring employee stability amidst industry changes.
