Was the bombing on Hiroshima and Nagasaki Justified?
Was the bombing on Hiroshima and Nagasaki Justified?
Post contains 3 asighnments
1 Was the bombing on Hiroshima and Nagasaki Justified?
2 The Success Factors
3 Human Resources
Was the bombing on Hiroshima and Nagasaki Justified?
Was the bombing as justified or not. I think it wasn′t so write why it was not justified.
The Success Factors
a- Identify what may be the Critical Success Factors (CSFs) for Sudzucker. Provide a suitable rational for their selection and explain why the identification of
CSFs is a valuable ‘first step’ in undertaking an external environmental analysis.
a- With reference to your identified Critical Success Factors, construct a macro environmental analysis (PESTLE) to illustrate which factors may have the greatest
importance upon impacting the market for Sudzucker .
Critically appraise how Sudzucker has been able to utilise its own resources and capabilities in order to compete against its rivals. To what extent may these
resources and capabilities assist Sudzucker in seeking to attain a sustainable competitive advantage.
With reference to appropriate frameworks and modules, critically evaluate the business level strategy and market position that Sudzucker a is currently pursuing.
Undertake a detailed five forces analysis of the industry that Sudzucker inhabits and identify the extent to which ‘value’ is contested between each of the forces.
Sainsbury’s Case Study
(Pages 38 and 39)
A great place to work (extract from J Sainsbury Annual Report
a place where people love to work and shop. Harnessing the
talent, creativity and diversity of our colleagues to ensure that customers receive great
service every time they shop at Sainsbury’s. colleagues our foundation. engage
them in the long-term success of our business and invest in their training and development.
be the most inclusive retailer, where we celebrate the diversity of our colleagues
and value the different perspectives they bring to help us meet the diverse needs of our
customers. listen colleagues’ views so we can continue making Sainsbury’s a
place where everyone feels motivated, energised and enabled to offer the best value and
service for our customers.
offer a competitive rewards package, above the National Living Wage, we pay
colleagues for breaks and provide them with a range of benefits including a colleague
discount and pension. Be a strong and competitive business for both
current and past colleagues; we pay pension contributions for over 120,000 current
colleagues, and look after defined benefit pensions for 80,000 former colleagues. Investors
in People, the international standard for people management, awarded us a Gold
accreditation for the third time – making us the largest UK employer to receive this
distinction. We have grown our investment in apprenticeships that give people the chance to
receive on the job training while earning a professional qualification.
Our colleagues work hard to make a difference to our customers every day and we are
committed to rewarding them fairly. We also support the Government’s commitment to
address the gender pay gap. In August 2016, we announced a four per cent increase to our
standard base rates for our retail colleagues, bringing our rate of pay to £7.66 per hour,
ahead of the current National Living Wage of £7.50 per hour. We pay our colleagues for
breaks. For Sainsbury’s a great place to work, it is important that we listen to our
colleagues. use several tools to help us understand how our colleagues feel about
working here. In 2016/17, more than 116,000 of our colleagues participated in our Talkback
surveys.While we continue to look for ways to improve colleague engagement, we are
pleased that 77 per cent of our colleagues feel Sainsbury’s is a great place to work and over
78 per cent trust us to do the right thing for them. In 2016/17, a new online
engagement survey piloted – We’re Listening – across selected retail regions and store support
New survey builds on traditional engagement; it measures employee affection and
loyalty to our brand over the long term and whether colleagues feel they have the support to
be the best they can be in their role. be rolling out the new survey to the rest of the
business in 2017/18. To support making Sainsbury’s a great place to work, the insights we
gather through our colleague voice channels are shared with the Operating Board, as well as
senior leaders across the business. From May 2017 our Non-Executive Directors will meet
with a subset of our National Great Place To Work Group representatives from
supermarkets, convenience and store support centres, so that they can hear the issues
raised by our colleagues first hand. We always welcome having our approach externally
validated. Delighted to receive a Gold accreditation by Investors in People – we are
the largest employer to have reached the Gold standard and the only retailer to achieve
three consecutive Gold awards. As part of the review, Investors in People considers how we
listen and act on colleague feedback, how we develop and support our colleagues to learn
and how we attract and retain talent.
Apprenticeships give colleagues on-the-job skills and training and they enable us to secure a
talent pipeline to help Sainsbury’s thrive in the future.
We have been exploring a range of new apprenticeships this year. In 2016/17, we
introduced a café hospitality apprenticeship programme that builds hospitality and customer
service skills; 59 colleagues are currently enrolled or have completed the pilot. We also
piloted team leader and management apprenticeships: 112 retail and logistics colleagues will
complete the programme in 2017. And in our store support centres, we recruited ten
apprentices, including three women, for a new two-year structured software development
We continued to run our industry-leading Diploma Level 2 craft apprenticeships in bakery
and fish. In 2016/17, 304 colleagues were enrolled in or completed these apprenticeships,
which last for a year and are awarded by City and Guilds. As part of the programmes,
colleagues develop their Maths and English functional skills, and are awarded a full
apprenticeship framework certificate. We continue to research new apprenticeships in
preparation for the Apprenticeship Levy that will be introduced in 2017, to support colleague
We value diversity not just because it is the right thing to do; research has shown that
diverse teams perform better. In addition, we want our workforce to reflect and meet the
needs of our diverse customer base. Supported by our Chief Executive Officer Mike Coupe,
Board sponsors including our Director of Human Resources, Angie Risley, Company
Secretary and Corporate Services Director, Tim Fallowfield, and Chief Executive of
Sainsbury’s Bank, Peter Griffiths, together with Deborah Dorman, Director of Corporate HR,
Iain Macmillan, Sainsbury’s Argos Chief Finance Officer and Helen Paxton, Head of HR
Sainsbury’s Argos, form our Diversity Steering Group. The Group meets regularly to govern
progress and updates the Board and Operating Board. We also have around 100 Diversity
Champions who support diversity in every part of our business.
During 2016/17 we have continued to put strong emphasis on inclusion, and have identified
it as a priority for our people and our business. During our first annual Inclusion Week in
2016, we launched the Embrace the Difference campaign. Companies leading on inclusion
have found that using visible symbols that represent inclusion, such as badges, helps
colleagues to be themselves at work. As part of the campaign, managers held inclusionthemed
huddles, gave colleagues the opportunity to wear badges to show their visible
commitment to inclusion, and used scenario-based exercises to help colleagues make
positive and inclusive decisions. We also profiled a range of stories on topics related to
diversity and inclusion, such as International Women’s Day, Chinese New Year and
Passover through our internal communications channels. Since 2008, we have employed
25,700 people through You Can, our scheme to provide jobs for people who might otherwise
struggle to find employment. We are working to increase the diversity of our retail managers.
The assessment for You Can Be, the programme retail colleagues complete to progress to
the next grade, now aims for gender balance and to better reflect regional ethnicity.
Our female mentoring programme, which was launched by Mike Coupe in November 2015,
reached 2,000 colleagues, and our subscription to the Everywoman Network has risen to
over 750. We are also beginning to see a positive impact, having added 41 female store
managers in 2016/17. Our Operating Board hosted a series of women’s dinners and insights
from these events helped us simplify our maternity policy and create our new Our Family
Matters team. For a full breakdown of the gender diversity of our colleagues, see page 65.
Our Race, Religion and Belief reference group is helping us to tackle some of the challenges
faced by our Black, Asian, and Ethnic Minority (BAME) colleagues. We used findings from
one of the largest ever race at work surveys in the UK through Business in the Community to
shape our first BAME colleague development event, which resulted in additional events
being held at a local level. Diverse role models were leveraged to great effect at these
events and the feedback was overwhelmingly positive. We aspire to be a leader in creating
disability-friendly workplaces. We were delighted to win a Business Disability Forum
Disabilitysmart Award for the second year in a row. In June 2016, we celebrated our fifth
year of partnership with Carers UK. Together we developed a policy specifically for carers,
and we were one of the first FTSE 100 companies to do so.
As part of our non-visible disabilities awareness week, we created a video to teach all our
colleagues basic sign language to enable them to better communicate with deaf customers,
which won gold at the EVCOM Clarion Awards. In December, Tim Fallowfield was
announced as Chair of the Disability Confident Business Leaders Group. The Group will
engage with the business community, enabling employers to provide opportunities for
disabled people and supporting the government in its aspiration to halve the disability
employment gap. We are members of Stonewall’s Diversity Champions programme and
were featured in this year’s Stonewall Workplace Equality Index. Our LGBTA (lesbian, gay,
bisexual, transgender and allies) network, Proud@Sainsbury’s, hosted networking events
throughout the year. In 2016/17, we also attended Pride events across the UK and Jemma
Kameen, one of our Co-Chairs of Proud@Sainsbury’s, won Leeds Pride Partner of the Year
for garnering the support of circa 400 colleagues.
Source: J Sainsbury Annual Report 2017, found at
(Last Accessed 29 Jun 17)
Analyse the attached extract of Sainsbury’s Annual Report “A great place to work”,
then write an essay in which you:
1. Identify and analyse the company’s approach to human resource
development (30 Marks)
2. Outline and analyse the company approach to managing equality and
diversity in the workplace (30 Marks)
3. Evaluate how the company’s approach to these two aspects of Human
Resource Management might help to deliver Sainsbury’s strategy through
contributing to competitive advantage, and how its approach is affected by
both internal and external factors (30 Marks)
4. Use correct academic writing technique including the effective structure,
grammar, spelling, use of in-text citations, and a reference list, both of which
should use the Harvard Referencing convention. (10 Marks)
Use the correct academic writing style and structure. Use correct grammar, syntax,
punctuation and spelling. Provide detailed in-text citation and a reference list
according to the Harvard Reference System.
The bulk of this text should be your own original work, and should not be excessively
In addition to using this extract of the report, conduct additional
research into the company to help add detail and evidence to your answers. You
should frame all of your answers using academic theories and concepts of the topics