Corporate Social Responsibility Case Study: Sainsburys

Corporate Social Responsibility Case Study: Sainsburys Introduction The concept of Corporate Social Responsibility means that organization have moral, ethical, and generous responsibility in addition to their responsibility to earn a fear return to investors and comply with law. CSR is a concept whereby organizations is consider the interest of society by taking the responsibility for the impact of their activities on customers, employees, shareholders, communities and the environment in all aspect of their operation. In other way CSR is the integration by companies of a social and environmental concern in their business operation and in their integration with their stakeholders on a voluntary basis. The concept of CSR means going away from the fulfillment of legal requirements by investing more in human capital, The environment, and relations with stakeholders. It is a voluntary instrument, but must be implemented consistently so that it fosters trust and confidence among stakeholders. Definitions of Corporate Social Responsibilities Giving a universal definition of corporate social responsibility (CSR) is bit difficult as there no common definition as such. However, there are few common threads that connect all the perspective of CSR with each other; most ideal definition of Corporate Social Responsibility (CSR) has been given by world of business council for sustained Development which says, â€Å"Corporate Social Responsibility (CSR) is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the work force and their family as well as of the local community and society at large†. The online encyclopedia, Wikipedia 2009 has one definition of CSR is †Corporate Social Responsibility (CSR) is the decision-making and implementation process that guides all company activities in the protection and promotion of international human rights, labor and environmental standards and compliance with legal requirements within its operations and in its†. On the other hand, the European Commission hedges its bets with two definitions wrapped into one:â€Å"A concept whereby companies decide voluntarily to contribute to a better society and a cleaner environment. A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis†. The corporate social responsibility means that organization have moral, ethical, and generous responsibility in addition to their responsibility to earn a fear return to investors and comply with law. Nature of Corporate Social Responsibility Probably the most established and accepted model is the ‘Four-part Model of CSR as initially proposed by (Archie Carroll) in 1979, and subsequently refined later publication (Carroll and Buchhholtz 2000). Carroll regard CSR as a multi-layer concept, which can be differentiated into four inter related aspects-Economic, Legal, Ethical and Philanthropic responsibility. He presents these responsibilities as consecutive layer within pyramid, such that â€Å"true† social responsibility required the meeting of all four level consecutively. In 1991 Carroll first presented the Corporate Social Responsibility model as a pyramid as shown in above diagram. Corporate social responsibility and your business Corporate social responsibility can cut across almost everything you do and everyone you deal with. You need to think about; The suppliers you choose and the way you deal with them. For example trading the suppliers who pollute the environment could be as irresponsible as doing your self. How you treat with your employees? For the responsible business, this means doing more then simply complying with legal requirements. How your business effect local community? And whether you should actively involved in or supports your local charity, or sponsor a local event. Benefits of corporate social responsibility Make the most of corporate social responsibility by publicizing them. Ensure that customers, suppliers and local community know what you are doing. Publicity like this can be a key part of using CSR to win contracts. Peoples want to buy from businesses they respect.CSR can be particularly affective for targeting ethical companies. At the same time you should see CSR as a part of continuing process of building long term value. Everything you do help to improve your reputation and encourage customers and other stakeholders to stay and involved with you. Even with dozens of competitors, a real commitment to CSR lets you stand out. As an example, John Lewis department stores are well known as a business owned by its employee. Its commitment to CSR feeds through into customers services, sales and profits. As well as affecting the way you behave, CSR can lead to new products and services that reflect your values and those of your stakeholders. Over time, it can all add up to a power brand and a winning business. Introduction:- Sainsburys was founded in 1869 by John Sainsbury and is today the UKs third largest grocery retailer. The chain consists of 504 supermarkets, 319 convenience stores. Sainsbury also owns the Sainsbury Bank which offers a range of insurance and savings products The Sainsbury Archive documents the history of one of the nations oldest retailers, and Londons oldest. It also provides a unique illustration of the transformation that has occurred in retailing and in shopping and eating habits since the mid-19th century. Sainsburys was established as a partnership in 1869 by John James Sainsbury and his wife Mary Ann opened a store at 173 Drury Lane in Holborn, London. He started as a retailer of fresh foods and later expanded into packaged groceries such as tea and sugar. His trading philosophy, as stated on a sign outside his first shop in Islington, was â€Å"Quality perfect, prices lower†. Other important dates In 1922 J Sainsbury was incorporated as a private company, as J. Sainsbury Limited On 12 July 1973the company went public, as J Sainsbury plc. in 1979, when Sainsburys formed a joint venture with the Belgian retailer, In 1996 the company reported its first fall in profits for 22 years. By the time John James Sainsbury died in 1928, there were 128 shops. His last words were said to be â€Å"Keep the shops well lit† Current operations Sainsburys currently operates 785 hypermarkets, supermarkets and convenience stores. Split down as 509 supermarkets and 276 convenience stores. also operates Sainsburys Bank, which sells financial services Has a property portfolio worth  £8.6billion. According to Taylor Nelson Sofres rankings published in January 2008, Sainsburys market share was 16.4% compared to Tescos 31.5%, ASDAs 16.7% and Morrisons 11.4%.2005/06 Sainsbury ethical issues: SAINSBURY has written to its main suppliers that the supermarket giant was embroiled in a  £3m bribes investigation. Under company regulations, supermarket staff must pay for their own travel to visit suppliers sites and must not accept gifts. As supermarkets most senior buyers was arrested on suspicion of accepting backhanders from a potato company. John Maylam was arrested earlier this month over allegedly receiving irregular payments from Greenvale, which supplies nearly half of the chains potatoes. David Baxter, Greenvales operations director, was also arrested. Sainsbury, led by Justin King, chief executive said : â€Å"We are the victims of an alleged crime and take it very seriously. None of the payments went through our system and we believe this was limited to the one supplier.† Greenvale has potato-packing operations in Shropshire, Cambridgeshire and the Scottish borders. The company received the Queens Award for Innovation, is understood to supply about 45% of Sainsburys potatoes. The irregular payments up to  £3m are understood to have been discovered by Produce Investments â€Å"Greenvales parent company† and brought to the attention of Sainsbury. Cheap bananas on supermarket shelves threaten the livelihood and well-being of banana growers across the developing world, campaigners had told at the annual general meeting of supermarket giant Sainsbury AGM highlight the impact cheap food is having on producers, which contrasts sharply with the supermarkets claims of ethical integrity made in its Corporate Social Responsibility report Banana growers are facing a crisis because of the low prices paid by supermarket chains in the current banana price war. Banana workers cannot adequately feed their families despite working 11-12 hour days. Working conditions on banana plantations are often very poor. The workers are also exposed to powerful pesticides to meet the cosmetic appearance requirements set by the supermarkets. According to Sainsburys CSR report â€Å"We can offer our customers excellent products but not at the expense of people in developing countries who may be working in unsafe conditions for poor wages†.. Alistair Smith of Banana Link said: â€Å"We are looking to Sainsbury to take the lead in matching its verbal commitment to ethical trading with its practice along the banana supply chain. In following the price war led by Asda and Tesco, Sainsbury has joined the ranks of those who are now driving a ‘race to the bottom in the banana industry. The unsustainably low prices they are paying suppliers get passed on to producers who are squeezing their workers even harder than before.† Friends of the Earth and Banana Link are calling on Sainsburys to ; live up to their promises Ensure that banana workers get a living wage and decent working conditions. A failure to do this will indicate that the big supermarkets cannot be trusted. The role of employer and employees: The Sainsburys brand tradition of providing customers healthy, safe, fresh and tasty food. It differentiates itself by offering a broad range of great quality products at fair prices with particular emphasis on fresh food, a strong ethical approach to business and continuous leadership and innovation. The company employs approximately 140,000 people in the UK. Last year turnover of  £17.8 billion and made an operating profit of around  £530 million. Sainsbury is estimated to have a 14.8% share of the  £123bn UK grocery market. Sainsburys CEO (Justin King) recently stated: â€Å"Learning never stops at Sainsburys and every one of our colleagues can improve their skills, which not only benefits our customers but also supports our colleagues to achieve their full potential. Sainsbury was one of the first businesses in the UK to sign up to the Governments Skills Pledge, enabling the company to publicly define its commitment to skills training. The company also launched its â€Å"You Can† programme in November 2008 which has brought its entire training under one umbrella. Sainsburys has been working with the National Employer Service (NES) for the last 3.5 years and has held an NES contract for 3 years The company was originally introduced to the NES by its Sector Skills Council, Skill smart. The company has approximately 4,400 employees. Report covers the corporate responsibility activities of JSainsburyplc in the fiscal year to 21 March 2009. The Report contains details of our five values, which are the guiding principles for our company as below, Best for food and health; Our goal is to offer our customers great quality food at fair prices and, as a leading food retailer; we are committed to being ‘Best for food and health. Our approach is to help and inspire customers to eat a healthy balanced diet by promoting healthy eating and active lifestyles. We work hard to make our products as healthy as possible, without compromising on quality or taste. Were also committed to providing our customers with clear and transparent labeling, to help them make informed choices about the food and drink they buy. Sources with integrity; Sourcing with integrity is central to our ability to deliver great product at fair prices. In practice it means working with our suppliers to ensure the sustainability of our products in the round, taking into consideration their economic, environmental and social impacts. We are committed to offering products that are better for customers and for the environment, in a way that is also better for the animals, farmers and producers involved in their production. We offer around 30,000 products in our stores. Only by working closely with our suppliers can we deliver great quality products for our customers whilst ensuring our standards of integrity are upheld. Respect for our environment; At Sainsburys we take environmental issues seriously. We aim to be environmentally responsible in the way we run our business and we also want to make it easy for customers to be environmentally responsible. Climate change represents one of the greatest challenges we face, both as a business and as a global population. We recognise that tackling the issue involves addressing both our direct and indirect impacts. We are working hard to reduce our operational footprint and we continue to develop a better understanding of the carbon embodied in our products and in the construction of our buildings. Positive difference to our community Our stores are at the very heart of the communities they serve. For us this is not only about providing great service and quality products. Its also about making a positive difference to our communities and being a good neighbour. This begins with the positive economic impact our stores have in generating local wealth, by providing employment, using local suppliers and contractors, and regenerating the local surroundings. But theres much more to it than that. Good place to work; Being ‘A great place to work is rooted in Sainsburys heritage and values. It also plays a crucial role in achieving our business goals. We rely on our 150,000 colleagues to deliver great service to our customers every single day. We are committed to championing equality, diversity, inclusion and flexible working options for our colleagues. We remain committed to recruiting, retaining and engaging the best people, from backgrounds that reflect the communities we serve. We believe that every colleague, no matter where they work or the role they perform, should be encouraged to develop and make best use of their skills. We value the opinions of our colleagues and we communicate honestly with them. We also believe in recognising and rewarding our colleagues for the vital part they play in making Sainsburys a great place to work. Sainsbury Plc Reports: 2003-2006 on CSR J. Sainsbury plc owns Sainsburys Supermarkets (hereafter Sainsburys), the U.K.s third largest retailer after Tesco and Asda. For many years since it opened for business in 1869, Sainsburys was the countrys biggest supermarket, the undisputed market leader. A series of mis-steps allowed competitor Tesco to catch up in 1995. In 2003, Asda passed Sainsburys, relegating the latter to third position where it stays. Sainsburys is now playing catch up, regaining market share one percentage point at a Time. A publicly listed corporation since 1973, the company is on the renewal trail as it attempts to regain its leading position in the industry. Using a combination of common management tools in a wide range of areas, from stocking its shelves full with items customers want to buy to executing on a complete revamp of its information technology and supply chain management systems, a new senior management team is revitalizing the whole organization from top to bottom. This brief history helps us analyses the period 2003 to 2006, during which Sainsburys hit the dust with their first-ever revenues slump in history (in the year ended March 2005) and then as nimbly picked itself up and began staging a comeback. We can learn how they are doing by studying the companys annual reports which are the â€Å"official† snapshots of the whole corporation each year. Just like any other company at the mercy of its stakeholders (Freeman, 1984), Sainsburys is expected to behave to satisfy everyone. First Question Identify significant areas of the accounts for 2006 where judgment has been used in determining the appropriate accounting policy for the company (for example depreciation of fixed assets). Critically discuss how such judgments have materially affected the accounts in terms of valuation and profitability. References; http://www.j-sainsbury.co.uk/cr/ Business ethics 2nd edition by Andrew Crane, Dirk Matten Betsy Reed, The Business of social responsibility, Dollars Sense magazine May, 1998 Bryman, A and Bell, E Business Research Methods (Second Edition) Oxford Oxford University Press, 2007 Clark, A Nike sacks Pakistani supplier over child Labour row, Guardian 20th, Nov, 2006 Colin, F Business Ethics and Values Essex,Pearson Education Limited 2003 DeTienne, K. B. Lewis, L.W ‘The Pragmatic and Ethical Barriers to Corporate Social Responsibility Disclosure: The Nike Case Journal of Business Ethics 2005 George, C Essentials of Business Ethics Berkshire,McGraw-Hill Book Company Europe 1996 Goldman, R and Papson, S Nike culture. LondonThousand Oaks, Calif: Sage Publication 1998 Klein, N No logo London: Harper Perennial, 2000 Jonathan, B ‘NIKE to resume football production in Pakistan Financial Times 26th May, 2007 Maidment.F; Eldridge, W Business in government and society: Ethical, International Decision-Marking; Upper Saddle River, N.J: Prentice Hall 1999 McCarthy, R ‘Football ban sends child workers into worse job Gaurdian 25th Apr, 2001 Mcinotosh M, Leipziger, D, Jones, K Coleman Corporate citizenship: successful strategies for responsible companies. London: Financial Times: Pitman Publication, 1998 Mellahi, K, Wood, G The Ethical Business; Basingstoke Palgrave, 2003 Parkins, S, J and Short land, S, M Strategic International London, 2006 Robert C. Solomon Ethics and Excellence cooperation Oxford, Oxford University press 1993 Sachdev, A Chicago Nike Store accused of racial discrimination in suit, Chicago Tribute, 24th, Aug, 2004 Schneider, S, C Managing Across Culture(second edition) England, JEAN-JOUIS BARSOUX 2003 Seedhouse, D Ethics(second edition) England, John wiley Sons Ltd 1998 Shaw, W, H Moral issue in Business, Vancent Barry wandsworth pub co, Mar 2006 Bottom of Form Roman Empire: A Success Story Roman Empire: A Success Story A century ago, Roman Empire represented a success story for imperialist Britain as well as other European states with imperial ambitions. The Roman story of conquest was imitated, but never fully matched or even replicated. The dream that an imperial empire could not only conquer, but also create a Pax Romana, a vast area of peace, prosperity, and unity was a genuine inspiration for other empires. No other empire was capable of having such a successful reign of power, control, and satisfaction among their people as the Roman Empire did. The Roman Empire was so successful because of roman dominance in warfare and the stable structure of politics. The empire was impressive because the Romans were very practical and well organized people, they were ambitious and aggressive in obtaining anything the Romans craved. All Roman ideas primarily derived from other cultures, but they always took the ideas to the next level and were the best at everything they approached. The Romans lived to achieve a standard of excellence and were never satisfied with what they had already achieved and always sought to improve. Early Rome was indeed governed by kings, but after a few had ruled the Romans managed to take power of their own cities and rule themselves. The Romans established the senate better referred to as the Roman Republic, before the senate only advised the king, but now the senate appointed a representative who would rule Rome as a king. (PAPAIOANNOU 209) The newly established system was very unique and a wise idea because the representative ruled carefully and not as a tyrant, because he was well aware if he did otherwise he would be punished by the next representative. From this point on the Roman Empire attempted to address all public matters or matters of the state, eventually leading to an era of peace and prosperity. The five good emperors were known for their reasonable policies, in contrast to other more tyrannical and harsh rulers. This period was particularly notable for the peaceful methods of progression, whereas each emperor chose his successor by adopting one. As the Empire was both secure from interior and exterior threats, the Romans prospered under a period of peace often referred to as the Pax Romana or Roman Peace. One major factor contributing to Romes very successful territorial expansion was the superior military authority, which was the main influential factor that guaranteed Roman power for nearly a thousand years. The Romans had several advantages such as rapid developments of the latest technology, vast numbers of infantry, along with a stable senate system, and much wealth to fuel Roman ambitions. Not only were the Romans very powerful, they were also a very well developed community consisting of sewers to control waste, aqueducts for plumbing, and paved roads for transportation. Roman advancements in technology and geographical modifications were very superior to other nations at the times because other nations simply did not have the same commodities. The Roman military system was not fueled by one type of military but by various types which provided the Roman Empire with a large assortment of choices when it came to battle. The Roman army usually consisted of Hastati, Principes or Legionary Cohorts whom were very useful marvelous soldiers. Rome used their absolute force to overwhelm most enemies and often used tactical strategies that allowed them to cave in on enemy flanks causing a very rapid ambush. The Roman Army had access to exceptional horses as well as a mixture of troops which were mainly a deciding factor in conflict. One of the most astonishing features of the Roman Empire was the complete diversity of the geographical and cultural landscapes the Romans controlled. Vast regional differences did indeed continue, but there was little sense that emperors felt obligated to promote or protect them. The unity of the empire laid in a combination of factors that were depended on common values, many of which were considered to be cultural. The fall of the Roman Empire was in the end a result of Rome being overrun by many barbarians from the northern and eastern of Europe. The great migration proved too much for the Romans to control considering that Roman armies were designed to defeat other armies, not entire folks and peoples flooding toward them. Sadly, as the Roman Empire was stabilizing itself in an era of complete peace and prosperity, the empire had to come to an end which was marked when Rome was conquered by the Visigoth Odoacer and his men in the year AD 476. (Prufer 72) The Roman Empire was a magnificent and impressive empire that was essentially progressing towards a nation similar to that of early 18th century America. The Romans provided Europe with the ideology of Christianity which influenced the events that were to precede in the future events that have changed the world today. The Romans will be looked upon for their beliefs, attitudes, values, and initiative being nearly impossible to emulate by other nations. In reality, the Roman Empire has very little relevance or connection to modern America, but just to lay both Imperial nations side by side, the goals achieved by the Roman Empire are significantly impressive. The time period is completely different, as the cultures, way of life, economy, and war. To compare the United States to Rome is ludicrous because they have nothing in common. Despite the fact that the Roman Empire may be viewed as nothing more than a sheer force attempting to acquire a vast majority of land, society should not turn its shoulder to the glorious achievements of the Romans. In a sense the Roman Empire served as an influential force often encouraging a replication of vast territorial conquerization, which led to the establishment of various new territories. However it not the vast majority of land that the Roman Empire obtained and managed to keep control over that is impressive, rather the development of a peaceful era with a mildly democratic government which allowed the election of their representatives. Hopefully everyone can look beyond the Romans cruelty and grasp a taste of the glorious era spurred by the Pax Romana.

Case Study – Inner City Paint

University of the District of columbia| Strategic Audit Plan/ Case Analysis| Case 28 – Inner-City Paint Corporation| | [Type the author name]| 3/21/2013| Business Policy TR 5:30pm – 6:50pm Spring 2013 | I. Current Situation A. Current Performance 1. Poor financials 2. High account receivables 3. Very disorganized system of business 4. Lack of Customer Confidence B. Strategic Posture 1. Mission: To produce a paint that was less expensive and of higher quality than what has been used commercial buildings, etc. 2.Reputation: Built on fast service; frequently supplies paint to contractors within 24 hours. 3. Primary Market: small to medium sized decorating companies 4. Policies: Walsh handles all mail, payments, and billings II. Strategic Managers A. Top Management * Consists of Stanley Walsh who handles all mailing/billing, payments, etc. * Office is managed by Mary Walsh (Walsh’s mother) with help of two part –time clerks * Plant Manager is an acquaintance o f Walsh’s who only has experience as a painter III. External Environment (EFAS) A.Societal Environment 1. Economic a. The slowdown in the housing market combined with a slowdown in the overall economy caused financial difficulty for Inner-City Paint Corporation (T) b. Now required to pay cash on delivery (C. O. D. ) for its raw materials (T) 2. Technological: Computers and Information Technology offers opportunity to better organize the business (O) B. Task Environment 1. Rivalry High: Larger orders usually go to larger companies due to lack of customer trust. (T) 2. Competitive Prices (O) 3. Threats of Substitutes High (T) IV.Internal Environment (IFRAS) A. Corporate Structure 1. Thirty-five employees (20 part-time); most unskilled workers who lack training (W) 2. Lack of Delegation: lacks employee empowerment and too much of workload is carried by the business CEO/President, Mr. Walsh (W) B. Corporate Culture 1. Rumors abound that the company is in difficult financial strai ts, that it is unable to pay suppliers, and it owes a considerable sum for payment on back taxes (W) C. Corporate Resources 1. Marketing: Lacks a professional salesman other than the owner (W) 2. Finance . Current Ratio of . 92 indicates that the company has an issue paying its short-term liabilities b. Return on Assets of 5. 98% indicates that the company is asset-heavy 3. Facilities: Cheap Rent (S) 4. Inventory: Lack of a Consistent and Reliable Inventory System; owner mental keeps track of inventory (W) 5. Human Resources: The Plant Manager lacks experience or training as a manager. (W) 6. Information Systems: No computer system used for business, very disorganized as a result (W) V. Analysis of Strategic Factors (SWOT Analysis) A. Strengths . Competitive Prices b. Family Business with origin in community c. Fast Delivery for Small Orders B. Weaknesses a. No Financial and Inventory Controls b. Lack of Business Network/Computer c. No Inventory System C. Opportunities a. Hiring pro fessional salesmen to ensure consistent growth and consultants to identify problems and provide solutions b. Attract more market share by raising customer perception of reliability D. Threats a. No Audit of Corporation b. Large Orders usually go to larger companies VI. Strategic Alternatives and Recommended StrategyA. Strategic Alternatives 1. Management Improvement a. Mr. Walsh needs to learn employee empowerment and delegation. He lacks trust in his employees and therefore takes on too much of the business’ customer affairs. b. The plant manager needs to be trained in management due to his lack of experience. c. Public Relations specialist and marketing specialist needed to better handle business and consultations. 2. Facility Improvement: More equipment may be needed to ensure consumers that they won’t have to worry about orders not being ready or too large to handle.B. Recommended Strategy 1. Salary Cuts for All or Cutback of Employees: The President’s six f igure salary is too much for such a small business. 2. Find and Research new suppliers: The high Cost of Goods Sold is greatly reducing profits. 3. Greatly Improve management skills and create policies 4. Hire Salesmen to increase business market share 5. Collect Bad Debt from Clients; Take less credit accounts and more cash accounts because Account Receivables is too high. 6. Create an effective Inventory System that better tracks Inventory on hand.

Chapter Seven Teaches Us That There Are More Addictions

Chapter seven teaches us that there are more addictions other than substance addictions. These can be described as behavioral or process addiction. Most of these addictions include compulsive and obsessive behavior which are comparable to substance addictions. There are several process addictions. For example, eating disorders like anorexia, bulimia and other structures of disorder eating. Shop lifting, internet, sex/love addiction, gaming, gambling, and self-harm are other examples of addictions. These process addictions have some unique features. Almost all the process addiction can be considered legal. Individuals often get a sense of control, which they use to cope with pain. It provides a feeling of intense pleasure and happiness.†¦show more content†¦Individuals assume women often conduct self-harm. Individuals also assume self-harm is done to seek attention, or to eventually commit suicide. Women between the ages of thirteen and thirty usually self-harm. This type of behavior can remain between five and ten years. Shopping can be defined as a compulsive buying behavior. Individuals become addicted to shopping because they see it as a stress relief, which triggers them to do it again. Women are more prone to experience compulsive buying behaviors than men. Gambling can be done at a casino, racetrack, or online. Compulsive gambling addiction can lead to criminal behaviors. There are several phases in gambling. The winning phase lead gamblers to win several winnings, which leads them to believe that they will keep winning. The loosing phase often begins with bragging about their past wins and start gambling alone and begin to borrow money. The loosing phase leads to debts. The desperation phase can lead to suicidal thoughts, arrests, divorce and alcohol and drug abuse. Internet gaming disorder deals with individuals who spend an excessive number of hours playing video games. 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Health Information Management At Abc Hospital Essay

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