BP Angola Supplier Relationship Management

BP Angola Supplier Relationship Management Introduction The results of this study are based on a qualitative research conducted in BP Angola with Procurement and Supply Chain Management professionals, Suppliers Performance Leaders (SPL) from Operations Department and Suppliers. The selection of the interviewees was based primarily on their involvement in supplier management and their availability at the time when the researcher was gathering data. The researcher intended to interview at least nine people, three from each group (Procurement professionals, Suppliers Performance Leaders and Suppliers), since three people from each group had been deemed as an appropriate sample size. A period of two weeks was set for the completion of the interviews. Therefore, at the end of the two weeks period, only seven interviews, not nine, were completed. Three from Procurement department, two suppliers and two from BP Angola Operations Departments (end users of supplier services or Supplier Performance Leaders). The Researcher attempted to obtain confirmation for the interview with the third supplier, but for reasons unknown until today, this supplier never confirmed or rejected the invitation, although the constant follow up with telephone calls. The third interviewee from the End User group had to leave the country due to unplanned compassionate leave. Although the reduced number of interviewees, the Researcher decided to keep the sample size at seven, as the key stakeholders involved in supplier management in BP Angola were included in the interviewed population. As may be inferred from above, this chapter presents the results of the interviews conducted and also the internal BP Angola document reviewed. There are several purposes to doing so. The first is to examine the current methods and systems in place in BP Angola (Exploration and Production) for Supplier Relationship Management, second identify whether the current Supplier Relationship Management (SRM) process is adding value. Third is to determine whether or not, as earlier hypothesized, these methods and systems for supplier relationship management post contract award were effective and compare them with best known practice models. The fourth and final purpose is to evaluate the validity of the earlier stated hypothesis pertaining to the implementation of Supplier Management strategy. The main themes that emerged through the research are vastly consistent with the reviewed in the literature. These themes are definition, business drivers leading to supplier relationship management, value that can be derived from proper supplier relationship management, types of relationships, forms of implementation, benefits, challenges and improvements. However, the research shows that there are some differences between the literature and the case under study especially around the understanding of what supplier relationship management really is, modes of implementation, as well as the challenges. The key themes that emerged from the research and the identified differences will be discussed throughout this chapter. Supplier Relationship Management is a very broad topic and it was not possible to cover all aspects of this topic in this research, however, the Researcher tried to cover as much as possible the key elements pertaining BP Angola SRM, challenges and benefits that can be obtained through SRM. Supplier Relationship Management in BP Context The main objective of this research was to investigate and explore the effects of various dimensions of supplier relationship management (SRM) through effective contract management at BP Angola (Exploration and Production) in order to improve added value. More specifically, this study aimed at analyzing the perception of various internal stakeholders in BP Angola about the concept of Supplier Relationship Management, who should own it, interface between internal stakeholder in BP Angola with suppliers, type of relationships that BP Angola maintain with its suppliers and to examine the issues associated with the implementation of Supplier Relationship Management initiatives from Supply Chain Management perspective. Furthermore, the purpose was to increase the understanding of Supplier Relationship Management approach and its benefits. As may be inferred from above, this Chapter explores and explains the relationship between the contracting strategy used to establish the relationship between BP Angola and its Suppliers and what value can be derived from this approach. Before addressing this connection through the analysis of primary data, it is worth explaining the Supplier Relationship Management in BP context. Over the past several years, there has been a growing interest in BP to develop a strategy that helps to optimise the relationship with its key suppliers. In todays highly competitive environment, there is intense pressure to improve the efficiency and effectiveness of procurement activities. BP is implementing globally a segment defined practice for procurement, to drive effective management of suppliers and segmented spend across major categories of goods and services called Category Management. This approach is supported by key four pillars. The first pillar is Category Management Planning, which defines spend categories the business needs to focus on, defines an integrated plan to address the prioritised categories; the second pillar is Market Sector Strategy, which identify strategic levers to be pulled to maximize value from the supply markets and provides overall direction for a market sector. The third pillar and one of the most used by the Local Business Units is Strategic S ourcing, the same as the previous pillar identify the strategic levers to be pulled to maximize value from the supply markets, define approach to the supply market, negotiate and deliver contracts in line with the strategy. The last but not least is the Supplier Management, which rigorously manage supplier performance with realistic key performance indicators (KPIs), determines the appropriate management approach and structure so that supplier performance meets or exceeds BPs stated expectations and goals. This last pillar of the Category Management strategy was the focus of our primary data analysis, as it is where the Supplier Relationship Management takes place. However, BP Category Management approach seems to contradict with OBrien (2009). The four pillars that OBrien (2009) referred to support the Category Management strategy are: breakthrough thinking, customer focus, cross-functional teams, facts and data supported by three foundations like: strategic sourcing, managing the market and driving change. OBrien, 2009, argues that Supplier Relationship Management is big enough to be a concept entirely separate from Category Management. However, although these foundations and the pillars are different; the principles of Category Management are the same. According to OBrien, 2009 in his book Category Management in Purchasing, Category Management can deliver dramatic results to organizations in different economic and market conditions and can help to respond positively to a variety of different business needs and drivers. The former CEO of the Chartered Institute of Purchasing Supply, Ken James, stated that: Category Management when deployed effectively delivers many benefits to the organization through optimizing the value that can be derived from the supply chain. It gives a clear structured framework that can be applied across the organizations purchasing requirements. (OBrien, 2009) Although the academics and practitioners tend to agree on the benefits of Category Management, however the secret of the success reside in the implementation of that strategy. IntOpsR1 supports the view: We pick a strategy and we drive everyone towards execution of that strategy and then something will happen and adjust our strategy and make an intervention. Another strategy appears instead of developing existing strategy, we tend to go to one size fit all, we tend not to take into account the unique circumstances of the locations. The success of a strategy is not the type of strategy you choose, but it is mainly linked to how you implement it. BP Group in the interest of determining how to develop more effective relationship with its key suppliers has enlarged the focus from formal contracts to more behavioural and relational approach in the current Category Management approach. The Supplier Relationship Management approach and its implementation is discussed in greater in the section below. Supplier Relationship Management Approach and Implementation Most respondents declared that they are not familiar, even though aware, of an entirely separate Supplier Relationship Management initiatives being undertaken in other business units other than the Supplier Management approach under Category Management initiative which is being implemented globally in BP, and therefore did not provide insight into similarities or differences between the different business units. However, the review of answers to other questions, other documents, company data from global Category Management initiative implementation revealed that the initiatives are broadly similar in strategic intent in the sense that they respond to the strategic objectives of BP to establish an appropriate supplier relationship management approach and structure to ensure that the performance of the suppliers are meeting or exceeding BPs stated expectation and goals. However, the data also revealed that there is not a cohesive view of the baseline activities undertaken to achieve th is BP strategic objective stated in the Supplier Management. Before discussing this difference, we will look at the general approach adopted to implement Category Management and the principle that underlines the Supplier Relationship Management under supplier management in the Category Management. The primary data revealed that Supplier Management is implemented through four steps. The first step is validation of the appropriate type of relationship with the supplier. The aim is to ensure delivery of the value objectives identified in the Sourcing Strategy and to focus the resources on suppliers who have the greatest impact on BPs performance. Suppliers are prioritised based on spend and their criticality to the business. Suppliers are categorised into four levels of relationship types, which require increasing levels of BP effort and rigour to manage: Transactional, Managed, Core and Strategic. Transactional are those suppliers where performance has limited impact on day-to-day ope rations, low expenditure and minimal opportunities for Total Cost of Ownership (TCO). However, this is similar to what Kraljic, 1983 called in the Product Purchasing Matrix as Non-Critical Items (low profit, low supply risk). Managed are those suppliers with commodity services/materials, with moderate volume spend and with some opportunities to address TCO through improved supplier performance. In the Kraljic Model, this is similar to Leverage Items (high profit, low supply risk). Core are those suppliers with major impact on core processes, high spend, high risk, can provide competitive advantage and opportunities for TCO reduction, value creation and risk mitigation may exist. In Kraljic model this is similar to Bottleneck Items. Strategic suppliers are those which are critical to BPs core processes; can stop operations if issues arise, highest volume/highest expenditure or highest risk, can provide competitive advantage, significant Total Cost of Ownership reduction/value creatio n/risk mitigation opportunities may exist. In Kraljic model this is similar to Strategic Items (high profit impact, high supply risk). This, therefore, brings clarity on what suppliers BP needs to focus on. IntSCMR2 claims: if we keep using Category Management as a base, also helps to determine the strategic, core and managed suppliers and helps to determine what type of relationship are you going to have with them Dyer (1998) supports the view that with limited resources that firms has to focus on supplier relationship management, it is important that companies segments their suppliers based on criticality of the services or goods provided and impact on bottom line revenue. Gordon (2008) added, with so many suppliers companies cannot possibly manage performance plans for every single supplier of their supply base. Firms should concentrate on strategic suppliers who are integrated business partners as well as core suppliers, who require integration and development plus other suppliers that may supply a high-cost or high risk services, (Gordon, 2008). Gordon (2008) concluded that supplier segmentation process is a starting point for discussion among Procurement and other stakeholders about which suppliers may have the greatest impacts on the companys own performance, which suppliers harbour the greatest potential risks, and which suppliers need to be measured, monitored, or improved. Supplier segmentation also helps identify supplier relationships that should be targeted for termination (Gordon, 2008). The second step is establishment of Supplier Relationship Management governance structure. The aim of this step is to define the roles, responsibilities, accountabilities and decisions rights so that they are known and understood by all participants from PSCM, the End User and other Functions. This step reinforces the company standards defined under companys code of conduct and how each individual must behave individually or collectively. According to BP process and procedures for Category Management, the supplier management governance structure exists to ensure that suppliers comply with the contracted service levels and to provide assurance of the suppliers performance. The governance structure also ensures that appropriate management resources are being allocated in accordance with the importance of the supplier to BPs business. This also helps to establish an accepted structure for the management of risk and escalation of issues within BP and supplier organisation. IntSCMR3 claims: I think Category Management model is the way forward. It defines what everybody should be doing and what the relationship with supplier should be, which is fantastic. OBrien, 2009 supported this view when argues that Category Management helps to provide structure to supplier management and define roles and responsibilities for the supplier relationship management. The third step consists of developing and agreeing performance metrics based on value objectives. The targets for performance are reviewed annually to promote year-on-year improvement. Qualitative and quantitative data is collected, collated and reported through the communication channels established by governance structure. However, the legal contract between BP and supplier does not state BPs intent to implement Supplier Management through Key Performance Indicators (KPIs) on the scorecard in order to improve supplier performance year on year through improving safety, reliability and efficiency and thereby reducing Total Cost of Ownership. However, respondent IntSCMR2 contended that BP treats its suppliers equally regardless the distinction that BP Category Management process says. IntSCMR2 claims: We actually treat our strategic, core and managed suppliers pretty much the same, the only change we do is the number of meetings we have with them per year and actually the discussions are the same. However, IntSCMR2 argues that even the process of setting up the key performance indicators is not consistent with what is promised in the Category Management process. IntSCMR2 claims: I think even more fundamental than that, on my previous role, I have seen examples where a billion dollar contract we defined the KPIs and Metrics before the contract was agreed and actually the business did not understand the KPIs and the Metrics, you do not understand why they are there in the first place and do not understand how to measure them, the contractor does not understand them and does not know how to measure those KPIs Respondent IntSCMR2 arguments are in line with Cai et al. (2009), when he argues about supplier performance management scorecard. Cai et al. (2009), states that many companies pursue supplier performance management as the quest for the perfect supplier scorecard. Companies believe that if they get the right metrics on the scorecard, then supplier performance will improve. Cai, et al. (2009), added that supplier performance management involves more than supplier scorecards, which are only one element of the process. The success on supplier performance improvement through supplier management depends upon putting an effective business process in place (Cai, et al., 2009). The last step is to ensure consistent and rigorous management of performance to assure delivery against targets. The performance of supplier and the relationship is reviewed and tracked at set intervals against the stated objectives and goals. This step is intended to make interventions as required and performance is monitored against improvement plans and the lessons learned are fed back into the strategic sourcing process for the next contracting cycle. This step also defines the frequency of meetings depending on the relationship type defined at the first step. Strategic suppliers quarterly performance review meetings are required at business unit level, of which two performance review meetings have an additional strategic focus with executive level management in attendance (or can be separate executive relationship management meetings if required by specific business unit). For Core suppliers BP process aims for quarterly or semi-annual meetings and annual or ad hoc meetings. How ever, IntOpsR2 contended: .looking at Key Performance Indicators during the Performance Review Meetings is retrospective. The constructive way of doing this will be to look of what we need to do to get things better. It is looking forward and not backward Good supplier performance is a key driver in enabling companies to achieve performance excellence. But for the author, the question still remains, how BP Angola can effectively influence a good performance of its suppliers? Type of Supplier Relationships Wagner, 2002, argues that numerous internal and external factors have an impact on the type of relationship company maintains with its suppliers in the supply chain. The external factors are the environmental factors and characteristics of the industry. The internal factors that affect supplier relationships include interpersonal factors, disposition of the company, other company-internal factors and, in particular the type of service to be contracted (Wagner, 2002) Oil and Gas industry is a capital intensive with very high cost contracts, high risk and high technology where only few suppliers are specialized in certain strategic services. Most of these suppliers tend to dictate the rule in the relationship. This view has been evidenced during the research interview. IntSCMR3 argues that relationship with the larger suppliers who have very high technical services like Drilling Rig service providers, BP struggle to maintain a collaborative relationship, as those suppliers tend to govern the relationship and dictate the rule. IntSCMR3 claims: for example with tendering for Drilling Service for a new exploration block in 2010, we developed a scope of work which was very shiny, gold where only two suppliers could provide it. The supplier we selected to negotiate with had several barriers for negotiation and we were forced to pay these vast billions of dollars, which is a lot of money. We went through a number of negotiations with this supplier and we felt we were going to a point where we were achieving some degree of value and they turned around and said that is it. If you want this service, this is what will cost you. It was three or four times higher than our estimate. I think we tried to be collaborative with our suppliers, but I think because of the characteristic of the industry high technology, high risk, we could not develop a good type of relationship. Although all the seven interviewees knew what supplier relationship management was in term of concept and are all involved in active supplier/customer relationship management, however, the viewpoints are different around the type of relationship that BP Angola maintains with its key suppliers (strategic suppliers). While IntSCMR3 believes that BP Angola maintains collaborative relationship with its key suppliers and arms-length relationship with non-strategic suppliers, the two PSCM respondents do not agree with this view. IntSCMR2: I think it is difficult to generalise across the board, but in overall it is arms-length/transactional relationship BP Angola maintains with the strategic suppliers. Based on my experience and in what I have seen, particularly on project side it is definitely an arms-length/transactional relationship IntSCMR1 supports this view: The focus should be on strategic and collaborative approach but the reality shows otherwise. Key suppliers perception and behaviour is to look at BP as exploit. Because of the criticality of the service/ material they provide and high switch cost, BP will need to invest to change or equilibrate the power in the relationship. It is clear from the primary data collected from the review of the internal literature within the company and the data obtained through the interviews that BP Angola sees suppliers as a critical resource and as a source for competitive advantage. BP as global company seeks to structure its supplier portfolio and collaborate with its key suppliers in such way that they can take full advantage of the potential that these suppliers can offer (BP PSCMcp Handbook; Category Management 2010). While BP Leadership believes that the current Category Management approach can create more flexible, responsive relationships thereby improving BPs performance, however, the Supplier Management under the Category Management approach does not describe the model of relationship to have with different service providers. Apart from the numbers of meetings per year to have with strategic, managed and transactional suppliers, there is no difference in the approach in relationship with these suppliers. The type of relationship adopted for strategic or non-strategic suppliers is a subconscious approach rather than a defined strategy under BP relationship management approach. Interestingly one of the two suppliers interviewed argued that BP Angola maintain fantastic working relationship with his company, while the other believes that BP Angola relationship with his company vary from arms-length to collaborative. This view is supported by IntOpsR2: It ranges from Arms-length to collaborative. When we started the contract we were in position of conflict and moved to cooperation, where we build the trust in the relationship and we are now moving to more collaborative way of working. The important observation made at this stage was that when all factors and their weightings are taken into consideration, the supplier/customer relationship that results can be plotted along a continuum ranging from adversarial/arms-length relationship to long-term strategic partnerships (Dyer et al., 1998; Wagner and Boutellier, 2002.) Drivers and Benefits of Supplier Relationship Management All the respondents violently agreed on reasons and benefits for developing a good supplier relationship management with key suppliers. The reasons and benefits fall into two main categories. The first is commercial element. Most of the respondents believe that adopting the right approach for the right supplier, a good supplier relationship management leads, in long-term, to commercial benefits, of lower costs, quicker lead times, better quality, safer and reliable operations. IntSCMR2 claims: if you are actually leveraging your scale and providing a substantial volume of your work to those suppliers, you will be expecting to get lower rates while they will have a certain flow of demand Respondent IntSCMR3 agrees with above view and added that good supplier relationship in supply chains lead to reduced cost and safer operations and claims: . the only way you can understand the cost base of your suppliers is having a good relationship with them. We know that supplier will always build on some extra cost, because they want to make as much money as they can, to which with good relationship this extra cost can be minimized or reduced Respondent IntSCMR1 does not only believe on cost reduction at short run, but also argues that good supplier relationship gives a long term sustainable cost savings enabling tighter process integration. One of the supplier interviewed, strongly agrees that good supplier relationship can bring benefits to both supplier and customers. IntSupplierR2 claims: Working closer to resolve issues, shared risks and in turn benefits, transparency of activity where possible solutions can be made to cut costs to both client and supplier and in turn payments collected on time, and developments onto new contracts/facilities and areas. This in turn would reduce added costs and streamline the BP contracts globally However, respondent IntOpsR1 casts some doubt on the claim that supplier management delivers commercial benefits. This respondent state: I think it gives you a quicker response, you get a better chance to pull in the right people at the right time and they get comfortable and familiar with your expectations and your standards so we are not always reinventing the wheel because your changing your suppliers.. I guess to me is more operations efficiency than cost reduction Ambrose, et al., (2010) stated that as companies pursue a supplier relationship management approach, they do so in a sequential manner. Beginning internally, with efforts aimed at reducing costs, particularly through better sourcing strategies and then externally through Supplier Management. It can be argued that when a supplier relationship management reaches a level of maturity, the overall relationship focus expand beyond a specific contract and focus on the overall relationship with a supplier as whole (Ambrose, et al., 2010). The second category is the enhanced performance or operations efficiency through continuous improvement. Again some of the respondents believe that Supplier relationship management leads to enhanced performance or operations efficiency in long-term. Once the suppliers are selected the challenge quickly becomes ensuring that the promised value coming out of their selection actually finds its way into company. For the two suppliers interviewed, they believe that performance management is an important element in the supplier relationship management and contract management, when well implemented, make a huge difference but require discipline and rigour to implement. Respondent IntSupplierR2 claims: We believe supplier relationship management is one of the main strengths that collaborate to deliver successful contract outcomes and performance. Respondent IntSupplierR1 agrees with the above view and stated that good supplier relationship delivers enhanced value for both client and supplier and claims: working with same suppliers in a long term relationship provides stability, continuity of service, and enhanced value as the supplier has a better understanding of BPs values, goals and methods of doing business. From the suppliers perspective, the relationship provides opportunities for increased business, and an ability to deliver better results to the customer as the relationship progresses and the customers values, goals and methods are better established and understood However, respondent IntOpsR2 argues that supplier relationship management also includes working the people interface because it is the people that make decisions to support (or not) and execute the initiatives that supplier offer for a better performance. InOpsR2 claims: In term of Performance Review Meeting during supplier relationship management, it works well; there is a process and people. It allows flexibility to raise things that are important to us. The value in that is having constructive conversations. The constructive way of doing this will be look of what we need to do to get things better. All this is dependent to people behaviour BP Head of Procurement claims: The Supplier Management process helps to drive performance improvement year on year, through increased safety, reliability and efficiency, thereby reducing total cost of ownership of goods and services. This expectation is defined in the contract. However, Ambrose, et al., (2010), argues that some companies implement Supplier Relationship Management process because they have been told that it is the right thing to do. They are convinced that supplier performance will improve and the results will speak for themselves. Emiliani (2010), states that while supplier performance improvement is a distinctly possible outcome, a specific cost reduction based on that improvement cannot be guaranteed because different companies implement supplier relationship management with varying degree of proficiency. Emiliani (2010) argues that success will have a much higher probability when senior management understands the business drivers for Supplier Relationship Management and therefore truly gives it support. One of the biggest challenges, however, is that the business drivers for Supplier Relationship Management is not cut and dried. That is, it is hard to guarantee a precise return on investment for Supplier Relationship Management. Accountability for Developing and Maintaining Supplier Relationship Management It is recognised that supplier relationship management requires both top management and people at operational level commitment. Which the author believes mean that accountability for delivery of supplier relationship management needs to be established and roles defined. The respondents were asked if they knew who the Single Point of Accountability (SPA) was for Supplier Relationship Management in the Angola Business Unit. The answers vary, depending on the respondent background (Technical or PSCM). In general, for the technical respondents, the SPA for Supplier Relationship Management is definitely the End User (Technical), for PSCM is the combined role between PSCM, supplier and the Technical team. IntOpsR1 claims: To me I think [Supplier Relationship Management] still belongs to the Line, because the relationships with a supplier is owned and administrated and driven forward in terms of learning by the technical side of the equation. So if we want to manage a vendor at higher level across locations and assets, then I still think it should be owned by technical group that have ownership on it. If we try to drive all it from PSCM perspective, from a setting up contract perspective, then we kind of missing the trick. What we may get is a little bit more a cost effective solution, but you are not necessarily getting to a point of having good technical discussions. They are technical companies and they will run circles around you This view is supported by IntOpsR2: I think that the relationship should be owned by the Line (Technical), because we understand it, and we are also dealing with people who are in the technical team in supplier side. I think PSCM role is to support and to enable and help with that relationship The above answers seem to suggest that the driver for supplier relationship management is, in one hand, improving the supplier technical performance, and in the other, that relationship with supplier is limited to the serv

7p’s marketing mix Essay

The product is basically a smooth orange juice made with natural orange and is organic, with benefits such as it’s never sweetened, never concentrated, there are 11 juicy hand-picked oranges in every bottle ,there is 1 portion of fruit in every 150ml serving. (Also used in this report will be smoothie drinks and it will be part of the marketing mix) The product itself is part of the marketing mix because if the product is unique and offers quite a few benefits then it will help the marketers in selling it, also the fact that the product has what juice drinkers looking for, for example they will be looking for good taste, good health and part of their five a day including additional benefits such as a good source of vitamin c, all these factors help the product be the best it can be and help it sell in the shelves of supermarkets. Promotion The promotion of the juice is done in many different ways, one of the most used is advertising but their other forms of indirect advertising such as sponsorship are also methods of promotion. For innocent the promotion element was very important because they were unknown in the market because they were a new start-up so they marketed their product quite heavily and managed to get their product into a major supermarket which extended their reach nationally and enabled them to advertise on TV, newspapers and major banners on the highways. Eventually all this promotion helped them get to the ? 100million pound turnover that they have today. Over the years their promotion has helped them increase market share and compete with smoothie market leader â€Å"pj† Price The 3 founders of innocent found it surprisingly easy to break into major outlets even though their retail prices were as high as ? 2 for a small, 200 ml bottle. By 2002/2003 sales had risen to ? 10 million a year and the future looked very bright. Then things became a bit tougher. The smoothie market had been originated in Britain in 1994 by a company called ‘PJ’. Stung by Innocent’s success, in 2003 PJ Smoothies were promoted more heavily, stabilising their market leading position. Then the major supermarkets started offering own-label smoothies. With a Tesco’s own-label bottle at ? 1. 39, it would be much harder to charge ? 1. 99 so innocent had to fight on price with competitors and keep growing but they focused on justifying thus making it a very good product which helped it sell at the high end of the price graph. A pro of having a high price is people automatically assume it is a good brand and this help in the marketing because they are seen as quality providers in public so when innocent launch a cheaper alternative they will not find it difficult to sell to people with tighter budgets. People The people behind the brand are well known in the public, they are two former university students who after leaving university, Richard Reed, Adam Balon and Jon Wright decided to try their own business, selling fresh fruit smoothies. The idea started when they spent ? 500 on strawberries and bananas, they went to a festival and got feedback of their smoothies from the public, in the end they got amazing feedback and set up their business so it’s evident that the people behind the company are passionate about the business and have helped raise funds for the start-up and market the business, also they are famous for creating a very good environment to work in (image below) which helps the people in creativity and work productivity and this is a marketing edge which is used when innocent promote their products, they are very happy to publicise the work environment which innocent provides them. Physical The exterior appearance of innocent packaging is very attractive and overall the company projects a very attractive feel for the organisation, even the headquarter buildings of innocent are very well designed and the work place is very clean and attractive and this projects a very good image of the company and in marketing terms a very good proposition to the customer. The logo’s on bottles is very well designed and the graphic fruit images does not hinder in the marketing mix, the packaging delivers a very fresh and exciting look to the customers as much as the fruits themselves. Place The distribution channel is always very important because we all the marketing in the world if people can’t purchase your product then it pretty pointless so it’s vital that innocent are available in a lot of stores, they are available in tesco, asda and Sainsbury’s and together these stores have 80% of market share in the UK so in essence they are very well placed and this gives them a marketing advantage. Process Also important is the process in which the apple goes from field to factory, from factory to store and this logistical side of the equation is important because it’s great to be selling to Tesco, you have to be able to deliver the top quality product promised. So innocent have farms where they produce the fruit also they buy in fruit and transport the products to their production faculty where the smoothies are made and packaged thereafter they are delivered to supermarkets nation-wide, this process helps them get products into place and products to customers quick and effectively. Conclusion During this process of writing this marketing mix, I have realized that the marketing mix is inter-linked and each part works with another, so the promotion work with the price and the people and so on so forth, so in terms of innocent they are covering the marketing mix quite well.

Mr. Homeschooled As A Child Because Of Illness And Asthma

†¢ Born on October 27, 1858 in New York, New York †¢ Education: o Homeschooled as a child because of illness and asthma o Columbia Law School o Harvard University †¢ Died on January 6, 1919 in Oyster Bay, New York Election Issues: †¢ Became president September 14, 1901 after the assassination of President McKinley on September 6, 1901 †¢ Needed Republican support to win nomination of 1904 †¢ Worked out understanding with legislature †¢ Used executive office to break up monopolies such as Northern Securities Company †¢ Used the White House as â€Å"bully pulpit† †¢ Lectured nation on how the government should regulate big businesses †¢ Toned down his rhetoric in 1903 †¢ Able to place his people in key party positions †¢ Maneuvered Mark Hanna to endorse†¦show more content†¦make it a global power †¢ Believed that sharing American values and ideals would have a great effect on the world †¢ Believed in speak softly and carry a big stick †¢ Followed in McKinley’s footsteps by ending the isolationism that had dominated the country since the mid-1800s †¢ Inherited the governance of the Philippines following the Spanish American War †¢ Established the Panama Canal †¢ Became the first President to leave the country during his term of office to go see the building of the Panama Canal †¢ Venezuela became a focus of attention in 1902 when Germany and Britain sent ships to blockade its coastline †¢ Formed the Roosevelt Corollary to the Monroe Doctrine †¢ Roosevelt was also a peacemaker †¢ Believed that a large and powerful Navy was a necessity for national defense †¢ Built the US Navy into one of the largest in the world †¢ 1907 he sent the â€Å"Great White Fleet† on a world tour to show the US’s strength Domestic Issues: †¢ Elkins Act of 1903 ended the practice of railroad companies granting rebates to certain companies †¢ Hepburn Act made the powers stronger of the Interstate Commerce Commission to include the ability to regulate shipping rates on railroads †¢ The Hepburn Act marked one of the first times a President looked directly to the people by using the press to help him in his decision †¢ Believed that the government should use its help and resources to help achieve social and economic justice †¢ He felt that he should intervene during the coal shortage of 1902 †¢

The Mission Of The Career And Community Studies - 1475 Words

Career and Community Studies or CCS for short is a college-based, non-degree programme offered here at The College of New Jersey. This programme prepares students with intellectual and developmental disabilities for adult life; it provides both specialised coursework as well as courses that students can audit under the general undergraduate offering. CCS aims to expose young people with intellectual disabilities to a meaningful and rigorous college experience that helps them to discover who they are, and to come upon and explore their gifts. â€Å"The mission of the Career and Community Studies (CCS) Program at The College of New Jersey is to provide a coordinated and comprehensive course of study that includes career exploration and preparation, self awareness, discovery and personal improvement, through a framework of liberal learning and community participation. (Career and Community Studies, n.d.)† The goal of CCS is to prepare young adults to enter the real world. 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The Film Calls The Four Horsemen And How They Are Wreaking...

The narrators of the documentary suggest that wars, the mentality to conquer will continue to cause famine and most likely death and more global deaths. It is also suggested and demanded that Americans and people globally need to questions why we have systems in place that serve the rich. How can we reform is one question that is asked. Currently these systems serve the interest of a select few. The film stated that Tim Berners-Lee (Links to an external site.)created the World Wide Web and in doing so he inadvertently supplied all of the major financial institution more power to grow because information was available more quickly on new conquest. This paper will explore what the film calls the four horsemen and how they are wreaking†¦show more content†¦The age of decadence is described as gaudy behavior. This behavior is displayed as a vast and extended military, an unnecessary display of wealth, a disparaging gap between the rich and poor, and finally a bloated stat e that has too much to handle and resources that will run thin. This will happen because the United States began like another superpower – Rome. And just like Rome we were on the gold and silver standard. Rome, like the United States began to counterfeiting or making money with no value but people began to realize that by soaking the gold it would turn back into silver or some the useless metal. Also in Rome, Chefs were considered celebrities while finally one or two people had amassed all of the money. The film suggests that we are caught up in having the best food, nicest clothes and we can never get enough of what we don’t need. The film also suggested that Baby boomers have squandered the fortune of future generations’ inheritance of the Earth and the Earth’s resources. Later it is said that we are capable of heroic acts but we rather result to atrocities. Millions of people go to sleep nightly without food and people are throwing food in the trash. Wealth is not distributed fairly. Why does the social structure

Facts and Information on Greek Goddess Athene Free Essays

The culture of Greek mythology has impacted modern culture. The first ever written origin story of greek mythology took place around 700 B.C. We will write a custom essay sample on Facts and Information on Greek Goddess Athene or any similar topic only for you Order Now (Athena) Greek mythology impacted modern culture by the way people live and even design houses today. The religion of greek culture is based on time-honored observances and was rooted in the Bronze Age. Their religion was not based on toe thora or the christian bible, but it was based off of exchange. Individual worshipers where to give gifts to gods and goddesses as an expression of thanks, especially zeus the father of all gods. Athena the daughter of Zeus or is better known as the favorite daughter of Zeus. Athena also named Athene was one of the three virgin goddesses. (Athena) Athena came right out of Zeus with armor and ready to go; she was called into the existence.(D’Aulaire) She was known as the goddess of the city for protecting her people. Athena was also known as to invent the flute, but she never played.(Athena) Athena’s powers and the way she uses them towards people explains how she is the goddess of war and her influence on modern culture such as moral standards and language. Athena and her family have impacted their culture and today’s modern culture. For instance the Olympics. The olympics started in Olympia, Greece, where it’s name was founded. Every four years the olympics was held for the god Zeus. A prizes from the olympics were fame and glory. The first olympic games was held by the athenians in the summer of 1896. In the summer of 1896 the olympics held 41 events. They brought 14 nations and 241 athletes to compete. The symbol of the rings represented the 5 participating continents: Africa, Asia, America, Oceania, and Europe. Greece held other games like the Ptythian games and the isthmian games. Those games where held for Apollo and poseidon. The greeks have affected political ways. The greeks created the first democracy, at first it was a monarchy then moved onto a oligarchy, and finally a democracy. Six Thousand adult male citizens were assembly members of the democratic government. The United States uses a representative democracy instead of a direct democracy, which was what the Athens used. (11 Greek Influences and Contributions to Today’s Society) Athena also has played a role in the progress of the women’s army. Athena has many objects named after her from dolls to yogurt bars and even a cosmetic line sold in California. The reason why they named the yogurt bar after her was because of the greek yogurt they used in the recipe. Don’t let the name fool you this bar is packed with artificial flavors and and unhealthy ingredients. Athena plays a big roll in the Barbie factories as each doll sells for 70 dollars to 100 dollars (â€Å"Greek gods in American Culture†). The cosmetic company states the company will provide you and safe and reliable, quality products, combined with uncompromised integrity and the spirit of philanthropy. The company states this cause athena was known to provide safety and is a reliable goddess. As the goddess of war, Athena has used her powers to win wars. An example is Athena and Hera as they fought against Paris in the Trojan war. (Athena) In 1260-1250 BC the Trojan war took place. The golden apple which was known as the Apple of Discord was given to Athena, Hera and Aphrodite. The three goddesses were commanded by Zeus to take the Apple to Paris. The contest turned into a bribery and not about beauty. Athena offered wisdom, skill for battles and the ability of warriors. Hera offered Paris the ability to control Asia and political powers. Aphrodite finally offered the attention and love from attractive women all over the world. Paris choose the beautiful women around the world, and luckily paris and Hera fell in love. The problem here is Hera being married to the king of sparta Menelaus. The news finally reached to Sparta and Greece. Menelaus’ brother Mycenae heard the news first and was upset. In anger he sent an army to Troy, that’s when Agamemnon and with the help of others came up with the Trojan horse. The trojan horse sat right outside the city of Troy to signify the end of the war. The greeks hid outside, and at night they snuck in and killed the entire city but women and children. The women and children were sold as slaves and Hera returned to her husband. Athena is an important goddess to many people and gods in every culture. She is the goddess of wisdom, courage, inspiration, civilization, law, justice, strategic warfare, mathematics, art, strategy, skill, and crafts. (Athena) One unique way Athena used her power is by blinding Tiresias when he saw her naked while bathing. (Athene) In a contest with poseidon to take dominion she produced and olive tree and a horse. (Athene) the powers of athena are from her parents Metis and Zeus. Athena got her powers of wisdom and crafty thoughts from her mother Metis. (Athena) Her powers progressed as she lived. Ancient greeks believed gods and goddesses would control their lives. The greeks would build buildings and statues to honor the gods and goddesses. Home life during the ancient greek times is different compared to modern day. Many people lived in a village or the countryside. Most houses where small and made of sun dried mud brick.(â€Å"Ancient Greeks: Home Life†) After a few years the houses would crumble and later had to rebuild. Homes didn’t usually have a bathroom but they had public ones. Only the rich had bathrooms and a better home life. Most gods would at least have 50 servants per household. Men and women would wear tunics or what they called them ‘chiton’. Women and most older men liked wearing the longer tunics but for the men they would wear them shorter. Many people wouldn’t wear sandals or boots. (Ancient Greeks: Home Life) High boots were worn when horse riding. Suntans were not cool in ancient greece. Many women used white lead to look pale. The white lead they used was harmful on their skin. It is obvious the greeks liked to wear a lot of jewelry because they are found in the tombs where they were buried. The difference in greek culture and modern culture. A similarity in the cultures are the way our society if or was formed. Most early cities had their own government which was located in the middle of the city. The greeks had marketplaces where people would socialize and shop. Which sounds similar to a modern day mall updated. The biggest city was the Athens in Greece. We almost have a similar style homes. Similar to old homes were built and still stand today in our culture. Many people like to design their houses according to the ancient greeks. A difference in modern society is that we don’t worship gods and goddesses anymore. Many of the gods and goddesses had slaves, and many. Now in our modern times it’s rare to have slaves. As for the clothes we don’t wear tunics like the greeks did. As of religion there are branches that lead to the religions we have today. In conclusion Athena uses her powers in many different ways like to fight wars and even blind tiresias from seeing her bathing. Although Athena was a strong warrior with bumps on the road she still managed to protect her city. Athena has left an impact on her culture and modern culture. Statues and buildings were built to honor all gods and goddesses. Now in modern society not many people honor all gods and goddesses, the way they used to back then. The way Athena expresses her powers pulls together the way she influenced modern culture just like our moral standards. How to cite Facts and Information on Greek Goddess Athene, Papers

Migration Policy New Regimes Employment of Third Country Nationals

Question: Describe about the Essay on the Shaping Europe's Migration Policy New Regimes for the Employment of Third Country Nationals? Answer: Procedures that can be followed in this case as the best possible action in this matter: The smooth functioning of an organization, to a great extent, depends upon relation between the employees with the employer. If an employer enjoys certain rights, depending on which he can take various decisions in the company, the employees also have certain rights using which he can question the decisions taken against him. In this Situation, Paul has worked in a large store in Central London for four years. One day Paul comes to the office drunk, misbehaves with the colleague and is even guilty of indulging in physical violence. Due to this incident, Paul is being dismissed from the job at once, without any prior notice. Though Paul initially blamed himself for the act but later realized that the dismissal can be termed as unfair and Paul files his claim to the local Employment Tribunal Office (Thursfield, 2015). Under the Unfair dismissal Law in respect to misconduct, Paul is surely guilty of misconduct. According to the law, a persons association with an organization cannot be terminated on the basis of him coming to the office being drunk. However, when the defendant indulges in physical violence the association is subject to termination. As a result Paul is held guilty, as Paul punches the floor manager in the left jaw. Employment rights act 1996: As per the Employment Rights Act 1996 (Part 9, Dismissal notice and Reasons) that was passed under the UK Labor law employees should get a minimum of 1 weeks of notice period, once they have completed a months period in the company before being dismissed by the company. After completion of 2 years, it will be minimum 2 weeks, for 3 years, 3 weeks, and so on. In this way, the notice period can move up to twelve weeks. Hence, Paul should have got a minimum of 4 week notice period as Paul has already served 4 years of professional life for the company. Settlement agreement: The settlement agreement came in to force on 23rd July 2013. According to the employment rights act, the employer and the employee can mutually settle to an agreement. Here the employee will be called for a closed door meeting. The employee is allowed to bring one of the colleagues as a companion as well as witness to the proceedings. The negotiations are always confidential. The employer gives away a written termination letter where negotiations will be clearly mentioned. The employee gets ten days to consider the agreement, and after the completion of period, both the parties will take a final decision (Jacobsa Blitsab, 2012). In the above situation, both Paul as well as his employer has violated certain rules. On one hand, Paul is subjected to dismissal citing the employees misconduct; on the other hand, the employer should also have given the employee a warning before terminating his association. Hence, the best solution to this dispute is the Settlement Agreement. In accordance to the UK Law, a company can dismiss an employee on certain grounds of incapability and misconduct: Every organization adheres to certain rules and regulations to maintain a healthy employer-employee relationship, work ambience, welfare of the workers, etc. Both the employer and employee should comply with the rules, not following them may result to dire consequences. The employees face these consequences mostly in the form of termination of their job. In such a scenario unfair dismissal of an employee by the employer falls under certain scrutiny. Unfair dismissal law: The Unfair dismissal law in UK is falls under the UK Labor Law. The UK Labor Law oversees the relationship between the worker and the employer, sees that the people at work in UK gains advantage from the various acts, laws and regulations and so on. Unfair dismissal, as the name suggests, refers to the termination of a persons contract from an organization which is in contrast to the contract that the employer has signed at the time of his induction in the organization. Hence, the law demands just and fair treatment from the employers part as the employees job is in the threshold of terminations (Thursfield, 2015). Dismissal in respect to incapability: According to the UK law, an organization has the right to dismiss an employee on the basis of incapability and qualifications, once those incapabilities hold serious consequences to the organizations as well as the co-workers. Incapability to perform his duty: Suppose, any employee is unable to deliver his work with accuracy and at the rate the employee was asked by the organization or the employee is getting paid or it, this situation can result in termination. However, it will be illegal to terminate the period at once. The employee will be given a time period under which his performance will be monitored. Even if the person fails to prove the capabilities, dismissal can be done with certain compensation. Medical issues: Dismissal of a person in the basis of medical incapability is against the law. However, there are certain instances when the organization has to take a call. The situations are as follows: Mental breakdown: Nervous breakdown of an employee which results in unhealthy work ambience in the organization, as well as the persons incapability to perform a work may result in dismissal. The organization here also will be liable to pay the compensation (Lockton Bunbury, 2013). Physical disability: Though physical disability reduces the capability of a person to perform, dismissing the employee will be against human ethics. Hence, it might result in decrease in monthly pay as the organization has to hire another person to do the assigned job. Absence due to illness: Long period of absence due to ill health may result in dismissal; however the company will be responsible for the well being of the employee. In this issue the employees medical reports should be produced to the company to claim as a proof of his illness Dismissal In Respect To Misconduct: Dishonesty: Dishonesty at work can affect the company and can result in dismissal. Mostly, the dishonesty revolves around the situations where the person is found guilty of stealing. Intake of drug resulting in violence: A person is not viable to get dismissed when comes to the office being drunk. But when under the influence of the drug, the person indulges in bullying or physical violence, like hitting, and then the employee is subjected to dismissal. Accessing obscene contents: Accessing indecent videos or photos inside the work premises is viable to termination of the employment. Areas where potential clashes have been found between legal requirements and company policies: While setting a Hotel business in UK, There are numbers of legislations that have been adopted and for the welfare of the employees who work for motel or hotels. So that, companies can effectively utilise their employees, for example, working time regimes, in UK the legal regulation such as applying protection to a particular group protection and standardized limits of working time with the restriction of scheduled works and the regulation of new working-time arrangements. There are 3 general type of regulation in work-time regime based on the legally prescribed norms that operate alongside voluntary and customary norms for the creation of working time regime based on national system. Those 3 general types of regulations are a) market-based regulation based on individual level that is based on the demand of product or services, i.e. in this context if hotel or motel services get busy then the employer or employee can dedicated to their services and up to their individual level. b) Ne gotiated regulation is a collective agreement at the plant and industrial level (Apap, 2002). c) state-initiated regulation in which state and other statutory regulation intervention are important. That is where the entire legislation act as the same way as Canadian law. In Canada there has been a growing individualization, decentralization and diversification has been growing in Canada (Edwards, 2012). Though in UK the components of working time regime consist of a) treatment of working time arrangements that deviate from the general or rules and regulation; b) leaves for absence from work; c) Work based on paid time-off ; d) scheduled works and restrictions on the hours. In this scenario, Canadian style clashed with the strict time restriction of UK. In UK it is viable to take part time job but not in Canadian style. In Part time jobs have numbers of restriction in working time schedule. Even working time regime is affected by gender equality factor, i.e. female employees are ten d to do more participation as labour force and the women with younger children are having the tendency to accept the shift of dual-earner households. On the other hand the aging of the population have led to a variety of working-time arrangements that do not conform to the norm. In UK part time has increased due to the range of family activities across workers family (Edwards, 2012). Steps required for the company to reconcile the differences: To reconcile the differences, the company need to diversify its policies. Especially the equal pay provisions of act apply to some people who are the workers and may not the employees from legal view point, such as armed officers, police officers, office-holders. In this code, for convenience, these people are also referred as employees. As per the particular equality act, 2010, a woman who is doing an equal work with a man in the same employment is permitted to equality in pay and other contractual terms, unless the employer can discriminate based in the sex or any other material reason (Hope, Pearce, Whitehead Law, 2014). Recommended options for Sleepwells Operation director: To permit the sickness, parental, maternity or compassionate care benefits and employees regular earning must be decreased by more than 40% and the employees across the organization need to have at least 600 insured hours in last 52 weeks or since the last claim. Employees who will qualify for the benefits must face a two-week waiting period and they are also able to take 15 weeks of benefits. Though there are numbers of rules and legislation have been applied in the scenario of UK hotel business, it will be beneficial if we take help of some of the technological tools and methodologies across the industry that will increase the revenue across the organization those are focused on hotel business (Jacobsa Blitsab, 2012). For example use of IT solution across the organization will allow the privilege to manage data more effectively can let the organization impose law depending upon the activities across the organization and let the government also to monitor the activities across the organization. For example, use of IT solutions like ITIL-based iET ITSM solution that will help to manage all the IT related services in an organization and let all the work from different department to be integrated in an organization, for example, integration between accounts and marketing department (Lloyd, 2013). Integration between different departments allow monitoring employees performance and the employees records, such as records like leave details or rather the working details and calculation of their daily wages and days worked can easily be done with the help of this IT solution. Efficient use of data in an organized manner helps authorised person in an organization to go through the overall activities going on an organization. That authorised person is able to know whether internal activities are authentic or not and accordingly authorized person can take required actions. Sometime these IT solutions give desk based assistance and prioritize task or list of problems and address to specific level of management (Loafman Little, 2014). Consultation with Employees The obvious question which arises when an organization changes hands is regarding the job security of the ones who work in such organization. There are various circumstances when this question may arise. These include; During merger of a company Sale of business When a public sector activity is outsourced or sub contracted to the private sector In Britain these types of transfers results in termination of the work contract of the employees and a new contract is entered into with the new owner. In the year 1977 Acquired Rights Directives (ADR) were implemented in Britain primarily to preserve the jobs of employees of the transferred undertakings. These directives were known as the Transfer of Undertakings (protection of Employment) Regulations, 1981 (McMullen, 2014). The TUPE regulations provide that it is essential for the outgoing employer to consult with the employees through elected representatives. Such elected representatives might be trade unions. In case of absence of elected representatives, the employer is supposed to make arrangements for appointment of representatives for the purpose of consultation regarding the said transfer (Puma Policy Brief, 2015). All the information must be tendered in writing. These include; The fact of transfer, reasons behind such transfer and when it will take effect. Implications of the change on the employees and such implications may be economic, legal or social. For instance change in location of employment or risks of redundancies. Measures the incoming and outgoing employer intend to take with respect to the employees, no matter how meager they are. It is the liability of the outgoing employer to inform the employees regarding the changes which the incoming employer intends to take with respect to the employees (McMullen, 2011). Legal Rights of Employees The employee of the organization which is being transferred has the legal right to object to such transfer. An employee in such a case must inform either the transferor or the transferee employer about such objection. The contract of employment would be terminated as a result of such objection. In that case the employee is considered to have resigned. On the other hand it is open to the transferor employer to re-engage the services of the employee according to agreed terms (Mirza, 2013). When acquisition of a commercial undertaking takes effect the buyer has the right to protect it by offering a lower price. It is important that the transferee is aware of the obligations it is taking over as regards the employees. Thus the transferor is required by the TUPE Regulations to provide to the transferee employee liability information. Such information must include; The age as well as identity of each and every employee who is being transferred. Information regarding the statement of employment of such employees, which would include, written records as to the pay, working hours, holidays, etc. Information regarding any agreements for collective bargaining If any disciplinary action had been taken against any employee in the preceding two years, details about such action In any action for grievance had been raised by any employee in the preceding two years, details about such action If any legal action whatsoever has been ever brought against the employer in the preceding two years by any employee, details about such action (McMullen, 2011). This information must be provided at the least fourteen days prior to the taking effect of such transfer, if at all it is reasonably practicable. TUPE Regulations permit dismissal of employees on the ground of redundancy. But the transferee employee must make sure that the said redundancy is fair. Redundancy would not be deemed to be fair if it is takes effect only for the reason that an employee is a transferred employee. This information would be helpful to the transferee employer while taking any decision regarding redundancy (Njoya, 2003). TUPE Regulations provide that it is open to an employee to decide to not work for the new employer. The consequence would be resignation of the said employee. The employee does not have to give written notice to the employer only verbal communication is enough. If the terms of employment are being changed unfairly then the employer has the right to challenge such change and demand for unfair dismissal. In the United Kingdom the ability of an employer to bring about changes in the terms and conditions of employment has always been a challenging process for the employers, more particularly when the transfer of employee was as a consequence of the TUPE Regulations. Recent court decisions have reflected that courts are allowing more flexibility to the employers while altering terms and conditions of employment, if the employer can show that such changes in the terms and conditions are owing to increase of efficacy of the business (Jefferson, 2007). In the case of Smith and Ors. v. Trustee of Brooklands College (Smith and Ors. v. Trustee of Brooklands College, [2011]) the court held that the decision to make changes in the terms of employee contract post TUPE transfer was lawful as they were being made so as to reflect the common industry practice and was not owing to the fact of the transfer. In the case of Enterprise Managed Services Ltd. v. Dance and Ors (Enterprise Managed Services Ltd. v. Dance and Ors, [2011]) the employer intended to change the terms of employment of the employees regarding working hours so as to meet a pre transfer requirement. The employees who were not agreeable to the changed terms were dismissed by the employer. In the instant case the changed terms and conditions were better than the previous ones. As many as 50 employees have accepted the said new terms and conditions of employment. The change was effected after consultation with the trade unions. Thus the change may not be said to be unfair. Thus it is open to the employer to dismiss the employees who are not ready to accept the change. In fact the employees may themselves resign. References Apap, J. (2002). Shaping Europe's Migration Policy New Regimes for the Employment of Third Country Nationals: A Comparison of Strategies in Germany, Sweden, the Netherlands and the UK. European Journal Of Migration And Law, 4(3), 309-328. doi:10.1163/157181602322768920 Edwards, M. (2012). Employment Law Ethical employment practices. Ac, 1998(5). doi:10.14296/ac.v1998i5.1603 Employment Law Information Network. (2014). Choice Reviews Online, 51(10), 51-5680-51-5680. doi:10.5860/choice.51-5680 Enterprise Managed Services Ltd. v. Dance and Ors [2011]. Hope, S., Pearce, A., Whitehead, M., Law, C. (2014). Family employment and child socioemotional behaviour: longitudinal findings from the UK Millennium Cohort Study. Journal Of Epidemiology Community Health, 68(10), 950-957. doi:10.1136/jech-2013-203673 Jacobsa, J., Blitsab, D. (2012). US, EU and UK Employment Vetting as Strategy for Preventing Convicted Sex Offenders from Gaining Access to Children. European Journal Of Crime, Criminal Law And Criminal Justice, 20(3), 265-296. doi:10.1163/157181712x660195 Jefferson, M. (2007). TUPE: Law and Practice20071 Edited by Robert Upex and Michael Ryley. TUPE: Law and Practice . Jordans, 2006. xxviii + 415 pp. hardback 70 1st Edition. Managerial Law, 49(4), pp.185-186. Lloyd, I. (2013). UK: New Directions in UK Copyright Law. Computer Law Review International, 14(3). doi:10.9785/ovs-cri-2013-94 Loafman, L., Little, A. (2014). Race, Employment, and Crime: The Shifting Landscape of Disparate Impact Discrimination Based on Criminal Convictions. Am Bus Law J, 51(2), 251-314. doi:10.1111/ablj.12028 Lockton, D., Bunbury, S. (2013). Employment law 2013-2014. Abingdon, Oxon: Routledge. Marson, J. (2014). Beginning employment law. Oxon: Routledge, Taylor and Francis. McMullen, J. (2011). Case law relating to service provision changes under the Transfer of Undertakings (Protection of Employment)(TUPE) Regulations 2006. ac, 2010(84). McMullen, J. (2011). Transfer of undertakings: content and structure of the TUPE Regulations 2006. ac, 2006(66). McMullen, J. (2014). TUPE: Ringing the (Wrong) Changes. The Collective Redundancies and Transfer of Undertakings (Protection of Employment) (Amendment) Regulations 2014. Industrial Law Journal, 43(2), pp.149-169. Mirza, S. (2013). Tupe or not Tupe?. Vital, 11(1), pp.48-49. Mitchell, G. (2014). A Right to Care? Unpaid Care Work in European Employment Law. Industrial Law Journal, 43(1), 84-87. doi:10.1093/indlaw/dwt025 Njoya, W. (2003). The Interface Between Redundancy and TUPE Transfers. Industrial Law Journal, 32(2), pp.123-128. Puma Policy Pbrief, (2015). Best Policy Guidelines for Contracting Out Government Services. Rodgers, L. (2014). Public Employment and Access to Justice in Employment Law. Industrial Law Journal, 43(4), 373-397. doi:10.1093/indlaw/dwu020 Smith and Ors. v. Trustee of Brooklands College [2011]. Thursfield, D. (2015). Resistance to teamworking in a UK research and development laboratory. Work, Employment Society. doi:10.1177/0950017014559967