JS JOURNAL July/67 House magazine of J Sainsbury Ltd S

In the Birthday Honours list for 1967, a Knighthood, for his services to the arts, was conferred on Mr. R. J. Sainsbury, Chairman of the firm. On behalf of the staff and our many other readers we would like to congratulate him on this recognition of his contribution to the nation's cultural life.

2 This long perspective of racking stretches for over a hundred yards BUIMTIIMGFORD across the non-perishables warehouse of our new depot. Goods are received at the far end New Depot Gets Going and put away. Orders are then made up, and despatched from the loading bay at the near end. The architects and engineers who columns have steel crossheads alternate high and low level designed the new depot produced (centre of picture) to support roof slabs. The beams, acting as a structure, unique in Great these 80 foot beams. Our windows, give great spaciousness Britain in being built almost entirely photograph shows what will and light to that area, which of precast concrete units, to give become a production area on the occupies the other half of the us the greatest possible clear first floor in the perishables depot's 500,000 square feet. floor space. This openness of section. The roof here lies flush design was made possible by with the top of the beams. using vertical concrete columns to In the non-perishables warehouse carry Vierendeel beams which, the beams are glazed and the in turn, carry the roof. The roof is of the monitor type with Under the great, internal spans of the 40°F. Coldest area will be for project were Kenchington, roof, temperature controlled units quick frozen foods which are Little and Partners and the are being built in the perishables stored at —5°F. The cold stores architects, Scott, Brownrigg and warehouse which comes into have room for over 2,000,000 Turner. Donald Rudd and operation in the autumn. The metal cubic feet of goods. It's a lot - it Partners were consulting engineers grids of partition walls will be would fill 360,000 domestic for all services other than filled by plastic panels sealed into refrigerators. These stores and refrigeration and cold stores. position. High above are cooling their refrigeration plant were The general contractors were units hanging below a false designed by JS Engineering John Laing Construction Ltd. ceiling. This warehouse as a Division. The consulting Building began in April 1965. whole is kept at a wintry 35°F to engineers for the Buntingford Cost of the depot was £4,000,000. Tunnel below, runs underground staff restaurant and laboratory. In the main block is a recreation carrying services from the boiler There is also a battery charging hall for table tennis, badminton house in the motor engineers' room and a repair and and darts. About 2000 staff block to the main block. Heavily maintenance workshop for the will be needed to run this depot insulated hot-water pipes, right mechanical handling equipment. at capacity and it will be able to of picture, have enormous loops The buildings altogether cover deal with 75 vehicles at a time - to take up expansion and about eight and a half acres of 'ours and theirs' both coming contraction as temperature the site. Roadways and parking and going. varies. Besides the two areas take up another twelve warehouses the main block has an acres. A football field and cricket administration area with offices. ground is being laid out. Upper picture. Looking across however, are delivered to and It also houses the boiler house the motor engineers' block despatched from the opposite and the incinerator. towards the north front of the side of the depot. The handling depot. This is the bay where flow for them is on a 'IT plan to Below. Early in the morning of lorries coming in with prevent refrigeration losses Saturday May 20 Sainsbury, non-perishables unload. Goods which a direct air flow through lorries heading south into the go through the depot in a the building would cause. The North London area with the first straight line flow. The loading motor engineers' block houses a deliveries of non-perishables area for supplies going out to the motor vehicle workshop, a from the new depot. branches is exactly opposite vehicle washing plant and an (see page four). Perishable goods. air-conditioned paint shop.

X Wealdstone self-service at after trading on the previous Wealdstone 16/20 High Street which opened Saturday, the two in the High on April 11th. JS started trading Street and a third a mile away in in this street exactly sixty years Pinner Road, North Harrow. ago at No. 30, opening a second The new branch has 11 check­ shop known as 'Belmont' in 1937. outs and a shopping area of Three service shops were closed 6,700 square feet. Picture below shows the interior of the new shop. Centre left is the manager Mr. Pescod who joined JS in 1938, and became manager of Pinner in 1950. He then went to Marble Arch and left there two years ago to become a spare manager in self-service training. Next to him is assistant manager Mr. Tomb, on the far right, First Clerk, Miss Tull. Below left is Mr. R. Curtis deputy manager, centre assistant manager Mr. Bundy and on the right Mr. Kitchingham, head butcher.

The following article, which appeared in a recent issue of the magazine 'Management Today', created a great deal of interest both inside and outside the firm. It is probably the only occasion that an article of such length and detail about JS has been published. While the Directors do not necessarily subscribe to, or agree with, all the views of the author they feel the article is of such interest as to warrant reprinting in the Journal — which we do with grateful acknowledgments to the magazine.

Our trouble is that we have an old and a new figure per square foot of shop space that is the shop system, and an old and a new warehouse envy of most, if not all, other food retailers. system', says an executive of J. Sainsbury, the In the past Sainsbury has underestimated the grocers. Earlier this year, when Lord Sainsbury growth in demand for its wares, has underbuilt retired from the chair of the century-old family its new stores and has also left perilously late concern, he left it about half-way through a the modernisation of its all-important long-haul conversion from a string of 250 distribution system. But more recently the pace old-fashioned service shops into a chain of of renewal seems to have caught up with the roughly the same number of self-service pace of increase in business, and the changed stores. This operation, entailing a massive face of J. Sainsbury in ten years' time (a face increase in turnover as well as an almost total whose future outlines are already clear) raises physical rebuilding of the company, is being some interesting possibilities for the following carried out at a pace, and in a manner, phase of the company's history. designed to preserve both the tight control of After steeling itself for decades, again for the on the firm, and also the reasons of strict managerial control, to tight control of the firm's headquarters, operating within a radius of 120 miles from Stamford Street, London, on all aspects and London, J. Sainsbury will by then find that the areas of the business. 120-mile radius from its new, decentralised Such tightness of managerial control would depots is widening its potential area of have been impossible to maintain without the operation. This will still not answer the (for Sainsbury) fortuitous invention of the perennial question put to the Sainsburys: computer. This has been made to serve 'When are you moving into the North ?' managerial ends at J. Sainsbury in a way that But, as another executive says, 'once you begin is unfortunately all too rare in British industry. to decentralise distribution, there is no Opposite page. But with the help of computers - it will soon necessary place to stop'. The produce have four - the company has managed so far Where J. Sainsbury does stop, if it stops, will department at to preserve, through all the inevitable stresses ultimately be decided by the members of the Solihull branch, of reorganisation, a margin of profit and a sales prolific and remarkably tight-knit Sainsbury opened 1966. 11 family. For four generations now the family has is today a punishing experience for peak hour Fork lift truck shown an ability both to produce first-rate shoppers. It has gaps in the lines of goods in operation at managers and to axe those kin who showed through lack of selling space, and the Basingstoke no aptitude for the business. As a result, the check-out queues stretch half-way back into Depot. Sainsburys have become, along with perhaps the shop. Hence the old and, in the the Pilkingtons and the Cadburys, one of the managerial sense, not entirely complimentary most famous dynasties in British industry, with joke about 'Nobody shops at Sainsbury elder son often succeeding elder son as because of the queues'. chairman. But the inevitable inter-firm More recently J. Sainsbury has been opening comparison is between Sainsbury and new self-service stores at a rate of about Marks and Spencer. 10 to 12 a year (11 in 1966). This is slow This comparison is not an accident - compared to some of Sainsbury's competitors Lord Marks, the late chairman of M & S, and - Tesco, for instance, opened over 40 new Lord Sainsbury were admirers of each other. stores in 1966 and plans over 50 for this year. With roughly the same number of shops and As a result, in terms of numbers (which employees, and the same passion for quality, admittedly is less and less a useful yardstick) the two groups occupy roughly the same J. Sainsbury is now well behind : it now prestige position in their respective sectors of operates 82 self-service out of 250 the retail trade. And just as a number of establishments, while Tesco has 180 non-family directors are beginning to appear at supermarkets (a term Sainsbury will not use M & S, contributing one-third of the 12-man thus confusing the comparison slightly) and board, so at J. Sainsbury the board, now 300 other stores. Among other competitors chaired by , Lord Sainsbury's Victor Value has over 100 supermarkets brother, contains five outsiders compared to out of 400 outlets. Fine Fare has 300 seven members of the family. supermarkets and as many other shops. The Sainsbury saga began in 1869 in a small Lipton and Home and Colonial (both part of dairy shop in Drury Lane (hence today's Allied Suppliers) have over 230 supermarkets Baron Sainsbury of Drury Lane). The founder, as well as nearly 900 other shops. of Camberwell, had John Sainsbury, eldest son of Alan, and now three assets - a good palate, clean shops and at 39 vice-chairman and heir apparent to his a lot of sons. In an age of sawdust on the floor uncle Robert, says that the rate of conversion and wooden counters, he was prepared to use to self-service is due for another step upwards what were for the time expensive building soon, even though the immediate 1967 materials - tiles and marble. Competitors outlook has been hit by Government licensing scoffed, but the customers came, and the and building regulations. New openings this familiar blue-and-white tile decor of Sainsbury year may be only six. But more important shops spread through the London area than mere numbers, in which J. Sainsbury and outwards. looks comparatively small, is size and through­ put of stores. The average for all Sainsbury In the 1900s and in the 1920s and 1930s new self-service shops is now about 6,000 square branches were opened at a fast rate of up to feet. This average is the minimum for new ones, ten or more a year. The inter-war Sainsbury and some of the newest top 11,000 square doctrine was the 'Six Department Shop', feet, much larger than the general run of the meaning fresh meat, groceries, cooked meats, competition. A recent trade estimate was that bacon, dairy products and poultry and game. the average size of supermarkets in the All the time, strict detailed control was kept UK is 4,000 square feet. at the centre. The founder's eldest son, As to actual operating statistics, the Sainsbury John Benjamin Sainsbury, who ran the firm management is a bit reticent. But total sales are after his father, made virtually every important now running at about £130 million a year, of decision that there was. which two-thirds is accounted for by the Then, after the last war, came one particular self-service stores. Since they average 6,000 decision which proved to be as crucial as the square feet each, elementary mathematics founder's original choice of tiles and marble. shows that sales at self-service stores have a After a tour of America, Alan Sainsbury ratio of about £3 per square foot per week. (J. B.'s eldest son and the present A Sainsbury director admits that this is Lord Sainsbury) decided that self-service was 'not a bad estimate'. the thing of the future. The first Sainsbury The significance of these figures is that self-service store opened in 1950, but for a average sales in supermarkets, again number of years the firm added new ones according to trade estimates, are about £1 5s at a rate of only a few a year. These early a week per square foot. J. Sainsbury is stores are now themselves almost as out of therefore doing two to three times as much date as the older service shops. For example business as its average competitor for a given the store in Marylebone High Street, once a sales area. Not surprisingly, Sainsbury men high-class service shop with commissionaires claim that this is probably the highest rate in and sand on the pavement for the carriage Britain, perhaps in Europe and possibly higher trade, then converted to self-service in 1952,

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13 than in America, where (to be fair) there is not stocks permits tight control of the rest of the Printing out the same pressure on selling space. business to continue. debit notes from How is it done ? The answer lies in three The rationale of this control, before the days of one of the ICT interlocking areas. One is the type of self-service, used to be that the individual 1100 computers managerial control. Another is the store manager, responsible for perhaps only at Stamford distribution system. The third is on the shop twenty or so people, was not trained to make House. floor, and behind and above it, in the optimum use of statistics and information ancillary preparation rooms that may together generated at the centre. Now that stores are take up twice as much space as the store much larger, with over 250 staff in some cases, they serve. the manager clearly has to be much higher A chain of shops can vary all the way from a trained than before. But John Sainsbury loose federation of semi-autonomous store insists that this still need not change the managers with simply a central buying agency traditional relationship with the centre. to the highly centralised organisation which is 'Of course, he is of a higher calibre, but he needs J. Sainsbury. All Sainsbury prices are fixed to be just to run the store. In fact they prefer centrally and scarcely vary throughout the to have all those worries taken off their chain, irrespective of location and local shoulders so they can get on with their competition. All advertising (such as there is) proper job.' is done from the centre. The 'special offer' Centralisation, as J. Sainsbury has recognised, features for each week are decided at inevitably creates a potentially dangerous gap headquarters and are the same everywhere. between the centre and the arms of what is Virtually all buying is done centrally, as referred to by some as 'The Octopus'. To get naturally is sampling. Lines to be carried are round this, Sainsbury has a system of also fixed at headquarters for each shop. 'travelling and periodical supervision'. Its Shop design is largely standardised. Wage stores are divided into five areas, each under a rates are being steadily brought to one superintendent who has under him a number uniform level. Most important of all, the of supervisors and commodity specialists. distribution and re-ordering of stocks is done These people ensure the day-to-day standards by the central computer system, which also of quality and freshness. They also channel provides sales statistics and sales forecasts information and suggestions between HQ against which buying policies can be formed. and the stores. J. Sainsbury, says the director in charge of this The physical contact between HQ and stores operation, Bernard Ramm, was 'something of a is provided by the transport and warehouse pioneer' in the use of the computer in British system, and it is here that J. Sainsbury has had retailing, although preceded fractionally by some of its biggest difficulties. Just as an army Boots. Ramm says that Sainsbury's system is of clerks could not have coped with the still about the most advanced in Britain. increased volume of Sainsbury's sales His ambition is to get all the lines handled by (compare the 1939 figure of £13 million with J. Sainsbury onto the computer. At present today's £130 million, even allowing for perishables like fresh meat, bacon, fruit and inflation), so equally the distribution facilities, vegetables, eggs and some cheese have to be concentrated until only some three years ago treated separately. The company has two round Stamford Street, were also too near for EMIDEC computers (now known as ICT comfort to the point of breakdown. In 1100s), an IBM 1440 and an IBM 360/20 on retrospect, the company should have acted on order. It intends to replace the lot with an this front sooner; it has been 'catching up' ICT 1904 in due course, although, says Ramm, ever since. The updating of the retail side had 'rewriting the programmes for it will take ten years' start on the updating of distribution', three years'. says a director. The interesting thing, as John Sainsbury The first of three new out-of-the-centre depots admits, is that without the computer the was opened in 1964 near Basingstoke, central organisation of buying, distributing and south-west of London. A second is being pricing would have broken down some time built ('too soon after building Basingstoke to ago. The old army of clerks just could not have incorporate all its lessons, but we have to handled the volume of extra business that the have it') at Buntingford, north of London. new self-service stores have generated. A third is planned for Charlton, in south-east Equally important is the frequency with which London, and should be ready by 1970. That the computer can carry out its operations. will mark the end of the 'catching-up' Stock returns are made by stores weekly: operation. 'What depots we build after that the computer automatically re-orders for depends on the natural expansion of the delivery from 48 hours to a week later. As a business.' result, the size of stocks held at any one time True to the Sainsbury tradition, the size of these is kept very low, the frequency of 'out of depots has been fixed on managerial stock' positions has been cut by a third, and principles as well as geography - how many the chain achieves a stock turn of about people can the top man handle? The depot 70 times a year. Equally, tight control of capacity at Basingstoke is about 5,000 tons a 14 .-~*a •nn

15 week (this could go up if. for example, emphasis on fresh food, its large size relative suppliers could be persuaded to deliver round to the equivalent sections of competitors' shops. the clock instead of bunching in the There the ratio is often one for one, compared mornings). That load, together with the food to Sainsbury's two for one. But the ambition processing and packaging done there, now is to do as much as possible of the requires about 1,500 staff, reckoned as the pre-packing centrally, at one or more of the optimum size for management. Basingstoke depots. The daily delivery system helps to serves an area west of a line Brighton- make this possible. Groceries have been London-Shrewsbury. Buntingford will serve pre-packed for many years, and much of the the Midlands, East Anglia and North London, cheese is also now packed at Basingstoke. and Charlton the rest. Meat is a problem. Some, like frozen New The present Sainsbury catchment area is Zealand lamb, can already be pre-packed. bounded by Bournemouth, Bristol, But non-frozen meat cannot be. The Birmingham, Nottingham and . All fall company's technical staff are hard at work conveniently within the traditional Sainsbury on this problem. 120-mile radius from London, which Sainsbury's laboratories employ about 80 represents the farthest that the management people doing 60,000 analyses a year of thinks practicable for a daily delivery service of literally everything that the company handles fresh meat and vegetables, cheese and other from meat, beans, and stockings to tiles, perishables. It is therefore essentially a wrapping materials, and boiler fuel. This distribution radius, whose centre used to be quality control unit, which also does basic and the same point geographically as the company applied research, has sprung up since the early headquarters. But now distribution is being 1950's to supplement and put on an objective decentralised, to points 50 miles south-west and scientific basis the control exercised by the of London and 30 miles north (Charlton will company's buyers on the subjective basis of not affect this issue, being a few miles farther experience. Just as the computer has partly into south-east London), the radius of 120 superseded the clerks, so the laboratories now miles from each of the new depots brings a lot supplement the palate of the buyers. of new territory within Sainsbury's reach. Ernest Williams, who runs the laboratories, says This may mean a bigger penetration of the that 'the nearest equivalent to what we do is south-west of England. Marks and Spencer' (yet again). The In the shorter term, the arrival of the new depots comparison is close, because Sainsbury's (Buntingford comes on stream this month) laboratory staff keep a close eye on the will help J. Sainsbury to achieve the higher hygienic, bacteriological and other standards of rate of new store opening which John Sainsbury suppliers, as well as laying down standards for wants. Although most new Sainsbury stores are Sainsbury shops. In this way, the laboratories quite new, building and site, they nevertheless are yet another aspect of the control exercised fall into two classes - those which replace old by the central Sainsbury organisation. branches (which are given priority) and those The advantages of total pre-packing at the in, for Sainsbury, virgin areas. Often the depot will be (and are already in the case of company builds one self-service store to cheese and other goods) that packaging can be replace several of the traditional shops in a done more efficiently on a large scale, to a given area. This explains why the total of higher uniform standard, and with greater Sainsbury stores has remained more or less the accuracy in cutting and weighing. This, given same, despite expansion into new areas. the narrow margins of the food trade, can be The pace at which 'replacement' stores are vital. It will also alleviate staff shortages at built and opened depends mainly on building shops and cut down the total square footage licences, planning permission, and availability required at the retail sites. of sites. Expansion into new areas depends This should slightly simplify the job of more specifically on what management skills Timothy Sainsbury, 34, youngest son of are available and on what spare tonnage Lord Sainsbury, who is in charge of property - capacity is available at the depots. And this is a in particular the subsidiary property company factor which is now changing for the better which is buying and building on the new sites The arrival of the new depots is also enabling and leasing them to the parent company. J. Sainsbury to modify its business in another This complicated arrangement was designed direction, that of pre-packaging. Although a to enable J. Sainsbury to raise by debenture few of the self-service stores still have service stock part of the money it needs for the really counters for meat, the drive is towards expensive part of its modernisation programme pre-packed self-service for all meats. - the new premises, some of which are Provisions and fruit and vegetables are already valued at over £250,000. None of the parent wholly prepacked. Originally most of this company's shares are quoted; apart from pre-packing was done on the premises, in the three per cent placed in 1965 with ancillary area above or behind the store. institutions to establish a value for the shares Hence its large size relative to the selling area, for tax purposes, all are held by members of and, because of Sainsbury's all-important the family. According to the Articles of

16 Association, only lineal descendants of the undergo a short training course before being founder, or their wives, may hold the shares 'let loose on the public'. These courses last apart from this three per cent. But the property from one to four weeks, depending on the job, subsidiary, whose ordinary shares are wholly and many of them are in the process of being owned by the parent, has its preference and decentralised from headquarters to the larger debenture stock quoted, and has raised £6 branches. Training is an expensive operation, million so far. especially as the proportion of women has shot Spending this money presents to J. Sainsbury up to over half with the spread of self-service. even more problems than normal property And women are very apt to leave. dealing, because of the group's special J. Sainsbury also finds that its trained butchers circumstances. Apart from the difficulty of are much in demand by competitors who are finding (or rather, accumulating out of opening up new stores in an area. This is the separate parcels) sites which are large enough, familiar penalty paid by most firms which have and apart from the patience necessary to proper training schemes. True to its own avoid paying too high prices just to get sites tradition of family paternalism, the company in a hurry, the company has the added does not negotiate with any union phenomenon to contend with that it can in representing shopworkers, although it does certain circumstances trade against itself. deal for other grades with the TGWU and If it leases a site, the chain, by the very act of USDAW. It lays down pay scales from moving in, begins to drive up the general level headquarters and believes that these are 'not of rents in the vicinity, just because so many less favourable' than those paid elsewhere. other traders want to be near a Sainsbury The company pioneered the five-day week for store and the crowds it attracts. For this its staff, and almost all Sainsbury stores close reason, J. Sainsbury likes wherever possible to all day Monday. buy sites outright. But according to On the shop side, almost all promotion is Timothy Sainsbury this is only possible in internal, and the company has a large hard about half the cases. In the rest the company core of employees who stay with it all their just has to accept the fact that rent revisions career. Employee loyalty is simply one of the are taking place more and more frequently, means by which J. Sainsbury fights for that and try to ensure that the added value of the other loyalty which is the essence of continuing area accrues only partly to the freeholder, success — customer loyalty. The firm reckons and partly to J. Sainsbury. that it caters for about a million families a week, This phenomenon is all the more interesting many or most of whom are deliberately going because normally a food shop cannot in any to Sainsbury. Having no window display in the case occupy a place in the 'best pitch' area of all-important self-service shops (apart from a the High Street. Margins of profit on food are few posters advertising the week's special so low that they cannot compete for prime offers), there is little temptation to drop in sites with furniture, consumer durable, while passing for the odd purchase. This is clothing and other shops operating on bigger part of the secret of Sainsbury's very high margins. Food shops tend to congregate on the throughput per square foot of store. For edges of the busy area. But Sainsbury finds although Sainsbury stores have, if anything, that, when it moves in, it is apt to change the fewer non-perishable goods on display per balance of rents along the street. square foot than their rivals, this is offset by the The whole operation of acquiring sites is larger bulk taken out by each customer, governed by a sort of master plan in which all which includes a high proportion of relatively the areas in which J. Sainsbury either wants a expensive perishable foods. replacement store or wants to be represented What attracts the customers is the Sainsbury for the first time are identified on the basis of reputation for freshness and quality, population and trade. But, as with rents, and combined with keen prices (and perhaps the for the same reasons, today's statistics are not simple absence of gimmicks like the trading a sure guide. The arrival of a Sainsbury store stamps which so aroused Lord Sainsbury's ire). brings people to a shopping area for the Sales of fresh foods form a far higher proportion first time (from as far away as six miles, it is of Sainsbury sales than they do of said), so the existing pattern of trade is not a competitors' turnover. For many years criterion in itself. The company has been seeking J. Sainsbury has been the largest seller of to benefit from its own effect on property Scotch beef in the country. By running a daily values by, in some cases, leasing off part of delivery service of perishable commodities - the site to someone else. Some Sainsbury a service which Sainsbury directors believe shops still have over them dormitories for to be unmatched by any rival group - and by staff to live in (£3 a week all in); all shops imposing strict standards on the 'life' of these having dining rooms for the staff. goods in the shop (rarely exceeding two days, It is said that these living-in arrangements and often only one day), it has created an were once a way of getting cheap labour. image of freshness that rubs off onto all the Nowadays, they are a way of attracting staff to other goods that J. Sainsbury sells, areas of labour shortage. All Sainsbury staff canned or otherwise.

17 Own brand products like Maintaining this image is a continuing and see any large extension in the number of these fruit shifting challenge. For one thing, although non-food lines carried in his stores. He does, drinks now the absolute amount of fresh goods sold goes however, see a continuing expansion in the make up about up in self-service stores, as a proportion of number of lines carried within the existing a quarter of the total sales it goes down. This means that the range of goods - lines which number lines sold 'freshness' image has to be carried by what is, something over 2,000, of which about a by Sainsbury's. relatively speaking, a smaller base. Also, this quarter are Sainsbury's own brands. image has to be preserved through the Another Sainsbury executive says that 'it's transition from service counters for fresh foods unlikely that we will ever sell as much textiles to self-service. This J. Sainsbury believes it as Marks and Spencer sell food'. M & S food has so far done successfully. For the moment counters contribute about a quarter of that there are still a lot of Sainsbury fresh food group's turnover. ('Pricey, of course' says a service counters to support the image in the Sainsbury man, indulgently.) old-fashioned way; only time will show how 'Own brands' are said to have come into their Sainsbury's reputation will be affected by their own after the war, when shops bound by eventual total abolition. retail price maintenance were being undercut Nor is it easy to see how the Sainsbury image by barrow-boys outside who always seemed of freshness applies in any real way to things to have supplies. The only answer was to like stockings and baby nappies, which the have your own brand on which you could group has begun to sell. John Sainsbury says put your own price. Today, these 'own label' that 'in borderline cases it is frequency of lines are being expanded and promoted by turnover that influences us', but he does not most of the big supermarket chains, although 18 Sainsbury has probably taken the process as openings and a few posters and TV far as anyone. To display Its own brands, and commercials, the company confines itself their price advantages, Sainsbury adopts a largely to store advertising of the week's simple technique. Like pages, shelves are laid promotions. 'Compared to our turnover', says out to be scanned from left to right. The the advertising manager, 'our advertising cheapest version (often Sainsbury's own) of budget is tiny'. the smallest size of a given commodity (say, John Sainsbury, whose office has a can tinned beans) is on the left, and the most opener fixed to the wall, says that 'the really expensive brand of the largest size is on the exciting thing has been to carry over from the right. In this way J. Sainsbury makes sure fresh food to the canned and tinned stuff the that the price advantage of its own brand is same ideas of keen price plus high quality'. clearly visible, by putting it right next to the But it is still the meat, butter, cheese and other equivalent national brand. perishables that bring most of the customers in, The actual quantity of a given product whatever they then proceed to buy in addition. displayed (for example, how many tins of With its high throughput of £3 a square foot Sainsbury's 6£t/tins of beans are ranged next a week, Sainsbury is also able to show a to how many tins of Id Heinz tins) is margin of trading profit which is probably high determined solely by sales. If you want to know for the trade, given that food shops work to how well one brand sells in a large Sainsbury low margins anyway. Both in America and in store, compared to a rival, simply get out a this country this margin is said to be about ruler and measure the shelf space. Normally, three per cent, although few of the larger J. Sainsbury comes out with its own brand of British groups provide enough figures, or are anything that sells in a large enough volume sufficiently confined to retailing, for this to be and enables the company to cut the shop certain. But J. Sainsbury shows a trading price by bulk ordering. 'We want to be able to surplus of about four per cent - representing sell at Is Ad what otherwise costs 1s 6d', says in the last financial year £5 million on sales a manager. Apart from pork products, which of £115 million. Again, the comparison with the company began to make originally because M & S is interesting. With only slightly fewer nobody supplied them to Sainsbury standards, but often much larger stores and 25 per cent the company (unlike some) does virtually none more employees (25,000 against Sainsbury's of its own manufacture. It prefers to sub­ 20,000) M & S makes a 13 per cent before-tax contract - Sainsbury instant coffee, for example, profit on sales of £220 million. comes from Sol Cafe, a J. Lyons subsidiary So when the Sainsburys say that one of the which also supplies many of Sainsbury's advantages of a family-controlled firm is that rivals like Fine Fare, Victor Value and M & S. you can take the long view and not necessarily Sainsbury is also trying to promote its own turn in bigger profits today or tomorrow, they brands of wine and sherry. But it has had are probably speaking from a position of difficulty getting licences to sell alcohol and strength. The other advantages, they say, are only has six at present. 'The alliance of the continuity of management, an awareness brewers and the puritans', John Sainsbury calls by the staff that things are not going to the opposition. Part of the trouble is that change overnight, a relative freedom from Sainsbury wants to use self-service for wines 'office politics' and the very marked and spirits, just as for anything else, while atmosphere of family business that is magistrates think there ought to be counter immediately noticeable in the company. service. Sainsbury sees large long-run sales in Outwardly there is no sign yet that the family the growing market for wines and spirits, wtiich will surrender its almost total control by putting provide a classic set of circumstances for the its shares on the market. Last year the family successful introduction of Sainsbury's own labels. went to the High Court to get orders enabling Own brands account for something like blocks of shares to be transferred to the 60 per cent, of Sainsbury biscuit turnover, and younger members of the family earlier than in bacon Sainsbury Tendersweet accounts for laid down in the articles of the family trust. a larger share. Rather less successful has been This was to postpone capital gains tax an attempt to sell powder detergents - payments which might otherwise have forced weaning customers away from the massively them one day to sell off a block of company advertised national brands is proving quite a shares, not when it was commercially right, problem. Sainsbury's lack of certainty in this field but when the tax laws dictated it. is reflected in the much criticised pack used for In the end, as any member of the Sainsbury its brand, regarded by some as one of the few family is apt to tell you, the real drive is 'to run lapses in Sainsbury's high standard of the business well, if not better than anyone packaging design. else, and to do it yourself. As opposed to the modern doctrine of anonymous grey-suited Normally the absence of heavy expenditure on professional managers, the Sainsburys are firm advertising is one of the factors that enables believers in personalised management. J. Sainsbury (which, after all, is its own brand So far, and on their own territory, their record name) to sell cheaper than national brands so shows them to be right. often and so successfully. Apart from new store 19 THE HOME SCENE

Let's Have a Picnic

Are we, I wonder, returning to the grand old Your site decided upon let the children each picnics of former days when a picnic was carry something from the car. A game with a a real expedition ? The pony trap was ball is always popular and wonderful laden with hampers and casks, farmhouse exercise for parents I Do explore — look fare, horse-rugs and parasols and on a perfect for and at wild flowers, burrows and holes English summer afternoon (a thing of the past) and hedges and if you hear screams of the outing began. The success of a picnic has delight and a command to 'come and see', always depended on catering for the age group this is the one occasion when you should of the party. I think it is unwise to promise obey. It's probably a butterfly or caterpillar small children a picnic, on account of you've just got to see. After this tea will be unpredictable weather. The disappointment both needed and ready, and instead of it if the weather is wet is crushing for a being spread out awaiting the wasps and small child and will make you wish you had flies the bread is cut, spread and eaten never suggested the treat! So if the day is before the invasion. How wonderful the bright, spring the surprise and get all hands on simplest foods taste in these conditions. deck for the preparations. Let the family really No worries about dropped crumbs or spilt participate from the very beginning. Even the drinks. How good it is to feel that all we smallest children can be given the job of drop is in preparation for the next feast — collecting a basket, counting out serviettes, for the birds. plates and mugs, whilst the older ones can Pack everything back into the basket and choose and make sandwich fillings cut cartons, tins, etc. in a large plastic bag to cake, and pack biscuits. Keep off chocolate take home again. So much can be taught cakes and biscuits as they become so messy in these early days. Don't leave a trace of and unmanageable in the heat. Take a loaf and your presence except the flattened grass. butter, jam and pastes and prepared fillings in Encourage a quiet time after tea. Persuade small jars. Half the fun for the children will be the children to be as quiet as mice and in spreading their own bread and digging they will hear things previously unnoticed ; into jam pots, especially if they're not allowed insects, birds and animals. This rest will help to do it at home ! ensure a safe and quiet journey home Plan to buy some things en route, waxed although I always feel a plastic bucket is a cartons of milk or squashes or canned drinks must in the car of the family motorist are ideal as they cannot be spilled and each with young children I child has his own. Remember to take some The picnic for the older family is quite extra straws as one per child never proves different from others and for full enjoyment adequate. Take a large waterproof groundsheet it is important to include some simple or sheet of plastic and a cloth. One of the cooking equipment. Whatever meal is to first jobs to give the children is to find four be prepared a 'fry up' is appreciated. Choose large stones, one for each corner. And don't easy, quickly cooked foods: eggs, bacon, forget the dog — just in case you're away midget sausages, frankfurters, hamburgers, etc. from fresh water take a bottle with you Good slices of fresh bread provide the plate, and a bowl. and knives and forks can easily be When you think you have found the perfect dispensed with. site send father off to investigate before the If there is a Guide or Scout in the family whole family tumbles out! Don't choose a they will delight in showing their skill at damp, boggy field or a spot near a stagnant coping with a camp fire. The important pond where insects will be troublesome. thing for parents to do is to sit back and Look out for animals, as the presence of a relax (however difficult this might be). single harmless cow could ruin a small Don't interfere — all the enthusiasm will child's afternoon. Keep away from farm suddenly wane as soon as you start being machinery as it may be dangerous and make helpful. A little praise will go a long way too, sure you are well away from the road and whatever it tastes like I I'm all for families whenever possible near a brook, as water never with older children letting them plan and ceases to be a fascination to young and old. organise everything unaided. Given this sort

20 WW///////////*

<"tf/M«/ti of responsibility you'll probably be surprised natural surroundings. at their achievements and they won't have I fail to understand those who can picnic, forgotten a thing. seemingly quite happily, at the side of the road The all-adult picnic is quite a special affair. and in the laybys of major trunk roads. There are those who believe in How can they enjoy their meal with the the Cordon Bleu meal and can produce deafening din of traffic whizzing past, not almost anything given the necessary to mention the smell ? What can the layby preparation time and equipment. offer except an overbrimming litter bin, No longer need you sit on the shingle or smoke, fumes and noise? on stinging nettles on damp ground, for The extraordinary thing is that often less than lightweight armchairs and a folding table a mile away the peace of the countryside is ensure that you eat just as comfortably as waiting. Maybe it's the inherent herd you do at home. So out of the skilfully instinct. packed boot the equipment comes: table, The beach picnic can have its own special chairs, portable cooker, cylinders of gas, problems. The sandy beach can, if you're windshields, art nouveau plates and mugs not careful, provide sandy sandwiches. and finally picnic cases shining with For this picnic it's wise to prepare everything stainless steel, and gay vacuum flasks; at home and wrap it in foil or in plastic ice buckets complement the food — pates, containers. I'm all for the individual package game and gammon, cheeses and champagne deal otherwise children's sandy hands can — in fact a gourmet's delight. This is the spoil the lot! Make sure the sandwiches are picnic scene so often seen at Twickenham, moist and not too salty, and take a large gymkhanas and County Shows. A feast plastic bag of washed lettuce or celery. indeed and very much in the public eye. Apples, bananas and plums are better than Then there are those, of whom I count fruits that need a lot of preparation. myself one, who, when the sun shines, Please don't bury your rubbish in the sands snatch up a car rug and some ancient or behind rocks for if you do, as soon as the tide cushions and the minimum of equipment comes in you will be found out, even though and off. En route we buy some crisp, you're on your way home and never see it. crunchy rolls, butter and a selection of So with every hope of sunny days ahead cheeses and cold cooked meats, juicy and the convenience of the car boot which English apples and tomatoes. Cider or gets bigger with every new model, you canned drinks complete the scene. This is can take your portable kitchen with you or indeed the perfect picnic for those who want simply put meat between bread as freedom from hours of preparation and packing, Lord Sandwich immortalised. and the attempt to get away from it all is The choice is yours I enhanced by sheer simplicity to suit the

21 North-East London Area at the Connaught Rooms

The cabaret (above and foot of next page) included dancers, a fire-eater and singers. 22 Mr. Davis's area, north and north-east London, held their first dinner/dance at the Connaught Rooms on April 17th. About 150 managers, assistant managers and head butchers enjoyed a lively and informal evening. Mr. Davis was welcomed as guest of honour by Mr. Fletcher of 16/20 Holloway and a five-piece band kept the guests dancing until midnight.

23 •ARTS FINALS AT BLACKFRIAR5 APRIL S3

A record number of sections entered this year's Darts Competitions. The Finals were held, as usual, in Blackfriars Main Canteen. Rivalry was fierce, standards high and interest keen, as can be seen in the top picture on the opposite page. Our picture, this page top left, is of T. Eason and A. Spanton who together were the winners of the Men's Pairs. Mr. Spanton has won this competition three times, each time with a different partner. The winners of the Ladies' Pairs Competition are shown below left, standing either side of Mr. Dudman, Griffin Club Chairman. On his right is Miss D. Prewer, on his left Mrs. P. Stoner. Both ladies come from Bury St. Edmunds. The Ladies' Pairs is a new event which proved to be very popular and competitors showed a surprisingly high standard of play. Below, on this page, are Mrs. J. Holland and Miss G. Smith of Rugby, runners-up in the Ladies' Pairs. Opposite page, bottom left, are L. Panter and E. Ashton, Motor Engineers. Mr. Panter (Q Section) is the new Singles Club Champion and can be seen holding the Gurr Cup which he won. Mr. Ashton (right) was the runner-up. The team on the far right from Stevenage vanquished Haverhill in the Semi-Finals, then went on to defeat Leatherhead in the Finals for the Arcady Trophy by two straight legs. In the picture are Mr. L. Hull, senior (captain), Mr. L. Hull, junior, Mr. D. Sluce, Mr. L. Stocks, Mr. T. Gusterson, Mr. C. Muriel, Mr. D. Northgraves and Mr. F. Grainger.

24

RETIREMENT Seven from the Warehouse, entertained at Dulwich

Seven members of the firm's Warehouse and Transport Staff who between them have marked up 287 years of service retire this year. Their colleagues and friends demonstrated the high regard in which they are held by entertaining them together. The party was held on April 28th in the Dulwich Sports Pavilion which was very crowded for the occasion. It was a cheerful send-off to all the retiring guests. They are seen in the picture above, with Warehouse and Transport Manager Mr. Steve Cody (fifth from the left). Standing left to right are: Jim Cox, George Wakeling, Bert Heard, Percy Povey, Nobby Clark, Bill Gillett and Dick Stringer. Mr. Cody presented gifts to all the seven and Bill Gillett replied on their behalf (lower right picture on this page). Writing to JS Journal the guests asked their thanks to be put on record for their friends' generous wishes. "We have enjoyed a happy and pleasant association with you all over the past years and it is with a feeling of regret that we have to say Good-bye." Our pictures show, above right, Mr. Luttman, Mr. A. E. Vincent and Mr. J. Clay enjoying a chat. On page 27; round the piano are six of the guests in full song during the concert which followed the dinner and presentations. Centre: Messrs. Willard, Smith, Evans, Pearson and Buttress and at the foot of the page Messrs. Lapham, Collett, Holloway, Clark and Coolin.

26 Secoy A wins Cup

One of the lesser known of the Griffin activities is the Secoy Rifle Club. It consists at the moment of only about a dozen regular members but the club would very much like to expand. Our picture shows members of the A and B teams. Left to right M. T. Bird (0 section), H. Buckland (Q section), D. Burge (Q section) who is captain of the A team which won the cup in division three of the London Business Houses competition, A. J. Coppock (Q section) and F. Wye (0 section). You need not know how to shoot in order to join the club. You learn at the range which is next to Tower Bridge at Mark Brown Wharf, Potter's Field, Tooley Street, and is open every Saturday from 10 until 3 or 4 p.m. Mr. Jay of Factory Engineering will be happy to make arrangements to meet anyone who cannot find their way there. Members hope to start a Ladies Team if enough ladies join. STAFF NEWS

Movements and Promotions T. HOWELL from Lambeth to East Ham Managerial Appointments from May 15 j. ENFIELD from Spare at Purley to the R. PESCOD from Spare at Wembley to management of Selsdon Wealdstone from Mag 22 from June 19 A. PIKE from Spare at Grange Hill to Spare at Upton Lane J. TWELFTREE from Spare at Nuneaton to the management of Nuneaton from April 10 from March 20 A. SEAWARD from Selsdon to Spare on Mr. Booth's area from June 19 W. WATSON from Spare at Dunstable to the management of Whetstone L. WATERS from special duties on Mr. Dyer's from May 15 area to Lambeth from May 4 Assistant Manager Transfers from Purley to 67 Sutton W. BUTCHER from June 12 from further Self-Service training G. CARTER to 68 Croydon from May 8 from Potters Bar to P. DANIELS North Finchley from May 1 from Islington to Bexleyheath P. HARRIS from June 19 from 68 Croydon to Purley K. HAYWOOD from May 11 from P.A. to Mr. Booth to J. Enfield J. Twelflree J. IRWIN Self-Service training from June 5 from Earls Court to Self-Service B. KAVANAGH training from May 1 T. KELLY from Self-Service training to Ballards Lane from May 15 1 ,2* 9* W P. MULLINS from Portsmouth to Bedford from May 8 B. NEVHXE from Stevenage to P.A. in training from May 22 L. PEALL from 24 Croydon to P.A. to Mr. Booth from June 5 J. PIERCE from Catford to Chatham W. Watson from June 12 D. RAY from Colindale to P.A. to Managerial Transfers Mr. Dyer from May 22 from East Ham to 259 Ilford M. RHODES from P.A. to Mr. Dyer to from May 29 Paddington from June 19 from Debden to Upton Lane w. ROSS from Slough to Bristol from June 12 from May 29 R. CABRINGTON from St. Albans to Spare on R. SALMON from 97 Kingston to New Maiden Mr. Wrench's area from May 29 from April 11 H. COLLINS from Upton Lane to Spare on i. TAIT from 101 Gelders Green to Mr. Wrench's area from June 12 Hampstead from May 10 from further Self-Service training to Debden from June 5 Promoted to Assistant Manager L. FRANKLIN from Harpenden to St. Albans K. ARNOLD Winton from June 5 from May 29 K. CLARK Coventry from June 12 from Whetstone to Harpenden D. COLLIS Swiss Cottage from June 12 from May 22 M. CULL Beading from May 22 28 c. DAY Muswell Hill from June 12 H. PARTRIDGE from Assistant Head Butcher at A. DEAK Islington from June 12 Ballards Lane to Somers Town M. EDWABDS Bedford from June 12 from February 20 0. ETHERIDGE Purley from June 12 w. HALES 68 Croydon from June 12 Long Service A. HARMS Slough from May 22 Congratulations to the following colleagues who have R. HARRISON Reading from May 22 completed long service with the firm. K. HERSEY Tunbrldge Wells from June 12 Forty Years' Service B. HORLEY Lewisham from June 12 L. BECKER D. KEALL Dunstable from June 12 Manager, Seven Kings J. CLAY E. LAWRENCE Winchester from May 15 Driving Instructor & Examiner, R. LEOIG 9/11 Croydon from June 12 Motor Engineers, Sail Street E. MCGOWAN Catford/rom June 12 F. W. COOMBS Manager, Eastcote A. MANN Wembley from June 12 J. HEDDINGTON Meat Examiner, Union Street W. T. HOLYDAY 1. PAINE Slough from June 12 Despatch Clerk, Silwood Street W. KIMBLE A. PHILLIPS Bedford from June 12 Foreman, Cold Store, Union Street G. F. KIRK Instructor. Factory R. SMITH 24 Croydon from June 12 L. STANDEN Senior Leading Salesman, c. WOOTTEN Slough from May 22 Hastings Promoted to Meat Supervisor Retirements M. GREGORY Head Butcher, Beading We send our best wishes to the following colleagues who have just retired. Head Butcher Transfers L. W. Squires commenced with the firm at J. COPELAND from temporary Head Butchers' Leytonstone on the 22nd January 1923, and duties at Solihull to Hemel remained in this area until he was appointed to Hempstead from May 9 the management of Watney St. in November 1932. c. DOWNEY from Crouch End to Muswell Hill In September 1936 he was transferred to for Self-Service training Dagenham as Manager, staying there until from April 25 August 1941 when he left for National Service. j. FAWDRY from temporary Head Butchers' On his return he spent some time duties at Hemel Hempstead to re-training, before resuming the management Wood Green from May 23 of Dagenham in April 1946. He took over the s. HAWES from Walsall to Kings Heath for management of 259 Ilford in November 1947. Self-Service training from which branch he retired on from May 2 27th May 1967. H. RUTHERFORD from temporary Head Butchers' duties at Erdington to Solihull from May 9 c. SPACEMAN from 87 Balham to Head Office for duties as Meat Examiner at Union Street from April 17 R. YARLETT from Wood Green to Head Office for duties as Meat Examiner at Union Street from June 5 C. MARTIN from Spare at Walsall to temporary Head Butchers' duties at Walsall from May 2

Head Butcher Appointments L. W. Squires T. T. Archer c. EVANS from Spare at Beading to Beading T. T. Archer was engaged at the factory in from May 2 April, 1921. In 1948 he became a Selector L. GIBBINS from Spare at Wembley to Examiner and in 1950 was further promoted to Marble Arch from May 16 Senior Selector Examiner. He later became a A. HEATH from Spare at Nottingham to charge hand and retired from this position Nottingham from January 2 in April, 1967. c. HEWITT from Spare at Erdington to Erdington from May 9 H. Durrant commenced as a porter at 18/20 E. KiTcmNGHAM from Spare at Wealdstone to Holloway in 1929. In 1933 he became a poulterer Wealdstone from May 2 and was later regraded to butcher. October 1945 D. MORGAN from Assistant Head Butcher at saw him move to Mill Hill branch where he Crouch End to 43 Enfield became a leading butcher in 1949. He was from May 23 transferred to Edgware in January, 1955 and was H. O'GRADY from Assistant Head Butcher at promoted to Senior leading butcher in 1968. Islington to 296 Holloway In April, 1966 he moved to Stanmore branch from January 25 from where he retired in April, this year. 29 »*"**

H. Durrani F. Ellis R. J. Green Mrs. S. A. Horrex Mrs.

i%

J. A. Murthwaite Miss A. M. Flatten Miss M. Smith R. R. Stringer

F. Ellis was engaged in 1921 as an egg boy at Mrs. E. R. Luck was engaged as a saleswoman 51 Ealing. He later transferred to butchery and at Boreham Wood in 1941 and became a leading from 1925 to 1940 worked in a number of shops saleswoman in 1954. In 1959 she changed to including Hanwell, 87 Ealing, Wembley and part-time work and in 1962 became a part-time Kenton. In 1943 he became head butcher at packer/weigher. In April, 1964 she regraded to Forty Avenue and in 1950 was made butcher part-time display assistant. She retired from this manager at Temple Fortune. Since 1951 he has position on May 6th 1967. worked at Northwood, Eastcote, Hatch End Mrs. D. M. Morgan commenced as a resident and lastly Wealdstone from where he retired house keeper at West Wickham in November, 1959. in April, 1967. In 1960 she was transferred to 87 Ealing and W. G. Gillett commenced as a driver with the remained there until her retirement in April, 1967. firm in 1921. In April, 1954 he became a traffic J. A. Murthwaite was engaged as a painter in supervisor and retired from this position on the the Works Depot in 1938. In 1942 he was called up 31st April, 1967. for National Service and returned to the firm in R. J. Green Joined the firm in 1947 as a porter 1946. He retired in March, 1967. at the Cheam branch. In 1952 he moved to Sutton, Miss A. M. Piatt en commenced as a daily house where in August, 1954, he was regraded to keeper at Bishop's Stortford in April, 1957. poulterer. In December, 1954 he was transferred When the self-service branch opened she to Victoria and became a leading salesman transferred there as daily cook. She retired there in 1961. He was subsequently promoted to from this position in February, 1967. senior leading salesman in May. 1965 and Miss M. Smith began as a saleswoman at retired in April this year. Boreham Wood in 1957 and became a leading Miss H. F. Hill began as a saleswoman in 1939 at saleswoman in 1959. In August, 1962 she regraded Hackney. In 1943 she became a wartime deputy to display assistant and retired in April, 1967. manageress at Lea Bridge Road and later at R. R. Stringer was engaged as a warehouseman Walthamstow. After the war, she regraded to at Stamford House in 1925. Since then he has had first clerk and in this capacity was transferred to many positions within the company. In 1935 Hackney in 1947. In April, 1966 she moved to he became a traffic controller at the garage, Hoxton, from where she retired in April, 1967. and in 1937 regraded to night supervisor. He was Mrs. S. A. Horrex was engaged in April, 1949 made departmental manager in 1946 and in 1947 as a part-time supply woman at Wealdstone and became a transport office clerk from which he retired from this position on the 8th April, 1967. retired in April this year. Mrs. S. M. Howard commenced in November, Mrs. E. M. Sturt was engaged as a part-time 1955 at Beckenham as a part-time saleswoman. supply woman at Woking in August 1949. She retired on the 24th April, 1967. She retired in April, 1967. 30 Mrs. F. M. Cook D. W. Gardener Mrs. E. M. Gibbs

H. T. Rumble G. H. Talbot

Obituaries H. F. Hobday commenced in 1910 at Ballards We regret to record the death of the following Lane. He later became a leading poulterer and colleagues and send our sympathy to all relatives. retired from the Company in July, 1955. He died on the 11th March, 1967. L. P. Smith who died on the 16th April 1967, W. Holder was engaged as a roundsman at commenced at 292 Brondesbury In March 1912 as Leatherhead in 1928 and retired in 1949. He died an assistant. In September 1914, he was appointed on the 12th March, 1967. to the management of Wembley, and R. Kimber began as a poulterer at Oxted in subsequently managed Wlllesden Green, January, 1952. He later became a butcher and New Maiden, Boscombe, 189 Kensington and worked at Oxted, 24 Croydon and at Caterham. 114 Ilford. He retired in November 1947. He died on the 7th March, 1967. Mrs. F. M. Cook commenced as a daily house C. Postill commenced as a poulterer in 1914. keeper at Dagenham In 1942. In 1948 she was In 1940 he became a despatch clerk and was put transferred to Barking and in December, 1960 in charge of the department in 1947. He retired in moved to Seven Kings from where she retired April, 1958 and died on the 15th March, 1967. in October, 1954. She died, on the 11th April, 1967. H. T. Rumble was engaged as a cleaner in the Miss M. Bishop began as a factory hand In factory in 1936. In 1940 he was made time-keeper June, 1941 and was regraded to a seamstress in from which position he retired in September, 1958. the depot in 1946. She died on the 22nd March, 1967 He died on the 5th April, 1967. H. J. Eldridge was engaged as a butcher in the Mrs. J. O. Stannard was engaged as an egg- factory in 1919. In 1948 he became a selector tester at Kenninghall in January, 1958. examiner and retired from the company in She died on the 9th April, 1967. June, 1957. He died on the 13th April, 1967. G. H. Talbot commenced in 1914 as a porter at D. W. Gardener began as a trainee butcher in 14 Hove and remained at the same branch until the factory in May, 1964. He became a he retired in 1959. In 1960 he returned to the chargehand in 1960 and was made foreman in Firm as a basket issuer at Crawley. March, 1966. He died on the 12th March, 1967. He died on the 23rd April, 1967. Mrs. E. M. Gibbs joined the Firm in 1955 Mrs. E. Waters began work in the factory in at the Catford branch. She left in 1959 for health 1940 and in 1959 was made a second hand. reasons, but returned as a packer/weigher in She died on the 7th March, 1967. November, 1960. In October, 1965 she changed to part-time work at Forest Hill. She died on the 1st March, 1967.

31 Contents/C127 Cover picture. 3 Buntingford 20 The Home Scene Buntingford Depot. Seen from the south, the 22 Dances 8 Wealdstone Branch depot blends naturally opens 24 Darts Finals '67 into the contours of 11 The Self-Service of 26 Retirement the rolling Hertfordshire Sainsbury's 28 Staff News countryside.

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