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Caterpillar now has about 45 installations to its credit around the world. David Evans, manager, and Bob Snape, projects engineer, in the SGV marketing division, reviewed progress and prospects for this versatile system.

This conference was the second in the National Physical Laboratory series focusing in turn on each of the non‐CFC options for de‐fluxing soldered electronics assemblies. The first conference was on Controlled Atmosphere Soldering and the third will be on New Solvents.

Describes the main findings deduced from data held relating to over 70,000 cases in an employee and manager inventory and associated database, which focuses on employee and manager job satisfaction issues and employee and manager perceptions of how well an organization is doing at serving and satisfying customers. Concludes that a good business model is critical, as is having the right resources, but that ultimately the human resource becomes the powerful make or break factor. Provides several examples of well‐known companies’ practices which demonstrate the findings.

Adopting a two-sited approach, this paper examines frames deployed by a network of organizations by developing the concept of the transnational field. The transnational field is the geo-specific field within which the movement organizations are encompassed which can explain the differential power across ties in a transnational network. It enables analyzing whether frames at the local and transnational level are similar, remain as is or are altered within a field which is mediated by the power dynamics embedded in the political-economic-cultural relationships between countries. Using qualitative data, this study of ties between movement organizations in the Amazonian region of Ecuador (local level) and organizations in the United States (transnational level) provides evidence for empirical and narrative fidelity of frames at both ends of the network. The two-sited approach enriches the understanding of resistance to globalization by prioritizing the perspective of indigenous peoples in the Global South highlighting the North–South power dynamic. Departing from common assumptions about the power of US-based groups in the choice of frames deployed, the analysis show that ties between organizations in a transnational network are complex as they rely on each other for resources and information. We discuss the conditions under which local frames are deployed or redefined at the transnational level.

Recent public policy initiatives seek greater transparency in financial reporting through an honest, balanced and thorough management discussion of company performance in the annual report. Management’s discussion invariably includes key performance indicators, such as financial ratios, relevant to external stakeholders. We model the impact of accounting estimates, assumptions, choices and errors on the risk of misleading financial ratios. This framework is illustrated through good and bad examples of financial reporting practices and by simulation of financial data of public companies. We provide a structured approach to inform policymakers, auditors and other stakeholders of the incremental financial reporting risk that accompanies current regulatory efforts.

THERE HAS never been more than one good reason for the founding of the European Economic Community — the Common Market, as it has come to be called. That was to extend the boundaries of each member nation to encompass them all.

Sustainable luxury has often been seen to offer both environmental sustainability and the possibility for innovative entrepreneurial development of natural and cultural heritage. The possibility and challenges of sustainable luxury tourism for Indigenous groups have been discussed by Poelina and Nordensvärd (2018) at some length by including a cultural governance perspective that brings culture and nature together. They stressed how protecting our shared human heritage and human culture can be aligned with a new wave of sustainable luxury tourism. To achieve this, we need to create links to both management and protection of landscapes and ecosystems as vital parts of heritage protection and social development. This chapter explores how and why we need to integrate social sustainability into sustainable luxury tourism, where we can foresee potential pitfalls and conceptualise nature-based and Indigenous tourism to empower local Indigenous communities and provide them with sustainable employment, economic development and community services. The sustainable tourism model provides brokerage necessary to strengthen their capacity for innovation, entrepreneurship and transformational change. This transformational change requires tourist visitors and non-Indigenous tourism operators to be open to a new experience with Indigenous guides and tourism operators to see, share and learn how to feel ‘Country’ (Poelina, 2016; Poelina & Nordensvärd, 2018). We will use Martuwarra (Fitzroy River) and its communities in Kimberley (Western Australia) as a case study to develop a sociocultural sustainable luxury tourism framework that includes governance, legal and management and social policy perspective.

Viewing the last dying embers of 1984, the Orwel‐lian year of Big Brother and some of its not‐so‐far off the mark predictions, the unemployment which one cannot help feeling is more apparent than real, it is hardly surprising that the subject of Poverty or the so‐called Poverty arise. The real poverty of undernourished children, soup kitchens, children suffering at Christmas, hungry children ravenously consuming free school meals has not, even now, returned.