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Metal cans are extensively used, in the retail distribution of foods and beverages, where packaging is required to be both robust and able to withstand sterilisation temperatures. Internal lacquer barrier coatings on the cans play an important role in maintaining the quality of the contents, by preventing any unacceptable metal contamination. It is, however, necessary to ensure that the presence of the lacquer does not itself make the contents unsafe. As yet, the European Commission has produced no directive relating specifically to safety rules for contact between foodstuffs and polymeric or plastic coatings on metal substrates (e.g. lacquer coated cans). It is therefore necessary to turn to individual national laws and regulations, or the Council of Europe Resolution on Coatings, for assurance on the safety of lacquer coated food and beverage cans. Discusses existing EC food contact legislation, and its possible future application to lacquer coated food and beverage cans.

Metal cans are extensively used, in the retail distribution of foods and beverages, where packaging is required to be both robust and able to withstand sterilisation temperatures. Internal lacquer barrier coatings on the cans play an important role in maintaining the quality of the contents, by preventing any unacceptable metal contamination. It is, however, necessary to ensure that the presence of the lacquer does not itself make the contents unsafe. As yet, the European Commission has produced no directive relating specifically to safety rules for contact between foodstuffs and polymeric or plastic coatings on metal substrates (e.g. lacquer‐coated cans). It is therefore necessary to turn to individual national laws and regulations, or the Council of Europe Resolution on Coatings, for assurance on the safety of lacquer‐coated food and beverage cans. Discusses existing EC food contact legislation, and its possible future application to lacquer‐coated food and beverage cans.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Uses the term “McJob” to convey that working either full‐time or part‐time at McDonald’s is one of the most common occupations in the 1990s. Defines a McJob as a job requiring little training, usually in the service sector. Investigates the low‐skill workplace through six case studies and a survey consisting of personal interviews with the individuals in Fredericton, Canada. Reveals a large number of incompetent, morally bankrupt and illegal labour practices, particularly as low‐skill workers have minimal recourse to legal processes. Indicates that conventional employment law simply does not extend to low‐skill employment and that part‐time and minimum wage employees, as well as being denied legal rights, are completely at the whim of the employer. Proposes an Ombudsman should operate independently of government, ranking employers according to their treatment of employees, publicizing offences and unfair practices, to shame bad employers and act as an impetus for change.

This paper examines the cost and profit productivity of European co‐operative banks between 1996 and 2003 using the parametric productivity decomposition suggested by Berger and Mester (2003). We find that over the period co‐operative banks benefited from substantial gains in both profit and cost productivity. Annual profit improvements range between 4% and 8% for the majority of co‐operative banks, with even larger cost productivity gains. These productivity improvements have predominantly been generated by the enhanced performance of best practice banks relative to other banks. This means that the best practice co‐operative banks have moved further away from other banks in terms of increasing profits and reducing costs.

This paper outlines the theoretical models of international cash management and assesses their implications for corporate practice. Corporate practice is then reviewed through the analysis of survey research and case studies. It emerges that whilst the implications of theoretical models are captured in essence by corporate practice, there is scant evidence of companies using sophisticated models in international cash management. The practice of international cash management is largely driven by developments in communications and computer technology, relaxation of regulatory and tax impediments, the internationalisation of banking and the development of new banking prod ucts. International treasurers may therefore be able to find appropriate cash management solutions to meet their business needs with the co‐operation of banks and technology providers. Further academic research should evaluate the extent to which corporate practice is consistent with extant multi‐currency balance and net work optimisation models and also explain why particular approaches to interna tional cash management persist in companies.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Globalisation is generally defined as the “denationalisation of clusters of political, economic, and social activities” that destabilize the ability of the sovereign State to control activities on its territory, due to the rising need to find solutions for universal problems, like the pollution of the environment, on an international level. Globalisation is a complex, forceful legal and social process that take place within an integrated whole with out regard to geographical boundaries. Globalisation thus differs from international activities, which arise between and among States, and it differs from multinational activities that occur in more than one nation‐State. This does not mean that countries are not involved in the sociolegal dynamics that those transboundary process trigger. In a sense, the movements triggered by global processes promote greater economic interdependence among countries. Globalisation can be traced back to the depression preceding World War II and globalisation at that time included spreading of the capitalist economic system as a means of getting access to extended markets. The first step was to create sufficient export surplus to maintain full employment in the capitalist world and secondly establishing a globalized economy where the planet would be united in peace and wealth. The idea of interdependence among quite separate and distinct countries is a very important part of talks on globalisation and a significant side of today’s global political economy.