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IS IT NOT surprising that, although it is now over 100 years since Bessemer patented his process for the production of cheap steel, there is still no commercially available low‐alloy steel whose corrosion resistance (except for minor improvements in resistance to some atmospheres) is significantly better than that of the steels available in the mid‐nineteenth century? In fact it would not be impossible to find constructional engineers who consider modern steels not to have as much resistance as those of years ago.

Last month we published abstracts and summaries of some of the papers presented at the Congress, which was held at the Imperial College of Science and Technology from April 10–15 under the auspices of the International Union of Pure and Applied Chemistry. In this issue we publish further abstracts and summaries together with illustrations of many of the corrosionists attending and photographs of some of the many visits which were arranged to works and laboratories. The Congress attracted over 800 delegates.

The purpose of this research is to assess whether differences occurred between directors and staff in community tobacco use prevention coalitions in Mississippi. Community coalitions, which are organizations working together for a common purpose involve representatives of diverse institutions focusing on issues in a local community. Because of their different roles, directors and support staff may view their coalition differently.

Thirty directors and 14 support staff of tobacco use prevention coalitions anonymously answered a lengthy questionnaire about their coalition personnel and functioning.

Both coalition directors and support staff agreed that their coalition had formal rules and effective management, reduced tobacco use, and benefited their region. In addition, directors and support staff reported high ownership, and positive opinions of member and personnel expertise. Further, directors and support staff favored taking tobacco industry money for themselves or their coalition. However, directors and support staff were neutral in satisfaction and in difficulty managing their coalition, and slightly negative in ratings of member‐member and member‐personnel communication, directors more negative than support staff on member‐personnel communication.

Strengthening communication seems to be a place where there is room for improvement in the present tobacco use prevention coalitions.

Presently, those actually working in a tobacco use prevention coalition were still idealistic about their efforts, but continued frustrations with communication may dampen their enthusiasm in the future.

In the summer of 1954, several A and B row tubes failed in one boiler of an R.C.N. light cruiser based on Esquimalt, B.C. These tube failures have been described in detail in Corrosion. In brief, the chief phenomena observed were indications of overheating and intergranular cracking. A length of one of the burst tubes was forwarded to Naval Research Dockyard Laboratory, Halifax, for examination, and it was noticed that the failures were associated with considerable deposits of copper around the bursts. This paper describes the investigation conducted to determine the significance of these copper deposits, and their bearing on the failures.

Inclusion and participation have become key values steering the policies of many governments. Hence, partnerships are now considered increasingly prominent vehicles for stakeholder synergy, added value, collaborative advantage and building local capacities to address health and social concerns. However, generally leadership across organisational boundaries has received little attention, and particularly partnership leadership represents a central challenge in any collective undertaking.As an example, this paper starts by shedding light on the meaning of partnership. It then poses several questions in order to navigate the partnership‐leadership mantra. The paper examines the skills of leaders in five South African community partnerships as reported from the perspectives of each partnership and each participating stakeholder group. It describes the uniqueness of how each partnership views its leaders and the distinctiveness of how each stakeholder appraises its leadership. It highlights diffuse and shared leadership in collaborative settings, and it encourages the nurturing of emergent leaders. It concludes that one size of leadership does not fit all partnerships.

Mildew Test Kit To the naked eye, there is frequently very little difference between an exterior paint discoloured by mildew and one discoloured by dirt. However, a simple pocket‐size test kit has been developed which can distinguish in 95% of cases the difference between dirt and mildew. It is made by Durham Raw Materials Ltd., who manu‐facture Nuodex fungicides, and is available on request from them.

To assess what volunteers‐ and ministers of faith‐based organizations (FBO) think about their own expertise in delivering a tobacco prevention initiative, the impact of such an initiative on youth, their potential for burnout in doing so, and their interest in other health initiatives.

A total of 149 volunteers and ministers attending a tobacco prevention workshop anonymously answered questions about its impact, and their own expertise, potential for burnout, and interest in other health initiatives.

Respondents strongly endorsed their personal expertise and the impact of tobacco prevention on youth. On burnout, ministers were significantly lower (an average answer of “don't know”) than teachers and others (an average answer of “disagree”); on other health initiatives, ministers were significantly more interested (an average answer of “strongly”) than teachers (an average answer of “moderately”). All were significantly more positive about offering other health initiatives if they had materials than if they had money.

Most respondents were African‐American, a higher percentage of ministers were men than among those in other positions, and all respondents came from a church that applied for, and received, a tobacco‐prevention grant – points that limit generalizability.

Those responsible for health initiatives would be well advised to direct their resources into developing appropriate materials rather than into paying people to deliver the programs.

Although FBOs provide fertile ground for health initiatives such as tobacco prevention, ministers may be more susceptible to burnout than volunteers.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.