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This article is timely due to the current high attrition of officers (National Police Chiefs Council, 2023) and will explore the literature surrounding retention and attrition of officers, the impact of this on trust and confidence, and the need to understand the reasons why officers join the service coupled with their expectations of the police as a long-term career (>10 years).

This research will describe a study using a survey that examined views of 120 new recruits from 3 UK police forces on why they joined the service.

It notes that many still see the police service as a long-term career and indicate little intention of leaving, raising further questions surrounding the reasons for the current high attrition rates. It concludes with where police forces could focus to improve retention, suggesting some reasons for the attrition such as low job satisfaction, poor welfare and organisation culture, and some practical suggestions as to where police forces could focus to improve retention.

Albeit this research was sent to a small sample (n = 127) and did not address shift work issues or welfare support, it will serve as a foundational pilot. The research initial findings can inform future studies with more detailed analyses and targeted strategies to enhance officer retention and public trust in the police force.

The research aims to provide insights into how recruitment motivations and job satisfaction impact long-term retention.

This research highlights the significance of examining the reasons for new recruits joining the service, and of implementing retention strategies prioritising stability, officer support, and community engagement to cultivate a trusting relationship between the police and the public.

This study was designed to examine if current new police officers still view the police as a long-term career choice and to identify if their reasons for joining the service have changed with the current political climate of policing in the UK.

Civil engineering structures are regularly confronted with failures that can lead to catastrophic consequences. It is important, after a failure, to be able to identify the origin and the sequence of factors that led to it. This failure analysis by experts, called forensic engineering investigation, generally leads to the drafting of an expert report. These reports do not inform on the processes that guided the experts to a conclusion and the uncertainties involved. This paper aims to propose a new methodological approach to formalize the opinions of experts in forensic engineering.

The research consists in combining abstract argumentation with the theory of imprecise probabilities to take into account epistemic and stochastic uncertainties to support forensic engineering investigation.

A model and a tool to support forensic analysis are presented. An application on the collapse of the Brumadinho dam highlights the interest of the chosen approach.

This work is the first use of the abstract argument framework in civil engineering, and so in forensic engineering. Furthermore, it provides an innovative model based on imprecise probability for AAF.

Increasingly, a firm’s innovation capability has become one of the key frontiers of competitive advantage. The Lean philosophy has a well-proven reputation for its focus on process efficiency and effectiveness, and therefore, is often applied in various areas of innovation. Such wide and ever-increasing applicability also has resulted in an incoherent corpus of literature on Lean innovation. The purpose of this paper is to conceptualize an integrative view on Lean innovation management.

Based on a systematic literature review, the key Lean principles and practices useful in the context of innovation management are identified and synthesized into an all-inclusive framework. By means of three illustrative cases (i.e. public hospital, electronics company and avionics manufacturer), this paper elaborates on how the proposed framework can be applied.

A total of 88 publications are analyzed, leading to 34 Lean principles and practices relevant to innovation management, which are further integrated into a comprehensive model, dubbed the “Leanovation” framework.

This study is the first attempt to advance the understanding of various interrelated and interdependent components of Lean innovation management in a holistic way.