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The law relating to tracing is complicated, littered with inconsistencies and possibly now verging on a state of disarray. The complications are ever increasing as the topic becomes inevitably intertwined with the law relating to constructive trusts and restitution. This article concentrates on a specific aspect of the law of tracing, namely, the extent to which one can trace money paid into an overdrawn bank account.

Bishopscourt (BS) Ltd (formerly known as Barings Securities Ltd, BSL) was an indirect subsidiary of Barings plc (the English holding company of the Barings group). BSL and its subsidiaries carried out agency and own account futures and securities trading. Barings Futures Singapore Pte Ltd (BFS), a Singapore incorporated company which traded on the Singapore International Monetary Exchange (SIMEX), was in turn an indirect subsidiary of BSL, and, therefore, of Barings plc too.

Westdeutsche Landesbank Girozentrale (hereinafter referred to as ‘the Bank’) entered into a ten‐year interest rate swap agreement with Islington London Borough Council (hereinafter referred to as ‘the Council’).

May 6, 1970 Docks — “De‐casualisation scheme” — Timber loaded on lorries after storage in dock area on removal from ship — Piling of timber at importer's yard “in vicinity of” Cardiff dock estates — Whether “dock work” — Whether timber still “cargo” — Dock Workers (Regulation of Employment) Act, 1946 (9 & 10 Geo. VI, c. 22), s. 6 — Docks and Harbours Act, 1966 (c. 28), ss. 51(3), 58 — Dock Workers (Regulation of Employment) (Amendment) Order, 1967 (S.I. 1967, No. 1252), Sch. 2, cl. 1 (3) proviso, App. 1.

June 8, 1970 Docks — Port Talbot — “Dock estate” — Meaning — New harbour and jetty built adjacent to old harbour — Whether part of port of Port Talbot — “Dock work” — “Discharging from ship” — Discharging ore in continuous operation involving work with unloaders, belt conveyor system and primary boomstacker in stockyard — Stacking in stockyard — Whether dock work ordinarily performed by dock workers at Port Talbot — Dock Labour Scheme for South Wales Ports (1942) App. (4) — Port of Port Talbot Registration Amended Scheme (1943) Sch. para. I (1) (a) — Dock Workers (Registration of Employment) Act, 1946 (9 & 10 Geo. VI, c. 22), s. 2(5)(6) — Dock Workers (Registration of Employment) (Amendment) Order, 1967 (S.I. 1967,No. 1252), Sch. 2, App. I M. (4).

The ambit and application of s. 15 Theft Act 1968 have received considerable appellate scrutiny lately:

This case concerned an attempt by the liquidators of Bishopsgate Investment Management Ltd (BIM) the trustee of assets belonging to pension schemes for employees of Maxwell companies to recover some of the large amounts of BIM's pension fund monies which had been improperly paid into bank accounts of Maxwell Communication Corporation PLC group companies and private sector companies owned by Maxwell, his family and trusts set up by him.

This paper aims to introduce an under-researched concept, travel medicine, to the hospitality field and proposes future research directions. This paper also highlights the need to acknowledge the missing link between hospitality and medical science and encourages research on the health of hotel guests, especially those with mental disorders.

By synthesizing relevant literature, this study proposes a conceptual framework focused on identifying and filling knowledge gaps between hospitality and medical science. Pathways for empirical research on hotel guests’ travel health are suggested accordingly.

This paper reveals that the topic of travel medicine has been neglected in hospitality, especially in relation to vulnerable hotel guests. Additionally, this study suggests that researchers should move beyond the confines of social science and conduct interdisciplinary hospitality studies. In-depth analyses of hotel guests’ health and safety are also recommended.

This conceptual piece serves as a “provocation” that is exploratory, thus laying a foundation for future interdisciplinary studies bridging hospitality and medical science. This paper offers practical significance for hospitality stakeholders (i.e. academics, practitioners, hotel guests and society) and also provides guidelines on how to create vulnerability-friendly hospitality environments.

To the best of the authors’ knowledge, this study takes an important step toward interdisciplinary research between hospitality and medical science through the lens of travel medicine. This paper offers insight to bridge these disciplines and extend hospitality research into medical science. This paper further identifies an under-investigated topic and feasible research avenues that can offer timely solutions for hospitality academics and practitioners.

Sharp criticisms of British industry's approach to management education and training are made in a report from the Institute of Manpower Studies, published this month by the National Economic Development Office The Training of British Managers: a study of need and demand, price £2, HMSO).

This study aims to critically evaluate the COVID-19 and future post-COVID-19 impacts on office design, location and functioning with respect to government and community occupational health and safety expectations. It aims to assess how office efficiency and cost control agendas intersect with corporate social accountability.

Theoretically informed by governmentality and social accountability through action, it thematically examines research literature and Web-based professional and business reports. It undertakes a timely analysis of historical office trends and emerging practice discourse during the COVID-19 global pandemic's early phase.

COVID-19 has induced a transition to teleworking, impending office design and configuration reversals and office working protocol re-engineering. Management strategies reflect prioritisation choices between occupational health and safety versus financial returns. Beyond formal accountability reports, office management strategy and rationales will become physically observable and accountable to office staff and other parties.

Future research must determine the balance of office change strategies employed and their evident focus on occupational health and safety or cost control and financial returns. Further investigation can reveal the relationship between formal reporting and observed activities.

Organisations face strategic decisions concerning both their balancing of employee and public health and safety against capital expenditure and operation cost commitments to COVID-19 transmission prevention. They also face strategic accountability decisions as to the visibility and correspondence between their observable actions and their formal social responsibility reporting.

Organisations have continued scientific management office cost reduction strategies under the guise of innovative office designs. This historic trend will be tested by a pandemic, which calls for control of its spread, including radical changes to the office at potentially significant cost.

This paper presents one of few office studies in the accounting research literature, recognising it as central to contemporary organisational functioning and revealing the office cost control tradition as a challenge for employee and community health and safety.