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Every seaport with foreign‐going shiping trade has always had its “foreign” quarters; every large city hat had its Oriental traders and services, eg., Chinese laundries, Indian restaurants, Italian restaurants, greengrocers, ice cream and biscuit manufacturers; all of which has meant that foreign foods were not unknown to food inspectors and the general public in its discerning quest for exotic food dishes. It was then largely a matter of stores specially stocking these foods for their few users. Now it is no longer the coming and going of the foreign seaman, the isolated laundry, restaurant, but large tightly knit communities of what have come to be known as the “ethnic minorities”, from the large scale immigration of coloured peoples from the old Empire countries, who have brought their families, industry and above all their food and eating habits with them. Feeding the ethnic minorities has become a large and expanding area within the food industry. There are cities in which large areas have been virtually taken over by the immigrant.

The purpose of this investigation was to look at three organisations (a naval shore establishment, a police academy, and a small, family‐owned engineering firm) and see to what extent they had developed a culture that was both ethically and socially responsive.

The investigation was carried out by speaking to key players, observing their organisations and by detailed analysis of the documents which related to this study.

The findings revealed that the Navy has a set of values (HHCIL) which overlap with the more general values of the Department of Defence (imPLICIT). The Western Australian Police Service has an approach to developing an ethical corporate culture which includes the establishment of a dedicated unit, and running discussion groups and seminars. The family‐owned and operated engineering business relies more heavily on an indirect approach based on following traditional family values.

Pursuing the topic of what makes a just war, particularly in today's political climate, was one possibility for further research. There were limitations to the study; these were mainly due to issues of confidentiality and in broaching sensitive topics to both Navy and Police senior officers.

Three conditions were essential for developing an ethical corporate culture: CEOs were ultimately responsible for the ethicality of their organisations; formal training programs were necessary to impart the required knowledge; and formal mechanisms were essential to facilitate the reporting of any behaviour of organisational members that was deemed to be wrong, unethical or illegal.

Novel Feature Protects Airframe and Undercarriage Fairey Hydraulics, a member of the Fairey Holdings Group, has been selected by Westland Helicopters to design and manufacture the tricycle undercariage oleo legs for the new Lynx 3, military and W30–300 civil and military helicopters. In the event of unusually heavy landings, a special feature built into military versions, provides protection to both the aircraft structure and the undercarriage itself.

This chapter explores the link between virtue and representational faithfulness in making judgments in a principles-based environment. The motivation for the chapter is the impending adoption of International Financial Reporting Standards (IFRS) in the United States and its principles-based approach to accounting. Even in a rules-based system, there are principles that provide a foundation for making decisions about the selection and implementation of accounting standards, financial statement presentation, estimates, and the sufficiency of evidence. A model is presented that reflects these judgments informed by virtue considerations that support substance over form decisions and a true and fair view. Implications for accounting education are discussed including the readiness of faculty to incorporate IFRS into the curriculum.