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We know little of the earliest origins of Billingsgate — we can only conjecture that at some point in or near the City there must have been from the earliest stage wharves for the off‐loading of fish, and a market place for their sale. So it is not surprising that it is uncertain as to what date can be “fixed” for the foundation of Billingsgate. It seems pointless to try to base any such date on the name itself. What does it profit to theorise whether Billingsgate was the water gate of Billing, or whether the name derives from an ancient king Bellin, or whether it descends from the Saxon customs place of Blynesgate?

There are few professional men, lawyers or not, who do not know of the Benson Report with its widespread inquiry into most aspects of the legal profession. Less well known, beyond any doubt, is the outcome of the approach which the Benson Commission made to the Law Society for the views of its Council on the system of training under articles. The education sub‐committee of the Commission was under the chairmanship of Professor R. G. Dahrendorf, Director of the London School of Economics, and the Law Society was invited to submit its views on the manner in which articled training might be improved with a view to discussing the proposals with members of that sub‐committee.

The working party represented more than the heights of respectability. Eight members under the chairmanship of R. R. St. J. Barkshire of Mercantile House Holdings Ltd. represented such diverse interests as S. G. Warburg & Co., Barclays Bank International, Guinness Peat Group, and Gerrard & National Discount Co.

Industrial Training Boards — why they should be dismantled is the title of this Report. Clive Elliot is a director of his family publishing company and a former national vice‐chairman of the Young Conservatives. Stanley Mendham is a chartered mechanical engineer who runs a retail jewellery business, and is also chief executive of the Forum of Private Business which promotes free enterprise. The recommendations which the authors make may be summarised thus:

In the first article of this two part series an endeavour was made to stress the great importance of training and practical experience and the need for an ordered system, so that the professional man would be recognised as a participant in a progressive and purposeful pattern designed to guarantee that he would meet the highest standards required by that profession. The article in its original form was written in 1967 and had one essential object in mind: to persuade the Education and Articled Clerks Committees of the Institute of Chartered Accountants in England and Wales to bring about developments in the field of education and training along the lines proposed in that article. Very little modification has been made to the original since the proposals, in my view, remain sound. More importantly, they represent very closely the lines followed not only by the Institute in recent years but also by the other leading bodies of accountants. This article is intended to show how remarkable have been the developments in this area of the accountancy profession. Reference is made in particular to the Institute of Chartered Accountants in England and Wales (the Institute), the Association of Certified Accountants (the Association), and the Institute of Cost and Management Accountants (the ICMA).

The following are the recognised senior bodies of accountants in the British Isles, all of which have been incorporated by Royal Charter:

When Europe went through the pangs of rebirth after World War II it cast envious eyes across the Atlantic. The USA appeared to be a model of success, not least in the high place which it accorded to management education and in its vast home market, which seemed to provide such an incentive to her productivity and prosperity. From those beliefs INSEAD was born: to serve both the greater European unity and the cause of management studies. Article 1 of its statutes provides that it:

There is a widespread acceptance of the need for a greater degree of involvement by all employees in the organisations in which they work. Participation is the practice in which employees take part in management decisions, and is based on the assumption of a community of interest between employer and employee in furthering the long‐term prospects of the organization and those who work in it. Four of the main benefits of increased employee participation are outlined in the report as follows:

The European Foundation for Management Development has published the report of its committee on the educational and training needs of European managers. It is claimed in its foreword that it is a unique document, and that the future shape of Europe will, to a large extent, be determined by the quality of management in public and in private affairs. The chairman of the committee was C. C. Pocock of the Royal Dutch/Shell group.

The function of Henley is the education of managers for future responsibilities — a formidable undertaking since it attempts to interpret the future in the light of present knowledge. Nevertheless the college aims to plays its part in producing managers who will run efficient, effective and profitable enterprises.