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The 2015 Modern Slavery Act focusses attention forms of modern slavery (human trafficking and forced labour), within the UK. The contemporaneous 2014 Care Act, identifies modern slavery as a new form of risk within adult social care, listing forms of abuse and vulnerability. However, it does not consider whether those providing care may themselves be vulnerable to forms of modern slavery. The paper aims to discuss these issues.

The authors describe the history of the development of modern slavery legislation in the UK, outline key provisions of the Care Act, illustrated with real-life cases. The analysis suggests that adult social care – characterised by informality, fragmentation and vulnerability – is one where instances of modern slavery may be more common than considered to date.

The data collected, though relatively modest, suggests that a thorough investigation should be undertaken into the possibility of modern slavery taking place within the realm of adult social care.

Data have been collected through a snowball process, rolling out a survey to relevant groups of individual and organisations. A more rigorous investigation is required to examine the extent of modern slavery within adult social care.

The training of those responsible for the regulation/management of adult social care needs to ensure that they are fully equipped to understand the nature of modern slavery and how to identify its symptoms and victims.

There is also a need for heightened awareness of those close to people being cared for that they may also identify the symptoms of modern slavery.

This area has not been explored to date.

All too often, efforts to help a senior executive team become more effective through traditional teambuilding and feedback activities fail miserably. Traditional 3608 feedback may provide some useful information but these instruments can fall short in demonstrating the impact of individual and collective senior management behavior on the rest of the organization. The Management Mirror is a process that explores that impact indepth. It is tied directly to the organization’s business needs and strategy. Since the Management Mirror process is deliberately provocative, it shows how senior management behavior aids or impedes accomplishment of desired business results. Our contention is that the collected data on each senior manager is, by its nature, irrefutable and is as immune as possible to what we call “creative reinterpretation”. The whole process forces a level of disclosure and interdependency top executives have seldom experienced. Above all, it moves them to take action in the best interest of the organization.

Local government re‐organisation was promoted on the twin premises that it would reduce costs and promote local identity. The current round of re‐organisation, leading to the creation of 46 English unitary authorities, has thrown up other policy objectives, such as the potential for increased interdepartmental and agency co‐operation. This Case Study reports on the background to the re‐organisation and locates arguments specific to social services among the claims for the benefits of local government change. Using preliminary data from research in authorities currently undergoing re‐organisation, it identifies finance as a key concern and the impact financial pressure appears to behaving on community care delivery and strategy. It then focuses on the uncertainty and stress for staff and instability of relationships. Finally, it draws attention to changes in philosophy that might be thrown into relief by the new structures and ways of working. The Case Study concludes that the initial impact of re‐organisation is stressful at many levels and that it will be important to gauge long‐term effects.

Based on a series of research projects which investigated the development and operation of anti‐poverty strategies by local authorities in the UK. Reveals widespread recognition of the need for monitoring and evaluation in order to promote policy development and implementation. Describes an exercise to test out monitoring and evaluation procedures in a number of UK local authorities.

International business programs became realities in the 1950s, but only at two universities: Columbia and Indiana. In the 1960s, more universities added IB programs and departments; the 1970s saw even more added as universities realized that IB programs would enhance their reputations, improve student knowledge and expertise, and enhance companies’ future success. In 1974, the AACSB added internationalization as a requirement for business schools, forcing even more to enhance the international dimensions of their courses, programs, and faculty. Now virtually all B-schools have become global to some extent, although major differences remain in the quantity and quality of their internationalization.

Kevin Bales' work on contemporary slavery has brought this under‐researched field of social enquiry to the attention not only of the academic world but to a wider global audience through his prolific publishing, his film work and not least his presidency of Free the Slaves, the US anti‐slavery organisation. The purpose of this paper is to explore some of his findings and methodologies currently prevailing in this field.

This paper is based on an interview with Kevin Bales conducted in April 2009 and subsequent discussions with Claire Griffiths.

Disposable People: New Slavery in the Global Economy, the book that brought Bales global recognition over a decade ago, reinstated slavery as a key human rights issue on the research agenda for the twenty‐first century. This interview is condensed from a longer discussion between Kevin Bales and Claire Griffiths on researching contemporary slavery. In this conversation they explore the relationship between slavery, trafficking and prostitution, a theme that leads the discussion to the gendered nature of slavery through the centuries. The interview concludes with some indications of where slavery studies research is going in the twenty‐first century.

This paper provides new insights into the emerging and interdisciplinary field of modern slavery studies.

This paper explores the strategies and roles for the organisation’s corporate real estate function during times of increased uncertainty. Although business continuity planning (BCP) might appear to be a separate and unique effort, there are synergies between continuity planning and standard business planning functions. It is suggested that enterprises should avoid the historically common mistake of stove‐piped planning within the context of BCP. Rather, enterprises must fully embrace an integrated approach to business continuity from crossfunctional to cross‐informational. If done correctly, business continuity planning can become a strategic asset that fully leverages an essential factor, the corporate real estate function.