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The purpose of this paper is to discuss the difficulty of measuring and monitoring of human trafficking within the context of the 2030 Agenda and its Sustainable Development Goals (SDGs). The challenges that come with monitoring an invisible crime such as human trafficking within the SDG context are due to the fact that the indicators pertaining to human trafficking fall into the category of “difficult to define and collect” type of data. This paper sheds light on these measuring difficulties and makes recommendations how to overcome them.

The methodology used is a policy analysis drawing on secondary literature and surveys and interviews with victims of human trafficking reported in publicly available documents. Comparative analysis also draws on laws and institutional agreements and treaties on human trafficking developed by governments, international organizations and regional organizations.

The different ways that have been proposed to collect and analyze data on trafficking victims highlight the complications of monitoring trafficking in both national and global contexts in situations where human rights violation and crime are situated at the nexus of the poverty, injustice, development and weak institutions. The paper brings to the attention of the international community that the current SDG indicators are inadequate for measuring human trafficking and need to be urgently improved.

This paper makes new contributions to the study of human trafficking in the context of the SDGs and proposes seven points of future action in order to create intersectoral linkages and better data collection in order to gain a fuller picture on human trafficking.

The question being discussed in this paper is how can refugees be integrated into a host country’s labour market with Switzerland serving as a case example experiencing specific local challenges, such as an aging society and gaps in the labour market, particularly relating to semi-skilled jobs in the public sector. The paper aims to discuss this issue.

This paper examines Switzerland’s intake of refugees and analyses existing refugee and labour market policies and how the integration process is being managed by the authorities and responded to by Swiss citizens.

The analysis shows that refugees can potentially find jobs in all three segments of the Swiss labour market (highly skilled, semi-skilled and low-skilled labour) and provide mutually beneficial solutions for all parties concerned that include: for refugees seeking employment and asylum; for the aging population requiring care delivered by low- and semi-skilled workforce; and for public and private sector enterprises in need of qualified and motivated labour force.

This paper examines the interplay between refugees seeking work and demonstrates the importance of relating job entry by refuges with actual labour market constraints and opportunities of the host country, Switzerland.

Dressed in a mid-calf, purple cotton dress with a matching raw knit cardigan casually draped over her arm, Laurel enters the room. A large, loaded down, cloth bag hangs from her shoulder, and she clutches books and papers in both hands. I am struck, as always, by her presence. Appearing calm while rushing, she gracefully takes over the room. No, the room appears larger once she enters; Laurel opens space for those present.

The silhouette of the little fellow with baggy trousers, decrepit oversize shoes, undersize derby, frayed short cutaway, sporting a bamboo cane and jet black mustache is recognized worldwide. Charlie Chaplin's slight 5′ 4″ stature complemented that costume, his symbol for a lifetime. Hunched shoulders, sorrowful face, and frightened air made Charlie look all the more vulnerable. As early as 1916, the reputable English magazine Tatler commented, “The lineaments of Mr. Chaplin are known to the uttermost ends of the earth and his face may be described as one upon which the sun never sets.”

The purpose of this paper is to determine the level of compliance with National Collegiate Athletic Association (NCAA) and International Association of Athletics Federations (IAAF) Track and Field Hammer Facility Recommendations at Division I universities in the USA, and to determine factors related to perceptions of facility safety.

A 35‐item survey instrument was distributed to 279 applicable schools with a 28 percent response rate. Multiple regression analysis was utilized to determine factors significantly related to overall perception of safety.

A total of 78.1 percent participants in the study report compliance with the NCAA minimum recommendations and 38 percent also meet the IAAF standards. Analysis of the perceived safety reported by coaches reveal a significant prediction equation. Further analyses reveal significant risk involving some current facilities guidelines.

The NCAA may need to examine their present hammer facility guidelines and consider alignment with the new standards of the IAAF.

The paper creates a new application of statistical analyses for risk perception in a specific sport setting.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..