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In March 1974, in the midst of the three‐day working week crisis that was crippling industry, Jacquet Weston Plant Ltd. was formed at Crowthorn, Berks, to recondition electroplating plant. The “premises” at Cambridge Road consisted of a corner of the factory belonging to Allplates Ltd., now a thriving trade plater. In a statement to the finishing trade press shortly after the formation, Mr. Ken Weston, Jacquet Weston Plant's managing director for the past ten years, said: “We have been formed to offer an engineering service to the metal finishing industry, which we will expand in order to make it as comprehensive as possible. As part of that service we find that in these days of escalating costs there is frequently a case where a reconditioned plant will fit in with the new. We aim to supply both, thus offering considerable savings to our customers.”

This paper aims to look at the benefits, risks and ethics behind introducing wearable sensors into the workplace. There are expected to be more than three billion wearable sensors worldwide by 2025 (Hayward and Chansin, 2015). The emergence of technology that has the capability to closely monitor employees has provoked widespread ethical debate (Joseph et al., 2015, p. 244).

The author undertook a review of the current wearable devices on the market, the impact of previous technological innovations on workplaces and the possible impact of wearable devices on organisations.

Wearable technology has the potential to increase productivity. Businesses that embrace these devices are likely to become leaders in their industries (Li, 2015, p. 4). However, any move to use wearable devices in the workplace must be undertaken with sensitivity, and it is recommended that employee participation in wearables programmes is initially voluntary. Businesses must also ensure employees understand how the data collected will be used, who has access to the data and how it is stored. Use of a third party to collect and analyse the information is recommended as an extra security and privacy measure.

The work contained in this paper has not been replicated elsewhere.

Measuring the overall success of product development efforts has been frustrating because there is no generally recognized metric to measure effectiveness. The R&D Effectiveness Index is introduced to address this need. It measures effectiveness by comparing the profit from new products to the investment in new product development. Provides the details for calculating the index along with alternative interpretations. Finds a strong relationship between the R&D Effectiveness Index and other performance factors and argues that the R&D Effectiveness Index can be used to compare performance, measure improvement, and evalute business units. Illustrates its application in a case study.

The Moore and Wright Multi‐Mike is an adjustable micrometer with a capacity of 0 to 0·5 in. equipped with a set of 13 anvils which allow measurements to be made in many types of slot and cavity normally inaccessible to the micrometer. It can also be used to measure the wall thickness of tubing, eccentricity of bushes and for the location of flats and radii when profiling. The price of the instrument, complete, as shown in FIG. 1, is £7 5s. from the marketers, E. H. Jones (Machine Tools) Ltd., The Hyde, London, N.W.9.

Considers the impact of recent government policy on the organization of primary care in England and Wales. Discusses the notion and practice of “teamworking” currently in vogue, and analyses implications for doctors, nurses and managers working in/attached to general practices. Draws on the findings of a study of primary care team building which took place in a UK health authority (here referred to as “Weston”), and focuses on the experiences of four general practices as they have attempted to develop as multidisciplinary partnerships. Gives consideration to the “new managerialism” evident in the NHS and its attempt to redefine professionalism and professional autonomy.

Permalite technical sales representative for the South. Paul Hagan has been appointed by Permalite as an additional technical sales representative for their metal finishing chemicals and processes for the South of England.

A continuation of the article “Young Enterprise” in Vol. 32 No. 2. The Young Enterprise scheme offers young people the opportunity to form and run their own companies. At the end of their business year, the company is formally liquidated and the participants prepare a report and accounts. Extracts from the liquidation report of “Eclipse” a Young Enterprise Company in Weston‐Super‐Mare are presented. The extracts include reports from the Managing Directors, as well as from the major functional directors.

Mainstream offender treatment programmes are mainly inaccessible to offenders who have learning disabilities, which may mean those convicted of offences either receive inappropriate treatment or no offender treatment at all. There is developing, but patchy, provision of community‐based specialist offender treatment for people who have learning disabilities. This paper seeks to describe the evolving process of developing the Good Thinking! course, a group‐based offender treatment programme which aims to help address this need.

The Good Thinking! course comprises 23 two‐hour sessions run once a week in a community setting. It is based on the premise that people who commit offences are often trying to meet ordinary life goals through anti‐social means. It aims to help participants identify and understand their goals, develop the social skills necessary to attain them and teaches a problem‐solving strategy for more complex problems.

This paper describes the process of developing the course material, providing the course and adapting it in light of feedback from participants, referrers and carers. A description of the course and a case study are provided. Insufficient data have been produced to enable a formal evaluation of the effectiveness of the Good Thinking! course; as more data are generated, the team plan to achieve this.

The paper aims to inform and encourage clinicians and commissioners working in this field to increase the availability of specialist community‐based treatments for offenders who have learning disabilities.

The popular reflow day was repeated at Henley and commenced with Mike Judd giving an overview of current reflow techniques.