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Mike Wood has returned to Fishburn Printing Ink Co. Ltd. as national sales director. For the last nine years he was with inmont, Fishburn's parent company, in South Africa with responsibility for its printing ink and automotive paint business.

The purpose of this paper is to examine the linkages between management accounting systems (MAS), enterprise risk management (ERM) and organizational performance by examining MAS information characteristics that match ERM implementation and joint effects of MAS and ERM on organizational performance.

The research method involved administering a questionnaire to 106 financial institutions (FIs) in Malaysia. The respondents were chief financial officers or staff members holding the most senior positions in the finance department of the institutions.

The significant findings on the association between ERM and MAS show that implementation of ERM requires the use of sophisticated MAS information. ERM and MAS complement each other as both are integral to decision making, planning and control in an organization. The finding also substantiates the important role of ERM in enhancing non-financial performance.

This study covered only MAS as part of sub-control systems in an organization. Future studies could investigate the link between a more comprehensive management accounting and control system and ERM. Furthermore, this study used perceptual measures of MAS, ERM and organizational performance.

The regulating body should promote best management practices of sophisticated MAS and ERM among FIs as these practices will create competitive advantage as well as help those institutions comply with regulations.

This study has contributed to the body of knowledge on the linkages between MAS, risk management system and organizational performance.

There are five basic questions to ask in planning a conference: Why are we holding a meeting; what do we want to achieve; who should attend; when will the meeting be held; where? The answers to what and who will virtually determine the sort of venue needed. An educational meeting for junior executives will indicate one style of venue, and the incentive conference for a successful salesforce will indicate another. Similarly, the programme content, types of session, audio‐visual content and so on will do much to specify the meeting room, and the who will determine the size and standard of accommodation needed. The answers to these questions can then be turned into a specification for what is wanted in considerable detail and the probable direct costs thereof.

A group of teachers has shown that they can be better managers than their counterparts in British industry. Five teachers, all from Waltham Forest Education Authority in Essex, beat more than 400 teams from across British industry and commerce to win the 1988 New National Management Game, organised jointly by ICL and Cranfield School of Management

The paper aims to provide insights into executives' perceptions of risk management disclosures and such disclosures' determinants. The paper extends the emerging literature by using institutional theories in the context of a developing country.

Semi-structured in-depth interviews were conducted with 36 executives directly involved in risk management disclosures, policy-making and monitoring.

The interview data show evidence that corporate risk management disclosures are still at a low level. The reasons for non-disclosure can be related to institutional weaknesses, lack of disciplinary action and political interference. Additionally, central bank autonomy, limited perception of accountability, demand from influential stakeholders, lack of financial literacy, aim to keep annual reports brief, etc. results in the dearth of risk disclosure by the banks.

The study suggests that understanding the importance of risk management disclosures and preparing for the uncertainty will keep the business moving.

The study seeks to contribute to the literature by investigating the executives' perceptions of risk management disclosures and its' determinants in the context of a developing country where non-compliance to the regulatory standard is high.

Staffordshire's Welfare to Work Joint Investment Plan is an inter‐agency approach to improving job opportunities for disabled people and carers, emphasising the need for their participation in this process. A partnership with Staffordshire University has enabled disabled people to acquire research skills and survey the views of other disabled people on barriers to employment and strategies to overcome them. The article shares this innovative approach to participation and welfare to work.

This paper considers recent guidance on social care for deafblind adults and children issued to local authorities in March 2001 by the Department of Health under Section 7 of the Local Authority Social Services Act 1970. It uses Staffordshire Social Services Department's response to the guidance as a case study to identify areas of good practice and make practical suggestions for implementation. The guidance places the responsibility for improving provision to deafblind people squarely on social services, rather than including other agencies such as health and education. The paper argues that this may be hindering the development of integrated services.

Acting through its parent company the Satra Group, Ion Deposition Ltd has purchased the assets of Peatgrange IVD Ltd, its former competitor of Leeds. The negotiations were headed by the managing director, Raymond Palmer, for the purchase of Peatgrange IVD's assets from its parent company, the Cray Group.