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Ireland's Climate Action and Low Carbon Development Act 2015 established the requirement for a National Adaptation Framework (NAF) composed of nine sectoral plans, of which Built and Archaeological Heritage is one. All the plans were written according to the six-step process outlined in Sectoral Planning Guidelines for Climate Change Adaptation produced by the Department of Communications, Climate Action and Environment (DCCAE, 2018) which is also the government department charged with coordinating the NAF. This article will summarise the application of the methodology to heritage resources in Ireland, the issues encountered and the results achieved.

The plan was informed by existing research and incorporated expert, stakeholder and public consultation throughout the process. It also closely considered published plans from other sectors in order to aid consistency within the NAF and to ensure cross-cutting issues were highlighted.

Of the many potential impacts of climate change, those identified as priorities for adaptation planning in Ireland were flooding (inland and coastal), storm damage, coastal erosion, soil movement (landslip or erosion), changing burial preservation conditions, pests and mould, wildfires and maladaptation. Goals, objectives and an action plan were developed commensurate with the five-year term of the plan, but also initiating a long-term strategic vision. A monitoring strategy was developed to monitor progress, identify problems and inform improvements to the adaptation plan as part of an iterative process.

Much work is being done on the topic of climate change and cultural heritage, yet at the time of writing Ireland is believed to be the only country to have adopted a national adaptation plan for cultural heritage.

This paper aims to observe how Community Solutions, a project and property-management company, has become more disciplined about performance appraisals following the introduction of Dinamiks, a Cloud-based employee performance-management system.

The reasons for the new system, the form it takes and the advantages it is bringing have been explored.

It has been explained how the system helps with HR functions such as identifying where training and development are needed, assessing performance against the company’s competency framework and ensuring that financial targets are met.

This paper reveals that the system also improves the system of grading staff, helps to ensure that staff meet or exceed their competencies within an industry-standard competency framework and measures how far staff understand and implement the company’s values.

This paper touches on the advantages to the environment of a paperless system.

It has been revealed how Dinamiks is helping Community Solutions staff to achieve various objectives based around how to behave, meet targets, perform well within their competency framework and recognize the competencies required in the job in the next level above theirs and work toward them.

Understanding how to manage the boss requires an awareness of the different types of bosses, their personality and their management styles. Describes six different types of manager: the bureaucrat, the autocrat, the wheeler‐dealer, the laissez‐faire manager, the reluctant manager, and the open manager. Suggestions are given, using behaviour modification as a framework, as to how each of these can best be influenced by a subordinate.

This article is a first attempt to define criteria for choosing electronic journal aggregation services. Cost of the licence, relative to its terms and content are considered to be the key factors. Other factors are considered under the headings of access, features, performance, user interface, administration, company direction. A list of aggregation services is also provided.

The purpose of this paper is to illustrate the importance of redesigning, reusing, remanufacturing, recovering, recycling and reducing (6R) to sustainable manufacturing and discuss the general procedure to reconfigure robots. Two critical challenges in adopting industrial robots in small and medium-sized enterprise (SMEs) are flexibility and cost, as the number of tasks of the same type can be limited because of the size of an SME. The challenges can be alleviated by 6R. The 6R processes allow a robot to adopt new tasks, increase its utilization rate and reduce unit costs of products.

There is no shortcut to implement sustainable manufacturing. All of the manufacturing resources in a system should be planned optimally to reduce waste and maximize the utilization rates of resources. In this paper, modularization and reconfiguration are emphasized to implement 6R processes in sustainable manufacturing; robots are especially taken into consideration as core functional modules in the system. Modular architecture makes it feasible to integrate robots with low-cost customized modules for various tasks for the high utilization rates. A case study is provided to show the feasibility.

Finding the ways to reuse manufacturing resources could bring significant competitiveness to an SME, in the sense that sophisticated machines and tools, such as robots, can be highly utilized even in a manufacturing environment with low or medium product volumes. The concepts of modularization and 6R processes can be synergized to achieve this goal.

The authors propose the strategy to enhance the utilization rates of core manufacturing resources using modular architecture and 6R practice. The axiomatic design theory can be applied as the theoretical fundamental to guide the 6R processes; however, a universal solution in the implementation is not available. The solutions have to be tailored to specific SMEs, and the solutions should vary with respect to time.

To operate a sustainable manufacturing system, a continuous design effort is required to reconfigure existing resources and enhance their capabilities to fulfill new tasks in the dynamic environment.

The authors focus on the importance of sustainable manufacturing to modern society, and they achieve this goal by reusing robots as system components in different applications.

Sustainable manufacturing has attracted a great deal of attention, although the operable guidance for system implementation is scarce. The presented work has thrown some light in this research area. The 6R concept has been introduced in a modular system to maximize the utilizations of critical manufacturing resources. It is particularly advantageous for SMEs to adopt sophisticated robots cost-effectively.

The purpose of this conceptual paper is to address the current debate about the role of business and marketing education. Should marketing courses be pragmatic and professional, geared towards practical knowledge of necessary tools and techniques; or should they be academic and intellectual, aimed at creating scholars who happen to be marketers. Should marketers be trained or educated?

The paper addresses these questions through the well‐established distinction between intrinsic and instrumental aims of education.

It is argued that ethics are good for business; and that an intrinsic education is necessary to produce the marketers who can work in this ethical dimension.

The paper should be of interest to those involved in marketing education and business curricula design.

Fumes, grit, dust, dirt—all have long been recognized as occupational hazards, their seriousness depending on their nature and how they assail the human body, by ingestion, absorption, inhalation, the last being considered the most likely to cause permanent damage. It would not be an exaggeration to state that National Insurance (Industrial Injuries) provisions, now contained in the Social Security Act, 1975, with all the regulations made to implement the law, had their birth in compensating victims of lung disease from inhalation of dust. Over the years, the range of recognized dust disease, prescribed under regulations, has grown, but there are other recognized risks to human life and health from dusts of various kinds, produced not from the manufacturing, mining and quarrying, &c. industries; but from a number of areas where it can contaminate and constitute a hazard to vulnerable products and persons. An early intervention by legislation concerned exposed foods, e.g. uncovered meat on open shop fronts, to dust and in narrow streets, mud splashed from road surfaces. The composition of dust varies with its sources—external, atmospheric, seasonal or interior sources, uses and occupations, comings and goings, and in particular, the standards of cleaning and, where necessary, precautions to prevent dust accumulation. One area for long under constant scrutiny and a subject of considerable research is the interior of hospital wards, treatment rooms and operating theatres.

Some historic observations With the exception of our prehistoric and primitive stone built ‘homes’ such as Chysauster and Cam Euny hut circles in Cornwall, the cromlechs, dolmens and stone circles at Avebury and Stonehenge, it was the Romans who introduced fine and sturdy stone construction into our country. The Anglo‐Saxons left many fragments of their crudely dressed stone towers and chancels of their churches, which have survived due to their robust construction. The timber construction of the Dark Ages gave way to stone again and to the gradual establishment of the craft of the stonemason.

From a perspective of ‘critical performativity’, John Lewis is of special interest since it is celebrated as a successful organization and heralded as an alternative to more typical forms of capitalist enterprise.

Our analysis uses secondary empirical material (e.g. JLP documents in the public domain, histories of John Lewis and recent empirical research). Our assumption is that engagement and interrogation of existing empirical work can be at least as illuminating and challenging as undertaking new studies. In addition to generating fresh insights, stimulating reflection and fostering debate, our analysis is intended to contribute to an appreciation of how structures of ownership and governance are significant in enabling and constraining practices of organizing and managing.

The structures of ownership and governance at John Lewis, a major UK employee-owned retailer, have been commended by those who wish to recuperate capitalism and by those who seek to transform it.

JLP can be read as a ‘subversive intervention’ insofar as it denies absentee investors access to, and control of, its assets. Currently, however, even the critical performative potential of the Partnership model is impeded by its paternalist structures. Exclusion of Partners’ participation in the market for corporate control is reflected in, and compounded by, a weak form of ‘democratic’ governance, where managers are accountable to Partners but not controlled by them.

Our contention is that JLP’s ownership and governance structures offer a practical demonstration, albeit flawed, of how an alternative form of organization is sufficiently ‘efficient’ and durable to be able to ‘compete’ against joint-stock companies.

By examining the cooperative elements of the John Lewis structures of ownership and governance, we illuminate a number of issues faced in realizing the principles ascribed to employee-owned cooperatives – notably, with regard to ‘democratic member control’, ‘member economic participation’ and ‘autonomy and independence’.

Another of Capital Planning Information's successful series of seminars was held at the George Business Centre, Stamford, Lincolnshire, on 28 June 1990, this one dealing with the implications of the move in local government towards devolution of budgets and accountability to subdepartmental levels of service, or resource centre management.