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The purpose of this study was to examine the global perceptions of social equity in the fine dining business model as a result of the surprise announcement for the 2024 planned closure of the Michelin three-star restaurant, Noma.

This study used critical discourse analysis to inductively analyze 91 source documents retrieved through a lexical database search. The analysis yielded five overarching themes and six subthemes.

Findings from this study serve as a benchmark in retrospect for capturing a rapidly accelerating global conversation from January to March 2023 around the long-term viability and social sustainability of the fine dining business model.

Against the backdrop of labor challenges in the restaurant industry due to the Covid-19 pandemic and its aftermath, the announced closure of Noma precipitated criticism of the stage (unpaid intern) system and the intense pressures of attaining and maintaining Michelin star status.

Results from the discourse analysis suggest certification for fine dining restaurants, perhaps through the Michelin Guide, for demonstrating a commitment to social sustainability as a qualifier to achieve a Michelin star.

Findings from this research reveal a palpable change in societal tolerance for a more socially sustainable fine dining restaurant business model that advances equitable solutions for its workers while assuring the economic sustainability of restaurants.

This study drew upon a foodscape lens to reveal a juxtaposition between well-executed environmentally sustainable initiatives in the fine dining business model and the threats to the social sustainability among its workers.

The long controversy that has waxed furiously around the implementation of the EEC Directives on the inspection of poultry meat and hygiene standards to be observed in poultry slaughterhouses, cutting‐up premises, &c, appears to be resolved at last. (The Prayer lodged against the Regulations when they were formally laid before Parliament just before the summer recess, which meant they would have to be debated when the House reassembled, could have resulted in some delay to the early operative dates, but little chance of the main proposals being changed.) The controversy began as soon as the EEC draft directive was published and has continued from the Directive of 1971 with 1975 amendments. There has been long and painstaking study of problems by the Ministry with all interested parties; enforcement was not the least of these. The expansion and growth of the poultry meat industry in the past decade has been tremendous and the constitution of what is virtually a new service, within the framework of general food inspection, was inevitable. None will question the need for efficient inspection or improved and higher standards of hygiene, but the extent of the organization in the first and the enormous cost of structural and other alterations to premises in the second, were seen as formidable tasks, and costly. The execution and enforcement of the new Regulations is assigned to local authorities (District, Metropolitan and London Borough Councils), who are empowered to make charges for inspection, licences, etc., to recoup the full costs of administration. The Government had previously promised that the cost of this new service, which when fully operative, will be significant, would not fall upon the already over‐burdened economies of local authorities. The figure of a penny per bird is given; in those areas with very large poultry processing plants, with annual outputs counted in millions of birds, this levy should adequately cover costs of enforcing the Regulations, but there are many areas with only one of a few small concerns with annual killings of perhaps no more than 200,000 birds—this much we know from perusing annual health reports received at the offices of this Journal—and the returns from charges will certainly be inadequate to cover the cost of extra staff. The Regulations require the appointment of “official veterinary surgeons” and “poultry meat inspectors”, both new to local government.

A re‐opening of negotiations for Britain, either unilaterally or with other States, to enter the European Economic Community appears distinctly likely in the coming year. It is more than four years since we discussed, in these columns, the subject of the Common Market and its possible effects on food standards and legislation generally, if Britain linked its economic fortunes and future with the Community. The main obstacles at the time were a chariness to accept the full implications of the Treaty of Rome and the agricultural policy of France. In fact, one gained the impression from all the reports that but for the intransigence of France, we might have joined in 1963.

Clinical governance has been an important issue in the British National Health Service for several years. This study looks to see how this has filtered down to front‐line staff, in terms of their knowledge about clinical governance, their attitude to it, and their implementation of it. A total of 539 participants across three NHS trusts in the South of England completed the Staff Clinical Governance Survey. The results showed generally positive attitudes and varying levels of knowledge and implementation. The use of this questionnaire enables services to audit their implementation of clinical governance, and highlights specific training needs for staff and their managers.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Analyses the system of work in the maintenance departments of 59 Saudi industries and services. The sample includes 13 manufacturing, 12 metals, nine chemical and 25 other industries and services. The data were collected by a specially designed survey. Results show that maintenance departments employ 26 per cent of the workforce. Only 11 per cent of the maintenance staff is Saudi. Most maintenance work (83 per cent) is done in‐house. Contracting‐out maintenance work is not yet a major activity. Generally, management is aware of what should be done but is shy of doing it. Managers are aware of standard times, preventive maintenance (PM), PM frequencies, etc. The system of work, however, reflects largely the manager′s personal style. Preparation of adequate reports on performance and cost is visibly lagging behind. Top management is supportive of maintenance department needs. Problems faced reflect preoccupation with spare parts acquisition and lack of qualified manpower rather than lack of funds or top management support.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.