-Ecological risk assessment is a useful methodology for assisting the management of fisheries from an ecosystem perspective. Atlantic tuna fisheries, managed by the International Commission for the Conservation of Atlantic Tunas (ICCAT), are economically important and interact with several bycatch species. In spite of these interactions, no comprehensive ecological risk assessment has been conducted for bycatch species caught in ICCAT fisheries. In this paper, we followed a two stage approach with the objective of assessing the relative risk of species being negatively impacted by Atlantic tuna fisheries. An analysis of the ICCAT bycatch species list (which includes all species reported to have interacted with different tuna fishing gears operating in the Atlantic) revealed that most of these species are caught in longline fisheries, followed by gillnets and purse seines. According to the IUCN red list, 7 species of the ICCAT bycatch list (3 coastal sharks, 3 sea turtles and one seabird) are categorized as critically endangered. In our study, and based on their life history characteristics, marine mammals and coastal sharks caught in ICCAT fisheries showed the highest intrinsic vulnerability values. A productivity susceptibility analysis for the European Union (EU) tropical tuna purse seine fleet and the United States (US) pelagic longline fleet revealed two groups with high relative risk scores. The first one included pelagic and coastal sharks, characterized by relatively low productivities, and the second one included teleosts, characterized by higher productivities but high susceptibility to purse seine and longline gears. Some alternative approaches to conduct productivity susceptibility analyses in the context of ecological risk assessments are discussed.

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The five Regional Fishery Management Organizations dedicated to tunas (tRFMOs) are all either developing or implementing Management Strategy Evaluations (MSEs) to provide advice for the stocks under their competencies. Providing a comparative overview will help tRFMOs to learn from one another and to collaborate on common solutions and may also help to more clearly define the challenges of building decision support tools in contexts of large scientific uncertainty and where management requires cooperation across multiple stakeholders characterized by unequal power and divergent interests. For example, our overview showed that in most cases, a grid‐based design with an emphasis on structural uncertainty has been adopted. However, uncertainties such as sampling errors and non‐stationarity of important ecological processes, which are of potentially equal significance for demonstrating robustness of management procedures, were not considered. This paper identifies key issues for operating model (OM) design that challenges the tRFMOs, compares how these challenges are being met, summarizes what lessons have been learned and suggests a way forward. Although the current approach of using assessment models as the basis for OM design is a reasonable starting point, improvements should be made to the conditioning of OMs, especially with respect to enabling the inclusion of other important processes and uncertainties that are difficult to account for in stock assessments but that can crucially affect the robustness of advice. Attempts should also be made to improve documentation and communication of uncertainties that are included and those that are excluded from consideration in the process.

Purpose -This paper aims to detail the strategic repositioning of a retail organisation in South Africa. It seeks to describe the social and political transformations that have occurred since the ending of the apartheid regime and discuss the implications of these changes for the retail sector. In particular, the emergence of a new middle class has required many organisations to reconfigure their business processes and operations. The paper focuses upon one company (Boardmans) to illustrate many of these changes. Design/methodology/approach -The data used in this paper are primarily secondary in nature. One of the authors was also incumbent within the organisation and had direct experience of many of the issues that are described. Findings -Many retail organisations initially found it difficult to cope with the needs of non-white customers and were forced to make changes to the way in which they operated their businesses. Boardmans, whilst initially coping in the post-apartheid period, over time, lost touch with its customer base. The paper details how the company's position was re-established after its acquisition by the Edcon Group. This required an holistic approach that sought to engender change throughout the whole of the organisation. Originality/value -There is only limited research on the South African retail market. This paper provides a detailed insight into the issues surrounding market positioning and makes an original contribution to this literature.