Category: book

Regulations: Addressing Market Failures and the Myth of Free Markets

Recently, Federation Press published a weighty tome written by Arie Freiberg called “Regulation in Australia. 2nd Edition“. For those of you who are legislative junkies and can quote sections of occupational health and safety (OHS) law, you will love this, as it examines the mechanics of regulation, not just those of Industrial Relations or OHS. And there is some powerful context to market failures that often lead to new regulations, a perspective shared with Naomi Oreskes and Erik M Conway in their 2024 book, “The Big Myth“.

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My Lovelock Lessons

I have liked James Lovelock ever since I heard about his Gaia Hypothesis in the brilliant English political drama, Edge of Darkness. I am not happy with all of his intellectual positions. I baulk at nuclear power from the unique Australian position of being nuclear-free but still exporting uranium. But as I finish reading the latest biography of him, I am starting to realise what I have learned.

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Will a Code of Practice for psychosocial hazards be effective?

Victoria is developing its own Code of Practice for managing (and hopefully preventing) psychosocial hazards in the workplace, ahead of amendments to its occupational health and safety (OHS) laws in late 2025. But how powerful and enforceable can a Code of Practice be? A new book by Arie Freiberg, “Regulation in Australia“, helps explain this, but the future could look better.

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There is no excuse for ignoring pandemic preparation

No one wants to experience another pandemic, yet our governments seem uninterested in preparing for the next inevitable one. Australia was relatively lucky in its death rates, but the COVID-19 pandemic and the government-imposed lockdowns have changed some citizens mentally and philosophically. Vaccines arrived comparatively quickly, an amazing story in itself, reducing the emphasis on quarantine as an essential (engineering) control.

In 2021, Geoff Manuagh and Nicola Twilley wrote about the history and future of quarantine in a book called “Until Proven Safe“. The book is a useful reminder of our responses to global pandemics and the overlap of occupational and public health.

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Andrew Hopkins article translated for Gen Alpha

Last week, I wrote an article about Andrew Hopkins’ new safety leadership book about Boeing’s management style. It was a popular article, but this last weekend I wondered if I was talking about it in a way that failed to engage with younger readers and potential subscribers. So I asked an Artificial Intelligence program to translate the Hopkins article into language commonly used by Generation Alpha. Below is that translation (some I don’t understand), which offers an interesting linguistic contrast.

New Book Alert: Andrew Hopkins Just Called Out the Corporate Safety Scam 🚨

Andrew Hopkins just dropped a new book, and it’s basically him going full savage on how modern companies—especially Boeing—put profits over people. It’s short (only 81 pages), but it hits HARD. Like, “how did we let this happen?” hard.

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Boeing’s failures illustrate fundamental flaws in modern business values

Andrew Hopkins’ new safety and management book has landed. It is perhaps his most powerful critique of modern safety-related corporate management as he identifies “big picture” socioeconomic and political factors that directly affect executive decisions. By examining the 737 MAX aeroplane crisis of over 340 customer deaths that Boeing could have prevented, Hopkins discusses the hazardous managerial ideologies that have been idolised and are likely to be present in most companies created in the last 40 years.

The book has aviation in the title, but this is far more than a book about aeroplanes.

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More mystery than history

Over a decade ago, I served as an occupational health and safety (OHS) adviser for the Victorian government on various public transport infrastructure projects. One of the largest at the time (before Victoria’s ongoing Big Build suite of projects), one project was managed by a Project Superintendent who taught project management at university level.

I was asked to speak about safety at the start of one of the regular project meetings. There was a lot to discuss, but after 10 minutes, the Superintendent, who was also the meeting’s chair, cut me off and moved on to other matters. He also decided to remove OHS permanently from the Project Management meeting agenda and hold it in a separate meeting, which he never attended. Later, he made it clear that he saw OHS as an impediment to the project’s program of works and not part of his considerations.

I was reminded of him recently upon reading a new book about the project management of Victoria’s Level Crossing Removal Project (LXRP), as OHS is rarely mentioned and never in a positive context.

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