This week in Australia the conservative Liberal Party released its much-anticipated industrial relations policy. Most commentary is that the policy is thin but in terms of occupational health and safety, the Liberal Party is supportive of the changes made concerning workplace bullying. Sadly, the commentary is often lazy.
In the letter Peter Cash of Norton Rose Australia says that his client HondaMPE believes that a sticker on each Quadbar identified as a “compliance plate” may misled or deceive “members of the public and, in particular, prospective purchasers of your device”, and potential purchasers of Honda quad bikes.
It was when Simon Murray put himself in the witness box and imagined what a judge would say that investing in walkways and guardrails became a ‘no brainer’.
The property and facility manager of the Melbourne Business School was faced with an important decision: whether to install extra roof anchors and static lines or shift towards more passive forms of fall prevention.
Roof anchors were cheaper initially, while the walkways and guardrails offered a far lower lifetime cost but, in the end, price was not the issue.
The May 2013 National Safety magazine has an article on safety leadership by Australia lawyer, Michael Tooma. It is a terrific article but it also highlights the lack of case studies of the practical reality of safety leadership in Australia and the great distance still required to improve safety. Tooma starts the article with
“It is widely recognised that strong safety leadership is integral to work, health and safety performance in any organisation.” [emphasis added]
Later he writes
“There is little doubt that safety leadership is a prerequisite to a positive safety culture in any organisation.”
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