Resolving Individual Labour Disputes: a Comparative Overview
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Report of the Working Party on the Review of the Labour Tribunal
CONTENTS CHAPTER ONE – INTRODUCTION .............................................................1 I. Establishment of the Working Party ................................................1 II. Background ......................................................................................1 III. The Work of the Working Party .......................................................2 IV. Scope of the Review.........................................................................3 V. The Report........................................................................................3 CHAPTER TWO – THE SET-UP, PRACTICE AND PROCEDURE OF THE LABOUR TRIBUNAL .......................................................................4 I. The Set-Up of the Tribunal ..............................................................4 A. Registry..................................................................................4 B. Tribunal Officers....................................................................4 C. Presiding Officers ..................................................................5 II. The Staffing and Location of the Tribunal.......................................6 III. Jurisdiction of the Tribunal ..............................................................6 IV. Processing of Claims in the Tribunal ...............................................8 A. Filing Claims..........................................................................8 B. Inquiries by Tribunal Officers................................................8 C. Hearings in -
The Risk Management Standard AS/NZS 4360
BROADLEAF CAPITAL INTERNATIONAL PTY LTD ABN 24 054 021 117 23 Bettowynd Road Tel: +61 2 9488 8477 Pymble Mobile: +61 419 433 184 NSW 2073 Fax: + 61 2 9488 9685 Australia www.Broadleaf.com.au [email protected] Specialists in Strategic, Enterprise and Project Risk Management TUTORIAL NOTES: THE AUSTRALIAN AND NEW ZEALAND STANDARD ON RISK MANAGEMENT, AS/NZS 4360:2004 1 Introduction Dr Dale F Cooper, a Director of Broadleaf, is a founding member of the joint Standards Australia and Standards New Zealand Technical Committee OB-007 that developed the Australian and New Zealand Standard on risk management, AS/NZS 4360:2004 [7], and the associated Handbook [8], and Grant Purdy, an Associate Director of Broadleaf, is currently Chair of the Committee. Dennis Goodwin is also a member of the committee. The Standard was developed in response to a perceived need for practical assistance in applying risk management in public sector and private sector organisations. It has since become one of the most popular Standards in publication, and a range of supporting handbooks has been prepared. At least part of the focus on the importance of risk management and the drive for a Standard was stimulated by the release of the NSW Government Risk Management Guidelines in 1993 [6] and their designation as NSW Government policy for all capital works expenditure above $5 million. Dr Cooper made substantial contributions to the NSW Guidelines, whose structure is very similar to that of the Standard. The approach of the Standard has since been adopted by the Australian Government [2, 3, 4], a range of large public companies [1 , for example] and the UK National Health Service. -
Guidelines for Health Surveillance [Nohsc:7039(1995)]
GUIDELINES FOR HEALTH SURVEILLANCE [NOHSC:7039(1995)] DECEMBER 1995 1October 1995 2 FOREWORD The National Occupational Health and Safety Commission is a tripartite body established by the Commonwealth Government to develop, facilitate and implement a national occupational health and safety strategy. This strategy includes standards development, the development of hazards- specific and industry-based preventive strategies, research, training, information collection and dissemination and the development of common approaches to occupational health and safety legislation. The National Commission comprises representatives of peak employee and employer bodiesthe Australian Council of Trade Unions and the Australian Chamber of Commerce and Industryas well as the Commonwealth, State and Territory governments. Consistent with the National Commission’s philosophy of consultation, tripartite standing committees have been established to deal with issues relating to standards development, research and the mining industry. Expert groups and reference groups may be established to provide advice to the standing committees on those issues with which the National Commission is concerned. i December 1995 PREFACE The following is a list of the Guidelines for Health Surveillance [NOHSC:7039(1995)] which are published as part of a series by the National Commission: • acrylonitrile; • inorganic arsenic; • asbestos; • benzene; • cadmium; • inorganic chromium; • inorganic lead; • creosote; • isocyanates; • inorganic mercury; • 4,4'-methylene bis (2-chloroaniline) -
Guide to Machinery and Equipment Safety
Guide to machinery and equipment safety Contents Introduction ................................................................................................................................ 3 Consulting workers and workplace health and safety representatives ...................... 3 1. Key principles of machinery and equipment safety ............................................ 4 1.1 Mechanical hazards ................................................................................................ 4 1.2 Non-mechanical hazards ....................................................................................... 5 1.3 Access hazards ........................................................................................................ 6 Access.......................................................................................................................................... 6 2. Risk control of machinery and equipment hazards ............................................. 9 2.1 Risk control of general hazards ........................................................................... 9 2.2 Risk control of mechanical hazards ................................................................. 10 Guarding .................................................................................................................................... 10 Other mechanical hazard risk control options ................................................................ 13 2.3 Risk control of non-mechanical hazards ........................................................ -
Right to Freedom of Association in the Workplace: Australia's Compliance with International Human Rights Law
UCLA UCLA Pacific Basin Law Journal Title The Right to Freedom of Association in the Workplace: Australia's Compliance with International Human Rights Law Permalink https://escholarship.org/uc/item/98v0c0jj Journal UCLA Pacific Basin Law Journal, 27(2) Author Hutchinson, Zoé Publication Date 2010 DOI 10.5070/P8272022218 Peer reviewed eScholarship.org Powered by the California Digital Library University of California ARTICLES THE RIGHT TO FREEDOM OF ASSOCIATION IN THE WORKPLACE: AUSTRALIA'S COMPLIANCE WITH INTERNATIONAL HUMAN RIGHTS LAW Zoe Hutchinson BA LLB (Hons, 1st Class)* ABSTRACT The right to freedom of association in the workplace is a well- established norm of internationalhuman rights law. However, it has traditionally received insubstantial attention within human rights scholarship. This article situates the right to freedom of as- sociation at work within human rights discourses. It looks at the status, scope and importance of the right as it has evolved in inter- nationalhuman rights law. In so doing, a case is put that there are strong reasons for states to comply with the right to freedom of association not only in terms of internationalhuman rights obliga- tions but also from the perspective of human dignity in the context of an interconnected world. A detailed case study is offered that examines the right to free- dom of association in the Australian context. There has been a series of significant changes to Australian labor law in recent years. The Rudd-Gillard Labor government claimed that recent changes were to bring Australia into greater compliance with its obligations under internationallaw. This policy was presented to electors as in sharp contrast to the Work Choices legislation of the Howard Liberal-Nationalparty coalitiongovernment. -
How Informal Justice Systems Can Contribute
United Nations Development Programme Oslo Governance Centre The Democratic Governance Fellowship Programme Doing Justice: How informal justice systems can contribute Ewa Wojkowska, December 2006 United Nations Development Programme – Oslo Governance Centre Contents Contents Contents page 2 Acknowledgements page 3 List of Acronyms and Abbreviations page 4 Research Methods page 4 Executive Summary page 5 Chapter 1: Introduction page 7 Key Definitions: page 9 Chapter 2: Why are informal justice systems important? page 11 UNDP’s Support to the Justice Sector 2000-2005 page 11 Chapter 3: Characteristics of Informal Justice Systems page 16 Strengths page 16 Weaknesses page 20 Chapter 4: Linkages between informal and formal justice systems page 25 Chapter 5: Recommendations for how to engage with informal justice systems page 30 Examples of Indicators page 45 Key features of selected informal justice systems page 47 United Nations Development Programme – Oslo Governance Centre Acknowledgements Acknowledgements I am grateful for the opportunity provided by UNDP and the Oslo Governance Centre (OGC) to undertake this fellowship and thank all OGC colleagues for their kindness and support throughout my stay in Oslo. I would especially like to thank the following individuals for their contributions and support throughout the fellowship period: Toshihiro Nakamura, Nina Berg, Siphosami Malunga, Noha El-Mikawy, Noelle Rancourt, Noel Matthews from UNDP, and Christian Ranheim from the Norwegian Centre for Human Rights. Special thanks also go to all the individuals who took their time to provide information on their experiences of working with informal justice systems and UNDP Indonesia for releasing me for the fellowship period. Any errors or omissions that remain are my responsibility alone. -
THE NEW ISO RISK MANAGEMENT STANDARD Grant Purdy
Society for Risk Analysis Wellington Meeting, 2009 RAISING THE STANDARD – THE NEW ISO RISK MANAGEMENT STANDARD Grant Purdy Associate Director, Broadleaf Capital International Chair, Standards Australia and Standards New Zealand Risk Management Committee, OB7 Nominated Expert, ISO Technical Management Board Risk Management Working Group 1 The New Standard It is 14 years since the first version of the Australian and New Zealand Risk Management Standards, AS/NZS 4360:1995, was published. It is now be replaced by a new international standard that in Australia will be called AS/NZS ISO 31000:2009 and will be published on 27th October. AS/NZS 4360:2004 has been adopted throughout the world. Its widespread acceptance and the respect it has earned over the years are the main reasons that it was used as the first draft of the new ISO standard. The definition of risk in the new Standard is: the effect of uncertainty on objectives. The change in definition shifts the emphasis from, in AS/NZS 4360, ‘the event’ (something happens) to ‘the effect’ and, in particular, the effect on objectives. By way of illustration, risk isn’t the chance of the share market crashing but the chance that a crash will disrupt or affect you or your organisation’s objectives by, for example, limiting capital for expansion. Both the old and new definitions clearly place risk in the context of what an organisation wishes to achieve: its objectives. Risk arises because those objectives are pursued against an uncertain background. An organisation may set its objectives, but to achieve them it often has to contend with internal and external factors and influences it may not control and which generate uncertainty and thus risk. -
AS/NZS ISO 31000:2009 Risk Management Process
AS/NZS ISO 31000:2009 - ISO/IEC 31010 & ISO Guide 73:2009 International Standards for the Management of Risk Kevin W Knight AM; CPRM; Hon FRMIA; FIRM (UK); LMRMIA. CHAIRMAN ISO PROJECT COMMITTEE 262 - RISK MANAGEMENT MEMBER STANDARDS AUSTRALIA / STANDARDS NEW ZEALAND JOINT TECHNICAL COMMITTEE OB/7 - RISK MANAGEMENT P 0 BOX 226, NUNDAH Qld 4012, Australia E-mail: [email protected] 06/12 Managing Risk • We all manage risk consciously or unconsciously - but rarely systematically • Managing risk means forward thinking • Managing risk means responsible thinking • Managing risk means balanced thinking • Managing risk is all about maximising opportunity and minimising threats • The risk management process provides a framework to facilitate more effective decision making History of the ISO and Risk Management • Over 80 separate ISO and IEC Technical Committees are addressing aspects of risk management • 27th June 2002, ISO/IEC Guide 73, Risk Management - Vocabulary‖ published. • 2004 ISO Technical Management Board (TMB) – approached by Australia and Japan – AS/NZS 4360:2004 to be adopted by ISO. • June 2005, TMB sets up Working Group (WG) • 15.11.2009 ISO 31000 & ISO Guide 73 published • 19.11.2009 AS/NZS ISO 31000:2009 replaces AS/NZS 4360. • 27.11.2009 ISO/IEC 31010 published. Terms of Reference as approved by Technical Management Board • The WG provides a document which provides principles and practical guidance to the risk management process. • The document is applicable to all organizations, regardless of type, size, activities and location and should apply to all type of risk. Terms of Reference as approved by ISO TMB (Continued) The document should: • establish a common concept of a risk management process and related matters. -
THE PLACE of the EMPLOYMENT COURT in the NEW ZEALAND JUDICIAL HIERARCHY Paul Roth*
233 THE PLACE OF THE EMPLOYMENT COURT IN THE NEW ZEALAND JUDICIAL HIERARCHY Paul Roth* This article considers the status of the Employment Court and its position in the overall court structure in New Zealand. It examines the issue from both an historical and comparative New Zealand legal perspective. Professor Gordon Anderson has written much on the Employment Court and its predecessors. He championed its independent existence as a specialist court1 when it was under sustained attack in the 1990s by the Business Roundtable and New Zealand Employers' Federation (both now absorbed by 2 3 or transformed into different organisations), and by some in the then National government. The * Professor, Faculty of Law, University of Otago. 1 See Gordon Anderson A Specialist Labour Law Jurisdiction? An Assessment of the Business Roundtable's Attack on the Employment Court (Gamma Occasional Paper 5, 1993); Gordon Anderson "Specialist Employment Law and Specialist Institutions" (paper presented to the New Zealand Institute of Industrial Relations Research Seminar on the Future of the Employment Court and the Employment Tribunal, 23 April 1993); Gordon Anderson "The Judiciary, the Court and Appeals" [1993] ELB 90; and Gordon Anderson "Politics, the Judiciary and the Court – Again" [1995] ELB 2. 2 See New Zealand Business Roundtable and New Zealand Employers' Federation A Study of the Labour- Employment Court (December 1992); Colin Howard Interpretation of the Employment Contracts Act 1991 (New Zealand Business Roundtable and New Zealand Employers Federation, June 1996); Bernard Robertson The Status and Jurisdiction of the New Zealand Employment Court (New Zealand Business Roundtable, August 1996); and Charles W Baird "The Employment Contracts Act and Unjustifiable Dismissal: The Economics of an Unjust Employment Tax" (New Zealand Business Roundtable and New Zealand Employers Federation, August 1996). -
Understanding Australian Labour Law
Ul/d"I',"I"'''/iIlK Austruliun Labour '''</\1' '27 Understanding Australian Labour Law Kerl Spooner University of Technology, Sydney TIll' purpose of II';.~paper is 10 provide an (}\'erl'iew ofthe legaljramework with in which employmetu ronditions are established in Australia. Comparative studies in lirefield of employment relations can promote understanding ofthe factors and processes that determine such phenomena and ('(III genera te a better understanding I!f our own country's institutions and practices. 71,1' need/ill" such understanding is becoming more urgent in the context (!{ globalisatio« lind the quest for some understanding of what might be deemed as socially responsible employment conditions. However, comparative international employment relation '.I' StII{~Valso presents particular chollenges, as there are international differences ill terminology as 11'1'/1 as problems in distinguishing between the loll' and actual practice. This paper aims lit assisting the development ofcomparative empkrytnen! relations studv by providing 0 detailed but simplified examination o] Australian labourIaw which mightform the basesforfuture comparative studv. Introduction Governments of all political persuasions in all industrial and industriajising countries pass laws establishing the framework within which employment relations institutions and processes are determined. The rights of individuals in employment flow either directly from legal standards established by government 01' from thlf operations of institutions and processes provided under the law. The forces of globalisation have a siglfificanl impact upon employment conditions and have increased the need for understanding of labour law at internauonal and naiional levels. There is considerable and growing pressure for multi- national organisations operating in countries offering cheap labour to provide employment conditions that are socially responsible. -
US Bank Workers Report
Global Finance Workers Alliance UNI Finance Global Union, CWA & Committee for Better Banks Version: Final Date: 04.02.2014 US Bank Workers Report Better Banks for People People for Better Banks “Together we can create better banks for jobs, communities and societies” 1/11 Background information: The Committee for Better Banks (CBB), Communication Workers of America (CWA) and UNI Finance Global Union (UNI) have joined forces to campaign for better working conditions for finance workers in the United States and throughout the world. The delegation has organized a day of action in New York City February 18 th to highlight key inequalities and injustices faced by America’s finance workers, bringing together bank workers from across the world to march on Wall Street and show their solidarity for the cause of America’s downtrodden employees. According to a Committee for Better Banks report, there exists a tale of two banking industries. The outsized wealth and power of Wall Street is evidenced in salary raises of CEO’s like Jamie Dimon, who in 2013 received a 74% pay increase making his salary closer to $20 million, after being fined $20 billion dollars in regulatory and criminal charges. Meanwhile, average bank worker wages are so low that almost one third of bank tellers in America receive some sort of public assistance. Over a third of tellers are living at or below poverty level in contrast to the executives of Wall Street. While average wages have steadily declined on Wall Street since the financial crisis of 2008, the top fifty financial CEOs’ compensation collectively rose by 26% in 2010 and by 20.4% in 2011. -
Trade Union Regulation and the Accountability of Union Office-Holders: Examining the Corporate Model
JOBNAME: No Job Name PAGE: 1 SESS: 1 OUTPUT: Thu Jul 17 11:41:04 2003 /journals/journal/ajll/vol13/07−00224 Trade Union Regulation and the Accountability of Union Office-Holders: Examining the Corporate Model Anthony Forsyth* Australian trade unions have traditionally been subjected to high levels of legal regulation. This has resulted in the development of a substantial body of federal law imposing standards of accountability on unions, and regulating the conduct of their officials. In recent years, the federal government has suggested that unions should be subjected to further regulation. In particular, the government has proposed that new accountability measures borrowed from corporations law should be imposed on unions. This article examines the government’s proposals, focussing on those that would fix union officials with fiduciary and other duties similar to those applying to company directors. The conclusion is reached that the many differences between unions and companies — in terms of the reasons they exist, the purposes they serve, the interests created in their members and the role and functions of their managers — are such that the imposition of a corporate model of regulation on trade unions is inherently flawed. For this and other reasons, including the decline of the arbitration system and the statutory support it provided to unions, it is argued no justification can be made out for the government’s proposals. Introduction In recent years, Australian trade unions have been confronted with a series of legislative changes, at both state and federal level, which have challenged their traditional role and influence in the workplace.