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Why Workplace Meditation is Necessary?

by Shamsul

Why Workplace Meditation is Necessary?

Successful businesses’ foremost goal is to retain a competitive state in the market. For this purpose, they need to clearly visualize their objectives, innovative approach, effective leadership, and determined teamwork. Workplace Meditation is the only way out that helps in obtaining the target. Through research, Europe’s business schools, INSEAD and Harvard Business School have found that “Intuition & Meditation” are the most valuable tools for executives. The cumulative benefits of mindfulness depend on an individual’s role and the whole team’s performance.

 
Role of an Individual
 
It is a fact that business succeeds due to the performance of individuals, as inspiration and innovation start from the beginner level. The possibilities for accomplishment reside in individuals; therefore, they must have creative skills and find infinite opportunities around them. Unluckily, stress and depression diminish the potential of individuals. As a result, they face
 
     
  • Anxiety that does not allow to work collaboratively
    •  
  • Damaged relations that negatively influence on teamwork
    •  
  • Insomnia that negatively impacts on thinking capability and innovation
    •  
  • Low creativity level & mental intelligibility
    •  
 
 
Workplace Meditation
 
In a business environment, stress causes difficulties and makes employees unproductive. As a result, they remain irritable and tired the whole day. Depression and anxiety take away the peace and clarity from personal as well as working life. Meditation practice fights against hostile forces and develops the creative skills to work in a competitive business environment. Some of the benefits of workplace meditation are as follows:
   
 
 
1-     Focus & Clarity | Workplace Meditation
 
Whenever an employee encounters an obstruction while doing his/her job, it causes stress. It is noticed that several employees face such situations almost 12 times a day. Stress negatively impacts heart rate, immunity system and digestion. Concentration and clarity of thought are required for the success of an organization, which are byproducts of peace and serenity achieved by meditation. Furthermore, meditation develops the overall health of employees and reduces the chances of absenteeism from work.
 
 
2-     Workers’ Loyalty | Workplace Meditation
 
If an organization offers a wellness program based on meditation, it will help get employees’ loyalty. Consequently, the company will enjoy high recruit’s turnover and retention. It is a fact that devoted workers do not test the market and consider the company’s success related to their achievement.
 
 
3-     Better Communication | Workplace Meditation
 
Clear thoughts are developed in a clear mind. It is essential for smooth business operations to build effective communication between workers and managers. Most businesses lack quality communication; thus, they must focus on meditation for clarity of thoughts and effective communication.
   
 
 
4-     Improved Productivity | Workplace Meditation
 
Through meditation, the productivity level of companies can improve. When employees are being supported to tackle stress, communicate effectively with employers, and concentrate on their goals, their productivity level increases, and so as the productivity of an organization. Whether an organization has just a few workers or hundreds of employees, it can reap significant benefits by involving the staff in easy meditation drills.
 
 
 
 
 
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Read More:
 
BASIC MEDITATION TECHNIQUES FOR LEARNERS
 
POSITIVE EFFECTS OF MEDITATION ON HUMAN HEALTH
 
MAJOR BENEFITS OF DOING MEDITATION AND HOW TO MEDITATE?
 
 
 
 
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  Employees  
 
 
BusinessCoronavirusManagementMarketing
 
Don’t Make your Company Policies too Strict for Employees
 
 by Shamsul   
 
 
 
 
 
 
 
Don’t Neglect your Employees’ Misery — Take Charge
 
 
Many employees are unhappy with their employers’ return-to-work guidelines. Management must confront employee discontent head-on instead of risking losing productive workers, according to Hise O. Gibson.
 
Many companies may be startled to see their employees leave for good when they enthusiastically reopen their doors well over a year since the COVID-19 epidemic started. Businesses rushed to implement complete rules ranging from full repatriation to offices to entirely remote models, much to the chagrin of their staff. At the very minimum, the epidemic has shown us that one-size-fits-all solutions may backfire spectacularly. In reality, several polls and news stories show that workers who work remotely are just as efficient, allowing their companies to generate record profits in many situations. So, why are there so many businesses working so hard to get all of their workers back to work, despite the fact that staff turnover is increasing across the board? 
 
It’s a trend that may be found in the corporate sector as well. Flag commanders, some of the most powerful military leadership, in the United States Army, where we both worked for many years, frequently think that brilliant officers leave the service for the private industry to earn more money. In truth, a few of these professional employees change since their demands change and they don’t feel addressed by their supervisors or bosses.
 
 
Seize Control as a First Step to Save Employees from Misries
 
Although military groups confront most of the same challenges as commercial teams, executives’ methods to communicate with their superiors may now be used to businesses. The military culture of rules and routines not only brings security and order to a chaotic situation but also builds trust. Over a year of dual pandemics: COVID-19 and racist inequality, we suggest a powerful, straightforward strategy for leaders and organizations attempting to stabilize their employees. “TAKE” is how we refer to it. What it stands for:
 
T = “Take an initiative”: After surviving in pandemic uncertainty for so long, workers don’t want business clichés and inactive social activity.
 
A = As with any other company priority or client initiative, “align” post-COVID personnel policies, assets, and timelines.
   
 
K = Keep your promise and stick to your promises. It’s the most important point: once a worker’s confidence has been gone, it is impossible to recover it.
 
E = “Execute” your firm’s post-COVID workforce strategy as soon as possible and track your success.
 
TAKE’s framework is primarily about confronting the issue head-on. Some managers prioritize other business challenges above employees’ discontent. While this strategy is popular in many businesses, it has the potential to weaken employee trust, inhibit innovation and creativity, and raise turnover.
 
 
Read Also: DOES HANDING AUTONOMY TO YOUR EMPLOYEES FOSTER CREATIVITY?
 
 
Managing Employees with a Greater Degree of Autonomy
 
It is a critical juncture for businesses as they find their “new reality” in the bilateral marketplace for employer-employee interactions. It’s no surprise that pandemic anxiety has prompted many people to prioritize workplace flexibility and well-being. Well-balanced workers seek companies and industries flexible enough to satisfy their personal and professional demands. Individuals also have more right to request decent working conditions. Businesses used to have an edge in uncertain economic times, but that is no longer true. This transition is being welcomed, even welcomed, by proactive leadership. Many companies employees methodical methods to collect employee feedback and transform it into tailored work cultures and rules. These initiatives frequently result in a solid personnel management plan, complete with a well-thought-out schedule and plan of action, which boosts employee morale, engagement, and efficiency.
 
 
Taking into Account All of the Variables
 
In addition, to pay and perks, many aspects impact whether or not employees stay with a company.
   
 
Polls and small group conversations are critical diagnostic tools for building a more comprehensive employee engagement perspective. Officers in the Army conduct “command weather assessments” to gauge the mood of those under their authority. Direct reports and junior-level members of the team can use Leadership Environment Surveys to give honest & confidential input to the organization’s culture. Most significantly, surveys determine the general level of toxicity in the workplace. Execution is essential whether a firm seeks input through polls or conversations. If you want to increase employees involvement, polls should be brief and focused on a few essential areas. To enable the most open discourse, an organization may split individuals by seniority and authority levels. Leaders also can seek advice from a neutral third party. 
 
A comprehensive approach might help reaffirm the impartiality of the feedback and the actions taken as a result. We propose that executives ask themselves the following questions as a starting place for building successful systems and tools:
 
 
1. What categories of people work in my company (specialists, skilled employees, unskilled workers, and semi-skilled workers)?
 
2. How do my efforts in the areas of interest of my staff compare to my actions for particular business KPIs connected to my own bonuses and promotions? Why is there such a discrepancy?
 
3. What causes individuals to abandon my company? How open are the people who will tell you why you’re leaving?
 
 
 
 
 
Read Also: HUMAN RESOURCES POLICIES ARE AN IMPORTANT ELEMENT OF EVERY CORPORATION
   
 
 
 
 
Accept SMART Thinking As A Line of Thinking:
 
Assembling facts, creating a SMART action plan, and defining a timetable are the following steps that are particularly difficult for leaders. Depending on their size, industry, and maturity, firms will head on one of the three paths: 
 
Depending on their industry, size, and maturity, businesses will choose one of three paths: 
 
 
– Spend a lot of time gathering and analyzing employees data; 
 
– Prioritize simple external variables; or 
 
 
Depending on their size, industry, and maturity, firms will head on one of the three paths: 
 
Larger, more established businesses have a more challenging time adapting to change than smaller, more flexible businesses. Organizations can also pursue numerous pathways at the same time, changing the time and work required for each stage.
 
To be fair, going too cautiously at this time poses a significant danger. Employers seeking to retain highly trained and experienced employees may be devastating if they spend another year preparing a plan with no clear outcomes and making strategies against the public’s mood. While quickness is important, leaders must also have a long-term strategy. They must think about techniques that will be commonplace in 30 to 40 years. The choices they make will have a long-term impact on the company. They should consider how their descendants will see their leadership and organizational roles.
   
 
 
 
Need Help or Advice in Content Management or In Marketing Strategy:
 
Do you want more advice? Do you have good practices to share? Express yourself in the comments.
 
Get in touch through Contact our team or my Freelancer.com profile. I always prefer to work through Freelancer.com for smooth functioning. Here you pay safely and securely.
 
 
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HOW TO INCREASE YOUR NATURAL TRAFFIC WITH CONTENT MARKETING?
 
LAYS MARKETING STRATEGY | MARKETING OF LAYS
 
PESTLE ANALYSIS OF NESTLE | NESTLE PESTLE ANALYSIS
 
 
 
 
 
 
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Better TipsBusinessManagementMarketing
 
Employee Work Is Not Satisfactory – How To Inform?
 
 by Shamsul   
 
 
 
 
 
 
Employee Work Is Not Satisfactory – How To Inform?
 
 
How to Tell Someone That His Work Is Bad and How to Change That:
 
You are a hard worker, and you like work to be done on time and done well. For you, this is a small request.
 
So when someone you work with continues to generate unfinished reports or neglected tasks, you lose patience.
 
Not only does it affect what you do. This insufficient task can mean that you are pushing back a significant deadline. But also, maybe you are pissing off a customer. Or that you lose the respect of the rest of society… Basically, the damage caused by this person is costing you and your team dearly.
 
Spending your days trying to reason with him about his job isn’t something you want to do all day. But it’s important to do it respectfully and in a timely manner. Especially if your success and that of your team are important to you.
 
So let’s say you are the supervisor and you are faced with poor performance from an employee. Or that you are an employee who cannot rely on your manager to do the work for you.
 
 
Here are Some Tips To Manage This Situation With More Ease.
 
“Always Treat Your Employees exactly as You Want Them To Treat Your Best Customers”
Stephen R. covey
 
Set Aside All Negative Feelings:
 
 
 
Having a neglected job can irritate even the quietest people, and it’s understandable. Maybe you are already overwhelmed, and it will set you back a few more hours. Maybe you are paying them a lot of money that is now wasted. Or maybe you have asked them repeatedly to follow the instructions presented to them, with no success.
 
It doesn’t matter how upset you are, and this is because it is extremely important to let your emotions take hold before confronting the person about it. Take a walk, write an email to vent your anger that you are not sending. Maybe even wait for a day or two, whatever works for you.
 
Indeed, you want to come across as the calm, cool, and collected professional that you know you are. And shooting the person down won’t just hurt your image, which will easily dissuade her from listening to you and taking your reactions seriously.
 
Do Not Assume Bad Intentions about their Work:
 
This person may have no idea how their actions affect you. Please give them the benefit of the doubt that they are not actively trying to annoy you.
   
 
Perhaps they might have distractions by something going on outside of the office or in their personal lives. But still, maybe the tasks assigned to him are not within his capabilities. Then they can be demotivated, not happy in their job. But still under pressure from someone higher up or indifferent to the work itself.
 
Afterward, this person may know that they are confused. But that she chooses to go ahead to cover her tracks. Indeed, sometimes they do not want to appear unsatisfactory even if the work entrusted to them is too heavy.
 
Ask yourself if one of these might be the cause of the problem before jumping to conclusions yourself. The only way to know what’s really going on is to have a productive conversation.
 
Contact as Soon as Possible (in private):
 
It is best to speak to the person as soon as possible not to affect future work. This way, the employee can start improving as quickly as possible.
 
Raising the issue sooner rather than later also allows you to have a more informal discussion. As opposed to a serious and prolonged discussion. The first time this happens, you can check to see if they were aware of what they did. Maybe those spelling mistakes or badly formatted spreadsheets were really a mistake and they would correct it themselves in the future. But if they don’t, or start over, that might be too much. Once it’s clear that it’s not a fluke, but a bigger performance issue, you’ll probably want to dismiss them privately for talk.
 
Think About The History Of The Person:
 
To Prepare yourself, it is Essential to Gather the Context.
 
Think about the past performance of this employee. Does it usually submit top-notch work, or has it happened before (and how many times)? Is the decrease in quality done slowly or not? The way you approach a big problem will require a much different approach than you have taken for someone disappointing for a long time.
 
Also, is there a trend you can pull off in terms of the type of work that some employees seem to be struggling with? Or are all the tasks assigned to them consistently?
 
Performance really depends on the combination of someone’s abilities and motivation. Therefore, historical data can be a good indicator of whether it is their ability or motivation that is holding them back.
 
Finally, what is this person’s responsibility? Is she generally open to constructive criticism or does she become defensive when she feels left out? Knowing how she has handled comments before will help you decide on your strategy.
 
Consider your Own Role:
 
If you are this person’s boss, you are responsible for supporting them and guiding them to success. Therefore, if she is having difficulty, also ask yourself if there is something different that you can do. Sifting through the possibilities will help you rule out whether you are the problem, or his, or both.
   
 
For example, you might have high expectations that your team is ignoring. Some professionals may be perfectionists or set their personal standards on the work of others and view certain jobs as sloppy, even if they are not. So even if something seems rude to you, it may seem like it’s up to the mark in the eyes of your employees.
 
It is really important that everyone understands what the expectations are. If this does not give the desired results because your instructions are not clear, you will need to remind them exactly what you are looking for. If the reasons they are having difficulty in relation to their lack of support or skills to do the job. Your expectations and level of counseling may require some adjustments for your future assignments.
 
 
 
Ask Thoughtful Questions About Work:
 
 
 
 
When you meet, you’ll want to educate yourself a bit to get to the bottom of it:
 
What’s going on?
 
What they understand about their performance.
 
Why they make the decisions, they make.
 
What their expectations are.
 
 
Start by asking what employees think about their progress and their work. By letting them lead the conversation, they can also conclude that something is wrong.
 
Pay attention to what the person is telling you when answering these questions and show interest. They may need other resources, other people to help them. They might feel like they are being ignored or lacking support. Showing that you take their responses seriously will make them more likely to feel more comfortable and take feedback, now and later.
   
 
 
 
 
Give Examples about Good Work (Without Accusing):
 
 
 
 
They may not really know why their work is not meeting expectations, or they may not see any problem in the work they render.
 
In this case, you will want to present relevant examples that you can refer to rather than being vague. What exactly was wrong with what they did, and what is it supposed to look like? And why is he supposed to look that way?
 
If what they do has an impact on others, you’ll want to mention that as well. Sometimes, after solving the problem of lack of money, the worker may not realize the importance or gravity of their mistakes. Without being adversarial, you can show the worker how this type of shoddy work affects other people and the company’s overall image. To do this effectively, avoid using aggressive and accusatory language or assigning direct blame first. Rather than saying, “You messed it up,” you will explain: “This is how your actions create a negative outcome.”
 
Also, don’t say their work is “sloppy”. This is because the word itself can be interpreted negatively on the recipient’s side. Especially if the person does not perceive their outcome as the result of laziness or neglect.
 
Finally, remind them that you care about their growth and success. You know this person probably wants to grow in their role, so make it clear that tracking your changes will help you get there.
 
While just having a good conversation may be enough to get the person back on track, a kick in the ass can do wonders for someone who pulls up. But even if it requires you to rework some of the ways you collaborate, you’ll come out of it twice as strong.
 
 
 
Keep An Eye On Their Work Progress:
 
 
 
 
Even after you have discussed and made a plan, you need to track their progress and check from time to time. That is, giving feedback, adjusting your strategy, and proposing solutions. More importantly, if their negligence continues, you will need to spell out the consequences of their actions. Whether it is a performance improvement plan or a formal notice.
   
 
But we have to give them a chance to catch up. If these people immediately begin to show small-scale improvement, acknowledge it. Compliments and positive reinforcement will only encourage the person to keep up the good work. This will greatly facilitate his work.
 
 
 
 
Need Help or Advice in Content Management or In Marketing Strategy:
 
 
 
 
Do you want more advice? Do you have good practices to share? Express yourself in the comments.
 
Do you want any help to write content and drive more traffic and boost conversions; get in touch through Contact our team?
 
 
 
 
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  Performance management  
 
 
BusinessManagement
 
HR Management Plan in the Refinery
 
 by Shamsul   
 
 
 
 
 
HR Management & Planning Process and Recruitment Plan
 
The HR planning process involves initially planning of the positions that will be required for managing and performing various functions in the refinery. This includes analyzing the different departments in the refinery, followed by the job positions that will fill these departments. The major departments in the refinery include
 
     
  • Department of Projects
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  • Department of Support Services
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  • Finance and Administration Department and
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  • Department of Planning and Marketing
    •  
 
 
HR Management
 
Strategic HR Planning In Short Will Involve Four Steps (HR Management)
 
     
  • Assessing the HR current capacity in the refinery, this process will involve assessing the required knowledge, abilities and skills of the staff currently present needed for the refinery, through the process of creating skill inventory for every employee.
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  • Forecasting the refineries HR requirements, this will include Hr needs for the refinery in the future based on the goals of the refinery. Forecasting in real sense will involve estimating demand and supply of human resources for the refinery.
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  • Analyzing the gap, this refers to identifying where your organization wants to be in the distant future and where it is standing presently. This process calls for an analysis of the staff’s skills, abilities, and education requirements needed in the future compared to the current situation.
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  • Developing HR-related strategies that support the strategies of the refinery, here based on the future requirement of the refinery, strategies in particular with the HR requirements are devised based on future needs.
    •  
 
 
 
The recruitment plan for the refinery will include recruiting of new staff members with the abilities and skills that will be required by the refinery today and tomorrow. In this phase, available options that are found to strategically promote the opening of jobs and encouraging a suitable candidate to apply will also be looked into.
 
 
 
Selection and Placement Plan (HR Management)
 
The selection and placement plan of the refinery will follow the below-stated steps.
 
 
 
     
  • Identify the position and evaluate the needs associated with the position. Since new positions are being created for the refinery, it is important to understand the strategic goals of the refinery and analyze any expected or upcoming change in the role in the future. Based on the job analysis performed in the previous section, gaps can be found, if any, and further recruiting steps can be taken.
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  • The nest core step is to develop a position description which will be further used to develop questions, evaluations, and reference check questions for the interview.
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  • Identification of responsibilities and duties is also a major step in the selection and placement plan stating the general information, position purpose, essential functions, minimum requirements, and preferred qualifications.
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  • Developing a recruitment plan that is approved by the organizational unit. This should be carefully structured and should map out a strategy capable of attracting and of hiring qualified candidates from a group of the qualified applicant pool that involves members from the underrepresented groups and women.
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  • Select a search committee who will interview the applicants and select them according to qualification, skills, and abilities that match the job position. The committee usually consists of 6 members or less.
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  • Post the position (placement) through placing ads in newspapers, networking channels, and social media and through job agencies.
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  • Review the potential candidates and shortlist, interview, select, hire and finalize.
    •  
 
 
   
 
 HR Management
 
Training and Employee Development Plan (HR Management)
 
The training and employee development program in the refinery targeted towards a successful employee learning experience. It facilitates employees abilities to better serve the refinery and his position. The plan in this regard is as follows
 
     
  • Conducting regular self-assessments. This process is using various different assessment tools. Through this, the employee assesses their abilities, skills, values, weaknesses, and strengths. Companies are using for comparing these set of skills with the ones defined in the job description.
    •  
  • Identification of development activities by assessing the best methods and resources that carry out for employee development.
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  • Implement the plan and regularly evaluate the progress and make any changes that may be needed. Some cost-effective ways of development and training include on job experience through involving with committees, forums and conferences, critical incident notes, job aids, field trips, job expanding, job rotation, job shadowing, learning alerts, stretch assignments, peer-assisted learning, and special projects. Other methods of training and development include methods that are based on relationship and feedback, such as mentoring, coaching, networking and performance appraisal. Workshops, seminars, courses are also other off job methods to the development of an employee.
    •  
 
 
 
HR Management Plan
 
Performance Management Plan and Scheme (HR Management)
 
Performance management in the refinery centers on encouraging maintenance of organizational culture and development that continuously promotes a positive and productive work environment. The basic plan and objectives of the performance management scheme in the refinery are as follows
 
     
  • Ensure clarity in the goals and requirements of an employee regarding the annual goals of the position.
    •  
  • Linking individual performance and development planning with the priorities and goals of the department or organization ion a broad manner.
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  • Providing regular feedback to the staff member and the supervisor on a regular basis throughout the review cycle on an annual basis.
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  • Determining the appropriate training for a position for career development purposes.
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  • Annual review of achievement of assigned goals and regular performance feedback based on self-assessment and discussion with the supervisor or the department head.
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  • Provide evaluative judgmental proof to base incremental progression on.
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  • Planning of staff development training and performance goals for the next cycle (annual).
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  • Ensuring that the workload is at all-time easily manageable and consistent with the safety and health of the staff member.
    •  
 
 
 
 
   
 
HR Management
 
Compensation and Benefits Scheme and Plan (HR Management)
 
The refinery follows compensation and benefits plan both in the form of intrinsic and extrinsic benefits. The refinery’s compensation and benefits scheme is as follows
 
 
 
     
  • Health benefits – Almost 75% of healthcare expenses born by the refinery for all its employees. It is covering hospital bed charges, vaccines, medications, and drugs on prescription, professional physician services. It may require treatment out of the country. The dental treatments that do not require hospitalization, vision care expenses limited to a specialist only. Professional services expenses of medical experts such as physicians, chiropractors, physiotherapists, etc. The detailed medical plan covers each aspect of the health benefit offered by the refinery to its employee.
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  • On job benefits – such as special house rent benefits and furniture increments every three years, transportation expenses included in monthly payments and other such provisions.
    •  
  • Retirement plans – These apply to employees that serve the refinery for over 20 years. The refinery considers their services valuable to its success and based upon the job position and years of service a lump sum amount is applicable to the candidate on retirement. Furthermore, the candidates can also opt for the retirement savings plan with the refinery which will deduct a certain agreed amount from the pay every month and discharge the savings amount at the termination of the job or at retirement as applicable.
    •  
  • Other Benefits – Certainly, there are other indirect benefit perspectives that the refinery provides. It includes the option pooling in days off that they use at some special occasion. (It depends on the discussion with the supervisor prior to deciding upon). Furthermore, offering yearly off days without any pay cut, etc.
    •  
 
HR management
 
Health and Safety Plan (HR Management)
 
Any organization needs to focus and develop a health and safety plan, which is also the case with the refinery as well, though being a more important concern depending on the nature of the work. Our health and safety plan is as follows
 
 
   
 
Safety (HR Management)
 
     
  • You must design the facility and maintain in a manner that provides training and conducts operations in ways that safeguard both people and property.
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  • An instant and effective response to any kind of accident or emergency that may occur owing to the operations at the refinery cooperating with concerned government agencies and industry organizations. Also, apply authorized regulations at places where laws do not exist.
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  • Work in collaboration with government agencies to extend knowledge on safety. It secure environment for the people and property of the refinery.
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  • Stress ever contractor, employee and all others working in the refinery to be responsible. They are accountable for safe performance on the job while ensuring safe behavior at work at all times.
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  • Most noteworthy, undertake regular appropriate reviews and operations evaluations. For the reason to measure progress and ensure compliance with the standard policy.
    •  
 
 
 
Health (HR Management)
 
     
  • Identify and regularly evaluate health-related risks related while in operations of the refinery.
    •  
  • Implementation of appropriate protective measures and programs in order to control risks. Monitoring of potentially affected employees.
    •  
  • Acquiring more knowledge related to health risks associated with the refinery.
    •  
  • Determine initially at the time of appointment and later during the job. The fitness of the employee, ensuring that no undue risk is present to the employee’s health.
    •  
  • Also, offer all necessary medical services. If the employee suffers from any job-related illness. It includes injury and or any medical emergencies.
    •  
  • Comply with all applicable laws and regulations.
    •  
 
 
 
Read More:
 
How to Avoid Desperation in Life
 
 
 
 
 
Resources:
   
 
http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm
 
http://hr.ucr.edu/recruitment/guidelines/process.html
 
http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm
 
http://www.adm.monash.edu.au/enterprise-agreements/academic-professional-2009/65.html
 
http://hrcouncil.ca/hr-toolkit/compensation-employee.cfm
 
http://www.exxonmobil.com/Australia-English/PA/Files/publication_safetycase_altonaref.pdf
 
 
 
 
 
 
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