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(1) Critically analyze the role of diversity and inclusion practitioners and the legal/policy framework for managing diversity and inclusion in Australia. (2) Propose enhanced framework to improve outcomes for disadvantaged groups in the workforce.

Review of international and Australian literature, overview of gains and continuing gaps for disadvantaged groups, and consideration of the features of work health and safety (Robens-style) legislation that could be adapted to the diversity and inclusion jurisdiction.

The role of diversity and inclusion practitioner is often transient and fragmented, offering a limited base to advance the diversity and inclusion cause. Based on indicators, much more work is required to achieve full diversity and inclusion. A stronger legislative/policy framework is needed to increase the effectiveness and longevity of the diversity and inclusion practitioner role, spread responsibility, and achieve improved outcomes.

A lack of qualitative data from workplaces to augment our understanding of the challenges encountered by diversity and inclusion practitioners. To date, there has been no opportunity to test the feasibility of Robens-style legislation/policy in this area.

Opportunity to develop a fully worked proposal for legislative/policy reform to present to the government, employers, professional associations, trade unions, and representatives of disadvantaged groups.

Reforms could have far-reaching implications for the regulation and administration of diversity and inclusion practice in Australia

Critical review of the diversity and inclusion practitioner role and associated legislation/policy in Australia and consideration of an alternative framework for diversity and inclusion in the workplace.

By juxtaposing fatal colliery explosions in early twentieth-century Britain and in 2010 at Pike River, New Zealand, this paper aims to investigate the generalizability of the mock bureaucracy concept to underground coal mining disasters.

The main source is published official accident inquiries; a methodological reflection justifies the use of these materials.

Mock bureaucracies existed in the British underground coal mining milieu from the time when safety rules were first formulated in that industry context. As for Pike River, it is an exemplary case. The development in 1970s Britain of a new approach to safety management (the Robens system), and its subsequent export to New Zealand, means that a contemporary coal mine under financial duress, such as Pike River, is a prime site for mock bureaucracy to flourish.

Although the concept of mock bureaucracy has been applied to an explosion in an underground coal mine before, this is the first paper to explore the concept’s historical usage and generalizability in explaining the environing context of such explosions.