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Collective Labour Agreement (CAO) for Theatre and Dance 1 January 2014 – 30 June 2016 FNV Kunsten Informatie en Media (FNV Kiem) Jan Tooropstraat 1 1062 BK Amsterdam T. 020 – 355 36 36 E. [email protected] W. www.fnv-kiem.nl Nederlandse Associatie voor Podiumkunsten (NAPK) Piet Heinkade 5 1019 BR Amsterdam T. 020 – 7517010 E. [email protected] W. www.napk.nl 2 Contents Preamble .......................................................................................................... 4 Chapter 1 General ............................................................................................. 5 Article 1 Article 2 Article 3 Article 4 Article 5 Definitions ..............................................................................................................5 Scope and character of the CAO ...........................................................................7 Publication .............................................................................................................7 Interim changes .....................................................................................................7 Duration and expiry of the CAO .............................................................................7 Chapter 2 Employment..................................................................................... 7 Article 6 Article 7 Article 8 Article 9 Article 10 Article 11 The contract of employment ..................................................................................7 Trial period .............................................................................................................8 Contracts of employment for a definite period .......................................................8 Medical examination prior to commencing employment ........................................8 Medical examination during employment...............................................................9 Termination of employment ...................................................................................9 Chapter 3 Salary ............................................................................................. 10 Article 12 Article 13 Article 14 Article 15 Article 16 Article 17 Salary conditions for the theatre sector ...............................................................10 Salary conditions for the dance sector .................................................................11 End-of-year bonus ...............................................................................................11 Holiday bonus ......................................................................................................11 Salary during incapacity for work .........................................................................11 Payment of salary in the event of death...............................................................12 Chapter 4 Working hours and rest periods .................................................. 12 Article 18 Article 19 Article 20 Article 21 Article 22 Article 23 Article 24 Article 25 Announcement of the schedules..........................................................................12 Breaks..................................................................................................................12 Availability per season .........................................................................................13 Activities during unscheduled hours ....................................................................13 Activities abroad ..................................................................................................14 Rest periods.........................................................................................................14 Performance-free weeks for actors ......................................................................14 Working hours and rest periods in the Netherlands .............................................14 Chapter 5 Days off and holiday leave ........................................................... 16 Article 26 Article 27 Article 28 Article 29 Article 30 Days off................................................................................................................16 Public holidays .....................................................................................................16 Holiday leave and atv days ..................................................................................16 Accumulation of holiday leave during incapacity for work ....................................16 Special leave .......................................................................................................17 Chapter 6 Allowances .................................................................................... 17 Article 31 Article 32 Article 33 Article 34 Professional expenses .........................................................................................17 Allowances for activities outside the company location .......................................17 Cooperation on publicity and audiovisual recordings ...........................................17 Union contribution ................................................................................................18 Chapter 7 Long-term career management .................................................... 18 Article 35 Article 36 Long-term career management ...........................................................................18 Refresher courses ...............................................................................................19 CAO for Theatre and Dance 1.1.2014 - 30.6.2016 3 Chapter 8 Social consequences of reorganisation ...................................... 20 Article 37 Social plan regulations .........................................................................................20 Chapter 9 Other rights and obligations ........................................................ 21 Article 38 Article 39 Article 40 Article 41 General obligations ..............................................................................................21 Working for third parties .......................................................................................22 Outsourcing .........................................................................................................22 Legal liability ........................................................................................................22 Chapter 10 Additional provisions .................................................................... 23 Article 42 Article 43 Article 44 Article 45 Article 46 Article 47 Pension scheme ..................................................................................................23 Stichting Omscholing Dansers Nederland ...........................................................23 Sociaal Fonds Podiumkunsten(Performing Arts Social Fund) .............................23 Trainees and traineeship fee ...............................................................................24 Agency staff .........................................................................................................24 Social Commission for Theatre and Dance .........................................................24 APPENDICES ........................................................................................................ 25 Appendix 1 Salary and job matrix for theatre ................................................. 26 1A Theatre: the salary table ..................................................................................................................26 1B Theatre: job scale classification .......................................................................................................27 1C Theatre: descriptions of the standard jobs .......................................................................................28 1D Theatre: appointment of combi-officers............................................................................................50 Appendix 2 Salary and job matrix for dance ................................................... 51 2A Dance: rules of application for salaries ............................................................................................51 2B Dance: rules of implementation for dancers’ salaries .......................................................................53 2C Dance: Key jobs and scales .............................................................................................................54 2D Dance: rules of implementation for salaries for technical jobs .........................................................55 2E Dance: rules of implementation for salaries for administrative and supporting jobs .........................56 2F Dance: description of key jobs..........................................................................................................57 Appendix 3 Model job performance interview form........................................ 62 Appendix 4 Model appraisal system and appraisal form ............................... 64 Appendix 5 Accommodation expenses ........................................................... 67 Appendix 6 Regulations for study facilities .................................................... 68 Appendix 7 Trainee policy ................................................................................ 69 7A Trainee policy .............................................................................................................................69 7B Model trainee placement agreement for student dancers and actors ..............................................70 Appendix 8 Self-employed individuals in the performing arts ...................... 72 Appendix 9 Procedures for the Social Commission CAO for Theatre and Dance 73 INDEX ........................................................................................................ 75 CAO for Theatre and Dance 1.1.2014 - 30.6.2016 4 Preamble Agreement on the CAO for Theatre and Dance On 13 June 2014, the CAO parties FNV Kiem and NAPK reached a negotiated agreement on the first joint CAO for Theatre and Dance. Like the previous separate CAOs for Theatre and for Dance, it concerns a minimum CAO. CAO parties want this CAO to form the basis for a reasonable policy for terms of employment in the Dutch professional theatre and dance sector, which is suited to social and sectoral developments. This CAO aims to offer clarity and support to employees and employers, as well as flexibility and a basis for customisation. The existing separate job matrices and salary schemes in the CAO for theatre 2013 and the CAO for dance 2013 respectively have been included in this first joint CAO without amendment. The aim is to include one new up-to-date job and salary matrix for both sectors in the next joint CAO. Duration The CAO has a duration of two and a half years, and runs from 1 January 2014 to 30 June 2016. Agreements on financial components have no retroactive effect, but come into force on the effective date of notification of the CAO to the Ministry of Social Affairs and Employment, unless otherwise stipulated. Salary increases The salary scales as included in this CAO will be increased structurally by: 1% as of 1 September 2014 1% as of 1 September 2015 0.5% as of 1 January 2016: on condition that if the government contribution to the development of labour costs (ovaruimte) for the wage movements component is higher than 1.5% in 2015, the excess will be used to supplement the 0.5% by a maximum of 1% as of 1.1.2016. The salary increase as of 1.1.2016 may thus total a maximum of 1.5%. Formal agreements 1. Declare generally binding Social partners will make further agreements about applying for a Generally Binding Declaration for this CAO. 2. New job and salary matrix During the duration of this CAO, social partners will have a new job and salary matrix developed for the theatre and dance sector. To finance this, an application will be submitted to the Sociaal Fonds Podiumkunsten/Sociaal Fonds Theater. 3. Expansion of the Flexibility and Security Act With a view to the change in the ‘ketenbepaling’ (chain provision) expected to take place on 1 July 2015 in the new Work and Security Act, social partners will make every effort to retain the existing flexibility possibilities included in this CAO after the amendment of the law. 4. Sociaal Fonds Podiumkunsten During the duration of this CAO, the social partners will formulate further tasks and goals for the Sociaal Fonds Podiumkunsten. 5. Arts academies and trainees The social partners are of the opinion that the number of students at the arts academies should be considerably reduced within four years, and will inform the Ministry of Education, Culture and Science and the educational institutes of this opinion. The reason for this opinion is that both the number of trainee places and the number of vacancies in the theatre and dance sector are much more limited than the number of graduates from the academies. This leads to (hidden) unemployment in the sector on the one hand and to displacement on the other. 6. Evaluation of the new CAO Well before the end of the duration of this CAO, the CAO partners will evaluate the use and experience of the new CAO and consider the results of this evaluation in the negotiations about the next CAO. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 5 Chapter 1 General Article 1 Definitions activities The activities agreed on between employer and employee. atv reduction in working hours (see definition of working week). break A period of at least 15 consecutive minutes, in which the shift work is interrupted and the employee has no obligations regarding the stipulated work (ATW). company location The place(s) where the employer is based and where the employee works. contract of employment The agreement concluded between employer and employee as specified in Art. 7:610 of the Civil Code. dance Dance in the broadest sense of the word, with or without music/words, for all age and audience groups, on stage or on location. Dance can contain elements of other arts disciplines and performing arts disciplines. Exceptions are productions that consist entirely or mainly of music, acting, opera, operetta, musical, cabaret, puppetry and circus. day contract A contract of employment for the limited period of one day, on which rehearsals and/or a performance take place. day off An unbroken period of 24 hours in which no work is carried out, such as a free day, weekend, holiday, public holiday or atv day. These days may not coincide, unless a public holiday falls on a weekend. The day off begins after the rest period following the shift prior to the day off. employee Natural person who has concluded a contract of employment with an employer, as defined in this Article. employee participation body Exceptions are: - employees on a zero hour or stand-by contract; - self-employed individuals (ZZP-ers); - employees of Dutch Public Opera & Ballet to whom the HMA/DNO CAO applies on the basis of their contract of employment; - in the theatre sector: artistic and managing director, and general manager; - trainees, except for the provisions in this CAO regarding traineeship fee, traineeship policy and model trainee placement agreement; - holiday workers; - extras; - employees appointed through an employment agency or payroll company; - employees appointed through temporarily subsidised employment projects, not including employees with a ‘combination post’ funded by the subsidy scheme under the Impuls Brede Scholen covenant. Representation of the personnel, such as a works council (OR), staff representation or staff meeting. employees’ organisation Union for the Arts, Entertainment, Information and Media Industries (FNV KIEM) employer Any legal natural person living in the Netherlands or legal entity based in the Netherlands, who: - is a member of the Dutch Association of Performing Arts (NAPK) and belongs to the theatre and/or dance sector; - in case of Generally Binding Declaration of this CAO: produces and/or performs only or mainly theatre and/or dance, measured to at least 50% of the wage bill; and - to that end has one or more employees on a contract of employment, as defined in this Article. Exceptions are employers to whom one of the following CAOs is applicable: - the CAO Nederlandse Podia; - the CAO Nederlandse Orkesten; CAO for Theatre and Dance 1.1.2014 - 30.6.2016 6 employers’ organisation - the CAO Nederlandse Poppodia en – festivals. Dutch Association of Performing Arts (NAPK) holiday worker Pupil or student who works during holidays for a maximum of eight weeks per year. journey time Shift journey time in the Netherlands and/or abroad, on authority of the employer, and which therefore counts as part of the 1720 available hours on an annual basis. This does not include commuting time. night shift A shift in which more than one hour of work is carried out between 00.00 and 06.00. other personnel Personnel with a generally regular pattern of work on working days from Monday to Friday, which is covered by the standard provisions of the Working Hours Act (ATW). This includes the secretarial and administrative office staff. partner The person to whom the employee is married or with whom a registered partnership has been entered into, or else the person with whom the employee has had a joint household for at least six months according to a notarial cohabitation contract, or for at least five years according to another proof of cohabitation acceptable to the employer. performance-related personnel Personnel directly involved in the performance, to whom the Working Hours Decree (ATB) applies in addition to the Working Hours Act (ATW). This includes technicians, rehearsal directors, directors, ballet masters, production and tour managers, stage managers, dressers, and hair and make-up artists. performing artists Performing artists aged 18 and up (dancers, actors, musicians and singers, etc.) who are excluded from the Working Hours Act (ATW). rest period The hours that are not working hours and which do not coincide with a free day. salary The gross monthly wage, subject to the salary scheme in this CAO, agreed on between employer and employee, excluding the allowances mentioned in this CAO and excluding the holiday bonus and other allowances and bonuses. season The period from 1 August to 31 July of the following year, or a period set by individual employers of twelve months from the end of the summer holiday of one year to the end of the summer holiday of the following year. shift An unbroken period in which work is carried out and which comes between two consecutive unbroken rest periods of at least 8 hours (ATW). A shift lasts for at least 4 hours, except when the shift concerns only the travel time to a performance venue where the work begins the following day. theatre Theatre in the broadest sense of the word, with or without text, for all age and audience groups, on stage or on location. It includes performances and mime. Theatre can contain elements of other arts disciplines and performing arts disciplines. Exceptions are productions that consist entirely or mainly of music, dance, opera, operetta, musical, cabaret, puppetry and circus. trainee Student who is in temporary employment with the employer on the basis of their school programme, under the supervision of that school and of the employer. week/working week And unbroken period of 7 x 24 hours in which work is carried out in accordance with the shift timetable that has been set. working day A day on which work is carried out in accordance with the scheduled shift (see definition of shift). working hours The hours in which work is carried out for the employer (ATW). working week The length of the working week is based on 40 hours per week. The system of 12 atv days/96 atv hours per calendar year/season means that employees work an average of 38 hours a week. ZZP-er Self-employed person without personnel (ZZP-er), who carries out activities on the basis of a commission contract. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 7 Article 2 Scope and character of the CAO 1. This CAO is applicable to the contracts of employment between employers and employees as referred to in Article 1. 2. This CAO is a minimum CAO. The individual employer is free to make agreements that deviate from the CAO to the benefit of the (individual) employee. 3. This CAO does not alter rights conferred individually insofar as they exceed the rights laid down in this CAO and insofar as they were recorded in writing in the individual contract of employment before the date of commencement of this CAO. 4. Appendices I to 9 are part of this CAO. Article 3 Publication 1. The employer is obliged to issue the employee with a copy of the CAO. 2. The employer is obliged to enable job application candidates to consult a copy of this CAO during the procedure. 3. An English translation of this CAO will be made available. Only the Dutch-language version will be legally binding. Article 4 Interim changes 1. If drastic changes take place in the general socio-economic relations in the Netherlands or in the social insurance system, parties are entitled to propose and agree changes to the provisions of this CAO, including the salary regulations and pension scheme, also within the duration of this CAO. 2. If no agreement is reached on the changes referred to in section 1 within two months after they have been presented to the other CAO party by registered post, the party that has made the proposal is entitled to terminate this CAO at one month's notice by means of a registered letter to the other party. Article 5 Duration and expiry of the CAO 1. This CAO came into force on 1 January 2014 and is valid until 30 June 2016. 2. If neither party has stated in writing at least three months before the expiry date of this agreement that it wishes to terminate the present agreement, it will be assumed to be extended for another year. 3. Termination by one of the parties must be carried out by registered post addressed to the other party. Chapter 2 Employment Article 6 The contract of employment The contract of employment is concluded in writing in duplicate (in Dutch) and signed by the employer and the employee. Any translation into English or another language will not be legally binding. 1. 2. Before commencing employment, the employer will offer the employee a written contract of employment, which will include at least the following points: a. employer’s name, address and registered office; b. employee’s personal details and address; c. employee’s job title and/or nature of the activities; d. place(s) where the activities are carried out; e. date of commencement of employment; CAO for Theatre and Dance 1.1.2014 - 30.6.2016 8 f. g. h. i. j. k. l. m. n. o. nature (limited or unlimited period), duration and notice period of the contract of employment; trial period, if agreed; scope of the employment, expressed as a part-time percentage or fte; number of days’ holiday and atv days; amount of salary (gross monthly wage) and deductions, salary scale and date of payment; 8% holiday bonus and date of payment; working hours per day/shift or week; participation in the PFZW pension scheme; provision about use of personal details; a declaration that the employee has taken cognizance of the content of the relevant CAO(s) and any company regulations and is in agreement with them. Article 7 Trial period Contrary to the provisions contained in Article 7:652 section 4 of the Civil Code, the maximal trial period in all cases is two months, except in the case of a contract of employment shorter than six months. The agreement on the trial period must be recorded in writing in the individual contract of employment under penalty of nullity. Article 8 Contracts of employment for a definite period Contrary to Article 7:668a of the Civil Code, the following will apply. Commencing on the day on which: contracts of employment for a definite period between employer and employee exceed a 48-month period, with intervals of no longer than three months (intervals included), as of this day, the last contract of employment is deemed a contract of employment for an indefinite period; more than 15 contracts of employment for a definite period between employer and employee have been concluded, with intervals of no longer than three months, the last contract of employment is deemed a contract of employment for an indefinite period Article 9 Medical examination prior to commencing employment 1. A pre-employment medical examination can only be part of the appointment procedure if there are specific medical requirements for a job, e.g. for the jobs of dancers and technicians. The examination is restricted to those specific job-related medical requirements. The employer can oblige candidates for such jobs to cooperate on a job-related pre-employment medical examination. In that case, sections 2 to 6 of this Article are applicable. 2. a. The contract of employment is not considered to be binding until a declaration has been issued by a doctor, chosen by or on behalf of the employer, stating that, on the basis of a job-related examination prior to entering employment, the employee to be appointed is able to perform the activities in question. b. This job-related examination will be held before the date fixed for entering employment. The result of the examination will be passed on to those concerned within 14 days of the determination of the result. 3. The employer bears the costs of the examination as specified in section 1, including the travel and accommodation expenses of the employee within the Netherlands. These expenses are remunerated in accordance with the travel and accommodation regulations included in this CAO. 4. The prospective employee can submit a request for a second job-related examination within 14 days of receipt of the result of the examination as specified in section 1. The employer is obliged to comply with this request. The employer bears the costs of the second examination. The doctor for this second examination is chosen by or on behalf of the employer in consultation with the employee, and will not be the same as the doctor who performed the first pre-employment examination. The result of this second examination is binding. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 9 5. Contrary to the provisions of section 2 of this Article, the employer may conclude a contract of employment with the employee in special cases, even though the employee has not been medically approved. 6. The provisions of the preceding sections are not applicable to the employee who engages in a new contract of employment as the result of a merger or alteration in the private law status of the employer. Article 10 Medical examination during employment 1. The employee is obliged to undergo a medical examination if the employer considers that the physical or mental condition of the employee hinders or may hinder him from performing his work properly. Those concerned will be informed of the result of this medical examination within 14 days of its determination. 2. Without prejudice to the provisions in section 1, those employees who perform heavy manual work in the performance of their duties will be examined periodically on the initiative of the employer to see whether there are any medical objections to the continuation of their activities. The employer determines which employees are subject to compulsory examination, on the understanding that it will apply at any rate to those employees who are employed as dancers or technicians. The frequency of the periodical examination will be determined per company. 3. The employer can also offer a preventive medical examination (PMO), in which the employee can participate voluntarily. The employer is not informed of the results of the PMO unless the employee wishes to discuss the results with the employer. Article 11 Termination of employment 1. Employment is terminated: a. during or at the expiry of the trial period at the request of the employer or the employee; b. on the date agreed by the employer and employee by mutual agreement; c. legally on the expiry date of a contract of employment for a definite period. NB: from 1 January 2015, the employer is obliged to announce this and confirm it in writing at least one month in advance; d. by termination by the employer or the employee, subject to the provisions of sections 3 and 4 of this Article; e. on the date on which the employee reaches the legal retirement (AOW) age; f. on the death of the employee; g. in the case of instant dismissal for urgent reasons affecting the employer or employee as determined in Articles 7:678 and 7:679 of the Civil Code; h. if dissolved in court on the basis of Article 7:685 or 7:686 of the Civil Code for serious reasons or by default. 2. After a period in which the employee has been incapacitated for work for at least 24 months, the employer can apply for permission to dismiss him on the grounds of incapacity for work. 3. The manner and date of giving notice a. Notice must be given in writing and with a statement of the reasons. b. Notice of termination should be given in such a way that termination of employment coincides with the end of the calendar month. c. Any additional relevant provisions in the individual contract of employment or in the company rules and regulations are applicable. 4. The term of notice In the case of contracts for an indefinite period, contrary to Article 7:672 paragraphs 2 and 3 of the Civil Code, a period of notice of at least two months must be observed by both the employer and the employee. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 10 Chapter 3 Article 12 Salary Salary conditions for the theatre sector 1. Job scales Every job is classified in a standard job in accordance with the Job descriptions of the standard jobs for theatre in the appendix Salary and job matrix for theatre. In accordance with the Scale classification for theatre jobs, the job is classified in the scale corresponding to the standard job concerned. If more than one standard job is applicable, the employee is classified in the job with at least the knowledge and skills required of the employee concerned. 2. Classification of the employee The salary amounts to at least the minimum of the salary scale applicable, as set out in the salary table in the appendix Salary and job matrix for theatre. A higher classification may be made on the basis of the employee’s experience and/or development with his own or another/other employer(s), training, special contribution, responsibilities, significance for the organisation, doubling, and reports from annual, appraisal or exit interviews. The salary scales are subdivided in salary increments (numbered lines). These increments in the salary scale can be seen as indicative salary increments on the basis of experience and/or normal development in the job. Exceptions may be made to this. One indicative salary increment in the relevant scale is equal to one year of experience and development in the job. In principle, one year of experience and development counts if the employee has worked in the same or a similar job for at least six months in the calendar year before 1 January prior to entering employment. Musicians in theatre productions are classified as Actor Volunteer, Actor I or Actor II. 3. Salary increases If the employer uses a job performance and appraisal system (models for which are included in this CAO as an appendix), the employer can withhold a salary increase if the employee’s job performance is considered inadequate. If the job performance is adequate or good, or if no job performance and appraisal system is used, the salary is increased on 1 January of each year by at least one salary increment, providing the maximum of the applicable scale has not yet been reached. Above average experience and/or development, contribution, extra responsibilities or doubling, etc. may be reasons for the employer to grant an employee a salary increase of more than one salary increment. In exceptional cases, the maximum of the highest salary scale included in the CAO may be deviated from, to the employee’s benefit. 4. Day contracts 1. The daily salary corresponding to a day contract is at least the minimum set out in the appendix with the Salary table for Theatre, which includes the minimums and maximums of scales I to IX and day contracts. 2. The salary corresponding to a day contract is based on the following: a. the salary amounts to 1/20 of the applicable monthly salary, if it concerns a working day consisting of one rehearsal shift; b. the salary amounts to 1/10 of the applicable monthly salary, if it concerns a working day consisting of more than one rehearsal shift and/or a performance. 5. Directing allowance An actor who does directing on an incidental basis receives a monthly allowance during the period that he fulfils the role of director (preparation, rehearsals and any follow-up) amounting to three salary increments above the numbered line in which the actor concerned is classified at the time. 6. Appointment to a higher position If an employee is appointed to a position on a higher scale, the employer increases the employee’s salary by two salary increments (numbered lines). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 11 Article 13 Salary conditions for the dance sector 1. The salary of employees in the dance sector, regardless of which company, education company or subcompany they are employed by, is set in accordance with one of the following appendices: - Salary scales for dancers; - Salary scales for technical jobs in the dance sector; - Salary scales for administrative and auxiliary jobs in the dance sector. 2. Classification takes place on the basis of the appendix Description of key jobs. 3. Models for conducting performance and appraisal interviews are included as an appendix to this CAO. The employee will be immediately informed in writing of a change in salary or scale based on such an interview. 4. The employee must be able to access his salary two days before the end of the calendar month or salary period at the latest. If the employee is eligible for an allowance on top of his salary, he must be able to access this allowance in the second month after the agreement was made. The following articles in this chapter apply to both the theatre and dance sectors Article 14 End-of-year bonus 1. Besides the regular salary, the employee is entitled to a bonus of € 400 gross per year, in the case of a full-time contract. In the case of part-time contracts and contract periods shorter than 12 months, a proportionate amount is applicable. 2. The bonus is paid in one instalment, along with the salary for the month of December over the previous twelve months or, if the contract of employment between employer and employee ends earlier in the year in question, along with the last salary payment. 3. The employee can opt to exchange his end-of-year bonus for three extra days of holiday (see also the chapter Days off, holidays and leave), to be taken in agreement with the employer. Article 15 Holiday bonus 1. The employee is entitled to a holiday bonus for each calendar month or part of that month during which he is employed. This holiday bonus amounts to 8% of the salary earned per calendar month. 2. The holiday bonus is paid over a period of twelve months, calculated from the month of June of the previous calendar year. 3. The employer will pay the holiday bonus to the employee on 31 May of the calendar year concerned at the latest. Article 16 Salary during incapacity for work 1. Besides the legal obligations in Article 7:629 of the Civil Code, the Regeling beleidsregels beoordelingskader poortwachter is also applicable to both employee and employer. 2. An employee who is incapacitated for work as a result of illness, pregnancy or childbirth, and to whom the exclusion and suspension clauses in Article 7:629 of the Civil Code are not applicable, is entitled to continued payment of wages in accordance with the following phasing: 100% in weeks 1-26 90% in weeks 27-52 80% in weeks 53-78 70% in weeks 79–104 CAO for Theatre and Dance 1.1.2014 - 30.6.2016 12 3. In addition to the provisions of sections 1 and 2 of this Article, an employee who is incapacitated for work as a result of illness, pregnancy or childbirth and who meets one of the conditions below is entitled to 100% continued payment of wages for a maximum of 104 weeks - calculated from the first day of illness. This concerns an employee who: is fully and permanently incapacitated for work and is entitled to IVA benefit; or is working in his own job for at least 40% of the contract of employment as part of a reintegration process, whether or not on an occupational therapy basis; or is training or retraining, or has started in a suitable job with his own or another employer as part of a reintegration process. 4. If, in connection with his partial incapacity for work, an employee is carrying out another job, whether or not for the same employer, on the grounds of which he earns income from work or activities, this income will be deducted from the continued payment of wages insofar as it exceeds the 100% level of income from the employer. 5. The continued payment of wages referred to in sections 2 and 3 is discontinued when the contract of employment with the employer is terminated or when the employee has reached retirement age. Article 17 Payment of salary in the event of death 1. On the death of the employee, besides the payment of salary up to and including the last day of the month in which the death occurred, a one-off benefit of two monthly salaries will be paid to the partner with whom the employee had a joint household. If this situation is not applicable, the payment may be made to the person/people whom the employer considers to be eligible in all fairness. 2. The death benefit referred to in section 1 of this Article is reduced by the amount paid to the surviving relatives in the case of the employee’s death pursuant to a health or occupational disability insurance policy. Chapter 4 Working hours and rest periods 4.1 General The provisions in this chapter are applicable, insofar as relevant, to all personnel groups: performing artists, performance-related staff and other staff. The employer ensures the best possible balance between working hours and rest periods, in accordance with the legally required working conditions policy and, where possible, taking account of the personal circumstances and wishes of employees. If these do not correspond to the interests of the organisation, the interests of the organisation will prevail. Article 18 Announcement of the schedules 1. As far as possible, the schedule for the calendar year or season will be set before or at the start of the calendar year or season, following agreement with the employee participation body. 2. The employer will inform the employee about the activities (and any special circumstances) of a working week 12 days prior to that working week at the latest. Emergencies form an exception to this rule. 3. Performance dates are announced in writing four weeks beforehand. In the case of unforeseen circumstances, this rule may be deviated from in agreement with the employee participation body. Article 19 Breaks 1. If the working hours are longer than 5.5 hours, there will be one break of at least half an hour or two breaks of 15 minutes. If the working hours are longer than 10 hours, there will be one break of at least 45 minutes or three breaks of 15 minutes. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 13 2. The employee is entitled to a lunch break of at least half an hour if the working hours are longer than 5.5 hours, if they start before 12.00 and end after 14.00. 3. The employee is entitled to a dinner break if the working hours are longer than 5.5 hours, if they start before 16.00 and end after 19.30. The length of the dinner break is at least: • 1 hour in the case of activities in the company location, if dinner can be eaten on the working premises; • 1.5 hours in the case of activities in the company location, if dinner cannot be eaten on the working premises; • 1.5 hours in the case of activities outside the company location, if dinner can be eaten on the working premises; • 2 hours in the case of activities outside the company location, if dinner cannot be eaten on the working premises; 4. Breaks of half an hour or longer are not counted as working hours. 5. On agreement with the employee participation body, the employer can implement different break regulations. In that case, the breaks are counted as working hours. Article 20 Availability per season 1. The employer can ask an employee to be available for 1720 hours per calendar year/season. All travelling times in the Netherlands and abroad are included in calculating the maximum availability per calendar year/season. The number of working days per year depends on the allocation of atv days in hours or in days. In agreement with the employee participation body, each company can make further agreements about allocating or saving atv days. The hours of availability and the number of working days per year are calculated as follows: Number of days per year Holiday days by law Non-statutory holiday days Public holidays (average) Weekends or days off instead of weekends Maximum number of working days/hours without atv per calendar year/season Atv days/hours Maximum number of working days/hours after deduction of atv per calendar year/season 365 -20 -7 -7 -104 days 227 days/1816 hours -12 days/96 hours 215 days/1720 hours 2. In the case of activities that cannot be planned beforehand (e.g. repeat performances), the working hours can be extended by a maximum of 200 hours to a maximum of 1920 hours per year. The employer and employee agree to compensate these overtime hours in time or in money, based on the hourly wage in accordance with the factor monthly salary/165. Except for emergencies, the employee is not obliged to work overtime. Article 21 Activities during unscheduled hours The employer can request the employee to carry out activities outside the scheduled hours. The employee is not obliged to do so, unless agreed in the individual written contract of employment and except for emergencies. Working hours outside the scheduled hours will be compensated in time as soon as possible, or else saved up by mutual agreement between employer and employee and allocated at a later date. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 14 Article 22 Activities abroad 1. The employer will announce the tours to be made in good time. If tours last longer than 15 days, the employer will give all the relevant information to the employee participation body well in advance. 2. In consultation with the employee participation body, the employer can make alternative agreements about the allocation of days off, rest periods, breaks and atv days, in connection with a foreign tour. 4.2 Working hours and rest periods for performing artists General The provisions in this section apply to performing artists aged 18 and up (dancers, actors, musicians and singers, etc.), who are excluded from the working hours and rest periods provisions of the Working Hours Act (ATW). The principle is that performance time counts as working hours and that no classes or rehearsals will be planned on Sundays in principle. Article 23 Rest periods 1. Daily rest periods a. Employees are entitled to an unbroken rest period of at least 11 hours in each continuous period of 24 hours. This rest period is calculated from the end of a shift, or else - if it occurs outside the company location - from the time of arrival back at the company location. b. In the case of a dress rehearsal, the rest period may be shortened to no less than 8 hours, with the agreement of the employee participation body and no more than twice per season. c. Between the end of the afternoon activities and the start of the evening activities, dancers are entitled to a rest period of at least 2 hours. 2. Weekly rest periods Employees are entitled to an unbroken weekly rest period of at least 36 hours in each continuous period of 7 x 24 hours. Contrary to this rule, an unbroken rest period of at least 60 hours in each continuous period of 12 x 24 hours can be implemented, with the agreement of the employee participation body. Article 24 Performance-free weeks for actors An actor who plays main roles in two consecutive productions is entitled to a period of at least two performance-free weeks between the last performance of one production and the dress rehearsal of the next production. 4.3 Working hours and rest periods for performance-related personnel General The provisions in this section are based on both the Working Hours Decree (ATB, section on performing arts) and the Working Hours Act (ATW). The performance-related personnel includes, as a rule, technicians/stage managers, rehearsal directors, directors, ballet masters, production and tour managers, dressers, and hair and make-up artists. Article 25 Working hours and rest periods in the Netherlands General In the case of activities outside the company location in the Netherlands, the shift begins at the start of the activities in the performance venue and ends at the time of arrival back at the company location, or else - if not returning to the company location - at the overnight accommodation. The rest periods are allocated in such a way as to ensure that there is always a period of at least 8 hours between the time of arrival back at the company location or the overnight accommodation and the time of departure from the company location or the accommodation the following day. 1. Daily working hours and rest periods a. The employer will organise the work in such a way that the employee: does no more than 12 hours’ work per shift, followed by an unbroken rest period of at least 11 hours, CAO for Theatre and Dance 1.1.2014 - 30.6.2016 15 whereby the rest period may be reduced to no less than 8 hours no more than 10 times per year and 4 times per period of 4 consecutive weeks, or with the agreement of the employee participation body, does no more than 14 hours’ work per shift, providing that this shift is followed by an unbroken rest period of at least 24 hours. This may be applied no more than 26 times per period of 52 consecutive weeks, or with the agreement of the employee participation body, has an unbroken rest period of at least 11 hours in a period of 24 consecutive hours, whereby the rest period may be reduced to no less than 8 hours no more than 117 times per period of 52 consecutive weeks. In that case, the shift may comprise no more than 16 hours, including breaks and travelling time. If this is followed by a day or night shift of no more than 12 hours, this shift will be followed by an unbroken rest period of at least 24 hours. b. The employer will also organise the work in such a way that the employee does no more than 12 hours’ work per day or night shift that ends after 02.00, followed by an unbroken rest period of at least 14 hours. Once per unbroken period of 7 x 24 hours, this rest period may be reduced to no less than 8 hours no more than 10 times per year. 2. Weekly working hours and rest periods a. In each unbroken period of 7 x 24 hours, the employee will do no more than 65 hours of work. During the two weeks prior to a premiere, the employee will do no more than 72 hours of work per week. b. In each unbroken period of 4 weeks, the employee will do no more than 50 hours of work per week on average. In each unbroken period of 13 weeks, the employee will do no more than 45 hours of work per week and in each unbroken period of 52 weeks, an average of 38 hours of work per week. c. In each unbroken period of 7 x 24 hours, the employee is entitled to an unbroken rest period of at least 36 hours. In deviation from this rule, with the agreement of the employee participation body, an unbroken rest period of at least 60 hours in each unbroken period of 12 x 24 hours may be applied instead. 3. Working hours and rest periods abroad a. In the case of performances abroad, the working hours included in this CAO will be observed, unless critical unforeseen circumstances necessitate deviating from them. The employee participation body will be notified of this necessity. b. In the case of activities at performance venues abroad, the travelling time to and from the performance venue counts as working hours. c. In the case of flights where there is a difference in time zone of more than four hours, a rest period of at least 24 hours is scheduled after arrival, in order to acclimatise, before commencing the activities. If necessary, this rule may be deviated from, in agreement with the employee participation body. 4. Working hours in the case of overnight stays a. In the case of an overnight stay following activities outside the company location, the working hours end on arrival in the overnight accommodation and start the next day on leaving the overnight accommodation. If the employee decides to arrive at the overnight accommodation later than strictly necessary, the time at which he could have arrived is counted as the ending time of the working hours. b. If several performances take place in series at the performance venue where the overnight accommodation is located, a fixed 8-hour period of working hours is calculated, or the actual number of hours if that is more than 8, for the second and subsequent day(s). 4.4 Working hours and rest periods for other personnel General Other personnel includes all employees who are not in the groups of performing artists and/or performance-related artists, and who usually have a regular pattern of work from Monday to Friday. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 16 These employees are covered by the standard provisions of the ATW. Employers from each organisation make further agreements with their employees within the limits of this Act. Chapter 5 Days off and holiday leave General In the case of a full contract of employment, employees are entitled every year to at least 104 weekend days or compensation of those days, 27 holiday days, 12 atv days and a maximum of 7 public holiday days, insofar as they fall on a working day. (See the Article Public holidays). Article 26 Days off 1. For each unbroken period of 13 weeks, a minimum of 18 days off are scheduled, of which at least 5 x 2 days are allocated consecutively. 2. Employees are entitled to at least 13 free Sundays per year (period of 52 weeks). 3. Employees are entitled to at least 8 performance-free days per month, of which at least 6 are completely free (i.e. with no rehearsals). Article 27 Public holidays The following count as public holidays: 25 and 26 December, 1 January, Easter Sunday and Easter Monday, Whit Sunday and Whit Monday, Ascension Day, the King’s Birthday and once every five years 5 May. If the employee has to work on one or more of these days, the public holidays in question are compensated with a day off. If public holidays fall on a Saturday or Sunday, this compensation does not lead to extra days off over and above the regular days off referred to in the previous Article. Article 28 Holiday leave and atv days 1. In the case of full-time employment, the employee is entitled to 27 days of holiday leave and 12 atv days/96 atv hours per year. With the agreement of the employee participation body, the employer can set collective holiday periods, which are announced before 1 January of the year concerned. In the case of unforeseen circumstances, collective holiday periods may be communicated by 1 March of the year concerned at the latest. 2. Employees on a contract of employment for at least six months are entitled to one unbroken holiday of at least three weeks per year. 3. The employer and employee may agree to cancel the days of holiday leave and/or atv days that exceed the legal number. In that case, the employee will receive compensation for these days on the basis of his hourly wage. 4. With the agreement of the employee participation body, the employer can make an arrangement for all employees or for certain groups of employees for saving up atv days until a subsequent year or until the end of the contract of employment. 5. The employee can choose to exchange his end-of-year bonus (see the relevant Article in the chapter Salaries) for three extra days of holiday leave, to be taken in agreement with the employer. Article 29 Accumulation of holiday leave during incapacity for work Employees who are incapacitated for work accumulate holiday leave over the whole period of their incapacity for work. When to take the accumulated holiday leave is agreed by the employer and the employee, in compliance with the legal period of limitation. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 17 Article 30 Special leave 1. Legal ruling for leave The employer adheres to the Work and Care Act (WAZO) concerning the allocation of pregnancy and maternity leave, adoption leave, foster care, emergency leave (fully paid), short-term care leave (fully paid), long-term care leave, parental leave and unpaid leave. See also http://wetten.overheid.nl/BWBR0013008/. 2. The employee is entitled to special leave with full pay in the following cases: • if the employee's partner gives birth: five days; • in the event of the death of the employee's partner and/or children: from the day of decease up to and including the day after the funeral; • in the event of the death of the employee’s parents, grandparents, brothers/sisters and parents-inlaw: two days. 3. The employee is entitled to special leave with full pay, insofar as the activities of the company are not unduly disturbed by it, in the following cases: • on the day the employee takes out a marriage licence: one day; • for the wedding of the employee: two days; • if the employee moves house: one day; • if the employee who is a member of a trade union takes part in meetings, board meetings and consultations about terms of employment or cao matters. Chapter 6 Allowances Article 31 Professional expenses Employees are entitled to reimbursement of expenses if expenses are incurred in carrying out the professions. In agreement with the employee participation body, the employer can choose from the following options: a. the employer provides material and resources necessary for carrying out the profession properly; b. employees are responsible for providing material and resources and can declare the expenses for them to the employer; c. the employer gives a fixed allowance for the specified expenses. This allowance lapses if the employee has not worked for more than six weeks. Article 32 Allowances for activities outside the company location 1. If activities take place outside the company location, whether in the Netherlands or abroad, a contribution towards accommodation expenses is given, in accordance with the appendix Accommodation Expenses included in this CAO. 2. Travelling expenses are paid by the employer. The employer can specify the means of transportation. If the employee chooses not to make use of the specified means of transportation, he pays the travelling expenses himself. If the employee does not make use of the specified means of transportation by necessity, or with permission from the employer, his travelling expenses will be reimbursed on the basis of the specified means of transportation. 3. In all cases, the employee is required to be at the performance location at the time before curtain-up specified by the employer at the latest. Article 33 Cooperation on publicity and audiovisual recordings 1. Cooperation on publicity The employee will cooperate on publicity for the organisation and its productions for no extra fee. The term publicity is understood in the broadest sense of the word, within the limits of reasonableness. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 18 2. Cooperation on audiovisual recordings Employees who are employed by the employer as performing artists will cooperate, in compliance with the following provisions, on making audiovisual recordings of their artistic performances on all audiovisual media (digital and otherwise), including video, television, radio, film, CD, CD-ROM, DVD and internet. 3. Permission for use of the recordings The employees referred to in the previous paragraph give the employer their permission: a. for internal use of the recordings referred to in paragraph 2, e.g. for rehearsal, archive and documentation purposes; this also includes recordings solely intended for the personal appraisal of programmers and impresarios (of theatre, festivals and television); b. for external (public) distribution and presentation of the recordings referred to in paragraph 2 via all distribution channels (digital and otherwise), including television, radio, film, CD, CD-ROM, DVD and internet. 4. Entitlement to fees and exceptions a. The employer will pay employees cooperating on recordings for external distribution and presentation as referred to in paragraph 3b a reasonable fee on the basis of the Related Rights Act, barring the exceptions referred to in paragraph 4b. b. The following situations form exceptions to the entitlement to fees: distribution and presentation of recordings of part of an artistic production, with a maximum duration of five minutes, whereby this part does not form a whole in its own right; distribution and presentation of recordings made during benefit events, where all the proceeds go to the intended goal or charity of the event; distribution and presentation of recordings for purposes of publicity and/or education. Purposes of education are when the recording is used solely as teaching material in schools. 5. Fees The fees below are determined in agreement with the employee participation body: a. an advance payment As an indication, the fee shall amount to no less than € 100 gross per employee. and/or: b. a subsequent payment This payment will only be made in cases that involve substantial net profits after deduction of the expenses incurred by the employer. c. payments other than those in 5a or 5b, e.g. in the form of a one-off lump sum. Article 34 Union contribution Insofar as permissible by the tax authorities, the employer will reimburse the employee’s contribution for union membership - on production of proof of membership - while simultaneously having the gross salary reduced by an equal amount. Chapter 7 Long-term career management Article 35 Long-term career management NB: This Article is not applicable to employees employed as dancers, as this specific professional group comes under the scheme of Omscholing Dansers Nederland. See the relevant Article in this CAO. General Promoting a long-term career policy and long-term employability is a responsibility of both the employer and the employee. The employer pursues a personnel policy that is geared towards different phases of life and long-term employability. The content of the policy is subject to the following conditions: CAO for Theatre and Dance 1.1.2014 - 30.6.2016 19 1. Maintaining employability a. At least once a year, the employer and employee talk about the progress of the employee’s employability. b. This talk is held partly in relation to agreements about the career budget (see below) and can be linked to the performance and/or appraisal interview. c. The agreements made in this talk are recorded in writing in an action plan. d. The employee is expected to have a cooperative and pro-active attitude to increasing his employability, and to fulfil the agreements made with regard to his employability. e. The employer holds consultation with an employee who is not/no longer functioning optimally about the possibilities of changing job or tasks and about any associated refresher courses, retraining and changes in hours and/or salary. f. In realising the agreements made, use can be made of the employee’s career budget referred to below. 2. Accruing career budget a. From 1 January 2014, the employee has a career budget of 24 hours per year in the case of full-time employment. Saving up career budget is maximised at 24 days (of 8 hours) in the case of full-time employment. After this, no more accrual takes place until hours that have already been saved have been taken. In the case of part-time employment, the accrual of career budget applies pro rata. b. The career budget is granted annually on an advance basis in hours (time). If the contract of employment is interrupted in the interim or if the employment time factor changes, there will be a recalculation. No limitation period applies to the hours of the career budget. On termination of employment, the hours that have not been taken will lapse, unless the termination is on the employer’s initiative, except in the case of dismissal for urgent reasons. c. Employees who are partially incapacitated for work under the WAO/WIA and who carry out work for the employer for the part that they are able to work accrue career budget proportionate to the hours worked. 3. Aim of the career budget and how it is used a. The aim of the career budget is to promote the long-term employability of the employee. The following conditions apply to using the career budget: the budget is used in the first place for leave for the purpose of training, refresher courses or retraining, or other activities that directly benefit the labour market position of the employee; in second place, the budget can be used for other leave purposes, e.g. supplementary care leave or reduction in working hours (up to a maximum of 50%) directly prior to retirement. b. The career budget is used on the basis of agreement between the employee and the employer. Every year, the employer and employee talk about this and make concrete agreements about the use and future use of the budget. The agreements are recorded in writing. c. The employee must submit leave requests, in compliance with the aforementioned aims of use and following the agreements made with the employer, as soon as possible to the employer. If the employee wishes to take leave of one month or longer, he must request this leave in writing at least three months before the leave commences. The employer grants the request unless it conflicts with urgent organisational or shift interests. Article 36 Refresher courses 1. The employee may be obliged to take refresher courses deemed necessary by the employer (and employee) for carrying out the employee’s job. 2. The refresher courses are regarded as assigned activities that take place, in principle, during working hours and the costs of which are paid by the employer. 3. If an employee wishes to take a course of study or training course, it must be determined in agreement with the employer whether and how the costs are reimbursed and how the study leave is arranged. The appendix Regulations for study facilities, included in this CAO, will be observed in this regard. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 20 Chapter 8 Article 37 Social consequences of reorganisation Social plan regulations 1. General These social plan regulations apply only to the consequences for personnel of situations resulting from subsidy cuts or withdrawal, such as closure, reorganisation, restructuring, partial closure or merger, whether or not coupled with changes in policy and activities in the employer’s organisation. 2. The target group These social plan regulations apply only to: a. employees on a written contract of employment for an indefinite period with an employer as defined in this CAO, who have not yet reached the legal retirement age on the date of termination of employment. b. employees on one or more written contract(s) of employment for a definite period, which succeed one another with breaks of less than three months and one day, who have worked for an employer as defined in this CAO for longer than three years on the date of termination of employment and who have not yet reached the legal retirement age on the date of termination of employment. Staff and employees to whom these social plan regulations are not applicable are: - all employees excepted as an employee from the application of this CAO in Article 1 of this CAO; - employees whose contract of employment is or will be terminated during the trial period or due to an urgent reason as referred to in Article 7:677 or 7:678 of the Civil Code, or because of otherwise poor performance; - employees whose contract of employment is or will be terminated in connection with incapacity for work for a period of two years or longer; - employees who have reached the legal retirement age on the intended final date of the contract of employment; - employees whose contract of employment is or will be terminated due to a reason other than in connection with a situation resulting from subsidy cuts or withdrawal as referred to in section 1 of this Article. 3. Non-statutory income support Employees who are dismissed as a result of the situation referred to in section 1 of this Article and who meet the conditions of the target group referred to in section 2 of this Article are entitled to receive a WW supplement from their employer of 15% of their last-earned salary during the wage-related WW benefit to which the employees are entitled as of the dismissal date. NB: This section is applicable subject to changes in the law that may influence these regulations, e.g. changes to the dismissal rights and/or the social insurance rights; i.e. the WW supplements will lapse when, as a result of any change in the law, the employee is entitled to financial allowances or contributions that are more favourable to the employee than the WW supplements as referred to in this section. 4. Continuation of pension accrual Employees receiving a WW supplement as referred to in the previous section of this Article can continue to accrue pension during the wage-related WW benefit on a voluntary basis, insofar as this is permitted under the pension scheme. Continuation of pension accrual only takes place if the employee so wishes and is prepared to pay the employee’s part of the premium that applied before the dismissal date. In that case, the employer will continue to pay the employer’s part of the premium. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 21 5. Employee’s obligations Employees threatened with dismissal as a result of a situation as referred to in section 1 of this Article and who meet the conditions of the target group referred to in section 2 of this Article are obliged to actively work on their reappointment within or outside their own organisation and to do everything possible to provide the employer with all necessary information and details (including documents needed for calculating financial supplements) in good time and in accordance with the truth. Not cooperating actively on reappointment and/or giving incorrect or incomplete information, as well as improper use or misuse of the arrangements provided may result in exclusion from these social plan regulations and lead to reclamation of any sums already paid. 6. Support for work-to-work programmes Employees can receive support in finding another job through the digital mobility platform for the performing arts on www.C3-werkt.nl and through the Servicepoints Cultuur at UWV, as long as these arrangements still exist. Employees are free to choose alternative outplacement support. 7. Financial contribution towards mobility or retraining For each employee who is made redundant, the employer will defray the costs of support in finding a new job to a maximum of € 5,000 excluding VAT in the case of full-time employment, or the costs of retraining to a maximum of € 8,000 excluding VAT in the case of full-time employment. Retraining is offered only if this is considered necessary by the employer. In the case of part-time employment, the maximum amounts stated in this section will apply pro rata. If an employee does not make use of the support or retraining arrangements or terminates them prematurely, he will not be entitled to any substitute financial support. Chapter 9 Article 38 Other rights and obligations General obligations 1. General The employer and employee are generally obliged to act as a good employer or employee is expected to act in similar circumstances. The employee is obliged to carry out the agreed activities to the best of his ability, and to follow the instructions provided to that end by or on behalf of the employer. The employer will enable the employee to carry out the agreed activities to the best of his ability, and provide instructions to that end if necessary. 2. Incapacity for work In the event of incapacity for work as the result of illness or accident, also during the holiday period, the employee will inform the employer of this immediately, in compliance with the company regulations and/or the standing rules of the organisation concerned. The employer and employee are also obliged, in accordance with the legal provisions, to promote reintegration as soon as possible. 3. Property All items, including written documents and electronic and digital information and media made available to the employee for his activities for the organisation remain the property of the employer. The employee is obliged to hand back these items to the employer as soon as requested to do so, and otherwise on the day on which the contract of employment terminates at the latest. The employee is responsible and liable for any damage to the employer’s property caused by wilful act or through deliberate negligence. 4. Confidentiality The employee and employer are obliged to confidentiality concerning all affairs, in the broadest sense of the word, of which they could reasonably have knowledge, or could presume that disseminating that knowledge, in any way whatsoever, might damage the other party. This obligation to confidentiality is CAO for Theatre and Dance 1.1.2014 - 30.6.2016 22 applicable both during the contract of employment and after its termination. Violation of this Article by the employee can form an urgent reason for dismissal by the employer. Article 39 Working for third parties 1. Work for third parties is understood to mean activities carried out by an employee during his term of employment with the employer for other parties than his own employer. 2. In the case of short-term activities equal to or less than one day, which do not interfere with the activities already planned for the employer, it is sufficient that the employee notifies the employer. 3. In the case of activities that take longer than one day, or which are spread over several days or periods, it is necessary to obtain prior permission from the employer. The employee requests permission from the employer as far in advance as possible and provides the employer with the necessary information about the activities. 4. The employer cooperates and gives permission for the employee to carry out activities for third parties, unless he makes a reasonable case for these activities not being compatible with the activities of the employer’s organisation. 5. The employer decides as quickly as possible, but within seven days at least, on the employee’s request. The employer can impose restrictions and/or attach conditions to his permission, such as not paying for hours that are not worked. If an employer has not responded to the request within seven days, he is presumed to have given permission. 6. The employer and employee can make (additional) agreements about working for third parties in the written individual contract of employment. It is not permitted to contractually completely exclude working for third parties, except when the employer can make a reasonable case for there being good reasons to do so. 7. Working for third parties without permission may lead to the employer imposing sanctions and at worst may form an urgent reason for the employer to terminate the contract of employment with immediate effect and/or to recover the damage incurred from the employee. 8. An employee who becomes incapacitated for work as a consequence of working for third parties without permission can therefore forfeit his entitlement to the non-statutory wage supplements referred to in this CAO. Article 40 Outsourcing 1. If he agrees to the conditions under which it takes place, an employee can be temporarily outsourced to another employer. A written outsourcing contract is entered into that is signed by all parties concerned: the outsourcing employer, the insourcing employer and the employee. 2. During the period that the employee is working for the insourcing employer, the insourcing employer is responsible for proper working conditions, and working hours and rest periods. 3. The insourcing employer is liable for any damage resulting from the employee’s actions, negligence or inadequate functioning in connection with carrying out the activities stated in the outsourcing contract, unless otherwise agreed. 4. The insourcing employer is responsible for the employee being properly insured for legal liability on account of the activities stated in the outsourcing contract. Article 41 Legal liability 1. For his legal liability, the employer takes out suitable insurance for damage caused or incurred by the employee as a result of performing his job. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 23 2. The employer is obliged to pay for damage incurred by the employee as a result of performing his job, unless it was caused by wilful act or deliberate negligence on the part of the employee. 3. If the employee can claim from third parties with regard to damages incurred by him, he loses his entitlement to compensation from the employer. If and insofar as the employee passes on his entitlement to compensation to the employer, the employer will pay an advance sum that is offset against what the employer receives from the third party/parties as compensation. In the latter case, the collection charges are paid by the employer. Chapter 10 Article 42 Additional provisions Pension scheme 1. A pension scheme is provided for the employee by the employer in accordance with Stichting Pensioenfonds Zorg en Welzijn (PFZW). This pension scheme is set out in a pension agreement between the individual employer and employee that is valid through this CAO. 2. The employee is obliged to take part in this pension scheme. The Pension Regulations can be found at www.pfzw.nl (under brochures for employers). The employer will provide the employee with a printed copy on request. 3. The statutes and the Pension Regulations apply to both employer and employee. Amendments to the pension scheme are automatically part of this pension agreement and take effect from the agreed amendment date. The pension agreement is terminated in cases where the contract of employment is terminated. 4. The contribution to the pension scheme is paid jointly by employer and employee as follows: - by the employer: 60% of the total pension premium set by PFZW; - by the employee: 40% of the total pension premium set by PFZW. 5. The employer is obliged to pay the total premium to PFZW on time. Any change in this premium is to be decided upon by PFZW and does not need approval from the CAO parties. Article 43 Stichting Omscholing Dansers Nederland All employees who are taken on as dancers are obliged to participate in the Stichting Omscholing Dansers Nederland (dancers retraining scheme). They are bound by the regulations of the Stichting Omscholing Dansers Nederland. The contribution to the scheme is paid jointly by employer and employee in accordance with the following premiums set by the social partners: - by the employer: 3% of the gross monthly salary, including holiday allowance; - by the employee: 1% of the gross monthly salary, including holiday allowance. Article 44 Sociaal Fonds Podiumkunsten(Performing Arts Social Fund) 1. Sociaal Fonds schemes Employers and employees are obliged to participate in, and are eligible for the provisions of the Sociaal Fonds Theater, which is part of the Sociaal Fonds Podiumkunsten as of 1 July 2014. The contribution to the scheme is paid jointly by employer and employee in accordance with the following premiums set by the social partners: - by the employer: 0.1% of the gross monthly salary, including holiday allowance; - by the employee: 0.1% of the gross monthly salary, including holiday allowance. The employee’s premium is temporarily set at 0% as of 1 September 2014. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 24 2. Loopbaanfonds scheme Employers and employees - with the exception of dancers, to whom the Omscholing Dansers Nederland scheme applies - are obliged to participate in, and are eligible for the provisions of the Sociaal Fonds Theater, which is part of the Sociaal Fonds Podiumkunsten as of 1 July 2014. The contribution to the scheme is paid only by employers in accordance with the premium set by the social partners. As of 1 September 2014, the premium is set at 0.4% of the gross monthly salary, including holiday allowance. For employers in the dance sector - also as of 1 September 2014, the premium is temporarily set at 0%. Article 45 Trainees and traineeship fee 1. Students who carry out activities for the employer as part of their studies or course receive a traineeship fee of 300 euros gross per month in the case of five full trainee days per week. A pro rata fee applies to a part-time traineeship. The traineeship fee is exclusive of any allowance for students’ travel and accommodation costs, on agreement with the institution. 2. Trainees must be supernumerary to the existing company, so that there is no displacement of employees. If the trainee is a student at a dance academy, the standard traineeship contract included in this CAO is used 3. Further agreements about the content of the traineeship, supervision, and allowances and insurances are set out in a written traineeship contract signed by the school, the employer and the trainee, in compliance with the provisions included in the Traineeship Policy appendix to this CAO. Article 46 Agency staff Employers may only enter into contracts with certified agencies that are included in the Stichting Normering Arbeid register (see www.normeringarbeid.nl). Article 47 Social Commission for Theatre and Dance In order to promote correct and clear interpretation and application of this CAO, the social partners FNV KIEM and NAPK are founding a Social Commission CAO for Theatre and Dance. Further provisions regarding the tasks of this Commission, as well as its composition and the procedures to be followed by the Commission are included in the Social Commission CAO for Theatre and Dance appendix to this CAO. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 25 APPENDICES CAO for Theatre and Dance 1.1.2014 - 30.6.2016 26 Appendix 1 Salary and job matrix for theatre 1A Theatre: the salary table The following increases have been applied to the salary amounts below: as of 1-9-2014: 1%; as of 1-9-2015: 1%; as of 1-1-2016: 0.5%, whereby in the case of the latter percentage the excess will be used to supplement it to a maximum of 1.5% as of 1.1.2016, if the wage movements component (ova 2015) is higher than 1.5%. scale I: 6 to 18; scale II: 10 to 22; scale III: 14 to 26: scale IV: 18 to 35; scale V: 20 to 41; scale VI: 23 to 45; scale VII: 28 to 49; scale VIII: 42 to 63; scale IX: 46 to 63; scale X: 64 to 78: scale XI: 64 to 91 line 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 1-9-2014 1-9-2015 1,419 1,456 1,492 1,529 1,565 1,599 1,636 1,678 1,721 1,769 1,824 1,879 1,942 2,003 2,063 2,116 2,172 2,229 2,291 2,348 2,407 2,468 2,531 2,589 2,651 2,714 2,777 2,837 2,899 2,961 1,433 1,471 1,507 1,544 1,581 1,615 1,652 1,695 1,739 1,787 1,842 1,898 1,962 2,023 2,084 2,137 2,193 2,252 2,314 2,371 2,431 2,492 2,556 2,615 2,678 2,742 2,805 2,866 2,928 2,991 day contracts minimum salary per day maximum salaris per dag 1-1-2016 line 33 34 1,441 35 1,478 36 1,514 37 1,552 38 1,588 39 1,623 40 1,660 41 1,703 42 1,747 43 1,796 44 1,851 45 1,907 46 1,971 47 2,033 48 2,094 49 2,148 50 2,204 51 2,263 52 2,326 53 2,383 54 2,443 55 2,505 56 2,569 57 2,628 58 2,691 59 2,755 60 2,819 61 2,880 62 2,943 63 3,006 64 1-9-2014 3,023 3,082 3,141 3,199 3,258 3,319 3,384 3,447 3,509 3,573 3,639 3,701 3,762 3,827 3,889 3,955 4,014 4,073 4,127 4,181 4,238 4,294 4,352 4,411 4,472 4,535 4,596 4,661 4,722 4,785 4,849 4,913 1-9-2015 3,053 3,113 3,172 3,231 3,291 3,352 3,418 3,482 3,544 3,609 3,675 3,738 3,799 3,865 3,928 3,995 4,054 4,113 4,168 4,223 4,280 4,337 4,396 4,455 4,516 4,580 4,642 4,708 4,769 4,833 4,898 4,962 1-9-2014 189 357 1-9-2015 191 360 1-1-2016 192 362 1-1-2016 line 3,069 65 3,128 66 3,188 67 3,248 68 3,307 69 3,369 70 3,435 71 3,499 72 3,562 73 3,627 74 3,693 75 3,756 76 3,818 77 3,884 78 3,947 79 4,015 80 4,074 81 4,134 82 4,189 83 4,244 84 4,302 85 4,359 86 4,418 87 4,477 88 4,539 89 4,603 90 4,665 91 4,731 92 4,793 93 4,857 94 4,922 95 4,987 CAO for Theatre and Dance 1.1.2014 - 30.6.2016 1-9-2014 4,983 5,044 5,108 5,179 5,251 5,323 5,405 5,486 5,567 5,653 5,735 5,814 5,901 5,981 6,063 6,149 6,231 6,311 6,399 6,478 6,566 6,646 6,732 6,813 6,899 6,985 7,068 7,215 7,363 7,511 7,661 1-9-2015 5,033 5,094 5,159 5,230 5,304 5,376 5,459 5,541 5,622 5,709 5,793 5,872 5,960 6,041 6,123 6,210 6,294 6,374 6,463 6,543 6,632 6,712 6,799 6,881 6,968 7,055 7,138 7,288 7,437 7,586 7,738 1-1-2016 5,058 5,120 5,185 5,257 5,330 5,403 5,486 5,569 5,651 5,738 5,822 5,901 5,989 6,071 6,154 6,241 6,325 6,406 6,495 6,576 6,665 6,746 6,833 6,916 7,003 7,090 7,174 7,324 7,474 7,624 7,777 27 1B Theatre: job scale classification Scale ARTISTIC Director XI X IX Director II**) VIII Dramaturge Designer Dramaturge II Actor NON–ARTISTIC Publicity & Education Marketing Actor II**) Head A VII VI Head Director I V IV Dramaturge I Designer Director’s Assistant Head I Technical staff Head A Executive Producer A Head A Head Executive Producer 1st Production Manager Head Costume Financial departme Adminint stration Assistant Designer Assistant*) Assistant*) Production Manager*) Adm. A Adm. A Adm. B Adm. B In-house Services Head RESIDENTIAL Stage & Film Box office programmer Location Head Stage Manager/Chief Technician Programmer Stage Manager/Tech nician*) Assistant Volunteer Secretarial + miscellaneo us Head A Actor I III II Production Assistant FA *) Assistant Technical Assistant Dresser P & O ***) System Administrator Office Manager *) Head Head Secretary Adm. A Adm. A Adm. B Adm. B Coordinator Assistant Assistant Assistant *) The Publicity and Marketing Assistant, the Education Assistant, the Production Manager, the Stage Manager/Technician, the Financial Administration Assistant and the Office Manager, who have direct responsibility under the management for their discipline, function completely independently and fulfil a coordinating role alongside their administrative tasks, and who contribute to the organisation’s policy, may progress to the maximum of scale V (salary increment 41) after reaching the maximum of scale IV. The Publicity & Marketing Assistant, the Education Assistant and the Stage Manager/Technician, to whom the management and the Head and/or the Stage Manager/Chief Technician have delegated a considerable number of regular tasks, which belong specifically to the standard jobs Head of Publicity & Marketing (A), Head of Education, Head of Technical Staff (A) or Stage Manager/Chief Technician, may progress to the maximum of scale V (salary increment 41) after reaching the maximum of scale IV, on condition that they function independently and make a coordinating and policy-related contribution to the organisation in certain areas alongside their administrative tasks. **) In the case of exceptionally good performance and/or playing prominent roles, the Actor II may progress to the maximum of scale X (salary increment 78). The classification may be negotiated for each role or new contract of employment. In the case of exceptionally good performance and/or creating major productions, the Director II may progress to the maximum of scale XI (salary increment 91). The classification may be negotiated for each production or new contract of employment. ***) On reaching the maximum of scale V, the P&O assistant can progress to the maximum of scale VI (salary increment 45), if the management judges that the advice given concerns the personnel policy strategy in part. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 28 1C Theatre: descriptions of the standard jobs Artistic jobs ....................................................................................................................................................................................... 30 Director I and II Director’s Assistant Dramaturge I and II Designer Assistant Designer Actor: voluntary, I and II Publicity & Marketing ....................................................................................................................................................................... 33 Head of Publicity & Marketing A Head of Publicity & Marketing Publicity & Marketing Assistant Education .............................................................................................................................................................................................. 34 Head of Education Education Assistant Production ......................................................................................................................................................................................... 35 Head of Production A Head of Production Executive Producer A Executive Producer 1st Production Manager Production Manager Production Assistant Technical department ...................................................................................................................................................................... 38 Head of Technical Staff A Head of Technical Staff Stage Manager/Chief Technician Stage Manager/Technician (All-rounder) Stage Manager/Technician (Lighting, sound or scenery specialist) Technical Theatre Assistant Costume department........................................................................................................................................................................ 41 Head of scenery/costume/wigs & make-up department Scenery/costume/wigs & make-up department Assistant Dresser Office.................................................................................................................................................................................................. 42 Head of Financial Administration A/Controller Head of Financial Administration/Controller Financial Administration Assistant/Personnel and Salary Administrator Financial Administration Assistant/Bookkeeper P & O Officer Office Manager Secretary Administrative Assistant A Administrative Assistant B System Administrator/Network Administrator/Computer Programmer In-house services ............................................................................................................................................................................. 47 Head of In-house Services In-house Services Assistant Residential theatre ........................................................................................................................................................................... 48 Theatre/Film Programmer Head of Box Office Box Office Assistant Location Coordinator Location Assistant CAO for Theatre and Dance 1.1.2014 - 30.6.2016 29 Job name Date of description Date of specification Date of modification : Director I and II : April 2003 : June 2003 : January 2009 Position in the organisation The activities are carried out under the hierarchical responsibility of the management. Purpose of the job The Director is responsible for realising the total artistic concept of productions. Job components 1. Carrying out director’s activities Directs productions in collaboration with a team of artists and technicians. Is responsible for the artistic performance of the actors and for cooperation with and within the artistic team. In this respect, assists, advises and informs the employees concerned. Finds or has someone else find source material, references and all possible information regarding the production to be realised. Develops the definitive artistic concept within set preconditions. Develops the artistic concept and concretises the idea with regard to casting, scenery, costumes, lighting and sound, etc. Communicates his/her own vision, emphasis and interpretation of the production to the team of artists and technicians. 2. Miscellaneous Cooperates on carrying out representative tasks for the purpose of publicity and education. In agreement, the aforementioned activities, preparatory activities and activities after the premiere qualify for remuneration. Pay differentiation Director I Is applicable if the qualifying conditions for classification as Director II are not met. Director II Based on years of experience as a director, has reached the maximum of the salary scale of Director I and has final responsibility for directing large-scale productions with a team of over 16 artists and technicians. Indicated level of education: higher professional education (HBO). Job name : Director’s Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Director. Purpose of the job The Director’s Assistant is responsible for the content-related and organisational support of the Director in creating a production. Job components 1. Carrying out activities to assist the Director Studies the scripts. Assists the communication between the Director and the author regarding any changes to the script. Advises the Director about staging. Keeps track of changes made to both content and design of the production during the rehearsal process. Communicates changes in the rehearsal process/artistic concept to the team of artists and technicians. Gives content-related support and advice to the Director with regard to the artistic concept and the rehearsal process. In agreement with the Production Manager, draws up rehearsal plans. Takes rehearsals on the basis of instructions from the Director. Indicated level of education: higher professional education (HBO) CAO for Theatre and Dance 1.1.2014 - 30.6.2016 30 Job name : Dramaturge I and II Date of description : October 2003 Date of specification : October 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or the head of department. Purpose of the job The dramaturge is responsible for support regarding artistic content throughout the whole process of creating a production. Job components 1. Research and development Finds, assesses and advises on new works or artistic concepts. Follows the work of authors, playwrights and directors. Collects, analyses and selects scripts and other information that serves as a source of content in choosing works and artistic principles for directing. Develops the basic artistic content for collaboration with a guest director. 2. Advising and supporting the director Advises (gives input and sometimes steers) the Director in making artistic decisions in the production process. Assesses and discusses the development of the production with regard to artistic content throughout the rehearsal process; monitors the artistic principles. Provides background information for this. 3. Miscellaneous Provides content-related input for the work of publicity and education assistants. Writes texts for internal and/or external use (project proposals, programme books and annual reports, etc.). Maintains contacts with authors, copyright-holders, translators and directors. Pay differentiation Dramaturge I Is applicable if the qualifying conditions for classification as Dramaturge II are not met. Dramaturge II Based on years of experience as a Dramaturge, has reached the maximum of the salary scale of Dramaturge I and is charged with the following activities: manages several employees within the department; and/or has a guiding influence on and is partly responsible for developing and realising the artistic policy of the company; and/or assists a Director III or similar foreign guest director with regard to the artistic content of a large, complex production. Indicated level of education: academic higher education (WO). Job name : Designer (scenery/costumes/lighting/sound) Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Director and/or the management. Purpose of the job The Designer is responsible for the creative design within his/her own professional field of productions, within the guidelines set by the Director and the production management. Job components 1. Carrying out artistic activities Develops stage effects/designs in close cooperation with the Director, Dramaturge and other designers. 2. Carrying out technical activities Cooperates with the Director and/or production management in making a schedule for realising components. Consults the production management and technical theatre crew about the technical realisation of the design. If necessary, makes drawings, photos and models in order to clarify designs. Is informed of the qualities of the materials used and uses them sensibly. Monitors costs in view of the available budget. Is actively involved in drawing up the risk inventory and evaluation for the production. 3. Miscellaneous Manages the Assistant Designers. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 31 Job name : Assistant Designer (scenery/costumes/lighting/sound) Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Designer and/or the management. Purpose of the job The Assistant Designer is responsible for the productional and technical development of the creative design. Job components 1. Carrying out artistic activities Assists and supports the Designer in developing stage effects/designs. 2. Carrying out technical activities Is responsible for making parts of the design to be created. Consults the production management and technical theatre crew about the technical realisation of the design. If necessary, makes drawings, photos and models in order to clarify designs. Is informed of the qualities of the materials used and uses them sensibly. Is actively involved in drawing up the risk inventory and evaluation for the production. Indicated level of education: higher professional education (HBO). Job name : Actor: voluntary and group I and II Date of description : April 2003 Date of specification : January 2009 Position in the organisation The activities are carried out under the hierarchical responsibility of the Director and/or the management. Purpose of the job The Actor is responsible for interpreting one or more roles, within the guidelines of the Director. Job components 1. Rehearsing and acting for the interpretation of one or more roles Independently creates, analyses and studies the role(s) to be interpreted, so that subsequent rehearsals run optimally. Takes part in the rehearsal process (from the first meeting up to the dress rehearsal), in order to optimally coordinate the individual interpretations and to integrate into the production as a whole. Gives a high-quality interpretation of the roles(s), in order to give an artistically high-quality performance of the rehearsed pieces for the audience. Keeps up with developments and takes refresher courses in his/her own professional field, in order to maintain and/or improve artistic skills. 2. Miscellaneous Ensures optimal maintenance of fitness, voice, etc. Cooperates on carrying out representative tasks for the purpose of publicity and education. Pay differentiation Voluntary Is applicable if the qualifying conditions for classification as Actor I or II are not met. Actor group I Has a diploma from the Drama Academy in Amsterdam, Arnhem, Utrecht or Maastricht, or a similar academy in Belgium or the Nederlandse Academie voor Kleinkunst, or has 6 years’ experience as a volunteer or equivalent level in the judgement of the management. Actor group II Based on years of experience as an Actor, has reached the maximum of the salary scale of Actor group I and performs main roles in big productions or supporting roles in small productions. Indicated level of education: higher professional education (HBO) CAO for Theatre and Dance 1.1.2014 - 30.6.2016 32 Job name : Head of Publicity & Marketing A Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Publicity & Marketing Assistants. Purpose of the job The Head of Publicity & Marketing A is responsible for developing and implementing the publicity and marketing policy for attaining optimal audience attendance and a suitable image for the organisation. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Publicity & Marketing department with at least 5 employees in an organisation with a budget from approx. € 3.5 million (price level 2003), manages a departmental budget of more than € 175,000 (price level 2003), and bears joint responsibility for the general company policy (e.g. as a member of the Management Team). Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of publicity and marketing In agreement with the management, develops the publicity and marketing policy and/or an annual plan. Draws up marketing strategies for the various audience segments/productions. Plans, coordinates and evaluates the execution of publicity and marketing activities. Maintains contacts with internal and external partners. Organises the sale of performances and the planning for tours. Can function as a spokesperson concerning company matters. Indicated level of education: higher professional education (HBO). Job name : Head of Publicity & Marketing Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Publicity & Marketing Assistants. Purpose of the job The Head of Publicity & Marketing is responsible for developing and implementing the publicity and marketing policy for attaining optimal audience attendance and a suitable image for the organisation. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Publicity & Marketing department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of publicity and marketing In agreement with the management, develops the publicity and marketing policy and/or an annual plan. Draws up marketing strategies for the various audience segments/productions. Plans, coordinates and evaluates the execution of publicity and marketing activities. Maintains contacts with internal and external partners. Organises the sale of performances and the planning for tours. Can function as a spokesperson concerning company matters. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 33 Job name : Publicity & Marketing Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Publicity & Marketing or the management. Purpose of the job The Publicity & Marketing Assistant is responsible for independently carrying out activities within the publicity & marketing discipline, within the policy framework of the head of department and/or management, for attaining optimal audience attendance and a suitable image for the organisation. Job components 1. Carrying out activities for the purpose of publicity and marketing Makes proposals concerning the development or alteration of the marketing policy. Based on the set policy, draws up a marketing and publicity plan and implements it. Writes or edits texts for promotional purposes. Organises and supervises the production process of publicity material. Takes care of the compilation, management and use of databases. Maintains contacts with the press, media and theatres. Maintains contacts with audience groups and other groups of business relations. Maintains contacts with printers, designers and photographers, etc. Sells the performances and prepares the touring plans on the cases of the set policy. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : Head of Education Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Education Assistants. Purpose of the job The Head of Education is responsible for developing and implementing the educational policy. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Education department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Developing and organising educational activities In agreement with the management, develops an education policy and/or an annual plan of the educational activities. Investigates the possibilities for educational work related to a particular production, in agreement with the artistic team, and makes proposals for such activities. Develops educational projects on the basis of the set policy. Opens and maintains contacts with schools, institutes and networks, thus creating audience groups. Is responsible for publicity about the educational projects, attracts audience groups (sells the educational projects) and sets out the agreements made in contracts. Is responsible for the associated administrative activities. Is responsible for the evaluation of the educational projects undertaken. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 34 Job name : Education Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Education or the management. Purpose of the job The Education Assistant is responsible for independently developing and implementing educational activities for a variety of target groups. This takes place within the framework of the education policy. Job components 1. Developing and organising educational activities Contributes to the development of the education policy. Helps to investigate the possibilities for educational work related to a particular production, in agreement with the artistic team, and makes proposals for such activities. Develops implementation programmes on the basis of the set policy. Opens and maintains contacts with schools, institutes and networks, thus creating audience groups. Attracts audience groups for the educational projects. 2. Implementing educational activities Independently carries out educational projects. Is responsible for distributing publicity material. Manages teachers of drama and music, etc. Receives and supervises audience groups for educational projects and performances. Monitors the budget. Indicated level of education: higher professional education (HBO). Job name : Head of Production A Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Production Managers and Production Assistants. Purpose of the job The Head of Production A is responsible for interpreting artistic ideas/plans into a concrete production plan and realising that plan. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Production department with at least 5 employees in an organisation with a budget from approx. € 3.5 million (price level 2003), manages a departmental budget of more than € 230,000 (price level 2003) per year, and bears joint responsibility for the general company policy (e.g. as a member of the Management Team). Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of production Interprets the wishes and demands of the artistic team for each production into concrete activities to be carried out. Draws up the budget within the predetermined financial framework, schedules all the activities and monitors costs and implementation. Manages the allocated production budget and its division. Plans and arranges the logistics for employees and material. Is actively involved in drawing up the production risk inventory and evaluation. Within the framework of the production activities, is responsible for compliance with the regulations of the Occupational Health and Safety Act. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 35 Job name : Head of Production Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Production Managers and Production Assistants. Purpose of the job The Head of Production is responsible for interpreting artistic ideas/plans into a concrete production plan and realising that plan. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Production department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of production Interprets the wishes and demands of the artistic team for each production into concrete activities to be carried out. Draws up the budget within the predetermined financial framework, schedules all the activities and monitors costs and implementation. Manages the allocated production budget and its division. Plans and arranges the logistics for employees and material. Is actively involved in drawing up the production risk inventory and evaluation. Within the framework of the production activities, is responsible for compliance with the regulations of the Occupational Health and Safety Act. Indicated level of education: higher professional education (HBO). Job name : Executive Producer A Date of description : September 2008 Date of specification : November 2008 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing all the employees involved in creating and performing a production: both artistic and (technical) supporting staff. Purpose of the job The Executive Producer A is responsible for artistic ideas/plans into a concrete production plan and realising that plan. Job components 1. Management It concerns a production with a budget of € 2.5 million (price level 2008) or more. Is responsible for the whole production, from the preparation up to the last performance. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Makes agreements with third parties, negotiates and draws up contracts, arranges replacements if necessary and sets house rules where necessary. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. Gives account to the management through reporting and annual reports. 2. Carrying out (coordinating) activities for the purpose of the total production Interprets the wishes and demands of the artistic team into concrete activities to be carried out. Draws up the budget within the predetermined (financial) framework, schedules all the activities and monitors costs and implementation. Manages the budget and gives account of it. Plans and arranges the logistics of employees and material. Is responsible for creating the production risk inventory and evaluation. Is responsible for compliance with the regulations of the Occupational Health and Safety Act. Level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 36 Job name : Executive producer Date of description : September 2008 Date of specification : November 2008 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing all the employees involved in creating and performing a production: both artistic and (technical) supporting staff. Purpose of the job The Executive Producer is responsible for artistic ideas/plans into a concrete production plan and realising that plan. Job components 1. Management Is responsible for the whole production, from the preparation up to the last performance. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Makes agreements with third parties, negotiates and draws up contracts, arranges replacements if necessary and sets house rules where necessary. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. Gives account to the management through reporting and annual reports. 2. Carrying out (coordinating) activities for the purpose of the total production Interprets the wishes and demands of the artistic team into concrete activities to be carried out. Draws up the budget within the predetermined (financial) framework, schedules all the activities and monitors costs and implementation. Manages the budget and gives account of it. Plans and arranges the logistics of employees and material. Is responsible for creating the production risk inventory and evaluation. Is responsible for compliance with the regulations of the Occupational Health and Safety Act. Level of education: higher professional education (HBO). Job name : 1st Production Manager Date of description : January 2008 Date of specification : January 2009 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Production or the management. The 1st Production Manager manages one or more assistants on one or more productions. Purpose of the job The 1st Production Manager is responsible for the interpretation of an artistic idea/plan of the Director/artistic team into a concrete production plan. The 1st Production Manager must create the conditions for the realisation and organisation of this plan/idea, and is responsible for managing one or more production processes. Job components 1. Functional management Monitors, arranges, plans and allocates the productional activities. Draws up any timetables for this. Instructs the Production Assistants and ensures the quality of their work. Assists the Production Assistants in solving work-related problems. Points out problems, acts as a sounding board and functions as the first point of contact regarding work content and circumstances. 2. Carrying out coordinating activities for the purpose of the production Holds discussions with the artistic team. Coordinates the production activities to be carried out. Draws up timetables for the activities to be carried out and communicates them to the departments and employees involved in the production. Makes agreements with third parties and ensures they are observed. Arranges the logistics of artistic and supporting employees and material. Monitors the allocated sub-budgets for each production. Is actively involved in drawing up the production risk inventory and evaluation. Reports on progress to the Head of Production or the management. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 37 Job name : Production Manager Date of description : April 2003 Date of specification : January 2009 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Production or the management. Purpose of the job The Production Manager carries out activities for the purpose of production and is responsible for managing the production process. Job components 1. Carrying out coordinating activities for the purpose of the production Plans activities in agreement with the artistic team. Coordinates the production activities to be carried out. Draws up timetables for the activities to be carried out and communicates them to the employees concerned. Makes agreements with third parties and ensures they are observed. Arranges the logistics of employees and material. Monitors the allocated sub-budgets for each production. Is actively involved in drawing up the production risk inventory and evaluation. Reports on progress to the Head of Production or the management. Indicated level of education: higher professional education (HBO). Job name : Production Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Production or the Production Manager. Purpose of the job The Production Assistant is responsible for carrying out production activities. Job components 1. Carrying out practical activities for the purpose of the production Carries out practical production activities, including giving practical support to the Director and organising the care of the ensemble. Monitors the execution and planning of the activities and reports on this. Points out anomalies and suggests suitable measures, in discussion with the Head of Production or the Production Manager. Indicated level of education: senior secondary vocational education (MBO). Job name : Head of Technical Staff A Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several 1st Stage Managers, Stage Managers and any Technical Theatre Assistants. Purpose of the job The Head of Technical Staff A is responsible for technical theatre aspects of the organisation. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Technical department with at least 5 employees in an organisation with a budget from approx. € 3.5 million (price level 2003), manages a departmental budget of more than € 230,000 (price level 2003) per year, and bears joint responsibility for the general company policy (e.g. as a member of the Management Team). Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 38 2. - Carrying out activities for the purpose of the technical department Draws up budgets and investment plans for the general manager. Monitors and manages the allocated budgets. Takes investment decisions. Holds responsibility in the contacts with the technical departments of the theatres and with suppliers. Is responsible for drawing up and managing the technical theatre inventory and its functioning. Is responsible for drawing up the production risk inventory and evaluation. Within the activities of the Technical department, is responsible for compliance with the regulations of the Occupational Health and Safety Act. Indicated level of education: higher professional education (HBO). Job name : Head of Technical Staff Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several 1st Stage Managers, Stage Managers and any Technical Theatre Assistants. Purpose of the job The Head of Technical Staff is responsible for technical theatre aspects of the organisation. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Technical department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of the technical department Draws up budgets and investment plans for the general manager. Monitors and manages the allocated budgets. Takes investment decisions. Holds responsibility in the contacts with the technical departments of the theatres and with suppliers. Is responsible for drawing up and managing the technical theatre inventory and its functioning. Is responsible for drawing up the production risk inventory and evaluation. Within the activities of the Technical department, is responsible for compliance with the regulations of the Occupational Health and Safety Act. Indicated level of education: higher professional education (HBO). Job name : Stage Manager/Chief Technician Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Technical Staff or the management and include managing several Stage Managers/Technicians and any Technical Theatre Assistants. Purpose of the job The Stage Manager/Chief Technician is responsible for coordinating and executing technical theatre work in a production, both in the creative phase and the performance phase. Job components 1. Functional management Monitors, arranges, plans and allocates the technical theatre activities. Draws up any timetables for this. Instructs the Theatre Technicians and ensures the quality of their work. Assists the Theatre Technicians in solving work-related problems. Points out problems, acts as a sounding board and functions as the first point of contact regarding work content and circumstances. 2. Carrying out technical theatre activities Is responsible for the preparation, setting up and running of the production at technical level; cooperates on the performance. Holds discussions with the artistic team. Is the contact person for the technical department of the theatre in preparing and realising the production; holds discussions with the stage manager. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 39 - Is responsible for compliance with the fire regulations, occupational health & safety regulations and safety rules. Cooperates on drawing up the production risk inventory and evaluation. Archives technical aspects of productions that have been performed (lighting plans, etc.) Indicated level of education: higher professional education (HBO). Job name : Stage Manager/Technician (All-rounder) Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Technical Staff or the management and functionally under a Stage Manager/Chief Technician if present. Purpose of the job The Assistant Stage Manager is responsible for carrying out practical activities in the development, setting up and running of productions. Job components 1. Carrying out technical theatre activities Makes suggestions and points out problems concerning the technical approach to a production. Sets up the performance. Sees to the running of the performance. Dismantles the set after the performance. Monitors the material. Carries out minor repairs. Sees to recording and storage. Reports damage. Provides information to and instructs technical theatre staff. If necessary, instructs the Technical Theatre Assistants. Cooperates on drawing up the production risk inventory and evaluation. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : Stage Manager/Technician (Lighting, sound or scenery specialist) Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Technical Staff or the management and functionally under a Stage Manager/Chief Technician if present. Purpose of the job The Stage Manager/Technician is responsible for carrying out practical activities within his/her specialism in the development, setting up and running of productions. Job components 1. Carrying out technical theatre activities in one of the following areas: lighting, sound or scenery Makes suggestions and points out problems concerning the technical approach to a production. Sets up the performance. Sees to the running of the performance. Dismantles the set after the performance. Monitors the material. Carries out minor repairs. Sees to recording and storage. Reports damage. Provides information to and instructs technical theatre staff. If necessary, instructs the Technical Theatre Assistants. Cooperates on drawing up the production risk inventory and evaluation. Indicated level of education: senior secondary vocational education (MBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 40 Job name : Technical Theatre Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Technical Staff or the management. Functionally, the activities are carried out under the responsibility of a Stage Manager/Chief Technician or a Stage Manager/Chief Technician. Purpose of the job The Technical Theatre Assistant is responsible for carrying out handiwork in technical theatre activities. Job components 1. Carrying out supporting technical theatre activities Loads and unloads trucks. Helps set up the scenery, lighting and/or sound. Helps dismantle the scenery, lighting and/or sound. Carries out simple technical theatre repairs. Operates spotlights and carries out other minor tasks for the purpose of productions. Indicated level of education: VMBO level of education. Job name : Head of Scenery/costume/wigs & make-up department Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Scenery/costume/wigs & make-up Assistants and any Dressers. Purpose of the job The Head of Scenery/costume/wigs & make-up department is responsible for the good functioning of the department on the basis of artistic and business guidelines. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Scenery/costume/wigs & make-up department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Interpreting the artistic wishes and demands of designers and directors in work to be carried out Holds discussions with the Director and Designer, and the Head of Production or Production Manager, and prepares the practical work. 3. Management of the financial aspects For each production, draws up a budget for the preparation and execution of work in the department to give to the production management. Monitors costs, in collaboration with the production management. Sees to the management, maintenance and administration of stock. Sees to the purchase of the necessary materials, equipment and tools. 4. Carrying out practical activities Carries out mainly the more complex activities in the professional field. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 41 Job name : Scenery/costume/wigs & make-up department Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Scenery/costume/wigs & make-up department. Purpose of the job The Scenery/costume/wigs & make-up department Assistant is responsible for executing the work specified in the department. Job components 1. Making, altering or putting together (parts of) scenery, costumes or wigs & make-up, in accordance with the guidelines of designers and instructions from the Head of the department Makes suggestions and points out problems concerning atelier work for a production. Processes materials. Operates and uses machines. Monitors and repairs materials. Does wigs & make-up work in the atelier, and before and during the performance. Can also work as a dresser. Indicated level of education: senior secondary vocational education (MBO). Job name : Dresser Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of the Costume Department or the Head of Production/Production Manager. Purpose of the job The Dresser is responsible for dressing the Actors and the care of the costumes. Job components 1. Dressing the Actors Ensures the required garments are present at the performances. Dresses the Actors during performances and rehearsals. Efficiently removes and replaces costumes during performances and rehearsals. 2. Care of the costumes Sees to laundering and ironing the costumes, etc. Sees to minor repairs of the costumes. Indicated level of education: preparatory secondary vocational education (VMBO). Job name : Head of Financial Administration A/Controller Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Financial Administration Assistants and any Administrative Assistants. Purpose of the job The Head of Financial Administration A/Controller is responsible for the correct running of the financial administrative process. This is done on the one hand by developing frameworks and procedures within which this work can be executed and on the other by supervising and monitoring the execution. He/she also assists and advises the management and the various budget-holders about the financial management through analyses and reports. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Financial Administration department with at least 5 employees in an organisation with a budget from approx. € 3.5 million (price level 2003), manages a CAO for Theatre and Dance 1.1.2014 - 30.6.2016 42 2. 3. - departmental budget of more than € 230,000 (price level 2003) per year, and bears joint responsibility for the general company policy (e.g. as a member of the Management Team). Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. Analysis and reporting Collects and processes financial information for the purpose of budgets, annual accounts and balance sheets. Monitors cost development and liquidity development. Draws up quarterly and/or monthly reports and/or annual reports. Advises the budget-holders on drawing up and managing their budgets. Gives solicited and unsolicited advice to the management about financial matters. Supervises the checks made by the accountant, the Tax Department, UWV and similar bodies. Manages the administrative organisation Develops and manages administrative procedures within the department and outside it. Monitors the execution of the bookkeeping and the salary administration. Maintains the work relationships with the Tax Department, UWV and banks, etc. Authorises payment orders independently or together with the management. Executes part of the administrative activities independently. Indicated level of education: higher professional education (HBO). Job name : Head of Financial Administration/Controller Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Financial Administration Assistants and any Administrative Assistants. Purpose of the job The Head of Financial Administration/Controller is responsible for the correct running of the financial administrative process. This is done on the one hand by developing frameworks and procedures within which this work can be executed and on the other by supervising and monitoring the execution. He/she also assists and advises the management and the various budget-holders about the financial management through analyses and reports. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Financial Administration department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Analysis and reporting Collects and processes financial information for the purpose of budgets, annual accounts and balance sheets. Monitors cost development and liquidity development. Draws up quarterly and/or monthly reports. Advises the budget-holders on drawing up and managing their budgets. Gives solicited and unsolicited advice to the management about financial matters. Supervises the checks made by the accountant, the Tax Department, UWV and similar bodies. 3. Manages the administrative organisation Develops and manages administrative procedures within the department and outside it. Monitors the execution of the bookkeeping and the salary administration. Maintains the work relationships with the Tax Department, UWV and banks, etc. Authorises payment orders independently or together with the management. Executes part of the administrative activities independently. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 43 Job name : Financial Administration Assistant/Personnel and Salary Administrator Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Financial Administration/Controller and/or the management. Purpose of the job The Financial Administration Assistant/Personnel and Salary Administrator is responsible for the following parts of the administration, carried out independently within the frameworks and procedures of the administrative organisation. Job components 1. Carrying out the personnel administration On instruction, produces the contracts of employment for regular and guest personnel. Ensures correct and complete registration of the personnel in the administration. Reports and points out problems regarding contract practice, the application of the CAO provisions and company rules on behalf of the management. Is the point of call for questions from the personnel regarding terms of employment. Manages the archive of personnel dossiers. Checks personal declarations against the regulations and policy, and processes them. Sees to the sick reports and recovery reports of the personnel. 2. Carrying out the salary administration Calculates all the salary details (and the fixed allowances) of the personnel. Calculates the payments to UWV, the Tax Department and pension fund, etc., and draws up the associated statements. Draws up the payment orders on a monthly basis. Creates the monthly salary slips and the annual statement. Creates reports and points out problems on behalf of the Head of Financial Administration or the management. 3. Miscellaneous Contributes to the development of good administrative procedures. Takes part in specific meetings, both within the department and with budget-holders. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : Financial Administration Assistant/Bookkeeper Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Financial Administration/Controller and/or the management. Purpose of the job The Financial Administration Assistant/Bookkeeper is responsible for the sales and purchases administration (including cash transactions), carried out independently within the frameworks and procedures of the administrative organisation. Job components 1. Bookkeeping Develops and manages the ledger and system of the cost centres. Collects, checks and books incoming invoices. Sees to drawing up and booking outgoing invoices. Prepares the payment orders. Sees to the sales ledger management. Monitors the processing (authorisation) of invoices by budget-holders. Manages and checks the work of any Administrative Assistants. 2. Reporting and analysis Creates overviews, summaries and reports, and points out problems on behalf of the Head of Financial Administration/Controller or the management. Contributes to the development of administrative procedures. Takes part in specific meetings, both within the department and with budget-holders. Indicated level of education: senior secondary vocational education (MBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 44 Job name : P & O Officer Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management. Purpose of the job The P & O Officer is responsible for advising on and executing P & O policy. Job components 1. Advising on policy Advises the management on the P & O policy to be implemented in view of the obligations based on legislation and rules, and the CAO. Develops implementation procedures. Assists and advises the heads of department in implementing P & O policy. Provides information about the workforce. 2. Activities for the purpose of implementing the P & O policy Draws up job and task descriptions. Monitors the specified list of posts. Organises the recruitment and selection procedure for vacancies. Draws up contract of employment. Applies the applicable terms of employment. Assists with the performance and appraisal interviews and provides confirmation of the agreements made. Assists employees with regard to development and career opportunities. Implements absenteeism policy. Sees to dealing with matters regarding dismissal. Sees to the personnel administration and manages the personnel dossiers. Sees to the provision of information about P & O matters to employees. Indicated level of education: higher professional education (HBO). Job name : Office Manager Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management. Purpose of the job The Office Manager is responsible for the day-to-day management and coordination of the office staff. Job components 1. Carrying out coordinating activities for the office Discusses the activities to be carried out by the office with the management. Coordinates the execution of the activities. Monitors progress. Based on guidelines and instructions from the management, takes decisions about internal organisational matters, accommodation matters, concluding contracts and giving external assignments. Takes initiative and decisions independently in unforeseen, urgent circumstances. 2. Secretarial activities Manages the diary and makes appointments. Deals with the post. Provides support in conducting correspondence. Maintains the archive. Deals with telephone conversations independently. Arranges meetings, draws up the agenda, and collects and sends documents. Takes minutes. Receives visitors. Runs the management secretarial department. Coordinates and plans the daily activities, and distributes them if necessary, to any Administrative Assistants. 3. Miscellaneous Carries out supporting activities on behalf of planning/sales, publicity for productions and/or office computerisation (hardware and software). Manages and looks after office items. Indicated level of education: senior secondary vocational education plus (MBO+). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 45 Job name : Secretary Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or a head of department. Purpose of the job The Secretary is responsible for providing secretarial assistance to the management or a head of department and carrying out supporting publicity activities. Job components 1. Carrying out secretarial activities Manages the diary. Makes appointments. Deals with the post. Conducts correspondence independently and in consultation. Maintains the archive. Deals with telephone conversations independently. Arranges meetings, draws up the agenda, and collects and sends documents. Takes minutes. Receives visitors. Coordinates plans, and distributes the daily activities of any Administrative Assistants. 2. Miscellaneous Carries out supporting activities on behalf of planning/sales, publicity for productions and/or office computerisation (hardware and software). Manages and looks after office items. Indicated level of education: senior secondary vocational education (MBO). Job name : Administrative Assistant A Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or a head of department. Purpose of the job The Administrative Assistant A is responsible for carrying out general administrative and secretarial activities. Job components 1. Carrying out administrative activities Manages address list of business relations, etc. Sees to mailings. On instruction, compiles printed matter and invitations. Sees to correspondence, in accordance with instructions. Manages the archive. Maintains the statistics regarding performances and audience numbers, etc. Carries out supporting activities on behalf of the Financial Administration or other department. Can also work as a receptionist/telephonist. Indicated level of education: senior general secondary education (HAVO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 46 Job name : Administrative Assistant B Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or a head of department. Purpose of the job The Administrative Assistant B is responsible for carrying out general administrative activities. Job components 1. Carrying out administrative activities Is responsible for sorting and distributing the daily internal and external post. Sees to the sending of outgoing post. Carries out text editing assignments. Copies. Files away documents in the archive. Carries out miscellaneous supporting administrative activities. Indicated level of education: preparatory secondary vocational education (VMBO). Job name : System Administrator/Network Administrator/Computer Programmer Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or a head of department. Purpose of the job The System Administrator/Network Administrator/Computer Programmer is responsible for the development and maintenance of a reliable information management system that is geared to the organisation, on behalf of the employees and clients. Job components 1. Carrying out technical activities Installs computers and other communication or peripheral equipment. Installs new software and keeps it up-to-date. Designs a data structure that is geared to the organisation and manages it. Is responsible for an efficient back-up system and anti-virus protection. Advises the management about developments in investing in applications and equipment. 2. Instructing users Acts as a helpdesk for questions regarding applications and the operation of the various devices. Instructs users and gives training in the optimal use of the applications available. 3. Miscellaneous Deals properly with confidential information. In collaboration with the management, develops a privacy policy regarding information, and is responsible for compliance with this policy. Maintains contacts with suppliers and administrators of related products and/or services. Keeps up with developments and ensures continual training in his/her professional field in order to maintain and/or improve technical skills. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : Head of In-house Services Date of description : April 2002 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several In-house Services Assistants. Purpose of the job The Head of In-house Services is responsible for the management and maintenance of the building and the catering facilities. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 47 Job components 1. Management Is responsible for the production, management, budget control and operational management of the In-house Services department with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of the In-house Services department Does the purchasing and manages stocks like office equipment and bar requisites. Plans, organises and/or does small and large maintenance tasks on the building and installations. Arranges and manages safety precautions for the audience. Arranges cleaning work. Arranges and manages the catering facilities. Sees to the associated administrative activities, such as registration of purchases, sales and stock transactions. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : In-house Assistant Date of description : April 2002 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of In-house Services or the management. Purpose of the job The In-house Assistant is responsible for keeping the building clean and/or carrying out minor maintenance and/or catering activities. Job components 1. Carrying out practical activities Carries out cleaning activities in all areas of the building/theatre. Carries out minor maintenance activities. Carries out bar activities. Brings round coffee and tea and ensures that other drinks are available. Refills the vending machine, if necessary. Assists with providing lunch and dinner. Indicated level of education: preparatory secondary vocational education (VMBO). Job name : Theatre/Film Programmer Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management. Purpose of the job The Theatre/Film Programmer is responsible for developing and implementing a programming policy. Job components 1. Carrying out programming activities Advises the management with regard to the programming policy to be implemented. Sees to the creation of the programming. Manages the budget for the programming. Maintains and initiates external contacts with companies/distributors. Books productions, makes agreements with distributors, etc. and concludes contracts. Provides content-related information about the programming to the technical department, box office and publicity department. 2. Miscellaneous Raises money from various external funds to finance (parts of) the programming. Indicated level of education: higher professional education (HBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 48 Job name : Head of Box Office Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Box Office Assistants. Purpose of the job The Head of Box Office is responsible for organising ticket sales and providing good service to audiences. Job components 1. Management Is responsible for the production, management, budget control and operational management of the Box Office with several employees. Gives account to the management through reporting and annual reports. Organises the activities, is responsible for a good formation, organisation and division of tasks, drawing up and realising work plans, good professional performance (quality and quantity) and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of the Box Office Contributes to the business plan for the Box Office and is responsible for implementing it. Gives solicited and unsolicited advice to the management, the publicity department and the computerisation department about relevant developments in the areas of ticket sales and audience services, etc. Sees to an efficient ticket sales and reservations system. Updates the department’s administration; provides daily statements, audience figures and interim figures. Is responsible for the correct payment of cash receipts. Is responsible for an orderly provision of information to the public by the Box Office. Maintains contacts with the relevant internal departments and with external business relations, such as the visiting companies, about audience activities, reservations and audience figures. Indicated level of education: senior secondary vocational education plus (MBO+). Job name : Box Office Assistant Date of description : April 2003 Date of specification : June 2003 Position in the organisation The activities are carried out under the hierarchical responsibility of the Head of Box Office or the management. Purpose of the job The Box Office Assistant is responsible for reservations and sales of tickets, and for providing optimal service to the audience. Job components 1. Carrying out activities for the purpose of the Box Office Operates the reservations system and sees to ticket sales in accordance with set procedures. Ensures sufficient stocks of tickets and informative material. Makes up the cash account and sees to the payment of cash receipts. Carries out administrative tasks for the Box Office. Informs the public by telephone and face to face about performances and ticket sales, etc. Functions as an audience guide. Is responsible for the orderly running of the foyer. In emergencies, contacts the staff of the In-house Services department, for example. Indicated level of education: preparatory secondary vocational education (VMBO). Job name : Location coordinator Date of description : November 2004 Date of specification : January 2006 Position in the organisation The activities are carried out under the hierarchical responsibility of the management and include managing several Location Assistants. Purpose of the job The Location Coordinator is responsible for organising the smooth running of activities in the theatre/on location; before, during and after the performances. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 49 Job components 1. Management Is responsible for receiving the audience, safety and order in the theatre/on location during performances. Gives account to the management through reports, and acts in accordance with the guidelines set by the management. Organises the activities, is responsible for a good formation, organisation and division of tasks, and monitoring progress. Is responsible for the welfare, professional development and functioning of employees, and for good working conditions. 2. Carrying out activities for the purpose of the activities in the theatre/on location Acts as a host/hostess for the audience. Receives the theatre groups and arranges the execution of the agreements made with the theatre groups. Carries out activities for the good functioning of the catering facilities. Ensures hygienic conditions. Is responsible, unless otherwise arranged by the management, for in-house emergency services and evacuation. Arranges the contacts with emergency services, such as police, fire brigade and ambulances. Gives first aid. Arranges the opening, closing and security of the theatre/location before and after the performances. Indicated level of education: senior secondary vocational education (MBO). Job name : Location Assistant Date of description : November 2004 Date of specification : January 2006 Position in the organisation The activities are carried out under the hierarchical responsibility of the management or the Location Coordinator. Purpose of the job The Location Assistant is responsible for guiding the audience, and order and security in the theatre/on location; before, during and after the performances. Job components 1. Carrying out activities for the purpose of the activities in the theatre/on location Checks the tickets. Directs the audience to their seats and other facilities at the theatre/location. Answers questions from the audience. Distributes publicity material. On instruction from the Location Coordinator, carries out activities for visiting theatre groups. Carries out light cleaning tasks to ensure hygienic conditions before, during and after the performances. On instruction from the Location Coordinator, communicates with the police, fire brigade and other emergency services in the case of emergencies. Keeps order before, during and after the performances. Indicated level of education: preparatory secondary vocational education (VMBO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 50 1D Theatre: appointment of combi-officers Article 1 Definition Combination officers or combi-officers are employees who are appointed in whole or in part on the basis of the Impuls Brede Scholen covenant, and who carry out activities in education alongside their theatre activities. The terms combi-post and combination post are synonymous. Article 2 Commencing employment 1. In addition to the obligatory content of the written contract of employment, the details concerning name, address and registered office of the employer, the place(s) where the work is carried out and the job(s) and standard job(s) of the borrowing educational institute must be stated. 2. On commencement of the contract of employment, the employer and the combi-officer make agreements about the allocation of tasks and hours, resulting in a suitable pattern of work. Article 3 Exclusion from CAO provisions 1. Insofar as it concerns the activities outside the employer’s organisation, the CAO provisions relevant to the borrowing institute will apply instead of the provisions from the CAO for Theatre and Dance, as far as allowances, working hours and rest periods are concerned. If the CAO of the borrowing institute does not offer a suitable alternative, or if the alternative cannot be implemented reasonably and practically, then the provisions of this CAO will remain fully applicable throughout the whole period of employment. 2. The employer and the combi-officer may submit CAO Articles to the Social Commission for Theatre and Dance for exemption, either jointly or separately. Article 4 Termination of the contract of employment A termination of or amendment to the subsidy or the subsidy conditions, on the basis of the Impuls Brede Scholen covenant, resulting in the lapse of the combination post, may form a reason to terminate the contract of employment. Article 5 Job classification Employees who are appointed in whole or in part as a combi-officer are classified in accordance with the activities they carry out within the employer’s organisation. Article 6 Tasks Besides the usual performance and appraisal interviews, there is an annual meeting between the employer, the borrowing institute and the employee about the arrangement of the tasks. At this meeting, parties make agreements about the following matters at least: - nature and scope of educational tasks; - nature and scope of extracurricular tasks; - availability and work schedule; - arrangement of holiday leave; - work discussions. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 51 Appendix 2 Salary and job matrix for dance 2A Dance: rules of application for salaries This CAO has three salary systems for the dance sector: one for dancers, one for technical staff, and one for all other employees. The salary systems apply to employees aged 21 and older. The following rules apply to all three salary systems: Jobs A number of key jobs (1-47) have been defined for employees who are not employed as dancers. They serve as the guideline for determining salary scales. The jobs that are found in practice among companies and producers may differ from the key jobs or be derived from them. The employer himself draws up specific job definitions of the jobs that are found in his organisation. The job of dancer at Dutch National Ballet is broken down into six categories: adspirant/élève; corps de ballet; coryphée; grand sujet; soloist and principal. Scale With the exception of Dutch National Ballet, there are no different scales for dancers that indicate a specific job or rank. Dancers are assigned to a particular salary level on the basis of the number of years of experience they have when they join the company. For the other jobs there are two scales for each job. The higher or the lower scale is allocated depending on the content and importance of the job in question. In the case of a vacancy, this is announced beforehand. Among the factors that determine the importance of a job are the degree of ability to work independently, managerial capacities, and the degree of responsibility that a job entails. Promotion to a higher scale may take place on the basis of an increase or extension of the task load and is the decision of the employer. Experience, training and – to a lesser extent – age are factors that contribute to determining the appropriate level within a scale. Years of experience For dancers, years of experience are the years in which they have worked as a dancer for a professional dance or theatre producer. For the rest, years of experience are evaluated by the employer. For the other jobs, years of experience are the years in which, according to the judgement of the employer, the employee has worked in a job that is comparable to the job to which the employee is appointed. Each year of experience counts for at least one increment. Performance interview The employer holds a performance and/or appraisal interview with the employee at least once a year. A written report is made of this interview, for which the model performance and appraisal interview forms included in this CAO as appendices can be used. In these interviews, agreements can also be made about employability, the progress of employability and the use of the career budget (see the chapter Long-term career management). Periodical salary increases As regards the allocation of periodical salary increases, the salary schemes include both a fixed and a free trajectory. For dancers the fixed trajectory corresponds to scales 3 to 19; the free trajectory applies to scale 20 and above. For other employees the fixed trajectory corresponds to scales 1 to 22; the free trajectory applies above scale 22. During the free trajectory, periodical salary increases are allocated on the basis of job performance or appraisal interviews between employer and employee. At least one increment is automatically allocated every year during the fixed trajectory, except in a number of exceptional cases, in which the employer may decide not to award a periodical increase. It concerns the following cases: 1 If the employee was unable to work for a period of six months or more, thereby preventing the employer from having sufficient opportunity to assess whether the employee functions well. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 52 2 3 If the employee was on (un)paid leave for a period of six months or more, thereby preventing the employer from having sufficient opportunity to assess whether the employee functions well. If the employee can be blamed for evidently not having performed satisfactorily according to the judgement of the employer. This ground for not awarding an increment only applies if the annual performance and/or appraisal interviews have taken place (see above), and the last interview was held within the last 12 months. In this case the employer informs the employee concerned in writing, stating reasons, that unless his behaviour changes there will be reason not to award him an increment on this occasion. This appraisal is made at such a time that the employee has time to improve his functioning in order to be still eligible for an increment. Appeals procedure Differences of opinion about job classification or about a decision not to award a periodical salary increase may be submitted to the Social Commission for Theatre and Dance (see the appendix Procedures for the Social Commission for Theatre and Dance). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 53 2B Dance: rules of implementation for dancers’ salaries The following increases have been applied to the salary amounts below: as of 1-9-2014: 1%; as of 1-9-2015: 1%; as of 1-1-2016: 0.5%, whereby in the case of the latter percentage the excess will be used to supplement it to a maximum of 1.5% as of 1.1.2016, if the wage movements component (ova 2015) is higher than 1.5%. Nos. yrs of experience 1-9-2014 1-9-2015 1-1-2016 Ads/ Elv I CdB II Cor III GrS IV 3 0 2,039 2,059 2,069 0 5 1 2,132 2,153 2,164 1 7 2 2,224 2,247 2,258 0 9 3 2,325 2,348 2,360 1 11 4 2,444 2,468 2,481 2 0 13 5 2,614 2,640 2,653 3 1 15 6 2,780 2,808 2,822 4 2 17 7 2,948 2,977 2,992 5 3 0 19 8 3,108 3,139 3,155 6 4 1 3,198 3,277 3,358 3,445 3,520 3,620 3,701 3,787 3,875 3,962 4,048 4,141 4,215 4,302 4,398 4,557 4,740 4,922 3,230 3,309 3,392 3,480 3,555 3,656 3,738 3,825 3,914 4,001 4,088 4,183 4,257 4,345 4,442 4,602 4,788 4,971 3,246 3,326 3,409 3,497 3,572 3,675 3,757 3,844 3,933 4,021 4,109 4,203 4,279 4,367 4,464 4,625 4,812 4,996 5 6 7 8 2 3 4 5 6 7 8 9 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 36 38 40 Abbreviations for Dutch National Ballet ranks: Ads/Elv: adspirant/élève | CdB: corps de ballet |Cor: coryphées | GrS: grand sujet |Sol: solist | Pr: Principal CAO for Theatre and Dance 1.1.2014 - 30.6.2016 Sol V Pr VI 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 54 2C Dance: Key jobs and scales turnover < € 1.8 bln turnover > € 1.8 bln D−E E−F − D−E − F−G − B−C − C−D − C−D D−E E−F D−E D−E − D−E − H−I − H−I Artistic Staff 1 coach and/or ballet master 2 2nd ballet master/assistant 3 1st ballet master 4 executive education officer 5 senior education officer 6 dance education teacher 7 artistic coordinator/ass. art. director 8 mus. accompanist/musician 9 mus. coordinator 10 artistic adj. director 11 (art.) director subcompany Business Staff 12 PR assistant and 2nd level/ass. 13 PR assistant and 1st level marketing marketing 14 head PR department and marketing 15 production manager 16 tour manager 17 system administrator 18 ass. company manager 19 company manager 20 head education service 21 ass. business director 22 executive/general secretary 23 personnel officer 24 adj. business director 25 (business) director subcompany A−B C−D − D−E C−D − − − − D−E − − − − B−C D−E F−G E−F D−E D−E C−D E−F E−F E−F F−G F−G G−H H−I Administrative Secretarial / Staff staff 26 3rd level admin./secr. assistant 3rd level 27 2nd level admin./secr. assistant 2nd level 28 1st level admin./secr. assistant 1st level 29 head admin./chef de bureau 30 admin./secr. assistant 31 staff ass./chef de bureau 32 administrator − − − − B−C D−E E−F O−A A−B C−D E−F − − F−G Costume Workshop 33 dresser 34 3rd level/ass. costumière 35 costumière/dresser 36 2nd level costumière 37 1st level costumière 38 costumière 39 head costume workshop − − A−B − − B−C − B−C A−B − B−C D−E − E−F Domestic staff 40 2nd level dom./maintenance ass. 41 1st level dom./maintenance ass. − A−B O−A A−B Technical staff 42 trainee stage manager 43 3rd level stage manager 44 2nd level stage manager 45 1st level stage manager 46 head stage manager/head technical staff 47 stage manager, staff function TO − TA TB − TC TC − TD − − TD − TE TO − TA TB − TC TD − TE TE − TF TF − TG − CAO for Theatre and Dance 1.1.2014 - 30.6.2016 55 2D Dance: rules of implementation for salaries for technical jobs The following increases have been applied to the salary amounts below: as of 1-9-2014: 1%; as of 1-9-2015: 1%; as of 1-1-2016: 0.5%, whereby in the case of the latter percentage the excess will be used to supplement it to a maximum of 1.5% as of 1.1.2016, if the wage movements component (ova 2015) is higher than 1.5%. nos. 1-9-2014 1-9-2015 1-1-2016 O 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 1,455 1,542 1,618 1,691 1,784 1,859 1,931 2,027 2,102 2,178 2,264 2,344 2,420 2,507 2,586 2,661 2,742 2,830 2,904 2,998 3,096 3,191 3,277 3,376 3,471 3,562 3,662 3,749 3,849 3,955 4,054 4,173 4,271 4,381 4,484 4,595 4,698 4,801 4,907 5,026 5,143 5,265 5,381 5,502 5,619 5,741 1,470 1,558 1,634 1,708 1,802 1,878 1,950 2,047 2,123 2,199 2,286 2,368 2,444 2,532 2,612 2,688 2,769 2,858 2,933 3,028 3,127 3,223 3,309 3,410 3,505 3,598 3,698 3,786 3,888 3,995 4,095 4,215 4,313 4,425 4,529 4,641 4,745 4,849 4,956 5,076 5,195 5,318 5,435 5,557 5,675 5,798 1,477 1,566 1,642 1,716 1,811 1,887 1,960 2,058 2,134 2,210 2,298 2,379 2,456 2,544 2,625 2,701 2,783 2,873 2,948 3,043 3,143 3,239 3,326 3,427 3,523 3,616 3,717 3,805 3,907 4,015 4,115 4,236 4,335 4,447 4,551 4,664 4,769 4,873 4,981 5,101 5,221 5,345 5,462 5,585 5,703 5,827 1 2 3 4 5 M A 0 1 2 3 4 5 6 7 M B 0 1 2 3 4 5 6 7 8 M C 0 1 2 3 4 5 6 7 8 9 M D 0 1 2 3 4 5 6 7 8 9 M CAO for Theatre and Dance 1.1.2014 - 30.6.2016 E 0 1 2 3 4 5 6 7 8 9 M F 0 1 2 3 4 5 6 7 8 9 M G 0 1 2 3 4 5 6 7 8 9 M H 0 1 2 3 4 5 6 7 8 M I 0 1 2 3 4 5 6 7 M J 0 1 2 3 4 5 M 56 2E Dance: rules of implementation for salaries for administrative and supporting jobs The following increases have been applied to the salary amounts below: as of 1-9-2014: 1%; as of 1-9-2015: 1%; as of 1-1-2016: 0.5%, whereby in the case of the latter percentage the excess will be used to supplement it to a maximum of 1.5% as of 1.1.2016, if the wage movements component (ova 2015) is higher than 1.5%. nos. 1-9-2014 1-9-2015 1-1-2016 O 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 1,455 1,542 1,618 1,691 1,784 1,859 1,931 2,027 2,102 2,178 2,264 2,344 2,420 2,507 2,586 2,661 2,742 2,830 2,904 2,998 3,096 3,191 3,277 3,376 3,471 3,562 3,662 3,749 3,849 3,955 4,054 4,173 4,271 4,381 4,484 4,595 4,698 4,801 4,907 5,026 5,143 5,265 5,381 5,502 5,619 5,741 1,470 1,558 1,634 1,708 1,802 1,878 1,950 2,047 2,123 2,199 2,286 2,368 2,444 2,532 2,612 2,688 2,769 2,858 2,933 3,028 3,127 3,223 3,309 3,410 3,505 3,598 3,698 3,786 3,888 3,995 4,095 4,215 4,313 4,425 4,529 4,641 4,745 4,849 4,956 5,076 5,195 5,318 5,435 5,557 5,675 5,798 1,477 1,566 1,642 1,716 1,811 1,887 1,960 2,058 2,134 2,210 2,298 2,379 2,456 2,544 2,625 2,701 2,783 2,873 2,948 3,043 3,143 3,239 3,326 3,427 3,523 3,616 3,717 3,805 3,907 4,015 4,115 4,236 4,335 4,447 4,551 4,664 4,769 4,873 4,981 5,101 5,221 5,345 5,462 5,585 5,703 5,827 1 2 3 4 5 M A 0 1 2 3 4 5 6 7 M B 0 1 2 3 4 5 6 7 8 M C 0 1 2 3 4 5 6 7 8 9 M D 0 1 2 3 4 5 6 7 8 9 M CAO for Theatre and Dance 1.1.2014 - 30.6.2016 E 0 1 2 3 4 5 6 7 8 9 M F 0 1 2 3 4 5 6 7 8 9 M G 0 1 2 3 4 5 6 7 8 9 M H 0 1 2 3 4 5 6 7 8 M I 0 1 2 3 4 5 6 7 M J 0 1 2 3 4 5 M 57 2F Dance: description of key jobs The following descriptions of key jobs are not exhaustive. They are intended to provide insight into the nature of the jobs on the basic of characteristics and practical examples. In practice, the exact content of the job may depart from the description given here. Moreover, combination posts may occur in practice, in which a single person combines aspects of more than one job (e.g. organisational, secretarial, publicity). Artistic staff 1. coach and/or ballet master Rehearsing new or existing dance repertoire with the dancers. Assisting the choreographer in rehearsing (part of) his/her work. Ensuring that the performance of the dance repertoire that has been rehearsed is of the requisite quality. Assisting the dancers during performances. In Group I companies this job may coincide with that of ballet master. In Group II companies the coach reports to the (first) ballet master. If necessary, the coach draws up the casts and the daily work and rehearsal rosters in consultation with the (first) ballet master. 2. 2nd level ballet master/assistant Providing training lessons for the dancers to prepare for rehearsals or performances. Assisting the coach, ballet master or choreographer in rehearsing the dance repertoire. Reporting to the (first) ballet master. 3. 1st ballet master Providing training sessions for the dancers to prepare for rehearsals or performances. Consulting with the choreographer or artistic coordinator on the casts and organisation of the work in work and rehearsal rosters. Rehearsing the dance repertoire. Ensuring that the performance of the dance repertoire that has been rehearsed is of the required quality. Assisting the dancers during performances. Reporting to the artistic coordinator and/or (adjunct) artistic director. Participating in staff meetings. 4. executive education officer Organising and coordinating educational projects for schools and other clients. The education officer maintains contacts with teachers or coordinators of schools during project days, provides for the elaboration of new educational services, and is responsible for the availability of the necessary props and audiotapes. Possible other tasks include: the provision of introductions for municipal theatres and other clients, the drawing up of lessons, and participation in promotional activities with regard to schools. 5. senior education officer Informing, advising and discussing with schools and other clients about their and opportunities with regard to educational projects. The senior education officer is responsible for the organisation and coordination of the educational activities and projects. The senior education officer contributes to the elaboration of policy and to the conceptual development of (new) educational material. Possible other tasks include: bookings for educational projects, writing educational texts, harmonisation of the content of educational projects with subsidising bodies, supervision of the education team, the maintenance of contacts with arts education centres etc. and the amateur dance sector. 6 dance education teacher Providing educational projects, including active dance classes, workshops and projects for schools and other clients. These may concern individual, classical or group classes. The dance education teacher maintains contacts with teachers or school coordinators during project days, takes care of developing new educational material and is responsible for ensuring availability of the necessary props and music tapes. Other possible duties are: providing introductions for theatres and other clients, drawing up hand-outs and taking part in promotional activities in the field of education. 7. artistic coordinator/ass. art. Director Drawing up the casts and the organisation of the work and rehearsal rosters in consultation with the choreographer. Ensuring a proper harmonisation of the tasks of the coaches and ballet masters. Reporting to and/or assisting the (adjunct) assistant director. Participating in staff meetings. 8. mus. accompanist/musician Accompanying training lessons, rehearsals and/or performances on the piano or other musical instrument. 9. mus. coordinator Ensuring harmonisation of the consultations between the choreographer and the director; providing sheet music. 10. artistic adj. director Is directly responsible to the artistic director and acts on his behalf when the artistic director is absent. The artistic director can delegate certain tasks to his adjunct. The artistic director holds ultimate responsibility for the artistic functioning and artistic output of the company. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 58 11. Business staff 12. (art.) director subcompany (N.B. Only applicable if a company consists of two or more subcompanies with separate activities.) Responsible for the appointment of artistic members of staff of the subcompany concerned. Bears partial or full (ultimate) responsibility for all aspects, and in particular for the artistic functioning of the subcompany. PR assistant and 2nd level/ass. marketing Carrying out activities in accordance with fixed procedures or guidelines for the Publicity Department, such as sending printed matter and invitations and maintaining regular contact with the press and venues. 13. PR assistant and 1st level marketing Initiating or independently carrying out activities for the Publicity Department, if necessary in accordance with the guidelines of the (head of the) department; responsibility for the corresponding part of the budget. The range of tasks may include: responsibility for placing advertisements, responsibility for the production of printed matter, finding accommodation for guests. Carrying out the correspondence, establishing and maintaining contacts with the press and venues for premières etc. Drawing up publicity plans may belong to the tasks within a smaller company. 14. head PR department and marketing Responsibility for the coordination and implementation of all activities of the Publicity Department, including supervising the other members of staff of the department. Drawing up marketing and publicity policy plans and managing the corresponding budget. Maintaining contacts with the press etc. Holding discussions with the business director. Participating in staff meetings. 15. production manager Coordinating the various activities for the realisation of productions. Reporting to the business and artistic directors. Participating in staff meetings. 16. tour manager Assisting the company during travelling and accommodation on tours lasting a number of days. Responsibility for the pre-tour and post-tour organisation; drawing up travel schedules and arranging transport and hotels. Holding discussions with the business director. 17. system administrator Carries responsibility for the development and maintenance of a reliable information system, geared towards the requirements of the organisation. This concerns carrying out technical work, installing and setting up equipment and software, designing and administrating a suitable data structure, ensuring a good back-up system and antivirus protection, and acting as a helpdesk. 18. ass. company manager Executing the tasks listed under ‘company manager’, but in assistance to the company manager and acting under his responsibility. 19. company manager The coordination of various (domestic, technical and/or maintenance) tasks related to the premises. Supervision of members of staff of the domestic staff. 20. head education service Responsibility for preparing, planning and seeing through educational performances and projects in schools, theatres or other locations within the guidelines laid down by the directors. 21. ass. business director The relation between the business director and the assistant can vary depending on the needs of the company. Among the possible tasks are: responsibility for the harmonisation of tasks in different areas (secretariat, production management, publicity). Responsibility for the performance planning and the sale of productions to Dutch theatres. 22. executive/general secretary Independent performance of a number of activities on behalf of the directors or board. Supervising one or more members of staff if required. The nature of the tasks may vary. Examples: preparing/conducting discussions, meetings, negotiations, drawing up texts, (labour) agreements, memoranda, policy plans, annual reports, etc. Drawing attention to and following developments in various areas. Acting as contact person and representing the organisation in various connections. 23. personnel officer The number of fields in which a personnel officer can be active is very wide. The nature of the tasks may therefore vary depending on the needs of the company. The personnel officer is a member of the staff who, generally CAO for Theatre and Dance 1.1.2014 - 30.6.2016 59 speaking, has an advisory function vis-à-vis heads of departments and directors, and an informative function vis-à-vis the other members of staff. Examples: preparing, advising on and implementing policy in the field of terms of employment; recruitment and selection; labour contracts and salary systems; evaluation of performance and functioning; career planning and counselling; training and retraining; transfers, promotion and resignation; keeping records (e.g. sick leave, legal regulations); labour relations (Works Council-directors); personnel care and social counselling. The personnel officer may supervise one or more members of staff, reports to the directors and participates in staff meetings. 24. adj. business director Is directly responsible to the business director and acts on his behalf when the business director is absent. The business director can delegate certain tasks to his adjunct. The business director holds ultimate responsibility for all aspects of the business policy of the company and reports on the same to the board of the foundation. 25. (business) director subcompany (N.B. Only applicable if a company consists of two or more subcompanies with separate activities.) Responsible for the appointment of (business staff) members of staff of the subcompany concerned. Bears partial or full (ultimate) responsibility for all aspects, and in particular for the business functioning of the subcompany. 26. Administrative and secretarial staff 3rd level admin./secr. assistant Performing simple administrative and/or secretarial tasks such as sorting and sending post, operating the switchboard, keeping various databases up to date, copying, typing, acting as receptionist, etc. 27. 2nd level admin./secr. assistant Performing simple administrative and/or secretarial tasks in accordance with fixed procedures or guidelines. The administrative tasks may include: checking and coding invoices and declarations, carrying out the administration in connection with health insurance and pension schemes, keeping databases up to date. The secretarial tasks may include: mailings, correspondence, sending printed matter and invitations etc. 28. 1st level admin./secr. assistant Independent performance of various financial and administrative or secretarial activities. The financial and administrative activities may include: drawing up invoices, salary administration, debtor/creditor administration, administration in connection with the tax office and industrial board, all under the responsibility of the administrator or head of accounts. The secretarial tasks may include: those listed under 2nd level, but with an appreciable degree of autonomy, possibly under the final responsibility of a chef de bureau. 29. head admin./chef de bureau Responsibility for the secretariat (to the directors), or the financial administration, in a supervisory position to a number of members of staff. Arranging appointments, meetings, etc. Carrying out various support activities connected with the planning, publicity, sales, etc. Reporting to the business or artistic director. Participating in staff meetings. Preparing (production) budgets; monitoring expenses and liquidity, etc. Seeing through the external accountants and tax inspection. 30. admin./secr. assistant In smaller organisations: a combination of the tasks listed under ‘2nd level admin./secr. assistant 1st level’ and ‘admin./secr. assistant’ carrying out simple administrative and/or secretarial tasks such as sorting and sending post, operating the switchboard, keeping various databases up to date, including the financial administration, copying, faxing, typing, filing, taking minutes. 31. staff ass./chef de bureau In smaller organisations: Independently carrying out tasks as listed under ‘1st level admin./secr. assistant’ and ‘head admin./chef de bureau’, and possibly supervising other members of staff. 32. administrator Responsibility delegated by the business director for the entire financial administration. Supervision of other administrative members of staff. Determination of (production) budgets in consultation with the business director; monitoring expenses and liquidity, etc. Preparation of annual reports, budgets, etc. Seeing through the inspections by the external accountants and the tax office. Participating in staff meetings. Costume workshop 33. dresser Providing costumes: washing, ironing, hanging and clearing away costumes, carrying out simple costume repairs. Tasks related to the preparation of costumes can be assigned by the head stage manager or by the head of production. The dresser can be entrusted with the management of the workshop and with stocks of e.g. footwear. The dresser can also be deployed during (full dress) rehearsals and performances to assist the dancers in putting on and taking off their costumes. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 60 34. 3rd level/ass. costumière Assisting (as a trainee) with various activities in the costume workshop; carrying out simple tasks in accordance with precise instructions from the first costumière or from the head of the costume department. 35. costumière/dresser Executing a combination of tasks listed under the former two jobs. 36. 2nd level costumière Making or adjusting costumes on the basis of patterns in accordance with instructions but with a degree of independence; dyeing materials, shoes, etc. 37. 1st level costumière Responsibility for the production of (parts of) costumes, supervision of (assistant) costumières, and reporting to the head of the costume department. The production of costumes in accordance with the wishes of the choreographer or artistic director on the basis of drawings. Selecting and advising on the textiles and materials to be used and on their purchase. Arranging contracting out to third parties where necessary. Management of the costume workshop. 38. costumière Usually in smaller companies: producing of and caring for costumes; a combination of tasks as listed under 2nd and 1st level costumière. 39. head costume workshop Responsibility for the functioning of the costume workshop, supervision of the other members of staff in the costume workshop. Producing costumes in accordance with the wishes of the choreographer or artistic director on the basis of drawings. Selecting and advising on the textiles and materials to be used and on their purchase. Arranging contracting out to third parties where necessary. Management of the costume workshop. Budget management per production. Reporting to the business or artistic director. Participating in staff meetings. Domestic staff 40. 41. Technical staff 42. 2nd level dom./maintenance ass. Carrying out various service activities, including: control of access to and/or surveillance of the premises; porter's and courier's services; cleaning; canteen (counter sales, stocks); simple maintenance work. 1st level dom./maintenance ass. Independent performance of various service activities, such as: porter's service, combined with reception and switchboard operation; concierge activities; supervising and providing maintenance for the heating, lighting and equipment; inventory of needs and requirements in these areas. trainee stage manager Assisting (as a trainee) with preparatory activities in setting up the lighting, sound system and décor in accordance with precise instructions or guidelines. 43. 3rd level stage manager Assisting with preparatory activities in setting up the lighting, sound and décor in accordance with precise instructions or guidelines. Independently stage managing simple performances in accordance with guidelines. 44. 2nd level stage manager Preparing performances in accordance with the instructions of the 1st level stage manager, designer and/or choreographer. Responsibility for one of the disciplines - lighting, sound or décor - during the preparation, setting up and duration of complex performances. Technical responsibility for both lighting, sound and décor during the preparation, setting up and duration of simple performances, possibly in cooperation with a 3rd level stage manager under supervision. Acting as contact person for the stage managers of the theatres concerned. 45. 1st level stage manager Technical responsibility for both lighting, sound and décor during the preparation, setting up and duration of performances. Supervision of 3rd level and 2nd level stage managers. Acting as contact person for the stage managers of the theatres concerned, who are informed in writing of the technical requirements and conditions beforehand. 46. head stage manager/head technical staff Usually in bigger organisations: compiling a technical budget for each production. Monitoring the budget for each production. Drawing up a long-term investment plan for the replacement of technical equipment. Supervising the other members of staff in the technical department, possibly including the costume and/or décor workshops. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 61 Informing and advising the directors on the functioning, appointment and resignation of members of staff. Reporting to the business manager. Participating in staff meetings. 47. stage manager, staff function Usually in smaller organisations: A combination of the tasks listed under 3rd level stage manager and 2nd level stage manager; carrying responsibility for technical logistics (transport of persons and materials, etc.) during the production process, supervising other members of the technical staff if required; assuming responsibility for the corresponding part of the budget if required. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 62 Appendix 3 Model job performance interview form Name: ............................................................................................................................................................................. Position: ............................................................................................................................................................................ Name of manager (appraiser): ....................................................................................................................................... Date of interview: ............................................................................................................................................................ I. Agreements from the last performance interview/Current state of affairs/Follow-up agreements Section 1: Command of job (professional knowledge, independence, communication) Agreements made (work and result)/Points for improvement Current state of affairs Follow-up agreements Section 2: Quality of the work (planning and organisation, accuracy, order and neatness, proactiveness) Agreements made (work)/Points for improvement Current state of affairs Follow-up agreements Section 3: Personal commitment (work tempo, level of service, ability to cope with stress) Agreements made (work)/Points for improvement Current state of affairs Follow-up agreements Section 4: Working relationships and collaboration (colleague’s, manager/directors, members, external business relations) Agreements made (work)/Points for improvement Current state of affairs Follow-up agreements Section 5: Management (planning & organisation, motivation, taking responsibility) Agreements made (work)/Points for improvement Current state of affairs Follow-up agreements CAO for Theatre and Dance 1.1.2014 - 30.6.2016 63 Section 6: Result agreements: the employee will keep to the following result agreements in the coming year. Result agreements Current state of affairs (what has changed, when, how much, to what degree?) Follow-up agreements II. Other subjects Section 1. Content and range of duties Section 2. Development and expectations for the future (training requirements, development within the job and the organisation, development prospects in general) Section 3. Working conditions (pressure of work, working hours, workstation) III. Additional comments: Employee: Manager: Signed Appraiser/manager Signed as read employee Date: Date: CAO for Theatre and Dance 1.1.2014 - 30.6.2016 64 Appendix 4 Model appraisal system and appraisal form Explanation of the appraisal system Listed below are six job performance aspects that may be addressed in an appraisal interview. The list also includes a scoring system for the evaluation of the aspect concerned and the sub-elements. For example: an employee scores a ‘good’ on all three elements of the aspect ‘command of job’ (professional knowledge, independence and communication). The employee then scores 2 points for the aspect ‘command of job’. According to this system, there is a minimum of five points (or six in the case of management) and a maximum of fifteen points (or eighteen in the case of management), which are valued as follows: 1 2 3 4 5* 6 * poor 0 fair 1 good 2 excellent 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 Total 0 points = poor 5 points = fair 10 points good = 15 points = excellent Total in the case of management 0 points = poor 6 points = fair 12 points good = 18 points = excellent Command of job professional knowledge independence communication Quality of work planning and organisation accuracy order and neatness proactiveness Personal commitment work tempo level of service ability to cope with stress Working relationships colleagues manager/directors members external business relations Management (if applicable) planning and organisation motivation taking responsibility Results Total, if the management aspect is part of the appraisal 0-5 points = poor (no periodical increase) 6-9 points = fair (no periodical increase) 10-15 points = good (one periodical increase) 16-18 points = excellent (two periodical increases) Total, if the management aspect is not part of the appraisal 0-4 = poor (no periodical increase) 5-7 points = fair (no periodical increase) 8-12 points = good (one periodical increase) 13-15 points = excellent (two periodical increases) CAO for Theatre and Dance 1.1.2014 - 30.6.2016 65 Model appraisal form Name: ............................................................................................................................................................................. Position: ............................................................................................................................................................................ Name of manager (appraiser): ....................................................................................................................................... Date of interview: ............................................................................................................................................................ I. Evaluation of agreements from the previous appraisal Result to be achieved/content of the agreement II. When it is to be achieved Appraisal of the selected appraisal criteria 1. Command of job Professional knowledge Independence Communication poor fair good excellent fair good excellent fair good excellent fair good Grounds for appraisal and work agreements about points for improvement: 2. Quality of work Planning and organisation poor Accuracy Order and neatness Proactiveness Grounds for appraisal and work agreements about points for improvement: 3. Personal commitment Work tempo Level of Service Ability to cope with stress poor Grounds for appraisal and work agreements about points for improvement: 4. Working relationships (colleagues, manager/directors, external poor excellent business relations) Colleagues Manager External business relations Grounds for appraisal and work agreements about points for improvement: 5. Management (if applicable) Planning & organisation Motivation Sense of responsibility poor CAO for Theatre and Dance 1.1.2014 - 30.6.2016 fair good excellent 66 Grounds for appraisal and work agreements about points for improvement: 6. Result agreements (what has changed, when, and to what poor fair degree has the result agreement been achieved?) Result agreement 1. Result agreement 2. Result agreement 3. etc. Grounds for appraisal and work agreements about points for improvement: III. Final conclusion Total score Conclusion and any periodical increase awarded IV. Personal development/Additional comments: Employer: Manager: Appraiser/manager Signed as read employee Date: Date: CAO for Theatre and Dance 1.1.2014 - 30.6.2016 good excellent 67 Appendix 5 Accommodation expenses General These regulations cover an allowance for accommodation expenses incurred by performing artists and performance-related staff in carrying out activities requested by the employer outside the company location, either in the Netherlands or abroad. The amounts below are paid out as a fixed allowance, unless agreed with the employee participation body that the allowance is to be paid - up to the maximum of the amounts below - on the basis of declaration or that certain allowances are to be compensated in kind (in whole or in part). The amounts are indexed annually by the inflation percentages as applied to the domestic travel scheme for civil servants. Article 1 Accommodation expenses amounts for the Netherlands and Dutch-speaking Belgium Amounts for 2014: Breakfast allowance 7.35 Incidental expenses 4.08 Lunch allowance 11.90 Dinner allowance 19.74 Evening allowance for technicians 5.83 Total excluding evening allowance 43.07 Breakfast allowance: This allowance is only paid in the case of an overnight stay, whereby breakfast is not included in the accommodation bill paid by the employer or provided by the employer. Incidental expenses: This allowance is paid in the case of all activities carried out outside the company location. Lunch allowance: This allowance is paid on leaving the company location before 12.00. Dinner allowance: This allowance is paid on leaving the company location before 17.00 and returning to the company location after 19.30 or spending the night elsewhere. Evening allowance for technicians: This allowance is paid to technicians in the case of evening activities carried out after 22.00 outside the company location. Article 2 Accommodation expenses amounts for abroad Amounts for 2014: Breakfast allowance Incidental expenses Lunch allowance Dinner allowance Evening allowance for technicians Total excluding evening allowance 9.41 5.22 15.23 25.27 7.46 55.13 The amounts are paid out on a daily basis during travelling and staying abroad, unless the allowances are included in the accommodation arranged and paid for by the employer or provided by the performance location, or in other situations where it has been agreed with the employee participation body to pay certain allowances in kind (in whole or in part). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 68 Appendix 6 Regulations for study facilities General Insofar as appropriate within the regulations of the theatre Loopbaanfonds, under the Sociaal Fonds Podiumkunsten, employers and employees can request financial support from this fund for the implementation of the provisions below. Article 1 Scope These regulations are applicable to all employees covered by this CAO, except dancers, as the Omscholing Dansers Nederland scheme is applicable to this professional group. Article 2 Financing 1. a. The costs of a course of study required by the employer and deemed necessary by the employer for carrying out a job are paid in full by the employer. b. In the case of a course of study that is in the interests of the work and/or arises from the job or an expected job, 50% of the costs will be paid by the employer, if the course of study is followed with the permission of the employer. In special cases, the employer’s contribution can be set at 75%. 2. If the course of study as referred to in sections 1a and 1b takes place outside the employee’s town of residence or the company location, the travelling expenses are reimbursed in accordance with the company’s usual regulations. 3. The 'costs of a course of study' as referred to in sections 1 and 2 are defined as follows: − necessarily incurred course and tuition fees; − examination and diploma costs; − costs of acquiring set study material. 4. If the employer does not give permission as referred to in section 1b, the employee concerned will be notified of this in writing, including reasons. 5. Article 3 If the employee terminates his employment with the employer within a specified period after the completion of the study, the employee must refund the expenses incurred by the employer to the employer. The length of this period is determined by the employer in consultation with the employee before the commencement of the study. Study leave 1. Study leave may be granted if the lessons are held during normal working hours. 2. Lessons given outside normal working hours are not compensated in working hours. 3. Days off may be granted for examinations. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 69 Appendix 7 Trainee policy 7A Trainee policy Using trainees in performing arts productions serves several purposes. On the one hand, it is necessary for students to put what they have learned in their training into practice. The trainee placement is therefore part of the educational curriculum. Employers take social responsibility in supervising and supporting students in a practical trainee placement. On the other hand, using trainees gives employers the opportunity to get to know the new professionals and discover their talents. Besides these positive aspects for students, employers and training institutes, the social partners point out that frequent use of trainees can sometimes lead to unwanted situations. This can happen if trainees are used as cheap labour in the place of regular employees and, in particular, of recently graduated professionals. The latter group can therefore experience difficulty in gaining the necessary experience and finding sufficient work (also in the long term). The social partners therefore urgently advise the professional field to use (and continue to use) recent graduates and regular employees in good proportion to trainees. The social partners also draw the attention of training institutes and producers to the importance of good-quality supervision of trainees and adequate preconditions in the trainee placement agreement (see the model trainee placement agreement in this CAO). CAO for Theatre and Dance 1.1.2014 - 30.6.2016 70 7B Model trainee placement agreement for student dancers and actors The undersigned: 1st party to the contract : ……………………………………… (company) in : ……………………………………… represented by : ……………………………………… hereafter referred to as the company 2nd party to the contract, fellow signatory :……………………………………… (training facility) in : …………………………………….. represented by : …………………………………….. hereafter referred to as the training facility 3rd party to the contract, fellow signatory pupil at the above training facility, hereafter referred to as the trainee :……..……………………………… (trainee) Declare that they have made the following agreement: The trainee will be attached to the company for ... (period). The company offers the trainee the following: only for dance trainees: a daily training or warming-up; the opportunity to follow rehearsals and rehearse repertoire, depending on the decision of the artistic director as 1st, 2nd or emergency cast; the opportunity to obtain performance experience in the theatre performances and presentations produced by the company, depending on the decision of the artistic director; the opportunity to follow the programme of the training facility during company days off; the opportunity to take auditions with other companies; the opportunity to attend the official presentation of diplomas of the training facility; the trainee receives daily allowances on performance days in accordance with the accommodation expenses allowance in this CAO and a professional expense allowance in accordance with the compensatory allowance scheme of the employer; travelling expenses incurred as part of the trainee placement at the request of the company will be reimbursed by the company, insofar as necessary to supplement any student discount on public transport. The trainee agrees with the company and the training facility that: he will be available on a full-time basis to follow lessons, rehearsals and the presentation (and attendance) of performances in accordance with the applicable company schedule; he will not perform any work for third parties outside the company during the period of the contract without the express written permission of the company; he will immediately notify the company in the event of absence, illness, injury or any other impediments which may arise; he will make an appointment with his supervisor from the training facility every two months; he will make use of public transport discount options as far as possible for travelling expenses incurred as part of the trainee placement at the request of the company. Where this is not possible, the travelling expenses will be reimbursed by the company. The training facility agrees with the company and the trainee that: it will provide third party insurance for the trainee by the training facility; it will provide supervision for the trainee by a teacher on the staff during the placement period; it will maintain contact with the company and the trainee during the placement period. This agreement can be prematurely terminated by any of the parties for pressing reasons provided a period of notice of two months is observed. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 71 The (standing) rules of the company are applicable to this trainee placement agreement. Made and signed in triplicate, ......……………………… (date), 1. ......………………………. .(place) On behalf of the company ......………………………………………………… 2. On behalf of the training facility ......………………………………………………… 3. Trainee ......…………………………………………… CAO for Theatre and Dance 1.1.2014 - 30.6.2016 72 Appendix 8 Self-employed individuals in the performing arts In recent years, an increasing number of self-employed individuals (called ZZP-ers in Dutch) have been working in the performing arts, just as in other social sectors. The social partners think it is important that whereas a great many terms of employment are arranged for employees in the CAO, ZZP-ers are able to arrange provisions for themselves, particularly in the areas of incapacity for work and pension. The social partners therefore urge the commissioning body and the commissioned party to explicitly involve the elements of pension accrual and incapacity for work in their agreements about the fee for the ZZP-er. As a basis for doing so, the social partners advise a gross hourly wage based on the salary of an employee with similar tasks, increased by approximately 30%, or else the percentage necessary for financing provisions for incapacity for work and pension of reasonable quality. Although ZZP-ers are not employees and are not covered by this CAO, the social partners do make agreements about access for ZZP-ers to the theatre career scheme, which has been part of the Sociaal Fonds Podiumkunsten since 1 July 2014. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 73 Appendix 9 Article 1 Procedures for the Social Commission CAO for Theatre and Dance Tasks, composition and secretary of the Commission 1. In order to promote correct and clear interpretation and application of this CAO, the social partners FNV KIEM and NAPK are founding a Social Commission CAO for Theatre and Dance (hereinafter the Commission). The Commission comprises four members and four deputy members, of which two members and two deputy members are appointed by NAPK and two members and two deputy members by FNV KIEM. The Commission elects a chair from it ranks, preferably in such a way that this post is occupied in turn by each of the social partners. If required, the Commission can be temporarily expanded by an independent chair. 2. The tasks of the Social Commission are: a. Giving a viewpoint/decision or advice to an employer/employers, an employee/employees, social partners or other parties concerned regarding the definition and/or application of the provisions in this CAO; b. At the request of an employer or employee, dealing with requests for exemption from provisions in this CAO; c. Giving binding advice to an employer or employee in the case of disputes about the definition and/or application of this CAO. 3. The secretary of the Commission is located at NAPK, e-mail [email protected]. Article 2 Procedure for submitting an appeal 1. A request for a viewpoint/decision, exemption or (binding) advice about the interpretation and/or application of this CAO may be submitted by employers, employees, CAO parties and other parties concerned at any time by e-mail to the secretary of the Commission, via [email protected]; 2. A request as referred to in section 1 will only be dealt with after the request has been submitted with reasons in writing via e-mail. A request for binding advice must state: - full name and address of the opposite party/parties; - which Article(s) of the CAO pertain to the request; - the facts and circumstances that have led to the dispute, and the conclusion that should be drawn from this in the opinion of the claimant. 3. The secretary will send the appeal and any appendices within 14 days of receipt to the members and deputy members of the Commission, and - in the case of a dispute - also to the opposite party. 4. The opposite party is given the opportunity to submit a written defence to the Commission by sending it to the secretary, within 21 days of the secretary sending the appeal and any appendices. The secretary immediately sends on the written defence and any appendices to the Commission. 5. The secretary will send a copy of the written defence within 14 days of receipt to the members and deputy members of the Commission, and to the claimant. Article 3 Procedure for dealing with an appeal 1. The period during the date of the deadline for submitting the written defence and the date it will be dealt with by the Commission will be at least 21 days. 2. The Commission will deal with the case preferably within two months, but at the latest within four months of submission of the appeal by the secretary. Exemption may be granted under restrictions; conditions and/or regulations may be applied. 3. If the Commission sees a reason to do so on the grounds of the appeal and/or written defence, it can request parties for additional written reactions and/or information. In each case, the Commission sets the deadline for receipt of these documents by the secretary. If further reactions and/or information are requested, the case will be dealt with by the Commission preferably within four months, but at the latest within six months of the appeal being submitted to the secretary. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 74 4. If the Commission sees a reason to do so, it can summon parties, witnesses or experts to give further information. Such a summons takes place at least 14 days before the case is dealt with. 5. The Commission takes a decision by majority vote and determines its binding advice outside the presence of parties to the dispute. 6. The Commission determines what costs are to be charged to which party. If the costs are charged to the employee (in whole or in part), the employer is entitled to deduct this sum from the salary owed to the employee by the employer, in compliance with the legal provisions and with the obligation to pay the amount owed to the Commission within one week of the deduction. The parties’ costs do not include the costs of any legal aid. 7. The binding advice is drawn up in writing, giving reasons. A copy of the advice signed by the chair and the secretary is sent to each of the parties and to all members and deputy members of the Commission within the set term (four or six months). 8. Due to the importance of the advice for the CAO and for collective bargaining, the Commission may decide to send the anonymised binding advice to the Social Partners. Parties to the dispute will be notified of this. 9. The Commission’s decision is binding and no appeal is possible, although a party may submit the dispute to the competent public court within two months of the Commission’s decision. The court will not deal with the content of the case, but will judge whether all the procedural requirements have been met properly (marginal review). Article 4 Procedural costs NAPK and FNV KIEM will make further agreements about the costs of the Commission and the secretary regarding the execution of the Commission’s tasks. CAO for Theatre and Dance 1.1.2014 - 30.6.2016 75 INDEX abroad activities abroad .........................................14 working hours and rest periods ..................15 accommodation expenses 67 activities outside the company location13, 14, 15 allowances .................................................17 agency staff 24 appeals procedure 52 appendices 25 atv days 13, 14, 16 audiovisual recordings cooperation ................................................17 availability 13 breaks 12 cao declare generally binding .............................4 duration ........................................................7 evaluation ....................................................4 interim changes in socio-economic relations7 publication....................................................7 career budget 19 career policy 18 combi-offers 50 commencement of employment 7 confidentiality 21 continued payment of wages 11 contract of employment 5, 7 continued payment of wages .....................11 definite period ..............................................8 term of notice ...............................................9 termination ...................................................9 trial period ....................................................8 dancers omscholingsregeling ..................................23 day contracts (theatre) 10 days off 16 alternative agreements ..............................14 for study .....................................................68 death payment in the event of .............................12 declare generally binding 4 directing allowance (theatre) 10 employability 19 employee participation body 5 employees refresher courses .......................................19 employer legal liability ...............................................22 employment description ...................................................7 giving notice .................................................9 termination ...................................................9 end of year bonus 11 entitlement 10 holiday and atv days 16 holiday bonus 11 incapacitiy for work another job ................................................. 21 incapacity for work 21 accumulation of holiday leave .................... 16 permission to dismiss .................................. 9 salary during .............................................. 11 indefinite period 8 instant dismissal 9 job scale classification (theatre) 10, 27 job scales (theatre) 10 key jobs (dance) 57 artistic staff................................................. 57 business staff ............................................. 58 costume department .................................. 59 domestic staff............................................. 60 technical staff ............................................. 60 key jobs and scales (dance) 54 legal liability employer .................................................... 22 long term career management 18 lunch break 13 medical examination during employment ...................................... 9 prior to commencing employment ................ 8 minium cao 4 model appraisal system and form 64 model job performance interview form 62 non-statutory income support 20 omscholingsregeling dancers 23 outsourcing 22 pension pension premium ....................................... 23 scheme ...................................................... 23 self-employed individuals ........................... 72 supplement to WW .................................... 20 performance free weeks for actors 14 professional expenses 17 property 21 publicity cooperation on ........................................... 17 reorganisation 20 rest periods 14 salary increases (theatre) ..................................... 10 periodical increases (dance) ...................... 51 rules of application (dance)........................ 51 salary and job matrix for dance 51 salary conditions CAO for Theatre and Dance 1.1.2014 - 30.6.2016 76 dance .........................................................11 theatre........................................................10 salary table administrative and supporting jobs (dance)56 dancers ......................................................53 technical jobs (dance) ................................55 theatre........................................................26 schedules announcement ...........................................12 self-employed individual (zzp-er) 72 sociaal fonds podiumkunsten loopbaanfonds scheme ..............................24 sociaal fonds schemes ..............................23 tasks and goals ............................................4 social commission cao for theatre and dance general .......................................................24 procedural costs ........................................74 procedure for dealing with an appeal .........73 procedure for submitting an appeal ...........73 procedures .................................................73 tasks, composition and secretary...............73 social plan continuation of pension accrual .................20 employee’s obligations ..............................21 financial contribution towards mobility or retraining ...............................................21 general .......................................................20 non-statutory income support ....................20 support for work-to-work programmes .......21 target group ...............................................20 special leave 17 standard jobs (theatre) artistic jobs .................................................29 atelier ......................................................... 40 description ................................................. 28 education ................................................... 33 in-house services ....................................... 46 office .......................................................... 41 production .................................................. 34 publicity & marketing.................................. 32 residential theatre ...................................... 47 technical department ................................. 37 study leave .......................................................... 19 refresher courses for employees ............... 19 regulations for study facilities ..................... 68 term of notice 9 trainee 24 model trainee placement agreement ......... 70 policy.......................................................... 69 traineeship fee 24 trial period 9 union contribution 18 work schedules announcement 12 working days 13 working for third parties 22 working hours act 14 working hours and rest periods abroad........................................................ 15 for other personnel..................................... 15 for performing artists .................................. 14 general ....................................................... 12 in the Netherlands...................................... 14 of performance-related personnel .............. 14 outsourcing ................................................ 22 zzp-er 5, 6, 72 CAO for Theatre and Dance 1.1.2014 - 30.6.2016