Download Collective Labour Agreement (CAO) for Theatre and Dance

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
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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
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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
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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.
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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;
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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.
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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;
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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.
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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.
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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).
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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
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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.
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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.
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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,
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

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.
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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.
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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.
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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:
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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.
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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.
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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
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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
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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
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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
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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)
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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).
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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)
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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).
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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).
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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).
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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).
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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).
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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.
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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.
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-
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).
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1.1.2014 - 30.6.2016
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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).
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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
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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).
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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).
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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+).
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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).
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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.
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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).
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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.
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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).
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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.
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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.
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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).
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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
−
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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.
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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
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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.
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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.
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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.
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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
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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:
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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)
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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).
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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.
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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).
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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.
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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
......……………………………………………
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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.
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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.
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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.
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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
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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
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