Business Needs from March 22 of each year, each District of the Company may fill a number of job openings equal to the greater of 1 or 1% of the total number of Regular employees, rounded to the nearest whole number, in each District at the beginning of each six month period, for the purpose of the "needs of the business" as defined by the Company;
Business Needs from March 22 of each year, the Company may fill up to three job openings, no more than two of which may be Company initiated upgrades, in each six month period in each District of the Company, for the purpose of the "needs of the business", as defined by the Company;
Business Needs. From March 22 of each year, the Company may fill up to one job opening in each six month period in each District of the Company, for the purpose of the “needs of the business” as defined by the Company, including Company initiated upgrades.
Business Needs. Once an employee is assigned to their position they can be moved by the Company at it’s discression within the provisions of the CBA.
Business Needs. DEFINITION The Maintenance Manager or designate will require that all of the following are being reasonably addressed within their area prior to a team member being authorised to take time off in lieu of additional hours (Refer Clause 6.3.1) Safety Environment Loss of production Loss of product quality Critical equipment - as defined in Equipment Criticality Database Equipment repair issues - say where a pump is broken down and the spare is operating but in poor condition as identified via IMI vibration survey CSC field hardware Absenteeism/vacation APPENDIX 2 Additional Payments for Shutdowns The following arrangements will apply for T&I shutdowns as well as unplanned shutdowns/breakdowns that last for greater than 14 calendar days between feed out and feed in. Contained within the annualised salary is an overtime payment. This equates to approximately 3 hours per week. For T&I shutdowns, a designated shutdown period will be calculated based on ‘oil out’ to ‘oil in’ plus 7 calendar days either side (ie 14 total). For unplanned shutdowns payments outside of annualised salaries will occur where an unplanned shutdown lasts for greater than 14 calendar days between feed out and feed in. During this designated shutdown period the Company will specify its skill and staffing requirements (numbers) to the work team. The team will make all reasonable attempts to provide the numbers sought and in the first instance the numbers will come from the team where the T&I is to occur. If more personnel are required than that team can provide, additional volunteers will be called for from other teams. Either party can terminate this arrangement at the conclusion of the agreement. Payments over and above the 3 hours per week will be made if in any fortnightly period an employee’s single time equivalent hours exceed the limit for that fortnight. Payment will be calculated on an individual basis, but only for those hours worked in excess of the 3 hours per week, averaged over the fortnightly period. For periods of less than a fortnight, hours will be pro-rated, annualised hours will be pro-rated at 3/7 hours per day. Payment will be calculated at double time of the employee’s base component of salary. The following two examples illustrate how the arrangement will work. Example 1 Assume designated shutdown period of 28 days ie 2 fortnightly periods. Annualised overtime component within each fortnightly period is 6 hours ie 2 weeks x 3 hours per week. Employee works additional h...
Business Needs. The following table identifies all business needs which shall be addressed by this use case. Each sub task in the use case shall be planned and executed in such a manner to fulfill individual business needs to a certain extent. Table 4: Business needs for use case “Design and validation of next generation hybrid powertrain / E-Drive” No Title Description BN_T7.3_01 Simulation environment for multicore application Enhancement of simulation environments to emulate parallel applications for early architecture exploration and improved safety analysis BN_T7.3_02 Seamless modeling method Capability for seamless architecture modeling including system, SW, HW, behavior and safety aspects BN_T7.3_03 SW design and development guidelines for highly parallel HW platforms Availability of guidelines for SW architecture / SW development including all (AUTOSAR) relevant SW layers BN_T7.3_04 Tailored safety architectures for multicore platforms Availability of new safety concepts, architectures & services for multi-core platforms BN_T7.3_05 Integrated tool chain Availability of integrated and consistent tool chains for control system development BN_T7.3_06 Safety case generation Automated compilation of safety case information based on existing information from product development BN_T7.3_07 New networking solutions for multicore platforms Availability of improved networking solutions for heterogeneous automotive systems BN_T7.3_08 Data exchange and communication strategies Availability of new solutions for the configuration and handling of complex communication channels during development, calibration and diagnosis
Business Needs. Table 5: Business needs for use case “Modelling and functional safety analysis of an architecture for ACC system” No Title Description BN_T7.4_01 Modeling environment for ISO 26262 functional safety analysis of safety mixed critical systems. Improvement of modeling/simulation environment to integrate safety mixed critical system architectures and requirements within ISO 26262 functional safety analysis constraints.
Business Needs. Table 6: Business needs for use case “Infotainment and eCall Multi-Critical Application” No Title Description
Business Needs. The use case will address the following issues (business needs) in relation to the next-generation E/E architecture for commercial vehicles and a subset of the ECUs specific to the engine controllers: Table 7: Business needs for use case “Next generation electronic architecture for commercial vehicles” No Title Description
Business Needs. 6.1 The partners have jointly considered the main options for future service development. Table 1 below presents an outline of the needs of each partner and the potential solutions that have been reviewed.
