1.1

1.2

1.2.1

1.2.2

1.2.3

1.2.4

1.2.5

1.3

1.3.1

1.3.2

1.3.3

1.3.4

1.3.5

1.3.6

1.3.7

1.3.8

1.3.9

1.3.10

1.4

1.4.1

1.4.2

1.4.3

1.4.4

1.4.5

1.4.6

1.4.7

1.5

1.5.1

1.5.2

1.5.3

TableofContentsIntroduction

OurCooperative

History

Purpose&Vision

CooperativePrinciples

Constitution

Governance

Workingtogether

Strategy

Planning

Sprints

Coordination

WorkingGroups

ProductPrioritisation

LoomioUsingLoomio

Communicationstools

Marketingtools

Devtools*

Lookingafterpeople

Stewarding

WellWorkingGroup

ProfessionalDevelopment

ConflictResolutionProcess

ConflictResolutionResources

Retreats*

StaffWellbeingBudget

Employment&Membership

Employment

StaffOnboarding

Membership

1

1.5.4

1.5.5

1.5.6

1.6

1.6.1

1.6.2

1.6.3

1.6.4

LoomioPoints*

Health&Safety*

AnnualLeave

OtherGuides*

LoomioCommunityGroup

TheLoomioWay(BrandGuidelines)

CollaborativeFunding

Inspiration

2

LoomioCo-opHandbook

Webuildsoftwareforcollaborativedecisionmaking,usedbythousandsoforganisationsandcommunitiesaroundtheworld.Ifyou’relookingforawaytomakegroupdecisionswithoutmeeting,tryitoutatloomio.org.

Thesoftwarewebuildisopensource,whichmeanswefreelysharethecodeforanyonetoread,learnfrom,andmodify.Ourorganisationisopensourcetoo.Ifyouwanttolearnhowwerunanefficientorganisationwithoutahierarchy,thishandbookisagoodplacetostart.

Ifyou'reviewingthisonasmallscreen,you'llfindatableofcontentsbyclickingthemenuiconatthetopleft:

TheLoomioCooperativeisbasedinAotearoaNewZealand.We'repartoftheEnspiralnetwork-checkouttheEnspiralhandbookformoreopensourceorganisationalgoodness.

Introduction

3

OtherstoriesaboutdevelopinganopenorganisationBesidesthishandbook,AlannaandRichhavewrittenabunchofstoriesbasedontheirexperienceastwooftheLoomioco-founders.Here'sacouple:

Beyond“DreamersvsDoers” — FullCircleLeadershipHowtoGrowDistributedLeadershipBootstrappingaBosslessOrganisationin3EasySteps;-)ACaringOrganisation:Feelings,Magic&Genderedwork

Feelfreetocontact@richdecibelsonTwitterifyouwanttochataboutthisstuff

AboutthishandbookIfyoufindthishandbookhelpfulinyourwork,pleaseletusknow.We'dlovetohearfromyou.

Introduction

4

ThehandbookwasdiscussedonHackerNews.ThecommentthreadisagoodsourceoffurtherFAQstyleinformation.

YoucanfindthecodeonGithub,anddownloadthehandbookindifferentformatsfromGitbooks.

ThisworkislicensedunderaCreativeCommonsAttribution-ShareAlike4.0UnportedLicense.

Introduction

5

OurCooperativeInthissection,youcanfindoutsomeofourhistory,andwhywechosetoincorporateasaworker-ownedcooperative.

Wehaveafiercecommitmenttoourvalues,whichisreflectedinourallthechoiceswemake,fromthelegalstructure,toourdailyworkingpractices,howwelookafterourpeopleandmanageemploymentandco-opmembership,tofinancing.

Formoreonthattopic,checkthisbeautifularticlefromNathanSchneider:HowaWorker-OwnedTechStartupFoundInvestors—andKeptItsValues.

OurCooperative

6

OurCooperative

7

HistoryLoomiobeganin2011,whenactivistsfromOccupyWallStreetandsocialentrepreneursfromtheEnspiralnetworkrealisedtheyneededtosolvethesameproblem:fast,inclusive,effectivedecision-makingwithoutmeetings.In2012,weformedourcooperativeandreleasedaprototype(LoomioBeta).Wefoundthatmanyothersaroundtheworldneededthesamesolution.

In2013,weranasuccessfulinternationalcrowdfundingcampaign,enablingustoworkonanewversionofthesoftware,Loomio1.0,whichwasreleasedthefollowingyear.In2015,weraisedaroundofethicalcapital,andareworkingtobringcollaborativedecision-makingtomillionsmorepeoplearoundtheworld.

Youcanseeadetailedtimelineofourhistorybetween2011and2015here:http://www.loomio.org/timeline

(wehopetoupdateitwiththemorerecentstuffsoon)

Ifyouprefervideototext,here'sabeautifulstoryfromBenKnight,oneofourcofounders(33min).Orcheckthis3-minuteversionfromRich.

Playbackisn'tsupportedonthisdevice.

BenKnight-Self-OrganizingCommunityDemocracyfortheInternetAge…

0:00/33:06

History

8

Purpose&VisionTheLoomioCo-operativeexiststocreateaworldwhereit’seasyforanyonetoparticipateindecisionsthataffectthem.

Withtherightcollaborativeprocess,groupsgeneratebetterideas,decisionsandactionsthananyindividualwouldbythemselves.TheLoomioCo-operativeaimstobreakdownthebarrierstoparticipationindecision-makingateverylevel:inneighbourhoods,communityorganisations,businesses,socialmovements,andlocalandnationalgovernance.

Values

Co-operativesocialenterprise

Loomioisasocialenterprisecollectivelyownedbythepeoplebuildingit.Unlikeatraditionalprofit-maximisingcompany,revenueisnotanendinitself,butameanstowardsachievingacoresocialpurpose.Aworker-ownedcooperativestructureisapowerfulwaytoliveourvaluesofcollaborationandcollectiveownership.

Independentandneutral

Loomioiscommittedtoremainingindependentsoitcanprovideaneutralplaceforanygrouptocometogether.

Open-sourcecollaboration

Loomioaimstodevelopopen-sourcetoolsthatmakecollaborationaccessibletoeveryone.

Adaptive,reflexive,user-driven

Loomioaimstodeveloptoolswhichareiterative,self-reflexiveandadaptive,drivenbythecollectivewisdomoftheusercommunity.

Transparency

TheLoomioCo-operativewillbesurroundedbyavaluedcommunityofusersandcontributors.ThiscommunitymustbeconfidentthattheLoomioCo-operativeisdoingwhatitsaysitis.Wearecommittedtohighstandardsforsharinginformation.

Purpose&Vision

9

Ourpurpose,visionandvaluesareenshrinedinourcompanyconstitution.

Purpose&Vision

10

CooperativePrinciplesOurcoopsharesthesevencooperativeprinciples:

ThecontentonthispagehasbeengratefullyborrowedfromtheWorkerCooperativeCode.Wearere-sharingithereforourco-opmemberandothers,tosupportthe5thPrinciple:Education,trainingandinformation.

Whatisaworkercooperative?Cooperativesapplythevaluesofcooperation–autonomy,democracy,equality,equityandsolidarity–intheworkplaceandintheircommunities.Workerco-operativesaretradingenterprises,ownedandrunbythepeoplewhoworkinthem,whohaveanequalsayinwhatthebusinessdoes,andanequitableshareinthewealthcreatedfromtheproductsandservicestheyprovide.Aswellasbenefitingtheirmembers,co‑operativesacttogetherto‘buildabetterworldthroughco-operation’.

CooperativePrinciples

11

“Workerco-operativeshavetheobjectiveofcreatingandmaintainingsustainablejobsandgeneratingwealth,inordertoimprovethequalityoflifeoftheworker-members,dignifyhumanwork,allowworkers’democraticself-managementandpromotecommunityandlocaldevelopment.”(CICOPA/ICA,2005.)

1stPrinciple:Voluntaryandopenmembership

Co‑operativemembershipisopentoallworkersableandwillingtoaccepttheresponsibilitiesofmembership.Workerco-operativesfunctionbestasaninclusiveteamofmemberswithlong-termcollectiveinterestsinthesuccessofthebusiness.

1. Provideallworkerswithmeaningfulinformationaboutmembershipandhowtojoin.2. Providememberswithanagreedsetofrightsandresponsibilities,usuallyasamember

jobdescriptionormembershipagreement.3. Includeaprobationaryperiodandmembershiptrainingforworkerswhowanttobecome

members.4. Offermembershiptoallworkerswhoareableandwillingtoaccepttheresponsibilities

ofmembership.5. Ensurethemajorityofworkersaremembersandthemajorityofmembersareworkers.

2ndPrinciple:Democraticmembercontrol

Co-operativesaredemocraticorganisationscontrolledbytheirmembers,settingpoliciesandmakingdecisions.Membersservingaselectedrepresentativesareaccountabletothewidermembership.Workerco-operativessucceedwhenallmembersparticipateintransparent,fairdecisionmaking;butalsowheremembersaregivendelegatedauthoritytoactonbehalfofthecollective.

1. Ensureallmembersactivelyparticipateinthemanagementofthebusinessandlong-termplanning.

2. Effectivelycommunicate,bothbetweentheco‑operativeanditsmembersandbetweenmembersthemselves.

3. Collectivelyagreeanddelegateauthoritytoindividualmemberstoactonbehalfoftheco-operativeasandwherenecessary.

4. Ensuretherearedemocraticprocesses,ordemocraticaccountability,inallgovernanceandmanagementfunctions.

5. Regularlyreviewitsgovernanceandbusinessmanagementprocessesasitgrowsanddevelops.

3rdPrinciple:Membereconomicparticipation

CooperativePrinciples

12

Memberscontributeequitablyto,anddemocraticallycontrol,thecapitalandfinancesoftheirco-operative.Membersdecidehowtousesurpluses(profits).Workerco-operativesshouldprovidethepayandotherbenefitsthatmembersneedandwant,managingthebusinesstoprovidethemandprotectitsfuture.

1. Allocateapercentageofsurplusestocollectivelyownedfinancialreservesandcapital.2. Ensurethatmembersareenabledtoinvestintheco-operativeiftheywantto.If

membershaveindividualinvestments,theydonotattractadditionalvotingrights.3. Haveaplannedandagreedpayandbenefitsstructure,includingnon-financialbenefits.4. Aimtoofferpayandbenefitssufficienttosustainlongtermemploymentand

membership,toenabletheco-operativetoretaintherequiredskillsandexperience.5. Ensurethatanysurplusintheformofpayandbenefitsisdistributedfairlyandequitably

betweenmembers,relativetotheircontribution.

4thPrinciple:Autonomyandindependence

Co-operativesareindependent,self-helporganisationscontrolledbytheirmembers.Iftheyraisecapitalfromexternalsources,theymustmaintaintheirco-operativeautonomy.Workerco-operativesshouldactivelyplanandmanagetheirco-operativetobeasuccessfulbusinessandavoidbecomingoverdependentonanyfunder,supplierorcustomer.

1. Havegoodfinancialcontrolsandmanagement,includingcashflowforecastsandinternalauditsofallpartsofthebusiness.

2. Activelymanageandassignresponsibilitiesforyouroperations,personnel,marketingandotherbusinessfunctions.

3. Understandandcontrolrisks,bothinternalandexternal,facingyourco-operative.4. Buildyourcapabilitytoidentifyandtakeadvantageofbusinessopportunities.5. Investinequipment,premisesandtechnologysufficienttoachievesuccess.

5thPrinciple:Education,trainingandinformation

Co-operativesprovideeducationandtrainingfortheirmembersandemployeessotheycancontributeeffectivelytothedevelopmentoftheirco‑operative.Theyinformthegeneralpublicaboutthenatureandbenefitsofco-operation.Workerco-operativemembersshouldbecomemulti-skilled,sotheycanparticipatefullyinthemanagementanddevelopmentoftheco-operative.

1. Assessthetechnical,managementandco‑operativeskillsneededtoachieveyourlongtermplansandreplacekeymemberswholeave.

2. Ensureallprospectivemembers,membersandelectedrepresentativesreceivetraininginmembershipandco-operativeskills.

3. Encouragemembersinspecialistrolestoobtaintechnicalskillsandprofessional

CooperativePrinciples

13

developmentforcurrentandfutureneeds.4. Developandsharemanagementskillsandtechniquestopermitefficientco-operative

businessco‑ordination.5. Educatebusinesspartners,customersandthepublicaboutthenatureandbenefitsof

co‑operativeformsofbusiness.

6thPrinciple:Co-operationamongstco-ops

Co‑operativesservetheirmembersmosteffectivelyandstrengthentheco-operativemovementbyworkingtogetherthroughlocal,regional,nationalandinternationalstructures.

1. Networkwithco‑operativesinyourlocalityandindustrytoshareintelligence,understandeachothers’businessneedsandgoals,andsupporteachother.

2. Tradewithotherco-operativeswheneverpossible.3. Findandrefernewbusinessopportunitiestootherco-operativesyouknowandtrust.4. Collaboratewithotherco-operativestoachieveeconomiesofscale,sharecosts,

accesstobusinessopportunitiesandjointlong-termdevelopment.5. Practicefairandhonestcommercialcompetitionbetweenco-operatives.6. Participateinregionalandnationalco-operativeactivitiestopromote,developandgrow

theco-operativeeconomy.

7thPrinciple:Concernforcommunity

Co-operativesworkforthesustainabledevelopmentoftheircommunities,throughworkingaccordingtopoliciesapprovedbytheirmembers.Co-operativebusinessesarerootedincommunity.Bybuildinggoodrelationswithyourlocalandwidercommunities,youwillcreategoodwillandopportunitiesforyourco‑operativeandmembers.

1. Activelycontroltheenvironmentalandsocialimpactsofyourbusiness.2. Agreeandliveuptoethicalbusinessstandards.3. Operatehighhealthandsafetyandworkerwelfarestandards.4. Prioritiseandpromoteethicalandsustainableinitiatives,suchasfairtrade.5. Participateinyourlocal,andwider,communities,andpromoteco-operativeprinciples

withinthem.

CooperativePrinciples

14

ConstitutionofLoomioCooperativeLimitedLoomioisaregisteredcooperativecompanyinNewZealand.

INTERPRETATIONInthisconstitution,unlessthecontextotherwiserequires:

“Act”meanstheCompaniesAct1993anditsamendments.“s”meanssectionreferencesintheAct.“solvencytest”meansthesolvencytestins4oftheAct,asmaybemodifiedinaccordancewiththeAct.“Co-op”or“Company”meansLoomioCooperativeLimited.“TransactingShareholder”hasthemeaningascribedtoitintheCo-operativeCompaniesAct1996.“TransactingShare”meansashareintheclassestablishedbyClause2.1.DefinitionsinAct–WordsorexpressionsusedinthisconstitutionbearthesamemeaningasintheAct.“LoomioCo-Op”or“LoomioCo-operative”meanstheCompanyMasculine,feminine,andneuter–Wordswhichimportanygenderincludetheothergenders.Singularandplural–Wordswhichimportthesingularandpluralnumberincludethepluralandsingularnumberrespectively.Nolimitation–thewords“include”,“including”orsimilardonotimplyanylimitation.Conflict–IfthereisaconflictbetweentheprovisionsofthisconstitutionandamandatoryprovisionoftheAct,theActshallprevail.ordinaryresolution–meansaresolutionapprovedby75%(roundeddowntothenearestwholeperson)ofthevotesofthoseshareholdersentitledtovoteandvotingonthatresolutionspecialresolution–meansaresolutionapprovedby:(i)90%;or(ii)iftherearelessthan30TransactingShareholders,100%minustwovotes;ofthevotesofthoseshareholdersentitledtovoteandvotingonthatresolution

PART1–PURPOSE1.1TheLoomioCo-operativeexiststocreateaworldwhereit’seasyforanyonetoparticipateindecisionsthataffectthem.

Constitution

15

Withtherightcollaborativeprocess,groupsgeneratebetterideas,decisionsandactionsthananyindividualwouldbythemselves.TheLoomioCo-operativeaimstobreakdownthebarrierstoparticipationindecision-makingateverylevel:inneighbourhoods,communityorganisations,businesses,socialmovements,andlocalandnationalgovernance.

Co-operativesocialenterpriseTheLoomioCo-operativeisasocialenterprisecollectivelyownedbythepeoplebuildingit.Itsprincipalactivityisco-operativeandnotlessthan60%ofthevotingrightsintheCompanywillbeheldbyitstransactingshareholders.Unlikeatraditionalprofitmaximisingcompany,revenueisnotanendinitself,butameanstowardsachievingacoresocialpurpose.Aworker-ownedCo-operativestructureisapowerfulwaytoliveourvaluesofcollaborationandcollectiveownership.

IndependentandneutralTheLoomioCo-operativeiscommittedtoremainingindependentsoitcanprovideaneutralplaceforanygrouptocometogether.

Open-sourcecollaborationTheLoomioCo-operativeaimstodevelopopen-sourcetoolsthatmakecollaborationaccessibletoeveryone.

Adaptive,reflexive,user-drivenTheLoomioCo-operativeaimstodeveloptoolswhichareiterative,self-reflexiveandadaptive,drivenbythecollectivewisdomoftheusercommunity.

TransparencyTheLoomioCo-operativewillbesurroundedbyavaluedcommunityofusersandcontributors.ThiscommunitymustbeconfidentthattheLoomioCo-operativeisdoingwhatitsaysitis.TheLoomioCo-operativeiscommittedtohighstandardsforsharinginformationandmaintainingopenbooks.

1.2TheCo-opisauthorisedtoapplyforregistrationasaCo-operativecompanyundertheCo-operativeCompaniesAct1996.

TherelationshipbetweentheConstitutionandtheCo-operativeCompaniesAct19961.3LoomioCo-operativeLimitedisregisteredundertheCo-operativeCompaniesAct1996,theCompaniesAct1993,andassuchshallhavetherights,powers,dutiesandobligationssetoutintheCo-operativeCompaniesAct1996,theCompaniesAct1993andthisConstitution.1.4TheCompany,theBoard,eachDirectorandeachShareholderhavetherights,powers,dutiesandobligationssetoutintheCompaniesAct1993ortheCo-operativeCompaniesAct1996excepttotheextentthattheyarenegatedormodifiedbythisConstitution.

PART2–SHARES

2RIGHTSANDPOWERSATTACHINGTOSHARES

2.1TransactingSharesATransactingShareconfersallofthefollowingontheholder:

Constitution

16

TherighttoadistributionorrebateinanyyearinwhichtheBoardoffersadistributionorrebatetotheholdersofTransactingShares;Therighttoonevoteonapollatameetingoftheco-oponanyresolution;andTherighttoashareinthedistributionofanysurplusassetsoftheCompany.

2.2EligibilityforTransactingShares

TransactingSharescanonlybeheldbyanaturalpersonoranorganisationwhoiseither:

EmployedbytheCo-op;orPartytoacontractwiththeCoopforprovisionofservicestotheCoop;orHaspreviouslybeenpartytoacontractwiththeCo-opforprovisionofgoodsorservicestotheCo-op,andis,inthereasonableopinionoftheBoard,likelytoagaincontractwiththeCo-opfortheprovisionofgoodsorservicestotheCo-op;andMeetstheLoomioCooperativeMembershipEligibilityPolicysetdownbythetransactingshareholdersfromtimetotimeandagreedatameetingoftheshareholdersbyspecialresolution.

2.3IssueofTransactingSharesTheboardmayissueaTransactingShareonlytoanaturalpersonororganisationwhoiseligibleinaccordancewithClause2.2(“eligibleparties”)andwhoiseither:

approvedbyaresolutionoftheBoardfollowingarecommendationbytheTransactingShareholders(madebyspecialresolution);orspecifiedasaTransactingShareholderintheinitialapplicationforregistrationoftheCo-op.

2.4ShareStandardATransactingShareholdermayholdoneTransactingShareonly.

2.5OtherClassesAnyclassofsharemaybeissuedbytheboard,subjecttoapprovalbyspecialresolutionofshareholdersoftheestablishmentofanewclassofshares,atanytimeincludingthosewhich:

Areconvertible;Areredeemable;Arerestrictedorlimitedastotransfer;Differentiateastoliability;Conferpreferentialrightstodistributionsofcapitalorincome;Conferspecialquorumrights;Conferspecial,limitedorconditionalvotingrights;Donotconfervotingrights;Confertherighttoappointorremoveanumberofdirectors;orPossessanycombinationoftwoormoreoftheforegoingcharacteristics.

Constitution

17

3ISSUEOFSHARES

3.1PaymentforSharesEachapplicationfortheissueofaShareshallbeaccompanied:

Bypaymentofthenominalvalueatthattimeofthatshareatthedateofsuchapplication;orAsotherwiserequiredbytheBoard,ortheterms,ortermsofissue,oftheshares,fromtimetotime.

3.2InitialShareIssue

TheCompanymustissuethenumberandclassofsharesspecifiedintheapplicationforregistrationtothepersonorpersonsnamedtherein.

3.3SubsequentShareIssues3.3.1.Theboardmay,withtheapprovalofshareholdersbyordinaryresolutionissueshares,securitiesthatareconvertibleintosharesoroptionstoacquiresharesatanytime,toanyperson,inanynumber,insuchclassesandonsuchtermsasitthinksfitsubjecttotheprovisionsoftheAct,andthisconstitution.

3.3.2.Theissueoffurthersharesrankingequallywith,orinpriorityto,anyexistingshares,whetherastovotingrights,distributionsorotherwise,isdeemednottobeanactionaffectingtherightsattachingtotheexistingsharesofthatclass.

3.3.3Therequirementsofs45oftheActarenegated.

3.4ConsiderationforShareIssues

3.4.1Atthetimethatthisconstitutionisregisteredshareswillhavethefollowingvalue:TransactingShareshaveanominalvalueof$1.

3.4.2Theconsiderationforwhichashareisissuedmaytakeanyformandmaybecash,promissorynotes,contractsforfutureservices,realorpersonalproperty,orothersecuritiesoftheCompany.

3.4.3Thenominalvalueofsharesmaybeamendedbyspecialresolutionoftheshareholders.

3.4.4TheboardmustdelivernoticeofsubsequentshareissuestotheRegistrarofCompanieswithin10workingdaysofsuchissue.

3.5ConsolidationandSubdivisionofShares

Theboardmayconsolidate,divideorsubdividethesharesoranyclassofsharesintheCompanyintoalesserorgreaternumberofshares.

4ALTERATIONOFSHAREHOLDERRIGHTS

Constitution

18

4.1TheCompanymaynottakeactionthataffectsrightsattachedtosharesunlessthatactionhasbeenapprovedbyaspecialresolutionofeachinterestgroupofshareholders,includingthefollowingrights:

Therights,privileges,limitationsandconditionsattachedtothesharebythisActortheconstitution,includingvotingrightsandrightstodistributions;Therighttohavetheproceduresetoutins117andanyfurtherprocedurerequiredbythisconstitutionfortheamendmentoralterationofrights,observedbytheCompany;Therighttohaveanyprocedurerequiredbythisconstitutionfortheamendmentoralterationofrightsnotamendedoraltered.

5LIABILITYOFSHAREHOLDERS

5.1LimitedLiability

5.1.1TheliabilityofashareholdertotheCompanyislimitedtoanyamountunpaidonashareheldbytheshareholder.

5.1.2Anamountunpaidonasharemaycompriseallorpartoftheconsiderationpayableinrespectoftheissueoftheshare,oranyotherliabilityimposedonitsholderbyitstermsofissue.

5.2ApplicationofDistributions

AnydividendordistributionduetotheholderofasharemaybeappliedinreductionorsatisfactiononanyamountunpaidonthatshareoranyotheramountpresentlypayablebytheshareholdertotheCompany.

6ALLSHAREREGISTER

6.1CompanytoMaintainShareRegister

6.1.1TheCompanymustmaintainashareregisterthatrecordsthesharesissuedbytheCompany.

6.1.2Theshareregistermuststate,withrespecttoeachclassofsharesthefollowingdetailsforthelastdecadeof:

Thenames,alphabeticallyarranged,andthelatestknownaddressofeachpersonwhoisashareholder;andThenumberofsharesofthatclassheldbyeachshareholder;andThedateofanyissueofsharesto,orrepurchaseorredemptionofsharesfrom,ortransferofsharesbyorto,eachshareholderandthenameofthepersontoorfromwhomthesharesweretransferred.

Constitution

19

6.1.3.AnagentmaymaintaintheshareregisteroftheCompany.

6.2ShareRegisterasevidenceofLegalTitle

6.2.1.Theentryofthenameofapersonintheshareregisterasholderoftheshareisprimafacieevidencethatlegaltitletothesharerestsinthatperson.

6.2.2.TheCompanymaytreattheregisteredholderofashareastheonlypersonentitledto:

Exercisetherighttovoteattachedtotheshare;andReceivenotices;andReceiveadistributioninrespectoftheshare;andExercisetheotherrightsandpowersattachingtotheshare.

6.3TrustsnottobeenteredonRegisterNonoticeofatrust,whetherexpress,implied,orconstructive,maybeenteredontheshareregister.

6.4Personalrepresentativemayberegistered

6.4.1ApersonalrepresentativeofadeceasedpersonwhosenameisregisteredintheshareregisteroftheCompanyastheholderofashareintheCompanyisentitledtoberegisteredastheholderofthatshareaspersonalrepresentative.

6.4.2Theregistrationofatrustee,executor,oradministratorpursuanttothisclausedoesnotconstitutenoticeofatrust.

7TRANSFEROFSHARES

7.1EntryontheRegisterAsharemaybetransferredbyentryofthenameofthetransfereeontheshareregister.

7.2FormofTransfer

7.2.1Forthepurposeoftransferringshares,aformoftransfersignedbythepresentholderofthesharesorbyitspersonalrepresentativemustbedeliveredto:

TheCompany;orAnagentoftheCompanywhomaintainstheshareregister.

7.2.2TheformoftransfermustbesignedbythetransfereeifregistrationasholderofthesharesimposesaliabilitytotheCompanyonthetransferee.

7.2.3Atransfershallbeaninstrumentinwriting:

Inanyusualorcommonform;Inanyotherformwhichtheboardmayapprove;or

Constitution

20

IntheformsetoutintheFirstScheduletotheSecuritiesTransferAct1991oramendmentsthereto.

7.2.4Onreceiptofaformoftransfer,theCompanymustforthwithenterorcausetobeenteredthenameofthetransfereeontheshareregisterasholderoftheshares,unless:

Theboardresolveswithin30workingdaysofreceiptofthetransfertorefuseordelaytheregistrationofthetransfer,andtheresolutionsetsoutinfullthereasonsfordoingso;andNoticeoftheresolution,includingthosereasons,issenttothetransferorandtothetransfereewithin5workingdaysoftheresolutionbeingpassedbytheboard;andTheboardispermittedbyclause7.3torefuseordelayregistration.

7.3RightstorefusetransferTheboardmayrefusetoregisterthetransferofanyshareinanyofthefollowingcircumstances:

TheCompanyhasalienontheshare;Theshareisnotfullypaid;TheholderofthesharehasfailedtocomplywiththetermsofanycontractwiththeCompany;TheboardconsidersthatitwouldnotbeintheinterestsoftheCompanytodoso;Theboardbelieveseffectingthetransferwouldbeabreachofthelaw;orThetransfereedoesnotmeettheeligibilitycriteriaorrequirementsdefinedfortheissueofsharesintheclassofsharethatisbeingtransferred.

8EXPENDINGOFSURPLUS

8.1BoardmayauthorisedistributionsifCompanyissolventTheboardmaymakedistributionstoshareholdersif:

(a)itissatisfiedonreasonablegroundsthattheCompanywill,immediatelyafterthedistribution,satisfythesolvencytest;and(b)italsogivesconsiderationtomakingpaymentsto:

SupportofprojectsthatalignwiththepurposeofTheCompany;InvestinothercompaniesthatsharethepurposeofTheCompany;DonatetocharitableentitiesthatsharethepurposeofTheCompany;atthesametimeasitmakesadistribution;and(c)theshareholders,byordinaryresolution,approvethedistributionorpayment.

8.2MannerofdistributionAdistributionmaybeanyoneormoreofthefollowing:

8.2.1Thepaymentofarebatecalculatedinaccordancewithaformuladeterminedbytheboardandapprovedbyordinaryresolutionofshareholders;

Constitution

21

8.2.2Thepaymentofadividend;

8.2.3TheofferofshareholderdiscountsinrespectofsomeorallofthegoodsandservicesprovidedbytheCompany;

8.2.4Thecancellationorreductionofashareholder’sliabilityinrelationtoasharetobeacquiredorredeemedbytheCompany,orasaresultofaproposedalterationtothisconstitution;

8.2.5ThepurchaseoracquisitionbytheCompanyofitsownshares;

8.2.6TheredemptionbytheCompanyofitsshares;and

8.2.7Thegivingoffinancialassistanceforthepurposeof,orinconnectionwiththepurchaseofitsownsharesorthesharesofitsholdingCompany.

8.3Directors’CertificatesandSolvencyTestThedirectorswhovoteinfavourofadistributionmustsignacertificatestatingthat,intheiropinion,theCompanywillimmediatelyafterthedistribution,satisfythesolvencytestandthegroundsforthatopinion.Theboardmustnotmakeadistributionif,afteradistributionisauthorisedandbeforeitismade,theboardceasestobesatisfiedonreasonablegroundsthattheCompanywill,immediatelyafterthedistributionismade,satisfythesolvencytest.

8.4DividendsAdividendisadistributionotherthanthepurchaseoracquisitionbytheCompanyofitsownshares,orthegivingoffinancialassistanceforthepurposeof,orinconnectionwiththepurchaseofitsownsharesorthesharesofitsholdingcompany.TheboardmustnotauthoriseadividendinrespectofsomebutnotallthesharesinaclassunlesstheamountofthedividendinrespectofashareofthatclassisinproportiontotheamountpaidtotheCompanyinsatisfactionoftheliabilityoftheshareholderunderthisconstitutionorunderthetermsofissueoftheshareorisrequired,foraportfoliotaxrateentity,asaresultofsectionHL7oftheIncomeTaxAct2004.

8.5WaiverofdividendwithconsentAshareholdermaywaivehisorherentitlementtoreceiveadividendbynoticeinwritingtotheCompanysignedbyoronbehalfoftheshareholder.

9COMPANYMAYACQUIREITSOWNSHARES

9.1RighttoacquireTheCompanymaypurchaseorotherwiseacquireitsownsharesiftheboardmakesanoffertoacquiresuchsharesandatleastonethefollowingalternativecircumstancesin9.1.2,9.1.3or9.1.4arefulfilled:

9.1.1Theofferistoallshareholderstoacquireaproportionoftheirsharesthat:

Constitution

22

9.1.2would,ifaccepted,leaveunaffectedrelativevotinganddistributionrightswithineachclass,andaffordsareasonableopportunitytoaccepttheoffer,or

9.1.3Theofferistooneormoreshareholders,andallshareholdershaveconsentedinwriting;or

9.1.4Theofferisspecialandtheresolutionsanddisclosuredocumentreferredtoinclauses9.3and9.4havebeenpassedandgivenrespectively.

9.2ResolutionsrequiredforoffersTheboardmaymakeanoffertoacquiresharesissuedbytheCompanyonlyifithaspreviouslyresolvedallofthefollowing:

9.2.1Itissatisfiedonreasonablegroundsthatimmediatelyafterthepurchaseoracquisition,theCompanywillsatisfythesolvencytest;and

9.2.2TheacquisitioninquestionisinthebestinterestsoftheCompany;and

9.2.3ThetermsoftheofferandtheconsiderationofferedforthesharesarefairandreasonabletotheCompany;and

9.2.4Itisnotawareofanyinformationthatwillnotbedisclosedtoshareholders;and

9.2.5Whichismaterialtoanassessmentofthevalueoftheshares;and

9.2.6Asaresultofwhichthetermsoftheofferandconsiderationofferedforthesharesareunfairtoshareholdersacceptingtheoffer.

9.3FurtherresolutionsrequiredforspecialoffersWheretheboardmakesaspecialoffertoacquiresharestooneormoreshareholderswithouttheconsentinwritingofallshareholders,thentheboardmustalsoresolve:

9.3.1Thattheacquisitionisofbenefittotheremainingshareholders;and

9.3.2Thatthetermsoftheofferandtheconsiderationofferedforthesharesarefairandreasonabletotheremainingshareholders.

9.4DisclosureDocumentforspecialoffers

Beforeanofferismadepursuanttoaresolutionunderclause9.3,theCompanymustsendtoeachshareholderadisclosuredocumentthatsetsout:

9.4.1Thenatureandtermsoftheoffer,andifmadetospecifiedshareholders,towhomitwillbemade;and

9.4.2ThenatureandextentofanyrelevantinterestofanydirectoroftheCompanyinanysharesthesubjectoftheoffer;and

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9.4.3Thetextoftheresolutionsrequiredbyclause9.3,togetherwithsuchfurtherinformationandexplanationasmaybenecessarytoenableareasonableshareholdertounderstandthenatureandimplicationsfortheCompanyanditsshareholdersoftheproposedacquisition.

9.4.4Theoffermustbemadenotlessthan10workingdaysandnotmorethan12monthsafterthedisclosuredocumenthasbeensenttoeachshareholder.

9.5ResolutionsandCertificateTheresolutionsreferredtointhisclause9.19.5mustsetoutinfullthereasonsforthedirectors’conclusions.Thedirectorswhovoteinfavouroftheresolutionsmustsignacertificateastothematterssetoutinit.TheboardmaynotmakeanoffertoacquiresharesissuedbytheCompanyif,afterthepassingoftheresolutionsandbeforethemakingoftheoffertheboardceasestobesatisfiedastothemattersresolved.

10COMPANYMAYHOLDTREASURYSTOCK

SharesissuedbytheCompanywhicharesurrenderedoracquiredbyitshallbedeemedcancelledimmediatelyonacquisitionunless;

10.1Theboardresolvesthatthesharesconcernedshallberetainedastreasurystock;and

10.2Thenumberofsharessurrenderedoracquired,whenaggregatedwithsharesofthesameclassheldbytheCompanyatthetimeofsurrenderoracquisition,doesnotexceed5percentor,inrelationtosurrenderedTransactingShares20percent,ofthesharesofthatclasspreviouslyissuedbytheCompany,excludingsharespreviouslydeemedtobecancelled.TherightsandobligationsattachingtoanytreasurystockownedbytheCompanywillbesuspendedduringanysuchperiodduringwhichtheCompanyholdsthattreasurystock.TransferoftreasurystockheldbytheCompanyisdeemedtobeanissueofnewshares.

11REDEMPTIONANDSURRENDEROFSHARES

11.1RighttoissueRedeemableSharesTheCompanymayissueshareswhichareredeemable:

11.1.1AttheoptionoftheCompany;or

11.1.2Attheoptionoftheholderoftheshares;or

11.1.3Onadatespecifiedbytheirtermsofissue,foraconsiderationthatiseither:

Specified;orTobecalculatedbyreferencetoaformula;orRequiredtobefixedbyasuitablyqualifiedpersonwhoisnotassociatedwithor

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interestedintheCompany.

11.2ConsiderationfortheSurrenderofSharesUnlessotherwisespecifiedinthisconstitution,theconsiderationforthesurrenderofaTransactingShareshallbethelesserofthenominalvalueoftheshareatthedateitwasissuedtotheshareholder,ortheactualamountpaiduponthatshareatthesurrenderdate.

11.3SurrenderofTransactingSharesatoptionofShareholderTransactingSharesmaybesurrenderedattheoptionoftheshareholderinanyofthefollowingsituations:

11.3.1TheshareholderisnolongertransactingbusinesswiththeCo-opandhasnottransactedanybusinesswiththeCo-opduringtheprecedingyear;or

11.3.2TheshareholderisnolongerinapositiontotransactbusinesswiththeCoop.

11.4SurrenderofTransactingSharesatoptionofCo-opTransactingSharesmaybesurrenderedattheoptionoftheCo-opinanyofthefollowingsituations:

11.4.1TheshareholderhasnottransactedanybusinesswiththeCo-opduringtheprecedingyear,andintheopinionoftheBoard,isnotlikelytodosointheimmediatefuture;or

11.4.2TheshareholderhasfailedtocomplyinamaterialrespectwiththerequirementsrelatingtotransactionswiththeCoopcontainedinanycontractbetweentheCoopandtheshareholder;

11.4.3TheBoardfindsthatashareholderhas:

IntentionallyorrepeatedlyviolatedanyprovisionoftheCo-op’sConstitution,orpoliciesissuedbytheBoard;TakenactionsthatwillmateriallyimpedetheCo-opfromaccomplishingitspurposes;TakenorthreatenedactionsthatarenotalignedwiththepurposeoftheCo-op;WilfullyobstructedanylawfulpurposeoractivityoftheCo-opandwherethatpurposeoractivityisalignedwiththepurposeoftheCo-op;orBreachedanycontractwiththeCo-op.

11.6SolvencyTestTheBoardmayonlyacceptorenforcethesurrenderorredemptionofashareiftheBoardissatisfiedonreasonablegroundsthatimmediatelyafterthesharehasbeenredeemed,theCoopwillsatisfythesolvencytest.

11.7ResolutionsrequiredforredemptionsatoptionofCompanyTheCompanymayexerciseanoptiontoredeemsharesonlyiftheboardhaspreviouslyresolvedthat:

11.7.1Itissatisfiedonreasonablegroundsthatimmediatelyaftertheshareshavebeenredeemed,theCompanywillsatisfythesolvencytest;and

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11.7.2TheredemptionofthesharesisinthebestinterestsoftheCompany;and

11.7.3TheconsiderationfortheredemptionofthesharesisfairandreasonabletotheCompany.

11.8FurtherresolutionsrequiredforspecialredemptionsWheretheCompanyexercisesaspecialoptiontoredeemsharesinrelationtooneormoreshareholderswithouttheconsentinwritingofallshareholders,thentheboardmustalsoresolve:

11.8.1Thattheredemptionisofbenefittotheremainingshareholders;and

11.8.2Thattheconsiderationfortheredemptionisfairandreasonabletotheremainingshareholders.

11.9ResolutionsandCertificateTheresolutionsreferredtointhisclause11mustsetoutinfullthereasonsforthedirectors’conclusions.Thedirectorswhovoteinfavouroftheresolutionsmustsignacertificateastothematterssetoutinthatcertificate.

TheCompanymustnotexerciseanoptiontosurrenderorredeemsharesif,afterthepassingoftheresolutionsandbeforetheoptionisexercised,theboardceasestobesatisfiedastothemattersresolved.

PART4–SHAREHOLDERS

12POWERSOFSHAREHOLDERS

12.1PowersreservedtoShareholdersPowersreservedtotheshareholdersbytheActorthisconstitutionmaybeexercisedonly12.1.1Atanannualorspecialmeetingoftheshareholders;or

12.1.2Byaresolutioninlieuofameeting.

12.2SpecialResolutionsTheshareholdersmayonlyexerciseanyofthefollowingpowersbyspecialresolution,namelyto:12.2.1Adoptaconstitution,oralterorrevoketheconstitution;

12.2.2Approveamajortransaction;

12.2.3ApproveanamalgamationoftheCompany;

12.2.4Appointaliquidator;

12.2.5RemovetheCompanyfromtheregister;and/or12.2.6Transfertheplaceofincorporation.

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12.3UnanimousShareholderAgreementIfallshareholdershaveagreedorconcur,inwritingandnotwithstandinganyotherprovisionsinthisconstitution:12.3.1Adividendmaybeauthorisedotherwisethaninaccordancewiths53;

12.3.2Adiscountschememaybeapprovedotherwisethaninaccordancewiths55;

12.3.3SharesintheCompanymaybeacquiredotherwisethaninaccordancewiths59tos65;

12.3.4SharesintheCompanymayberedeemedotherwisethaninaccordancewiths69tos72;

12.3.5Financialassistancemaybegivenforthepurposeof,orinconnectionwith,thepurchaseofsharesotherwisethaninaccordancewiths76tos80;

12.3.6Theprovisionofremunerationandotherbenefitstodirectorsmaybeauthorisedotherwisethaninaccordancewiths161(1);and/or

12.3.7Sharesmaybeissuedotherwisethaninaccordancewithss42,44or45.

12.4SolvencyTestApowerreferredtoinclause12.4mustnotbeexercisedunlesstheboardissatisfiedonreasonablegroundsthattheCompanywill,immediatelyaftertheexercise,satisfythesolvencytest.Thedirectorswhovoteinfavouroftheexerciseofthepowermustsignacertificatestatingthat,intheiropinion,theCompanywill,immediatelyaftertheexerciseofthepower,satisfythesolvencytest.

If,afteraresolutionispassedunderclause12.4andbeforethepowerisexercised,theboardceasestobesatisfiedonreasonablegroundsthattheCompanywill,immediatelyafterthepowerisexercised,satisfythesolvencytest,anyexerciseofthepowerisdeemednottohavebeenauthorised.

12.5ManagementreviewbyShareholders

Thechairpersonofameetingofshareholdersmustallowareasonableopportunityforshareholdersatthemeetingtoquestion,discuss,orcommentonthemanagement.AmeetingofshareholdersmaypassaresolutionrelatingtothemanagementoftheCompanybutthisshallnotbebindingontheboard.

13MEETINGSANDRESOLUTIONS

13.1AnnualMeetingofShareholdersTheboardofaCompanymustcallanannualmeetingofshareholderstobeheldatsuchtimeandplaceastheboardmayappoint,either;

InthecaseofanexemptCompany,ifalltheshareholdersoftheCompanyagreenotlaterthan10monthsafterthebalancedateoftheCompany;orInanyothercase,notlaterthan6monthsafterthebalancedateoftheCompany;AND

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Notlaterthan15monthsafterthepreviousannualmeeting.

TheCompanydoesnothavetoholditsfirstannualmeetinginthecalendaryearofitsregistrationbutmustholdthatmeetingwithin18monthsofitsregistration.TheCompanymustholdthemeetingonthedateonwhichitiscalledtobeheld.

13.2SpecialMeetingsoftheShareholdersAspecialmeetingofshareholdersentitledtovoteonanissue:

13.2.1Maybecalledatanytimebytheboard;and

13.2.2Mustbecalledbytheboardonthewrittenrequestofshareholdersholdingsharescarryingtogethernotlessthan5%ofthevotingrightsentitledtobeexercisedontheissue.

13.3ResolutioninlieuofmeetingAresolutioninwritingsignedby:

13.3.1Inthecaseofaresolutionunders196(2)thatnoauditorbeappointed,alltheshareholderswhoareentitledtovoteontheresolution;

13.3.2Inanyothercase,notlessthanthenumberofshareholdersrequiredtopassaspecialresolutionwhowouldbeentitledtovoteonthatresolutionatameetingofshareholderswhotogetherholdnotlessthanthenumberofvotesrequiredtopassaspecialresolutiononwhichallthevotesentitledtobecastonthatresolutionwerecast,isasvalidasifithadbeenpassedatameetingofthoseshareholders.

13.4ResolutionthattherebenoannualmeetingTheCompanyneednotholdanannualmeetingofshareholdersifeverythingrequiredtobedoneatthatmeeting(byresolutionorotherwise)isdonebyresolutioninlieuofameetinginaccordancewith13.3.Within5workingdaysofaresolutioninlieuofameetingbeingpassed,theCompanymustsendacopyoftheresolutiontoeveryshareholderwhodidnotsigntheresolutionoronbehalftheresolutionwasnotsigned.

Aresolutioninlieuofameetingmaybesignedwithoutanypriornoticebeinggiventoshareholdersandmayconsistofseveraldocuments(includingletters,facsimiles,electronicmailorothersimilarmeansofcommunication)inlikeformeachsignedorassentedtobyoneormoreshareholders.

14PROCEEDINGSATMEETINGSOFSHAREHOLDERS

14.1ChairpersonmaybeappointedformeetingTheshareholderspresentmaychooseoneoftheirnumbertobechairpersonofthemeeting.Thechairpersonmay(andifsodirectedbythemeetingmust)adjournthemeetingfromtimetotimeandfromplacetoplace.Nobusinessmaybetransactedatanyadjournedmeetingexceptthebusinesswhichwasleftunfinishedatthemeetingwhichwasadjourned.

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14.2NoticeofMeetingsWrittennoticeofthetimeandplaceofaformalmeetingofshareholdersmustbegiventoeveryshareholderentitledtoreceivenoticeofthemeetingandtoeverydirectorandanyauditoroftheCompanynotlessthan10workingdaysbeforethemeeting.

Thenoticemuststateboth:

14.2.1Thenatureofthebusinesstobetransactedatthemeetinginsufficientdetailtoenableashareholdertoformareasonedjudgmentinrelationtoit;and

14.2.2Thetextofanyspecialresolutiontobesubmittedtothemeeting.Ifameetingofshareholdersisadjournedforlessthan30daysitisnotnecessarytogivenoticeofthetimeandplaceoftheadjournedmeetingotherthanbyannouncementatthemeetingwhichisadjourned.

14.3IrregularityinprovisionofnoticeAnirregularityinanoticeofameetingiswaivedifalltheshareholdersentitledtoattendandvoteatthemeetingattendthemeetingwithoutprotestastotheirregularity,orifallsuchshareholdersagreetothewaiver.Theproceedingsofameetingarenotinvalidatedbytheaccidentalomissiontogivenoticeofthemeetingtoapersonwhoisentitledtoreceivenoticeofit,orbynon-receiptofthenoticebysuchaperson.

14.4EntitlementtonoticeofmeetingsTheshareholderswhoareentitledtoreceivenoticeofameetingofshareholdersare:

14.4.1Iftheboardfixesadateforthepurpose,thoseshareholderswhosenamesareregisteredintheshareregisteronthatdate;or

14.4.2Iftheboarddoesnotfixadateforthepurpose,thoseshareholderswhosenamesareregisteredintheshareregisteratthecloseofbusinessonthedayimmediatelyprecedingthedayonwhichthenoticeisgiven.

14.5LimitsonappointingdatesAdatemustnotbefixedforaMeetingthatwilltakeplacemorethan30workingdaysafterorlessthan10workingdaysafterthedateonwhichtheNoticeisgivenunderClause14.2.

14.6MethodsofholdingmeetingsAmeetingofshareholdersmaybeheldeither:

14.6.1Byanumberofshareholders,whoconstituteaquorum,beingassembledtogetherattheplace,dateandtimeappointedforthemeeting;or

14.6.2Bymeansofaudio,audioandvisual,communicationbywhichallshareholdersparticipatingandconstitutingaquorum,cansimultaneouslyheareachotherthroughoutthemeeting;or

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14.6.3Bymeansofelectroniccommunicationthroughwhichallshareholdershavetheopportunitytocommentoneachproposal,andaccessthecommentsofothershareholdersbeforevotingcloses.

14.7QuorumNobusinessmaybetransactedatameetingofshareholdersifaquorumisnotpresent.Atshareholdermeetings,aquorumnecessaryforthetransactionofbusinessshallbe25%ofthetotalnumberofshareholdersiftheCo-ophas300orfewershareholders;or75shareholdersiftheCo-ophasmorethan300shareholders.

Ifaquorumisnotpresentwithin30minutesafterthetimeappointedforthemeeting:

Inthecaseofameetingcalledbytheboardonthewrittenrequestofshareholdersunders121(b),themeetingisdissolved,andInthecaseofanyotherformalmeeting,themeetingisadjournedtothefollowingweekortosuchotherdate,timeandplaceasthedirectorsagree,and,ifattheadjournedmeetingaquorumisnotpresentwithin30minutesafterthetimeappointedforthemeeting,theshareholdersortheirproxiespresentareaquorum.

14.8VotingInthecaseofameetingofshareholders,unlessapollisdemanded,votingshallbebywhicheverofthefollowingmethodsisdeterminedbythechairpersonofthemeeting:

14.8.1Votingbyvoice;or

14.8.2Votingbyshowofhands;or

14.8.3Incaseofameetingheldbyanelectronicmeansunder14.6,bythevotesplacedonthatelectronicmeans.14.8.4Inthecaseofameetingofshareholdersheldbymeansofaudio,audioandvisual,orelectroniccommunication,unlessapollisdemanded,votingatthemeetingshallbebytheshareholderssignifyingindividuallytheirassentordissentbyvoice.

14.9PollsAdeclarationbythechairpersonofthemeetingthataresolutioniscarriedbytherequisitemajorityisconclusiveevidenceofthatfact,unlessapollisdemanded.

Atameetingofshareholdersapollmaybedemandedby:

14.9.1Notlessthan5shareholdershavingtherighttovoteatthemeeting;

14.9.2Ashareholderorshareholdersrepresentingnotlessthan10percentofthetotalvotingrightsofallshareholdershavingtherighttovoteatthemeeting;

14.9.3AshareholderorshareholdersholdingsharesintheCompanythatconferarighttovoteatthemeetingandonwhichtheaggregateamountpaidupisnotlessthan10percentofthetotalamountpaiduponallsharesthatconferthatright;or

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14.9.4Thechairpersonofthemeeting.

Apollmaybedemandedeitherbeforeorafterthevoteistakenonaresolution.Ifapollistaken,votesmustbecountedaccordingtothevotesattachedtothesharesofeachshareholderpresentinpersonorbyproxyandvoting.

Thechairpersonofashareholders’meetingisnotentitledtoacastingvote.Forthepurposesofthisclause,theinstrumentappointingaproxytovoteatameetingoftheCompanyconfersauthoritytodemandorjoinindemandingapollandademandbyapersonasproxyforashareholderhasthesameeffectasademandbytheshareholder.

14.10Proxies

14.10.1Ashareholdermayexercisetherighttovoteeitherbybeingpresentinpersonorbyproxy.Aproxyforashareholderisentitledtoattendandbeheardatameetingofshareholdersasiftheproxyistheshareholder.14.10.2Aproxymustbeappointedbynoticeinwritingsignedbytheshareholderandthenoticemuststatewhethertheappointmentisforaparticularmeetingoraspecifiedterm.

14.10.3Noproxyiseffectiveinrelationtoameetingunlessacopyofthenoticeofappointmentisproducedatleast48hoursbeforethestartofthemeeting.

14.11VotebeforenoticeofrevocationAvotegiveninaccordancewiththetermsofanoticeofappointmentofproxyisvalidnotwithstanding:14.11.1Thepreviousdeathorinsanityoftheshareholder;

14.11.2Therevocationofthenoticeoroftheauthorityunderwhichthenoticewasexecuted;or14.11.3Transferoftheshareinrespectofwhichthenoticeisgiven.Ifnonoticeinwritingofthedeath,insanity,revocation,ortransferhasbeenreceivedbytheCompanyattheregisteredofficebeforethecommencementofthemeetingoradjournedmeetingatwhichthenoticeisused,orpresentedatthemeetingoradjournedmeetingbeforethevoteisgiven.

14.12MinutesTheboardmustensurethatminutesarekeptofallproceedingsatformalmeetingsofshareholders.Minuteswhichhavebeensignedcorrectbythechairpersonofthemeetingareprimafacieevidenceoftheproceedings.

14.13ShareholderproposalsAshareholdermaygivewrittennoticetotheboardofamattertheshareholderproposestoraisefordiscussionorresolutionatthenextmeetingofshareholdersatwhichtheshareholderisentitledtovote.

Ifthenoticeisreceivedbytheboardnotlessthan20workingdaysbeforethelastdayonwhichnoticeoftherelevantmeetingofshareholdersisrequiredtobegivenbytheboard,theboardmust,attheexpenseoftheCompany,givenoticeoftheshareholderproposalandthetextofanyproposedresolutiontoallshareholdersentitledtoreceivenoticeofthe

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meeting.Ifthenoticeisreceivedbytheboardnotlessthan5workingdaysandnotmorethan20workingdaysbeforethelastdayonwhichnoticeoftherelevantmeetingofshareholdersisrequiredtobegivenbytheboard,theboardmust,attheexpenseoftheshareholder,givenoticeoftheshareholderproposalandthetextofanyproposedresolutiontoallshareholdersentitledtoreceivenoticeofthemeeting.

Ifthenoticeisreceivedbytheboardlessthan5workingdaysbeforethelastdayonwhichnoticeoftherelevantmeetingofshareholdersisrequiredtobegivenbytheboard,theboardmust,ifpracticable,andattheexpenseoftheshareholder,givenoticeoftheshareholderproposalandthetextofanyproposedresolutiontoallshareholdersentitledtoreceivenoticeofthemeeting.

Ifthedirectorsintendthattheshareholdersmayvoteontheproposalbyproxytheymustgivetheproposingshareholdertherighttoincludeinorwiththenoticegivenbytheboardastatementofnotmorethan1000wordspreparedbytheproposingshareholderinsupportoftheproposal,togetherwiththenameandaddressoftheproposingshareholder.

Theboardisnotrequiredtoincludeinorwiththenoticegivenbytheboard:

14.13.1Anypartofastatementpreparedbyashareholderwhichthedirectorsconsidertobedefamatory(withinthemeetingoftheDefamationAct1992),frivolousorvexatious;or

14.13.2Anypartofaproposalorresolutionbyashareholderthatthedirectorsconsidertobedefamatory(withinthemeaningoftheDefamationAct1992).

14.13.3Wherethecostsofgivingnoticeoftheshareholderproposalandthetextofanyproposedresolutionarerequiredtobemetbytheproposingshareholder,theproposingshareholdermust,ongivingnoticetotheboard,depositwiththeCompanyortendertotheCompanyasumsufficienttomeetthosecosts.

14.14CorporationsmayactbyrepresentativesAbodycorporatewhichisashareholdermayappointarepresentativetoattendameetingofshareholdersonitsbehalfinthesamemannerasthatinwhichitcouldappointaproxy.

14.15VotesofJointHoldersWhere2ormorepersonsareregisteredastheholderofashare,thevoteofthepersonnamedfirstintheshareregisterandvotingonamattermustbeacceptedtotheexclusionofthevotesoftheotherjointholders.

14.16OtherproceedingsExceptasprovidedinthisconstitutionandtheAct,ameetingofshareholdersmayregulateitsownprocedure.

14.17Shareholderparticipationbyelectronicmeans(1)Forthepurposesofthisschedule,ashareholder,ortheshareholder'sproxyorrepresentative,mayparticipateinameetingbymeansofaudio,audioandvisual,orelectroniccommunicationif(a)theboardapprovesthosemeans;and(b)theshareholder,proxy,orrepresentativecomplieswithany

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conditionsimposedbytheboardinrelationtotheuseofthosemeans(including,forexample,conditionsrelatingtotheidentityoftheshareholder,proxy,orrepresentativeandthatperson'sapprovalorauthentication(includingelectronicauthentication)oftheinformationcommunicatedbyelectronicmeans).

(2)toavoiddoubt,participationinameetingincludesparticipationinanymatterspecifiedinthisscheduleorpermittedbytheconstitutionoftheCompany.

PART5–DIRECTORS

15APPOINTMENTANDREMOVALOFDIRECTORS

15.1BoardMembershipTheBoardshallconsistofnotlessthanfour(4)normorethanfourteen(14)directors,astheBoardmayfromtimetotimedetermine,andnotlessthan40%ofDirectorsmustbeTransactingShareholders.

15.2FirstDirectorsApersonnamedasadirectorinthisconstitutionholdsofficeasadirectorfromthedateofregistrationuntilthatpersonceasestoholdofficeasadirectorinaccordancewiththeActorthisconstitution.

15.3SubsequentDirectorsSubsequentdirectorsoftheCompanywillbeelectedbyordinaryresolution,orappointedbytheBoardassetoutat15.4Twoormoredirectorsmaybeappointedinasingleresolution.

15.4.AppointedDirectors

15.4.1Theboardmayappointadirectortofillacasualvacancy.

15.4.2TheboardmayappointoneormorepersonswhohavespecificskillsorrepresentsthecommunityofLoomiousers,asadditionaldirectors,providedthatthetotalnumberofdirectorswillnotexceed14.

15.4.3Adirectorappointedunderthisclause15.4holdsofficeuntilthenextannualmeeting,butmaystandforelectionsatthatmeeting.

15.5RotationofBoardMembershipMembershipoftheboardwillberotatedasfollows:

15.5.1Nodirectorshallholdofficeforaperiodoflongerthantwoyearswithoutretiringandofferinghimselforherselfforre-election.

15.5.2Ateachannualmeeting,atleastonethirdofthecurrentlyoccupiedseatsmustbeupforre-election.

15.5.3ForthepurposeoftherotationofDirectors,personswhobecameDirectorsonthesamedaymustretireintheorderdeterminedbylot,unlesstheBoardresolvesotherwise.

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15.5.4Ifnonewdirectoriselectedandiftheretiringdirectorisofferinghimselforherselfforre-election,theretiringdirectorshallbedeemedtobere-electedunlessitisexpresslyresolvedbyordinaryresolutionnottofillthevacatedofficeoraresolutionforthere-electionofthatdirectorisputtotheannualmeetingandlost.

15.6ConsentrequiredApersonmustnotbeappointedadirectoroftheCompanyunlessheorshehasconsentedinwritingtobeadirectorandcertifiedthatheorsheisnotdisqualifiedfrombeingappointedorholdingofficeasadirectoroftheCompany.

15.7RemovalAdirectoroftheCompanymayberemovedfromofficebyspecialresolutionpassedatameetingcalledforthepurposeorforpurposesthatincludetheremovalofthedirector.Thenoticeofmeetingmuststatethatthepurposeorapurposeofthemeetingistheremovalofthedirector.

15.8VacationofofficeTheofficeofdirectoroftheCompanyisvacatedifthepersonholdingthatoffice:

15.8.1ResignsbysigningawrittennoticeofresignationanddeliveringittotheaddressforserviceoftheCompany,suchnoticetobeeffectivewhenitisreceivedatthataddressoratsuchlatertimespecifiedinthenotice;or

15.8.2Isremovedfromofficeinaccordancewithclauses15.7;or

15.8.3Becomesdisqualifiedfrombeingadirectorpursuanttos151oftheAct;or

15.8.4Dies.

15.9AdditionalDirectorsTheBoardmayfromtimetotimeappointanypersontobeanadditionaldirector,eithertofillacasualvacancyorasanadditiontotheexistingdirectors,whoshallholdofficeonlyuntilthenextannualmeeting.

16POWERSOFDIRECTORS

ThepowersoftheDirectorswilltakeintoaccountthefollowinguniquefeaturesofLoomioCo-operative:

IncarryingoutitsobligationsundertheActandunderthisConstitution,TheBoardwillatalltimescarryoutitsdutieswithaviewtoservingthetransactingshareholders,andfindingwaystoinvolveandengagethetransactingshareholdersinimportantdecisions.WheneverdevelopingprocessestocarryouttheirdutiesunderthisConstitutiontheBoardwillemphasisecollaborationandgeneratecollectivewisdomwithintheshareholdingandinterestgroups.Whencarryingoutitsduties,theBoardwillbeguidedbythepurposesoftheCompanyasexpressedinthisdocument.

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GovernanceofCompany

16.1ThebusinessandaffairsoftheCompanymustbegovernedby,orunderthedirectionoftheboard.

16.2Theboardhasallthepowersnecessaryforgoverning,andfordirectingthemanagementofthebusinessandaffairsoftheCompany.

17DUTIESOFDIRECTORS

17.1DutytoactingoodfaithSubjecttoclauses17.2to17.4,adirector,whenexercisingpowersorperformingduties,mustactingoodfaithandinwhatthedirectorbelievestofurtherthepurposesoftheCoop.

17.2ExerciseofpowersinrelationtoemployeesNothinginclause17.1limitsthepowerofadirectortomakeprovisionforthebenefitofemployeesoftheCompanyinconnectionwiththeCompanyceasingtocarryonthewholeorpartofitsbusiness.

17.3DirectorstocomplywithActandConstitutionAdirectormustnotact,oragreetotheCompanyacting,inamannerthatcontravenestheActorthisconstitution.

17.4RecklesstradingAdirectormustnotcauseoralloworagreetothebusinessoftheCompanybeingcarriedoninamannerlikelytocreateasubstantialriskofseriouslosstotheCompany’screditors.

17.5DutyinrelationtoobligationsAdirectormustnotagreetotheCompanyincurringanobligationunlessthedirectorbelievesatthattimeonreasonablegroundsthattheCompanywillbeabletoperformtheobligationwhenitisrequiredtodoso.

17.6Director’sdutyofcareAdirectorwhenexercisingpowersorperformingdutiesasadirector,mustexercisethecare,diligence,andskillthatareasonabledirectorwouldexerciseinthesamecircumstancestakingintoaccount,butwithoutlimitation17.6.1ThenatureoftheCompany;

17.6.2Thenatureofthedecision;and

17.6.3Thepositionofthedirectorandthenatureoftheresponsibilitiesundertakenbyit.

18RELIANCEONINFORMATIONANDADVICE

18.1AdirectoroftheCompany,onexercisingpowersorperformingdutiesasadirector,mayrelyonreports,statements,andfinancialdataandotherinformationpreparedorsupplied,andonprofessionalorexpertadvicegiven,byanyofthefollowingpersons:

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18.1.1AnemployeeoftheCompanywhomthedirectorbelievesonreasonablegroundstobereliableandcompetentinrelationtothemattersconcerned;

18.1.2Aprofessionaladvisororexpertinrelationtomatterswhichthedirectorbelievesonreasonablegroundstobewithintheperson’sprofessionalorexpertcompetence;

18.1.3Anyotherdirectororcommitteeofdirectorsuponwhichthedirectordidnotserveinrelationtomatterswithinthedirector’sorcommittee’sdesignatedauthority.

18.2Clause18.1appliestoadirectoronlyifthedirector

18.2.1Actsingoodfaith;and

18.2.2Makesproperinquirywheretheneedforinquiryisindicatedbythecircumstances;and

18.2.3Hasnoknowledgethatsuchrelianceisunwarranted.

19SELFINTERESTTRANSACTIONS

19.1InterestsRegister

19.1.1Adirectormust,forthwithafterbecomingawareofthefactthatitisinterestedinatransactionorproposedtransactionwiththeCompany,causetobeenteredintheinterestsregister,andtheydisclosetotheboardthenatureandextentofthedirector’sinterestandthemonetaryvalueofitifthemonetaryvalueofthedirector’sinterestisabletobequantified.

19.1.2Ageneralnoticeenteredintheinterestsregisterand,iftheCompanyhasmorethanonedirector,disclosedtotheboardtotheeffectthatadirectorisashareholder,director,officerortrusteeofanothernamedcompanyortrusteeforanothernamedpersonorcompanyandistoberegardedasinterestedinanytransactionwhichmay,afterthedateoftheentryordisclosure,beenteredintowiththatcompanyorperson,isasufficientdisclosureofinterestinrelationtothattransaction.

19.1.3AdirectoroftheCompanyisnotrequiredtocomplywithclause19.1.1if:

19.1.3.1ThetransactionorproposedtransactionisbetweenthedirectorandtheCompany;and

19.1.3.2ThetransactionorproposedtransactionisoristobeenteredintointheordinarycourseoftheCompany’sbusinessandonusualtermsandconditions.

19.1.4AtransactionenteredintobytheCompanyinwhichadirectoroftheCompanyisinterestedmaybeavoidedbytheCompanyatanytimebeforetheexpirationofthreemonthsafterthetransactionisdisclosedtoalltheshareholders(whetherbymeansofthe

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Company’sannualreportorotherwise).

19.1.5AtransactioncannotbeavoidediftheCompanyreceivesfairvalueunderit.

19.1.6Nothinginclauses19.1.1to19.1.5appliesinrelationtoanindemnitygiven,insuranceprovided,orremunerationoranyotherbenefitgiventoadirectorinaccordancewiththisconstitution.

19.2InterestedDirectorsmayvoteAdirectoroftheCompanywhoisinterestedinatransactionenteredinto,ortobeenteredinto,bytheCompany,may

19.2.1Voteonamatterrelatingtothetransaction;and

19.2.2Attendameetingofdirectorsatwhichamatterrelatingtothetransactionarisesandbeincludedamongthedirectorspresentatthemeetingforthepurposeofaquorum;and

19.2.3SignadocumentrelatingtothetransactiononbehalfoftheCompany;and

19.2.4Doanyotherthinginhisorhercapacityasadirectorinrelationtothetransaction,asifthedirectorwerenotinterestedinthetransaction;UNLESSthereisanobjectionfromanyotherdirector.

20USEOFCOMPANYINFORMATION

TheCompanyisdedicatedtotheprinciplesoftransparencyandopennesswherepossibleandappropriateinthetreatmentofCompanyinformation.DirectorsmaydistributeanduseanyinformationthatcomestotheirattentionasdirectorsoftheCompanyexceptwhereinformationismarked‘confidential’.Whereinformationismarked‘confidential’thedirectorsmaynotreleaseorusethatinformationforanypurposesotherthaninaccordancewiththepurposeoftheCo-op.

Informationmayonlybemarked‘confidential’inanyoneormoreofthefollowingcircumstances,andonlyifareleasedatefortheinformationisalsodisplayedclearlyonthedocument:

20.1Inordertoassessadocumentforconfidentiality,asingledirectormaymarkadocument‘confidential’foraperiodofnogreaterthan48hoursiftheyconsideringoodfaiththatthedocumentmayfitintoanyofthefollowingcategories;

20.2Ifadocumentisconsideredtobecommerciallysensitivebytwoormoredirectors,adocumentmaybemarkedconfidentialforaperiodofnogreaterthan12months;

20.3IfadocumentcontainspersonalorprivateinformationwhichtheCompanyisrequiredtoprotectunderPrivacylegislation,anypartsofadocument(orifnecessary,theentiredocument)containingidentifyinginformationmaybemarked‘confidential’withreleaseinstructionsincluding‘onlywiththesignedconsentof[nameofindividual]’.

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20.2DisclosureanduseofinformationgenerallyAdirectoroftheCompanymaydisclose,makeuseof,oractonCompanyinformationif:

20.2.1Particularsofthedisclosure,use,ortheactinquestionareenteredintheinterestsregister;and20.2.2Thedirectorisfirstauthorisedtodosobytheboard;and

20.2.3Thedisclosure,use,oractinquestionwillnot,orwillnotbelikelyto,prejudicetheCompany.

21PROCEEDINGSOFDIRECTORS

21.1Chairperson

21.1.1Thedirectorsmayelectoneoftheirnumberasachairpersonoftheboardtoholdofficeuntilheorsheresignsoruntilthedirectorselectachairpersoninhisorherplace.

21.1.2Ifnochairpersoniselected,orifatameetingoftheboardthechairpersonisnotpresentwithin10minutesafterthetimeappointedforthecommencementofthemeeting,thedirectorspresentmaychooseoneoftheirnumbertobechairpersonofthemeeting.

21.3Noticeofmeeting

21.3.1Adirectoror,ifrequestedbyadirectortodoso,anemployeeoftheCompany,mayconveneameetingoftheboardbygivingnoticeinaccordancewithclause21.3.2.

21.3.2Notlessthan2workingdays’noticeofameetingoftheboardmustbesenttoeverydirector,whetherornotitisinNewZealand,andthenoticemustincludethedate,timeandplaceofthemeetingandthematterstobediscussed.

21.3.3Anirregularityinthenoticeofameetingorafailuretogivenoticeiswaivedifalldirectorsentitledtoreceivenoticeofthemeetingattendthemeetingwithoutprotestastotheirregularityorifalldirectorsentitledtoreceivenoticeofthemeetingagreetothewaiver.

21.4MethodsofholdingmeetingsAmeetingoftheboardmaybeheldeither:

21.4.1Byanumberofthedirectors,whoconstituteaquorum,beingassembledtogetherattheplace,date,andtimeappointedforthemeeting;or

21.4.2Bymeansofaudio,oraudioandvisual,communicationbywhichalldirectorsparticipatingandconstitutingaquorum,cansimultaneouslyheareachotherthroughoutthemeeting.

21.5Quorum21.5.1Nobusinessmaybetransactedatameetingoftheboardifaquorumisnotpresent.

21.5.2Aquorumforameetingoftheboardisamajorityofthedirectors.

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21.6VotingEverydirectorhasonevote.

21.6.1Thechairpersonshallnothaveacastingvote.

21.6.2Aresolutionoftheboardispassedifitisagreedtobyalldirectorspresentwithoutdissentorifamajorityofthevotescastonitareinfavourofit.

21.6.3Adirectoratameetingoftheboardispresumedtohaveagreedtoandtohavevotedinfavourof,aresolutionoftheboardunlessitabstainsfromorvotesagainsttheresolutionatthemeeting.

21.7MinutesTheboardmustensurethatminutesarekeptofallproceedingsoftheboard.

21.8UnanimousResolution

21.8.1Aresolutioninwriting,signedorassentedtobyalldirectorsthenentitledtoreceivenoticeofaboardmeeting,isasvalidandeffectiveasifithadbeenpassedatameetingoftheboarddulyconvenedandheld.21.8.2Anysuchresolutionmayconsistofseveraldocuments(includingfacsimileorothersimilarmeansofcommunication)inlikeformeachsignedorassentedtobyoneormoredirectors.

21.8.3Acopyofanysuchresolutionmustbeenteredintheminutebookofboardproceedings.

21.9OtherproceedingsExceptasprovidedinthisconstitutionandtheAct,theboardmayregulateitsownprocedure.

22REMUNERATIONANDOTHERBENEFITS

22.1TheBoardmayauthorisethefollowingremunerationandbenefitsfordirectorsiftheyaresatisfiedthattodosoisfairtotheCompany,andapprovalofshareholdersbyspecialresolutionisgiven:

22.1.1PaymentofremunerationortheprovisionofotherbenefitsbytheCompanytoadirectorforservicesasadirectororinanyothercapacity;

22.1.2PaymentbytheCompanytoadirectororformerdirectorofcompensationforlossofoffice;22.1.3MakingofloansbytheCompanytoadirector;

22.1.4GivingofguaranteesbytheCompanyfordebtsincurredbyadirector;and

22.1.5Enteringintoofacontracttodoanyofthethingspermittedbythisclause22.1.

22.2Ifapayment,benefit,loan,guaranteeorcontractisauthorisedunderclause22.1:22.2.1Theboardmustensurethatparticularsthereofareforthwithenteredintheinterestsregister,and22.2.2Directorswhovoteinfavourthereofmustsignacertificatestatingthat,intheiropinion,itisfairtotheCompany,andthegroundsforthatopinion.

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23INDEMNITYANDINSURANCE

23.1Companymayindemnifyadirectororemployee

23.1.1TheCompanymayindemnifyadirectororemployeeoftheCompanyorarelatedcompanyforanycostsincurredbyhimorherinanyproceeding

23.1.1.1Thatrelatestoaliabilityforanyactoromissioninitscapacityasadirectororemployee;and

23.1.1.2Inwhichthejudgementisgiveninitsfavour,orinwhichitisacquitted,orwhichisdiscontinued.

23.1.2TheCompanymayindemnifyadirectororemployeeoftheCompanyorarelatedcompanyinrespectof23.1.2.1LiabilitytoanypersonotherthantheCompanyorarelatedcompanyforanyactoromissioninitscapacityasadirectororemployee;or

23.1.2.2Costsincurredbythatdirectororemployeeindefendingorsettlinganyclaimorproceedingrelatingtoanysuchliability,notbeingcriminalliabilityinrespectofabreachinthecaseofadirector,ofthedutyspecifiedins131or,inthecaseofanemployee,ofanyfiduciarydutyowedtotheCompanyorarelatedcompany.

24INSURANCEFORADIRECTOROREMPLOYEE

TheCompanymay,withthepriorapprovaloftheboard,effectinsuranceforadirectororemployeeoftheCompanyorarelatedcompanyinrespectof

24.1Liability,notbeingcriminalliability,foranyactoromissioninitscapacityasadirectororemployee;or24.2Costsincurredbythatdirectororemployeeindefendingorsettlinganyclaimorproceedingrelatingtoanysuchliability;or

24.3Costsincurredbythatdirectororemployeeindefendinganycriminalproceedings:

24.3.1Thathavebeenbroughtagainstthedirectororemployeeinrelationtoanyactoromissioninitscapacityasadirectororemployee;and

24.3.2Inwhichitisacquitted.

24.4Thedirectorswhovoteinfavourofauthorisinginsuranceunderthisclausemustsignacertificatestatingthat,intheiropinion,thecostofeffectingtheinsuranceisfairtotheCompany.

24.5Theboardmustensurethatparticularsofanyindemnitygivento,orinsuranceeffectedfor,anydirectororemployeeoftheCompanyorarelatedcompany,areenteredintotheinterestsregister.

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PART6–OTHERPROVISIONS

25AMENDMENTOFCONSTITUTION

TheshareholdersoftheCompanymay,byspecialresolution,alterorrevokethisconstitution.

26METHODOFCONTRACTING

AcontractorotherenforceableobligationmaybeenteredintobytheCompanyasfollows

26.1Anobligationwhich,ifenteredintobyanaturalperson,would,bylaw,berequiredtobebydeed,maybeenteredintoonbehalfoftheCompanyinwritingsignedunderthenameoftheCompanyby:

26.1.1TwoormoredirectorsoftheCompany;or

26.1.2Adirector,andanotherpersonorpersonsauthorisedtodosobytheboardwhosesignatureorsignaturesmustbewitnessed;or

26.1.3Oneormoreattorneysappointedbythecompanyinaccordancewiths181oftheAct.

26.2Anobligationwhich,ifenteredintobyanaturalperson,isbylaw,requiredtobeinwriting,maybeenteredintoonbehalfofthecompanyinwritingbyapersonactingundertheCompany’sexpressorimpliedauthority.26.3Anobligationwhich,ifenteredintobyanaturalperson,isnot,bylaw,requiredtobeinwriting,maybeenteredintoonbehalfoftheCompanyinwritingororallybyapersonactingundertheCompany’sexpressorimpliedauthority.

27COMPANYRECORDS

TheCompanymustkeepthefollowingdocumentsatitsregisteredoffice:

27.1Thisconstitution;

27.2Minutesofallmeetingsandresolutionsofshareholderswithinthelast7years;

27.3Aninterestsregister;

27.4Minutesofallmeetingsandresolutionsofdirectorsanddirectors’committeeswithinthelast7years;

27.5CertificatesgivenbydirectorsundertheActwithinthelast7years;

27.6Thefullnamesandaddressesofthecurrentdirectors;

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27.7Copiesofallwrittencommunicationstoallshareholdersorallholdersofthesameclassofsharesduringthelast7years,includingannualreports;

27.8CopiesofallfinancialstatementsandgroupfinancialstatementsrequiredtobecompletedbytheActortheFinancialReportingAct1993forthelast7completedaccountingperiodsoftheCompany;

27.9Theaccountingrecordsrequiredbys194forthecurrentaccountingperiodandforthelast7completedaccountingperiodsoftheCompany;and

27.10Theshareregister.

28ACCOUNTS

TheboardoftheCompanymustcauseaccountingrecordstobekeptthat:

28.1CorrectlyrecordandexplainthetransactionsoftheCompany;and

28.2WillatanytimeenablethefinancialpositionoftheCompanytobedeterminedwithreasonableaccuracy;and

28.3WillenablethedirectorstoensurethatthefinancialstatementsoftheCompanycomplywiths10oftheFinancialReportingAct1993andanygroupfinancialstatementscomplywiths13ofthatAct;and

28.4WillenablethefinancialstatementsoftheCompanytobereadilyandproperlyaudited.

29ANNUALREPORT

29.1Theboardmust,within5months(oriftheCompanyisanexemptcompany,within9months)afterthebalancedateoftheCompany,prepareanannualreportontheaffairsoftheCompanyduringtheaccountingperiodendingonthatbalancedate.

29.2TheboardmustsendtoeveryshareholderoftheCompany,notlessthan20workingdaysbeforethedatefixedforholdingtheannualmeetingofshareholders:

29.2.1Acopyoftheannualreport;or

29.2.2Anoticecontainingthestatementsspecifiedins209(3)oftheActaccompaniedbyanyadditionalinformationordocumentationthattheboardoftheCompanythinksfit.

29.3Iftheboardhassentanoticetoshareholdersunderclause29.2.2,theboardmust:

29.3.1Sendacopyoftheannualreportandtheconciseannualreport(ifonehasbeenprepared)toanyshareholderifrequestedtodosowithin15workingdaysofreceiptofthenoticeofrequestinaccordancewiths209AoftheAct.

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29.3.2Ensurethattheannualreportandconciseannualreport(ifonehasbeenprepared)aremadeavailablebyelectronicmeansinaccordancewiths209BoftheAct.

29.4EveryannualreportfortheCompanymustbeinwritinganddatedandmustcontainthereports,financialstatementsandinformationrequiredbys211.

29.5Subjecttoclause29.6,ashareholderoftheCompanymayfromtimetotime,bywrittennoticetotheCompany,waivetherighttoreceivealloranydocumentsfromtheCompanyandmayrevokethewaiverinthesamemannerand,whilethewaiverisineffect,theCompanyneednotsendtotheshareholderthedocumentstowhichthewaiverrelates.

29.6IfashareholderoftheCompanypurportstowaivetherighttoreceivebothacopyoftheannualreportandanoticeunderclause29.2.2:

29.6.1Thepurportedwaiverisinvalid;and

29.6.2TheboardoftheCompanymustsendtotheshareholderacopyoftheannualreportoranoticeunderclause29.2.2.

30AUDITOR

30.1TheCompanymust,ateachannualmeeting,appointanauditorto

30.1.1Holdofficefromtheconclusionofthemeetinguntiltheconclusionofthenextannualmeeting;and

30.1.2AuditthefinancialstatementsoftheCompanyfortheaccountingperiodnextafterthemeeting.

30.2Notwithstandingclause30.1,theCompanyneednotappointanauditorif,atorbeforethemeeting,aunanimousresolutiontothateffectispassedbyalltheshareholderswhowouldbeentitledtovoteonthatresolutionatameetingofshareholders.Sucharesolutionshallceasetohaveeffectatthecommencementofthenextannualmeeting.

31NOTICES

Notices,statements,reports,accounts,orotherdocumentsmustbeservedinaccordancewithPartXXIIoftheAct.

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GovernanceLoomiohasaboardofdirectors,whichservesasimilargovernancefunctiontoboardsofotherNewZealandcompanies.

Aboardis:

agroupwhomeetregularlytolookattheperformanceandstrategicprogressofthecompanyatleastoneindependentdirectorandotherowner-operatordirectors(executivedirectors)agroupwhocanseparatethemselvesfromtheday-to-dayoperationsandtakeabirds-eyeviewofthebusinessagroupwhocandebatethedifficultissuesandcomeoutwithacleardecisionforthefutureofthecompanyultimately,agroupwhoguides,andiscommittedto,thecompany.

--TheNewZealandInstituteofDirectors

AtLoomio,directorsareappointedbycooperativemembers,i.e.theshareholders.Accordingtoourconstitution,atleast40%ofthedirectorsmustalsobeco-opmembers.

Wemandatetheboardintheareasoflong-termstrategy,legalandregulatorycompliance,riskmanagement,andapprovingouroverallbudget.

TheLoomioboardmeetsmonthly,andcollaboratestogetheronLoomiobetweenmeetings.

Someresponsibilitesofourboard:

bringingbusinessandothersubject-areaexpertisetocritiquingandprovidingaccountabilityonthemember-createdstrategyensuringgoodgovernancebymakingsurewe'vegottherightpeople&processestodeliverourstrategymakingsurethecompanycomplieswiththelaw

Theboardbalancesopportunityandrisk,workingonbehalfofmembershareholders,investors,andallLoomiostakeholderstoguideandsupportthemanagementofthecompany.Operationally,thisiscarriedoutthroughdelegationtothecoordinators.

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Workingtogether

Weuserhythmstobalancefreedomandfocusourpurposeisourforeverreasonforbeingwedostrategytotellstoriesfrom3yearsinthefuturewedoplanningevery3monthssoeveryoneisfocussedonthesamethingweruntwo-weeksprintstomaintainagility,clarity,andaccountabilityweself-organiseintodynamicworkinggroupstoaddressareasofworkwehaveacollaborativeprocesstoprioritiseproductdevelopment

Theevolutionofourorganisationalstructure

Theswarm

IntheearliestdaysofLoomio,wewereorganisedasa"swarm"-wehadopendoormeetingsonceaweek,andanyonecouldrockupandhelpout.Weranatinycrowdfundingcampaign,andfoundedanLLCsowecouldhaveabankaccount.

In2012,thecoreteamcommittedtotheproject,andweformedaworker-ownedcooperative.Therewerestillalotofpeoplecontributingonacasualparttimebasis,buttherewasalsoagroupoffulltimepeoplewhobecameco-owners.Weraisedaroundofloansfromfriendsandfamily,andconvenedaboard.

Internally,wewere"self-organised"anditwassomewhatchaotic,butitworkedforextremelyflexibleadaptationandlotsoflearningquickly.Wefocusedonpeer-to-peersupportsystemslikestewardship,andhavingregularretreats.

Coordinatedprograms

Inmid-2014,wecompletedamajorcrowdfundingcampaign,whichmeantwesuddenlyhad1,600newexternalstakeholderswhowereexpectingustodeliveronourpromises.Thistriggeredustodevelopamoreexplicitorganisationalstructure.

Webroketheteamupintoworkprograms,andnominatedcoordinators.Everyprogramhadamandatetodeliveraspecificoutcome,ashareofthebudgetasallocatedbythecoopmembers,andacoordinatortomaintainalignmentwithinandbetweenprograms.

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Thissystemworkedprettywell:wedeliveredonourcrowdfundingpromisesandwelearnedalotabouthowademocraticworkplacecanbesuperefficient.

Embracingagile

Thenweevolvedagain,andbecameafullyagileteam.Wehadalwaysdrawnonelementsofagileorganisinginoursoftwaredevelopmentpractices,butitwaswhenwestartedincorporatingallworkacrosstheco-opintoagilesprintsthatitreallyclickedtogether.

Every3monthswestopandreassesstheteammakeup,thecoordinators,andthebudgettocheck:arewestillmakingtheabsolutebestuseofthismoneythat’sbeenentrustedtous?Thismadeussuperadaptiveandefficient,butofcourseitwasreallydisruptivetoo.

Inlate2015weraisedmoneyfromimpactinvestors,whichfinallybroughtustoaleveloffinancialsecuritywherewecouldthinkmorethan3monthsahead.Thishasenabledustothinkinglong-term,resourceasolidcoreteam,andsettleintoasetoffunctionalprocessesthataddressdifferentperspectivesandtime-scalesofourwork.

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Strategy

Wedostrategytotellstoriesfrom3yearsinthefutureThestrategyworkinggroupconvenestotalkaboutatopicfromtheperspectiveofthreeyearsout.Theworkinggroupisopentoanyoneontheteam.Sometimesweinviteadvisorsorexpertsintosharetheirexpertise,too.

Weuselotsofdifferentapproachestodothislongtermthinkingtogether,e.g.seethisarticleabouthowVivienguidedusthroughtwodifferentframeworks:BlueOceanandTransformativeScenarios.

CollaborativeStorytelling

Oneapproachwe’veseenworkreallywelliscollaborativestorytelling.Thenarrativeformatisanexcellentwaytogetpeopletotalktogetherinplainlanguageaboutwhatmemightdointhefuture.It’sanaccessiblewayforanyoneontheteamtocontributetheirpiecetothecollectiveintelligence,andforustobuildsharedlanguage.

Foranexample,seethisstorywewrotein2015,envisioningtheproductin5years.

Strategyisnotaplanexactly,itisastory:awayforustothinktogetheraboutthefuture,ratherthandecideexactlyonwhatwemustdo.Nooneknowswhatwillhappeninthreeyears,sowedon’tgettoocaughtupondetailatthistimescale.

The12-monthhorizonisabitmorepredictablethough.That’swherewedoplanning.

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Planning

AnnualWedoannualplanningsoeveryoneisfocusedonthesamething,andallthedifferentareasofourworkadduptoacoherentandcoordinatedwhole.

Ourannualplanningprocessstartswithadayoutoftheoffice.Togetherweagreewhatourfocuswillbefortheyear.

2016Plan

We’vealwayssaidthatthebestwaywecandeliveroursocialmissionistodevelopthefinancialfreedomtochartourowncourse.Soweagreedthatourfocusfor2016isprovingthebusinessmodel.

Wediscussedhowwecanbreakthisworkupintostreams,basedonthegroupsofpeopleweserve:

wewanttoearntheconfidenceofvalues-alignedinvestorswhowillsupportourgrowthwewanttoreachoutintotheworldtotellpeopleabouthowwecanhelpthemorganiseinclusivelyandeffectivelywewanttosupportourcustomerstouseLoomiotomakeapositiveimpactintheirworkplacesandcommunitiesandwewanttonurtureourteamofamazinghumanstofeelawesomeintheirwork

QuarterlyEveryquarter,wehaveanawayday,(precededandfollowedbyvariouspreparationandworkshops),wherewetakestockofwherewearerelativetoouroverallvision,annualplan,andemergingreality,anddecidewhattofocusonforthecoming3months.Thisallowsustoupdateourunderstandingofourannualplanaswelearnmore,andtheworldchanges,andadjustcourseaccordingly.

Quarterlyplanstakearangeofforms,dependingonthecircumstancesandneedsoftheteam.Usuallyweendupwithamorein-depthdocument,accompaniedbyaneasilyaccessiblesummary.

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Thegoalistoprovideaguidingfocusforallourworkacrosstheteam.Becausewegiveindividualsalotofautonomyanddon'tmicro-manage,weneedtoagreesomethemesandsharedgoalstohavecollectiveimpact.Ifwetrytodoeverything,we'relikelytobedistractedandstretchedtoothin.Butweliketonameambitiousgoalstomotivateourselves.

Quarterlyplanningformat

Pre-AwayDay

workinggroupseachconveneanddiscusswhattheyaccomplishedinthequarterabouttoend,andwhatthey'velearnedtoinformwhatwecouldworkonnextevidenceandmetricsareproduced,reportsarepulledtogetherthecoordinatorswriteaquarterlyreportgivinganassessmentofhowwedidachievingourpreviousquarterlygoalseveryoneindividuallyreflectsonwhathappenedoverthequarterandwhattheythinkaboutupcomingpriorities

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AwayDay(Offsite)

Whileweleaveroomforflexibilityintheagendaandfacilitation,thisisaformatwe'vegenerallfoundworksforus.

Arriveandhaveanextendedcheck-incircle,withspaceforbothpersonalandprofessionalreflectionsfromeachpersonContextfromtheCoordinators,reviewingwhathappenedinthelastquarterandremindingusofthequarterlyplanningprocessandgoalsDialoguecircleonarelaventtheme,toenablesomedeepercollectivethinkingGatheringquestionsanddiscussiontopics,clarifyingwhatweallneedtofeelresourcedtosettheupcomingquarterlyprioritiesCo-createdafternoonsessions,whichcantakearangeofformats:openspace,pairwalks,wholegroupdiscussion,breakoutamllgroupsonspecifictopicsSummarise,clarifynextsteps,andcheckout

Post-AwayDay

Followupworkshopstogodeeperontopicsthataroseoutoftheawayday,whichareusuallymoredetailedandelucidateastrategyorworkplanforaspecificareaCoordinatorssynthesisetheoutcomesoftheawaydayandreflectthembacktotheteamWediscussandworktowardagreeingthequarterlygoalsonofficiallyonLoomioTheteamgetstoworkdeliveringourtargetsforthequarter

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Sprints

weruntwo-weeksprintstomaintainagilityLikealotofsoftwarecompanies,weuseanagilesoftwaredevelopmentprocessknownas“scrum”tocoordinateourwork.

Webreakuptheyearintotwo-weekchunks.Eachchunkiscalledasprint,thoughthatiskindofadumbnamebecauseit’smoreaboutjoggingatasustainablepace,ratherthansprintingasfastaswecanandcollapsingatsomeimaginaryfinishline.

TheSprintBoard

ProbablythebestwaytounderstanditistolookatoursprintboardonTrello:

Inboxiswhereyouputstoriesthatyouthinkweshouldworkonsoon.

Thebackloggroomersgettogetherfortnightlytoconsiderthesestoriesanddecideifitisapriority(movingthecardtoNextUp)ornot(Backlog).

TheworkforthisSprintisintheTodothissprintcolumn.ThewholeteamdecideswhichstoriestobringintoeachsprintatSprintPlanningonthefirstdayofthesprint(everysecondTuesday).

Whensomeoneisworkingonaticket,weputtheirfaceonitandmoveittoInProgress.

AtthetopoftheDonecolumnisaSprintSummarycard.ItincludesourSprintgoals,notesaboutteamCapacity,andtheagendafortheSprintDemo.

Ourbacklogisdividedbetweenthisquarterandnotthisquartersowecansavegoodcardsbutnotworkonthemstraightaway.

SprintCeremonies

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Wehaveadaybetweensprintstouseforplanningandtyinguplooseends.Wefindthatinvestingtimeingoodpreparationmakesthewholesprintprocessalotsmoother.Onprepday,theteamcheckstheiroutstandingTrellocards,reflectsonwhattheywanttoprioritiseintheupcomingsprint,andgenerallyclearsthedeckstobereadyforsprintplanning.

Sprintplanninghappensonthefirstdayofthesprint.Everyonecomestothismeeting,whereweagreesprintgoals,checkteamcapacity,agreewhichstorieswe’regoingtotakeon,andidentifyrisks.Attheendofthemeeting,wecollectivelycommittodeliveringallthisworkbytheendofthesprint.

Stand-uphappenseverymorning.It’srapidfire,soeveryonecomespreparedwithfourpiecesofinformation:whatIdidyesterday;whatI'mdoingtoday;anyblocksthatmightstopme;andwhatI'mdoingtolookaftermywellbeingtoday.

Backloggroominghappensinthemiddleofthesprint.Itwherewereviewallthecardsontheboard,processincomingfeedbackandprioritisewhattoworkonintheproduct.Moredetailsaboutthisprocesshere.

Sprintretrospectiveisonthelastdayofthesprint.Wereflectonhowthelasttwoweekshavebeen,anddiscussanyprocessimprovementswewanttofocusonintheupcomingsprint.

Sprintdemoisthelastthingwedointhesprint.Wegettogethertocelebrateeverythingwecompletedoverthepasttwoweeks:workingsoftware,newdesigns,amazingcustomerstorieswe’veheard,newpolicies,oranyotherfinishedworkwewanttoshare.Often,friendsjoinusfromoutsidetheteamwhoareinterestedtoknowwhatwe'reupto.

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CoordinationatLoomio

ContextAsaworker-ownedcooperativecommittedtodecentralisingdecision-making,Loomiodoesnothaveatraditionalmanagerialhierarchy.However,abigpictureperspectiveofhowallthepartsoftheorganisationanddifferentworkareasfittogether,andhowtheyintersectwiththebudgetandlongertermstrategy,isessentialtooperationaleffectivenessandoverallsuccessofourmission.AtLoomio,thisroleiscalledaCoordinator.

Ourguidingprincipleforcoordinationis"dynamichierarchiesbyconsent".

"Hierarchies",becausewemandatecertainpeopleandroleswithcertainpowerandresponsibility,toperformfunctionstheco-opdecidesareneeded.It’spluralbecausethereisnoonehierarchy,butmultipleoneswecreatetosuitspecificpurposes.

"Dynamic",becausetheserolesandinternalstructuresareconstantlyevolving.Weadaptthemtomeettheco-op’sneedsresponsively.Individualsrotateinandoutofrolesregularly.Internalstructuresarealwaysupfordiscussion.Wereviewallrolesatleastquarterly(althoughtheymaychangelessfrequently).

"Consent",becauseultimatelyallmandateandpowertracesbacktotheco-opmembership-inotherswords,allofustogether.

Acoordinatorisnota"boss"or“manager”inthefamiliarsense.Therolecarriesnomoreinherentauthoritythananyotherintheco-op.It’ssimplyfocusedinadifferentway,onsynthesis,thespacesbetween,theoverallpicture,andtheintersectionsofgovernance,planning,andexecution.

Theroleofcoordinatorcarriessomeaspectsofaseniormanagementrole,inthattheboardandthemembersdelegateensuringoperationalexecutionintheco-op.However,it’sdistributedamongmultiplepeople,andultimatelyaccountabletotheworkersthemselves.Italsocarriesaspectsoffacilitation,support,andservantleadership.

Mutuallyagreedstructureforourworkhelpsustobemoreproductiveandhappier.Loomioiscommittedtoself-determinationforworkers.Atthesametime,wearekeenlyawareoftheTyrannyofStructurelessness.Whatweaimforinsteadis"Tyranny-lessstructures".

TheRoleoftheCoordinator

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Keyconcepts

Delegation-Manyoftheresponsibilitiesofthecoordinatorarefulfilledbydelegationtoothers.Theycannotandshouldnotfulfilthemalldirectly.

Synthesis-Coordinatorstalktodifferentpeople,senseemergingthemes,facilitatetheteamtalkingtoitselfeffectively,andenhanceourcollectivesharedunderstanding.

Judgement-Wemandatethecoordinatorswithourtrusttomakecallsaboutthingslikehowgoodisgoodenoughforapieceofwork,timingfortakingondifferentissues,andprioritisation.

Responsiveness-Coordinatorskeepamarginofcapacitytodealwithemergentandunexpectedneeds.Ifit’snoonejobyet,itfallstothecoordinatorstofigureoutwhoshouldhandleit.

Skill-Giventhelevelofresponsibility,thisisaroleforexperiencedpeople.Webalanceselectingpeoplewithleadershipskillsandmanagementexperiencewithinvestinginupskillingandtrainingnewpeopleinternally.

CreatingtheContainer-Weaskthecoordinatorstopayattentiontotheconditionsinwhichweareworking,andhelpcontinuouslyimprovethem.It’snotjustaboutthework,butthecontextofthework.

RolePolicies

Thereareatleast2coordinatorsatanygiventime(neverasingleperson)

CoordinatorsneedtobeCo-opMembers

Coordinatorscheckinwitheachotherregularly,balancingtheirworkloadanddecision-makingtogether

Coordinatorsthinkandactspecificallyfromtheirperspectiveascoordinators(asopposedtotheirotheridentitieslikeMemberorDirector)

Coordinatorshaveacoachormentor(separatefromtheirstewardasaMember)-thisroleisoftenheldbytheChairoftheBoard

Entry

Appointedbyco-opmembers,withinputfromallworkers

Selectedforservantleadershipskills,managementexperience,operationalreliability,strategicthinking,andlongstandingasaco-opmember

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Onboardedandtrainedbyexistingcoordinators(overlapbetweennewandexperiencedcoordinatorshelpsmaintaincontinuity)

Membersareinvitedtoexpressinterestintakingupthecoordinatorroleatanytime,butrotatinginistakenslowly(toensureoperationalconsistency)

Exit

Weaskcoordinatorstogiveasmuchnoticeaspossiblewhentheyarethinkingofmovingoutoftherole,tominimisetheriskofdisruption

CanberequestedtostepdownbyMembersortheBoard,orremovedbyaMemberdecisionmeetingtherequirementsofaspecialresolution(asdefinedintheconstitution)

CoordinatorResponsibilities

Pleasenotethat‘responsibility’meansthecoordinatorisexpectedtomakesureitgetsdone,notthattheywilldotheworkdirectly.Mostofthisworkisdelegatedtootherpeopleorprocesses.

Staffingdecisionsandhiring

Hireproject-basedshorttermcontractorsdirectly(peoplenotsteppingontothemembershippathway)

Hirelongtermemployeeswithanemploymentpanel(forpeoplewhoarepotentiallysteppingontomembershippathway)

Employmentresponsibilities

Newstaffonboarding

Employmentcontracts(namedaspersonstaffreportto)

Contractchanges

Visaapplications

Actasstewardsforshorttermcontractors

ConnectiontoBoard

Liability-boardisresponsibleforcertainthingsthatthecoordinatorsexecute,sothereneedstobeagoodlinkbetweenthem.OnecoordinatorisnamedashavingaspecialfocusontherelationshipwiththeBoard.

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Ensurepreparationandimplementationofboarddecisions.Resourcetheboardfordecisionswithbackgroundmaterial,andinterpretdecisionintooperationalchanges.

Budget-boardapprovestheoverallbudget,andcoordinatorsbreakitdownintooperationalrealitytoachievestrategicoutcomes,andpreparethebudgetbasedonplanning(goals,activity,organisationandresources)

ReceiveRolesupport-extrasupport/accountabilityinadditiontostewardshipandsprintsystems(chairoftheboardorexternaldirectororadviserprovidescoaching/mentoring)

Coordinatorsattendboardmeetingtotheextentnecessary

Setupconditionstoenableoperationaldelivery

Candelegatetoaprocess(suchasagilesprints),structure(likeworkinggroups)orperson,orsimplysupportself-managementemergingfromtheteamifit’sworkingwell

Supportoperationaldeliveryprocessdevelopmentandqualityimprovements

Raiseflagstothemembership,board,teams,orindividuals/stewardsifthereareproblemswithoperationalaccountability

Coordinateannual/quarterlystrategicplanningprocess

Ensurewhatevermeetingsorprocessesneededarecarriedout

Synthesise,facilitate,reportback,supportdecision-making

Trackmembership

Facilitaterecommendingnewmemberswhentheyreachthatpointinthepathwayprocess

Offboardleavingmembers

Agreeplanofactionwithmemberswhoneedtogoonleave(whethertheyholdontotheirmembershipduringthattime,orrelinquishit)

Flaganyeligibilityconcernstotheboard(memberinsituationwheretheycan’tmeetshareholderduties)

MaintainaccurateshareholdingofMembership

ReportagainsttheannualplantoBoardandMembers

Coordinatorsreportscurrentlygooutmonthly(butthefrequencyisnotspecifically

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definedhere)-reportingonanas-neededbasisOverseebudgetingandfinances

Coordinationandcontinuousfinancialoperations

Ensureaccuracyofrecordkeeping

Budgettracking

SignoffGSTreturns

Bankingoversight

Managecompanysecretary

Approvepayments

Shareholdingandinvestmentpaperwork

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WorkingGroupsTheLoomioteamtendstoorganiseitselfintoworkinggroups.Theseareemergentgroupsofpeoplethatforminresponsetotheworkathand.Wedon'tdeclarewhatworkinggroupsshouldexist-rather,weseektonoticethemforming,tohelpnameandsupportthem.Joiningaworkinggroupisadecisionmadebytheworkerthemselves,notanassignment.

WhilepeopledotakeonindividualprojectsatLoomio,wegenerallyfindthat"noteamsofone"isagoodmantra.Asacollaborativeorganisation,wefindpeopletendtoworkbetteriftheyhaveacrewtakingcollectiveresponsibilitywiththem.

Someworkinggroupsformtodoaspecificjob,andthendisband.Anexampleofthiswasthe"LoomioCommunityWorkingGroup",whichcametogethertodevelopgoodpracticeandguidelinesforhowLoomiousesLoomio,reorganiseourinternalgroupstructure,andimprovehowweengagewithourwidercommunityinpublicgroupshostedbytheCo-op.Oncethenewsystemswereinplace,thegroupceasedtoexistanditsmembersmovedon.

Othertimes,workinggroupsmerge,split,orreorganise.Forexample,atonepointtheCapitalandStrategyworkinggroupsmerged,asdidtheSalesandMarketinggroups.Wegenerallyreviewworkinggroupsaspartofquarterlyplanning,orwhenevertheneedforachangearises.

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Q22016Workinggroups

Q32016WorkingGroups

Workinggroupsareusefulforseveralreasons:

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Clarityaboutroles-ifyouwanttotalktosomeoneaboutanareaofworkyouaren'tusuallyinvolvedin,youknowwhotoapproach.IndividualsalsogainmoreclarityaboutwhattheirportfolioofworkatLoomioincludes,andhelpsthemfocustheirefforts.Decision-makingdelegation-theteamknowsthatcertainareasofworkarebeingheldbysmallgroupsofpeople,whoareempoweredtomoveforwardwithoutcheckinginwitheveryoneelseaboutthedetails.Rhythm-mostworkinggroupshavearegularmeetingtime,andinternalprocessesfordecidingwhattoworkonandhowtodelivervalue.Thishelpscontinuallymoveworkforward.SpecialistExpertise-peoplewithaspecificskill(likecoding,design,governance,orstrategy)cangodeeponworkintheirarea,andpeoplecanlearnandgrowtheirskillsbytakingonatypeofwork.

WorkingGroupReportingProcess

Oneworkflowwe'vefoundquiteusefulistohavearunning"Updates"threadinourteam'smainLoomiogroupforeachworkinggroup,wheretheyreportprogressonanongoingbasis.Theseareusuallyhigh-levelupdates,sotherestoftheteamcanstayintheloopwithoutneedingtoattendanyoftheirmeetingsortakingtoomuchtime.Mostworkinggroupsalsolinktoashareddocumentorfolderoftheirgroup'snotes,incasepeoplewantmoredetail.

TheseUpdatethreadsalsoserveasachannelfortherestoftheteamtocommunicatetothatgroup.Theycanleavequestions,comments,orfeedback,whichtheworkinggroupcantakeonboard.Soifsomeonenotinvolvedinmarketinghasaquestionaboutit,theyknowwheretopostit.

Decision-making

Ifaworkinggroupistakingonanissuethatgoesbeyondtheirscopeforempowereddelegationandaffectsthewholeteam,theywillfacilitateawiderdiscussionanddecision.Workinggroupsresearch,gatherbackgroundinformation,consultwithexperts,orwhateverelseisneededtoframetheissueforthewiderteam.ThisoftentakestheformofhostingaLoomiodiscussionanddecision,butcanalsoincludeworkshops,meetings,reports,orotherprocesses.

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ProductPrioritisationHowdoesLoomiodecidewhattobuildinthesoftware?

WeuseanAgiledevelopmentprocess,sowehavefamiliarfunctionsliketheproductownerandbackloggrooming.However,wetendtotakeamoredistributed,collaborativeapproachtothesemethods.

BacklogGroomers

TheGroomersworkinggroupmeetseveryotherweek,atthemidpointofthesprint,toreviewthebacklogonoursprintboard,processincomingfeedback,andmakedecisionsaboutwhattoaskthedeveloperstospendtheirtimeworkingon.

TheGroomershearfromvariousinputsources,andtrytomaximisequalityanddiversityoffeedbackinformingproductprioritisation.Thesevoicesincludecustomersupport,ourusercommunitygroup,salesandmarketingteam,metricsandanalytics,Loomiodevelopers,facilitationexperts,accessibilityadvisors,andtheviewsoftheteammembers.

Throughoutthesprint,ifanyoneontheteamhasanideaorisofferedonefromauseroranyone,theycreateacardonthe"inbox"listonthesprintboard.TheGroomersprocessthesecardsintheirmeetings.

TheGroomersfollowthisdecision-makingflow,toprioritisecardsaccordingtoourquarterlyplan.

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SolutionsWorkingGroup

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Thesolutionsworkinggroupiswhereproblemsgotobecomesolutions.Oftenit'stempingtoidentifyanissueandjumpstraighttothefirstsolution,butoftenitturnsoutthattheproblemisactuallyonlyonepartofalargerissue,orisbettersolvedwithlateralthinking.Puttingideasthroughtobedevelopedbeforethey'vebeenproperlydesignedisarecipeforabaduserexperienceandfrustratedcoders.

Theteamchallengesitselftoexplaintheevidenceorexperienceoftheproblemclearly,withoutmakingtoomanyassumptionsbeforethedesignprocesscantakeplace.Aftersolutionshavebeendesigned,weconsiderthemfordevelopmentpriority.Whiledeliveringagreatnewdesignisexciting,wetrynottojumpstraightintobuildingthemwithoutthinkingaboutwhatotherimportantthingswemightwanttoworkon,too.

ProductOwner

TheLoomioproductownerisarolethatoccasionallyrotatesamongteammembers.Wegenerallyselectsomeonewhohasaparticularskillorpassionforhowwehaveprioritisedtheproductdevelopmentfocus.

Theproductowner'sfocusiskeepingourproductbacklogingoodshape,meaningit:

isalignedwithouragreedstrategyexpressedinannual&quarterlyplansisappropriatelyinformedbyinputfromdifferentareasofthebusinessisfullofwelldefined,designed&sizedstories,thatincludedourbestguessabouttheirhoped-forreturnoninvestmenthasanappropriateamountofspaceforexperimentationandresponsiveness

Onekeyroleoftheproductowneristohelpeveryonegettheiruserstorieswelldefinedsowecandoeffectivesprintplanning.Anotherismakingdefinitivecallsifuncertaintyaboutwhichwaytogowithaproductdecisionisholdinguptheteam.Ofcourse,wealwaysattempttobuildconsensusifpeoplehavedifferentideas,andtheproductownerfacilitatesthis.

WritingGoodStories

AnyonefromtheteamcanaddastorytotheInbox(thefirstlistontheLoomioSprintBoard).

Astoryiseitheradescriptionofaproblem,orastatementofvalue.Attheveryleastastoryshouldhaveaname,and3lines:“Asa...Iwantto...SothatIcan...”.

Someotherthingsyoucanincludetomakeitastrongercontenderforprioritisation:

Evidence:“7customershaveaskedaboutXthisyear”Efforttodeliver:“Thisisahugejob”Value:“Ifwehadthisfeaturewe’dmakeXsales”

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Risk:“Ifwedon’tdoit,wewillbeinbigtrouble”Opportunitycost:“Workingonthismeanswewon’tbeworkingonthis”

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LoomioUsingLoomio

HowWeLoomio

EverygroupandsubgroupLoomiooperatesneedsto:

haveafacilitator(orfacilitators)haveaclearpurposebeclearaboutwhoshouldbeinthegroup,andhowtheygetinbeclearaboutwhatadecisionmeansproactivelychooseitsprivacysettings

Facilitationguidelinesforinternalgroups:

Keepaneyeonparticipation-issomethingatopicthateveryoneneedstoweighinon?Ifsotagthem,ifnotletitgo.Arewehearingfromallthevoicesweneedto?Promptforproposalsinmore/many/mostdiscussionsThinkingaboutifwe'redoingwhatwecantodogfoodonourtool,andcapturefeedbackfromdoingsoEncouragepeopletopostonLoomiomore,toincludepeoplewhoaren'tintheroom,onchatatthatmoment,etcMakesuretherightpeopleareinthegroup(suchaswhenanewstaffmemberjoins,etc)

InformationFlows

ManyworkinggroupshavetheirownLoomiosubgroup,aswellasothercommunicationchannelsandregularmeetings,whichtheyusetodiscusstopicsandmakedecisionsrelevanttotheirwork.

Thereisalsoaneedtocommunicatebetweengroups,orfromasubgrouptothewholeteam.Manyworkinggroupsmaintain[update]threadsinthegeneralteamLoomiogroup,wheretheyputregularupdatesaboutprogresswithintheirworkinggroup,linkstotheirnotes,andnews.Thisalsoservesasanexplicitplacewhereanyoneontheteamcanreachouttothatworkinggroupandaskaquestion.

Ifaworkinggroupconfrontadecisionthat'sbeyondtheirmandate,theycanhostaLoomiodiscussioninawidergroup,orhandovertoadifferentgroup(suchastheboardorcoordinators)tomakeadecision.Oftentimes,higherlevelLoomiodecisionsaremadeinawidergroup(resourcedbyframing/backgroundinfoprovidedbyaworkinggroup),andmoredetailedorspecialiseddecisionsaremadeinasubgroup.

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LoomioGroupsWeFacilitate

External/PublicGroups

Group Facilitator Purpose Decisions Membership

LoomioCommunity(parent)

Alanna publicoutreach,helpfulcontent Off

Anyone-requesttojoin,introduced

ComunidadenEspañol Nati

GeneralforumforSpanishcommunity

Recommendation Anyone

Help/Ayuda NatiQuestionsnotansweredbydocumentation

Off Anyone

Translation NatiDiscussionforTranslatorsofLoomio

RecommendationTranslatorsengagingonTransifex

InstallingLoomio Rob

Help/infoforthoserunningtheirowninstance

Recommendationdevelopers/technicalpeople

ProductDevelopment James

Featureideas,feedback,productupdates

Recommendation Anyone

Internal

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Group Facilitator Purpose Decisions Membership

Co-opMembers Mary Shareholder/co-

ownerdecisions Binding Member-shareholders

Workers HannahCollaborationspaceforallworkers

BindingStaffparticipatinginsprint

Trainers&Consultants Michael

HelpanddiscussionforfacilitatorsusingLoomiowithclients

Casebycase byinvitation

EmploymentPanel Coordinators Decisionsabout

long-termhires BindingSelectedbycoordinatorsforeachhire

ThreadArchive Nati

Oldthreadsremovedfromothergroups

off internalstaff,byrequest

Accessibility HannahUsertestingandadviceforaccessibility

RecommendationAccessibilityusersanddevelopers

Board Matthew GovernanceofLoomioco-op Binding Directors

Workinggroups Various

Self-facilitatedspacesforworkinggroupsasneeded

Casebycasemembersofworkinggroup

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SwimmingintheOceanofInternalCommunicationsWe’readecentralisedorganisationwithaverydynamicstructureandnoexplicitchain-of-command.Thisonlyworksbyoperatinginahigh-communicationenvironment.

Allstaffhaveaccesstoprettymucheverything,andanyonecansharetheirinsightsandexpertise.Byswimmingininformation,wemaximiseourcollectiveintelligence.Butsometimesthathighvolumeofinformationcanbeoverwhelminganditstartstofeelmorelikedrowningthanswimming.

We’recontinuouslyimprovingoursystemstostriketherightbalanceandservediverseneeds.We’remakingitupaswegoalong.You’reatleastassmartasanyoneelsehere,soifyou’vegotsomethingyouwanttoofferdon’twaitforpermission-justgetstartedandpitchin.

LoomioisourmaincommunicationtoolOfcouse,weuseLoomioextensivelyinternallyatLoomio.Infact,wehaveawholesectionaboutjustthat,socheckitout.

GoogleAppsWeusetheGoogleAppsSuite.YourLoomioemailisactuallyagmailaccount,anditgivesyouaccesstoalltheothertools,likeDrive,Docs,Calendar,etc.

Driveforcollaborativedocuments

Weusecollaborativedocumentsallthetime.GoogleDrivehandlesourwordprocessing,spreadsheets,presentations,andfilestorage.

WeloveDrivealot,butthereareafewidiosyncrasiesthatcanmakeitprettyconfusingatfirst(don’tworry,it’snotjustyou):

1. Onecounter-intuitivethingyouneedtounderstandisthisideaof"MyDrive".Whenyoulogintodrive.google.com,thefirstthingyouwillseeisMyDrive.Whensomeonesharesafolderwithyou,ifyouwanttobeabletofinditagainlater,makesureyou

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moveitintoMyDrive.ThisistheLoomiofolder-clicktheblue"AddtoMyDrive"buttonsoyoucanfinditnexttoyoulogin.

2. UsingGoogleappsisfrustratingwhenyouhavemultipleaccounts.We’llsharetheLoomiofolderwithyour@loomio.orgemailaddress.IfyouhaveanotherGoogleaccountthatyouwanttouse,youcansharethefolderwithyourotheraccounttoo.Thenyou’llalwayshaveaccesstoalltheLoomiodocsregardlessofwhataccountyousignedinwith.

3. Theotherthingyouneedtogetusedtoistheideaoffindingfilesbysearching,ratherthanbrowsingasyoumightbeusedto.Thefilestructurechangesasourorganisationmatures,whichcanmakeithardtofindsomethingthatyou’vebeenworkingon.Thesolutionistogiveyourdocumentsdescriptivenames,andperiodicallytidythemupintologicalfolders.Soratherthan"Meetingnotes",callit“Productdevelopmentmeetingnotes2/2/15”.

4. Makesurethedocumentpermissionsaresetupthewayyouintend.Ifit’sinthesharedfolder,you’llknoweveryonehasaccess.Pleasemakesurethedochasbeensharedwithallthepeopleyouwanttocontribute,orissetto"anyonewiththelink".Receivingarequesttocollaborateonadocumentandthennotbeingabletogetinduetopermissionsisfrustratingandslowstheprocessdown.Ifyou'renotabletoaccessadocument,makesureyou'reloggedinwithyourLoomioemailaddress.

Calendarforscheduling

WeaskthatallstaffuseGoogleCalendarsowecaneasilyschedulemeetingsandknowwhenpeopleareavailable.Youcanaddotherpeople'scalendarstoyourowncalendarview,andturnvisibilityonandoffasneeded.

Wealsohaveashared"LoomioCombinedCalendar"whenwescheduleteamevents.Ifyouwantpeopletomakespaceintheirdayforyourevent,makesuretosendthemacalendarinvite.

Ifyouneedtobookmeetingroomsintheoffice,you'llneedtobeaddedtothesharedEnspiralSpacecalendartoo.

Appear.inforvideoconferencingThepersistentspaceforvideochatsisappear.in/loomio-that'swhereyou'llfindtheteamformorningstandup,oranytimeyouwanttojoinameetingremotely.

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TrelloasoursharedtodolistWeuseabunchofdifferentTrelloboardstocoordinateourwork.TheoneeveryoneneedstoknowaboutistheLoomioSprintBoard-findoutallabouthowwedosprintshere.ManyworkinggroupsandindividualsalsohavetheirownTrelloboards.

SlackforinstantmessagingSlackisareallynicetoolweuseforday-to-dayreal-timechat.

YoucanuseSlackinyourwebbrowserordownloadtheirlovelyapps.Ifyouhavean@loomio.orgaddress,youcancreateanaccountandjoinusatloomio.slack.com.Ifyouhavetroublegettingaccess,askacoordinator.

You’llautomaticallybeinthe#generalchannel,whichisforeveryone.Youcanalsojoinotherchannelsifyouwanttoseewhat’sgoingonintheteams.Youcansenddirectmessagestoanyone,whichisgreatifyou’vejustgotaquickquestionthatyouwantanimmediateanswerto.Youcan"star"thechannelsyouwanttokeepupwithandtheywillsticktothetopofthelist.

Mostlyweuseittotalkabouttheworkwhilewe'reworkingonit.Ifyouworkparttime,orifyou'renotworkingduringNZbusinesshours,youcanignoremostoftheactivityonSlackandjustpayattentionwhensomeonementionsyou.

ItcanbereallyhelpfultostayloggedintoSlackwheneveryou’reatyourcomputer,sothatifsomeonehasaquickquestionforyou,youareeasilycontactable.It’snotdesirableorhealthyforeveryonetobecontactableatalltimes,butthemoreyoucanbeloggedintoSlack,themorefrictionlessourdailycommscanbe.

WealsointegrateourLoomiowithSlack,sowhennewLoomiodiscussionsarestarted,anotificationautomaticallygetspostedintherelevantSlackchannel.

Puttingitalltogether

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Here’sacommonpatternyou’llseepeopleusewhenthey’retakingonapieceofwork:

StartanewdocumentsomewherewithintheLoomiofolderonGoogleDrive-thiswillmeaneveryoneontheteamwillbeabletoaccessit

Afteryou'vesketchedoutthefirstdraft,youmightsharealinktothedocinaLoomiodiscussionorinaSlackchanneloranemail,andgetacoupleofpeoplecollaboratingonthedoctogether.

Maybeyou'llthenpostthedocumentonLoomiotogetfurthercommentsandmovetowardadecision,scheduleaworkshopbysendingoutcalendarevents,orbringthetopicupatSprintPlanning.

AskingforhelpIfyouhaveaquestionaboutsomethingyou’reworkingon,youcantalktoacoordinator.Ifyouhaveaquestionaboutanythingelseintheco-op,youcanaskyoursteward,askonSlack(inagroupchannelordirectmessage),oremailortaptheshoulderofanyindividualintheco-op.

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Marketingtools

AssetsYou’llfindbrandassetslikescreenshots,logos,andillustrationsintheLoomiobrandassetsfolder.Pleasekeeptheseorganisedsowecanquicklyproducenewmarketingcollateral-talktoRichifyouhavequestions.

Imagefilesarenameddescriptively,includingthewidthinpixels,likeloomio-mobile-content_394.png

LinktrackingTostartwithatleast,we'regoingtobeverygranularwithourlinktracking.ThisarticleisagoodintroductiontoUTMlinktracking.ThisisthespreadsheetforbuildingourUTMlinks.

Thefirstpageisthecontentdistributionlinkgenerator.Sowhenwehaveanewblogpost,we'lluseauniquelinktoshareitonFacebook,andanotheroneonTwitter.

Thesecondpageistheinternallinkgenerator.Sothecalltoactionatthebottomoftheblogpostwillhavethislinkonit.

Thiswaywecanrunasinglecampaignacrosslotsofdifferentchannelsandseehowtheyperformrelativetoeachother.

InGoogleAnalytics,gotoAcquisition->Campaigns->AllCampaignstoseehowallthecampaignsareperforming.

UnbounceforlandingpagesWe’reusingUnbounce.comtobuildandtestlandingpages.Alandingpageisasinglepagethathasalltheinformationsomeoneneedstomakeapurchase.Itistargetedataspecificuserwithaspecificproblem.

Ifyouskip15minutesintothispodcastyou’llgetagreatsummaryofthe5criticalelementsofasuccessfullandingpage:

1. Specificanduniquevalueproposition2. Heroshot(photoorvideoshowingthesolution)relevant,contextualised,emotion,

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credible,persuasive3. Featurebenefits(couplesentences+couplebulletsfirst,possiblymore

comprehensivefeaturedetailslater)4. Socialproof(testimonialsw/veryspecificquotes)5. Calltoaction(CTA)

CTAslinkto"https://www.loomio.org/start_group"withthe“PassthroughURLparamters”optionselected.ThismeanswecanputUTM'sonourFacebookadlikeget.loomio.org/governance?utm_campaign=governance&utm_source=facebook,andthenthebuttononthelandingpagewilllinktohttps://www.loomio.org/start_group?utm_campaign=governance&utm_source=facebook

ScreenshotsOurlandingpagesfeaturescreenshotsoftheappinuse.Toconveythemeaningmoresuccinctly,weremoveextraUIelements,likethenavbarandoptionsmenus.Likethis:

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IfyouinstalltheStylishextensiononChromeorFirefox,youcanthenrunthiscustomstylesheettoremovethisextraUI.

IfyouopentheDeveloperToolsineitherofthosebrowsers(opt+cmd+I),inResponsiveDesignMode(cmd+shift+MinChrome,cmd+opt+MinFirefox)youcanconfigurethescreentoastandard320x480pxsize,soallyourscreenshotsarethesamesize.

ManyofushaveaRetinascreen,whichhastwicethepixeldensityoftheastandardscreen.Thiscreatesalotofconfusion.TheResponsiveDesignscreentellsyouyou’relookingata320px-widescreen,butifyou’reonaRetinascreen,thereareactually640pixelsthere.

Ifyou’reonaRetinaMac,OSXandChrome’sbuilt-inscreenshottoolswillbothproducea640pximage,whereasFirefox’sscreenshotterwillmakea320pximage.

Ifweuse640pximages,wecanbesurethey’lllookgoodonRetinaMacs,iPhones,iPads,andotherhighdefscreens.

ScreenshotsliveinthelandingpagescreenshotsfolderintheDrive.

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DevToolsThecodeismanagedthroughGithub:github.com/loomio/loomio.

You'llfindlotsofhelpfulinformationinthedocsfolder.

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LookingafterpeopleWehaveahugeemphasisonlookingafterpeople.We'velearntthatwhenpeoplearefeelinghappyandwell,theydogreatwork.

Whetheritisthedailyquestion,'whatareyoudoingforyourwellbeingtoday?',totheWellWorkingGroupwhofocusonenhancingthevibe,tothestewardshipsystemfordistributingtheworkofcaringforpeople.

Richhaswrittenaboutwhatit'slikeworkinginacaringorganisation.

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StewardingatLoomio

Wedon'thavebosses,sowefigureouthowtoservetheusefulfunctionsbossescanserveinotherways.SomeofthatiscoveredbyCoordinatorsorotherprocesses.StewardingisLoomio'sapproachtopeersupport.

Herearesomeofthethingsabossmightdoinanotherorganisation,thatstewardsholdatLoomio:

betheonesyoutalktoifyourcoworkerisbeingajerksupportyoutomeetyourpersonaldevelopmentgoalshelpmakesureyoudothethingsyousaidyouweregoingtodoputahumanfaceontalkingto'theorganisation'

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Whenyouhaveanissue,youcan’tapproachagroup;youneedaspecificpersonyouknowyoucanturnto.Thisiswhatyourstewardisfor.Theywon’tsolveeveryproblem,buttheyareyourpointofcontacttomakesuretheproblemgetssolved.Ifyoudon'tknowwhotogoto,youcanalwaysgotothem.

Stewardingisnotaboutmanagingyourdailywork.Itsaboutyouasanindividual,andyourrelationshiptotheco-op.Theycanbeyourmentor,oryourguide,oryoursoundingboard.Ifyouevergetintoaconflictsituation,they’llbebyyoursidemakingsureyouarewellsupportedtoaresolution.

EveryoneworkingonLoomiohasaSteward.Theserelationshipsfacilitateconnectionsacrosstheco-op,opportunitiesforexchanginginsights,anddeeperunderstandingofindividualsandareasofwork.Theyalsohelpusensurethatwe'relookingafterpeople.

Principles/PoliciesofourStewardshipSystemAllactiveworkermembershavestewardsandstewardeesTwopeoplecan'tbothbeeachother'sstewardsNon-memberlong-termworkershavestewards(butnotstewardees)Memberscanstewardmorethanonepersonatatime,butwetrytospreadtheloadevenlyPeopleonshorttermcontractsdonothavestewards-theirpointofcontactisthecoordinatorsPeoplewhoarenotco-opmembersarenotstewards,butcanhaveothervaluablecoaching,mentoring,andsupportrolesTheWellWorkingGroupfacilitatestheStewardshipsystemoverallStewardshiprelationshipsaremutuallyagreedbybothpartiesWeoccasionallyrotatestewards,todiversifythekindofsupportpeopleget,whilealsoinvestinginlong-termstewardingrelationships

Mostpeoplemeetwiththeirstewardsaboutoncepermonth.TheWellWorkingGroupwillraiseaproposalonLoomiooncepermonth,asareminderforstewardstocheckinwiththeirstewardees.

Everystewardingrelationshipisdifferent,andtherearemanydifferentapproaches.Somearemoreconversationalandfriendly,withmutualsharingfrombothparties.Sometimesstewardsofferadviceorchallenges.Othertimestheysimplylisten.Sometimestheyfollowamorestructuredpattern,checkinginonactionpointsormeasuringprogressovertime.

Theimportantthingisthattheapproachworksforthestewardee.Stewardingistheirtimetogetthesupporttheyneedtobringtheirbestselftotheco-op.

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Yourstewardmightaskyouquestionslike:

howwaslastmonth?whatdidyoulikeordislike?whatdoyouwanttododifferentlythismonth?whatlongertermgoalsareyouworkingon?howareyouprogressingonthemsincelasttime?howcanIbestsupportyou?...andsometimestheco-opwillsuggestapromptorthemeforstewardstobringup

UpdateAugust2016-thisstewardingsystemhasbeenextendedoutofLoomiointothewiderEnspiralnetwork.Cooleh!

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WellWorkingGroupOurfocusisonhelpingtheworkingteamthrive.

Thisinvolves:

keepingthestewardingsystemhummingholdingtheconflictresolutionprocessmeasuringandenhancingthevibesupportingtheteamtodevelopandachieveprofessionaldevelopmentgoals

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ProfessionalDevelopmentTheethosbehindencouragingarticulationofprofessionaldevelopmentwasformedonthebasisthatwegrowthroughlearning,andwecareabouthelpingeachothertogrowandtoflourish.

Wecarryaresponsibilityasanemployertoensurewecreateacontainerthatsupportseachofus(andanyonewhojoinstoteam)todevelopandgrowourcompetency,capabilityandskills.Currenteffortsareasmallsteptostartinglongertermthinkingaroundthis.

Asateam,we'reallatdifferentlearningstagesandsomeofushaveadeeperattachmentandexcitementforlearningthanothers.Ultimatelytheresponsibilityforourcareersandourlearninglieswithusasindividualsandwealllearnindifferentways.

Wearetryingoutsharingourself-determinedprofessionaldevelopmentplansasavisible,activewaytodemonstrateourcommitmenttoaculturewherewevaluelearning.

Therearebenefitstowritingupandsharingourlearninggoalsfortheyear:

Itrequiresustothinkaboutwherewe'reatandnoticewhereourenergyisforactivelearningatthistime(andifindeedweenjoyit....lotsofpeopledon't!)Itenablesustothinkaboutthedifferentpathwaystoachievingourlearninggoal(somepeoplethriveinclassroomenvironmentsandneedtheoryandcontext;otherspair;otherslearnbyfiguringoutforthemselvesetc)SharingourgoalshelpsotherstocomeupwithapproachestohelpingusachieveourgoalsorevenofferpracticalhelptoshareskillsIthelpsusholdeachotheraccountableforcommittingtoourowngoals,tohelpstewardandsupporteachotherInthefutureourlearninggoalscouldhelpwithourbudgetingeachyeartohelpfinancelearningthathelpsusandhelpstheco-op.Rightnowwedon'thaveaccesstoresourceslikemoneytofundourlearning/personalgrowthandsowemightlookformorecreativewaystoaccessteachers/mentors/coaches.Approacheslikethisbringadditionalbenefitsastheyexpandournetworkoffriendsandsupporters.

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ConflictResolutionAtLoomiowewanttodoconflictwell.Wewanttensionsbetweenteammemberstobegenerative,healthyandproductive.Wewantacultureofrobustdebate,honesty,andcare-allinserviceofourmission.

Principles

Resolveconflictsascloseaspossibletothepeopleinvolved.Beginwiththepeopledirectlyinvolved,andescalatefromthereasneeded.Wehavemutualresponsibilityandcareforeachother.Weactingoodfaithandworktobeconstructive,empathetic,andhonest.Weresolveconflictswithbothourindividualneedsandtheneedsofthecooperativeinmind.Whendisagreementbecomesconflictedandisblockingprogress,ishurtfulorharmful,aresolutionneedstobefound.Weengagetothebestofourabilitytoresolveconflict,andseekhelpwhenneeded.Anyoneaffectedbyaconflictcanescalateanissuethatisnotbeingresolvedatthecurrentlevelofengagement.Resolutionmeansthepartiesinvolvedfeelheard,theagreedoutcomeorchangeisclear,andnormaldecision-makingandactivitywithinLoomioispossible.Ifaconflictcontinuestonegativelyimpactanindividualortheteam,itisnotresolved.Loomioemployer–employeerelationshipsarecoveredbytheminimumemploymentrightsguaranteedbyNewZealandlaw.Thisincludestherequirementthatemployersandemployeesdealwitheachotherin‘goodfaith’.

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OrganisationalResources

howweequipourselvestoapproachabreakdownincommunicationproductively

Resourcesareforeveryonetoaccessandusetotakeresponsibilityforourownbehaviourandalsotosupportotherswiththeirs.

WellWorkinggroupTheLoomioCooperativeHandbookThestewardshipsystemThesprintprocess(retrospectives,etc)ThecoordinatorsProfessionaldevelopmentRetreatsandteambuildingopportunitiesExpertmediatorsoradvisors

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Practice

howweencourageeffectivecommunicationwithinourorganisation

Anintroductiontoourcommunicationsystems,cultureandconflictresolutionprocessarepartofourstaffonboarding.Regularteamprocessestoreflectonoursystemsandraiseanyissues,suchassprintstandupsandretrospectives,check-inroundsatmeetings.Promptsinstewardshipsessionstoworkthroughanyconflictsorproblemsbetweenindividuals,orbetweenanindividualandthecooperativeasawhole.Continuousfocusonsmooth,effective,empatheticcommunicationonlineandofflinewithintheteam.Acultureofgivingdirectconstructivefeedback,listeningtooneanother,andaskingforhelpwhenneeded.

ConflictResolutionProcess

Weendeavourtoresolveconflictsatthelowestpossibleescalationstep,butagreetoescalateconflictsiftheyarenotresolved.

1. Personalreflection&individualsupportThinkthroughwhathappened.Taketimeandspacetoprocessandclarifyyourthinkingifyoufeelconfused,overwhelmed,orareexperiencingstrongemotions.Talktoatrustedfriend,colleague,oryourstewardtoworkthroughyourownperspectiveandexperience.Askyourselfwhatpartyouplayedinit,whatyoucouldhavedonedifferent,andwhatyourneedsaretoimprovethesituation.Ifyoufeelyouneedtogobeyondindividualworktoresolvetheproblem,escalatetothenextstep.

2. DirectcommunicationAslongasyoufeelsafeandthepowerbalanceandtoneisconducivetoconstructivediscussion,approachthepersoninquestionandtalkitout.Bemindfulofpickingagoodtimeandplace(privacy,lackoftimepressure,mutuallyagreedlocation).Ifyoudon’tfeellikeyoucanworkitoutone-on-oneforanyreason,escalatetothenextstep.

3. SupportedcommunicationBringinyourstewardtohostaconversationwiththepeopleinvolved.Theotherpartymightwanttobringtheirsteward,too.Ifthestewardsfeelinsufficientlyresourced,oryou’vetriedanditdidn’tresolvetheconflict,escalatetothenextstep.

4. WellWorkingGroupIfthepreviousstepshavenotresolvedtheconflict,reachouttotheWellWorkingGroup,oraskyourstewardtodoso.Theywilltrytofindamutuallyagreeablenextstep,suchashostingamediationthemselves,orinvitinganexternalmediatororotherexpertin.

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Iftheabovestepsarenotsuccessfulinresolvingtheconflict,thesituationwillbeescalatedbeyondtheconflictresolutionprocessandbecomeanemploymentmatter.Atthisstage,thecoordinatorswillbeengagedtogatheralltheinformationaboutthesituationandfigureoutnextsteps.Irresolvableconflictsmayleadtosomeoneleavingtheorganisation,referraltoexternalauthoritiesifrelevant,orsystemic/structuralchangestoourorganisation.

EngagingtheConflictResolutionProcess

Theboardmayaskpeopletoengageinaconflictresolutionprocess(seeclause11.4.3oftheConstitution).Ifthereistensionbetweenyouandanotherworker,youcanengagetheConflictResolutionProcess,startingwiththefirststage:Personalreflection&individualsupport.Ifyounoticeconflictbetweenotherworkersthatdoesn’tseemtobeonthepathtoresolution,youshouldfeelempoweredtodrawtheirattentiontoit,andsuggesttheyengagetheConflictResolutionProcessifnecessary.Alternatively,youcouldlettheirstewardortheWellWorkingGroupknow.

AdditionalResourcesonconflictresolutionandcommunicationtopromotesharedunderstandingcanbefoundhere.

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ConflictResolutionResourcesTheseresourcesandguidelinesmayhelpprevent,process,orresolveconflict,andcansupportharmoniousinteraction.

CommunicationMethodstoPromoteSharedUnderstanding

Use“IMessages”

Explainhowyouareaffectedbysomeone’sundesirablebehavior(includingfeelings),fromyourownperspectiveandexperience.Citespecificexamples,andexplaintheconsequencesorreactionthatresulted.

Ifeltfrustratedwhenyoumissedthemeetingwithoutlettingmeknow.Wehaveatightdeadlineandwe’reunlikelytomakeitunlesswemakeadecisionimmediately.Whatcanwedotochangethisdynamicinthefuture?

Non-defensiveAssertions

Itwouldbehelpfulformeifyouwould…

ContinuedoingthefollowingthingsDothefollowingthingsmoreDothefollowingthingslessStopdoingthefollowingthingsStartdoingthefollowingthings

Non-violentCommunicationRequest

Thisisahelpfulformatforaskingotherstochangetheirbehaviorinanassertivebutnotaggressiveway.

1. whatIobserved2. whyitmatterstome3. whatismywish

TheResolutionInstitutemethod

1. Getalltheinformationandstoriesoutonthetable.2. Formanagendaofneutralpointsofconversation.3. Talkthrougheachpointgivingthemenoughtimetheyneed.4. Takespace&considerindividuallywhatyourbestandworstpossibleoutcomeswould

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be,andstartdreamingaboutmiddleoptionswhichwouldbepossible.5. Cometogetherforabrainstormofwaysforward.6. Identifyasetoftopactions.7. Agreeonaplanforhowtoworktogetherinthefuture.

Thekeyvaluesofthisprocessare:

Buildempathyforeachotherbyhearingeachotherout,thefull,fullstory,rightfromthebeginningwithoutinterruptions,eachtakingturns.Focusonbuildingsharedcontextaroundneutraltopicslike“communication”and“technology”and“timing”not,framingconversationaroundstickingpointslike“powerinmyrole”,“thattimewhenyoublewupatme”Takingspacetofocusonwhat’simportanttoyou,whatisyourworstcasescenarioandwhy?Whatdoyouthinktheotherperson’sworstcasescenarioisandwhy?Howdoyouthinkthey’refeeling?Sharinganideationspaceasequals.Astrongfacilitatorforthefirsthalf,andmuchlessintensefacilitationinthesecondhalf.

ListenLooping

Oneveryimportantaspecttoresolvingconflictismakingsureeveryonefeelsheard.Thisisaprocessforhelpingthathappen.

1. Giveampletimeandspaceforonepersontoexplaintheirperspective,andexpresswhattheyfeeltheyneedto.

2. Theotherpartylistenswithoutinterrupting.3. Whenthespeakerisfinished,askiftheyarefinishedoriftheyneedtosayanything

else.Onlymoveonwhenthespeakersaystheyaredone.4. Thelistenerreflectsbackwhattheyheardthespeakersay.5. Thelistenerasksthespeakerifwhattheyheardiscorrectandcomplete,andifthe

listenerfeelsheard.Resolveanypointsofconfusionoromissions.6. Onlymoveonwhenthelistenerconfirmstheyfeelheard.7. Switchrolesandgiveeachpersoninvolvedthesameopportunityforlisteningand

speaking.

ReporttheFacts

Onehelpfulpracticetounderstandasituationistoaskthepartiesinvolvedtostartbyreportingonlyfacts,withoutanyemotionalinterpretation,orassumptions.Ifpeopledisagreeaboutthefacts,thensimplycapturethedifferingfactualaccounts.

Examples:

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No:Youdidn’tturnuptothemeetingwehadscheduledbecauseyoudidn’tcareabouttheproject.

Yes:Youdidnotturnuptothemeetingatthetimeweagreed.

No:Idothelion’sshareofthistypeofmenialtaskbecausetheteamdoesn’tvaluemytimeorunderstandmyskills.

Yes:Ioftendothistypeoftask,whichIconsidermenial.Othermembersoftheteamdonotdothistaskasoften.

Afterthefactshavebeenreported,thendiscussionsabouthowpeoplefeltandinterpretedwhathappenedcancommence.

DecodingEmotions

Ausefulflowchartforprocessingatension.

FromtheLikeHumans:TensionProcessingguide

ExternalResources

EmploymentNewZealandminimumemploymentrightsLadderofInferenceTheResolutionInstituteDepartmentofLabourmediationservices

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Retreats

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StaffWellbeingBudgetWehaveastaffwelfarebudgetlineof$400amonth.Thepurposeistocontributetowardscoststhatwouldhelpalleviatestressandcontributetowellbeingofstaff.

Duringthefirstweekofeachmonth,staffcanemailthecoordinatorswithrequeststousefunds,anditwillbeatthediscretionofthecoordinatorstoallocatethefunds.Thecoordinatorswillapprovetheuseoffundsinweek2ofamonth.Theuseofthefundswillbeconfidential.

Theprioritywillbetoallocatethefundstothegreatestneed,whilealsotryingtospreadthehelparound.

Asageneralrule,staffwhohavebeengrantedtheuseoffundswillpayupfrontforwhatevertheyneed,getaGSTreceiptandthensubmititforreimbursement.Ifpayingupfrontisanissue,otherarrangementscanbemade(useoftheLoomiocreditcard,orinvoicingofLoomio).

Ifthemonthly$400amountisnotspent,theexcesswillgetrolledovertothenextmonth.

TheWellWorkingGroup(WWG)canrecommendtoindividualsthattheyapplytousethefunds.TheWWGwillconfirmiffundsareavailablebeforerecommendingtheiruse.

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EmploymentandMembershipLikeanycompany,wehaveabunchofemploymentresponsibilities,likeHealth&SafetyandAnnualLeave.

Unlikemostcompanies,justabouteveryonethatworksherealsoownsthecompany.Wecallthoseworker-owners'members'.Readmoreaboutmembershiphere.

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EmploymentAsacooperative,employmentdecisionsareveryimportant,becausebecomingaworkeratLoomioputsyouonapathwaytopotentialco-ownershipasamember.Additionally,ourteamcompositioniscriticaltoourcollaborativecultureandhowwework.Inshort,ourpeoplearethemostimportantthingtousasacompany,sowereallytrytogetthisright.

TypesofEmploymentTherearetwokindsofemploymentwithLoomio:

Ongoingroles

Long-termemploymentthatpotentiallyputsthepersononthemembershippathway.Peopleintheserolesparticipateinthesprintprocessandhaveasteward.Thiscategoryincludesallcurrentmembersandnewerstaffwhomaybecomemembersinthefuture.Long-termworkersmayengageasemployeesorcontractors,dependingontheirsituation.

Project-basedroles

Shortterm,withlimitedandspecificscope.Thepersonisnotonthemembershippathwayanddoesn'tnecessarilyjointhesprintprocess(althoughtheywillbeinvitedifappropriate).Reportstothecoordinatorsanddonothaveasteward.Peopleinproject-basedrolesareemployedascontractors.

HiringforOngoingRolesPuttingsomeoneonthepathwaytomembershipisaconsequentialthingforaco-op,andit'sworthtakingalittlemoretimeandgettingdiverseviewsonthedecision.Whiletheactualmembershipdecisionismadebyallmembersontheotherendofthispathway,themomentofemploymentisthebeginningofthatprocess.

EmploymentPanels

Wetrytostrikeabalancebetweennomemberengagementandinvolvingeveryonebyconveningemploymentpanels.Anemploymentpanelconsistsofatleastonecoordinator,plus3-4othermemberswithrelevantexpertiseorviews.Employmentpaneldecisionshave

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impactsonnotonlycurrentteammakeup,butfutureeligibilityformembership.

Employmentpanelsshould:

consistofatleastonecoordinator,plusaselectionofothermembersbedrivenbytheco-op'sstrategicprioritiesandcorevaluesbuildathrivingteamwithcontinuity&consistencyrunaclear&transparentprocessmakedecisionswithinanagreedtimeframebeinformedbybudget(agreedbymembership,approvedbytheboard)considerlong-termmembershippotential(beyondanimmediatelyrequiredskill,looktobroaderskills,valuesalignment,self-managementcapacity)lookattheskillscompositionrequiredtoachieveourstrategy,andidentifygreatpeopletofillgaps

HiringforProject-basedRolesCoordinatorshavethemandatetomakeshort-termproject-basedhiringdecisionswithoutafullemploymentpanel,withinthebudgetagreedbymembersandapprovedbytheboard.

Ifsomeoneisnotgoingontothemembershippathwaybecausetheirroleislimited,itmakesmoresensetoletthecoordinatorsmovequicklyandhaveflexibilitytoadapttheteamcompositiontoemergentneeds.Coordinatorshavetheirheadsaroundthebudgetandskillmixoftheteam,andarebestplacedtomakedecisionsaboutcontractorsforspecificprojects.

It'simportantthatthecoordinatorsareveryclearonwhensomeoneistransitioningfromashorttermroleintoanongoingone.Ifthatoccurs,anemploymentpanelneedstobeconvened.Theguidelineis3months-ifsomeoneisworkingwithuslongerthanthat,weexpectthecoordinatorstoreviewtheirstatusandproceedaccordingly.

Thecoordinatorsmayconveneapanelforhiringshort-termrolesiftheyfeeltheywantmorepeopleinvolvedinthedecision.Coordinatorswillworkcloselywiththepeopleinvolvedinapotentialcontractor'sworktomakehiringdecisions.

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StaffOnboardingOncethedecisionhasbeenmadetohiresomeonethroughthehiringprocess,theywillneedtobeon-boardedintothecooperative.Here'sachecklisttohelpyougothroughthatprocess.

GathertheRequiredEmployeeInformation

1. ConfirmationofyourrighttoworkinNewZealandbyprovidingascan/copyofworkorresidencevisas.

2. IRDnumber3. IRDTaxcode-Workingouttaxcode4. Fullname(includingmiddlename)5. Addressandtelephonenumber,cellphone6. Kiwisaver-rateotherthanstandard3%?7. Dateofbirth8. Countryofcitizenship9. Cityandcountryofbirth10. Previousaddress,ifcurrentislessthan5years

ConfirmWorkandRemunerationDetails

Hours/daysofworkPay(amountandpayrollprocess)AnnualleaveandsickleaveLoomioPointsEnsureemploymentcontracthasbeensigned

LoomioCooperativeOrientation

HistoryoftheorganisationCooperativestructurePillarsofcultureStewardshipsystemCoordinationsystemDecisionmaking&inclusioninLoomioRetreatsandAwayDaysRelationshiptoEnspiralEmploymentpolicy&processdevelopmentCommunicationsculture(onlineandoffline)Conflictresolutionprocess

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IntrotoagilesprintprocessAnnualandQuarterlyplan

Tools

Introduction,access,andlogins

Generaltools:

LoomioEmailCalendarDriveSlackTrelloGithub

Plusandroleorteam-specifictools

PersonandRoleSpecificOrientation

IntroductiontostewardandschedulefirstmeetingPlanforwelcomeandintroductiontoteammembersIntroductiontoworkinggrouporsub-teamprocessesWhowilltheyworkalongsidewhiletheygetuptospeed?Whoshouldtheygotowithdailyquestions?Planfortheirfirstsetoftasksorprojects

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MembershipAsaworkerco-op,Loomioiscollectivelyownedbyitsmembers,whoareallequalshareholdersintheCooperativeandholdtheresponsibilitiesofbusinessco-owners.

Decision-making

Membersaretheultimatedecision-makersforLoomio.Whileweoftendelegatedecision-making,suchastodirectors,coordinators,andleadersofworkareas,allmandatetracesbacktothemembers.

Twoimportantprinciplesinformourdecision-makingprocesses:anyoneaffectedbyadecisionshouldbeabletoparticipateinmakingit,andaperson’sinfluenceoveradecisionshouldbeinproportiontothedegreetowhichitaffectsthem.

Whendecisionsaremadebyasmallergroup,theywilltakeactivestepstomaintaintheirmandatefromthewidergroup,andtooperatetransparently.

Kaitiakitanga

ThememberscommittocreatingandmaintainingthecultureofLoomio,doingtheirbesttoensureitstaysinlinewiththekaupapa(principlesandideaswhichactasabaseorfoundationforaction).

Thissometimesmeansmakinghardchoices.Intheworst-casescenario,thismightinvolveaskingsomeonetoleaveiftheirbehaviourisunderminingtheprinciplesthattheco-opexiststopromote.Asmembers,wetakeresponsibilityforourselves,eachother,andLoomioasstewards.

MoreaboutKaitiakitanga

CharacteristicsofaMember

Approach:You’vewovenyourselfinwithaninquiringattitude.Youareflexibleandresponsivetotheneedsoftheco-op.

Commitment:You’vebeenmakingregularcontributionsoverasustainedperiodoftime.ThebiggerLoomiovisionmatterstoyou,andyou’recommittedtofurtheringitintothefuture.

Skills:Youbringaparticularskillsetandperspective,addingaspecialcontributionthatwevalueimmensely.You’recontinuouslylearningandgenerouslysharingyourskillswithothers.

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Values:YourvaluesmatchthevaluesofLoomio.We’reproudtoimagineyourepresentingLoomiototheworld.

Communication:YouhaveactivelyengagedinthestewardshipofLoomio,bringingyourknowledgeandexperiencetothecollaborationanddecision-makingthatguideLoomioasawhole.Yourcommunicationinsideandoutsidethegroupisopen,respectful,andhonest.

Roles&Responsibilities

Co-opmemberssetthestrategicdirectionandareexpectedtokeepsufficientlyuptodatetoparticipateinameaningfulway.It’simportantthatwe’veallgotthecontextforwell-informeddecision-making.

TheLoomioCooperativeConstitutionisthelegally-bindingdocumentthatpreciselydefinestherightsandresponsibilitiesofmembership.Theconstitutioncanonlybechangedbyaspecialresolutionofmembers(90%agreement).

Cooperativemembershavealltheresponsibilitiesofownersandshareholders,aswellasbeingthecoreworkingstaff.

CreatingandmaintainingthecultureoftheLoomioco-opSetandmaintainthestrategicdirection,organisationalpurpose,vision,andvaluesMandateandholdtoaccounttheplanningprocess,deliverablesandcoordinationParticipateinorganisationaldecision-making,onlineandinmeetingsAttendmembersmeetings(physicallyorremotely),orfigureoutawayofkeepinguptodateotherwiseKeepuptodatewithcoordinators’reportsandBoardmeetingnotesKeepuptodatewithfinancials,andunderstandingtherisksandopportunitiesinvolvedindecision-makingAttendannual/quarterlyplanningsessionsandLoomioretreatswherepossibleAppointingBoardmembers,andapprovingtheirpayrateVettingandapprovingnewco-opmembers(recommendationstotheBoard)ParticipatingintheLoomiostewardshipsystemApprovingmajortransactions(asdefinedintheConstitution)ApprovinganamalgamationofthecooporappointingaliquidatorApprovingBoardrecommendationsonmakingadistributiontoshareholdingmembersGivenoticetothedirectorsofamattertheywantraisedintheBoard

Distributionofsurplus

“Surplus”iswhat’sleftofannualrevenueafteroperatingexpensesandcertainotherfinancialcommitmentshavebeenmet.Membershipmayentitleyoutoashareoffuturedistributionofsurplusrevenue,ifandwhentheBoardandMembersdecidetogetherthat

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surpluswillbedistributed.

Wedeterminewhatproportionofthesurplusisreinvestedintotheco-op,whatproportionisdirectedtosociallybeneficialprojectsoutsideofLoomio,andwhatproportionisdistributedtoco-opmembers.Beingamembermakesyoueligibletoreceivethedistribution,butdoesnotmeananydistributionwillnecessarilybemade.

LoomioPoints

Wetrackunpaidworkintheco-opwithasystemcalledLoomioPoints.Thisappliestomembersandnon-membersalike,andisseparatetodistributionofsurplus.MembershipstatusdoesnotaffectLoomioPoints.

EnteringMembership

Thefirststeptowardmembershipisgettingemployedbytheco-op,accordingtotheEmploymentProcess.WorkingonLoomioonanongoingbasis,inalong-termagreementwiththeco-op,putsyouonthemembershippathway.(Wealsoworkwithshort-termcontractorswhoarenotonthemembershippathway).

Workingforthecooperativeiscalled"transacting",accordingtoourconstitution.ThistechnicaltermisimportanttoensureLoomioisownedbyitsworker-members.Thedecisionpointaboutmembershipcomesaftersomeonehasworkedwiththeco-opapproximately1year.

1:Confirmeligability

Worked("transacted")inthelast12months,andislikelytoworkinthenext12(asdeterminedbytheindividualandtheemploymentpanel)

Workeriscommittedtofulfillingmemberresponsibilities

2:Invitationdecision

Coordinatorsandtheworker'sstewardgathereligibilitydataandfacilitateadecisionprocessonLoomiowithallmembers.

Themembersdecidetoextendandinvitationtomembershiptotheworker.

3:Boardconfirmseligibility

TheLoomioBoardofDirectorsisresponsibleformakingsurethattheshareholdingofLoomioisheldbyeligableworker-memberswhomeetthecriteriasetoutinourconstitution.TheBoardconfirmsthisforspecificindividualsattherecommendationofthemembers.

4:Theworkeracceptstheinvitation

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Becomingamembermustbeamutuallyagreeddecisionbetweentheindividualandthecooperative,andpeopletakethecommitmentseriously.Ifsomeonedoesnotwishtotakeontheresponsibilitiesofmembership,theymaychoosetogoonworkingfortheco-opasanon-member.

5:Shareissued

TheBoardofficiallyissuesashareinthecooperativetothenewmember,makingthemanequalco-ownerwiththeothermembers.

6:Onboarding&Celebration

ThenewmemberiswelcomedintotheMember'sgroup,andtheirnewresponsibilitiesareexplained.TheywillnowparticipateintheMembersLoomiogroup,attendMembersmeetings,andtakeonstewardingothers.

ExitingMembership

Someonemayceasebeingamemberforthefollowingreasons:

TheMemberdecidestoresign(andbecomeanon-memberworkerorleavetheco-opentirely)TheMemberisnolongereligible(duetonolongerbeingemployedornotmeetingtheirmemberresponsibilities)

TheBoardregularlyreviewsmembershipeligibility,aboutevery6months,tomakesuremembershipremainsalignedwiththepolicieswehaveagreedandcriteriasetoutinourconstitution.

Ifamembergoesonextendedleave(forhealthorotherreasons),adiscussionhappenswiththem,theirsteward,andthecoordinatorsabouttheirabilitytofulfilmemberresponsibilitieswhileaway.Iftheleaveistemporary,theymayopttoabstainondecision-makingornominateaproxy,andstillfulfilbasicresponsibilitiessuchassigningrequiredshareholderpaperwork.Ifthisisnotpossible,theywillstepdownasamemberandgiveuptheirshare.

Asaworkercooperative,membershipandworkershipareintimatelylinked.It'sagainsttheprincipleofaworkerco-optohaveownerswhoarenotworkers.Whileweallowflexibilityinmanycases,ultimatelyifsomeoneisnotemployedbytheco-optheycannotremainamember.

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LoomioPointsWedon'thaveordinaryequity,sowecan'tdosweatequity,soweinventedapointssysteminstead.

https://docs.google.com/document/d/1LgW0VPb2XsWFEaFtfziUH_gE6OTzxdLDS7dJvf8-0HU/edit#heading=h.3tlyrxuidhfr

.

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Health&SafetyThereare4stepsthatLoomiotakestoaddresshealthandsafetyintheworkplace:

1. Identifyinghazardsandassessingtherisks2. Managingtherisks3. Monitoringcontrolmeasures4. Reviewingforcontinuousimprovement

Identifyinghazardsandassessingtherisks

Allworkersareinvitedatanytime,toidentifyhealthandsafetyhazardsandrisks,andtoidentifyandtakestepstopreventthesefromhappening.ThisongoingworkerengagementismadepossiblebyhavingaLoomiothreadwithalinktotheHazardsregister.Workersareabletocontributetothediscussionthreadatanytime.

However,tokeepengagementup,theWellWorkingGrouphastakenresponsibilityforregularlypromptingworkerstoidentifyhealthandsafetyhazardsandrisksandaddthemtotheHazardsRegister.

Managingtherisks

ItistheroleoftheCompanySecretarytoensurethattheriskreductionmeasuressuggestedbyworkersontheHazardsRegisterareimplemented,ortoprovideareasonableexplanationastowhythesuggestionswerenotimplemented.

Monitoringcontrolmeasures

Duringtheirmonthlymeetings,theWellWorkingGroupwillreviewanyHealthandSafetyincidents.

TheWellWorkingGroupwillalso,onceayear,auditthehazardsregistertoseeiftheriskreductionmeasuresarebeingimplemented,andifnot,whetherfairexplanationsarebeingprovidedastowhy.

NotesfromthesemonthlyandannualmeetingswillbepostedontheWellWorkingGroupLoomiothread.

ContinuousImprovement

OnceayeartheCompanySecretarywillaskLoomioWorkerstoidentifyhealthandsafetygoals.TheCompanySecretarywillthendesignquestionsforthemonthlyVibe-raterGoogleformquestionnaireasameansofmonitoringprogressagainstthesegoals.

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Yearly,theBoardofDirectorswillreviewthehealthandsafetypolicyandseeif/howitcanbeimproved.

HealthandSafetyresponsibilities

NewZealand’sHealthandSafetyatWorkAct2015ensuresthateveryonehasaroletoplayandmakeseveryone'sresponsibilitiesclear.ThefollowinglistidentifiesthoseresponsibilitiesintheLoomiocontext:

TheBoardmustdoduediligencetomakesurethebusinessunderstandsandismeetingitshealthandsafetyresponsibilities.TheBoardhasoverallresponsibilitytoensurethattheHealthandSafetyPolicyisinplace,maintainedandiscontinuouslyimproved.

TheBoarddelegatestoCoordinatorsandtheCompanySecretarytheresponsibilityofensuringpolicyispracticed.

TheWellWorkinggrouphasasupportroletopracticethepolicy.

Workershaveresponsibilityofawarenessandpractice,includingcaringforcustomers,users,stakeholdersandvisitors.

Context:NZ’sHealthandSafetyLawLoomio’sHealthandSafetypolicyisdesignedtomeettherequirementsofNewZealand'sworkplacehealthandsafetylaw,theHealthandSafetyatWorkAct2015(HSWA).ContentforthenextseveralsectionsiscopiedverbatimfromvariouspartsoftheNewZealandGovernment’sWorksafewebsite.

NewZealand’sHealthandSafetyatWorkAct2015(HSWA),ensuresthateveryonehasaroletoplayandmakeseveryone'sresponsibilitiesclear:

Businesseshavetheprimaryresponsibilityforthehealthandsafetyoftheirworkersandanyotherworkerstheyinfluenceordirect.Theyarealsoresponsibleforthehealthandsafetyofpeopleatriskfromtheworkoftheirbusiness.Officers(companydirectors,partners,boardmembers,chiefexecutives)mustdoduediligencetomakesurethebusinessunderstandsandismeetingitshealthandsafetyresponsibilities.Workersmusttakereasonablecarefortheirownhealthandsafetyandthattheiractionsdon'tadverselyaffectthehealthandsafetyofothers.Theymustalsofollowanyreasonablehealthandsafetyinstructiongiventothembythebusinessandcooperatewithanyreasonablebusinesspolicyorprocedurerelatingtohealthandsafetyintheworkplace.

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Otherpeoplewhocomeintotheworkplace,suchasvisitorsorcustomers,alsohavesomehealthandsafetydutiestoensurethattheiractionsdon’tadverselyaffectthehealthandsafetyofothers.

Businessesandtheprimarydutyofcare

UnderHSWA,abusinessorundertakingmustlookafterthehealthandsafetyofitsworkersandanyotherworkersitinfluencesordirects.Thebusinessorundertakingisalsoresponsibleforthehealthandsafetyofotherpeopleatriskfromitsworkincludingcustomers,visitors,orthegeneralpublic.Thisiscalledthe'primarydutyofcare'.

Theprimarydutyofcareisbroadoverarchingdutywhichincludes,butisnotlimitedto,abusinesshavingeffectivepracticesinplacefor:

providingandmaintainingaworkenvironmentthatiswithoutriskstohealthandsafetyprovidingandmaintainingsafeplantandstructuresprovidingandmaintainingsafesystemsofworkensuringthesafeuse,handlingandstorageofplant,structuresandsubstancesprovidingadequatefacilitiesforthewelfareofworkerswhentheydoingworkforyourbusiness,includingensuringaccesstothosefacilitiesprovidinganyinformation,training,instruction,orsupervisionthatisnecessarytoprotectallpersonsfromriskstotheirhealthandsafetyarisingfromtheworkofyourbusinessmonitoringthehealthofworkersandtheconditionsattheworkplaceforthepurposeofpreventinginjuryorillnessofworkersarisingfromtheconductofthebusinessorundertakingprovidinghealthyandsafeworkeraccommodation.

Officersandthedutyofduediligence

HSWAmakeshealthandsafetyeveryone'sresponsibility,whileatthesametimerecognisingthatofficersinabusinesshavemoreinfluenceandcontroloverthebusinessthanitsworkers.Officersmustmakesurethebusinessunderstandsandmanagesitskeyrisks.

Anofficerisapersonwhoholdsaveryseniorleadershippositioninthebusiness,andhastheabilitytosignificantlyinfluencethemanagementofabusinessorundertaking.Abusinesscanhavemorethanoneofficer.

Officersinclude:

directors,partnersinapartnership,boardmembers,

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anypersonwhoholdsapositioncomparabletoadirectorinabodycorporateoranunincorporatedbody,andanypersonwhoexercisessignificantinfluenceoverthemanagementofthebusinessorundertaking(egtheChiefExecutive).

Officershaveadutyofduediligencetoensuretheirbusinessunderstandsandmanagesitskeyhealthandsafetyrisks.Thisincludestakingreasonablestepsto:

Haverelevant,up-to-dateknowledgeofworkplacehealthandsafety.Understandthenatureofthebusinessanditsoperationsandassociatedhealthandsafetyrisksgenerally.Ensurethebusinesshasappropriateresourcesandprocessestoeliminateorminimiserisk.Ensurethebusinesshasprocessesforreceiving,consideringandrespondingtoinformationaboutincidents,hazards,andrisks.

Thistablebelowshowswhatduediligencelookslikeandprovidesexamplesofbestpractice.

DUEDILIGENCEINCLUDESOFFICERSTAKINGREASONABLESTEPSTO:

1)Acquireandhaverelevant,up-to-dateknowledgeofworkplacehealthandsafety.

Examplesofgoodpractice:

Getgeneralandindustry-specifichealthandsafetyinformationfromplaceslikeWorkSafe,safetypublications,safetywebsitesandindustryassociations.Obtainindependentexpertadvicewhereappropriate.

2)Understandthebusiness'soperationsandassociatedhealthandsafetyrisksgenerally.

Examplesofgoodpractice:

Reviewthebusiness'shealthandsafetyrisksandhowtheyarecontrolled.Talkwithworkers(egthroughfocusgroups,surveysandtalkingtohealthandsafetyrepresentatives).Considerthehealthandsafetyimplicationsandresourcesneededwhenmakingdecisions.

3)Ensurethebusinesshasappropriateresourcesandprocessestoeliminateorminimiserisk.

Examplesofgoodpractice:

Createorreviewthehealthandsafetybudgetsoresourcesareavailablewhenneeded.Makesurestaffhaveamixofoperationalandhealthandsafetyexpertisetooperatethe

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businesssafelyandeffectively.Makesurethatthebusinesshasprocessestocontrolhealthandsafetyrisks,andusesthem(egdocumented‘buysafe’and‘buyquiet’processesforbuyingplantandequipment).

4)EnsurethatthebusinessiscomplyingwithitsdutiesandobligationsunderHSWA.

Examplesofgoodpractice:

Decidewhichpeopleinthebusinesswillhavehealthandsafetymanagementresponsibilities.Makesurethebusinesshasahealthandsafetymanagementsystem(reportingnotifiableincidents,consultation.actingonimprovementnotices,training,personalprotectiveequipment,etc)andthateveryonecomplieswithit.Makesurethebusinesshaseffectiveworkerengagementandworkparticipationpractices.

5)Ensurethebusinesshasprocessesforreceiving,consideringandrespondingtoinformationaboutincidents,hazards,andrisks.

Examplesofgoodpractice:

Makesureaprocessisinplaceforworkersandothersattheworkplacetoreportincidents,hazardsandrisks.Makesurethereisaprocessforrespondingtoinformationinatimelywayandtakingaction.Makesuretheriskassessmentprocessisthorough,coversallworktasksandworkplaces,andthateveryoneusesit.Makesurethebusinesshasemergencyresponseplans,andthattheyareregularlytested.

6)Ensuretherearesystemsinplacetomonitorandensurethattheresourcesandprocessesreferredtoabovearebeingimplementedandused.

Examplesofgoodpractice:

Includeprocessestoplan,deliverandreviewleadershipofhealthandsafetyintheboardcharter.Arrangeforaperiodicindependentreviewofhealthandsafetysystems,processesandresources.Reviewhealthandsafetysystemsandprocessesafterhealthandsafetyincidents.

Workers’andother’sduties

Workers

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Aworkerisanindividualwhocarriesoutworkinanycapacityforabusinessorundertaking.Thisincludes:

EmployeesContractors/Sub-contractorsEmployeesoflabourhirecompaniesApprenticesortraineesPeopledoingworkexperienceorworktrialVolunteerworkers.

Workersmust:

takereasonablecarefortheirownhealthandsafetytakereasonablecarethatwhattheydoordonotdodoesnotadverselyaffectthehealthandsafetyofotherpeoplecooperatewithanyreasonableworkplacehealthandsafetypolicyorprocedurethathasbeennotifiedtothembythebusinessorundertakingcomply,sofarasreasonablyable,withanyreasonableinstructiongivenbythebusinessorundertaking,sothebusinessorundertakingcancomplywithHSWAandregulations.

Otherpeople

Examplesofotherpeopleataworkplaceinclude:

Visitorstoaworkplace(egcourierdrivers,clients,suppliers,peopleontoursoftheworkplace)CustomersAnypublicwhocouldcomeintocontactwithabusiness’workactivityPeopleataconcertCasualvolunteers(notvolunteerworkers).

Otherpeopleataworkplacehavetheirownhealthandsafetydutyto:keepthemselvessafeandnotcauseharmtoothers,followanyreasonablehealthandsafetyinstructionsgiventothembythebusinessorundertaking.

Volunteers

Certainvolunteersareclassedasvolunteerworkers.Avolunteerisa‘volunteerworker’when:theyworkforabusinessorundertakingwhoknowstheyaredoingthatworkorhasgivenconsentforittobedone,andthevolunteerdoestheworkonanongoingandregularbasis,andtheworkisanintegralpartofthebusinessorundertaking.

Youarenotavolunteerworkerifyourworkis:

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participatinginfundraisingassistingwithsportsorrecreationforaneducationalinstitute,sportscluborrecreationclubassistingwithactivitiesforaneducationalinstituteoutsideitspremisesorprovidingcareforanotherpersoninthevolunteer’shome(egfostercare).

Businessesandundertakingsowethesamedutiestheyowetoworkerstovolunteerworkers–exceptforworkerengagementandparticipationduties.Althoughvolunteerworkersarenotcoveredbytheseduties,theycanstillraisehealthandsafetyconcernswiththebusinessorundertaking.

Volunteerworkershavethesamedutiesasotherworkers.

Workerengagementandparticipation

Allbusinessesandundertakingsmustinvolvetheirworkersinworkplacehealthandsafety.Asafeworkplaceismoreeasilyachievedwheneveryoneinvolvedintheworkcommunicateswitheachothertoidentifyhazardsandrisks,talksaboutanyhealthandsafetyconcernsandworkstogethertofindsolutions.

Businesseshavetworelatedduties:

1)toengagewithworkerswhocarryoutworkforthemonhealthandsafetymattersthatmaydirectlyaffectthem2)tohavepracticesthatgivetheirworkersreasonableopportunitiestoparticipateeffectivelyinimprovinghealthandsafetyinthebusinessorundertakingonanongoingbasis(theseareknownasworkerparticipationpractices).

Thesedutiesonlyextendtoworkerswhocarryoutworkforthebusinessorundertaking.

Businessesneedtoengageandconsultwithworkers:

WhenhazardsareidentifiedandassessedWhenmakingdecisionsaboutaddressingriskstheadequacyofstaffwelfarefacilitiesmonitoringworkerhealthandworkplaceconditionsprovidinginformationandtrainingtoworkersproceduresforresolvingworkhealthorsafetyissuesWhendeterminingworkgroupsWhenproposingchangeswhichmayaffectthehealthandsafetyofworkers

Workerengagementandworkerparticipationpracticescanbedirectorthroughrepresentation.

HealthandSafetyRepresentatives(HSRs)andHealthandSafetyCommittees(HSCs)aretwowellestablishedmethodsofrepresentation.

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AnnualLeavePolicyThispolicyisbuiltfromNZlegalrequirementsandisintendedforallLoomiostaff,(employeesandinternalcontractors).WhereapersonisworkingasaninternalcontractoronaregularbasisforLoomio,allconditionsapplyaccordingtotheworker’sFTErateunlessotherwisespecified.

ProcessForannual,sickoranyothertypeofleave,pleasefollowthesesteps.

Step1)ApplyforLeaveusingtheAnnualLeaveApplicationForm.AnemailwillbesenttooneoftheCoordinators.

Step2)EnteryourleaveontheLoomioCalendar

Step3)Coordinatorwillacknowledgeandapproveyourleave

Step4)Enjoyyourleave!Ifyouneedtoshortenorextendit,pleaseadvisetheCoordinator.

Sickleavewilllikelyberecordedretrospectively.

HolidaysandleaveataglanceAllemployees(notContractors)workinginNewZealandarelegallycoveredbytheHolidaysAct(2003).TheActrequiresthat:

asanemployer,youkeepaccuraterecordsofthetimeanddaysworkedandanyleaveaccruedandtakenforallemployees

allemployeescantakeannualleave(dependinghowlongthey’veworkedforLoomio)

allemployeesaregivensickleaveandbereavementleave

allemployeesgetpaidleaveonpublicholidays,iftheywouldnormallyworkonthatday

employeescantakepaidandunpaidparentalleave(dependingontheircircumstances).

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Timeawayfromworkisvitalforthehealthofemployees–soit’svitalforthehealthofLoomio.Timeoffnotonlyreducesstress,ithasbeenshowntoimproveproductivityonceemployeesreturntowork.

Loomioprovides:

fourweeksofpaidannualholidays(notincludingpublicholidaysorsickleave),eitherinfulleachyearontheanniversaryofemployee’sstartdate,orbuildingupthroughouttheyear

takingatleasttwoweeksatonce

Considerationofanyrequesttopayoutuptooneweekofannualholidayentitlement

keepinggoodrecordsofallleavetoavoiddisputes

atleast14days’noticebeforeanannualclosedown

alimitof1weekleaveemployeesmaycarryovereachyear

Arequirementthatemployeeswho’vebuiltuptoomuchleavetakesomeorallofit—ifLoomioandemployeecan’tagreewhentheleavewillbetaken,Loomiomustgiveatleast14days’noticebeforerequiringthemtotakeleave

ThatemployeesmayexchangeuptoaweekofannualleaveforcasheachyearsubjectLoomio’scashpositionandCoordinatorapproval

Thepossibilitytodeclineanemployee’srequestforleaveifthereisagoodreason

lettingemployeestakepaidleaveinadvance–insuchcaseemployeewillagreeinwritingthatiftheyleavethejobbeforethey’veearnedbacktheleavethey’vetaken,Loomiocandeducttheoutstandingamountfromtheirfinalpay.

EmployeeswhoworkirregularhoursorshiftsIfanemployeedoesn’thavesethours,youcandecidewiththemwhatfourweeks'leavemeansandrecordthisintheiremploymentagreement(thisshouldbecontinuallyupdated).

Workerswithnosethoursoronfixed-termagreementsoflessthanayearcanagreetobepaidanextra8%oftheirgrosspayinsteadofaccruinganyannualleave.Thismustbewrittenintotheiremploymentagreement.

Leaveduringanannualclosedown

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IfLoomiodeclaresanannualclosedown,e.g.theofficeisclosedoverChristmas,employeeshavetotaketimeoffeveniftheydon'thaveanyannualleave.

Loomiomustprovide14days'noticeoftheclosedown.Employeesmust:

takeannualleaveovertheclosedown,or

takeunpaidleaveiftheydon'thaveanyleaveavailable.

Iftheclosedownperiodincludesanypublicholidays,Loomiowillpayforthemiftheyfallondaysofusualwork.

StaffwhohaveworkedforLoomioforlessthan12monthsIfemployeeshavenotaccruedleaveorreceivedleaveentitlementyettheystillhavetotaketimeoffinaclosedown.

InsuchcaseLoomiomayeither:

pay8%oftheirgrosssalaryearnedtodateovertheperiodoftheclosedown

letthemtakepaidannualleaveinadvance

PublicholidaysAswellasfourweeksofannualleave,employeesareentitledto11publicholidayseachyear(ifthepublicholidaysfallondaysthey’dnormallywork).

Whenapublicholidayfallsonadaytheemployeewouldusuallywork,nomatterhowlongthey’vebeenworkingforLoomiothey’reentitledtoapaiddayoff.

Loomiocanonlyrequireanemployeetoworkonapublicholidayifit’swrittenintotheiremploymentagreement.Iftheyagreetowork,Loomiomust:

paythematleasttimeandahalfand

givethemanotherpaiddayofflater(adayinlieu).

Notes:

EasterSundayisnotapublicholiday.

IfWaitangiDayandANZACDayfallonaSaturdayorSunday,thepublicholidayisMonday

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IfanyofthepublicholidaysoverChristmasfallonaSaturdayorSunday,thenextworkday(ordays)willbethepublicholidaysforallstaffwhowouldn’tusuallyworkweekends.

NewZealand’spublicholidaydates

Daysinlieu(alternativeholidays)Employeeswhoareentitledtoadayinlieugetafulldayoff,nomatterhowmanyhourstheyworkedonthepublicholiday.

Theydon’tgetadayinlieuif:

theywouldn'tusuallyhaveworkedthatday

theyonlyworkonpublicholidays

theywereoncallbutdidn'thavetodoanything,andbeingoncalldidn'tstopthemdoingwhattheywantedtodowiththeirday.

SickleaveIfstaffmembersaresick,theyareencouragedtostayathome.Notonlywillitgiveyouachancetorestandrecover,butitwillhelpstopothersintheteamfromgettingsick.

AfteranemployeehasbeenworkingforLoomioforsixmonths,they'relegallyentitledtoatleastfivedays'paidsickleaveayear.

Loomiomust:

allowunusedsickleavetocarryoverintothenextyeartoamaximumof15dayseachyear

allowemployeestousesickleavetocareforaspouse,partner,dependentchildoranyotherdependentindividual

payasickemployeewhatthey’dgetifthey’dworkedanormalday,

Loomiomayalso:

letemployeeswho’veworkedforlessthansixmonthstakesickleaveinadvance

Askingfordoctor’scertificates

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Loomiomayaskforadoctor'scertificate:

afteranemployeehasbeenawayforthreeconsecutivedays

IfanemployeeisinjuredIfanemployeeisinjured:

atwork,theydon’tneedtotakesickleave.OncetheaccidentisregisteredandacknowledgedbyACCLoomiomustpaythematleast80%oftheirnormalwagesforthefirstweekthey’reoffwork

somewhereotherthanwork,theycanchoosetotakesickleaveforthefirstweekthey’reoffwork—theycanalsochoosetotakeannualleaveorleavewithoutpay.

Afterthefirstweek,ACCwillpaythem80%oftheirusualsalarywhilethey’reoffwork.Employeescanrequesttopaythemforoneday'ssickleaveeachweekiftheywanttoandtheyhavethesickleaveavailable.Loomiohasnootherobligationtopaythemwhilethey’reonACC.Howeverifemployeereturnstoworkonpart-timeduties,Loomiomayneedtomakeacontributiontowardstheirsalary.

BereavementleaveItisalwaysadifficulttimeafteralovedonedies,whichiswhytherearesetentitlementsforstafftotakebereavementleave.

However,Loomiomayalsoletemployeestakemoreleavethanthey’relegallyentitledto—eitherasannualleaveorunpaid.

WhatLoomiomustdoAfteranemployeehasbeenworkingforforsixmonths,they’reentitledto:

threedays’bereavementleaveonthedeathoftheir:

child

grandchild

grandparent

parent

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partner

partner’sparent,or

sibling.

oneday’sbereavementleaveonthedeathofapersonoutsidetheimmediatefamily—thisleaveisdecidedcase-by-caseatLoomio’sdiscretion.

They’reallowedtotaketheirbereavementleaveatanytimeandforanyreasonthatrelatestothedeath.

LoomiomayonCoordinatorapprovaloffermorebereavementleaveinemployees’agreements

offerbereavementleavetoemployeesbeforethey’vebeenworkingforsixmonths

letemployeestakealongerperiodofleave—eitherusingtheirannualleaveentitlementorasunpaidleave.

ParentalleaveIfanemployeeortheirpartnerishavingababyoradoptingachildundersix,theymightbeentitledtoparentalleave.

Employeeswho’veworkedforLoomiofor12monthsormoreatthetimeofbirthoradoption,foratleast10hoursaweekor40hoursamonth(includingatleastonehouraweek),areentitledto:

52weeksofunpaidparentalleave—Loomiomustkeeptheirjobopenforthemfor52weeksfromthedatetheystarttheirleave

16weeksofgovernment-paidparentalleave.

Employeeswho’veworkedforLoomioforsixmonthsormore,foratleast10hoursaweekor40hoursamonth(includingatleastonehouraweek),areentitledto:

16weeksofgovernment-paidparentalleave—Loomiomustkeeptheirjobopenforthemfor14weeks.

Employeeswho’veworkedforLoomioforlessthansixmonthsarenotentitledtoanyparentalleave.

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HowitworksParentalleavecanbetakenbyoneparentorsplitbetweenthem,aslongasthey’rebotheligible.Parentalleavecanstartuptosixweeksbeforetheexpecteddateofbirthoradoption—orearlierif:

directedbyadoctor

itbecomestoohardforapregnantemployeetodotheirjob.

Specialleaveforpregnantemployees

Pregnantemployeescanalsotake10daysofunpaidspecialleaveforthingslikedoctor’sappointmentsandantenatalclasses.

Paternity/partner’sleave

Fathersorpartnersareentitledto:

oneweekofunpaidleaveifthey’veworkedforLoomioforsixmonths,or

twoweeksofunpaidleaveifthey’veworkedforLoomiofor12monthsormore.

Theycantakethisleavebetween21daysbeforetheexpectedbirthoradoptionand21daysafter,unlessLoomioagreesotherwise.Thisleaveisinadditiontoanyotherparentalleavethey’resharingwiththeirpartner.

Returningtowork

EmployeeneedstoletLoomioknowatleast21daysbeforetheendoftheirleavewhetherornotthey’regoingtoreturntowork.

WhatLoomiomustdoLoomiocan’tdeclineparentalleaverequests,butcandeclinetoholda"keyposition"openif:

employeewillbegonelongerthanfourweeks

thepositioniscrucialtoLoomiobusiness

it’snotpossibletofindashort-termreplacementforemployee.

Whenanemployeeappliesforparentalleave,Loomiomust:

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letthemknowwhattheirparentalleaveentitlementsare

approveordeclinetheirrequestwithin21days

confirmtheleavearrangementsinwriting.

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guides.md

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LoomioCommunityGroupThispolicy,whichwasagreedincollaborationwithusers,governstheLoomioCommunityGrouponLoomio.

Keepinmind,theLoomioCommunitygroupis:

Public-Anyonecanseethecontentontheinternet.Anyonecanrequesttojoininandparticipate,andunlesstheyviolatethispolicytheywillbewelcomed.Large-Therearehundredsofpeoplehere,andpostingtothisgroupcanreachallofthem.Diverse-Wehavegroupmembersfromallovertheworld,inahugerangeofpersonal,professional,political,andinterestareas.Valued-ManypeoplecareaboutLoomioverydeeplyandpersonally,andfindtheconceptsaroundLoomioprofoundlyimportant.BasedontheLoomioPurpose-theultimatefoundationfortheLoomioCommunity.

WhatthisGroupisForEngagingwiththewidercommunityofusers,contributors,andsupportersisabsolutelykeytothecorevaluesandpurposeofLoomio.Thisisacommunity-drivenproject.

TheLoomioCommunitygroup(anditssubgroups)isaplacetotalkaboutLoomio,andallrelatedconceptssuchascollaboration,facilitation,technology,democracy,politics,communication,decision-making.It’saplacetocoordinaterealcontributionstotheproject,liketothecodebaseandtranslations.It’saplacetotalkaboutideasforthesoftware,askquestionsaboutbestpractice,sharestories,debateinterestingtopics,andhelponeanothertodofantasticcollaborationinourvariousgroups.

Tocreatearespectful,safe,interesting,dynamic,diversecommunity,weneedtooperateonsomesharedprinciples.

BeRespectfulofPeople

Thisisasharedcommunityspace.Ifyouwouldn’tsayittosomeone’sfaceinpublic,probablydon’tpostithere.Thisisajudgementcallforyoutomake.

It’sOKtodisagreeandseethingsdifferently.Infact,bringingtogetherdiverseperspectivesiswhatLoomioisallabout.Thisisasafespaceforrespectfuldissent,experimentingwithopinions,anddiverseideas.

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Butkeepinmindthatintheend,it’saboutworkingtowardsharedunderstandingtogether,notfanningtheflamesofconflict.Reallytakethetimetotrytoconsiderwhereothersarecomingfrom,andavoidknee-jerkreactions.

BeRespectfulofthisSpace

It’suptoallofustocreateaconstructive,useful,organised,accessiblecommunityspacetogether.

Worktoimprovethediscussion-makeyourbestefforttomakesurewhatyou’recontributingisaddingvalueforthecommunityasawhole.Makeyourparticipationcount-thisisyourspacesoworktocreatethekindofcommunityyouwanttobeapartof.Housekeeping:stayontopic,usethesearchtoseeifyourtopichasalreadybeenraisedbeforestartinganewdiscussion,usesubgroupsasappropriate,andavoidno-contentpostsandusetheapp’sfeatures(usethelikebuttoninsteadofpostingthatyoulikesomething,andusethepositionbuttonsonaproposalinsteadofcommentingthatyouagreeordisagree).

ThereareSomeBoundaries

Somethingswillnotbetoleratedhereandmayresultinbeingaskedtoleave,orbeingbanned:

Abuse,hatespeech,harassment,name-calling,disparagementCreatinganunsafespacefordiversity,marginalisedpeople,andminorityvoicesSpam,needlessobscenity,violatingtheTermsofService

Forquestions,concerns,comments,ortoreportanyviolationofthispolicy,emailcontact@loomio.orgorcontactanyofthecoordinatorsoftheLoomioCommunitygroup.

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TheLoomioWay(BrandGuidelines)Adocumenttohelpcontentcreators,bloggersanddigitalmarketingoutreachpeopleatLoomio.

KeyQuestions:WhattypeoflanguagedoestheLoomiobranduse?HowshouldIwritewhenI’mwritingforLoomio?

WritingasasLoomioHypevsGroundedIt’ssimple,effectivetechnologybuiltbygoodhumansforgoodhumans.Wehypethestoriesofusersandchampionswhousethetooltodoamazingthings.

Kiwi.Butnottookiwi.Embraceourkiwirootsandunderstatedcultureinthelanguagetoneoverall,butavoidextreme‘kiwi-isms’thatundermineclaritylike‘heaps,sweet,choice’wherepossible.

Avoidthe‘young-shiny-tech-kids-save-the-world’vibe.Thetoolisnoteverything,thetoolisjustthetool.Itiseffectivesoftware,nottheholygrail.Avoid‘digitalnative’typelanguageandskewingtoofartowardsmillennials.

Writeforinclusivityofsectors

“Ouroriginstoryisprimarilyabouthelpingwranglersofpurposefulgroupsfromallsectors-somefromactivism,somefrombusiness."

“Ourfoundingcamefromameetingofactivistsandbusinesspeoplerealisingtheyhadsimilarneedsaroundcollaborativedecisionmaking.”

Un-officialTheoryofchange:Highfunctioningsmallgroups,beingmoreeffective&inclusive,canchangeorganisationaldynamicsataglobalscale.Theprocessworksbecauseit’sgroundedinpowerfulsocialtechnology-broughtonlineandfreedfromhavingtobeinthesameplaceatthesametime.Loomiobreaksthetrade-offbetweenlongslowparticipationandsharp,effectiveaction.

WritingasIndividualsaboutLoomioLoomioisatoolaboutbringingdiversevoicestogether,soit’sagreatthingforindividualcommunicationwrittenonbehalfofLoomiotohaveanindividualstyle(i.e.blogposts,publicreports,interviews).

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Thereareafewkeyqualitieswemightaimfortogiveourcommunicationalevelofconsistencyandcoherence:

Friendly,Straightforward,Accessible,Honest,Authentic,Human,Professional+Casual(notoverpolishedorcorporate),Feelings,Briefandclear,Open,Ambitious,Practical,Productive,Connected,Participatory,Effective,Inclusive,Slow+Fast(tradeoffbreaker)

Thingstopayparticularattentionto:

Frameyourlanguageasmuchaspossibletobeaboutbenefits.Usenon-genderedlanguage:‘person’not‘guys’.Notpoliticallycharged.Loomiodoeshaveasocialphilosophybutwelettheexperienceofusingthetoolspeakforitself.Itworksbecauseit’sbakedininherently.Getthedetailsright.Checkaccuracy.Checkspelling.Checkgrammar.Useproperattributionsandchecksources.Credibilityabouttechnology,opensource,facilitation,andotherspecialtyareas-makesureyouusejargonright.Askanotherteammemberifreferringtoatopicoutsideyourareaofexpertise.(examples:freesoftware,platform,openspace,liquiddemocracy).Non-violence.Avoidsarcasm,putdowns,satire,insults.Lookforpositive,inclusivewaysofmakingapoint.

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CollaborativeFundingWesetasideasmalldiscretionarybudgetanddecidehowtospenditusingaprocesscalledcollaborativefunding,onatoolcalledCobudget.

Ourcurrentpolicy:Thediscretionarybudgetisdeterminedaspartoftheoverallbudgetingprocess(approvedbytheboard).Halfofthatamountgoestocollaborativefundingandhalfismanagedbythecoordinators.

Thefundsaresharedoutequallyamongallco-opMembers,todecidehowtoallocatetoprojectsoftheirchoice.Allworkers(notjustMembers)areinvitedtoputupideasforprojectstobefunded,called"buckets".

Thepurposeistoincreaseefficiencyandclarityofdiscretionarybudget,andreducetheneedtohaveLoomio'sorgeteveryone'sbuy-inonsomanybudgetdecisions.Weknowwehaveacertainamountoffunds,andweeachmakeourindividualchoicesaboutwhattoprioritisewiththem.Togetsomethingfunded,youdon'tneedeveryone'sapproval,justenoughtofillyourbucket.

ThesefundswillstillneedtospentonthingsteammembersfeelwillhelpusachievetheLoomiomission,butwilloffertheflexibilitytoresourceexperiments,training,andotheropportunities.After3months,orwhentheCobudgetmoneyrunsout(whichevercomesfirst),we'llreassessandseeifCobudgetingisworkingforus.

Ifyou'reamemberofLoomio'sCobudgetgroup,youcanaccessithere.

Inthepast,wehavealsousedmodifiedversionsofthecollaborativefundingasathinkingtoolforoverallbudgetingandstrategicprioritisation.Weassignedeveryoneintheteam"points"toputagainsttheprioritiestheythoughtwereimportant,andusedtheresultstohelpguidestrategicdecision-making.

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Resourcesthathaveinspiredus

BooksCompaniesWeKeepbyJohnAbramsabouthisexperiencehandinghisbuildingcompanyovertoworkercontrolReinventingOrganisationsbyFredericLalouxdocumentingthenewwaveofhorizontalorganisations

OthercompanyhandbooksEnspiralHandbookThoughtbotPlaybookValveCompanyHandbookGitlabCompanyHandbookEnspiralLabsHandbook

ArticlesFirst,FireAllTheManagers-HBRarticlebyGaryHamelaboutMorningStarCompanyADemocracyofGroups-BethNovakEmergentDemocracy-JoiIto

AddtothislistIfyouhaveresourcesyou'dliketoaddtothislist,pleaseemailrich@loomio.orgor@richdecibelsonTwitter.OrmakeapullrequestonGithub.

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