ACTIVITY REPORT

Dated 21 March 2009

Details of agreement from Alec Byron as follows

Ref: email Tuesday, January 20, 2009 1:21 PM

POSITION; NSW PRODUCTION MANAGER [CONTRACTOR]

RESPONSIBLE FOR;

Preparation of weekly production schedules

Issuing call sheets for up to 30 locations per week

Keeping contact with cameramen and reviewing their work

Working with and reporting to Jason Byron Director

Supervising subcontract staff in the office

Maintain the office in a clean and efficient manner

Liaise with other state managers

Maintain good relationships with clients

Undertake all duties requested by Directors

Contribute to the development of the company

Provide technical support when required

WORKING CONDITIONS

40 hours per week

In addition the Production Manager has a choice of any subcontract work on the

weekend with payment ranging from $130 to$240 per location

Subcontracting to associated companies such as SAFTV for operating cameraman

training courses or Honky Tonk Productions for camerawork/editing is permitted and schedules can be adjusted

MOTER VEHICLE

The company will supply a fully paid vehicle for 7 day use per week

PHONE

The company will provide a fully paid mobile phone

PUBLIC HOLIDAYS

Normally these are not paid under contractor basis but in this position we pay all days that fall within the contract period as work is normally proceeding on these days and you would be on standby

EMPLOYMENT PERIOD

Flexi able but based from Feb to Oct subject to the companies contracts outside football code seasons

PACKAGE

Base Salary paid against company invoice to nominated account in Aust we suggest you discuss with a local tax advisor the best way to proceed with this as from the Aust point of view you are an overseas company retained for specific services you transfer funds back to NZ and the should not be liable for GST in your NZ company

Gross A$700 per week

Value of motor vehicle [ NRMA Data] A$250 per week

Additional subcontract work paid on production rates and conditions

Up to A$400 per week

Additional subcontract work for associated companies subject to job by job

requirement and negotiated directly with Jason Byron

One return economy air fare Wgtn/Syd/Wgtn will be paid by the company

TRIAL PERIOD

We engage staff on a 3 months trial period after which we review the position

to see if everything is satisfactory to all concerned

Alec Byron

[email protected]

ph: XXXXXXXXXX /span>

www.sportsrecordingservices.com.au

Agreed to by Deane Cronin by phone call approx Friday 30^th January 2009.

Activity report up to 21 march 2009.

Arrive Sydney Tuesday 17^th February, at approx 0830.

Alec picks me up, drive to John Barry purchase camera mount gear then via Roberts street to drop off bags then on to office. Alec gives me AU$100 cash to help get started.

Deane has broken tooth that is infected, has lots of pain after flight.

At work until late afternoon then drive back to Roberts street.

Late start as Deane gets tooth sorted out.

Start with Jason working through to after 6pm.

Spend next few days familiarizing with office, gear and procedures.

Submit invoice to accounts get paid cash on Friday night.

Continue working everyday until Friday 20^th March averaging 70+ hours per week. ( paid for 40hours / week).

Mobile phone supplied had email / GPS service which enabled me to keep informed and able to respond to situations. This service soon stopped, impacting my ability to work on issues while on location from office.

Was supplied with “Tom Tom” GPS.

List of achievements.

Study office procedures and conduct order placement and processing for parents / clubs using hard copy and web based systems. Deliver Disc’s to clients by courier, mail and in person. Retrieve archival material for special orders and process through to billing. Produce DV tape off DVD for special clients request.

Conduct Sunday production services for all grades and deliver to NSWRL NRL and NWO’s prepared for dispatch Monday morning using current information on file. Print and prepared parent orders for collection.

Prepare shooting schedules with Office Manager (Brent) and do final checks on all call sheets from hard copy information and details published on Internet. Make changes to schedule after finding last minute draw alterations from NSWRL & other grades. Discovered there was no official communications line from officials to Refs to SRS so implemented strategy to achieve equal status with supplier of information. File documentation of Call Sheets / schedules and FU Reports.

Produce Final Update (FU) Reports and send to Alec. Investigate and address content and issues, negotiate with key “stake-holders” on outcome and solution.

Work on solving and delivering product to clients.

Meet with Michael Butener and developed a location protocol for clients to collect DVD’s, this included follow up with Russell Smith from Homebush regarding Referees obligation to improve their efficiency with after game DVD collection duties. Also established the numbers required for midnight delivery to judiciary officers.

Contact all crew from last years crew list and work with Jason to evaluate who has gear, is on the “first call” list and who is back up option for shooting. Make new database with current information and details of who has gear. Inform crew of new field directives for client contacts and DVD pick ups, plus procedure for third party equipment (radio receiver). Review material from cameramen. Made constructive comments to improve product quality. Assessed that the “look” of one operators work was due to the use of “shutter speed” while shooting. Got gear serial numbers on all gear contractors have. Could not get definitive quantities of SRS field production assets from the Sydney Director.

Produce DVD and hardcopy demonstration information on the installation of sound gear from Referees and send out to crew.

Establish relationship with Mark Langdon regarding sound gear and operating issues in the field. Put in place communication strategies for Referees and SRS operators to overcome issues in the field and create solutions. Conduct feedback, problem solving and support with Mark.

Issue information to all NYC managers after acquiring up to date contact list regarding SRS procedures and operating directives and last years production statistics for SRS. Also request web orders to be places ASAP. Followed up with second emails and phone calls. Begin NWO and “on the day” information in a format outlined by Alec, but not able to finish this.

Attended production meeting with Jason to be informed of the FTP issues and costs. Also informed of the history of SRS and how it does not and is not making any money. It was his opinion that he wanted to build it up this year so it looked good on paper so it can be sold. Jason made it clear to me that SRS was going to go down the tubes and he was not sure why I was there. I found this to be interesting and a challenge.

Conduct camera-training sessions on location. Evaluate and commission two new contractors, bring on board two “renewal” contractor (not here for a year) collected their old gear and re equipped them with current gear. Follow up on job enquiries correspondence. Set up next series of trainees. Get rates for shoots established and request information for locations missed out on new list plus new locations. Noticed that previous rates differ to new rates and listened to operators feeling they are getting less for the same job. SRS does not have enough gear to conduct training sessions and I have had to stop training due to gear failure by commissioned operator and set up my gear to continue field production objectives. Put together new OB kit x2 with available gear.

Office Manager (OM) Brent gives two-week notice of quitting. Jason gives me opportunity to replace him so I interview two prospects and choose Robert Lucas as he has record of managing 500 staff, $3M employment contracts and history of office procedures and systems. Negotiate AU$20 / hour rate and discover previous OM was on AU$25. In 3 days Robert has productivity and procedure delivering above performance of previous OM. New OM also compiles new data and filing system for information, as required weeks before I started at SRS. OM is often confronted with doing duties ordered by Jason that inhibits his contribution to assist me to produce 1^st edition production schedules and call sheets by Tuesday afternoon. OM does considerable overtime to achieve performance outcomes.

I am managing poor communication issues with clients, crew and SRS. Have had to console a new contractor who on her first meeting with Jason over the phone was left feeling abused and insulted.

Attend NRL media launch. Get NRL media season passes, information off to Alec and issued to crew.

As required by my agreement I have followed instructions by one director only to be belittled in front of staff that the other director’s way is the only way to conduct procedures. Also instructed in front of staff to lie to Alec about software up dates for duplicators. Reference made in email to Alec.

On many occasions when on the phone with SRS clients I have been literally stood over and spoken too in a way that insults my integrity with the client listening. On many occasion I have been left silent while communicating to contractors face to face with this behavior from the Sydney Director.

On many occasion I have been rudely instructed in front of staff to stop what I am doing and “jump” to Jason’s needs. Often this situation is to fix an issue that he has not addressed and requires action immediately. No respect is given to the fact that I am working on a subject that required me to complete as required. I have had files and computer screen taken over by Jason as he is impatient leaving me unable to resolve the task I am undertaking. This behavior became paramount on Friday 20^th March.

Thursday afternoon Alec expressed his dissatisfaction at the productivity of the Sydney office. Most pertinent was the format to which he received information I had sent to him from details from the web site ordering system. I followed the format as set out by Jason. I agreed with Alec, that I found it confusing as well.

Due to a back-log of work compiling information required weeks before the season, Robert and I started work at 0700 on Wednesday. Friday morning I started early (0800) only to have Jason ordered me to call all crew and check they can do their shoots as listed the un published schedule. This schedule had not been completed by Wednesday, despite my requests on Tuesday and Wednesday, as the OM was instructed to process other out standing information.

I did as ordered and also made adjustments to over come inaccuracies. I was told not to start on the Next Weeks Opponents and “on the day numbers” (required by Alec earlier that week and in theory should have been completed before the season began), until the crew was confirmed. I did this and Jason sent out emails of the call sheets getting it wrong. He left the office.

It was 1130 so I stopped for an early ½ hour lunch break. I got back 20 minutes latter and took a cash purchase for 4 x DVD’s from a family leaving for NZ that weekend. They were at the door and grateful for the SRS service. I would turn it around in my lunch break.

I began this order when Jason came in and berated me that I had not done the Next Week Opponents report like he said first thing that morning. This contradicted what he told me and confused me as I was also told not to answer any phones or talk to anyone until we had the call sheets and crew confirmed first.

I started by getting the folders with hard copies of information organized, set up a spread sheet to meet the layout requirements by Alec then was about to open the web site order page to conduct phone calls and start the process when Jason pushed me aside took the mouse and in a raised voice told me how he wanted it done. “Don’t listen to Alec do it my way”. The conversation was one sided and very strong.

I raised my voice in protest and that made things worse.

He went back to his seat and told me in dictatorial fashion that I was no good at doing this job, I think too much! He would do it in five minutes so I should go home and not come back.

I stood up, told him I am going now and began packing up my personal material and left in silence. Once outside Robyn called to tell me she had put the funds into the account so I could get the rest of my pay. I told her I have truly left the office and was going home. Jason has kicked me out. I then thanked her and informed her I will now call Alec. I also informed her I still had the EFTPOS card and would get the funds immediately.

I called Alec and informed him of what had happened. He asked me about my health and I said I have had chest pains for 4 days and was starting to shake and I was aware of the onset of a depressive cycle and no one should see that. He asked about Jason’s leg and I told him I think it was getting better but there has been lots of pain.

I shared with Alec my concerns that Jason was difficult and dysfunctional to work with. I also said I chose to do 70 hours a week as I am committed to making this move from NZ to Sydney work, that I am here to make this production company work. Alec tells me to take the weekend off and we would work on a solution and talk soon.

Jason calls me an hour or so latter calm and informing me I have redirected mail here and where is the cash from the DVD sale I did at lunch time. I told him it is in the petty cash tin but he said he could find it. ($50/$20/$5x2). I was told not to answer any phone calls on my cell phone and to divert all calls to him. We could not figure out how to do this and it has not happened. I told him I had the EFTPOS Card and would return it. Jason calls again regarding trainees for Saturday. I tell him of other issues for the day that I cannot sort out due to the new situation.

Jason sends me a text about an opportunity. I call him and he tells me…

“You will not come back to this office as production manager”.

“The company is going down the tubes and with you here it will fail in four weeks, I guarantee it”.

“If you think you can do 20 things at once then I’ll step back and you start on Monday, you will fail I just know it”

These are quotes I wrote down immediately after the phone call

I told him I am not prepared to commit to anything over the phone so lets talk about this opportunity in your text.

He tells me…

“Your not coming in on Monday as Production Manager so you can do camera work on weekends and we can set you up running a camera training course”.

I ask him “what’s going on here?” “Nothing” is the answer.

I said that’s not what Alec and I agreed for me to do here. The conversation came to an end when I asked him had he spoken to Alec.

Summary of events and observations.

I have made an enormous commitment to come too the SRS Sydney office.

My experience at the SRS Sydney Office has been, at times, under duress. By this I mean that when on the phone to clients Jason uses physical stand over positions to talk at me, over the top of me while in discussion with the client on the phone. This is disrespectful and embarrassing to both the client and myself as they are left wondering what is going on.

The office, physically, was and is in a state of semi-organized chaos. Work-station’s at a height only Jason can operate at, this has now been changed. Various businesses material, information and resources mixed in with SRS systems. Equipment possibly belonging to SRS, going out on shoots during the week, and no invoice or rental record of who has what. Cash paid on return. Petty cash is always “cash” and the EFTPOS card not used to do purchases so no accurate record but for receipts. Cash sales go into the same tin.

A policy of not answering the phone Monday and at times Tuesday or when multiple office / production issues being addressed. Strong language used over the phone at times to clients and contractors.

Feedback from Camera crews is that the shooting rates are and have been too low for to long. The previous pay scale and new pay scale appears to indicate a decrease in rates per games this year. General feeling is that crew would be more motivated and willing to take on work if they got better remuneration.

The SAFTV business impacts SRS operations as there are confidential communications being conducted while SAFTV clients are in the room. I have seen first hand their concern with the conduct of the director at SRS when talking with clients and crew on the phone.

There is a lack of camera gear / DVD recorders meaning no back up. I was conducting a training session next to a contractor when his camera shut down and would not start again. Fortunately I was able to stop training and engage my kit as a solution to delivering the product at the end of the shoot.

My first week there was interesting, there was no DVD / new DV tape stock or covers. No label printer working and the most basic office resources not available. No credit on the petty cash card. There are no set times for lunch or other breaks during the day.

My commitment to learn the business and make it work meant I was starting at 0800 –0900 and finishing 1800 – 2200 most days seven days a week. No over time paid or offer of bonuses for extra hours. For my effort there was regularly derogative comments and negative judgments on my capacity to do the work. I recall on two occasions being thanked by Jason for a good day’s work. I recall on many occasions most days being told I cannot do this job.

Once I had an understanding of the office procedures (Brent was there) I established a schedule to enable me to achieve daily goals. Seldom was I able to follow through, as I often had to take sporadic orders from Jason to conduct other duties requiring urgent attention to meet deadlines. I believe my position in the business, is not recognized by the Director and I feel I am another “boy” to boss around.

It is clear to me that as I am not “fluent” with team names or order procedures I was not going to progress any further in the office structure. This became clear to me after repeated condescending comments on my abilities to do the work Jason’s way or do not do it at all. I spent considerable time following up and addressing problems, miss-information and production complaints that could have been averted by using a polite and professional approach not an argumentative and obnoxious approach that seemed to be deeply embedded in the Directors conduct. I experienced at least three situations where Jason was very polite and helpful to clients on the phone.

At this time I have been told on two occasion’s by the Sydney Director, that I am no longer in the position of Production Manager at SRS. Therefore I have been dismissed. I believe this is unfair and this document outlines many facts to support this.

I stand by my commitment to Alec Byron but I cannot see how I can conduct my duties in this environment.

I have financed my relocation to Sydney to take up this job. I have left my family and relinquished my rental property to do this. I have sincerely XXXXX XXXXX informed Alec of my observations and thoughts while at SRS Sydney.

My calculations are that the contract to end of October, including the car & phone, is worth AU$34,200.00 and I have to date been paid AU$4,750.00 (including the car & phone package $250 / wk) this means AU$3,500.00 of actual cash paid plus AU$100 gift from Alec. I know there is a three month trial period and this “period” is valued at AU$13,300.00, less pay to date making the balance AU$8,550.00. These are significant numbers and there is also a return airfare to NZ to be purchased.

I have compounding issues related to this situation and as I see it, next week

(Monday 23^rd 2009) I am now technically without a job, I expect to have to give up the company car and phone. I will have no emergency communications facilities with my family, no private transport and no reserves of cash to keep paying rent or continue living in Sydney. At this time, I have no other employment option’s to go too as I have been 100% committed to SRS Sydney.

This information is what I believe to be an accurate representation of the facts and issues at SRS Sydney off. I have compiled this document from notes and information I have compiled during my time there.

Deane Cronin

22/03/09