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8
Policies & Guidelines/Car Pool Policy.md
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@ -1,12 +1,12 @@
# Car Pool Policy
## Eligable positions
## Eligible positions
| Position | Amount (gross) |
| -------------------- | ----------------- |
| Management | < 80,000.00 EUR |
| Head of Department and C-level | < 65,000.00 EUR |
| Travelling sales rep | < 50,000.00 EUR |
| Traveling sales rep | < 50,000.00 EUR |
## Other conditions
@ -28,7 +28,7 @@ Cleaning is paid by the company with up to 30 EUR per month.
## Fuel
Every company car has its own card for refueling. Employees must only use this card only for refuling this company car.
Every company car has its own card for refueling. Employees must only use this card only for fueling this company car.
## Drivers
@ -40,4 +40,4 @@ All drivers are responsible for their traffic violations. This includes also bei
## Return
The car must be returned in good condition by the end of the lease term or if the employement at the organization ends. Gross negligence including repairs for unreported damages must be paid by the employee.
The car must be returned in good condition by the end of the lease term or if the employment at the organization ends. Gross negligence including repairs for unreported damages must be paid by the employee.

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Policies & Guidelines/Code of Conduct.md
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@ -36,7 +36,7 @@ This Code of Conduct applies both within project spaces and in public spaces whe
Instances of abusive, harassing, or otherwise unacceptable behavior may be reported by contacting the project team at spl1nes.com@gmail.com. The project team will review and investigate all complaints, and will respond in a way that it deems appropriate to the circumstances. The project team is obligated to maintain confidentiality with regard to the reporter of an incident.
Disrespecting this policy possibly leads to a warning and potnetially excluding the involved person from any further activities of the organization. Depending on the severness legal actions may follow.
Disrespecting this policy possibly leads to a warning and potentially excluding the involved person from any further activities of the organization. Depending on the severeness legal actions may follow.
## Attribution

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Policies & Guidelines/Confidentiality Policy.md
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@ -15,7 +15,7 @@ This policy affects all organization members, participants and affiliates who ma
Confidential information is defined as either
* technical information, including patent, copyright, trade secret, and other proprietary information, techniques, sketches, drawings, models, inventions, know-how, processes, apparatus, equipment, algorithms, software programs, software source documents, and formulae related to the current, future and proposed products and services regarding "Karaka", or
* technical information, including patent, copyright, trade secret, and other proprietary information, techniques, sketches, drawings, models, inventions, know-how, processes, apparatus, equipment, algorithms, software programs, software source documents, and formula related to the current, future and proposed products and services regarding "Karaka", or
* non-technical information relating to "Karaka" products, including without limitation pricing, margins, merchandising plans and strategies, finances, financial and accounting data and information, suppliers, customers, customer lists, purchasing data, sales and marketing plans, future business plans and any other information which is proprietary and confidential to this project.
Members, participants and affiliates may have different levels of authorized access to confidential information.
@ -42,7 +42,7 @@ Disclosing more information than needed must be avoided.
## Enforcement
Disrespecting this policy possibly leads to a warning and potnetially excluding the involved person from any further activities of the organization. Depending on the severness legal actions may follow.
Disrespecting this policy possibly leads to a warning and potentially excluding the involved person from any further activities of the organization. Depending on the severeness legal actions may follow.
## Survival

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Policies & Guidelines/Conflict of Interest Policy.md
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@ -30,7 +30,7 @@ All conflicts of interest will be resolved as fairly as possible. Senior organiz
## Enforcement
Disrespecting this policy possibly leads to a warning and potnetially excluding the involved person from any further activities of the organization. Depending on the severness legal actions may follow.
Disrespecting this policy possibly leads to a warning and potentially excluding the involved person from any further activities of the organization. Depending on the severeness legal actions may follow.

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Policies & Guidelines/General Definitions & Standards.md
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@ -2,28 +2,39 @@
## Acronyms and Abbreviations
| Acronym / Abbreviation | Definition |
| ---------------------- | ---------------------------------------------------------- |
| CEO | Chief Executive Officer |
| CFO | Chief Financial Officer |
| CSO | Chief Sales Officer |
| CTO | Chief Technical Officer |
| HOD | Head of Department |
| HOP | Head of Procurement |
| DHR | Director Human Resources |
| DOD | Director of Development |
| DQM | Director of Quality Management |
| HOM | Head of Marketing |
| HOCS | Head of Customer Service |
| TBD | To be defined / To be decided / To be discussed |
| QM | Quality Management |
| QMR | Quality Management Representative |
| RCM | Risk Control Matrix |
| A | Actual (often used in combination with financial figures) |
| B | Budget |
| PY | Previous year (sometimes used to define any previous year) |
| FC | Forecast |
| FTE | Full Time Equivalent |
| Acronym / Abbreviation | Definition |
| ---------------------- | ------------------------------------------------------------ |
| CEO | Chief Executive Officer |
| CFO | Chief Financial Officer |
| CSO | Chief Sales Officer |
| CTO | Chief Technical Officer |
| HOD | Head of Department |
| HOP | Head of Procurement |
| DHR | Director Human Resources |
| DOD | Director of Development |
| DQM | Director of Quality Management |
| HOM | Head of Marketing |
| HOCS | Head of Customer Service |
| TBD | To be defined / To be decided / To be discussed |
| QM | Quality Management |
| QMR | Quality Management Representative |
| RCM | Risk Control Matrix |
| EC | Executive Committee |
| ECM | Executive Committee Member |
| BOD | Board of Director |
| CoC | Code of Conduct |
| CLA | (Individual) Contributor License Agreement |
| NDA | Non-disclosure agreement |
| TOS | (General) Terms of Service |
| TOU | (General) Terms of Use |
| A | Actual (often used in combination with financial figures) |
| B | Budget |
| PY | Previous year (sometimes used to define any previous year) |
| FC | Forecast |
| FTE | Full Time Equivalent |
| EBITDA | Earnings before interest, taxes, depreciation and amortization |
| EBIT | Earnings before interest and taxes |
| EBT | Earnings before taxes |
## Key words to indicate requirement levels

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Policies & Guidelines/Organization Guidelines.md
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@ -18,7 +18,7 @@ Our goal is to provide products and services at the highest quality to make our
## Enforcement
Disrespecting this policy possibly leads to a warning and potnetially excluding the involved person from any further activities of the organization. Depending on the severness legal actions may follow.
Disrespecting this policy possibly leads to a warning and potentially excluding the involved person from any further activities of the organization. Depending on the severeness legal actions may follow.

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Policies & Guidelines/Travel & Business Expenses Guideline.md
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@ -2,7 +2,7 @@
## Booking
Every employee except the head of a department or the management is responsible for booking their own travels. Head of departments and management may deligate the booking to the secretariat.
Every employee except the head of a department or the management is responsible for booking their own travels. Head of departments and management may delegate the booking to the secretariat.
## Costs
@ -61,3 +61,6 @@ Entertainment expenses are calculated per day and are only paid if they are real
| ---------------------------- | ----------- | -------------------- | ----------- |
| per business partner per day | 50.00 EUR | 120.00 EUR | 200.00 EUR |
2022-01-01 - Version 1.0

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Policies & Guidelines/Whistleblower System.md
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# Whistleblower System
The whistleblower System is a way to allow anyone to report illegal behavior or behavior which goes against the processes, policies and guidelines by any affiliated person or affiliated company to the organization. The complaint can be done anonymous or with the name of the reporter. Generally, it is recommended to provide your name when making a complaint which allows the persons in charge of the whistleblower system to contact the reporting person in case of additional questions. If the name is not provided investigations can become difficult to complete.
## Contact system
Compliance complaints can arrive in the following three ways:
* Email: [compliance@karaka.app](compliance@karaka.app) (is automatically sent to all compliance officers)
* Letter in an enveloper addressed to: Compliance (handed over by the secretariat to any compliance officer. The secretariat sends a email to [compliance@karaka.app](compliance@karaka.app), that a compliance mail arrived and who received the letter)
* Direct contact to any compliance officer mentioned in the [Organigram](../Processes/Organigram.md).
## Information
All the information regarding a compliance complaint must be shared between all compliance officers unless a compliance officer is directly involved in the compliance complaint. In such a case the compliance officer must be excluded for this compliance complaint from the compliance activities. In such a case information should also be shared directly instead of using the compliance mailing list. In some cases a compliance complaint requires very quick measures, even if the investigation didn't start. The compliance officers need to carefully check the complaint and decide if any immediate measures are necessary. In such a case the measures must be communicated to the executive members including the reasoning. If the compliance officers have difficulties with making such a call they can ask executive committee members for help. Of course the executive committee member(s) who are asked for help must not be involved in the compliance complaint.
## Complaint validation
Before any measures or investigations get started into a complain the compliance officers must check if the complaint could be invalid. In such a case the complaint can be immediately dismissed and the information regarding the complaint (what was the complaint, what is the status and what is the basis for the decision of the compliance officers) must be sent by the compliance officers to the executive committee members. If a complaint could be real it must be validated through an investigation which could be for example:
* interviewing the person who reported the complaint
* checking documents which could proof or disproof the contents of the complaint
* interviewing the person who is mentioned in the complaint
* interviewing related persons
The investigation should be conducted very carefully to avoid early opinion making without sufficient evidences.
## Conclusion
The conclusion of the investigation must be reported to the executive committee who decide on further measures and steps which should be taken.
## Compliance officers
Compliance officers are chosen based on the following characteristics by the executive committee:
* Trustworthy
* Incorruptible
* High intellect to evaluate and investigate complaints
* Compliance officers are in different departments
* Compliance officers have different positions
* 3-5 compliance officers must be active in the company
## Flowchart
```mermaid
graph TD;
EMAIL_COMPLAINT([Email complaint])-->EMAIL_LIST[Compliance officer email list];
MAIL_COMPLAINT([Secretariat: Mail complaint])--Info-->EMAIL_LIST;
MAIL_COMPLAINT--Hand over-->COMPLIANCE_OFFICER[Compliance officer];
COMPLIANCE_OFFICER--Scan/Summary-->EMAIL_LIST;
PERSONAL_COMPLAINT([Personal complaint])-->COMPLIANCE_OFFICER;
EMAIL_LIST-->COMPLIANCE_MEETING[Compliance: Compliance meeting];
COMPLIANCE_MEETING-->VALIDATE{Compliance: Is potentially valid?};
VALIDATE--Yes-->IMMEDIATE_MEASURES{Compliance: Measure neccessary?};
VALIDATE--No-->DISMISS([Compliance: Inform EC and dismiss])
IMMEDIATE_MEASURES--Yes-->TAKE_FIRST_MEASURES[Compliance: Define measures/ask for help];
TAKE_FIRST_MEASURES-->INVESTIGATE[Compliance: Investigate];
IMMEDIATE_MEASURES--No-->INVESTIGATE;
INVESTIGATE-->INVESTIGATION_VALID{Compliance: Investigation valid?};
INVESTIGATION_VALID--Yes-->REPORT[Compliance: Report to executive];
INVESTIGATION_VALID--No-->DISMISS([Compliance: Inform EC and dismiss])
REPORT-->TAKE_MEASURES([EC: Take measures]);
```
2022-01-01 - Version 1.0

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Processes/Organigram.md
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```mermaid
flowchart TD;
subgraph CTO
DEVELOPMENT[Development\nCTO *E];
DEVELOPMENT[Development\nCTO *ECM];
DEVELOPMENT---TEAM_LEADER[Team Leader];
TEAM_LEADER---SENIOR_DEVELOPER[Senior Developer &\nCode Reviewer];
TEAM_LEADER---DEVELOPER[Developer];
@ -15,13 +15,13 @@ flowchart TD;
IT---IT_DEVOPS[DEVOPS];
IT---IT_CLERK[IT Clerk];
end
MANAGEMENT[Management\nCEO *E]---CTO;
MANAGEMENT[Management\nCEO *ECM]---CTO;
subgraph CFO
FINANCE[Finance\nCFO *E];
FINANCE[Finance\nCFO *ECM];
FINANCE---CHIEF_ACCOUNTANT[Chief Accountant];
FINANCE---ACCOUNTS_RECEIVABLES[Accounts Receivables];
FINANCE---ACCOUNTS_PAYABLE[Accounts Payables];
HR[HR\nDHR *E];
HR[HR\nDHR *ECM];
HR---PAYROLL[Payroll]
HR---HR_CLERK[HR Clerks];
PURCHASE[Purchase\nHOP];
@ -29,14 +29,14 @@ flowchart TD;
end
MANAGEMENT---CFO;
subgraph CSO
SALES[Sales\nCSO *E];
SALES[Sales\nCSO *ECM];
SALES---SALES_REP[Sales Reps];
SALES---SALES_BACKOFFICE[Sales Backoffice];
MARKETING[Marketing\nHOM];
MARKETING---MARKETING_CLERK[Marketing Clerk]
end
MANAGEMENT---CSO;
MANAGEMENT---QM[Quality Management\nDQM *E];
MANAGEMENT---QM[Quality Management\nDQM *ECM];
QM---QM_CLERK[QM Clerk];
```
@ -70,6 +70,7 @@ flowchart TD;
| Ladder Officer | |
| Officer for Severely Disabled | |
| Internal Auditor | |
| Compliance Manager | |
## Responsibilities