Lunr has grown from a small startup to a leading company in ethical mobile technology. Our journey began with a simple idea: to create products that are not only useful but also uphold the highest standards of privacy and benefit the world. Over the years, we have expanded our reach and improved many lives through our innovative solutions.\ \ Get familiar with our vision, mission, pillars and history here. # Vision We envision a **future** where **every mobile device** we produce not only **enhances digital well-being** but also embodies th**e highest standards of privacy, and data sovereignty and ethical technology.** By transforming the mobile landscape, we aim to inspire a widespread **shift towards more responsible and user-focused technology** while fostering new sustainable business models. # Mission Our mission is to **ensure** that **mobile technology benefits** all of **humanity** by creating products that empower people, foster genuine connections, increase productivity, and enhance quality of life. \ \ By **prioritizing ethics**, we aim to redefine the **role of mobile technology** in society, making it a **force for positive change** and collective advancement.\ \
# Pillars These pillars serve as the bedrock of our endeavors, shaping every decision and innovation we undertake. Rooted in the principles of **ethical technology**, we prioritize transparency, eco-friendliness, and the protection of digital rights in all our endeavors. Our stringent security protocols are meticulously crafted to shield personal communications and data, while our unwavering commitment to privacy underscores our mission to provide individuals with freedom of choice in the technological realm. ### Ethical Technology Focuses on transparency through open source, eco-friendly environment, data and digital rights, and freedom of choice. ### Top-Level Privacy Prioritizes key technologies that protect our mobile devices and ensure the security of personal communications and data from digital attacks. ### Respect for Privacy Raises awareness and strives to mitigate the prominent risk from Big Tech collecting, analyzing, storing and monetizing on personal data. ### Digital Well-being Fosters a healthy relationship with technology without harming personal life and interactions. ### Equitable Working Practices Ensures the implementation of a framework that promotes accountability, security, fulfilment, respect and an ethical workplace to balance workers rights and responsibilities. *** Here you could also learn more about our NGO - "The good phone foundation", which inspired our pillars. **The foundation’s leaders come from a broad range of backgrounds** and have a diversity of expertise and experience that spans science and technology, communications, law, and business. Our leaders are guided by the foundation’s aim to create a world in which every person can make a stand for their inherent human right to privacy.\ \ "The good phone foundation" is helping startups with positive impacts. We empower them to create meaningful change and drive impact in areas such as sustainability, accessability, mental wellbeing, social inclusion, and privacy. {% hint style="info" %} [**https://goodphone.foundation/**](https://goodphone.foundation/) {% endhint %}
While many tech companies rely on rigid hierarchical models, we recognize that such structures can stifle innovation and hinder progress. As such, we’ve embraced a flexible and agile management ethos, empowering our employees to take ownership of their work and contribute to our shared vision. This philosophy is the cornerstone of our Lunr Management Model, a framework that champions collaboration, innovation, and employee empowerment. Continuously evolving, this model remains aligned with our mission of revolutionizing the tech industry while upholding the principles of ethical technology and user privacy. **Together, we’re not just building smartphones—we’re shaping the future of technology, one ethical innovation at a time.** # Context, not control We focused on **three things** while creating our Management Model: * **innovation** drives the most value in a product-led business, so we made it the main priority * **micro-management doesn't work,** so we need a more effective approach * the company’s business **vision and development strategy needs to be reflected** across the whole company to align teams’ goals As a result, we replaced the command and control approach with a **Context, Not Control mantra**. This approach gives talent the freedom to manage their tasks and find the best way to support the business' goals. We believe in **Context, not Control** to provide the insight and understanding **to make sound decisions**. Setting appropriate context such as company's strategy, objectives, assumptions and metrics, rather than by trying to control people leads to High Performance. We believe **this will also attract ethical people** and give them the environment to be creative and innovative. But, to enable innovation, people need to know and understand what the company is trying to achieve ([the Mission & Vision](/about-us/vision-mission-and-focus)). So the questions remains... how should we manage projects, without micro-managing teams and still keeping the focus on innovation? With the help of a Strategic Management model. And that is why we created this material - to empower and manage high-performing people with the freedom to make a big impact. # Strategic management **Strategic management is the ongoing planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives.** In today's fast-paced business world, success often hinges on the ability to adapt to new challenges. That's why we've developed an innovative approach to addressing adaptive challenges on a departmental level, with a **focus on clear communication and top-to-bottom visibility.** By aligning day-to-day work with strategic goals, prioritizing projects and products, and monitoring progress towards key performance indicators, we're able to achieve the most ambitious objectives. With a deep understanding of the unique needs and challenges faced by different departments, our approach allows us to **create a comprehensive strategy that fosters maximum performance and empowers teams to excel.** By emphasizing [context over control,](/how-we-make-decisions/strategy/context-not-control) we create a supportive environment that allows for creativity, collaboration, and continuous improvement. {% hint style="info" %} When it comes to managing projects, technology companies need a tool that can keep up with their fast-paced, dynamic environment. That's why **we recommend Project Management tools like Jira** - a versatile, user-friendly platform that helps us stay on top of all our projects, no matter how complex or varied. {% endhint %} Our unique approach to using Jira **ensures that all employees have visibility into which part of the strategy their tasks are affecting**, regardless of department or project type. Here's how we break it down: * **Department projects:** these tasks are directly related to improving the processes within a specific department, and are all linked to an initiative that addresses an adaptive challenge. * **Cross-department process projects:** these tasks involve improving processes that cross multiple departments and are typically company-wide initiatives. * **Product projects:** these tasks relate to all aspects of our products, from bug fixing and feature development to product stories and overall improvements. By organizing our projects using **Kanban and Scrum boards**, we're **able to ensure that everyone is on the same page** and working towards the same strategic goals. *** In conclusion, when Strategic Management is done right: * Strategy and goals are clear, specific and globally understood. * Team interactions are focused on strategy and goals, rather than tactics. * Management time is transparent, articulate and perceptive
* When we need to prevent irrevocable risks, ie. possibility of data breaches. * When people are still learning they need mentoring: junior employees * When there are escalated conflicts: Moral, Ethical and Legal issues. {% endhint %} # Culture code **LUNR has innovation at the center of our business so people need to deliver it.** That's also why we embrace diversity. Being innovative requires people from different backgrounds with different ideas, and we want to get the best from everyone. This diverse community of bright people from different backgrounds work together to achieve a shared goal. To achieve this **we need to share the same set of corporate values**, regardless of background. Therefore, to ensure that everyone is working towards the same vision, we've developed a **Culture Code.** Our Culture Code is built on 6 essential permission to play values that we believe are essential to our business model. Permission to play means exactly that: minimum standards of behavior we expect within our "free to create" environment. We only hire people that demonstrate these values, and we don't tolerate employees who don't exhibit these values.
| INTENSITY Building something great requires hard work and a sense of urgency. | ||
| RESPONSABILITY We put our trust in people who can take responsability for their actions and deliver quility work on time. | ||
| DEVOTION TO LEARNING Bringing value to humanity through innovation requires a curiosity mindset. | ||
| RESPECT Lunr is a diverse community with people from different backgrounds. Being open, respectful and open-minded is the only way to fit in our culture. | ||
INNOVATION Constant improvement is essential for delivering quality products with a positive impact on society. | ||
| ADAPTIVENESS Technology, market trends, and regulations change at rapid pace. Adaptiveness is key in staying ahead of the game and successfully tackle future change and challenges. |
# Tech leads
Tech leads' **focus is on processes improvement.** To do so they: * resource allocation * identifie and addresses process inefficiency * establishe SOPs, Best Practices, and Playbooks * provide the necessary tools * maintain the documentation in the department's Confluence space * ensure the department’s Knowledge Hub is correctly documented and up-to-date * delegate tasks in Process Improvement project in Jira * do task management and tracking * do fire fighting. {% hint style="info" %} **Who should ideally become a tech lead?** \ It can be an [Individual Contributor](/how-we-ensure-peoples-growth/performance/paths/individual-contributors-path) Level 3 and UP, or a manager Level 1 or Level 2, Step 1 or 2. A manager at Level 2 Step 3 and above should have already grown another member of their team to be a Tech Lead, and be able to move on from being a Tech Lead themselves. You will learn more about the steps in the next chapter. {% endhint %} # Traits of leadership Even though Tech Leads and Managers from each level in our model have specific leadership traits that are expected according to their core duties, there are some **qualities** you should look for **in each one the best leaders leaders:** * **Ensure adaptiveness:** Leaders should easily navigate between adaptive and technical challenges. They have to excel at guiding their teams when dealing with consequential changes in uncertain times when no clear answers are forthcoming. * **Cultivate a culture of trust****:** People are comfortable to go about their activities in an environment of mutual trust and support. There is no back-stabbing and sharing is encouraged. * **Develop other leaders:** Leaders need to provide opportunities for learning and growth, demonstrating by example and teaching others to lead. They give up power and have deputies lead, replicating this mindset through the organization. * **Value diverse opinions****:** Leaders have to value everyone’s contributions and regularly seeks out opinions. * **Encourage:** The hallmark of great leaders is encouragement. The true leader says, “Let’s go do it,” not, “You go do it.”. * **Sell instead of tell:** Effective leaders are the opposite of a dictator. The aim is to persuade rather than command. * **Thinks you, not me:** There’s a selfless quality about what to expect from great leaders. Those who only think, “How does this benefit me?” should be disqualified. * **Think long-term:** Great leaders are constantly thinking about the next generation, the next leader, the next opportunity. They make continual tradeoffs between what’s important for today versus what needs to be done for the future. * **Act with humility:** The best leaders are not concerned with job titles. A title is not a way to show he/she is in charge or “better than everyone else”. Instead, they act in a caring way towards others. Nothing is beneath them and they may be seen picking up trash or cleaning a table. They set an example of service. For us, it is not about the leader, it is about others. In conclusion, **true leadership is not about seeking personal gain or control, but rather about supporting and serving the needs of the organization and its members.** It is a selfless pursuit that goes beyond prestige and status. Leaders who embody this ideal understand that their role is to empower and uplift others, offering coaching and providing opportunities for growth. By leading by example and exhibiting the expected behaviors, they inspire those around them to strive for excellence. In this way, authentic leadership creates a positive ripple effect, fostering a culture of collaboration, trust, and collective achievement. As we embrace the essence of true leadership, we unlock the potential within ourselves and those we lead, creating a brighter future for all. # Leaders Performance So, we have learned that LUNR has managers at four levels: L1, our pace setters; L2, our coaches; L3, our visionaries; and L4, our transformational leaders. Each level has four steps that a leader can grow into. We also have our [Tech leads](/how-we-make-decisions/leadership/tech-leads) who are our leaders in terms of operations.\ \ To progress within our organization, leaders have **two pathways for advancement:** \ A. **Level Up,** which aligns with the nature of their role, or\ B. **Step Up,** which reflects their performance as managers.
The ability to find opportunity also refers to:
| GET ON THE BALCONY This is the leader’s ability to distance themselves from the situation and take a birds-eye view. This allows them to see the bigger picture and act in an objective way, which is most beneficial to the company. | ||
| IDENTIFY ADAPTIVE CHALLENGES Finding opportunities that require people to learn in an adaptive way and open their minds to new possibilities and ways of doing things. | ||
| REGULATE DISTRESS Supporting the transition of employees during challenging times of change, by managing the pressure on them and their stress. | ||
| MAINTAIN DISCIPLINED ATTENTION To ensure maximum focus, a leader should bring attention to what is important and shield the team from disruptive distractions. | ||
| GET THE WORK DONE Motivating people and directing the workflow to make sure the work is done efficiently. | ||
| PROTECT VOICES FROM BELOW Be inclusive and allow the opportunity to experiment with everyone and be capable of weighing their voices. |
| Identifying and Supporting Employees Recognizing team members in need of assistance or those who may need additional support to improve their performance. | ||
| Empowering High Performers We appreciate and encourage high performers, nurturing their potential to become future leaders. | ||
| Motivating Teams through Empowerment We firmly believe in empowering our teams, allowing them to flourish without unnecessary micromanagement. |
Most traditional companies have a hierarchical, top-down structure of communication, in which the lower-level employees communicate with their leader/manager, who then shares information to their superior and to other managers connected to the project. This leads to slow communication and can result in some information being lost or changed in the process. In LUNR, **we don’t use intermediaries and message carriers**. Instead, **every employee has the chance to talk directly to every other employee-related to their project to share information and updates, regardless of rank or Level.** The role of the leader in this structure is not to pass messages around, but to guarantee that both parties reach an agreement that will help LUNR reach its goals.\ \
| Responsible The person responsible for completing a task or project. | ||
| Accountable The individual accountable for the overall execution of the task and final approval. | ||
| Consulted Experts whose opinion is sought during the project. | ||
| Informed Individuals who need to be updated on the project's progress. | ||
| Support This is someone who offers support with some specific process or concept on the task. | ||
| Knowledge-Lead This is someone who's responsible for documenting and delivering training regarding a specific process. |
Knowledge in a business setting refers to the development of an organization's abilities, experiences, capabilities, and insight. All this is created, managed, and stored in the form of explicit knowledge, which is the focus of [Individual Contributors](/how-we-ensure-peoples-growth/performance/paths/individual-contributors-path), and tacit knowledge, which is the [manager](/how-we-make-decisions/leadership/managers)'s focus.
# Knowledge Accountability Index We believe **high-performance is all about accountability:** and that includes accountability in knowledge. Once information is systemized and available to all, it becomes measurable and this allows it to be considered within the employees’ performances. In order to manage the existing knowledge in the company and to promote such accountability, we created a **Knowledge Accountability Index a.k.a. KAI.** To help us measure competency in a skill, the i**ndex describes the grades of everyone’s ability and competency in a specific occupation.** It is **separated into six grades**, each outlining the capabilities and value to be delivered by the person, and allowing them to plan their learning journey. These range **from “Fundamental awareness” to “Expert”**. The index can be used by an individual to compare their current level of proficiency to top performers in the same occupation and it enables us to: * Centralize effort to understand technology trends from a holistic view * Define knowledge as a key component in high performance * Anticipate and adapt to changes in external/internal environments to obtain/retain a competitive advantage in a quantifiable structure It's clear that the effective management of knowledge aids competitive advantage. When people are accountable for knowledge it can be shared more efficiently and productively. We have put in place systems and good processes to achieve this so armed with knowledge, our employees are better able to innovate in their work.
### Knowledge Grade Description This scale serves as the guide to understanding the expected proficiency in each grade.
- Do not necessarily want or have the right skills to manage people.
- This path of growth is focused on the development of technical skills.
- Develop the skills for advising and leading people.
- Managers are also responsible for the teams’ and divisions' performance evaluations
Get on the balcony Ability to view distant yourself from the situation and analyze the responses of participants. It's a mental "balcony". When in the balcony, leaders can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other team members to engage in the adaptive challenges. | ||
Identify adaptive challenges Ability to identify challenges that require people to learn new ways of doing things, re-think their attitudes, mindset, values, and norms, and adopt an experimental mind-set open for change. | ||
Regulate distress Ability to act as a facilitator for employees to see the need for change, while ensuring they do not become too overwhelmed by the change itself. | ||
Maintain disciplined attention Ability to identify and counteract any type of distraction that could prevent team members from dealing with the adaptive challenges. | ||
Get the work done Ability to place the work where it belongs being willing to be part of the challenge rather than directing its solution by providing answers from a position of a leader and ensuring the team is progressing in their work. | ||
Protect the voices from below Ability to weight and give voice to all people willing to experiment and learn. The leader incentives original voices that eventually got discouraged or silenced in the organization even if they are not as articulate as one would wish |
| Score | Definition |
|---|---|
| Limited | Has a basic understanding of their team's overall domain, framework's Realm and LUNR strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
| Intermediate | Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
| Experienced | Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
| Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
Owning the technical knowledge needed for the role, understanding the team's and/or department domain and the feasibility of their team's and/or department's technical knowledge, and the needed technical knowledge at a company level.
| Score | Definition |
|---|---|
| 1.Limited | Has a basic understanding of their team's overall domain, framework's Realm and LUNR strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
| 2.Intermediate | Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
| 3.Experienced | Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
| 4.Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
The leaders' LUNR Knowledge in terms of who we are as a company and what we offer. | Score | Definition | | -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | 1.Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. | | 2.Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. | | 3.Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. | | 4.Exceptional | Has a thorough understanding of the entire business including all departments and teams domains. | **L1 Capability Assessment Scoring**
| Opportunity Category | Definition |
|---|---|
| Experience | Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. |
| Exposure | Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to the organization problems, and ability to reinvent him/herself when facing role changes. |
Owning the technical knowledge needed for the role, understanding the team's and/or department domain and the feasibility of their team's and/or department's technical knowledge, and the needed technical knowledge at a company level.
| Score | Definition |
|---|---|
| 1.Limited | Has a basic understanding of their team's overall domain, framework's Realm and LUNR strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
| 2.Intermediate | Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
| 3.Experienced | Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
| 4.Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
The leaders' LUNR Knowledge in terms of who we are as a company and what we offer. | Score | Definition | | -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | 1.Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. | | 2.Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. | | 3.Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. | | 4.Exceptional | Has a thorough understanding of the entire business including all departments and teams domains. | **L2 Capability Assessment Scoring**
| Opportunity Category | Definition |
|---|---|
| Experience | Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. |
| Exposure | Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to the organization problems, and ability to reinvent him/herself when facing role changes. |
Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.
| Score | Definition |
|---|---|
| 1.Limited | Has a basic understanding of their team's overall domain, framework's Realm and LUNR strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
| 2.Intermediate | Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
| 3.Experienced | Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
| 4.Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
The leaders' LUNR knowledge in terms of who we are as a company and what we offer. | Score | Definition | | -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | 1.Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. | | 2.Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. | | 3.Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. | | 4.Exceptional | Has a thorough understanding of the entire business including all departments and teams domains. | **L3 Capability Assessment Scoring**
| Opportunity Category | Definition |
|---|---|
| Experience | Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. |
| Exposure | Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to the organization problems, and ability to reinvent him/herself when facing role changes. |
Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.
| Score | Definition |
|---|---|
| 1.Limited | Has a basic understanding of their team's overall domain, framework's Realm and LUNR strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
| 2.Intermediate | Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
| 3.Experienced | Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
| 4.Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
The leaders' LUNR in terms of who we are as a company and what we offer. | Score | Definition | | -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | 1.Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. | | 2.Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. | | 3.Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. | | 4.Exceptional | Has a thorough understanding of the entire business including all departments and teams domains. | **L4 Capability Assessment Scoring**
| Opportunity Category | Definition |
|---|---|
| Experience | Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes. |
| Exposure | Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to the organization problems, and ability to reinvent him/herself when facing role changes. |
* We make you an offer at the salary of your Level, and you will get a K-POC with clear instructions on how to Level UP in the months ahead. * You can refuse, and we will let you go.
### On Salary increase based on the market * If your Framework had an increase based on the market, in your next evaluation, we will re-adjust your salary according to the new Salary Grid. We expect you to step up one in this scenario. ### On changing Paths When changing the path, there are 3 criteria to be followed:
* Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment? * You have to be a superstar in your current role * You have to be an ambassador of our Management Model
### On changing Frameworks/Roles - triggered by the employee When you wish to change frameworks, there are some criteria to be followed:
* Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment? * You have to be a superstar in your current role * You have to be an ambassador of our Management Model * You will be assigned a K-POC related to the new framework, and you need to accomplish it before officially changing frameworks. ### On changing Frameworks/Roles - triggered by the company If there's a change in some department or division and the company needs to relocate employees under new frameworks or roles, there are some criteria to be followed: * The company will offer a new contract with a new probation for the employee * The company will only make the change official once it's agreed with the employee * The employee will be assigned a K-POC related to the new framework or role and needs to accomplish it during probation ### On creating the K-POCs * If the improvement is RACI/CODE-KS related, the management will provide detailed instructions on how to execute/document/follow the relevant process so the employee can work on the objective * If the improvement is KAI related, the employees can propose any objective they want, as long as in the end, they are able to execute a practical task based on the item of the KAI * If the improvement is on mindset/attitude level (Level & Step Chart), the employees should come up with any strategy as they feel effective to Level Up - Management will point out what the gap is and the deadline so the employee can work on their personal plan - if the employee reached the expected improvement or not, it will be up to manager's evaluation supported by situations and cases officially reported in our systems (Feedback session of Small Improvements, for example) {% hint style="warning" %} **Growth is not linear nor streamlined, therefore our competency matrix is not a checklist, it’s a guideline, and smaller deviations are to be expected.** {% endhint %} # Compensation **Being paid well builds a High-Performance culture in which our team members feel valued for their great work.**\ \ Companies should strive to reward their people with the highest salary for any particular position. Why is it so important? It’s simple – **we believe when employees are paid well they are able to provide top performance.** Salary is important for every worker – we all have personal needs and expenses, and making enough to cover them is a main consideration when applying for work. We understand that, and we want to minimize the anxieties candidates have when applying to IT roles. By paying top of the market, we guarantee the compensation they get for their work will be highly competitive, and aspects such as skills and a fitting mindset will have the biggest weight in their decision. We strongly believe that one outstanding person gets more done and is a better value than two mediocre people, so we prefer to not engage in bidding wars and jump straight to putting the best offer on the table. No need for unproductive salary negotiations here. **Offering top compensation also attracts top performers**. We want the best and brightest talent to help us achieve our company goals, and we are ready to reward them for their hard work with us. It’s a great way for people to feel valued for their skills and stay motivated. Lastly, we understand topics of salaries and bonuses are common in every workplace. Oftentimes, they may trigger discussions and arguments which steer attention away from the common goal, which has a negative effect on performance and team morale. **Being transparent about compensation and allowing people to find out how much their colleagues are paid will put everyone on the same page and minimize the harmful effects of toxic office behavior by ensuring all employees are treated fairly.** Paying top of the market is not just an empty claim - it’s an active process of adjusting our compensation so it reflects the current market value of a position. We achieve this by monitoring both the labor markets in Sofia and abroad, as we are an international company with international clients, and we strive for fair compensation. Compentsation Review * At LUNR, we have a dynamic approach to compensation and regularly monitor the market, especially before hiring someone new. * If we detect the market value of a given position has increased, every employee in this position gets a raise. * Employees can trust that their pay will be automatically adjusted to keep up with increases in the top-line market rate. Compensation Over Time * We remain at top of the market by benchmarking our compensation against competitors and consulting with recruiting agencies. * Market forces, namely changing supply and demand for specific skills, may lead to higher relative increases in pay for some people. * Depends in part on inflation and economy. We compensate based on personal success * We know that rewarding the best will deliver success for LUNR\ We compensate at the top of the market, regardless of whether LUNR's experiences succeeds or struggles. * We reward our high performers for their outstanding work and commitment to our winning team. **When hiring a new colleague, we check the current value of their position.** If we find an increase from our current range, we accordingly raise the salaries of all our employees within that position once they step up. This guarantees the continued competitiveness of our salaries, even for employees who’ve been with us for years. **Constant growth is in the DNA of our organization**, and we want the same for our people. The dynamic nature of our industry must be matched by our people. This pace is not for everyone, and we understand some employees choose to follow a different path. As we say, if you don’t grow, you have to go and that's also why all our processes are well documented in our knowledge database, so new people can quickly get on board, and knowledge doesn’t leave when an individual does. Some companies choose to be obscure about their compensation systems, hoping to get away with offering lower payments. We think this is immature and ineffective, and it hurts employee morale and motivation. This is why **we are proudly transparent in our management and our salary rules.** As mentioned above, companies need to ensure that new employees are compensated at the top of the market. But once part of the organization, they rely not only on the market value of their position to determine their level of compensation. They are also compensated based on personal success and achievements. **We believe that employees should know just how much their skills and experience are worth.** This is why we developed the Management model, which provides a clear development path for any employee. Want to understand your salary calculation, or make a career progression path? Go for it! We have created a salary grid, as well as a formula for how we calculate salaries, which gives you the power to check your compensation and contest us if you find any mismatch. The formula is:
Must have:
- Experience with Java or Kotlin, Android Studio, and Git
Good to have:
- Experience with XML
- Experience with RESTful APIs and Android components
- Knowledge of Scrum
- Experience with Android Developer Tools and Android SDK
- Experience with libraries: rxJava/rxAndroid, Retrofit, Glide, Dagger 2, EventBus, Butterknife, Espresso, Mokito
- Knowledge of Design patterns: MVP, MVVM
- Knowledge of software development practices: TDD, Continuous integration, Code review
- Experience with Jira and Confluence
| Level | ||||
| Individual Contributor Path | Step | |||
| 1 | 1 | 2 | 3 | 4 |
| 1 | 6.000 | 6.150 | 6.300 | 6.450 |
| 2 | 7.000 | 7.150 | 7.300 | 7.450 |
| 3 | 8.000 | 8.150 | 8.300 | 8.450 |
| 4 | 9.000 | 9.150 | 9.300 | 9.450 |
| 5 | 10.000 | 10.150 | 10.300 | 10.450 |
| 6 | 11.000 | 11.150 | 11.300 | 11.450 |
| Android Development | | | | | | --------------------------- | ------ | ------ | ------ | ------ | | Level | | | | | | Individual Contributor Path | Step | | | | | 1 | 1 | 2 | 3 | 4 | | 1 | 7.000 | 7.150 | 7.300 | 7.450 | | 2 | 8.000 | 8.150 | 8.300 | 8.450 | | 3 | 9.000 | 9.150 | 9.300 | 9.450 | | 4 | 10.000 | 10.150 | 10.300 | 10.450 | | 5 | 11.000 | 10.150 | 11.300 | 11.450 | | 6 | 12.000 | 12.150 | 12.300 | 12.450 | ### [KAI](/how-we-build-processes-and-a-great-product/knowledge-management/knowledge-accountability-index) of the framework Extensive Knowledge
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Assets Security | Step | | | | | | --------------------------------- | ----- | ----- | ----- | ----- | - | | Level/Individual Contributor Path | 1 | 2 | 3 | 4 | 5 | | 1 | 1.350 | 1.500 | 1.650 | 1.800 | | | 2 | 2.350 | 2.500 | 2.650 | 2.800 | | # Business Development The Business Developers contribute to the expansion of our encrypted mobile solutions all over the world, bringing closer our mission to allow users to have full control over the privacy of their data and communications. Their focus is to increase the company’s profitability through business expansion, and development ensuring Secure Group leadership in the mobile security market. On a day-to-day basis, they approach quality leads in the niche market for anti-surveillance solutions with a clear value proposition, manage channels, present product demos, and improve customer experience by actively helping new clients enter the market of encrypted communications. As our Business Developers grow in this framework, they aim to expand their knowledge of the market, acquiring the full context that allows them to ensure the best opportunities and deals for the company. ## Progression In order to progress in our development path and Level Up or Step Up, our Business developers must: * Meet the criteria of the Level & Step Chart for the [Individual Contributors Path](#user-content-fn-1)[^1] * Meet the [KAI ](/how-we-build-processes-and-a-great-product/knowledge-management/knowledge-accountability-index)grade of the framework related to each level * Demonstrate proficiency in LUNR knowledge ## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Business Development | Step | | | | | --------------------------- | ----- | ----- | ----- | ----- | | Level | | | | | | Individual Contributor Path | 1 | 2 | 3 | 4 | | 1 | 2.200 | 2.350 | 2.500 | 2.650 | | 2 | 3.200 | 3.350 | 3.500 | 3.650 | | 3 | 4.200 | 4.350 | 4.500 | 4.650 | The role includes a commission that grows progressively with the level increase. ### KAI of the Framework Extensive knowledge
# Information security LUNR is rapidly expanding. Our teams are in continuous motion, and we’re constantly welcoming new people to join our company. The Information Security team needs to keep up with this fast-changing environment and ensure that our company's data is protected by ensuring that all parties have the right access to work safely. It's also under the responsibility of the Information Security team to manage the security of our network and servers, monitor activities, establish compliant procedures, and guarantee the protection of our datacenter. Advancing in this framework consists of being on the lookout for new threats and finding new ways of safeguarding our company through effective management of processes, methodologies, costs, and policies assuring LUNR's ability to function and grow as an ethical, compliant, and transparent organization. ## Progression In order to progress in our development path and Level Up or Step Up, our security guys developers must: * Meet the criteria of the Level & Step Chart for the [Individual Contributors Path](#user-content-fn-1)[^1] * Meet the [KAI ](/how-we-build-processes-and-a-great-product/knowledge-management/knowledge-accountability-index)grade of the framework related to each level * Demonstrate proficiency in LUNR knowledge ### Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Information Security | Step | | | | | --------------------------- | ----- | ----- | ----- | ----- | | Level | | | | | | Individual Contributor Path | 1 | 2 | 3 | 4 | | 1 | 4.160 | 4.310 | 4.466 | 4.610 | | 2 | 5.160 | 5.310 | 5.466 | 5.610 | | 3 | 6.160 | 6.310 | 6.466 | 6.610 | | 4 | 7.160 | 7.310 | 7.466 | 7.610 | | 5 | 8.160 | 8.310 | 8.466 | 8.610 | | 6 | 9.160 | 9.310 | 9.466 | 9.610 | ### [KAI ](/how-we-build-processes-and-a-great-product/knowledge-management/knowledge-accountability-index)of the framework Extensive knowledge
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Finance Management | Step | | | | | ------------------ | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.500 | 2.800 | 3.600 | 4.500 | | 2 | 6.220 | 6.520 | 7.320 | 8.220 | | 3 | 9.350 | 9.650 | 10.450 | 11.350 | | 4 | 12.090 | 12.390 | 13.190 | 14.090 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Information Security Management | Step | | | | | ------------------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 3.176 | 3.476 | 4.276 | 5.176 | | 2 | 6.300 | 6.600 | 7.400 | 8.300 | | 3 | 9.706 | 10.006 | 10.806 | 11.706 | | 4 | 12.295 | 12.595 | 13.395 | 14.295 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Marketing Management | Step | | | | | -------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.847 | 3.147 | 33.947 | 4.897 | | 2 | 5.565 | 5.865 | 6.665 | 7.565 | | 3 | 8.606 | 8.906 | 9.706 | 10.606 | | 4 | 10.802 | 11.102 | 11.902 | 12.802 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | NOC Support Management | Step | | | | | ---------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 3.992 | 4.292 | 5.092 | 5.992 | | 2 | 6.710 | 7.010 | 7.810 | 8.710 | | 3 | 9.080 | 9.380 | 10.180 | 11.080 | | 4 | 12.247 | 12.547 | 13.347 | 14.247 | ## Realm
# Operations management (logistics) Operations managers focused on the business layer support operational leadership in a variety of divisions and teams — from Finance to IT, Business Development, and Partner Success. They develop, implement, and maintain quality assurance protocols and ensure operational activities remain on time and within a defined budget. To grow in this framework it's essential that such managers partner with cross-functional teams in improving the processes, tools, and systems bringing effectiveness and innovation to our operations. ## Progression In order to progress in our development path and Level Up or Step Up, our Operations team must: * Meet the criteria of the Level & Step Chart for the [Management Path](/how-we-ensure-peoples-growth/performance/paths/management-path). Note that this framework has one level of growth as an exception. After reaching the maximum level and if the criteria for change are met, employees can be allocated in a different framework. * Demonstrate proficiency in the Supply Chain, and Business Development Realms
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Operations Management | Step | | | | | --------------------- | ----- | ----- | ----- | ----- | | Level | 1 | 2 | 3 | 4 | | 1 | 2.200 | 2.500 | 3.300 | 4.200 | | 2 | 3.000 | 3.300 | 4.100 | 5.000 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Operations Management | Step | | | | | --------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 3.300 | 3.600 | 4.400 | 5.300 | | 2 | 7.700 | 8.000 | 8.800 | 9.700 | | 3 | 10.700 | 11.000 | 11.800 | 12.700 | | 4 | 13.700 | 14.000 | 14.800 | 15.700 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Product Owner | Step | | | | | ------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.800 | 3.100 | 3.900 | 4.800 | | 2 | 3.300 | 4.600 | 5.400 | 6.300 | | 3 | 8.500 | 8.800 | 9.600 | 10.500 | | 4 | 11.500 | 11.800 | 12.600 | 13.500 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Product Engineering Management | Step | | | | | ------------------------------ | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 5.130 | 5.430 | 6.230 | 7.130 | | 2 | 7.540 | 7.840 | 8.640 | 9.540 | | 3 | 10.065 | 10.365 | 11.165 | 12.065 | | 4 | 12.466 | 12.766 | 13.566 | 14.466 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Product Marketing Management | Step | | | | | ---------------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 4.430 | 4.730 | 5.530 | 6.430 | | 2 | 8.540 | 8.840 | 9.640 | 10.540 | | 3 | 11.065 | 11.365 | 12.165 | 13.065 | | 4 | 13.466 | 13.766 | 14.566 | 15.466 | ## Realm
## Progression In order to progress in our development path and Level Up or Step Up, our Project Managers must: * Meet the criteria of the Level & Step Chart for the [Management Path](/how-we-ensure-peoples-growth/performance/paths/management-path) * Demonstrate proficiency in the Project Management Realm ## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Project Management (Software) | Step | | | | | ----------------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.200 | 2.500 | 3.300 | 4.200 | | 2 | 4.345 | 4.645 | 5.445 | 6.345 | | 3 | 7.500 | 7.800 | 8.600 | 9.500 | | 4 | 11.580 | 11.880 | 12.680 | 13.580 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Sales Management | Step | | | | | ---------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 1.812 | 2.112 | 2.912 | 3.812 | | 2 | 4.345 | 4.645 | 5.445 | 6.345 | | 3 | 7.533 | 7.833 | 8.633 | 9.533 | | 4 | 11.583 | 11.883 | 12.683 | 13.583 | The compensation for the role includes a performance-based bonus ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Soft. Engineering Management | Step | | | | | ---------------------------- | ------ | ------ | ------ | ------ | | level | 1 | 2 | 3 | 4 | | 1 | 5.430 | 5.730 | 6.530 | 7.430 | | 2 | 7.540 | 7.840 | 8.640 | 9.540 | | 3 | 10.065 | 10.365 | 11.165 | 12.065 | | 4 | 12.466 | 12.766 | 13.566 | 14.466 | ## Realm
## Progression In order to progress in our development path and Level Up or Step Up, our Strategic Business Development Managers must: * Meet the criteria of the Level & Step Chart for the [Management Path](/how-we-ensure-peoples-growth/performance/paths/management-path) * Demonstrate proficiency in all Realms
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Strategic Bus. Dev. Management | Step | | | | | ------------------------------ | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.615 | 2.915 | 3.715 | 4.615 | | 2 | 5.630 | 5.930 | 6.730 | 7.630 | | 3 | 8.606 | 8.906 | 9.706 | 10.606 | | 4 | 11.130 | 11.430 | 12.230 | 13.130 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Strategic HR Management | Step | | | | | ----------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 1.950 | 2.250 | 3.050 | 3.950 | | 2 | 4.950 | 5.250 | 6.050 | 6.950 | | 3 | 7.887 | 8.187 | 8.987 | 9.887 | | 4 | 10.468 | 10.768 | 11.568 | 12.468 | ## Realm
## Progression In order to progress in our development path and Level Up or Step Up, our Supply Chain Managers must: * Meet the criteria of the Level & Step Chart for the [Management Path.](/how-we-ensure-peoples-growth/performance/paths/management-path) * Demonstrate proficiency in the Supply Chain, Business Development, and Information Security Realms and in the KAI of the framework
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Supply Chain Management | Step | | | | | ----------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.100 | 2.400 | 3.200 | 4.100 | | 2 | 5.152 | 5.452 | 6.252 | 7.152 | | 3 | 8.918 | 9.218 | 10.018 | 10.918 | | 4 | 11.057 | 11.357 | 12.157 | 13.057 | ## Realm \
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Technical Account Management | Step | | | | | ---------------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 3.054 | 3.354 | 4.154 | 5.054 | | 2 | 5.633 | 5.933 | 6.733 | 7.633 | | 3 | 7.950 | 8.250 | 9.050 | 9.950 | | 4 | 10.180 | 10.480 | 11.280 | 12.180 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | TS Management | Step | | | | | ------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 2.500 | 2.800 | 3.600 | 4.500 | | 2 | 4.400 | 4.700 | 5.500 | 6.400 | | 3 | 7.400 | 7.700 | 8.500 | 9.400 | | 4 | 10.400 | 10.700 | 11.500 | 12.400 | ## Realm
## Salary Grid All mentioned salary ranges represent the monthly income in Bulgarian Lev after taxes and deductions. | Technical Training Management | Step | | | | | ----------------------------- | ------ | ------ | ------ | ------ | | Level | 1 | 2 | 3 | 4 | | 1 | 4.200 | 4.500 | 5.300 | 6.200 | | 2 | 7.100 | 7.400 | 8.200 | 9.100 | | 3 | 9.500 | 9.800 | 10.600 | 11.500 | | 4 | 11.800 | 12.100 | 12.900 | 13.800 | ## Realm
As long as you conform with our guidelines above, we don’t have specific expectations about what types of clothes or accessories you should wear. **Policy Violation** In case the employee does not follow the Dress Code, the following action will be taken: * Disciplinary action \
# Physical Access Control **Policy brief & purpose** Our Access Control policy outlines our rules for receiving visitors at our premises. We want to ensure that visitors will not: * Pose threats to our premises and property * Distract employees from their work * Be exposed to danger **Scope** The policy applies to all employees, contractors, trainees, partners, customers and all other visitors. The access control is granted by one Employee - the Assets Security Agent. In their absence - by the Office Manager. Employees, except the Security Guard and the Office Manager may not allow access to our building to unauthorized visitors. **Policy Elements** * Access of Employees Each Employee shall access the premises with their own access chip. In case of a forgotten or lost chip, you should approach immediately the Assets Security Agent or, in their absence, - the Office Manager. Employees are not allowed to let in their colleagues, that do not have their own access chip on the premises or to exchange their access chips. Each access chip is unique and personal. * Access of Contractors / Freelancers - Temporary assignments When arrives, the visitor is registered in the visitor's software Teems by the Assets Security Agent and receives a personal chip for the day. At the end of the working hours, the visitor shall return the chip to the Assets Security Agent. * Access of visitors - Partners / Customers / Candidates Each visit shall be registered by the Assets Security Agent in the visitor software Teem, where the visitor signs an NDA / GDPR agreement. At each visitor registration, the host should be selected in the Platform. Then, the host receives an email and should accompany their visitors from the Lobby to the premises of the meeting. When the visit is over, the Employee is responsible for accompanying the visitor back to the lobby. For each visitor, a badge is printed containing the name of the person and a photo of them. The visitors shall wear the badge throughout their visit to the office. No visitors are allowed to walk on the premises by themselves. * Access of couriers Couriers are not allowed to enter on the office floors, except for huge packages. All Company packages and correspondence should be accepted by the Assets Security Agent and then dispatched twice a day by the Office Manager. Couriers that dispatch personal orders of Employees, should contact directly the employees and wait for them to pick up the packages in the lobby. * Validate Visitor's Identity Visitor shall provide their ID card to Assets Security Agent in order for their identity to be validated. This data won't be stored or kept by LUNR. * Pre-approved Visitors Guests of the Managing Directors, Government or other institutional representatives or other special guests may pass without having to register. For these cases, the person that invites them shall fill in a pre-registration form at the moment they create the meeting. **Policy Violation** In case the employee does not follow this policy, the following action will be taken: * Disciplinary action / Other administrative actions if the behavior of the Employee led to a security breach that had negative consequences for the company. \
# Cybersecurity and digital devices Take security seriously: Everyone, from our customers and partners to our employees and contractors, should feel that their data is safe. We can all contribute to this by being vigilant and keeping cybersecurity top of mind. **Policy Elements** There are guidelines for using computers, phones, our internet connection, and social media to ensure security and protect our assets. This category, as an exception, applies to all our employees, contractors and anyone who has permanent or temporary access to our systems and hardware.
**Confidential data** Confidential data is secret and valuable. Common examples are:
* Unpublished financial information
* Data of customers/partners/vendors
* Patents, formulas or new technologies
* Customer lists (existing and prospective)
All employees are obliged to protect this data. In this category, we will give our employees instructions on how to avoid security breaches **Protect personal and company devices** When employees use their digital devices to access company emails or accounts, they introduce security risks to our data. We advise our employees to keep both their personal and company-issued computer, tablet and cell phone secure. They can do this if they: * Keep all devices password protected. * Ensure they do not leave their devices exposed or unattended. * Log into company accounts and systems through secure and private networks only. * Avoid accessing internal systems and accounts from other people’s devices or lending their own devices to others. **Manage passwords properly** Password leaks are dangerous since they can compromise our entire infrastructure. Not only should passwords be secure so they won’t be easily hacked, but they should also remain secret. We use a password management tool that generates and stores passwords. Employees are obliged to create a secure password for the tool itself, following the abovementioned advice. **Transfer data securely** Transferring data introduces security risk. Employees must: * Avoid transferring sensitive data (e.g. customer information, employee records) to other devices or accounts unless absolutely necessary. When mass transfer of such data is needed, we request employees to ask our System Administrators for help. * Share confidential data over the company network/ system and not over public Wi-Fi or private connection. * Ensure that the recipients of the data are properly authorized people or organizations and have adequate security policies. * Report scams, privacy breaches and hacking attempts. Our System Administrators need to know about scams, breaches and malware so they can better protect our infrastructure. For this reason, we advise our employees to report perceived attacks, suspicious emails or phishing attempts as soon as possible to our specialists. Our System Administrators must investigate promptly, resolve the issue and send a companywide alert when necessary. **Additional measures** To reduce the likelihood of security breaches, we also instruct our employees to: * Turn off their screens and lock their devices when leaving their desks. * Report stolen or damaged equipment as soon as possible to HR and Employee Experience Expert * Change all account passwords at once when a device is stolen. * Report a perceived threat or possible security weakness in company systems. * Refrain from downloading suspicious, unauthorized or illegal software on their company equipment. * Avoid accessing suspicious websites. * We also expect our employees to comply with our social media and internet usage policy. Our System Administrators will: * Install firewalls, anti-malware software, and access authentication systems. * Arrange for security training to all employees. * Inform employees regularly about new scam emails or viruses and ways to combat them. * Investigate security breaches thoroughly. * Follow these policies provisions as other employees do. **Remote employees** Remote employees must follow this policy’s instructions too. Since they will be accessing our company’s accounts and systems from a distance, they are obliged to follow all data encryption, protection standards, and settings, and ensure their private network is secure. We encourage them to seek advice from our System Administrators. **Policy Violation** In case the employee does not follow the Cybersecurity measures, the following action will be taken: * Disciplinary action: if a minor violation * Termination of Employment: if a severe violation If we suspect employees are engaged in suspicious or unethical activities, we reserve the right of investigating any sort of communication that occurred inside the Company's facilities or through the Company's devices. # Internet usage **Policy elements** **What is appropriate employee internet usage?** Our employees are advised to use our company’s internet connection for the following reasons: * To complete their job duties. * To seek out information that they can use to improve their work. * We expect our employees to remain productive at work while using the internet. * Any use of our network and connection must follow our confidentiality and data protection policy. **What is inappropriate employee internet usage?** Our employees must not use our network to: * Browse, download or upload obscene, offensive or illegal material. * Send confidential information to unauthorized recipients. * Invade another person’s privacy and sensitive information. * Download or upload copyrighted material and software. * Visit potentially dangerous websites that can compromise the safety of our network and computers. * Perform unauthorized or illegal actions, like hacking, fraud, buying/selling illegal goods and more. We also advise our employees to be careful when downloading and opening/executing files and software. If they’re unsure if a file is safe, they should ask the System Administrators. Employees must not deactivate or configure anti-virus settings and firewalls without managerial approval. We won’t assume any responsibility if employee devices are infected by malicious software, or if their personal data are compromised as a result of inappropriate employee use. **Company-issued equipment** We expect our employees to respect and protect our company’s equipment. “Company equipment” in this computer usage policy for employees includes company-issued phones, laptops, tablets, and any other electronic equipment, and belongs to our company. We advise our employees to lock their devices in their desks when they’re not using them. Our employees are responsible for their equipment whenever they take it out of their offices. **Policy Violation** In case the employee does not follow the Internet usage measures, the following action will be taken: * Disciplinary action: if a minor violation * Termination of Employment and legal action: if a severe violation Examples of severe violations are: * Using our internet connection to steal or engage in other illegal activities. * Causing our computers to be infected by viruses, worms or other malicious software. * Sending offensive or inappropriate emails to our customers, colleagues or partners. --- [Next Page](/llms-full.txt/1)