Policy 01 Code of Conduct and Professional Ethics
Owner HR | Applies to all personnel | Access staff portal
Purpose and expected behaviour
Personnel must act honestly, work with reasonable care, respect others and protect company and client interests within the law. They must follow lawful, reasonable instructions within their role and raise concerns when an instruction appears unsafe, unlawful, outside authority or inconsistent with a client agreement. Respectful disagreement and good-faith complaints are not misconduct.
Professional conduct is required in the office, remote meetings, client premises, university activities, work-related travel and company communication groups. Threats, bullying, discriminatory abuse, sexual harassment, intimidation and deliberate humiliation are prohibited. Managers must give feedback about work and behaviour without personal insults or coercion.
Integrity and accurate records
Personnel must not falsify attendance, invoices, receipts, qualifications, sales reports, client approvals, internship logs, project status or expense claims. Work must not be represented as completed, tested, original or client-approved when that is untrue. Mistakes in records must be corrected through a traceable process; historical entries must not be silently changed to hide an error.
Company equipment, subscriptions, funds, accounts and contacts may be used only for authorised purposes. Personnel may not borrow client money, demand unofficial payments, solicit personal commissions, or use company access to benefit a competing business. Personal activities during permitted breaks must not compromise safety, security or assigned responsibilities.
Respectful presentation and communication
Personnel must meet role-appropriate presentation and meeting standards communicated by HR, with reasonable consideration for religious practice, disability and other protected needs. Communication should be clear and courteous. Staff must not impersonate another person, use a client's identity without authority, or make statements implying legal or commercial authority they do not hold.
Reporting and handling concerns
Report suspected dishonesty, abusive conduct or misuse through the relevant manager or the company policy contact. If the manager is involved, use HR or the alternate reporting contact. Preserve relevant records and avoid spreading allegations. HR evaluates the concern under the grievance, harassment or disciplinary procedure as appropriate. Records of training, complaints and outcomes are restricted to authorised personnel.
Policy 02 Employment Probation and Role Responsibilities
Owner HR | Applies to employees and managers | Access staff portal
Written engagement and classification
No person should begin work or receive client access without an approved engagement document identifying the legal parties, role, location, start date, pay or fee, working arrangements, reporting manager and applicable policies. HR determines the appropriate employment or other engagement category from the actual arrangement and legal advice. Labels such as intern, consultant, temporary or freelance must not be used to avoid obligations arising from the work performed.
Before onboarding, HR checks identity and relevant qualifications proportionately and lawfully. Original identity documents must not be retained as security. References or background checks require a legitimate purpose, appropriate notice and any required consent. Recruitment decisions must be based on role requirements rather than irrelevant personal characteristics.
Duties and authority
Each position requires a job description covering core tasks, deliverables, reporting line, systems access and approval limits. Managers may allocate reasonable related duties consistent with the agreement, competence and safety. Material changes to pay, location, hours or role require the proper written change process. Staff must not assume authority to sign contracts, recruit workers, promise refunds or commit company funds.
Probation and confirmation
Any probation period, review date and permitted extension must be specified in the agreement and comply with applicable law. The manager explains performance expectations at the start, holds documented reviews and provides feedback and support. HR records the outcome before the relevant deadline. An extension requires a lawful basis, written reasons and communication; indefinite probation is not permitted by this policy.
Completion of probation, fixed-term renewal and changes of status are documented in writing. Failure to issue a letter must not be used to deny a status or right that arises by law. Ending employment during probation still requires the applicable process and payments.
Onboarding and personnel records
HR completes the onboarding checklist, obtains required agreements and policy acknowledgement, verifies emergency contacts, and arranges security and role training. Access is limited until training and approvals are complete. Personnel may request correction of inaccurate records. Access to personnel files is restricted, and retention follows the approved schedule. HR reviews classifications when responsibilities or working arrangements materially change.
Policy 03 Attendance Working Hours and Availability
Owner HR and department heads | Applies according to individual schedules | Access staff portal
Published schedules
The signed engagement schedule states working days, start and finish times, break arrangements, work location and any client time-zone requirements. HR records and communicates approved schedules. Office, remote and internship schedules apply only to the people assigned to them. Changes require reasonable notice and any necessary contractual agreement. Managers must check legal limits on hours, rest, overtime and work by young persons.
Recording attendance
Personnel must record their own actual start, finish and required break times using the approved attendance system. Proxy check-ins, location spoofing, fabricated logs and recording time not worked are prohibited. When the system fails, notify the manager promptly and submit a correction request showing the date, actual times and supporting explanation. HR approves corrections and preserves the original record and audit trail.
Logging in does not itself prove productive work, and an offline status does not by itself prove absence. Managers should consider agreed work methods, approved breaks, meetings, outages and the nature of the task. Monitoring must follow Policy 23.
Lateness absence and leaving during duty time
If late or unable to attend, contact the manager and the designated HR channel before the shift where reasonably possible, explain the expected duration and provide a handover for urgent work. In an emergency, notification should occur as soon as reasonably practicable. A colleague passing on a message may assist in an emergency but does not replace the worker's follow-up when able.
Leaving the workplace or becoming unavailable during scheduled duty time requires prior approval except where an emergency makes this impracticable. Personnel should state when they expect to return and how urgent work will be handled. Managers document approval and apply the rule consistently.
Follow-up and consequences
Unexplained absence triggers a reasonable attempt to contact the person, including a welfare check through approved channels where appropriate. HR must not automatically treat silence as resignation without reviewing the circumstances and following the applicable process. Repeated lateness or deliberate time falsification may be addressed under Policy 10. Automatic fines, blanket stipend forfeiture and unlawful wage deductions are prohibited. Any lawful adjustment must have a documented basis under Policy 05.
Policy 04 Leave and Holidays
Owner HR | Applies according to status and applicable law | Access staff portal
Entitlements
HR maintains an approved schedule of annual, casual, sick, maternity, paternity or other family leave, public holidays, weekly rest and any additional company leave. The schedule must state eligibility, accrual, carry-forward, payment and any legally required encashment. The schedule must comply with current law and individual agreements. An unpublished or incomplete schedule must not reduce an existing legal or contractual entitlement.
Applications and coverage
Submit planned leave through an email to ataraxydevelopers@gmail.com with the subject Leave Request with dates, leave type and a proportionate handover. Managers assess staffing and deadlines promptly and record the decision. They must not demand unnecessary medical details or condition leave on finding a replacement where this would defeat a legal entitlement. HR monitors balances and resolves disagreements about entitlement.
For illness or an emergency, notify the manager as soon as practicable. Evidence may be requested only where lawful and proportionate to the leave and circumstances. Medical documents go to HR through a restricted channel; managers ordinarily receive only the information needed to arrange leave or work adjustments.
Approval cancellation and extensions
Personnel must not assume that a pending request is approved. Managers must not leave requests unanswered until travel or care arrangements become impossible. If a request cannot be granted as proposed, give a reason and discuss alternatives, subject to protected rights. Cancelling approved leave is exceptional and requires HR review of the law, urgency, notice and reasonable consequences for the person.
An extension requires prompt contact and an updated expected return. Genuine inability to communicate should be considered. Unauthorised leave is assessed through the disciplinary process and is not automatically treated as abandonment.
Records and fair treatment
HR records leave consistently, provides balance information and corrects errors. Holiday work and compensatory arrangements require advance authorisation and legally required payment or rest. Intern placement schedules should accommodate agreed university examinations and required academic attendance. Unpaid leave arrangements must be recorded without implying a waiver of accrued rights. At exit, outstanding leave is handled according to the applicable law and agreement.
Policy 05 Compensation Stipends and Benefits
Owner HR and Finance | Applies according to engagement terms | Access staff portal
Written payment terms
The engagement agreement states salary, stipend or fee, payment frequency, due date, payment method, approved benefits and any lawful conditions. Finance must distinguish employee payroll, internship payments and contractor invoices. Minimum pay and benefit obligations depend on the actual legal classification and current requirements, not the title used in a letter. No stipend figure from a previous programme applies unless expressly included in the current agreement.
Payroll preparation and approval
HR supplies authorised joins, exits, attendance adjustments and pay changes. Finance prepares a payment schedule and reconciles it against approved terms. A designated approver checks the schedule before payment; the preparer must not approve their own unauthorised change. Payment details are verified securely. Staff receive an appropriate payment statement showing the amount and any deductions or adjustments.
Payroll errors should be reported promptly and investigated without retaliation. Correct confirmed underpayments as soon as practicable and within applicable deadlines. Recovery of overpayments requires HR review, communication and a lawful repayment method; Finance must not make unexplained unilateral deductions.
Overtime commissions and expenses
Managers should approve overtime before it occurs and keep time records. Failure to obtain approval may be addressed separately but must not be used to deny payment legally due for work performed. Commission plans must specify the earning event, payment date, cancellations, refunds and treatment on exit. Changes must not retroactively remove earned commission.
Business expenses require an approved purpose, supporting evidence and submission under Policy 24. Workers must not be required to incur unaffordable personal spending without an agreed arrangement. Benefits and statutory contributions are administered according to the relevant eligibility and law.
Deductions and final payments
Only deductions authorised by law and, where required, valid agreement may be made. Alleged losses, client complaints, training costs, missed targets or failure to return property do not automatically justify withholding salary or stipend. HR must review evidence and the permitted recovery route. Final earned pay and mandatory entitlements must be paid within the applicable deadline, even where a separate property or damages dispute continues. Payroll and bank information are restricted and retained under Policy 19.
Policy 06 Remote Work and Client Assignments
Owner Operations and HR | Applies to remote and client-assigned personnel | Access staff portal
Assignment approval
A written assignment identifies work location, time zone, scheduled availability, reporting manager, client supervisor if any, permitted systems, deliverables and expenses. Working from another city or country requires prior approval because access, insurance, tax, employment and data-transfer consequences may change. The company must not assume that a remote-work approval permits cross-border work.
Availability and work reporting
Personnel attend scheduled meetings, update task status and notify the manager of blockers or outages promptly. The assignment sets realistic communication expectations during working hours. Continuous camera use, constant online status or unpaid round-the-clock availability is not presumed. Work should be measured against agreed outputs and appropriate attendance records.
The company and worker agree an outage plan, such as an approved alternative connection, safe location or revised task allocation. Report disruption and estimated recovery without inventing connectivity or attendance. Any backup connectivity cost must follow the written expense arrangement.
Client instructions and boundaries
The Ataraxy manager remains the contact for employment, pay and internal grievances. The client may direct agreed project work within the service arrangement. Conflicting instructions, requests outside scope, sensitive data requests or demands to use personal accounts must be escalated before execution. Staff must not agree to changed fees, unpaid extra hours, personal side work or direct employment arrangements on the company's behalf.
Personnel assigned to multiple clients must keep files, credentials, communication and billed time separate. They must not transfer code, content, leads or confidential knowledge from one client to another. Approved substitution or subcontracting requires both internal and any necessary client permission.
Safe and secure remote work
Use an approved device and private working environment, lock screens, prevent household access, and use headsets where needed to protect discussions. No client work may be delegated to relatives or friends. Report lost equipment, suspicious access or accidental disclosure immediately. Client complaints are investigated fairly; a request to remove someone from an assignment does not by itself determine their employment termination. At assignment end, Operations coordinates handover and Security removes access under Policy 11.
Policy 07 Performance and Work Quality
Owner department heads and HR | Applies to employees and relevant trainees | Access staff portal
Setting expectations
Managers explain expected outputs, deadlines, quality criteria, available resources and review points at the start of an assignment. Targets should be realistic for the person's role, experience, agreed hours and training stage. Interns must receive learning objectives and supervision rather than being measured as fully trained employees without support.
Progress and review
Personnel maintain accurate task records, identify blockers early and request clarification when instructions are incomplete. Managers review work at appropriate stages so avoidable errors are identified before client delivery. Feedback should identify examples, expected improvements and support available. A client complaint is evidence to investigate, not proof of fault on its own.
Assessments may consider accuracy, timeliness, communication, security practices, teamwork and relevant output. Targets must not encourage fabricated activity, inflated sales, copied content or unsafe shortcuts. Staff may comment on their review and correct factual inaccuracies. Review records are confidential.
Improvement plans
Where performance falls short, the manager and HR assess workload, training, unclear scope, equipment problems, health or disability needs and other relevant factors. A written improvement plan states the specific concern, measurable standard, support, review dates and possible outcomes. The person receives a reasonable opportunity to improve appropriate to the issue and applicable law.
An improvement plan must not disguise retaliation or predetermine dismissal. Managers record progress and update the plan where circumstances materially change. Completion should be confirmed; unresolved concerns may lead to further support, a role adjustment by agreement or lawful action.
Capability and misconduct
Lack of skill or an honest error is assessed differently from deliberate dishonesty, refusal of lawful duties or intentional security violations. Serious incidents may be investigated under Policy 10 while operational remediation proceeds. No automatic deduction applies because a client rejected work or a target was missed. HR ensures that any employment outcome follows the relevant agreement and legal process.
Policy 08 Anti Harassment Equal Opportunity and Non Retaliation
Owner HR and designated competent authority | Applies to all work-related interactions | Access staff portal and required public displays
Prohibited conduct
Ataraxy prohibits sexual harassment, discriminatory harassment, bullying, intimidation and retaliation in the workplace and in work-related online or off-site interactions. This includes unwanted sexual conduct, coercive requests, offensive sexual material, threats linked to employment or grades, and abuse directed at protected characteristics. A person's seniority, client status or unpaid status does not excuse prohibited conduct.
Decisions on recruitment, training, pay, assignments and progression must be based on legitimate criteria and applicable law. Reasonable accommodation requests should be considered confidentially and fairly. A person need not first confront the alleged harasser to make a complaint.
Reporting and immediate protection
Reports may be made to any designated inquiry committee member, HR or the company policy contact. Where a formal written complaint is needed, reasonable assistance should be offered. A complaint about HR or senior management must have an independent route. Personnel may also use the competent external authority; internal reporting is not a compulsory barrier to a statutory remedy.
HR considers immediate protective steps, such as changing reporting arrangements or limiting contact, without presuming guilt or unnecessarily disadvantaging the complainant. Threats or immediate danger require appropriate emergency assistance. Confidentiality is maintained on a need-to-know basis, but absolute secrecy cannot be promised where fair inquiry or law requires disclosure.
Inquiry arrangements
Management must constitute the legally required inquiry committee, designate the competent authority and publish the required code and contact details. The official FOSPAH guidance identifies a three-member committee including at least one woman. Membership, jurisdiction, procedure and statutory deadlines must be checked against the applicable current law and recorded by HR.
The formal inquiry follows that law, including notice of allegations, opportunity to respond, fair consideration of evidence, conflict management, written findings and available appeal rights. This policy does not replace the statutory code or create alternative deadlines. An implicated person must not investigate or decide their own case.
Non retaliation and outcomes
Retaliation against complainants, witnesses or people assisting in good faith is prohibited. Monitor changes in assignments, ratings, working conditions and threats following a report. An unsubstantiated allegation is not automatically malicious. Deliberate fabrication requires separate evidence and fair process. Corrective or disciplinary action follows substantiated findings and applicable law. HR retains restricted records and provides training to all personnel, including interns and remote workers.
Policy 09 Grievances and Reporting Wrongdoing
Owner HR with independent escalation contact | Applies to all personnel | Access staff portal
Access to the process
Personnel may raise concerns about work conditions, pay, unfair treatment, conflicts of interest, fraud, safety or data misuse. They may approach their manager, HR or the alternate contact without obtaining permission from the person complained about. Harassment allegations follow Policy 08; security emergencies follow Policy 20 immediately rather than waiting for a routine grievance review.
Submitting and acknowledging concerns
A report should describe what happened, dates, people involved, available evidence and the outcome sought. Missing detail does not justify ignoring a serious concern. Anonymous reports should be considered to the extent they can be investigated, while explaining that anonymity can limit follow-up. HR acknowledges receipt where a return channel exists, explains the next step and gives a reasonable update schedule.
The administrative targets are acknowledgement within two working days and an initial handling plan within five working days. These are internal service targets, not substitutes for shorter statutory deadlines. Complex matters may take longer, and the reporter should receive a reason and revised estimate.
Fair investigation
Assign an investigator with suitable independence and competence. Gather relevant records lawfully, interview people fairly and protect confidential information. The person affected by adverse allegations must have a fair opportunity to respond where the process requires it. No manager may instruct someone to delete evidence, withdraw a lawful complaint or sign a false statement.
HR records the findings, outcome and actions. The reporter receives an appropriate explanation without unnecessary disclosure of another person's confidential personnel information. If dissatisfied, the person may request review by Waleed Naeem or an appropriately independent reviewer where he is involved in the matter, ordinarily within ten working days of the outcome, with extensions considered for reasonable circumstances. Statutory rights and deadlines remain unaffected.
Protection and records
Good-faith reporting is protected even if the concern is not substantiated. Knowingly false evidence may be considered separately through due process. Personnel may seek legal advice, report to competent authorities and exercise protected rights without obtaining company approval. Investigation files are restricted and retained under a documented schedule and any legal hold.
Policy 10 Disciplinary Action and Misconduct
Owner HR and authorised decision maker | Applies to employees with adapted lawful processes for other engagements | Access staff portal
Fair and proportionate action
Discipline addresses substantiated breaches of applicable duties or policies. HR considers seriousness, evidence, intent, actual or potential harm, prior relevant warnings, training, consistency, mitigation and legal requirements. Progressive measures may include coaching, a written warning, a final warning and lawful termination. No rigid sequence is promised where serious misconduct justifies a different lawful response, but statutory safeguards must always be followed.
Examples of possible misconduct include repeated unexplained absence, refusal of lawful and reasonable instructions, deliberate time falsification, unauthorised disclosure, fraud, theft, harassment, credential misuse, deliberate destruction of records and unauthorised client diversion. Poor performance, protected leave, a good-faith complaint and an honest mistake must not automatically be labelled gross misconduct.
Immediate protective measures
Where there is a credible security or safety risk, an authorised manager may restrict system access, preserve records or separate duties promptly. Such controls do not themselves establish guilt. Any employment suspension, its pay status and duration require HR and legal review under the applicable law; a security lockout must not be used as a concealed unpaid suspension.
Investigation and response
HR appoints an impartial investigator and preserves relevant records with dates and sources. The individual receives sufficiently clear written allegations and an appropriate opportunity to explain and supply evidence. Required representation, inquiry and hearing rights must be respected. An emergency does not justify fabricating evidence, demanding confession or bypassing mandatory procedure.
The investigator distinguishes established facts from disputed claims and records limitations. The authorised decision maker considers the response before deciding. Where practicable, the investigator and decision maker should be different people. Conflicts involving management require an independent reviewer or external adviser.
Decision appeal and payments
The written decision states the findings, reasons, effective date, action, any warning duration or improvement requirement, and review or appeal route. An internal appeal should ordinarily be submitted within ten working days, subject to reasonable extensions and overriding legal rights. Appeal is considered by someone not materially involved in the original decision where practicable.
Dismissal without notice may be considered only where the facts and applicable law permit it after required procedure. Earned wages and mandatory entitlements remain payable. Company policies do not authorise arbitrary fines, automatic recovery of all alleged losses or confiscation of personal property. Suspected crime may be referred through lawful channels based on evidence; threats of criminal action must not be used to force resignation or waive rights.
Policy 11 Resignation Termination and Offboarding
Owner HR with Operations Finance and Security | Applies to all departures with status-specific terms | Access staff portal
Starting the process
Resignations should be submitted in writing to HR and the manager. HR acknowledges receipt, checks the lawful notice requirement and confirms the proposed last working day. The company may agree a shorter period or other arrangement in writing within the law. Employees must not be told that resignation is impossible until a replacement is hired. Any company-initiated ending requires the applicable contractual and statutory grounds and procedure.
Handover and continuity
The manager prepares a handover list covering open projects, deadlines, file locations, client contacts, outstanding approvals, source repositories and known risks. Work belongs in approved systems before exit. Passwords must be transferred through the approved vault or replaced; they must not be written in an unsecured handover document. A manager checks that another authorised person can maintain critical services.
Access and property
HR gives Security the exact access-removal time, accounting for the nature of the departure and any immediate risk. Security disables accounts, sessions, tokens, VPN access, shared credentials and recovery methods as relevant. Rotate shared secrets, transfer business ownership and remove personal recovery contacts from company accounts. Preserve evidence and business records before deleting accounts.
Record return of equipment, access cards and company records. For personal devices, arrange proportionate removal of company data with consent and authority; do not erase unrelated personal information. The departing person confirms deletion or return of unauthorised copies, subject to lawful personal records and evidence-preservation rights.
Final settlement and continuing duties
Finance calculates earned pay, approved expenses and mandatory benefits within legal deadlines. Property disputes must be handled separately where withholding pay is not lawful. HR explains continuing confidentiality and intellectual-property obligations without creating a new blanket non-compete or restricting lawful employment elsewhere.
Client and university notifications must be factual, limited and approved. References follow Policy 35. Exit interviews are optional and must not be used to pressure a waiver. HR closes the checklist, retains required records and schedules removal of remaining access or data after any lawful retention period. An internal appeal or legal claim does not permit ongoing unauthorised access to company systems.
Policy 12 Workplace Safety and Emergencies
Owner office administrator and HR | Applies to office remote and client work as relevant | Access staff portal
Safe working arrangements
The company identifies foreseeable office and work-related hazards, maintains safe equipment and communicates emergency procedures. Personnel must use equipment correctly, keep exits clear and report unsafe wiring, damaged devices, fire hazards, injuries and near misses. Workstations should support reasonable posture, lighting and breaks. Remote workers should report work-related ergonomic or electrical concerns for practical resolution.
Emergency response
HR must communicate the office emergency arrangements, assembly point, first-aid arrangements and responsible persons during onboarding and whenever they change. In immediate danger, seek appropriate emergency assistance and move to safety. Do not delay necessary help while waiting for management approval. Personnel must not attempt specialist electrical, fire or medical interventions beyond their competence.
Managers should account for personnel during evacuation where safe and make reasonable arrangements for anyone needing assistance. Drills and inspections must be recorded. Visitors and interns must receive the relevant orientation rather than being assumed to know the premises.
Incidents health and welfare
Report work-related injuries or illness promptly, with enough information to arrange assistance and required reporting. HR protects medical confidentiality and assesses adjustments or return-to-work arrangements. No person should be pressured to work in conditions presenting an imminent serious danger or punished for raising a good-faith safety concern.
Violence, threats and possession or use of dangerous items contrary to law or site rules are prohibited. Substance use that makes work unsafe is prohibited; medical treatment and disability-related issues require fair and confidential handling. Travel and client visits need appropriate approval and contact arrangements.
Follow-up
The responsible manager records the incident, immediate response, underlying causes and corrective measures. Required reports to competent authorities must be made within applicable deadlines. Safety concerns must not be closed merely by blaming an intern or junior worker where supervision, equipment or procedures contributed. Review emergency arrangements when the office, workforce or risks change.
