Code of Ethics

When someone says something hard, the first reaction is to understand, not defend. This applies to technical feedback, to disagreement, and also when someone comes with something personal.

Not physical, not verbal, not written, not in the silence that excludes. Moral and sexual harassment, and discrimination based on race, gender, sexual orientation, religion, age, disability, origin, social condition or any other characteristic, is incompatible with Kobana and has immediate consequences.

Conflict is part of it. We treat disagreement as an opportunity to get closer to the truth, not as a contest of who shouts louder. We attack ideas, never people.

Sugar-coating feedback helps no one. Neither does offending. There is a middle path: saying clearly what needs to be said, in the way we would want to hear it, when it needs to be said.

Different points of view make work better. That is why we seek a diverse team and protect the space for each person to show up whole — with their story, their way of thinking, their language.

What is known about someone — diagnosis, family situation, compensation, history — stays with those who need to know. People's privacy will always be respected, regardless of context.

Whoever makes a good-faith mistake finds welcome, conversation, adjustment. Mistakes are not punished. Whoever covers up their own mistake or someone else's loses the trust that holds everything together and has no place here.

Kobana has bargaining power in many relationships. We use that power with weight and responsibility — not to extract conditions the other party cannot meet.

Late payment corrodes the lives of those smaller than us. It is not a cash-flow lever. We do not negotiate longer terms with smaller suppliers.

We don't favor friends, relatives, or acquaintances in hiring processes. We choose by the whole: technical qualification, security, and trust.

Whoever works with us — develops software, runs infrastructure, supports customers — needs to be aligned with this code where applicable.

We talk about our product, we don't speak ill of others'. We don't fix prices, we don't divide markets, we don't trade sensitive information with competitors. If a competitor tries that kind of conversation, we end the conversation.

There are peak moments, and we deliver hard in them. Continuous overload work is a planning failure, not heroism.

Weekends, vacations, end of the workday. We don't expect responses during those times, and we don't interrupt those who are away. Real urgency is rare; manufactured urgency does not justify intrusion.

Attention to detail — in code, in text, in spreadsheets, in customer service — is a form of respect for whoever will read, use, and depend on it.

A shortcut that weakens the company three years from now is not a shortcut — it is postponed loss.

Studying, erring, reflecting, returning with what was learned. That is delivery, not pause.

Code, processes, customer base, methodology, material developed in here belongs to Kobana. It applies during and after the contract.

We don't use it for anything else, we don't share it with third parties, we don't take it out.

It includes what we see in meetings, in customer service, in code, in systems. It includes after the person no longer works here.

If you have access to something that is not yet public — about Kobana, about a customer, about an operation — don't use it for your own benefit or for third parties. Don't trade assets based on it. Don't tell someone so they can trade.

Occasional personal use is part of life. Equipment provided by Kobana and access to company systems may be audited, with criteria and registry, in situations involving information security or incident investigations.

It is not just the security team's. Locking the screen, not falling for phishing, not sharing passwords, reporting incidents early — that is everyone's job.