Section 2
Guiding Principles
The commitments that shape how decisions get made here, and the channels available when something falls short of them.
2.1 Equal Employment Opportunity
Employment decisions — hiring, pay, development, promotion, and separation — are based on qualifications, performance, and business need. We do not make those decisions based on characteristics protected by applicable law.
Managers are expected to document the criteria behind significant employment decisions so they can be reviewed for consistency.
2.2 Inclusion in Practice
Inclusion is practical work, not a slogan. It means running meetings where people can contribute, writing job criteria that describe the work rather than a profile, and giving feedback that helps someone grow.
If you notice a practice that quietly excludes people, raise it. Small process fixes often have more effect than broad statements.
2.3 Workplace Accommodations
If a medical condition, disability, religious practice, or pregnancy-related need affects how you do your job, you can request an accommodation. Start by contacting the People team; you do not need to share details with your wider team.
Requests are handled through an interactive conversation to identify an adjustment that works for you and for the role. Supporting documentation may be requested, and information shared is kept confidential.
2.4 Anti-Harassment and Anti-Discrimination
Harassment, discrimination, and bullying have no place here. This applies to employees, contractors, vendors, and anyone else we work alongside, in person and online.
Behavior does not have to be severe or repeated to be worth reporting. If something felt wrong, it is worth a conversation.
2.5 Reporting and Non-Retaliation
You can raise a concern with your manager, any member of the People team, or through the reporting channel provided at onboarding. Reports are reviewed promptly and handled as confidentially as the investigation allows.
Retaliation against anyone who raises a good-faith concern or participates in an investigation is itself a violation and is treated seriously.
2.6 Ethics, Conflicts, and Compliance
We expect honest dealing with the public, partners, and each other. Disclose potential conflicts of interest — outside work, financial interests, or close relationships that could affect a business decision — before they become a problem.
Gifts, entertainment, and favors that could reasonably be seen as influencing a decision should be declined. When in doubt, ask before you accept.