This is our first-level agreement on how we come together to work.

In this chapter, we put the basic terms of our work relationship in simple language so that neither side has to guess. Earlier, it would say, “These are our rules; if you agree, sign and join. We can change them whenever we want.” That era is over for us.

Here, we say something different. We agree that these are guidelines we both accept, in the best interest of our shared future. If there is ever a need to tweak, modify or change anything important, we will talk first, and wherever there is doubt, we will lean towards protecting people before protecting convenience. The business must stay viable, but not by quietly weakening the employee’s position. This chapter is our first handshake on that understanding.

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2.1 Nature of Our Work Relationship

We see this relationship as a professional partnership between those who build the business and those who run it. It is voluntary, time-bound and based on trust. You are free to choose us, and we are free to choose you, but once we decide to work together, we both commit to be clear, fair and honest about expectations.

There are no hidden conditions, secret obligations or fine-print tricks. Whatever defines this relationship should be clearly written down, explained in normal language, and understood on both sides before work begins.

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2.2 Offer, Joining and Probation – how we start

We began with putting out an Invitation. We jointly went through a rigorous process draining both of us of our precious resource and energy. Now finally when we offer you a role, the offer letter is not a trap; it is a clean summary of what we are promising each other; role, pay, location, working pattern and basic conditions. You should have enough time and space to read, ask questions and take advice before saying yes.

Probation is not a one-sided test where only the employee gets judged. It is a mutual trial period. You are checking whether this place suits your life and values; we are checking whether this role fits your strengths and style. During probation, we owe you clear feedback, not silent observations. At the end of it, confirmation or extension should never come as a surprise.

When we confirm you, we are saying: “Yes, we see you as part of our long-term story.” When you accept, you are saying the same back to us.

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2.3 Role Clarity and Job Descriptions – knowing what “my work” actually is

Both sides have the right to know, in clear words, what exactly the work is. A job description is our shared map. It tells us the main responsibilities, priorities and expected outcomes. It is not a cage, but it is also not a blank cheque.

We accept that in smaller teams and growing businesses, people may occasionally have to stretch beyond their core role. But this flexibility must not turn into exploitation. If the work asked from you is regularly far beyond what was agreed, or clearly unrelated to your role, you have the right to raise it, and we have the duty to discuss and correct it.

Role clarity protects both sides: you from being overloaded and us from being disappointed by unspoken expectations.

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2.4 Types of Engagement – the many ways we might work together

We may work together in different forms; full-time, part-time, intern, apprentice, consultant, project-based, task based, deliverable based or remote. Each form has its own pattern of time, pay, responsibility and benefits.

We agree that the type of engagement should be clearly named and explained before you join, not after. A full-time role should not quietly behave like a contractor agreement when it suits us, and a project role should not be made to carry expectations of a permanent position without discussion.

Whatever the arrangement, the basic dignity, respect and fairness of the relationship remain the same. For each form of engagement; full-time, part-time, intern, apprentice, consultant, project-based, task based, deliverable based or remote, please ask for the one that is being offered here.

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2.5 Transfers, Location Changes and Reassignments. balancing need and reality

Sometimes the business may need people in a different location, team or role. Sometimes your personal life may need you to ask for a change. Instead of treating transfers as a one-sided order, we agree to treat them as a conversation.

If we propose a transfer or reassignment, we will explain why, discuss your situation, and try to find a practical path that does not break your family life, health or basic stability. If you request a change, we will listen seriously and explore options within what the business can manage.

Transfers will never be used as punishment or pressure. They are tools to align work needs with human realities, not weapons.

These days with multi location operations, apparently same - similar roles may look no different, but they could be. So best is we discuss and work out the best choice for both of us. Within the same city, inter-city, inter-country job transfer employee shall be given the accept or reject option with resultant outcomes explained in details.

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2.6 Changes to Terms – how we handle tweaks and revisions

Over time, laws may change, markets may shift and our own business may evolve. When that happens, this chapter – and other parts of the policy – may need updating. We agree on some simple principles for any such change:

No changes shall be hidden in complex language.

No major negative changes shall be applied silently or retroactively.

All changes will be communicated clearly, will give a chance to understand and respond, and wherever possible, there shall be options that protects employee interests first, while keeping the organization healthy.

In spirit, we agree that people are not cost items to be adjusted at will; they are partners in this journey.