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- Introduced "Pension Scheme & Benefits" detailing secondary employment benefits and pension specifics.
- Created "Roles & Accountabilities" outlining the Holacracy role structure and responsibilities within Respellion.
- Added "Security" section covering GDPR compliance and workplace safety protocols.
- Established "Spending and Contracting" policy detailing expense categories and submission processes.
- Documented "Who We Are" to define Respellion's identity, services, and operational model under Holacracy and ISO 9001.
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---
title: Day to Day
category: Day to day
source_files:
- docs/Day to day/overtime-flexible-hours.md
- docs/Day to day/office-presence.md
- docs/Day to day/time-registration.md
- docs/Day to day/office-etiquette.md
- docs/Day to day/travel-time-policy.md
- docs/Day to day/printer.md
summary: >
Practical daily-work policies: overtime and flexible hours with Time-for-Time
(TfT), office presence registration, Exact time registration, office etiquette,
travel-time compensation, and printing via PaperCut Hive.
tags:
- overtime
- flexible-hours
- time-for-time
- tft
- office-presence
- time-registration
- exact
- etiquette
- travel-time
- printing
related_topics:
- holiday-and-leave.md # leave registration in Exact, sick leave reporting
- pension-scheme-and-benefits.md # travel allowance, benefits overview
- spending-and-contracting.md # travel km allowance, expense submission
- how-we-work-together.md # core values behind flexibility/etiquette
key_facts:
tft_compensation_weekday: 100% (1-for-1)
tft_compensation_saturday_sunday: 175%
tft_compensation_public_holiday: 300%
tft_savings_maximum_hours: 24
travel_time_unpaid_threshold_hours_one_way: 1.5
travel_time_compensation_above_threshold: "1:1"
time_registration_tool: Exact Online
presence_tool: Outlook Calendar
printing_service: PaperCut Hive
ai_context: >
This is the canonical home for Time-for-Time (TfT) accrual and the overtime
compensation rates. The leave section (holiday-and-leave.md) also registers TfT
in Exact but defers to this file for the concept and weekend/holiday rates.
"Time-for-Time" = "Tijd-voor-tijd" in Exact. Travel TIME compensation (the
1.5-hour threshold here) is distinct from the travel KILOMETER allowance
(EUR 0.23/km) which lives in spending-and-contracting.md and the benefits
overview.
---
# Day to Day
This section covers the practical rhythm of working at Respellion: overtime and flexible hours, presence registration, time registration in Exact, office etiquette, travel-time compensation, and printing.
## Overtime and Flexible Hours
At Respellion, we strive for a sustainable and healthy work-life balance. This aligns directly with our core value of Self-Discipline. We trust that as a professional you take personal responsibility for maintaining healthy working hours. These guidelines provide a framework to facilitate flexibility, protect you, and simultaneously offer the autonomy that fits our culture. In exceptional cases, there is always the opportunity to discuss possibilities.
### 1. Framework for flexibility and saving hours (Employee's Choice)
We understand that you may need flexibility. Therefore, it is possible to manage your contract hours flexibly within a month, or to work extra hours to save for time off at a later moment. There is no obligation to use these saved hours within a specific period.
- **Time-for-time as the basis:** Hours you work beyond the daily norm are automatically processed as saved leave hours. These hours are compensated on a 1-for-1 basis (100%) on weekdays.
- **Savings Maximum:** To maintain balance, there is a maximum of 24 hours above the normal non-statutory balance.
- **Personal Responsibility:** It is your responsibility to monitor your saved-hours balance and to take your time off promptly to avoid exceeding the 24-hour limit. This is a direct example of the self-discipline we value highly at Respellion.
#### Administration — Time-for-Time (TfT)
If you work more hours than your contract stipulates in a month, these extra hours will be added to your TfT balance at the beginning of the following month.
1. **Accrual:** At the beginning of each month, the overtime hours from the previous month are manually added to your TfT balance. You can see this as a separate balance in your leave administration.
2. **Taking Leave:**
- Go to **Leave Registration** in Exact.
- Click on **"Create leave registration"**.
- Select your own name.
- Under **Leave Type**, choose **"Tijd-voor-tijd" (Time-for-time)**.
- Enter the number of hours you wish to take.
- **Please note:** ensure you do not create a negative TfT balance.
### 2. Overtime by Assignment (Client Necessity)
While our policy is aimed at preventing overtime, it may occur that a client requests extra effort. In such cases, the following framework applies:
- **Consultation is crucial:** Overtime at a client's request always takes place in consultation with, and with approval of, the responsible role. We will take your personal situation into account as much as possible.
- **Compensation:** Overtime on weekdays is standardly compensated with time-for-time (100%). For necessary work on Saturdays, Sundays, and public holidays, significantly higher compensation rates apply: **175% for weekend days** and **300% for public holidays**. These hours are also primarily compensated in time.
### 3. Payout of Saved Hours
We offer the option to have saved hours paid out. It is your own responsibility to indicate in a timely manner if you wish to have saved hours paid out. This aligns with the entrepreneurial attitude we encourage in all our colleagues.
## Office Presence
To keep track of who is in the office and when, you can set your planned presence in Outlook Calendar. For each workday, indicate whether you expect to be working from home (Remote) or at the office (Office).
Of course, not every week is the same. In that case, select your average presence and then adjust this in the weekly overview for the days that deviate from the schedule.
[See further instructions in the manual](https://respellion.sharepoint.com/sites/Company/Shared%20Documents/Forms/AllItems.aspx?id=%2Fsites%2FCompany%2FShared%20Documents%2FHandleiding%20%2D%20Locatie%20instellen%20in%20Outlook%2Epdf&parent=%2Fsites%2FCompany%2FShared%20Documents).
## Exact Time Registration
We use Exact Online as financial administration and for time registration in projects, internal activities, and absence. The following instructions cover the steps to register your hours on the various types.
You need to register all contract hours, so if you work 36 hours, you register only 36 hours.
- Mind that you register your hours according to the appropriate project type, either Time and Material (TM) or Fixed Price Projects (FPP).
- Regarding registering your absence: please **do not** register hours of absence in your time registration for your project(s). You can simply leave these empty in your daily or weekly registration. (All absence is registered via the leave registration module — see [Holiday and Leave → Leave administration in Exact](holiday-and-leave.md).)
- Time spent on internal activities needs to be specified on the correct "Uursoort" in project **INTBD001 — Business Development**.
- Time spent on our werk- en rol-overleggen has a specific "uursoort".
### Sickness registration
When you are ill, you do not need to register any hours in Exact yourself. Do report your illness to the People Officer role, according to the procedure in our absence protocol. The People Officer will then ensure your sick leave is registered correctly in Exact. (Full sick-leave procedure: [Holiday and Leave → Sick leave](holiday-and-leave.md).)
## Office Etiquette
At Respellion, we strive for a productive and respectful work environment for everyone, including during remote meetings held from the office. To minimize disruptions and ensure optimal concentration, the following guidelines apply:
- **Larger meetings and demonstrations:** For meetings with multiple participants or for demonstrations, it is essential to reserve a separate meeting room. This ensures that others in the open-plan office are not disturbed and that meeting participants can concentrate optimally.
- **Individual calls and short discussions:** Brief, individual calls or quick discussions via a remote connection are acceptable in the open office space. However, always be mindful of your volume and try to cause as little inconvenience as possible to your colleagues. Keep the duration of such calls in the open space limited.
These guidelines contribute to our collective well-being and efficient way of working, in line with our core values such as trust and self-discipline, which are also reflected in our ability to be considerate of one another.
## Travel Time Policy
At Respellion, we recognize that business travel is sometimes necessary to serve our clients effectively. This policy outlines how travel **time** is compensated, ensuring a fair balance between business needs and personal time.
- Employees may claim travel time that exceeds 1.5 hours (one-way).
- For any single journey, the first 1.5 hours of travel time (one-way) is considered personal time and will not be compensated.
- Any travel time beyond 1.5 hours per single journey can be registered and will be compensated at a 1:1 ratio.
- This policy applies to occasional travel requirements. For structural travel patterns that consistently exceed this threshold, individual arrangements may be discussed.
- Employees should register travel time using the appropriate hour type in the time registration system.
> The travel **kilometer** allowance (EUR 0.23/km) is a separate matter — see [Spending and Contracting → Travel](spending-and-contracting.md) and the [benefits overview](pension-scheme-and-benefits.md).
## Printing — PaperCut Hive
We can print documents with the PaperCut Hive service, which requires you to create an account. This system will handle all your printing. PaperCut will guide you through the setup process, but here's a quick overview:
**From your computer.** Once you've created your account, you'll access the User Portal. Under the Home tab, you'll see your Access Code. When you print something from your computer, you can use this code directly on the printer to view and release your print jobs. Before printing, make sure you've downloaded the printer onto your computer. You can find the download link under "Set up my devices" in the portal. Once installed, the printer will appear in your list of available devices, and you can send your print jobs there.
**From your phone.** You can also print from your mobile device. Download the app (the link is also under "Set up my devices") and connect it to your account. You'll be able to print from both your computer and phone, view your print queue in the app, and adjust things like color, double-sided printing, and number of copies before hitting "Print release."
For more detailed instructions, check the "How to print" section in the User Portal. If something doesn't work or you get stuck, don't worry — just reach out to someone from the THT team and they'll help you out.
## Related Topics
- [Holiday and Leave](holiday-and-leave.md) — leave registration in Exact (regular leave, TfT) and the full sick-leave procedure referenced above.
- [Spending and Contracting](spending-and-contracting.md) — the EUR 0.23/km travel allowance and expense submission in NMBRS.
- [Pension Scheme & Benefits](pension-scheme-and-benefits.md) — benefits overview including travel and phone allowances.
- [How We Work Together](how-we-work-together.md) — the core values (Self-discipline, Trust) that underpin flexible hours and etiquette.

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---
title: Holiday and Leave
category: Anything to do with (holiday) leave
source_files:
- docs/Anything to do with (holiday) leave/holiday-vacation-leave.md
- docs/Anything to do with (holiday) leave/sick-leave.md
- docs/Anything to do with (holiday) leave/parental-leave.md
- docs/Anything to do with (holiday) leave/special-leave.md
summary: >
All leave types: holiday/vacation leave (entitlement, registration in Shifts
and Exact, carry-over, public holidays, interchangeable holidays), sick leave
(reporting, Poortwachter, company doctor, wage continuation), parental leave
(maternity, partner/paternity, parental, adoption/foster), and special leave
(study, unpaid, family situations, emergency/short-term/long-term care,
informal care).
tags:
- leave
- vacation
- holiday
- sick-leave
- parental-leave
- maternity-leave
- paternity-leave
- special-leave
- care-leave
- study-leave
- unpaid-leave
- shifts
- exact
- wazo
- poortwachter
related_topics:
- day-to-day.md # Time-for-Time accrual & registration, sickness in Exact
- pension-scheme-and-benefits.md # 25 vacation days, allowances affected by unpaid leave
- how-we-work-together.md # People Officer role, core values
- learning-personal-development.md # study leave relates to development
key_facts:
vacation_days_fulltime: 25 (20 statutory + 5 non-statutory)
mandatory_consecutive_vacation: 2 weeks per year
carry_over_hours_fulltime: 80
statutory_days_expiry: 6 months after the accrual calendar year
non_statutory_days_expiry: 5 years
leave_admin_tool: Microsoft Shifts (requests) + Exact (balance)
sick_report_window: 08:30–09:00 by phone to People Officer
wage_continuation_illness: 100% year 1, 70% year 2
maternity_leave_weeks: 16 (20 for multiple births)
partner_birth_leave: 1 week paid (100%) + 5 weeks additional (70% via UWV)
parental_leave_per_child: 26 x weekly hours (9 weeks paid at 70% before age 1)
study_leave_days: 5 per year (40h week, pro-rata), expire 31 December
unpaid_leave_max: 12 months (permanent contracts)
interchangeable_holidays_per_year: 4
ai_context: >
The "People Officer" is the Holacracy role that approves and administers all
leave (see who-we-are.md / how-we-work-together.md). Leave REQUESTS are made in
Microsoft Shifts; leave BALANCES and absence are administered in Exact.
Time-for-Time (TfT) registration steps are documented canonically in
day-to-day.md (Overtime) and only referenced here. Parental-leave rules align
with the Dutch Work and Care Act (Wet Arbeid en Zorg / WAZO); care-leave rules
also derive from WAZO. Unpaid leave and several care leaves reduce untaxed
allowances and can affect pension and the annual salary raise — cross-reference
pension-scheme-and-benefits.md and learning-personal-development.md (Growth &
Reward).
---
# Holiday and Leave
This section covers every form of leave at Respellion: holiday/vacation leave, sick leave, parental leave, and special leave (study, unpaid, family/care situations).
> **Where to request and register leave:** Leave requests are made in **"Shifts" within Microsoft Teams** and approved by the **People Officer**; balances and absence are administered in **Exact**. This applies to all leave types below, including sick leave.
## Holiday and Vacation Leave
### Leave procedure
When you take leave, you'll of course have a critical look at your calendar and your colleagues and make sure that your colleagues know that you are not there before you take leave. The administration is done in "Shifts" within Microsoft Teams.
Make a new Request for Time-Off in Microsoft Shifts with the right category. This also includes Sick Leave. Your request will be approved by the People Officer, after which the leave will be visible in Shifts to the whole team.
Create an event in your own calendar for your holiday to ensure your agenda is blocked.
If you are not sure whether your leave falls under holiday hours but, for example, under care or a sudden absence, please contact the People Officer role so together we can look at the possibilities. Also see the **Sick Leave** and **Special Leave** sections below for more info.
### Leave administration in Exact
**1. Basic Principles**
- **Time sheets are for productive hours:** in the time-sheet administration you only register productive hours (clients, internal projects, work meetings, or business development). Absences such as leave should **not** be registered here.
- **Leave administration for absences:** all forms of absence — regular leave, special leave, and time-for-time — are registered via the leave registration module in Exact.
- **Time-for-Time (TfT):** if you work more hours than your contract stipulates in a month, these extra hours will be added to your TfT balance at the beginning of the following month.
**2. How to Register Regular Leave**
1. In Exact Online, navigate to the **Leave Registration** module.
2. Click on **"Create leave registration"**.
3. Select your own name.
4. Under **Leave Type**, choose **"Verlof" (Leave)**.
5. In the **Description field**, note the dates and the number of hours you wish to take off.
6. Upon approval, this will be automatically deducted from your leave balance (statutory hours are used first, followed by non-statutory hours).
**3. How to Register Time-for-Time (TfT)**
TfT accrues at the beginning of each month (the previous month's overtime is added as a separate balance) and is taken via the same Leave Registration flow, choosing leave type **"Tijd-voor-tijd"**; ensure you do not create a negative TfT balance. The full TfT accrual logic and compensation rates (weekday 100%, weekend 175%, public holidays 300%) are documented in [Day to Day → Overtime and Flexible Hours](day-to-day.md).
### Vacation leave
If you work full-time, you are entitled to **25 vacation days**. Of these, 20 are statutory and 5 are non-statutory. If you work part-time, this is calculated based on the amount of time you work. The same applies when you start or stop employment mid-year.
We think it's important to chill for a considerable amount of time during the year — and when we say this, we really mean relax and not think about work. That's why you must take **two consecutive working weeks of vacation a year**.
### How to take (annual) leave
You need to apply for leave in advance, in "Shifts" within Microsoft Teams. Coordinate within your circle who is on holiday and when, and make sure that important things or certain tasks are transferred to your colleagues during the time when you're on vacation.
When you become ill unexpectedly during your vacation, you will keep your vacation days. Read more in the Sick Leave section below.
### Vacation days that have not been used
If by the end of the year you haven't used up your full vacation hours, you can bring **80 hours** of leave (on a full-time basis) to the new year. The **statutory days expire 6 months** after the calendar year in which you accrued them. For example, the vacation days you received in 2024 but did not use expire on July 1st 2025.
- An exception can be made if you were chronically ill.
- **Non-statutory** supplementary days expire after **5 years**.
We find it important that you get days off; therefore it is not intended to save up leave time. That is why we don't pay in exchange for days off.
An upper and lower limit of the leave balance is set on January 1st of each year. On January 1st, a negative balance of one week of contracting hours is permitted. On January 1st, the number of extra non-statutory vacation hours may not exceed twice the amount of contracting hours per week. When the minimum or maximum is reached, taking or saving leave hours is only permitted again after leave hours have been added to or taken from the balance. In the case of leave exceeding the upper limit at the end of the calendar year, agreements will be made to reduce the credit as soon as possible.
### Public Holidays
On the following days you get a day off:
- New Year's Day (January 1st)
- Easter Monday
- King's Day (April 27)
- Liberation Day in the anniversary year (May 5th, 2025/2030)
- Ascension Day
- Whit Monday
- Both Christmas Days (December 25th and 26th)
You may also leave a bit earlier (one hour earlier) on:
- Good Friday
- 5th of May in the non-lustrum years
- the day before Christmas
- New Year's Eve
This is a small compensation for those who are working these special days. So taking the day off will cost you the normal 8 hours. There is no extra compensation for public-holiday leave that falls on your standard schedule-free day in case of part-time employment.
The days of public holidays are by default greyed out in Exact. However, you do need to register holiday leave on this day; and if you do need to work on these days, you can register those hours on your project.
### Interchangeable Holiday Policy
We want to be an inclusive organization, so we have the Interchangeable Holiday Policy. With this policy, you may exchange **4 national Dutch holidays per year** for any other day of your choice. By doing this, we hope to offer a more inclusive arrangement for colleagues who, for example (but not limited to), prefer to celebrate Eid al-Fitr (also referred to in the Netherlands as Suikerfeest), Thanksgiving, Yom Kippur, your birthday, or Christmas Eve.
If you want to take another day off instead of the regular public holidays, you request a day of leave with "verlofsoort" **FEESTDAG**.
## Sick Leave
Respellion wishes to provide a good physical and psychological working environment and strives to make the workplace attractive for the individual, as well as to prevent absence due to illness, by offering an exciting daily work life with unique development opportunities. We believe that open and honest communication helps to reduce absenteeism and supports and retains long-term employees, even when dealing with difficult and sensitive issues.
The sickness and absence policy is made in respect of the employees on leave and the overall operation of the company, in order to accommodate everyone. We all have an obligation to be aware of each other's mental and physical well-being, so it is important that we help each other. Respellion has relevant and competent experience in this area and will support the employee as much as possible, while the individual employee is respectfully obligated to keep Respellion informed.
According to the (Dutch) Wet Verbetering Poortwachter (WVP), the employee and employer are jointly responsible for resuming work as quickly as possible in the event of incapacity for work due to illness. A few points are explained briefly below. We have a separate Absenteeism Protocol that describes this more extensively.
### Reporting sick
If you want to call in sick, contact the People Officer role by phone in the morning between **08:30 and 09:00**. During the phone call, this colleague will ask you when you think you will be better and discuss what you are working on and what may need to be transferred. The People Officer role will communicate your absence in Microsoft Teams.
If you become ill during the working day and want to go home, report this personally to the People Officer role. When you have recovered, we kindly ask you to call the People Officer role.
(You do not register sick hours in Exact yourself — see [Day to Day → Sickness registration](day-to-day.md).)
### During your sickness
When you are sick, make sure you are available on your phone so that we or the external health service (Arbodienst) can reach you. We will keep in touch to hear how you're doing. When your nursing address changes, you must also inform us.
The Wet Verbetering Poortwachter sets out the efforts both you and Respellion need to make to speed up your recovery. The Absenteeism Protocol has more information — make sure you read this when you are sick.
### Company doctor
If you are sick for approx. five days, the Medical Case Manager of the Health and Safety Provider named **GOED** will probably contact you. During this conversation, questions will be asked regarding your health issues. Expect questions about prescribed medications, physical/mental struggles, or issues related to work or private life that could affect your health. Try to answer the questions as best you can so the medical case manager can help and guide you accordingly. This call will take place unannounced.
When you have been ill for (almost) 6 weeks, a next appointment will be scheduled so that a Problem Analysis can be made. A written report will follow; ask the contact person at GOED for log-in details so you can view the Problem Analysis.
Do you dread it? Don't worry — all these steps are here to help and support you. Feel free to contact the People Officer when you are nervous about this. Together you can prepare for this conversation so any doubts or insecurities can be addressed before the scheduled appointment with the Medical Case Manager.
▶️ Last but not least: all medical conversations with GOED are confidential; the employer will not receive any details.
### Obligation to continue payment of wages
If you cannot work due to illness, we continue payment of the salary for the **first year in full**. In the **second year, 70%** is paid.
### Sick during holidays
If you become ill during your holiday, you must inform us as soon as possible (by telephone), stating your holiday address. After your return, you must be able to submit a 'medical certificate' (drawn up by a doctor during the illness) to the occupational health and safety service. This certificate states the duration, nature and treatment of the incapacity for work. Based on this declaration, the occupational health and safety service will advise Respellion on the return of holidays.
### On holiday during illness
If you want to take time off during a period of illness to go on holiday, you do so in consultation. Sometimes you will need a 'statement of no objection' from the occupational health and safety service. With this statement, you can submit a request to be allowed to go on holiday. We will decide whether to grant the holiday. Your holiday should never be an obstacle to your recovery.
### Taking leave during reintegration
When taking leave, colleagues who can partly perform their own work will have to deduct the days of leave for the entire working day/week from their leave balance. This is because you have also accrued the leave balance over the entire working hours. For example: you have a 36-hour contract and are 50% incapacitated for work, so you are currently working 18 hours a week temporarily. If you want free time during this reintegration, you must apply for 36 holiday hours.
## Parental Leave
This policy outlines the parental leave entitlements for Respellion, aligned with current Dutch regulations as stipulated in the Work and Care Act (Wet Arbeid en Zorg).
### Maternity Leave
**Entitlement.** Female employees are entitled to **16 weeks** of fully paid maternity leave. For multiple births (e.g., twins or triplets), this is extended to **20 weeks**.
**Breakdown:**
- Pregnancy Leave (Zwangerschapsverlof): 4–6 weeks before the expected due date.
- Maternity Leave (Bevallingsverlof): 10–12 weeks after childbirth.
**Important Points:**
- It is mandatory to take at least 4 weeks of leave before the expected due date.
- If an employee chooses to take less than 6 weeks before the due date, the remaining days are added to the maternity leave period.
- If the baby is born later than the due date, the period between the due date and the actual birth date is added to the total leave period.
- If the employee becomes ill due to pregnancy before maternity leave is due to start, maternity leave may automatically commence 6 weeks before the estimated delivery date.
- If the baby is hospitalized immediately after birth, maternity leave starts the day after the mother and baby leave the hospital.
- During maternity leave, employees receive 100% of their salary.
- Employees must inform their employer about their intention to take maternity leave at least 3 weeks in advance.
- Holiday hours continue to accrue during maternity leave.
### Partner / Paternity Leave
**Entitlement.** Partners (including same-sex partners) of women who have given birth are entitled to:
- 1 week (5 working days) of fully paid birth leave (geboorteverlof).
- 5 weeks of additional birth leave (aanvullend geboorteverlof) at 70% of their salary.
**Important Points:**
- The initial 1 week of leave must be taken within the first 4 weeks after the birth.
- The additional 5 weeks must be taken within the first 6 months after the birth.
- The additional leave can be taken all at once or spread out over the 6-month period.
- To take the additional leave, employees must submit a request via the regular leave request procedure at least 4 weeks in advance.
- Employers can only adjust the timing if the leave would cause serious organizational problems, and must finalize any changes no later than 2 weeks before the scheduled leave.
- During the additional leave, the UWV pays 70% of the employee's salary (up to the maximum daily wage).
- Holiday hours continue to accrue during partner leave.
### Parental Leave
**General Information:**
- Parental leave is available for all employees who are parents or legal guardians of children under the age of 8.
- Each parent is entitled to 26 times their weekly working hours of parental leave per child. For example, an employee working 40 hours per week is entitled to 1,040 hours (26 × 40) of parental leave per child.
- Parental leave applies to each child separately. For multiple births or adoptions, the entitlement applies to each child.
- Parents with a "family relationship" with the child (biological parents, adoptive parents, foster parents, and step-parents who live with and take care of the child) are eligible.
**Unpaid Parental Leave:**
- Can be taken until the child reaches the age of 8.
- The leave can be taken in one block or spread out over time.
- No vacation hours are accumulated over the unpaid parental leave.
- If an employee falls ill during parental leave, the leave continues as normal.
- Employees should discuss how they wish to implement the leave with the People Officer at least 2 months before the desired start date.
**Paid Parental Leave:**
- Of the total 26 weeks of parental leave, 9 weeks can be taken as paid parental leave.
- The paid leave must be used before the child reaches the age of 1 year.
- During paid parental leave, the employee receives a benefit of 70% of their daily wage.
- This benefit is applied for by the employer to the UWV and the salary is adjusted accordingly.
- The benefit can only be applied for entire work weeks.
- Vacation hours are accumulated over the paid parental leave.
- All other conditions that apply to unpaid parental leave also apply to paid parental leave.
### Application Process
**For Maternity Leave:**
1. Inform the People Officer of the pregnancy and intended maternity leave at least 3 weeks before the leave starts (preferably earlier).
2. Provide a pregnancy declaration letter (zwangerschapsverklaring) from your midwife or gynecologist.
3. The employer will complete a WAZO form (maternity and childbirth benefit form) and send it to the UWV.
**For Partner / Paternity Leave:**
1. For the initial week of leave, notify your employer as soon as possible after the birth.
2. For the additional 5 weeks, submit a request via the regular leave request procedure at least 4 weeks in advance.
**For Parental Leave:**
1. Submit a written request via the regular leave request procedure at least 2 months before the desired start date.
2. Specify how you wish to take the leave (all at once or spread out).
3. After consultation, the employer will confirm the leave arrangements in writing.
**For Adoption or Foster Care Leave:**
1. Notify your employer at least 3 weeks before you want the leave to start.
2. Indicate whether you want to take your leave all at once or spread it out.
## Special Leave
### Study leave
For every year, you are entitled to **5 days of study leave** based on a 40-hour work week, calculated pro rata if you work part-time. These expire on **31 December**. You can use the study leave if your selected training takes place during working hours. Apply via the request-for-leave procedure.
### Unpaid leave
Employees with a permanent contract may apply for unpaid leave for up to **12 months** for educational purposes, travel, or other special activities requiring a longer leave of absence. This can also be used for short-term leave such as extra vacation. The following rules apply:
- Vacation days must be used first in order to request unpaid leave.
- Applications are submitted to the People Officer role.
- Provide as much notice as possible of (long-term) sabbatical leave — at least 3 months before the preferred start date.
- No salary is paid during the agreed period, and benefit arrangements can be suspended.
- During unpaid leave you do not build up holiday pay, holiday hours, unemployment rights, or pension. Read more on the Rijksoverheid webpage.
- If the employee falls ill during the leave, they are not entitled to continued payment of salary during the period of unpaid leave.
- Up to one month of unpaid leave, the employer keeps paying for the pension scheme. After one month, the pension scheme is not paid until the employee resumes daily work.
- In case of a longer period of unpaid leave, you do not receive a travel allowance (nor an internet allowance or other related allowances).
- Taking unpaid leave could affect your annual salary raise.
- If you take unpaid leave for two months or more across the calendar year (in addition to regular and purchased holiday leave), the standard salary raise will not be implemented. As a result, you will not qualify for an annual salary raise if your leave extends to 3.5 months or more, encompassing both paid and unpaid leave periods.
> Pension and allowance impacts above relate to [Pension Scheme & Benefits](pension-scheme-and-benefits.md); the salary-raise impact relates to [Learning & Personal Development → Growth & Reward](learning-personal-development.md).
### Special leave for activities and (family) situations
There may be special situations where you are not able to work. In these cases you are entitled to special leave with full pay. Common sense applies: if, for example, you are invited to a wedding reception only at the end of the day, you still work in the morning. Apply via the regular request-for-leave procedure.
| Situation | Maximum special leave |
| --- | --- |
| Deposition for marriage | 1 day |
| Marriage or registered partnership of yourself | 2 days |
| Marriage or registered partnership of a child, brother, sister, parent, parent-in-law, brother-in-law or sister-in-law, provided that the ceremony is attended | 1 day |
| Moving house | 1 day per calendar year |
| Paternity leave | 1 workweek and max 5 weeks additional |
| Spouse/partner, relatives by blood or marriage of the 1st degree passing away | From the day of death until the day of the funeral or cremation |
| Relatives by blood or marriage of the 2nd degree passing away | 2 days: the day of death and the day of the funeral or cremation |
| Relatives by blood or marriage of the 3rd and 4th degree passing away | The time to attend the funeral or cremation |
| Necessary doctor's visit which cannot take place outside of working hours | Max 8 hours on a yearly basis, see explanation below |
| 12.5 / 25-year relationship with your partner | 1 day |
### Doctor's visit
A doctor's visit means a visit to the doctor, dentist, a specialist, or a therapist to whom you are referred. You plan it in your own time; if that is not possible, consult with your circle about convenient times (e.g. beginning or end of the working day). We continue payment of salary for the time needed for the doctor's visit, within the working day, to a maximum of **two hours per visit**. For seeing a **specialist** there is a maximum of **four hours per visit**. You will work the remaining hours before or after the visit. The maximum number of hours reimbursed cannot exceed **8 on an annual basis**. In special cases there can be a deviation, in consultation with the employer.
### 'Other' Special Leave Situations — non-family
Other personal situations, like loved ones passing away or a marriage/anniversary of non-family members. Happy or unpleasant things can also happen to non-family members, so we want to provide leave for these situations. The assessment of whether you make use of these days is up to you, but please consult the People Officer role upfront. Some examples: marriage or funeral of a person that is important to you.
### Maternity / Paternity / Parental Leave
See the **Parental Leave** section above.
### Emergency, short-term and long-term care-related leave
Working flexibly is very normal in our organization. You get the opportunity to organize your own working hours according to your own preferences. Working from home, even in the evenings, is no problem. So if you cannot work during the daytime for some reason, it is fine with us if you finish it at another time. We give you a lot of freedom and responsibility and trust that you know how to use it well.
If there are urgent private circumstances of a very serious nature, you may be eligible for emergency leave, short-term medical care leave, or long-term care leave. Our starting point is the legal framework of the Work and Care Act (Wet Arbeid en Zorg). We would like to look at the possibilities with you.
You report the situation of force majeure immediately to the People Officer role. If this is not possible, report it as soon as possible. We may require that you demonstrate that you really haven't been able to work as a result of one of the given reasons — for example, by submitting a medical certificate. In addition, we keep track of these hours.
| | Emergency | Short term | Long term |
| --- | --- | --- | --- |
| Keywords | unforeseen, serious, short-term (such as arranging care) | you're the only one who can care for your very sick (life-threatening) child, spouse, or parent | for necessary care for others, in case of serious illness |
| Example | picking a sick child up from daycare; waiting for the plumber to fix a burst water pipe | helping partner at home with medical tasks when they just had surgery | caring for a terminally ill partner |
| Payment | Paid leave, 100% | Paid leave, 70%, fully supplemented | Unpaid leave |
**Emergency leave.** Applicable if there has been an unforeseen emergency with the employee that cannot be delayed — for example a sudden hospitalization of an immediate family member, or your partner giving birth. The length depends on the situation but presumably cannot be longer than one day. Emergency leave is intended for initial care and arranging a structural solution. We expect you to go back to work as soon as the emergency has been resolved. It is possible that emergency leave becomes short-term care leave. We are obligated as an employer to pay the full salary during emergency leave. *(Keywords: unforeseen, serious, short-term such as arranging care.)*
**Short-term medical care leave.** You may request short-term care leave if it is necessary to care for a sick partner or resident children. It applies when you are the only person who has to take care of an immediate family member (child, spouse, or parent). Short-term care takes up to twice the hours worked in a week — so 80 hours per year for a full-time workweek. You can also take days alternately. By law we are required to pay 70% of the salary; we choose to pay your salary fully during short-term care leave. If the period of short-term care is not enough, you can also take unpaid long-term care in case of a very serious illness. The employer may ask for a reason for the leave once you return. Care leave may be refused if there are valid reasons (for example, if the company will get in trouble because of the absence). *(Keywords: you're the only one who can care for your very sick (life-threatening) child, spouse, or parent.)*
**Long-term care leave.** Possible in case of a seriously ill spouse, child, or parent. From July 1, 2015, you can also take long-term care leave for necessary care (helplessness or illness) of grandparents, grandchildren, brothers/sisters, other housemates, and people with whom you have a social relationship and who are dependent on your help. Salary is not continued during long-term care leave. The employer may only refuse permission in case of substantial business interests. You can take **6 weeks of long-term care leave a year, distributed over 18 weeks**. *(Keywords: unpaid, for necessary care for others, in case of serious illness.)*
> **WAZO definitions (apply to both short-term and long-term care leave):**
> - *Life-threatening illness*: a state of health so serious that, according to objective medical standards, the person's life is in serious danger in the short term.
> - *"Needy" (in need of assistance)*: the condition of a person whereby they require assistance for self-reliance, participation, protected living, or shelter that is not provided within the framework of a professional providing assistance and that exceeds the usual assistance.
> Taking emergency/care leave will affect the amount of your untaxed allowances such as the home-working allowance and possibly internet or telephone allowance (see [Pension Scheme & Benefits](pension-scheme-and-benefits.md) and [Spending and Contracting](spending-and-contracting.md)).
### Informal care ('mantelzorg')
The official government definition: caregivers provide unpaid care for a chronically ill, handicapped, or helpless partner, parent, child, or another family member, friend, or acquaintance for more than 8 hours per week and/or more than 3 months. A caregiver didn't choose to provide care — it happens to someone because that person has an emotional attachment to the person who needs care.
Practice has shown that care and work can be combined, as long as it is managed correctly — both by the organization and by you. This way, overload can be prevented and caregivers keep both their work and family responsibilities well balanced. Research shows that giving visibility to informal care and discussing it can provide very good solutions. Are you a caregiver? Then talk about it with your colleagues and the People Officer (Request for Leave) role, so together we can look at possible support options in addition to leave, and find workable solutions so that informal care and work can be better combined. Taking this leave will affect the amount of your untaxed allowances such as the home-working allowance and possibly internet or telephone allowance.
## Related Topics
- [Day to Day](day-to-day.md) — Time-for-Time accrual/registration and the rule that sick hours are not self-registered in Exact.
- [Pension Scheme & Benefits](pension-scheme-and-benefits.md) — the 25 vacation days as a benefit, and how unpaid/care leave affects pension and allowances.
- [Learning & Personal Development](learning-personal-development.md) — study leave for development, and the salary-raise impact of extended unpaid leave.
- [How We Work Together](how-we-work-together.md) — the People Officer role and the core values that frame our flexible approach to leave.

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---
title: How We Work Together
category: How we work together
source_files:
- docs/How we work together/our-purpose.md
- docs/How we work together/core-values.md
- docs/How we work together/coaching-culture-faq.md
- docs/How we work together/circles-huddles-celebrations.md
- docs/How we work together/office-information.md
summary: >
Respellion's purpose and impact, the four core values and manifest, the
coaching culture (huddle check-ins, huddle elevators, capacity building, POP),
and practical office information for The Hague.
tags:
- purpose
- core-values
- manifest
- coaching-culture
- huddles
- capacity-building
- personal-development-plan
- office
- open-source
related_topics:
- who-we-are.md # Holacracy model, QMS, services
- learning-personal-development.md # POP detail, Growth & Reward, conferences
- day-to-day.md # office presence, etiquette
key_facts:
purpose: "A society in which open-source technology is used to enable digitization in a sustainable way."
core_values: [Trust, Courage, Self-discipline, Entrepreneurship]
huddle_checkin_frequency: twice a week
huddle_elevator_frequency: every two months
capacity_building_areas: [Professional, Emotional, Physical]
pop_model: Ofman's Core Quadrant
pop_tool: Miro board
office_address: "Waldorpstraat 5, 2521 CA 's-Gravenhage (PostNL building, 1st floor)"
ai_context: >
The coaching culture described here is the SINGLE canonical description for the
whole handbook; the Learning & Personal Development section references it rather
than repeating it. Conflicting source values were resolved: huddle check-ins are
twice a week, huddle elevators every two months, and the capacity building
framework has exactly three areas (Professional, Emotional, Physical). The
coaching culture replaces traditional performance management and complements the
Holacracy governance model (see who-we-are.md); reward is handled in
learning-personal-development.md (Growth & Reward).
---
# How We Work Together
This section covers Respellion's purpose, its four core values and the manifest, the coaching culture (huddles, capacity building, and the Personal Development Plan), and practical office information.
## Purpose and Impact
Respellion provides high-performing and flexible professionals and coaches who understand that sustainable software is only created through close and excellent collaboration. We tell it like it is and do what we promise.
> "A society in which open-source technology is used to enable digitization in a sustainable way."
Respellion is an organisation that has knowledge and experience about technology and organisation. We have a vision of how digital solutions can best be developed technically and how this should be approached from an organisational point of view. This combination is exceptionally strong.
Read more about our knowledge areas on our website.
## Our Core Values and Manifest
### Our core values
We have four core values which form the basis for our organization, the cooperation, and the behavior we strive for. In our application process, we will find out together how these values are expressed in you.
**1 — Trust.** We give trust by allowing room for autonomy. We trust each other and are open and transparent. That's why we talk with each other instead of about each other. We have faith in someone else's intentions, assume these to be right, and express that trust. Everyone can rely on each other, and we stand for results.
**2 — Courage.** We have courage and dare to deviate from the traditional way of working when we see things we can improve. It's okay to make mistakes. In this way, we learn to do (even) better. We dare to make ourselves vulnerable and welcome feedback. We like to do things differently. That makes us a bit rebellious, but we'll always have a good reason for it.
**3 — Self-discipline.** We make clear agreements and honour them. We take responsibility for our activities and set clear priorities. We have the discipline to develop ourselves and want to be the best in our field. Trust requires self-control and the courage to take a step beyond your own ego.
**4 — Entrepreneurship.** We are committed and driven entrepreneurs who think in terms of opportunities and possibilities. For our environment and for ourselves. Because things will change, we are flexible and critical. When we tackle something, we do it with both hands and we feel responsible for the result.
### Respellion manifest
Our values are ultimately expressed in behaviour, which is why we have formulated four statements that our customers can hold us accountable for. "Practice what you preach" is very important to us.
**We are always in motion to be agile.** Society is a system of networks that is always in motion. Success comes from the ability to adapt. Adapting is needed on an organizational and individual level. We want to keep learning and align what we do with each other and society.
**Collaboration based on a common interest.** We believe in cooperation as it is needed in a society — dealing with each other as you do in a village or neighbourhood. Here reliability is a great asset, with attention to the interests of others. Our vision is that there is no individual interest that takes precedence over the collective interest. This requires self-insight and awareness of our values, beliefs and behaviour. That insight is necessary to ensure that we choose the collective instead of following our ego.
**Working with a smile and a caring attitude.** There is no "ladder of success" in our organization. We have a responsibility to take care of each other rather than pursue individual interests. We are a collective of professional, skilled people. We hold each other accountable for this responsibility with a caring attitude, which leads to better cooperation and therefore high-quality services. As a result, we practice what we preach and are congruent in our behaviour.
**Our organisation strives for a balance between people, planet and profit.** We are convinced that sustainable solutions are only possible if attention is paid to the balance between people, planet and profit. We don't think in terms of us and them. Long-term results always outweigh short-term interests. The open-source model fits in seamlessly with this vision.
### Respellion Operating System
We have knowledge and experience in successfully executing result-driven projects and in how to empower people in high-performing teams. Autonomy and craftsmanship are central in our daily activities.
**Agile way of thinking and dynamic structure.** We work with organic, flat-structured teams. We don't have managers: employees take the initiative and responsibility for the autonomy in their work, meaning they choose the roles that they are good at and that motivate them.
In our culture, employees trust each other, demonstrate courage and discipline, and embrace an entrepreneurial mindset. Our roles are described on Glassfrog.
## Coaching Culture, Circles, Huddles and Celebrations
At Respellion, we've evolved beyond traditional performance management to embrace a coaching culture where continuous improvement and collaboration thrive. Our structure is designed to foster regular feedback, support, and guidance among all team members. The coaching culture is the concept in which employees regularly give each other feedback, support and guidance with the aim of continuous improvement and collaboration. It evolved from an initial 'feedback culture' into a more comprehensive coaching approach focused on employee development, and is intended as an alternative to traditional performance management systems.
### Huddle Check-ins
These twice-weekly small group meetings create a supportive environment where team members can share updates, discuss concerns, and offer mutual support. Unlike traditional mentorship programs, these frequent check-ins ensure meaningful connections within trusted, small groups — more frequent and meaningful than traditional mentoring programs.
### Huddle Elevators
These in-depth sessions, held every two months, focus on personal and professional development. The "elevator" concept emphasizes building on your strengths rather than just addressing weaknesses. These sessions incorporate your Personal Development Plan (POP) and competency insights to guide meaningful coaching conversations, and serve as a platform for coaching conversations that require inputs such as personal development plans and competency insights.
### Capacity Building Framework
Our approach to development is holistic and encompasses three key areas, with the goal of creating balanced and satisfied employees who can be fully themselves at work:
- **Professional Capacity:** intellectual and work-related skills — enhancing your work-related skills and intellectual abilities.
- **Emotional Capacity:** social skills, self-reflection, alignment of personal values with work, inclusivity and diversity.
- **Physical Capacity:** encouragement of healthy lifestyle choices.
### Personal Development Plan (POP)
Every employee at Respellion draws up a personal development plan, based on the capacity building framework. A fundamental part of this is identifying core qualities using **Ofman's Core Quadrant model**. This model helps employees understand their strengths (core qualities), pitfalls, challenges, and allergies (what irritates them in others). The plan is visualized on a Miro board for easy updating and sharing during the "elevator" sessions, and is accessible to all colleagues.
### Openness and vulnerability
Openness and vulnerability are seen as essential elements for the success of the coaching culture. Employees are encouraged to be open about their development points and to be vulnerable, so that colleagues can better support and empower them. The "elevator" sessions and the sharing of personal development plans on the Miro board are designed to create a safe environment for this candor. Questioning core qualities in different relationships and reflecting on them in the group also contribute to self-insight and an open dialogue.
### Relationship to Holacracy and performance management
The coaching culture is intended to replace traditional performance management — in which assessment and reward are central — with a more continuous, collaborative and development-oriented approach. While there may be parallels with elements from Holacracy, such as working in smaller groups (huddles), Holacracy focuses primarily on organizational structure and decision-making, whereas Respellion's coaching culture focuses specifically on personal and professional development and on feedback mechanisms within the organization. It is recognized that effective implementation of the huddles may require some form of 'huddle lead' or facilitator, which introduces an element of leadership within the self-organizing teams.
> Reward and salary growth tied to this development model are described in [Learning & Personal Development → Growth & Reward](learning-personal-development.md).
## Office Information
Respellion has an office in the PostNL building at Waldorpstraat 5 in The Hague, near the Den Haag Hollands Spoor station. The building is open from approximately 06:00 to 22:00.
**Lock.** The Respellion office is located on the first floor. The door opens with the Salto KS app (https://saltoks.com/), which you need to install on your smartphone. The People Officer will ensure that the building manager invites you, so you can open the door with your smartphone.
**Meeting Spaces.** The meeting rooms on the first floor can be reserved via The Hague Tech.
**Flex Desks.** We are allowed to use the pink tables on the first floor as flex desks when it gets busy in our office. Please be mindful of the people who rent the flex desks, as a few seats need to remain available for them as well.
**Contact information**
- Address: Waldorpstraat 5, 2521 CA 's-Gravenhage, Nederland
- E-mail: Patrick Smulders (ps@respellion.nl) or Raymond Verhoef (rve@respellion.nl)
- Telephone: +31 (0)85-0607428
## Related Topics
- [Who We Are](who-we-are.md) — the Holacracy model and ISO 9001 QMS that the core values and coaching culture support.
- [Learning & Personal Development](learning-personal-development.md) — the POP in practice, the Growth & Reward model that links development to salary, and conference attendance.
- [Day to Day](day-to-day.md) — office presence registration and office etiquette that complement this office information.

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---
title: Respellion Employee Handbook — Knowledge Base Index
category: index
summary: >
Entry point and relationship map for the Respellion Employee Handbook knowledge
base. Lists every category file, what it covers, the canonical owner of each
cross-cutting topic, and the key concept relationships an AI should use to
answer questions and route between documents.
tags:
- index
- map
- knowledge-base
- respellion
- employee-handbook
ai_context: >
Use this file first to decide which category file answers a question and to
understand how topics relate. Each topic has exactly ONE canonical home
(listed under "Canonical owners"); other files reference it rather than
duplicating it. When facts conflict, the values in this knowledge base have
already been reconciled (see "Resolved conflicts"). Glossary terms are
organization-specific and recur across files.
---
# Respellion Employee Handbook — Knowledge Base
At Respellion we build software using open-source technology. We believe in transparency and collaboration — that's why our culture is "open-sourced" and this handbook is publicly available. This knowledge base is a consolidated, deduplicated version of the handbook prepared for retrieval by an AI assistant.
## Category Files
| File | Covers |
| --- | --- |
| [Who We Are](who-we-are.md) | What Respellion does; the Holacracy operating model (roles, circles, tensions); ISO 9001 QMS; first-day onboarding. |
| [Roles & Accountabilities](roles-and-accountabilities.md) | The three circles and every role's purpose & accountabilities (People Officer, Privacy Officer, etc.). Personal names removed. |
| [How We Work Together](how-we-work-together.md) | Purpose; the four core values & manifest; **coaching culture** (huddles, capacity building, POP); office information. |
| [Day to Day](day-to-day.md) | Overtime & flexible hours (**Time-for-Time**); office presence; time registration in Exact; etiquette; travel-time policy; printing. |
| [Security](security.md) | GDPR / personal-data handling & BSN rules; BHV/evacuation (placeholder). |
| [Learning & Personal Development](learning-personal-development.md) | **Growth & Reward** (5 Pillars of Value); conferences. (Coaching culture summarized; canonical in *How We Work Together*.) |
| [Spending and Contracting](spending-and-contracting.md) | Spending & purchasing policy; expense categories; **travel km allowance**; submission via NMBRS; WKR rules. |
| [Pension Scheme & Benefits](pension-scheme-and-benefits.md) | Secondary benefits overview; detailed pension scheme (a.s.r. Doen Pensioen). |
| [Holiday and Leave](holiday-and-leave.md) | Holiday/vacation; sick leave; parental leave; special leave (study, unpaid, care). |
## Canonical Owners (single source of truth)
To avoid duplication, each cross-cutting topic lives in exactly one file; all others link to it.
- **Coaching culture, huddles, capacity building, POP** → [How We Work Together](how-we-work-together.md)
- **Reward / salary growth** → [Learning & Personal Development](learning-personal-development.md)
- **Time-for-Time (TfT) accrual & overtime rates** → [Day to Day](day-to-day.md)
- **Travel kilometer allowance (EUR 0.23/km) & expenses** → [Spending and Contracting](spending-and-contracting.md)
- **Travel-time compensation (1.5h threshold)** → [Day to Day](day-to-day.md)
- **Vacation entitlement & carry-over rules** → [Holiday and Leave](holiday-and-leave.md)
- **Benefits at-a-glance & pension detail** → [Pension Scheme & Benefits](pension-scheme-and-benefits.md)
- **Personal-data / GDPR handling** → [Security](security.md)
- **Role structure / who-does-what (by role, not person)** → [Roles & Accountabilities](roles-and-accountabilities.md)
## Key Concept Relationships (for the AI)
- **Holacracy → everything.** The Holacracy model (roles, circles, tensions, Lead Link, Facilitator, Tactical/Governance meetings) defined in *Who We Are* is the vocabulary used across all files. *Roles & Accountabilities* is the concrete map of every role; the **People Officer** role administers leave, sickness reporting, onboarding, the performance model, and many requests, while the **Privacy Officer** owns GDPR handling and **Process Guardian** owns the QMS/ISO 9001 audits.
- **Core values → policies.** The four core values (Trust, Courage, Self-discipline, Entrepreneurship) in *How We Work Together* are cited as the rationale for flexible hours, spending autonomy, the coaching culture, and office etiquette.
- **Coaching culture ↔ reward.** *How We Work Together* owns the development half (huddles, capacity building, POP); *Learning & Personal Development* owns the reward half (5 Pillars, salary banding). Self-evaluation happens during the bi-monthly **Huddle Elevator**.
- **QMS ↔ practice.** The ISO 9001 QMS in *Who We Are* maps abstract clauses onto concrete practices documented elsewhere: "people are our most important capital" → coaching culture & Growth & Reward; "security by design" → *Security*; DoD/CI-CD → engineering practice.
- **Leave ↔ benefits ↔ money.** Vacation days appear as a benefit (*Pension & Benefits*) but are detailed in *Holiday and Leave*. Unpaid and care leave reduce untaxed allowances (*Spending and Contracting*), affect pension (*Pension & Benefits*), and can affect the annual salary raise (*Learning & Personal Development*).
- **Travel: two different things.** Travel **time** (compensated above 1.5h one-way) lives in *Day to Day*; the travel **kilometer allowance** (EUR 0.23/km) lives in *Spending and Contracting* and is summarized in *Pension & Benefits*.
- **Exact vs Shifts.** Leave **requests** are made in Microsoft **Shifts**; leave **balances**/absence and **time registration** are in **Exact**. TfT is registered in Exact but its rules live in *Day to Day*.
## Resolved Conflicts
The source documents contained contradictions; this knowledge base uses these reconciled values throughout:
- **Huddle Check-ins:** twice a week.
- **Huddle Elevator sessions:** every two months.
- **Capacity Building Framework:** three areas — Professional, Emotional, Physical (the alternate four-area "Intellectual/Spiritual" framing was dropped).
## Known Gaps
- **BHV & evacuation plan / RI&E** ([Security](security.md)) is a placeholder; the actual procedures still need to be written.
## Glossary (organization-specific terms)
- **Holacracy** — governance framework for self-organization without managers; basis of the Respellion model.
- **Role / Circle / Tension** — Holacracy units: a role has accountabilities, circles group roles, a tension is a gap between current and desired reality.
- **Lead Link / Facilitator** — roles responsible for strategy/prioritization and process oversight respectively.
- **People Officer** — role that handles leave approval, sickness reporting, onboarding, and many HR-style requests.
- **Huddle Check-in / Huddle Elevator** — twice-weekly support meetings and bi-monthly development sessions.
- **POP** — Personal Development Plan, based on Ofman's Core Quadrant, shared on Miro.
- **Time-for-Time (TfT) / "Tijd-voor-tijd"** — saved overtime hours taken later as leave.
- **WKR (Werkkostenregeling)** — Dutch work-related costs tax scheme constraining reimbursements.
- **WAZO (Wet Arbeid en Zorg)** — Dutch Work and Care Act governing parental and care leave.
- **Wet Verbetering Poortwachter (WVP)** — Dutch law on joint employer/employee duties during illness.
- **GOED** — the Health and Safety Provider (Arbodienst) handling company-doctor contact.
- **BSN (Burgerservicenummer)** — Dutch citizen service number; tightly regulated personal data.
- **Glassfrog / Microsoft Loop / Exact / Shifts / NMBRS** — tooling for governance, meeting notes, finance & time, leave requests, and expenses respectively.

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---
title: Learning & Personal Development
category: Learning & personal development
source_files:
- docs/Learning & personal development/coaching-culture.md
- docs/Learning & personal development/growth-reward.md
- docs/Learning & personal development/conferences.md
summary: >
How development translates into reward (the 5 Pillars of Value and the
self-evaluation → salary increase → banding process) and how conference
attendance works. The coaching culture itself is documented canonically in
How We Work Together.
tags:
- growth
- reward
- salary
- performance
- evaluation
- conferences
- professional-development
- coaching-culture
related_topics:
- how-we-work-together.md # canonical coaching culture, huddles, POP
- pension-scheme-and-benefits.md # 40h dev/conference time as a benefit
- spending-and-contracting.md # how to request/expense a conference
key_facts:
conference_hours_per_year: ~40 (full-time)
pillars_of_value:
A_basic_experience_expertise: 100%
B_role_fulfilment_responsibility: 75%
C_impact_results: 80%
D_development_learning_curve: 100%
E_culture_collaboration: 80%
q4_start_rule: No salary increase at next year-turn if you started in Oct/Nov/Dec.
ai_context: >
The Growth & Reward model is the REWARD half of the coaching culture; the
development half (huddles, capacity building, POP, Ofman's Core Quadrant) is
documented canonically in how-we-work-together.md and only summarized here to
avoid duplication. Self-evaluation on the 5 Pillars happens during the Huddle
Elevator sessions (every two months). The ~40 conference hours appears here as
a process and in pension-scheme-and-benefits.md as a benefit; requesting and
expensing a conference is covered in spending-and-contracting.md.
---
# Learning & Personal Development
This section covers how personal development is rewarded (Growth & Reward) and how conference attendance is arranged. The coaching culture that frames all of this — huddle check-ins, huddle elevators, the capacity building framework, and the Personal Development Plan (POP) — is documented canonically in [How We Work Together → Coaching Culture](how-we-work-together.md).
## Coaching Culture (summary)
Respellion has moved beyond traditional performance management to a coaching culture of continuous feedback and development, built on **twice-weekly Huddle Check-ins**, **Huddle Elevator** sessions **every two months**, a three-area **Capacity Building Framework** (Professional, Emotional, Physical), and a **Personal Development Plan (POP)** based on **Ofman's Core Quadrant model** and shared on a Miro board. For the full description, see [How We Work Together → Coaching Culture](how-we-work-together.md). The reward side of this model is described below.
## Growth & Reward
At Respellion, we believe in a fair reward structure that is as transparent and enterprising as our way of working. This also means the model can be adapted if there is a reason to do so. We move away from rigid job scales and instead focus on your actual added value.
### The 5 Pillars of Value
Your impact — and therefore your potential salary growth — is measured on five core pillars. These form the foundation of your development and evaluation. The pillars are **weighted differently**, which determines your final increase category; not every element carries the same weight in the final score.
- **A. Basic Experience & Expertise (Weighting: 100%):** your fundamental professional knowledge and skills.
- **B. Role Fulfilment & Responsibility (Weighting: 75%):** how much ownership you show in your Holacratic roles.
- **C. Impact & Results (Weighting: 80%):** the tangible value you deliver for clients and our purpose.
- **D. Development & Learning Curve (Weighting: 100%):** your growth on intellectual, emotional and physical levels (linked to your Personal Development Plan).
- **E. Culture & Collaboration (Weighting: 80%):** your contribution to the team, living our values, and 'working with a smile'.
Check our anchor descriptions of these five Pillars of Value.
### From Evaluation to Reward
Your salary increase is not a predetermined fact based on years of service, but a reflection of your performance over the past year.
**Step 1: Self-Evaluation.** You assess yourself on the five pillars above; this forms your performance score. Your colleagues will directly challenge you to ensure a complete and honest self-assessment. This feedback takes place multiple times a year during the Huddle Elevator sessions.
**Step 2: Salary Increase.** The determined performance score is linked to a linear model of increase percentages. We use several bands, e.g., 0–2%, 2–4%, etc. The higher the performance score, the higher the salary increase. This ensures that above-average performance is rewarded above average, rather than a standard 'automatic' increase for everyone.
When determining the bands, we consider factors such as:
- **Financial health:** we analyse the total increase in wage costs in relation to our turnover and margins. We want to remain a healthy company; steep increases must be covered by our rates and results.
- **Inflation (CPI):** we look at the Consumer Price Index of the past year to protect purchasing power.
- **Market conformity:** we compare our salaries with trends in the IT sector and collective labour agreement wage developments to remain competitive.
The calculated increase is adjusted based on how long you have been employed during the relevant year (seniority). To keep things fair for everyone, in your first year we take into account how long you have been working with us.
- **Pro-rata increase:** if you started later in the year, any salary increase is calculated proportionally to the number of months you have been employed. Someone who has contributed for 12 months receives a larger share of the increase than someone who has contributed for 4 months.
- **Start in Q4:** if you started in October, November or December, you will not be eligible for a salary increase at the next turn of the year. We have not had enough time to properly assess your performance, and you are likely still in your induction period. All colleagues do, however, participate in the Huddle Elevator to gain experience with this assessment model.
**Step 3: Banding.** These scores are validated across the Huddles to form a fair picture. Here we look not only at the numbers but especially at the story behind them. We filter out subjectivity as much as possible to arrive at an objective performance score. Finally, we line up all the new salaries: does the distribution feel logical? Is the ratio between juniors, mediors and seniors still correct? Do the differences between colleagues with similar impact make sense? Where necessary, we make manual corrections to prevent imbalances.
## Conferences
Respellion encourages professional development through conference attendance. Each employee is entitled to approximately **40 hours per year** for attending conferences.
### How to register
**Find Available Conferences.** All available conferences are listed in the SharePoint Events Calendar. You can filter the view to see only tech conferences.
**Express Your Interest.** Indicate your interest by adding your name to the "interest list" in the calendar. Regular reminders will be sent about upcoming conferences.
**Selection Process.** Conference attendance will be determined based on expressed interest. We aim to coordinate attendance so team members can attend conferences together when possible.
For any questions about conference attendance, please contact the People Officer.
## Related Topics
- [How We Work Together](how-we-work-together.md) — the canonical coaching culture, huddles, capacity building, and Personal Development Plan that Growth & Reward builds on.
- [Pension Scheme & Benefits](pension-scheme-and-benefits.md) — the ~40 hours of professional development / conferences listed as a secondary benefit.
- [Spending and Contracting](spending-and-contracting.md) — how to request and expense conferences, courses, books, and certifications.

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---
title: Pension Scheme & Benefits
category: Pension scheme & Benefits
source_files:
- docs/Pension scheme & Benefits/secondary-employment-benefits.md
- docs/Pension scheme & Benefits/jouw-pensioen.md
summary: >
Overview of secondary employment benefits (vacation, holiday allowance, travel
and phone allowances, professional development, WIA disability insurance,
pension) and the detailed pension scheme (a.s.r. Doen Pensioen defined
contribution, contribution calculation, life cycles, survivor/disability cover).
tags:
- benefits
- pension
- defined-contribution
- asr-doen-pensioen
- holiday-allowance
- travel-allowance
- phone-allowance
- wia
- disability-insurance
related_topics:
- holiday-and-leave.md # vacation days detail, unpaid-leave pension impact
- spending-and-contracting.md # travel km allowance detail
- learning-personal-development.md # 40h development/conferences detail
- day-to-day.md # travel allowance vs travel time
key_facts:
vacation_days_fulltime: 25 (200 hours)
holiday_allowance: 8% of gross annual salary (paid monthly pro-rata)
travel_allowance: EUR 0.23 per kilometer
professional_development_hours: 40 per year
mobile_phone_allowance: EUR 35 per month
pension_provider: a.s.r. Doen Pensioen (advice via Zuyderleven)
pension_type: Defined Contribution (beschikbare premieregeling)
pension_premium: 10% of pension base
pension_split: 50% employee / 50% Respellion
pension_franchise_2026: EUR 19172.00
pension_max_salary: EUR 137800.00
partner_pension: 30% of salary (for life, risk basis)
orphan_pension: 20% of salary until age 25
ai_context: >
This file holds both the at-a-glance benefits overview AND the detailed pension
scheme. Several overview items are documented in depth elsewhere and are
cross-linked rather than re-explained: vacation days (holiday-and-leave.md),
the EUR 0.23/km travel allowance (spending-and-contracting.md), and the 40
development hours / conferences (learning-personal-development.md). Pension is
built only on the pension base (salary minus the franchise/threshold, up to the
max salary), because AOW (state pension) covers the lower part. Unpaid leave
affects pension accrual — see holiday-and-leave.md.
---
# Pension Scheme & Benefits
This section gives an at-a-glance overview of secondary benefits and then details the pension scheme.
## Secondary Employment Benefits (Overview)
At Respellion, we believe in taking good care of our team. Below is a summary of the secondary benefits you are entitled to:
- **Vacation Days:** **25 vacation days** (200 hours) per year based on full-time employment. (Accrual, statutory/non-statutory split, and carry-over rules: [Holiday and Leave](holiday-and-leave.md).)
- **Holiday Allowance:** a holiday allowance of **8%** of your gross annual salary, paid out monthly on a pro-rata basis.
- **Travel Allowance:** **EUR 0.23 per kilometer** for commuting expenses. (Full travel/expense rules: [Spending and Contracting](spending-and-contracting.md).)
- **Professional Development:** the opportunity to dedicate **40 hours** annually to training and conferences; additional time is possible in consultation. (Process: [Learning & Personal Development](learning-personal-development.md).)
- **Flexible Public Holidays:** **flexible holidays** instead of the standard official Dutch public holidays, allowing you to choose the days that matter most to you. (Interchangeable Holiday Policy detail: [Holiday and Leave](holiday-and-leave.md).)
- **Conferences:** you are encouraged to visit (international) conferences to stay inspired and up to date.
- **Pension Scheme:** we invest in your future together. Respellion pays **50%** of the available premium, and you contribute the remaining **50%**. After joining, a meeting with our insurance advisor will be scheduled to explain the details of the scheme. (Full detail below.)
- **Disability Insurance (WIA):** Respellion has taken out WIA insurance for all employees. This insurance limits the drop in income in the event of long-term disability (longer than 2 years). The costs for this insurance are fully covered by Respellion.
- **Mobile Phone Allowance:** a monthly allowance of **EUR 35** for the use and potential purchase of a mobile phone.
## Your Pension (Detail)
At Respellion, we believe it is important to take good care of each other — not just today, but also with an eye toward the future. That is why we have established a pension scheme with **a.s.r. Doen Pensioen**, supported by advice from **Zuyderleven**.
### 1. The Basis: Defined Contribution Scheme
We use a Defined Contribution scheme (beschikbare premieregeling). This means that a fixed amount is invested every month for your future pension.
- **Pension Provider:** a.s.r. Doen Pensioen.
- **Contribution (Premium):** 10% of your pensionable salary (pension base) is contributed.
- **Employee Contribution:** based on our calculation models, we apply a split where you as the employee contribute 50% of this premium and Respellion contributes the remaining 50%.
### 2. How is the contribution calculated?
You do not build up a pension over your entire salary, because you will also receive AOW (state pension) from the government later in life. The portion of your salary over which you do build up a pension is called the pension base (pensioengrondslag).
- **Franchise (Threshold):** the part of your salary over which you do not build up a pension. For 2026, this is set at **EUR 19,172.00**.
- **Maximum Salary:** pension is built up on salary up to a maximum of **EUR 137,800.00**.
- **Calculation Example:** is your salary EUR 69,172? Then, with the 2026 franchise being EUR 19,172, your pension base will be EUR 50,000 (EUR 69,172 minus EUR 19,172), and your annual contribution (10%) will be EUR 5,000.
### 3. Investing via Life Cycles
Your pension funds are invested. Since your retirement date may still be far off, the risk is automatically reduced as you get older. We call this a Life Cycle.
- **Standard:** you usually start in a specific profile (e.g., Neutral), but you have the freedom to choose between different risk profiles: Defensive, Neutral, or Offensive.
- **Phasing out:** as you get closer to your retirement date, investments are shifted to safer options to minimize volatility and protect your capital.
### 4. Provisions for Death and Illness
In addition to saving for later, insurance is built in for unforeseen situations.
- **Partner's Pension:** in the event of your death, your partner will receive a benefit of 30% of your salary (for life). Note: this is on a risk basis, meaning coverage lapses if you leave Respellion's employment.
- **Orphan's Pension:** children receive 20% of your salary until they reach the age of 25.
- **ANW Gap Insurance:** you can voluntarily (at your own expense) take out extra insurance to provide a temporary supplement for your partner after death.
- **Disability:** in the event of disability (AO), your pension accrual continues (partially or fully) without you paying premiums (waiver of premium).
### 5. Flexibility and Insight
You have direct influence over your own pension:
- **Extra Savings:** if you want to build up more pension, you may voluntarily make additional contributions up to the fiscal maximum.
- **Portal:** through the 'Doen Pensioen' dashboard, you have 24/7 insight into your current accrual, returns, and the ability to submit your preferences.
## Related Topics
- [Holiday and Leave](holiday-and-leave.md) — vacation day accrual and carry-over, the Interchangeable Holiday Policy, and how unpaid leave affects pension and allowances.
- [Spending and Contracting](spending-and-contracting.md) — the EUR 0.23/km travel allowance and other expense rules.
- [Learning & Personal Development](learning-personal-development.md) — the 40 hours of professional development / conferences.
- [Day to Day](day-to-day.md) — travel-time compensation, distinct from the travel allowance.

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---
title: Roles & Accountabilities
category: Who we are
source_files:
- circlemanagement/ROLES.md # generated from GlassFrog governance export
summary: >
The Holacracy role structure of Respellion: the three circles (Anchor,
Operations, Software Delivery), the shared definitions of the structural roles
(Circle Lead, Facilitator, Secretary, Circle Rep), and the purpose and
accountabilities of every operational role. Personal names of role fillers have
been removed.
tags:
- roles
- accountabilities
- holacracy
- circles
- governance
- glassfrog
- structural-roles
related_topics:
- who-we-are.md # Holacracy model, QMS, services
- how-we-work-together.md # core values, coaching culture, huddles
- security.md # Privacy Officer ties to GDPR handling
- holiday-and-leave.md # People Officer administers leave
- learning-personal-development.md # People Officer maintains performance model
key_facts:
circles: [Respellion Anchor Circle, Respellion Operations, Software Delivery]
structural_roles: [Circle Lead, Facilitator, Secretary, Circle Rep]
anchor_purpose: "Een maatschappij waarin open source technologie wordt ingezet om duurzame oplossingen te bouwen."
huddle_count: 3 (A, B, C) — identical role definition, buddy structure
ai_context: >
This is the authoritative map of WHO-DOES-WHAT (by role, not by person) at
Respellion, and complements the abstract Holacracy model in who-we-are.md.
Personal filler names from the GlassFrog export have been intentionally removed;
do not infer or reintroduce individual names. Structural roles (Circle Lead,
Facilitator, Secretary, Circle Rep) are constitutionally required and share the
same definition across circles, defined once below; per-circle deviations are
noted explicitly. Many operational roles are referenced elsewhere in the
handbook: People Officer (leave, onboarding, performance model), Privacy Officer
(GDPR), Process Guardian (QMS/ISO 9001), Event Owner (conferences), Treasury
Keeper (pension/salary admin).
---
# Roles & Accountabilities
This is the role structure of Respellion under Holacracy. Roles — not people — hold purposes and accountabilities. The organization has three nested circles: the **Respellion Anchor Circle**, its sub-circle **Respellion Operations**, and that circle's sub-circle **Software Delivery**.
> **Note:** Personal names of role fillers have been removed from this knowledge-base version. Current role assignments live in GlassFrog.
## Structural Roles (shared definitions)
These four roles are constitutionally required. Unless a circle notes a deviation below, each instance uses the definition here.
**Circle Lead.** Holds the Purpose of the overall Circle. *(Deviation — Software Delivery Circle Lead adds accountabilities: making sure the roles and their purposes and accountabilities in the circle are described properly; assigning people to roles; monitoring fit, offering feedback to enhance fit, and re-assigning roles to others when useful; defining priorities and strategies for the circle.)*
**Facilitator.** Purpose: Circle governance and operational practices aligned with the Constitution. Accountabilities:
- Facilitating the Circle's regular Tactical Meetings
- Facilitating the Circle's Governance Process
- Triggering new elections for the Circle's elected Roles after each election term expires
- Auditing a Sub-Circle's meetings and records on request and declaring a Process Breakdown if one is discovered
**Secretary.** Purpose: Stabilize the Circle's constitutionally-required records and meetings. Domain: all governance records of the Circle. Accountabilities:
- Scheduling regular Tactical Meetings for the Circle
- Capturing and publishing Tactical Meeting outputs
- Scheduling Governance Meetings for the Circle
- Capturing and publishing the outputs of the Circle's Governance Process
- Interpreting the Constitution and anything under its authority upon request
**Circle Rep.** Purpose: Tensions relevant to process in a broader Circle channeled out and resolved. Accountabilities:
- Seeking to understand Tensions conveyed by Role Leads within the Circle
- Discerning Tensions appropriate to process within a broader Circle that holds the Circle
- Processing Tensions within a broader Circle to remove constraints on the Circle
## Respellion Anchor Circle
**Purpose:** Een maatschappij waarin open source technologie wordt ingezet om duurzame oplossingen te bouwen.
**Structural roles present:** Circle Lead, Facilitator, Secretary (all per shared definitions above).
### Aandeelhouders
*(Shareholders — role present; filler name removed.)*
## Respellion Operations *(sub-circle of Anchor)*
**Structural roles present:** Circle Lead, Circle Rep, Facilitator, Secretary (all per shared definitions above).
### Buddy
- **Purpose:** Onboard a new Respellion employee so this person feels welcome and at home.
- **Accountabilities:**
- Following up the checklist until the new employee is satisfied
- Checking (verifying) with the new employee if they indeed feel welcomed and at home
### Chief Azure
- **Purpose:** Ensure a maintainable and available Azure environment for Respellion.
- **Accountabilities:**
- Monitoring availability of the Respellion Azure environment
- Communicating with CSP (ALSO)
- Maintaining the infrastructure for internal and customer purposes
- Following up any alerts from Azure
- Coordinating changes in resources above SLA with service manager
- Communicating to Respellion stakeholders about the Azure environment
### Event owner
- **Purpose:** Making sure Respellion colleagues have an awesome event experience.
- **Accountabilities:**
- Drafting list of congresses
- Making sure there is a budget and using that budget
- Making sure everything about a congress visit is facilitated (stay, transport, tickets, etc)
- Being transparent about the budget and the use of it
- Taking ownership for small team events
### Huddle (A, B, C)
There are three Huddles (A, B, and C) that share an identical role definition; each acts as a buddy structure of three or four individuals.
- **Purpose:** A group of three or four individuals that acts as a buddy structure.
- **Accountabilities:**
- Holding bi-weekly huddle check-ins
- Coaching each other on professional and personal issues
- Strengthening the feedback culture by developing personal plans
- Creating transparency in individual progress and improvements
### Internal Auditor
- **Purpose:** Making sure that independent evaluations of risks, processes, and controls within Respellion are conducted regularly. The goal is to ensure effective and efficient operations and compliance with laws and regulations.
- **Accountabilities:**
- Identifying and assessing risks within Respellion
- Analyzing the impact of these risks on operational and financial processes
- Developing an annual (internal) audit plan based on risk analysis, including scope and objectives
- Conducting operational, financial and compliance audits
- Collecting and analyzing data to assess effectiveness of internal controls
- Preparing audit reports (findings, conclusions, recommendations)
- Presenting results to management and colleagues
- Monitoring the implementation of recommendations
- Evaluating the effectiveness of corrective actions
- Ensuring compliance with internal guidelines and external law and regulations
- Advising on improvements to processes and controls to ensure compliance
- Contributing to the development of awareness of internal controls within the organization
- Ensuring colleagues are aware of the importance of risk management and compliance
### Marketing
- **Purpose:** Respellion has an outstanding corporate reputation that aligns with the core values and manifest.
- **Accountabilities:**
- Maintaining our exposure on social media
- Maintaining the website on a functional level
- Developing relevant exposure on the website
- Improving the corporate reputation in a structured and managed way
### Networker
- **Purpose:** Maintain a valuable and effective network of stakeholders.
- **Accountabilities:**
- Maintaining a network of partners (ICT brokers, IT companies)
- Maintaining a network of potential customers
- Monitoring a transparent sales funnel for potential tenders
- Monitoring a transparent sales funnel for potential individual assignments
- Aligning the sales funnel with the financial budget administration and forecast
- Being transparent (communication) about the accountabilities above
### People Officer
- **Purpose:** Making sure Respellion has/maintains the organizational culture in which individuals can be the best versions of themselves, and making sure Respellion has/maintains a unique and attractive organizational structure.
- **Domain:** An asset, process, or other thing this Role may exclusively control and regulate as its property, for its purpose.
- **Accountabilities:**
- Maintaining the performance model (salary etc)
- Facilitating the monthly celebration meeting
- Guarding the Respellion culture/DNA
- Designing employment contracts
- Maintaining an effective onboarding program
- Approving leave requests
- Maintaining the employee handbook
- Maintaining a comprehensive sick leave administration
- Maintaining a comprehensive leave administration
- Taking initiatives to improve people wellbeing
- Increasing the connection with people's social system at home
- Making sure that successes are being celebrated
### Privacy Officer
- **Purpose:** To ensure Respellion maintains the highest standards of data privacy compliance while enabling the organization to effectively use data in alignment with our values of trust, courage, self-discipline, and entrepreneurship.
- **Accountabilities:**
- Developing, implementing, and maintaining a comprehensive privacy program aligned with GDPR, Dutch privacy laws, and other applicable regulations
- Monitoring and interpreting changes in privacy legislation and updating organizational policies accordingly
- Serving as the primary point of contact for supervisory authorities (like the Dutch Data Protection Authority)
- Conducting regular privacy impact assessments for new and existing processing activities
- Maintaining records of processing activities as required by Article 30 of GDPR
- Identifying privacy risks across the organization and recommending appropriate risk mitigation strategies
- Managing privacy incident response, including breach notification procedures
- Reviewing data processing agreements with vendors and partners to ensure privacy requirements are adequately addressed
- Developing and delivering privacy training programs for all team members
- Establishing and overseeing processes for handling data subject rights requests (access, rectification, erasure, etc.)
- Ensuring timely responses to privacy inquiries from customers, employees, and other stakeholders
### Process guardian
- **Purpose:** Making sure Respellion's organizational processes are transparent, compliant and scalable.
- **Accountabilities:**
- Maintaining a file structure for documents that facilitates compliance and transparency
- Maintaining a comprehensive quality management system that complies with potential ISO regulations
- Advising the circle about effective software platforms
- Advising the circle about (auditing) the quality management system(s)
- Advising the circle about any other relevant internal processes
- Organizing internal audits as described in ISO 9001:2015 chapter 9
### Recruiter
- **Purpose:** Recruiting new employees who fit Respellion's culture.
- **Accountabilities:**
- Selecting potential employees via necessary channels
- Running the first telephone conversations in the application process
- Organizing the introduction interview of the application process
- Organizing the capacity interview of the application process
- Monitoring the application process
- Placing job vacancies on external websites
- Making sure the application process is done within two weeks
- Using a LinkedIn recruiter subscription
- Placing posts for Respellion employer branding
- Drafting job descriptions to attract potential employees
- Reporting regularly on the recruiting process
### Service Manager
- **Purpose:** Take ownership of the services we provide for customers with an SLA for hosting, maintenance and operations, with the goal to be an excellent service provider.
- **Accountabilities:**
- Defining, aligning and agreeing upon SLAs
- Managing ITIL service management processes
- Acting as a single point of contact for hosting, operation and maintaining applications for customers
### Sustainability officer
- **Purpose:** Ensuring the balance between people-profit-planet in Respellion's corporate activities.
- **Accountabilities:**
- Taking initiatives for social return activities
- Challenging policy, activities and ideas against the corporate values and manifest and suggesting changes/improvements
- Communicating regularly to Respellion stakeholders about sustainability and social return activities
### System administrator
- **Purpose:** To maintain the Respellion company website and/or Respellion applications.
- **Accountabilities:**
- Monitoring the availability of the website
- Coordinating activities with hosting partner (GRRR)
- Maintaining an overview of the internal application landscape
- Updating the Respellion website on a regular basis
- Communicating to Respellion stakeholders about our website and internal application landscape
### Technology Officer
- **Purpose:** To create a technical strategy that aligns with and adds value to our purpose.
- **Accountabilities:**
- Designing a strategy on open-source technology for Respellion and keeping it updated
- Defining internal technology projects
- Coordinating the internal projects (project owner)
- Communicating to Respellion stakeholders about the open source strategy
### Treasury Keeper
- **Purpose:** Respellion has a sustainable and transparent financial administration that meets legal obligations.
- **Accountabilities:**
- Maintaining salary administration
- Maintaining declaration administration
- Maintaining company budget sheets
- Maintaining pension administration
- Maintaining insurance administration
- Reporting on the administrations to create transparency
- Communicating to Respellion stakeholders about the financial administration
### Workplace support
- **Purpose:** Ensure a safe and effective digital workplace.
- **Accountabilities:**
- Ensuring security compliance conform Microsoft security policies
- Facilitating a healthy workplace
- Supporting colleagues in IT (with regard to hardware and software)
- Maintaining Microsoft 365
- Providing software licenses to colleagues if needed
## Software Delivery *(sub-circle of Respellion Operations)*
**Purpose:** Deliver high quality software and have happy customers.
**Structural roles present:**
- **Circle Lead** — uses the expanded accountabilities noted in the shared Circle Lead definition above (describing roles, assigning people, monitoring fit, defining priorities/strategies).
- **Facilitator** — no purpose, accountabilities, or domains defined.
- **Secretary** — no purpose, accountabilities, or domains defined.
## Related Topics
- [Who We Are](who-we-are.md) — the Holacracy model, circles, tensions, and ISO 9001 QMS these roles operate within.
- [How We Work Together](how-we-work-together.md) — core values referenced in role purposes, and the coaching culture the Huddles enact.
- [Security](security.md) — GDPR handling that the Privacy Officer role owns.
- [Holiday and Leave](holiday-and-leave.md) — leave/sickness administration owned by the People Officer.
- [Learning & Personal Development](learning-personal-development.md) — the performance model maintained by the People Officer and conferences owned by the Event Owner.

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---
title: Security
category: Security
source_files:
- docs/Security/working-with-personal-data.md
- docs/Security/bhv-evacuation.md
summary: >
Working with personal data under the GDPR (what counts as processing and as
personal data, ordinary vs special vs sensitive categories, and the BSN rules),
plus a placeholder for BHV/evacuation and RI&E procedures.
tags:
- gdpr
- avg
- personal-data
- privacy
- bsn
- data-classification
- bhv
- evacuation
- safety
related_topics:
- who-we-are.md # ISO 9001 QMS, "security by design" quality policy
- spending-and-contracting.md # 1Password / shared accounts, secure storage
status_notes:
bhv_evacuation: PLACEHOLDER — content not yet written in source.
ai_context: >
"GDPR" and the Dutch "AVG" are the same regulation. "BSN" = Burgerservicenummer
= Dutch Citizen Service Number / national identification number. The QMS quality
policy in who-we-are.md commits to "security by design", which this section
operationalizes for personal-data handling. The BHV/evacuation subsection is an
unfilled placeholder in the source material and should not be treated as
authoritative guidance.
---
# Security
This section covers data protection (GDPR) and workplace safety (BHV/evacuation, RI&E).
## Working with Personal Data: Understanding the GDPR
In providing our services, we frequently work with personal data. Under the General Data Protection Regulation (GDPR), this is referred to as "processing." But what does this actually mean? And what exactly constitutes personal data?
The GDPR came into effect on **May 25, 2018**. This is a European regulation that governs the processing of personal data. The GDPR has significant implications for our organization because we constantly work with the personal data of individuals.
### When does the GDPR apply?
The GDPR applies to the processing of personal data. The GDPR does **not** apply to the data of deceased individuals.
First, you must determine if the actions you perform with data constitute "processing." According to the GDPR, processing is any operation or set of operations performed on personal data. Common operations include: collecting, recording, storing, altering, retrieving, consulting, using, disclosing, erasing, and destroying data.
In practice, this means that almost any handling of personal data is considered "processing" under the GDPR.
### What is personal data?
The GDPR defines personal data as any information relating to an identified or identifiable natural person. This means information that is directly about an individual or can be traced back to that individual. Data about organizations is **not** considered personal data under the GDPR.
### Examples of Personal Data
There are many types of personal data. Obvious examples include a person's name, address, and place of residence. However, telephone numbers and postal codes combined with house numbers are also personal data.
Indirect personal data can also exist. This refers to data that, when combined with other information, reveals something about an individual or can be traced back to them.
**Ordinary Personal Data.** Examples include names, file numbers, or contact details. Ensure that access to or viewing of this data is restricted only to individuals for whom it is necessary for their role.
**Special Categories of Personal Data.** Sensitive data such as a person's race, religion, health, criminal record, and biometric data (e.g., fingerprints) are referred to as special categories of personal data. Processing special categories of personal data is prohibited unless a specific legal exception applies. Consult your designated privacy officer if you use or intend to use this type of data.
**Sensitive Personal Data.** Some data may not be classified as "special category" by definition but is sensitive enough to warrant extra precautions. This includes data concerning:
- Electronic communications
- Location data
- Financial data (such as income or purchasing behavior)
- Citizen Service Numbers (BSN) / National Identification Numbers
Genetic personal data is also sensitive because it provides unique information about an individual's physiology or health, and/or the health of their family members, making the information particularly delicate. For instance, Citizen Service Numbers (BSN) may only be used for purposes prescribed by law. It is not permitted to process or use these numbers for other purposes. Exercise extreme caution when handling such data. Ensure that this data is stored in secure applications and **not** in unsecured files on local or shared drives.
### BSN: Citizen Service Number (Burgerservicenummer)
A national identification number is a unique number established by law. In the Netherlands, the most well-known national identification number is the Citizen Service Number (BSN). These numbers may only be used for purposes prescribed by law. Processing them for purposes other than those legally specified is not permitted.
Examples of Dutch laws regulating the use of the BSN include the General Provisions for Citizen Service Number Act (Wet algemene bepalingen burgerservicenummer), the Use of Citizen Service Number in Healthcare Act (Wet gebruik burgerservicenummer in de zorg), and the Personal Identification Numbers in Education Act (Wet persoonsgebonden nummers in het onderwijs).
## BHV & Evacuation Plan, RI&E
> **Placeholder.** Evacuation and safety procedures (BHV, evacuation plan, and the Risk Inventory & Evaluation / RI&E) are not yet documented in the source material. This subsection should be completed with the actual procedures before being relied upon.
## Related Topics
- [Who We Are](who-we-are.md) — the ISO 9001 QMS and its "security by design" quality policy, which this data-protection guidance puts into practice.
- [Spending and Contracting](spending-and-contracting.md) — use of 1Password and shared accounts, relevant to storing sensitive data securely.

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---
title: Spending and Contracting
category: Spending and contracting
source_files:
- docs/Spending and contracting/spending-purchasing.md
summary: >
The spending and purchasing policy: principles, basic rules, expense categories
(travel, professional development, equipment, team events/food & drinks), and
the submission process via NMBRS — within Dutch WKR tax rules.
tags:
- spending
- purchasing
- expenses
- reimbursement
- nmbrs
- wkr
- travel-allowance
- professional-development
- equipment
related_topics:
- day-to-day.md # travel-time policy (time vs km allowance)
- learning-personal-development.md # conferences/courses being expensed
- pension-scheme-and-benefits.md # allowances as benefits
- security.md # 1Password for shared subscription accounts
key_facts:
travel_km_allowance: EUR 0.23 per kilometer (commuting and business travel)
expense_submission_deadline_days: 30
expense_tool: NMBRS
laptop_bag_max: EUR 100
finance_contact: finance@respellion.com
ai_context: >
"WKR" = Werkkostenregeling, the Dutch work-related costs tax scheme that
constrains what can be reimbursed (notably why personal food/drinks are not
reimbursable and team events should relate to customer activities). The
EUR 0.23/km here is the same travel allowance summarized in the benefits
overview (pension-scheme-and-benefits.md); it is distinct from travel-TIME
compensation in day-to-day.md. Expenses go through NMBRS; structured spending
requests (subscriptions, software, conferences, peripherals) go through a
spending form on SharePoint.
---
# Spending and Contracting
## Spending and Purchasing
### General Principles
The goal of our spending and purchasing policy is to enable roles to be fully accountable for the work they do, including spending.
We trust our team members to make sensible decisions about company expenses. This policy provides guidelines to ensure clarity and compliance with Dutch tax regulations. For our employees, we have more details available about the Dutch tax regulations and the werkkostenregeling (WKR) in our Werkkostenregeling (WKR) document.
### Basic Rules
1. Spend company money as if it were your own.
2. Recurring items are monitored.
3. Submit expenses within 30 days.
4. Always upload clear photos of original receipts in [NMBRS](https://www.nmbrs.com/nl/inloggen).
5. Choose the right "Type/Soort" and the right "Description/Beschrijving".
### Request for asset expenses
For some of the assets we have in our company, we want a registration to ensure validity and to prevent unnecessary subscriptions that lead to high costs. The administration for these assets is available: Books and Subscriptions.
### Expense Categories
The following expenses are suitable for expense declarations. The information within brackets is necessary in [NMBRS](https://www.nmbrs.com/nl/inloggen) for correct administration of the costs.
**Travel**
- Public transport: fully reimbursed for business travel via NS business card.
- Car, motorcycle, bicycle: **EUR 0.23 per kilometer** for commuting and/or business travel. [Include address of the commute departure and arrival per date.]
- Parking costs for customer business meeting. [Description: Klantnaam]
**Professional Development**
- Books: you can buy books that are useful for your professional development. These books remain the property of Respellion. Physical books are stored at the office and digital books are available via the Respellion library. Please check if a book or subscription has already been purchased — we keep an administration in SharePoint. [Description: Zakelijke literatuur]
- Digital platforms with a subscription can be requested via the spending form on SharePoint. When approved, you can purchase the subscription and it will be registered in SharePoint. If possible, use a general account (through 1Password) to share with colleagues. We will check this list with you during the year to see if subscriptions are still relevant. [Description: Zakelijk abonnement]
- Conferences, seminars and such can be requested via the spending form on SharePoint. [Description: Conferenties, cursussen]
- Software licenses can be requested via the spending form on SharePoint. [Description: no additional comment on receipt]
- Exam costs for work-related certifications can be requested via the spending form on SharePoint. [Description: no additional comment on receipt]
**Equipment**
- Laptop (company provided).
- Laptop bag if necessary, with a maximum of **EUR 100**. [Description: no additional comment]
- Peripherals (webcam, mouse, etc.) can be requested via the spending form on SharePoint. [Description: no additional comment]
**Team events, food & drinks**
- We want you to feel comfortable to organise informal gatherings with colleagues. You are allowed to spend a reasonable amount of money on food and drinks during these gatherings. It is important that these gatherings have a relation with customer activities if possible, because of WKR regulations. [Description: topic of the event and with customer name]
- Because of WKR regulations, it is not allowed to expense personal food and drinks.
- Personal food and drinks are not reimbursed. Coffee and tea is available in the office and we keep a stocked refrigerator (when empty, contact the workplace facilitator).
- Costs for food and drinks during non-regular customer meetings are reimbursed. [Description: topic of the event and with customer name]
- Costs for food and drinks as a result of overtime are reimbursed. [Description: Overwerk]
### Submission Process
1. Use our expense app ([NMBRS](https://www.nmbrs.com/nl/inloggen)).
2. Upload clear receipt photos.
3. Add a clear description as described in this policy.
4. Submit within 30 days.
5. Reimbursement with next salary payment.
### Questions?
Contact finance@respellion.com for any questions about this policy.
## Related Topics
- [Day to Day → Travel Time Policy](day-to-day.md) — travel-TIME compensation (1.5-hour threshold), distinct from the EUR 0.23/km allowance above.
- [Learning & Personal Development](learning-personal-development.md) — conference and course attendance that is requested/expensed here.
- [Pension Scheme & Benefits](pension-scheme-and-benefits.md) — travel, phone, and other allowances listed as benefits.
- [Security](security.md) — secure handling of shared subscription credentials via 1Password.

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---
title: Who We Are
category: Who we are
source_files:
- docs/Who we are/what-does-respellion.md
- docs/Who we are/respellion-model.md
- docs/Who we are/qms-design.md
- docs/Who we are/your-first-day.md
summary: >
Respellion's identity, services, self-organizing operating model (Holacracy),
ISO 9001 Quality Management System, and the onboarding ("first day") checklist.
tags:
- identity
- services
- holacracy
- governance
- quality-management
- iso-9001
- onboarding
related_topics:
- how-we-work-together.md # purpose, core values, circles/huddles, coaching culture
- learning-personal-development.md # coaching culture, growth & reward
- day-to-day.md # meeting cadence, time registration, task board
key_facts:
core_values: [Trust, Courage, Self-discipline, Entrepreneurship]
governance_model: Holacracy
operational_standard: Agile / DevOps
quality_standard: ISO 9001:2015
governance_tooling: Glassfrog
meeting_notes_tooling: Microsoft Loop
ai_context: >
This file defines the organizational foundation referenced everywhere else in
the handbook. "Roles" (not job titles), "Circles", "Tensions", "Tactical" and
"Governance" meetings, "Lead Link", and "Facilitator" are Holacracy terms used
throughout other documents. The core values (Trust, Courage, Self-discipline,
Entrepreneurship) are cited as the rationale for many concrete policies
(e.g. flexible hours, spending, coaching culture).
---
# Who We Are
This section covers what Respellion does, how the organization is structured (the Holacracy-based "Respellion model"), the ISO 9001 Quality Management System, and what a new colleague does on their first day.
## What Does Respellion Actually Do?
### We develop and maintain software
Respellion is an organization that has knowledge and experience about technology and organization. We have a clear vision of how digitization can best be technically developed and managed, but also how this can be organized in an efficient way. This combination is exceptionally powerful and leads to successful solutions.
Our services focus on result-driven projects, high performance teams, and consultancy.
### Projects
Based on years of experience with developing software in multiple organizations, we know how to organize this effectively in an Agile manner and how to execute it in a result-driven way.
Our methodology ensures that we stay in control of progress and budget, in both the development phase and maintenance phase. Our developers endorse the Agile Manifesto as a starting point for daily activities. This provides a basis for big and small decision-making. By using metrics, we know at any time where we stand and what is needed to achieve the ultimate goal.
We are able to scale up and down in a timely manner with the right expertise needed, such as developers, architects, testers, analysts, UX designers and DevOps engineers.
### High performance teams
We deliver high performance teams. In our vision, these are teams of IT professionals with in-depth technical knowledge, who bring the DNA of our organization. The core values of courage, self-discipline, responsibility, and entrepreneurship ensure a way of working together that creates synergy between individual competences.
Team members are highly trained T-shaped professionals who perform all the work necessary to deliver results. By attending training courses, conferences and workshops, they stay up-to-date with the latest developments in their field of expertise. In addition, our agile coaches stimulate new insights and awareness, so that there is attention to the wellbeing of the individual.
For us, high performance also means working closely with our customers and striving for continuous improvement. We continuously evaluate our performance, learn from successes and from failures, and adapt processes to get better and better.
### Consultancy
We have thought leaders who help organizations with strategic challenges and advice, who can perform technical analysis, develop tailor-made solutions, and support organizations in making IT decisions.
We specialize in IT architecture, software development, information security, quality assurance, agile management and coaching. Our services consist of interim deployment, but also of result-driven or individual assignments.
## The Respellion Model: No Management, No Job Descriptions
### Core Principles
Holacracy is a governance framework that enables self-organization without traditional management hierarchies. At Respellion, we've adopted this approach to align with our core values:
- Trust
- Courage
- Self-discipline
- Entrepreneurship
### Why Holacracy?
Our observations from the field show that while agile frameworks effectively facilitate self-organization in teams, organizational structures often remain rigid. Holacracy addresses this by:
- Transforming static job descriptions into dynamic roles
- Shifting from delegated authority to distributed authority
- Replacing large reorganizations with constant micro-iterations
- Substituting office politics with transparent rules and disciplined processes
### Key Elements
1. **Role-Based Structure:** Individuals fill one or more clearly defined roles within the organization, each with specific accountabilities.
2. **Circle Organization:** Related roles form circles that are connected through link roles.
3. **Dynamic Governance:** Roles are defined, amended, or removed through a formal governance process.
4. **Meeting Formats:** Structured meetings focused on action rather than over-analysis.
5. **Tension-Driven Evolution:** The organization evolves through addressing "tensions" — gaps between what is and what could be.
### Practical Implementation
Respellion operates with:
- One organizational circle
- Monthly tactical and governance meetings (Fridays)
- Huddle check-in meetings twice a week
- A Huddle Elevator session every two months
- A task board for tracking work
- Microsoft Loop for administration and meeting notes
### Meeting Structure
All meetings are administered in Microsoft Loop.
**Tactical Meetings**
- Focus on operational issues and coordinating next actions
- Result in clear tasks assigned to specific roles
- Tasks are tracked on the Respellion Task Board
**Governance Meetings**
- Focus on evolving the organizational structure
- Create, modify, or remove roles based on emerging needs
- Follow a structured process to address tensions through role changes
- Meeting notes are administered in Governance Meeting Notes
### The Concept of Tension
A tension represents an opportunity for improvement — a gap between current reality and potential reality. Tensions can be resolved by:
- Providing information
- Creating new roles
- Defining specific actions
This approach empowers our people with real responsibility, entrepreneurial freedom, and the ability to evolve our organization continuously.
**Reference:** Blog – [Holacracy](https://www.holacracy.org/blog/)
## Quality Manual (QMS) — ISO 9001:2015
This describes the Quality Management System (QMS) of Respellion. Our QMS is designed to deliver maximum value to our customers through "sustainable digitization" without unnecessary bureaucracy. We use Holacracy as a governance model and Agile/DevOps as an operational standard.
### 4. Context of the Organization
**4.1 Understanding the Organization and Its Context** — Respellion operates at the intersection of open-source technology and societal impact. Our context is determined by the need for safe, scalable, and sustainable digital solutions. Documentation: Manifesto, Company Report. Review: Annually during a strategic governance session of the General Board Circle.
**4.2 Stakeholders and Their Needs** — We identify our stakeholders (customers, employees/roles, government, partners) through our circle structure. Implementation: Roles and their 'accountabilities' in Glassfrog define responsibilities towards stakeholders. Evidence: Glassfrog governance overview.
**4.3 Scope** — The QMS applies to: "The design, development, implementation, and maintenance of customized software solutions and the provision of consultancy in the field of digitization and open-source technology."
**4.4 Quality Management System and Processes** — Our processes are not linear but cyclical (Agile). The interaction between processes is managed through Holacracy meetings (Tactical & Governance).
### 5. Leadership
**5.1 Leadership and Commitment** — At Respellion, leadership is distributed. The roles of Lead Link (strategy/prioritization) and Facilitator (process oversight) ensure a focus on quality. Our core values (Trust, Courage, Self-discipline, Entrepreneurship) form the basis for quality awareness.
**5.2 Quality Policy** — Our policy is focused on "Sustainable Digitization." We commit to: meeting customer and legal requirements; continuous improvement of our 'rebellious' approach; security by design.
**5.3 Roles, Responsibilities, and Authorities** — In accordance with Holacracy, all roles, responsibilities, and authorities are transparently documented in Glassfrog. There are no hierarchical positions, only dynamic roles.
### 6. Planning
**6.1 Risks and Opportunities** — Risk management is an ongoing process for us, not an annual document. Trigger: a felt 'Tension' (gap between current and desired situation). Action holder: any role within the relevant Circle. Action: bring the Tension into a Tactical or Governance meeting. Output: output of the meeting (projects or governance changes).
**6.2 Quality Objectives** — Objectives are defined per Circle in the form of OKRs or Circle Purposes. Measurement: progress is discussed in the monthly Tactical Meetings.
### 7. Support
**7.1 and 7.2 Resources and Competencies** — People are our most important capital. A formal review of the development and contribution of role-fillers takes place twice a year. Huddle Elevator: coaching and feedback sessions ensure knowledge levels.
**7.3 Awareness** — Quality awareness is ensured through Onboarding and Huddle Check-ins.
**7.4 Communication** — Communication about the QMS is done during our monthly Tactical meeting. We also focus a lot on our quality policy and our quality goals during the Onboarding process and in our Employee Handbook.
**7.5 Documented Information** — We minimize static documents.
- Source codes: Git (version control is evidence).
- Processes: Glassfrog (Governance).
- Tasks: Task Board (Jira/Azure DevOps).
### 8. Execution (Operations)
**8.1 Operational Planning and Control** — We work according to the Agile methodology (Scrum/Kanban). Quality gate: the Definition of Done (DoD) serves as the primary quality control (ISO 9001:8.1). Each user story must meet the DoD (e.g., peer review, automated tests, security scan).
**8.2 Requirements for Products and Services** — Trigger: customer request or Request for Proposal. Action holder: role 'Contracting' or 'Product Owner'. Output: signed proposal or approved Backlog items.
**8.3 Design and Development** — Software development follows the CI/CD pipeline. Review: peer reviews (Pull Requests) are mandatory for every code change (ISO 9001:8.3.4). Validation: User Acceptance Testing (UAT) by the customer before release.
**8.4 Control of Externally Provided Services** — Suppliers (Cloud providers, SaaS tools) are selected based on security and sustainability criteria (ISO 14001 integration).
### 9. Performance Evaluation
**9.1 Monitoring and Measurement** — Customer satisfaction: measured directly during Sprint Demos and through informal feedback loops. Process performance: Velocity and Lead Time in Agile boards.
**9.2 Internal Audit** — We continuously audit ourselves by testing the 'Governance' against reality. Formal audit: annually, a designated role outside the circle conducts a check on compliance with its own process agreements in Glassfrog.
**9.3 Management Review** — In accordance with Holacracy, we replace the classic management review with a specific Strategic Review in the General Board Circle.
- Input: overview of Tensions, customer feedback, financial status, incidents.
- Output: strategic course changes and updates to the QMS.
### 10. Improvement
**10.1 General and 10.2 Deviations** — Mistakes are learning opportunities ("Most Rebellious Failures").
- Trigger: a bug, incident, or customer complaint.
- Action holder: the relevant Role within the Huddle.
- Action: root cause analysis during the Retrospective (ISO 9001:10.2).
- Output: improvement action on the Backlog or adjustment in the DoD.
**10.3 Continuous Improvement** — Our structure is self-cleaning. By continuously processing Tensions in Governance meetings, the system improves itself every month.
## Your First Day
Welcome to Respellion! We have collected some useful information for you to start with. In the first few days, we also plan a few appointments in your calendar.
You can start with the following activities:
- Check the onboarding checklist on SharePoint and filter on name
- View our SharePoint environments
- Read through the Employee Handbook
- If you work on internal activities, you turn them into an activity on the Respellion Taskboard
- Write a short profile text for the Respellion website (see examples)
- Create your personal plan on the Miro board
Here are a few topics for the first few weeks that we will discuss together:
- Introduction presentations:
- Respellion Introduction.pptx
- Respellion Holacracy
- Coaching Culture
- Check the current organizational model on [Glassfrog](https://app.glassfrog.com/organizations/32697/orgnav/roles/13886133)
All the necessary information is available via our employee handbook or the internal docs.
## Related Topics
- [How We Work Together](how-we-work-together.md) — purpose, the four core values explained, the manifest, circles/huddles, and the coaching culture that the QMS and Holacracy model reference.
- [Learning & Personal Development](learning-personal-development.md) — the coaching culture, Personal Development Plan (POP), and Growth & Reward model that operationalize the "people are our most important capital" QMS principle.
- [Day to Day](day-to-day.md) — time registration on the task board, meeting cadence, and the practical working rhythm implied by the Holacracy model.