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Employee Handbook
Zen Communication — Employee Handbook
Last updated June 2026  ·  6 parts  ·  6 policies
Employee Handbook
2026 Edition
Employee Edition
CompanyZen Communication
Edition2026
StatusOfficial — All Employees
Last UpdatedMay 2025
Applies to all employees regardless of role, seniority, or function
Introduction
Introduction & Company Culture
Part 1
Introduction & Applicability
1. Purpose of this handbook
  • Defines minimum standards of conduct, behaviour, and performance
  • Sets out employee responsibilities and obligations
  • Defines Company decision rights and corrective mechanisms
  • Outlines consequences of failing to meet required standards

This handbook forms part of the terms and conditions of employment at Zen Communication.

2. What this handbook is (and is not)
  • Supports fair and consistent management
  • Protects employees, the Company, and clients
  • Provides structure for performance and discipline

Where matters are not explicitly covered, management judgement applies guided by the intent of this handbook, Company and client interests, and fairness, consistency, and proportionality.

All employment-related decisions shall be applied in a manner that is fair, reasonable, and consistent with Malaysian employment laws.

3. Applicability — applies to all employees in
  • All full-time employees
  • All work-related contexts:
    • Work From Office (WFO)
    • Work From Home (WFH)
    • Client engagements
    • External meetings, events, and productions
    • Digital and written communications
4. About Zen Communication
  • Lean, execution-focused creative and marketing agency
  • Success depends on disciplined delivery, reliability, responsiveness, and professionalism
  • Employees are expected to safeguard the Company's reputation, business continuity, and client relationships at all times
Part 2
Culture & Values
The Zen Way of Working and the ZENNITES values
At Zen, flexibility does not excuse unresponsiveness, autonomy does not remove accountability, and talent does not override professionalism. Great work comes from a team that is professional in conduct, disciplined in execution, accountable for results, collaborative in spirit, and committed to continuous improvement. Trust is built through consistent behaviour, clear communication, and reliable delivery.
5. ZENNITES values
Z
Zen Under Pressure
We remain calm and professional even when facing challenges.
E
Eager to Learn & Improve
Feedback and improvement are part of our culture.
N
Never Settle
We continuously push ourselves to improve.
N
Next Level Discipline
Discipline builds trust and reliability.
I
Innovate Responsibly
We embrace change while protecting quality and trust.
T
Together as One Team
We succeed as a team.
E
Exceed Expectations
We aim to deliver beyond expectations.
S
Support & Empower
We help each other grow and succeed.
Values are measured through observable actions and patterns, not intent alone.
Part 3
Confidentiality, Client & Business Protection
Protecting Company, client, and partner information
6. Confidential information, client protection & personal content
Confidential information includes
  • Client data, materials, and strategies
  • Pricing, proposals, and commercial terms
  • Internal processes, tools, systems, and credentials
  • Creative assets and intellectual property
Employees must
  • Protect confidential information from unauthorised access or disclosure
  • Use it strictly for Company business
  • Avoid sharing internal information externally
  • Avoid posting client work publicly without approval
  • Exercise caution when using AI tools, cloud platforms, or personal devices
Personal content, BTS & social media during assignments
Personal content creation, BTS recording, photography, videography, or social media posting during work assignments is not an automatic entitlement and may only occur where: operational duties are not disrupted; client confidentiality is not compromised; no restricted or confidential materials are shown; no client or management prohibition exists; and approval has been obtained from the relevant Project Lead, Manager, or HOD where required.
Employees must NOT
  • Prioritize personal content creation over operational responsibilities
  • Disrupt workflows, shoots, productions, or meetings for personal recording
  • Record or post confidential, unreleased, or restricted client materials
  • Conduct livestreaming during active assignments without approval
  • Use Company relationships, access, or client information for unauthorised personal or third-party benefit.
Client / event restrictions may include
  • Confidentiality obligations and embargo periods
  • Non-disclosure requirements
  • Complete recording restrictions

Employees are required to comply fully with all such requirements at all times.

The Company reserves the right to: prohibit recording or posting activities; request removal of content; restrict future recording privileges; or take disciplinary action where confidentiality, client relationships, operational professionalism, or Company interests are affected. Confidentiality obligations continue during and after employment.
7. Client protection, non-dealing & non-poaching
Employees must NOT
  • Accept direct payment from Company clients
  • Create side arrangements with Company clients
  • Offer personal, freelance, or external services to Company clients
  • Use Company relationships, access, or client information for unauthorised personal or third-party benefit.
All clients remain Company clients
All clients engaged through Zen Communications remain clients of the Company at all times. Any attempt to divert clients, weaken Company control of relationships, or create private dependency may constitute serious misconduct and may result in disciplinary action up to and including dismissal following due process.
Part 4
Conflict of Interest & External Work
Disclosure obligations and freelancing guidelines
8. Conflict of interest — employees must disclose
  • Disclose actual or potential conflicts of interest
  • Seek clarification if unsure whether a conflict exists
  • Cooperate fully with Company assessment

Failure to disclose conflicts may result in disciplinary action.

9. External work & freelancing — must not
  • Compete with Zen Communication
  • Involve Zen Communication clients
  • Overlap with similar industries where conflict may arise
  • Affect availability, responsiveness, or performance
  • Use Company resources, data, tools, or knowledge

Approval may be declined, reviewed, or withdrawn if external activity impacts work standards.

Submit a declaration
Freelance Declaration Form
Declare any external freelance work for Company review  ·  Opens in new tab
Part 5
Performance Standards & Growth
Client servicing, conduct, and career progression framework
10. Performance expectations
All employees are expected to deliver
  • Professionalism and reliability
  • Accuracy and attention to detail
  • Responsiveness and ownership
  • Adherence to briefs, instructions, and standards
  • Acceptance of feedback professionally
Client servicing — key principles
  • Communicate professionally and respond promptly
  • Provide clear updates and manage expectations proactively
  • One voice, one team — all client communication must reflect internal alignment
  • Never overpromise, share conflicting information, or blame colleagues in front of clients
  • Problems are owned and solved collectively
11. Meeting standards & communication
Every meeting must have
  • A clear purpose and objective
  • Only relevant participants included
  • Preparation in advance
  • Start on time
  • Clear and documented actions where required
Meeting follow-ups must include
  • Key decisions made
  • Agreed action items and responsible owners
  • Deadlines or timelines
Communication standards
  • Communicate challenges early
  • Propose solutions, not just problems
  • Avoid blame shifting
  • Maintain professional tone even under pressure
  • Remain reasonably contactable during working hours and acknowledge urgent communications within a reasonable period. Messages should be responded to within 15 minutes
  • Communicate unavailability clearly. Repeated lack of visibility may be treated as a performance issue
Escalate when
  • Deadlines may be missed
  • Instructions are unclear or conflicting
  • Blockers persist without resolution
  • Client impact is likely

Failure to escalate known risks may be treated as a performance or accountability issue.

12. Career progression framework — 4 pillars
Pillar 1 — Why You Get Through the Door
Code of Conduct
Foundation of working at Zen
  • Integrity and professionalism in conduct and communication
  • Respect for colleagues, clients, and partners
  • Adherence to Company policies, standards, and processes
  • Accountability for assigned responsibilities and outcomes

Employees who consistently fail to meet conduct standards may not be considered for advancement, regardless of performance in other areas.

Pillar 2 — Why You Were Hired
Technical Competency
Ability to perform role effectively and independently
  • Job-specific skills and functional expertise
  • Ability to deliver work independently and reliably
  • Problem-solving capability and judgment
  • Understanding and application of relevant industry practices and standards
Pillar 3 — Why Your Rewards Differ
Commercial Value Delivery
Contributing measurable business value
  • Delivering high-quality outcomes that meet or exceed expectations
  • Identifying opportunities to add value to client work
  • Improving efficiency, productivity, and delivery effectiveness
  • Contributing directly or indirectly to revenue growth, margin improvement, or cost optimisation
Pillar 4 — Why You Are Promoted
People Management
Supporting the success of others
  • Mentoring and coaching junior team members
  • Managing project teams effectively
  • Resolving cross-team coordination issues
  • Reinforcing Company standards and professional culture
  • At senior levels: building teams, shaping culture, developing future leaders
→
13. Career progression levels
Entry
Intern → Junior Executive → Executive
Growth
Senior Executive → Key Account Manager / Specialist → Senior Manager
Leadership
Assistant Director → Director → Group Director
Career growth at Zen Communication is not based solely on tenure. Advancement is based on demonstrated performance over time, contribution to team and Company success, ability to take on increased responsibility, and alignment with Zen Communication's culture, values, and standards.
Job Grade by Metrics Framework
Coming Soon
Part 6
Work Arrangements
Working hours, WFO/WFH, and availability standards
14. Hybrid work schedule
WFH — Mon & Tue
Hours9.30am – 6.30pmDaily task listSubmit by 9:30am
WFO — Wed, Thu & Fri
Choose one session(1) 9.00am – 6.00pm
(2) 10.00am – 7.00pm
(3) 11.00am – 8.00pmDaily task listSubmit by 10:30am

WFH is not an entitlement and may be revised at any time.

15. Availability & responsiveness
Employees are expected to remain reasonably contactable during working hours and acknowledge urgent communications within a reasonable period, taking into account meetings, client engagements, breaks and operational activities. Messages should be acknowledged within 15 minutes during working hours. Communicate unavailability clearly. Repeated lack of visibility may be treated as a performance issue.
Part 7
Onboarding & Workplace Safety
ZenBuddy Program and health & safety expectations
16. Onboarding & ZenBuddy program
  • New employees are onboarded through the ZenBuddy Program
  • Provides system onboarding, operational guidance, and team introductions
  • Designed to support smooth integration into the team and Company culture
17. Health & workplace safety
  • Prioritise health and wellbeing at all times
  • Avoid coming to the office when unwell
  • Comply with applicable workplace safety guidelines
Policy 1
Hybrid Work & WFH Policy
Monday
WFH
Tuesday
WFH
Wednesday
WFO
Thursday
WFO
Friday
WFO
WFH may be approved when
  • Temporary physical discomfort
  • Medical recovery
  • Short-term caregiving needs
  • Other exceptional short-term circumstances
WFH may be rejected when
  • Physical attendance is operationally required
  • Shoots, events, or client meetings needed
  • Employee not fit to work at full capacity
  • Productivity or communication concerns
  • Repeated or excessive requests
  • Insufficient notice without explanation
WFH is a flexibility arrangement, not an entitlement. Approval on one occasion does not guarantee future approval. Employees who are medically unfit may be required to apply for medical leave instead.
Submit a request
Special WFH Request Form
Request WFH outside your regular Mon/Tue schedule  ·  Opens in new tab
Daily check-in requirements
When working from home, employees must
Check in by 9:30 AM every working day
Submit expected daily tasks to reporting manager at start of day
Inform the internal team WhatsApp group of remote work arrangement
Employees are expected to remain reasonably contactable during working hours and acknowledge urgent communications within a reasonable period. Messages should be acknowledged within 15 minutes during working hours. Communicate unavailability clearly.
Suggested check-in message
"Morning everyone! I would just like to inform that I will be WFH today and have received approval from [Manager Name]. I will remain available throughout working hours. Thank you."
Policy 2
Transportation, Travel & Claims Policy
What's claimable depends on your work day
WFH Day
From home to approved work destination
WFO Day
From office to approved work destination
Weekend / Non-working
Shorter of home or office to work destination
Normal commuting between home and office is not claimable — employees already receive a fixed travel allowance.
Preferred transport — use in this order
1
Personal vehicle
Mileage + parking claimable
2
Shared transport or carpool
3
Public transportation
Mileage reimbursement rate RM 0.80 / km
Grab may be approved when
  • No reasonable personal vehicle access
  • Public/shared transport unavailable
  • Urgent or time-sensitive travel
  • Safety or accessibility concerns
  • Management deems it operationally necessary
Claims may be rejected when
  • Cheaper option was available
  • Chosen mainly for personal convenience
  • Surge/premium fares without approval
  • Individual ride when carpool was possible
  • Missing receipts or documentation
Always use standard/economy ride options. Grab approvals are case-by-case and do not create automatic entitlement for future claims.
Submit a request
Grab Claim Special Request Form
Submit a Grab reimbursement claim  ·  Opens in new tab
Get prior approval for
  • Unusually high transportation expenses
  • Outstation travel or airport transfers
  • Late-night transportation claims
  • Recurring ride-hailing expenses
Claim limits at a glance
Outpatient / GP
RM 500
per calendar year
Pay & Claim basis
Lifestyle Benefit
RM 500
per calendar year
Dental, optical, fitness & more
Hospitalization
AIA Insurance
Confirmed employees only
Subject to insurer terms
All claims and benefit usage are subject to Company policies, operational requirements, budget considerations, and supporting documentation requirements. The Company reserves the right to review, amend, or discontinue any benefit at its discretion.
Medical & insurance coverage
GP / Outpatient medical claims
  • RM 500 limit per calendar year
  • Pay & Claim reimbursement basis
  • Retain original receipts and MCs
  • Submit claims according to Company procedures
  • Employees responsible for tracking own utilization

Note: Previous RM10 co-payment medical card arrangement has been discontinued.

Hospitalization insurance (AIA)
  • Available for confirmed employees only
  • Use AIA insurance card for hospitalization coverage
  • Coverage subject to insurer terms and conditions
  • Refer to official AIA briefing materials for details
  • Contact HR for clarification or assistance
Submit a request
GP / Medical Claim
Submit outpatient GP reimbursement — RM 500 annual cap  ·  Opens in new tab
Lifestyle claim benefit — RM 500 / year
Dental
  • Dental check-ups
  • Fillings
  • Scaling
  • Basic dental treatments
Health Screening
  • Annual medical check-ups
  • Blood tests
  • Preventive health screening
Mental Health
  • Counselling sessions
  • Therapy sessions
  • Mental wellness consultations
Optical
  • Prescription glasses
  • Contact lenses
  • Eye examinations
Sports & Fitness
  • Gym memberships
  • Fitness classes
  • Sports equipment
  • Fitness-related expenses
🎂
Birthday Meal
  • Personal birthday celebration meal
  • Claim against lifestyle allocation
  • Valid receipt required
All lifestyle claims must
  • Be supported by valid receipts
  • Fall within approved categories above
  • Comply with Company claim submission procedures
Submit a request
Lifestyle Claim Application
Submit dental, optical, fitness & wellness claims — RM 500 annual cap  ·  Opens in new tab
Meal allowance — weekend coverage
🍽
Meal allowance rates
Klang Valley (normal day)
No allowance
Book Off entitlement already provided. Assignment treated as normal working responsibilities.
Cross-state / Overnight
RM 70
per person per day
Outside Klang Valley or overnight ops
Overseas coverage
RM 150
per person per day
Subject to management approval
Contingency funds — overnight / overseas & event coverage
Contingency funds may be provided to project leads for approved overnight, overseas, or event coverage assignments where urgent or unforeseen expenses may arise during the trip.

These funds are intended strictly for necessary work-related expenses and must not be treated as a general allowance.
Eligible usage
Funds may only be used for urgent or unforeseen expenses, including but not limited to:
  • Unforeseen travel delays or additional transport arrangements
  • Urgent medical needs during the trip
  • Emergency equipment-related expenses required for work continuity
  • Necessary team meal arrangements, where applicable and approved in advance
Team meal arrangements
Where team meals are required for the assignment, the expense must be factored into the approved campaign or project budget from the beginning.

Meal arrangements must reasonably include all team members involved in the assignment and must be necessary for the smooth execution of the project or event coverage.
Approval requirements
All contingency fund and meal allowance requests must be approved by the relevant Head of Department before any funds are released. Requests must be submitted at least 3 working days in advance to allow Finance sufficient time to process the payment.

The request should include:
  • Project or campaign name
  • Trip or event coverage dates
  • Location
  • Names of team members involved
  • Estimated amount required
  • Purpose and justification for the funds
  • Relevant HOD approval
Usage & documentation
Any usage of contingency funds must be properly documented and justified. Receipts, invoices, or supporting records must be submitted to Finance after the trip or event.

Any unspent amount must be returned to the Company after the trip, within the timeline required by Finance.

Misuse of contingency funds, unsupported claims, or failure to return unused funds may result in rejection of claims and/or further action by the Company.

Employees are expected to
  • Ensure claims are genuine, reasonable, and work-related
  • Retain and submit valid supporting documents and receipts
  • Submit claims within required timelines
  • Avoid duplicate or excessive claims
  • Comply with all approval and documentation procedures
Claims may be rejected where
  • Claims are incomplete or unsupported
  • Receipts or documentation are missing
  • Expenses are deemed excessive or unreasonable
  • Duplicate claims are submitted
  • Supporting documents are suspected to be falsified

False or misleading claims may result in disciplinary action.

Policy 3
Leave Entitlement & Administration Policy
General leave administration
Employees are expected to
  • Submit leave via Kakitangan in advance where possible
  • Apply for planned leave at least 14 days in advance
  • Obtain manager / HOD approval before proceeding on leave
  • Ensure proper work handover before leave commencement
  • Remain responsible for urgent work transitions
Approval subject to
  • Operational requirements
  • Manpower availability
  • Project or production schedules
  • Overall business continuity
Submit a request
Leave Application Form
Annual, Medical, Hospitalization, Maternity, Paternity, Compassionate & Unpaid leave  ·  Opens in new tab
Leave announcement & handover protocol
PRE-PORTAL LAUNCH
Before going on leave, employees must
Update approved leave in the Company Google Calendar and include all Zen team members in the invite
Attach or include a proper handover list in the calendar invite or related communication
Ensure all urgent or ongoing matters are properly communicated to relevant team members before leave commencement
POST-PORTAL LAUNCH
Before going on leave, employees must
Submit your leave application via the Zen Portal
Await approval — your line manager will be notified automatically through the portal
Once approved, your team will be notified by the portal
Brief your cover person directly on any urgent or time-sensitive matters and ensure your handover plan is up to date before your leave begins
Handover list should include
  • Pending tasks and deadlines
  • Responsible replacement personnel (if applicable)
  • Urgent matters requiring follow-up during absence
  • Client or project follow-ups
Leave entitlements at a glance
Leave type
Entitlement
Notes
AnnualAnnual Leave
 14 days <5 yrs  /  16 days ≥5 yrs
Prorated for incomplete service years. Apply at least 14 days in advance.
  ↳ Carry forward
 5 days max
Must be utilized within first 3 months of new year. Unused balance forfeited thereafter.
MedicalMedical Leave
 14 days / year
Requires valid MC from registered medical practitioner. Notify manager as early as possible.
Hosp.Hospitalization Leave
 60 days / year
Subject to valid medical certification and hospitalization requirements per applicable laws.
MaternityMaternity Leave
 98 consecutive days
Paid. Per Malaysian employment laws. Inform Company as early as possible for operational planning.
PaternityPaternity Leave
 7 consecutive days
Paid. Per Malaysian employment laws. Eligibility: (a) employed with Company for at least 12 months before commencement; (b) Company notified of pregnancy at least 30 days before expected confinement, or as early as possible after birth.
CompassionCompassionate Leave
 5 days
For immediate family bereavement. Separate from Annual Leave. Notify manager as soon as possible.
MarriageMarriage Leave
 1 day
Granted at Company discretion. Applies to the employee's own marriage only. Notify manager in advance.
RLReplacement Leave
 Upon Senior Leader & HOD approval
Within 2 weeks: offset without Kakitangan. Beyond 2 weeks: formal Kakitangan update required.
EmergencyEmergency Leave
 Deducted from Annual Leave
Genuine emergencies only. Approved by Senior Leaders and HOD only.
Pre-launchSubmit via email with handover list
Post-launchSubmit via Zen Portal
UnpaidUnpaid Leave
 Up to 5 days
When all entitlements exhausted. Subject to management approval and attendance/performance considerations.
Replacement leave (RL) — how it works
PRE-PORTAL LAUNCH
Within 2 weeks
  • Can be cleared without updating Kakitangan
  • Discuss and obtain approval from Team Lead
  • Team Lead submits approval via email
Beyond 2 weeks
  • Must be formally updated in Kakitangan
  • Standard leave application procedures apply
  • Apply at least 2 weeks in advance
POST-PORTAL LAUNCH
Within 2 weeks
  • Submit your Replacement Leave request via the Zen Portal
  • Your designated approver reviews and approves directly through the system
  • No email submission required
Beyond 2 weeks
  • Submit via the Zen Portal at least 2 weeks in advance
  • Follows the standard portal approval chain
  • Reviewed and approved by designated approver
📋
Book off entitlement

Book Off entitlement is claimable for weekend, public holiday coverage, and other designated duties.

Entitlement
Notes
0.5 Day Book Off
Standard half-day replacement leave.
1 Day Book Off
Employee still required to fulfill minimum 8 working hours for the day.
Auto 1 Day Book Off
Automatically entitled. No additional application required.
Book Off applications require: completed application form, estimated time spent per task, and manager approval before weekend coverage where possible. Management reserves the right to assess actual operational involvement, task completion, and coverage duration.
Submit a request
Replacement Leave Application
Apply for replacement leave earned from working on a public holiday or weekend  ·  Opens in new tab
Emergency leave (EL) — procedure
PRE-PORTAL LAUNCH
EL is strictly for genuine, unplannable situations

EL should only be used when something unexpected happens that cannot be foreseen or scheduled in advance — and your presence at work is genuinely not possible.

What does not qualify

  • Appointments or situations that could have been anticipated or scheduled in advance
  • Personal matters that can be handled outside working hours
  • Situations where Annual Leave should have been applied for in advance

Not a separate entitlement — deducted from Annual Leave if approved.

Approval authority
  • Approved by Senior Leaders and HOD only
  • Submit via email with reason and handover list
  • If approved: deducted from Annual Leave
  • If rejected: may be treated as unpaid leave, or employee directed to report onsite / work remotely
Suggested email format
Subject: Emergency Leave Approval | [Employee Name]
Hi [Approver Name], I would like to apply for Emergency Leave on [Date] due to [Reason]. Below is my handover list for pending tasks and responsibilities: [Insert Handover List] Thank you.
POST-PORTAL LAUNCH
In the event of an emergency, employees must
Notify your line manager immediately via WhatsApp or call before submitting
Submit your Emergency Leave request via the Zen Portal as soon as possible after notifying
Approval is processed through the portal by Senior Leaders and HOD
If approved, leave will be deducted from your Annual Leave balance
If rejected: may be treated as unpaid leave, or employee directed to report onsite / work remotely

Not a separate entitlement — deducted from Annual Leave if approved.

Submit a request
Emergency Leave Application
Submit your emergency leave request  ·  Opens in new tab
Policy 4
Attendance, Punctuality & Discipline Policy
Employees are expected to
  • Comply with assigned working hours and schedules
  • Attend work punctually and consistently
  • Notify reporting manager early in the event of delays or absences
  • Maintain reasonable attendance standards for their role
Habitual lateness includes
  • Repeated late arrivals within a short period
  • Ongoing failure to comply with reporting times
  • Repeated delays affecting operations, shoots, or team coordination
  • Failure to improve after reminders or warnings
The Company distinguishes between occasional minor lateness and repeated, excessive, or habitual lateness. Management reserves the right to determine whether lateness is excessive based on operational impact and attendance patterns.
Progressive discipline framework
1
Informal verbal reminder
Low severity  ·  Isolated or first occurrence
Applicable when
  • Lateness is minor and isolated
  • No prior attendance concerns
Manager actions
  • Verbally remind employee of expectations
  • Clarify expected reporting times
  • Document discussion internally
2
Formal verbal counseling
Medium severity  ·  Recurring pattern emerging
Applicable when
  • Lateness becomes recurring
  • Prior reminders had no effect
  • Pattern of poor punctuality emerging
Manager actions
  • Conduct formal attendance discussion
  • Explain operational concerns clearly
  • Set improvement expectations
  • Document the counseling session
3
First written warning
High severity  ·  Continued after counseling
Applicable when
  • Issues continue despite counseling
  • Attendance pattern remains unsatisfactory
  • Operational disruption is affected
Warning must include
  • Details of attendance concerns
  • Dates and frequency of incidents
  • Required improvement timeline
  • Consequences of continued non-compliance
4
Final written warning & performance monitoring
Serious  ·  No sufficient improvement shown
Applicable when
  • No sufficient improvement shown
  • Repeated lateness after first warning
  • Operational reliability concerns persist
Employee may be placed under
  • Attendance monitoring
  • Stricter reporting requirements
  • Performance review
  • Management supervision
5
Domestic inquiry / disciplinary review
Severe  ·  Issues remain unresolved
The Company believes employees should understand performance expectations, receive timely feedback regarding concerns, and be provided a reasonable opportunity to improve before termination is considered for performance-related matters.

Employees shall be given a reasonable opportunity to respond to allegations, present supporting information, identify relevant witnesses where appropriate, and provide mitigating circumstances before disciplinary decisions are made.
6
Termination of employment
Final stage  ·  Persistent misconduct after all interventions
  • Habitual lateness persists despite repeated warnings
  • Employee fails to demonstrate reasonable improvement
  • Attendance issues significantly disrupt operations
  • Trust and reliability are materially affected

Termination shall be made in accordance with applicable Malaysian employment laws and Company disciplinary procedures.

Policy 5
Respectful Workplace & Employee Relations
Respectful workplace
Zen Communication is committed to maintaining a workplace that is professional, respectful, inclusive, and safe for all employees. All employees, managers, leaders, contractors, and representatives of the Company are expected to treat one another with dignity, professionalism, and respect regardless of position, tenure, background, or personal differences.

Professional disagreement is acceptable. Disrespectful behaviour is not.
Unacceptable conduct includes
  • Bullying
  • Intimidation
  • Harassment
  • Humiliation
  • Threatening behaviour
  • Personal attacks
  • Deliberate exclusion
  • Abuse of authority
  • Public shaming
  • Retaliatory behaviour

This list is not exhaustive.

Management expectations
Managers and leaders carry additional responsibility to model respectful conduct and address inappropriate behaviour promptly and fairly. The Company may investigate concerns relating to workplace behaviour and take appropriate action where required.
Sexual harassment
The Company prohibits all forms of sexual harassment. Sexual harassment may occur between employees, managers, clients, contractors, vendors, event participants, or any person connected with Company activities. Such conduct is inconsistent with Company values and may result in disciplinary action.
Sexual harassment may include
  • Unwelcome sexual comments
  • Sexual jokes or remarks
  • Unwanted advances
  • Repeated requests for dates after rejection
  • Sharing inappropriate images or content
  • Physical contact of a sexual nature
  • Suggestive messages or communications
  • Conduct creating an intimidating, hostile, or offensive environment

This list is not exhaustive.

Reporting
Employees who experience, witness, or become aware of sexual harassment are encouraged to report concerns to:
  • Their Manager
  • Human Resources
  • Any designated Senior Leader

Reports will be handled as confidentially as reasonably practicable.

Investigation
All complaints will be reviewed fairly, objectively, and without prejudgment. Appropriate action may be taken where allegations are substantiated.
Employee concerns, grievances & non-retaliation
The Company encourages employees to raise workplace concerns in a constructive and timely manner.
Concerns may relate to
  • Workplace behaviour
  • Working relationships
  • Policy application
  • Fair treatment
  • Harassment or discrimination
  • Operational concerns
  • Other employment-related matters
Raise concerns through
  • Their reporting manager
  • Human Resources
  • A Senior Leader where appropriate
Non-retaliation
Employees who raise concerns, make complaints in good faith, participate in investigations, or provide information during workplace reviews shall not be subjected to retaliation. Retaliation includes:
  • Unfair treatment
  • Threats
  • Exclusion
  • Unjustified disciplinary action
  • Deliberate disadvantage

Knowingly false or malicious allegations may result in disciplinary action.

The Company will review concerns fairly and seek reasonable resolution where appropriate. Not every concern will result in a finding of wrongdoing. However, all concerns raised in good faith will be taken seriously.
Policy 6
Company Property, Assets & Systems
Overview & scope
Company property, assets, equipment, systems, information, and resources are provided to support employees in performing their duties effectively and professionally. Employees are expected to use Company property responsibly, safeguard it from loss or misuse, and return it promptly when required.
Company property includes
  • Laptops and computers
  • Mobile phones and communication devices
  • Cameras, production equipment, and accessories
  • Storage devices, hard drives, and memory cards
  • Company vehicles (where applicable)
  • Office keys, access cards, and security devices
  • Company email accounts and software subscriptions
  • Client materials and project files
  • Company documents, templates, and intellectual property
  • Any equipment, resources, or materials purchased, leased, or assigned by the Company

Company property remains the property of Zen Communication at all times.

Employee responsibilities & prohibited activities
Employees must
  • Exercise reasonable care when using Company property
  • Use Company assets primarily for legitimate business purposes
  • Protect assets from loss, theft, damage, unauthorised access, or misuse
  • Keep passwords and access credentials secure
  • Report loss, theft, damage, or security incidents immediately
  • Return Company property upon request or upon cessation of employment

Employees remain accountable for assets assigned to them until formally returned or transferred.

Employees must not
  • Remove Company property without authorisation where approval is required
  • Allow unauthorised individuals to access Company assets or systems
  • Install unauthorised software or applications
  • Use Company assets for unlawful, unethical, or inappropriate activities
  • Use Company equipment to compete with the Company or conduct unauthorised external business activities
  • Modify, disable, or bypass security controls
  • Sell, lend, transfer, or dispose of Company property without approval
Loss, damage & monitoring
Employees must report any loss, theft, damage, or malfunction involving Company property as soon as reasonably practicable. The Company recognises that normal wear and tear and genuine accidents may occur during business operations. However, where loss or damage results from negligence, misuse, unauthorised use, deliberate misconduct, or failure to follow reasonable instructions, the Company may investigate the matter and take appropriate corrective or disciplinary action.

Any recovery of losses shall be subject to applicable Malaysian laws and shall not be deducted from wages except where permitted by law or with the employee's written consent.
Monitoring & access
Company systems, devices, accounts, and data remain Company property. To protect business operations, client interests, and information security, the Company reserves the right, where reasonably necessary and in accordance with applicable laws, to access, review, recover, audit, or secure information stored on Company systems and devices. Employees should not expect absolute privacy when using Company-owned systems, equipment, or accounts.
Return of property & company rights
Return required upon
  • Resignation
  • Termination of employment
  • Transfer of responsibilities
  • Management request
  • Completion of assignment where applicable

This includes physical assets, documents, access cards, passwords, files, and any other Company-owned resources.

Failure to return Company property may result in disciplinary action and/or recovery actions permitted under applicable laws.

Company rights
The Company reserves the right to:
  • Assign, replace, upgrade, recover, or reallocate Company assets at any time
  • Conduct reasonable asset audits and inventory verification
  • Suspend or remove access to Company systems where required for operational, security, or business reasons
  • Investigate suspected misuse of Company property

All actions shall be carried out fairly, reasonably, and in accordance with applicable laws and Company policies.

Part 8
Performance Improvement & Discipline
PIP process, disciplinary levels, and serious misconduct
18. Underperformance vs misconduct
  • Underperformance — gaps in standards or delivery
  • Misconduct — breaches of trust, ethics, or Company rules
19. Purpose of a PIP
  • Identify performance gaps clearly
  • Align expectations
  • Provide support
  • Give a fair opportunity to improve

A PIP is not punishment.

20. PIP structure includes
  • Evidence of issues
  • Expected standards
  • Success criteria
  • Support provided
  • Monitoring cadence

Duration: 1–3 months, subject to Senior Leaders and HOD discretion.

21. Review & outcomes
  • Improvement — may close the PIP
  • Partial improvement — may extend the PIP
  • Failure to improve — may result in further disciplinary action up to and including dismissal following due process.
22. Disciplinary levels & actions
Level
Applicable when
Action
Level 1 Minor or first-time issues Verbal reminder
Level 2 Repeated issues or operational impact. Direct Level 2 (no Level 1 required) may apply where a first-time issue causes real impact — e.g. missing important deadlines, ignoring instructions, causing operational delay, poor work causing client dissatisfaction. Written warning, followed by PIP (optional) and/or termination if no improvement
Level 3 Serious misconduct or breach of trust Disciplinary action, including dismissal, shall only be imposed where sufficient evidence exists and where the Company reasonably determines that just cause and excuse is established, taking into account all relevant circumstances and mitigating factors.
23. Serious misconduct — includes but not limited to
  • Client poaching
  • Confidentiality breaches
  • Dishonesty
  • Serious insubordination

Serious misconduct may result in disciplinary action up to and including dismissal following due process.

24. Fairness & consistency principles
  • Fairness
  • Proportionality
  • Consistency
  • Patterns over isolated incidents
Part 9
Post-Employment Obligations
How employment ends and obligations after departure
26. Post-employment obligations
  • Maintain confidentiality
  • Return all Company property
  • Cease all system access
  • Refrain from using Company relationships, access, or client information for unauthorised personal or third-party benefit.
Part 10
Final Provisions
Interpretation, updates, and management authority
27. Interpretation, updates & management authority
  • This handbook is not exhaustive
  • Policies may be updated as Zen Communication evolves
  • Management retains final authority in interpretation and enforcement
End of Document
Zen Communication Employee Handbook
2026 Edition

Zen Communication Employee Handbook 2026  ·