Human Resources Regulations

1 General provisions, scope and definitions(1)

1.1 Purpose and effectiveness

These regulations govern workforce planning, recruitment, contracts, working time, pay, leave, performance, development, conduct, safety and termination at the Association. They take effect upon approval and apply to employees at headquarters, branches, programmes, projects and remote workplaces according to their employment framework and contract. The Director is responsible for implementation; HR maintains records and interprets procedures in coordination with Legal and Finance.

1.2 Order of provisions

Mandatory legislation and competent regulatory decisions take priority, followed by the approved Articles, institutional decisions, the contract and legally established more favourable benefits, then these regulations and procedures. Limited funds cannot justify delaying earned wages or removing required leave or compensation. Shortfalls must be addressed through planning, reorganisation and lawful measures, not shifted unlawfully to employees.

1.3 Terms

Board: the Association's Board of Directors. Director: the Association Director. HR: the unit or employee assigned this responsibility in writing. Line manager: the person identified in the structure and job description. Competent authority: the Association's regulator under its licensing basis, distinct from the Ministry of Human Resources and Emiratisation and the Federal Authority for Government Human Resources. Working day: a scheduled workday for the employee. Calendar day: every day, including holidays. Basic wage must be distinguished from total wage and its components in contracts and financial statements.

1.4 Limits of covered groups

Board/committee membership and volunteering do not themselves create employment. Contract consultants, seconded employees and trainees follow applicable contracts and licensing, with confidentiality, safety and beneficiary-protection duties. Labels such as volunteer, honorarium or consultant must not conceal a relationship that meets employment criteria. Employee wages must be accounted for separately from beneficiary assistance, Board remuneration and volunteer expenses.

2 Employment framework and institutional status(2)

2.1 Two employment routes

Article 67 of the Articles refers citizen employees to federal government HR law and rules, and non-citizens to labour-relations law and decisions. That reference applies within higher legislation, the Association's establishing/licensing basis and the employee's contract. A quasi-governmental description alone does not establish federal-entity status or place all staff under government service rules.

2.2 Framework determination record

Before contracting or changing a material right, HR records nationality, employer-registration body, work permit, mandatory applicable law, benefits reference, pension/insurance system, internal grade/category and dispute body. The Director approves after legal review where unclear. If a citizen employee falls within labour law by registration and scope, its mandatory limits remain protected while benefits referenced to federal rules are examined, not automatically removed.

2.3 What the reference does not create

These regulations grant no Cabinet or Federal Authority powers and do not automatically place staff in a government grade, federal budget or government grievance route. Matching grades, pay and special leave and identifying exception-approval authority require a written competent-authority basis or legal opinion explaining application. An internal decision cannot replace a legally required external approval.

2.4 Resolving conflicts

If an internal rule conflicts with a mandatory right, the right prevails; the conflict must be documented and referred by the Director to the Board. A probation extension, deduction or termination of doubtful legality must await legal review, while undisputed rights continue. A circulated proposal for a special HR system approved by the competent authority is not an effective amendment to Article 67 until approval is evidenced. The decision and amendment must be retained in the references register.

3 Governance, authority and segregation of duties(3)

3.1 Board powers

The Board approves the structure, workforce plan, category/pay/benefit scales, funding and HR regulations. Under Article 71 it appoints the Director, consultants, department directors and equivalent roles, and identifies the Director's substitute and the route for employee complaints against the Director. Competent-authority approvals required by the Articles must be observed; Board approval alone does not complete them.

3.2 Director and HR powers

The Director appoints section heads, employees, supervisors, workers, support staff and others in coordination with HR, or the Board where no HR unit exists. HR manages advertising, screening, contracts, files, leave, appraisal and payroll changes and verifies periods and entitlements before decisions are submitted. No person may approve their own request or change their own pay or leave.

• Transaction: New position or permanent increase.

• Preparation and review: Requesting department, HR and Finance.

• Approval and execution: Board within the structure and budget.

• Transaction: Appointment or contract renewal.

• Preparation and review: HR, line manager and Finance.

• Approval and execution: Hiring authority under Article 71 and required external approval.

• Transaction: Leave, assignment or overtime.

• Preparation and review: Line manager and HR.

• Approval and execution: Director or delegate; the Director's request goes to the Board or its delegate.

• Transaction: Payroll and settlement.

• Preparation and review: HR for changes, Finance for calculations.

• Approval and execution: Payment under financial regulations and approved bank-signing authority.

• Transaction: Disputed sanction or termination.

• Preparation and review: Independent investigation and legal review.

• Approval and execution: Competent decision-maker following recusal where conflicted.

3.3 Delegation and substitutes

Delegation must be written and specify subject, duration, limits and substitute; subdelegation requires permission. With few employees, payroll preparation, review and payment approval must at least be separated, using an authorised member or independent reviewer instead of combining them in one person. Each decision records its basis, effective date and preparer, reviewer, approver and notifier.

4 Workforce planning, jobs and Emiratisation(4)

4.1 Annual plan

Each department prepares next-year needs linked to programmes, beneficiaries and service indicators, covering current/vacant positions, temporary cover, training and full cost. Finance calculates wages, benefits, permits, insurance, pensions, equipment and end-of-service costs, identifying funding source, duration and restrictions. Short-term project funding must not be assumed to sustain a permanent job without a financial plan.

4.2 Job description and evaluation

No role may be created or its essential duties changed without an approved description stating purpose, outcomes, responsibilities, reporting line, qualifications, powers and risks involving money, children and health data. Roles are evaluated by responsibility, experience, complexity and supervisory scope, not the incumbent's identity. The Board approves funded internal categories/scales; a category must not be called a federal grade without approved equivalence.

4.3 Priority and Emiratisation

Qualified citizens receive priority under the Articles. If none meets requirements, selection of a non-citizen must be justified. HR reviews Emiratisation and government-support obligations according to the Association's registration, staffing, activity and actual decisions, not an assumed uniform percentage for all public-benefit associations. Fictitious employment, salary recycling and support benefits without real work are prohibited.

4.4 Alternatives and continuity

Redistribution, internal transfers, training and part-time work must be considered before increasing commitments. Backups for payroll, permits and sensitive-case management require secure handover plans. Volunteers must not exercise financial or medical powers reserved to employees or specialists, and a licensed employee cannot be replaced by an unlicensed person.

5 Recruitment, selection and pre-employment checks(5)

5.1 Vacancy request and advertisement

Recruitment starts with an approved request stating vacancy reason, work arrangement, funding, duties, requirements and selection criteria. HR considers internal candidates first, then advertises through suitable channels with a published application period. Direct or urgent appointment must be justified but still requires interviews, checks and conflict controls. Advertisements must not include discriminatory requirements unrelated to the role.

5.2 Candidate requirements

Checks cover good character, lawful age, qualifications/skills, tests/interviews, role-appropriate medical fitness and the Articles' criminal-history/prior-dismissal requirements, respecting pardons, rehabilitation, evidence and privacy. A health condition or disability alone is not grounds for rejection; actual ability and reasonable adjustments must be considered. Juvenile employment requires the specific permit/conditions and safeguarding/safety assessment.

5.3 Assessment and interviews

The common scoring matrix is specialist competence 40%, experience/delivery 25%, integrity/beneficiary protection/confidentiality 20%, and communication/teamwork 15%. Each assessor scores independently from 1 to 5. Committee averages for each criterion are multiplied by its weight and divided by 5. Nomination requires at least 70/100 overall and at least 3 in competence and integrity, plus all legal/licensing conditions. Qualified-citizen priority follows the Articles. Ties within the priority group are resolved by competence, then experience; a remaining tie requires an additional standardised test. Criteria must not change after results are seen. These are Association administrative weights, not statutory percentages.

The panel includes department and HR representatives and an independent member for sensitive roles, with disclosure/recusal for conflicts. A video/telephone interview precedes inviting an overseas candidate; travel/accommodation require prior approval within the Articles' 3-day accommodation limit. Individual assessments, combined results and selection reasons must be retained.

5.4 Checks, approval and offer

HR lawfully and proportionately verifies identity, qualifications, experience, references and health-profession licences where needed, recording results and sources. Suitability for child-facing, financial and sensitive-access roles follows safeguarding/compliance policy. Offers are conditional on completed checks, regulatory approval and permits. Actual work and beneficiary-data access must not start beforehand. Candidates must not bear recruitment or hiring fees prohibited by law.

6 Employment types and ways of working(6)

6.1 Choosing an arrangement

The arrangement follows actual need, stability of hours and funding and must be recorded in the contract, permit and register. Employment type and work location must be distinguished: a full-time employee may work remotely or in a hybrid arrangement. Flexible or temporary labels do not remove statutory rights or the duty to record hours and wages.

• Type or arrangement: Full-time.

• Appropriate use: Continuing role for all approved hours.

• Required controls: Clear hours, days, pay and location—onsite, remote or hybrid.

• Type or arrangement: Part-time.

• Appropriate use: Fewer hours or days than full-time.

• Required controls: Hours, pay, proportionate leave/settlement and appropriate permit.

• Type or arrangement: Temporary.

• Appropriate use: Defined task or time-limited need.

• Required controls: Defined period or deliverable; less than one year under the Articles; no splitting to evade controls.

• Type or arrangement: Flexible.

• Appropriate use: Variable demand such as seasonal programmes/events.

• Required controls: Published method for setting hours, notifying schedules and calculating pay/rest.

• Type or arrangement: Job sharing.

• Appropriate use: Dividing one role between multiple employees.

• Required controls: Each person's contract, share and rights, and handover arrangements; activate only after applicability and permit checks.

• Type or arrangement: Remote work.

• Appropriate use: Measurable tasks deliverable outside the office.

• Required controls: Approved location, contact hours, outputs, data security and entrusted equipment.

• Type or arrangement: Hybrid work.

• Appropriate use: Work split between office and remote locations.

• Required controls: Attendance days, backup, in-person events and schedule-change method.

• Type or arrangement: Compressed week.

• Appropriate use: Redistributing weekly hours across fewer days.

• Required controls: Not automatic; examine applicable framework, daily/rest limits and written approval.

6.2 Activation and conversion limits

Full-time, part-time, temporary and flexible work are expressly listed in Article 70. Job sharing appears in the labour-law Executive Regulation; applicability and consistency with the Articles must be reviewed before contracting. The federal framework allows compressed weeks subject to its conditions and limits of 10 hours daily and 4 days weekly. These must not be transferred to a labour-law contract if they conflict with its limits. A change of arrangement requires a written addendum explaining effects on pay, balances, service and permits without erasing accrued rights.

6.3 Arrangements that do not replace employment

Freelancing, outsourcing, secondment, training and volunteering are distinct arrangements, not ways to eliminate employee rights. Licensing, actual subordination and responsibility for wages, insurance, supervision and data must be checked. The Association must not label someone independent while imposing a full employee relationship to avoid contributions or gratuity.

7 Contracts, permits, commencement and probation(7)

7.1 Contract, duration and renewal

Contracts must be in Arabic, with an understandable translation where needed, and a copy given to the employee. Details must match the offer and permit. They cover role, duties, arrangement, location, duration, start date, basic pay, benefits, payment, hours, rest, leave, probation, notice and confidentiality. Article 69 limits terms to up to 3 years for citizens, up to 2 renewable years for non-citizens, and less than one year for temporary work. These are internal limits, not a general duration ceiling under current labour law.

7.2 Renewal and amendment

HR reviews contract/permit expiry early, checks continuing need, funding and performance and submits renewal to the hiring authority. Material changes to pay, arrangement or location require more than a verbal decision. Probation must not restart merely on renewal or internal transfer. Continuity of service must be preserved; changes and their effects require employee-approved addenda and completed official procedures.

7.3 Labour-law probation

Probation must not exceed 6 months or occur more than once with the Association. Employer termination during probation requires at least 14 calendar days' written notice. Moving to another UAE employer requires the one-month notice; leaving the country requires 14 days' notice, with Article 9 rules on recruitment costs between employers. Internal provisions for a six-month extension or 5-day notice must not override this law.

7.4 Federal-reference probation

The federal framework includes 6 months' probation, possible extension for a similar period for low performance subject to its conditions, and 5 working days' notice. This route must not be applied where mandatory labour-law limits govern. Exemption/extension authority and its connection with Article 72 require prior legal review and identification of the competent body. The Board must not assume an exception reserved by law to a government authority.

7.5 Onboarding and assessment

The onboarding checklist covers contract, permit, job description, child protection, confidentiality, compliance and safety training, equipment, access and complaint channels. The supervisor agrees probation objectives in the first week, reviews them regularly and records support/feedback. Recommendations must be submitted early enough for lawful notice; a decision must not wait until the last day and then be backdated.

8 Working time, attendance, breaks and overtime(8)

8.1 Work and attendance schedule

The Director issues a written schedule of workdays, start/end times, breaks, weekly rest, event shifts and Ramadan arrangements. Changes must be notified in advance, respecting contract and law. Attendance, remote work and actual assignments must be reliably recorded with privacy safeguards. Recording another person's attendance or changing records without a reason, approval and audit trail is prohibited.

8.2 Labour-law limits

The normal limit is 8 hours daily or 48 weekly, subject to statutory exceptions. Normal Ramadan hours are reduced by two daily. Employees must not work more than 5 consecutive hours without one or more breaks totalling at least one hour, excluded from working time, subject to legal exceptions. Paid weekly rest must be at least one day. A government schedule must not automatically replace the contract and applicable framework.

8.3 Assignment and overtime

Overtime requests state reasons, employees, hours, cost and funding and require prior approval; emergencies must be documented as soon as possible. Under labour law, overtime is limited to two hours daily except statutory exceptions, and total hours must not exceed 144 every 3 weeks under Article 19. Overtime is calculated on basic pay with at least 25% additional pay, rising to 50% between 22:00 and 04:00, with shift workers excluded from that night premium. Proven work does not lose entitlement merely for lack of prior administrative approval.

8.4 Holidays, assignments and lateness

Public-holiday or rest-day work receives statutory substitute rest or financial compensation, with hours recorded without duplication. External assignments must be distinguished from leave and travel time, counted only where law or contract requires. Lateness requires record verification, hearing the explanation and correcting errors before proportionate disciplinary action. Deductions for unworked time must not be compounded by an unlawful financial penalty.

Weekly-rest-day work receives an alternative day or the wage for a normal working day plus at least 50% of that day's basic pay. Public-holiday work follows Article 28. Payroll must distinguish wages already paid from additional compensation to avoid double payment or paying only the premium where a day's wage is also due. Workers must not work more than two consecutive rest days except day labourers covered by the statutory exception.

9 Remote, hybrid and overseas work(9)

9.1 Eligibility and agreement

Management assesses remote feasibility against outputs, beneficiary service, confidentiality and safety. A written agreement defines arrangement, location, days, core hours, communication, equipment, costs, appraisal, duration and review conditions. Employees must not approve their own requests. Necessary events/meetings and reasonable-notice recall arrangements must be specified without turning availability into all-day continuous work.

9.2 Outputs and privacy

Measurable tasks, deadlines and reasonable check-ins must be set; continuous camera surveillance must not replace output assessment. Association accounts, multi-factor authentication, limited permissions and approved devices must be used. Patient/employee data must not be sent to personal email or public AI services or printed in insecure places. Incidents must be reported immediately under information-security policy, preserving evidence without unnecessary data circulation.

9.3 Equipment, costs and safety

Devices, custody, technical support, maintenance and return responsibilities must be recorded; approved communication costs must be specified without assuming an automatic allowance. Employees report faults/outages and use an agreed backup plan. The workspace requires a safety self-assessment. Potential work injuries must promptly be reported for assessment of work connection; entitlement must not be excluded merely because the event occurred offsite.

9.4 Work outside the UAE

Connectivity alone does not authorise overseas work. Written permission requires review of residence/work rules, insurance, tax, local law, data protection/cross-border transfers, health coverage and time zones. Federal-government overseas-work arrangements do not apply to the Association merely by analogy; a basis must first be established. Health or restricted data must not be taken abroad without an independent legality check on the transfer.

10 Pay, benefits, payroll and deductions(10)

10.1 Pay and benefit structure

The Board approves funded categories, pay ranges and housing, transport, communication or other benefits where adopted. Contracts distinguish basic pay, fixed/variable allowances and expense reimbursement and define each component's effect on entitlements. Government salary figures, annual increments, annual tickets or performance bonuses must not be stated as universal rights without legislative, contractual or approved-decision support. Equal pay for equal work or work of equal value must be observed.

10.2 Limits and wage protection

Wages must be paid on time in the prescribed currency and method, through the Wage Protection System where applicable. Where Ministry requirements for citizens in private-sector employment apply, the AED 6,000 monthly minimum from 1 January 2026 must be observed, with existing-contract adjustment by 30 June 2026. It must not be proportionately reduced for part-time work before checking the decision applicable to the permit. Federal-route pay requirements are reviewed in the employment-framework record.

10.3 Payroll cycle

HR gathers approved changes by the 20th, sends them to Finance for review by the 23rd, and payroll approval is completed by the 25th. Payment occurs on the month's last banking workday or an earlier contractual date. These are internal operational deadlines and must be brought forward for holidays. Earned rights must not be delayed because payroll closed; a supplementary run must be used. Starts, leave, overtime and decisions are matched; Finance compares gross pay, deductions and net pay with the previous month. Preparation, review and transfer approval must be separate, with a detailed payslip for each employee. Bank changes require a documented request, independent verification and second review.

10.4 Deductions and error correction

Deductions require a lawful basis and HR/Finance review. For labour-law employees, Article 25 limits apply: overpayment recovery up to 20% of wages; misconduct deductions under Ministry-approved disciplinary regulations up to 5%; judicial debts up to one-quarter, except maintenance as ordered; and compensation for damage caused by proven fault up to 5 days' wages monthly unless a court permits more. Loans require written consent and no interest; statutory contributions use prescribed rates. Total deductions must not exceed 50%. Article 39 sanction limits also apply: its 5-day ceiling does not cancel Article 25's misconduct-deduction cap. Employees must receive the reason, calculation and objection rights before implementation.

10.5 Increases, bonuses and assignments

Increases, promotions and bonuses require documented results, funding and approval authority; they do not arise merely from a year's service or a personal relationship. Travel/assignments require prior approval of destination, purpose, duration and expense ceiling and documented settlement under Finance rules without duplicate host funding. More favourable rights in an existing contract remain protected and must not be changed retrospectively because the scale changes.

11 Leave under the Labour Relations Law route(11)

11.1 Requests and calculation

Requests use the approved form/system and identify type, dates and cover. HR checks balance, basis and day-counting method before a decision. Emergencies and sickness must be reported as soon as possible, with evidence completed later. Statutory entitlement does not depend on the employee finding cover, and protected leave must not become disciplinary absence. More favourable contractual benefits must be respected.

• Leave: Full-time annual leave.

• Limit and entitlement: 30 days per service year; two days per month where service exceeds 6 months but is less than one year.

• Key controls: Dates agreed with the worker according to work needs, with at least one month's notice; unused entitlement on termination settled at basic pay.

• Leave: Part-time annual leave.

• Limit and entitlement: Proportionate to contracted versus full-time hours, with at least 5 working days annually under the Executive Regulation.

• Key controls: Fractions follow the legal rule; neither the full full-time balance nor zero entitlement may be applied without calculation.

• Leave: Sick leave after probation.

• Limit and entitlement: Up to 90 days annually: 15 at full pay, 30 at half pay and 45 unpaid.

• Key controls: Notification within 3 working days and a medical report; statutory exceptions apply. Unpaid leave during probation may be granted on a report.

• Leave: Maternity.

• Limit and entitlement: 60 days: 45 at full pay, then 15 at half pay.

• Key controls: Article 30 conditions apply, including delivery after 6 months of pregnancy even where the child is stillborn or dies.

• Leave: Maternity-related extension.

• Limit and entitlement: Up to 45 unpaid days for pregnancy/childbirth-related illness of mother or child supported by a report.

• Key controls: A sick child or child of determination needing continuous accompaniment qualifies for 30 fully paid days then 30 unpaid days under the conditions.

• Leave: Nursing breaks.

• Limit and entitlement: One or two breaks totalling no more than one hour daily until 6 months after birth.

• Key controls: After return from maternity leave under Article 30, without wage reduction.

• Leave: Parental.

• Limit and entitlement: 5 working days for father or mother within 6 months of birth.

• Key controls: Consecutive or separate, with evidence.

• Leave: Bereavement.

• Limit and entitlement: 5 days for a spouse; 3 for father, mother, child, brother, sister, grandfather, grandmother or grandchild.

• Key controls: Starts from death, with evidence.

• Leave: Examinations.

• Limit and entitlement: 10 working days annually after at least two years' service.

• Key controls: Study at an accredited educational institution under Article 32.

• Leave: National and reserve service.

• Limit and entitlement: Under the citizen employee's special legislation.

• Key controls: Retain call-up orders and review contributions/pay according to the basis.

• Leave: Unpaid.

• Limit and entitlement: With Association approval under contract and law.

• Key controls: Document effects on service and entitlements; not a means of imposing compulsory leave.

11.2 Balances and carry-over

An annual leave plan must be prepared and balances reviewed quarterly. Up to half the annual entitlement may be carried into the next year, or cash compensation agreed under Article 19 of the labour-law Executive Regulation. Workers must not be prevented from using accrued leave for more than two years unless they choose lawful carry-over or payment. On termination, unused entitlement is paid at basic wage. Statutory or agreed holidays within annual leave count as part of it unless the contract or Association rules are more favourable. These rules must not automatically be applied to federal-route leave.

11.3 Cases requiring special arrangements

Paid Hajj, marriage, patient-accompaniment or widowhood leave does not become a general entitlement in this route merely because government rules provide it. It is granted where a specific basis or approved benefit exists; otherwise requests use permitted annual or unpaid leave. Humanitarian arrangements must be considered objectively, without reducing statutory minima or unlawful discrimination.

12 Leave under the federal reference for citizens(12)

12.1 Condition of application

This chapter implements the Article 67 reference for citizens after its scope, category equivalence and competent authority are established. Mandatory protections of any directly applicable law remain intact. A managerial title does not itself confer a federal special grade, and an unauthorised internal committee cannot replace the prescribed medical committee.

• Leave: Annual.

• Federal reference: 30 working days for Special Grade B and above/equivalents; 22 working days for other roles.

• Association implementation: Establish grade equivalence with a basis; calculate part-time entitlement, holidays and carry-over under the applicable framework.

• Leave: Maternity and nursing.

• Federal reference: 90 days at total salary; nursing breaks up to two hours daily for 6 months after birth.

• Association implementation: Report, birth evidence and eligibility conditions, without reducing higher statutory protection.

• Leave: Parental.

• Federal reference: 5 consecutive or separate working days within 6 months of birth.

• Association implementation: Record separately from maternity leave.

• Leave: Sick.

• Federal reference: Reports covering up to 5 consecutive working days and 15 working days annually; excess referred to the medical committee.

• Association implementation: Normally 15 working days at total salary, then balance/unpaid rules, subject to prescribed medical/work-injury exceptions.

• Leave: Bereavement.

• Federal reference: 5 days for first-degree relatives and 3 for second-degree relatives as defined by the framework.

• Association implementation: Include the prescribed relatives of both spouses; count from death.

• Leave: Widowhood waiting period.

• Federal reference: A Muslim female employee receives 4 months and 10 days at total salary on her husband's death.

• Association implementation: Evidence, calculation and contributions follow the framework.

• Leave: Hajj.

• Federal reference: 15 days at total salary once during service, after probation.

• Association implementation: Evidence of performance; unused entitlement does not become an end-of-service payment.

• Leave: Accompaniment within the UAE.

• Federal reference: One month subject to conditions: 15 days at total salary, then 15 from annual leave or unpaid if exhausted.

• Association implementation: Relationship, medical report, hospitalisation need, employment-type and probation conditions; no automatic extension.

• Leave: Accompaniment abroad.

• Federal reference: One month at total salary, extendable by up to two months with medical support and competent approval.

• Association implementation: Relationship, official recommendation, exceptions and no repeated paid entitlement without a basis.

• Leave: Unpaid.

• Federal reference: Up to 30 days annually under ordinary conditions, including no annual-leave balance.

• Association implementation: Review exceptions, financial effects and contributions; not automatic.

• Leave: Study and examinations.

• Federal reference: According to study type, sponsorship, approval and framework conditions.

• Association implementation: Approved study plan, exam schedule, undertaking and monitoring; not automatically equated with labour-law leave.

• Leave: National service, representing the State and dedicated release from duties.

• Federal reference: The special framework and conditions for each type.

• Association implementation: Competent-authority decision, purpose, period and funding; supervisor approval alone is insufficient.

12.2 Extended sick leave

HR must do more than count days: cases exceeding individual-report limits go to the competent medical body, with recommendations, duration and confidentiality followed up. The framework includes exceptions to converting excess days to annual/unpaid leave, including work injuries and cases determined by the medical committee. Termination for medical unfitness must not rest on an administrative opinion or unapproved diagnosis.

12.3 Leave requiring external approval

HR prepares an entitlement memorandum for study, accompaniment, State representation or dedicated release, stating the right's source, eligible category, conditions, salary, duration, cover and approving body. If the Association equivalent of government authority cannot be identified, record “requires legal review” before implementation. Neither denying accrued leave nor paying an unestablished benefit may be based on assumption.

13 Performance, promotion, transfer, assignments and development(13)

13.1 Performance cycle

The annual cycle runs January–December: objectives set in January, reviewed in June and appraisal completed the following January. New employees' objectives are set within their first 10 working days and assessed over actual service. Internal weights are results 40%, work quality/accuracy 20%, compliance/beneficiary and data protection 20%, teamwork/stakeholder service 10%, and learning/improvement 10%. For managers, the results component is split into department outcomes 20% and team/resource management 20%, with other components unchanged. This matrix does not replace a mandatory appraisal framework shown to apply; that framework must be recorded in the employee's determination record. Changed duties and protected leave must be considered without treating lawful absence as failure.

Rating scale and calculation:

• Score: 5.

• Performance: Exceptional.

• Evidence: Sustained, substantial outperformance with proven impact and full quality.

• Score: 4.

• Performance: Exceeds expectations.

• Evidence: Achieving and clearly exceeding targets, supported by evidence.

• Score: 3.

• Performance: Meets expectations.

• Evidence: Meeting essential requirements at agreed quality and timing.

• Score: 2.

• Performance: Partially meets expectations.

• Evidence: Material gaps or repeated need for correction and support.

• Score: 1.

• Performance: Below expectations.

• Evidence: Material failure despite clear requirements and available support.

Each component's weighted result equals score × weight ÷ 5. Results are added without intermediate rounding; the final result is rounded to two decimal places. Example: scores 4, 3, 5, 4, 3 with the above weights yield 32 + 12 + 20 + 8 + 6 = 78/100. Compliance is assessed through evidence, awareness and application quality; an unproven complaint alone must not reduce the rating.

• Result out of 100: 90–100.

• Internal rating: Exceptional.

• Action: Document impact and consider development or recognition subject to funding/authority.

• Result out of 100: 80 to below 90.

• Internal rating: Exceeds expectations.

• Action: Broaden development and consider advancement opportunities whose conditions are met.

• Result out of 100: 60 to below 80.

• Internal rating: Meets expectations.

• Action: Continue performance with specific development objectives.

• Result out of 100: 40 to below 60.

• Internal rating: Partially meets expectations.

• Action: Mandatory improvement plan and documented reviews.

• Result out of 100: Below 40.

• Internal rating: Below expectations.

• Action: Intensive support plan, job-fit review and lawful action.

A score creates no automatic pay-rise or promotion entitlement and no automatic dismissal ground. Targets and evidence must be established before the cycle, with observable criteria for each component. Results may be divided into job-specific objectives if the total remains 40% and detail is approved in advance. An employee with a final finding of a material safeguarding or integrity breach during the cycle must not receive “exceptional” or “exceeds expectations”; its appraisal effect must be reasoned, and allegation alone is not proof.

13.2 Review and objection

Every rating requires examples and work results. Employees see the appraisal and can record comments without being required to agree. HR reviews consistency across departments and prevents bias or retrospective target changes. Grievances may go to someone other than the appraiser under Chapter 17. Lawful complaints must not cause a reduced rating or retaliatory denial of training.

13.3 Performance improvement

For a result below 60/100, the manager and employee prepare a 60-day improvement plan within 5 working days, with reviews on days 30 and 60. A reasoned decision may set 30–90 days according to the task, without exceeding probation or statutory notice limits. Each gap must identify the required outcome, support, success evidence, owner and deadline. Success requires at least 60/100 and resolution of every essential requirement in the plan. After final review, the decision may be continued monitoring, further training, lawful transfer or compliant termination. Performance plans do not replace disciplinary-investigation safeguards.

13.4 Promotion, transfer and temporary assignment

Promotion requires a funded role, fulfilled conditions, comparative assessment and approval; passage of time is insufficient. Transfer decisions define duties, location, reporting and pay effects, with consent where law requires. Fundamentally different work requires compliance with its controls. Temporary assignments specify duration, powers, substitute and approved compensation, if any. Verbal assignment does not confer bank-signing or medical authority.

13.5 Training and succession

Training plans must address role needs/risks, including safeguarding, privacy, compliance, safety and specialist skills. Participation, cost and benefits must be documented, with succession plans for critical posts. Training-cost recovery agreements require legal review, proportionality and documentation. They must not include prohibited recruitment charges or be automatically deducted from final settlement.

14 Insurance, pensions, welfare and occupational safety(14)

14.1 Health and social insurance

HR determines mandatory health cover by emirate and permit, registers staff on time and tracks renewal, coverage and premium responsibility. Dependant cover must not be assumed without a basis. Unemployment-insurance applicability and employee responsibilities must also be reviewed without claiming all categories are covered. Treatment of a work injury must not wait for funding responsibility to be resolved.

14.2 Pensions for UAE and GCC citizens

The relevant pension fund, first contribution date and applicable legislation—not nationality alone—must be identified. Distinguish those covered by Law No. 57 of 2023 on first qualifying employment from 31 October 2023 from continuing cases under Law No. 7 of 1999, while checking local systems or extended GCC insurance protection. Contribution salaries, shares, payments, pay changes and termination must be reconciled with the fund; no uniform rate may be used without checking the employee file.

General Pension and Social Security Authority contribution rates:

• Framework confirmed by the Authority: Law No. 57 of 2023.

• Employee and employer: Employee 11%; employer 15%.

• Support and total: Total 26%; government bears 2.5% of the private employer's share where the contribution salary is below AED 20,000.

• Framework confirmed by the Authority: Law No. 7 of 1999 for continuing members.

• Employee and employer: Employee 5%; government employer 15%; private employer 12.5% after support.

• Support and total: Total 20%; government support for the private sector is 2.5%.

Rates apply to the fund-approved contribution salary, not necessarily basic pay or the full bank transfer. The Association's share and government support must not be deducted from employees. Contributions fall due from the start of the following month and may be paid through its 15th day under the prescribed rules. Differences between frameworks for a partial final month must be observed and demands reconciled to Authority records. These rates must not be used for a local fund or GCC extended-protection member; that scheme's official schedule applies.

14.3 Prevention and preparedness

Risks in offices, events, travel, lone work, visits and beneficiary contact must be assessed, with safe exits, first aid, training and hazard reporting. Emergency/evacuation procedures must define assembly points and who contacts responders, with suitable arrangements for people of determination and pregnant employees. Association work in health does not authorise requiring an employee to perform a medical procedure.

14.4 Injury, disability and return

First aid comes first, followed by reporting and recording time, place, witnesses and work connection, and completing statutory notifications on time. Under labour law, the Association's treatment, wage and compensation duties follow relevant articles and cannot be replaced by verbal settlement. Fitness/disability reports require a competent body. Adjustments or phased return must be considered without disclosing diagnoses to unauthorised people or penalising reasonable-accommodation requests.

15 Conduct, beneficiary protection and conflicts(15)

15.1 Professional duties

Employees must act honestly and accurately, respect beneficiaries/colleagues, follow lawful instructions, safeguard public funds, donations and entrusted property, and not exploit the institutional name. Suspected unlawful or dangerous instructions must be reported without carrying out an obvious violation; uncertainty requires documented guidance. Harassment, bullying, violence, discrimination, verbal/digital abuse and retaliation against witnesses or good-faith reporters are prohibited.

15.2 Disclosure and recusal

Employees disclose relevant interests and relationships on appointment, annually and on change. Under Article 73 they must not participate in decisions involving relatives through the fourth degree by blood or marriage or entities in which they have an interest. Selection, appraisal or benefit approval for relatives requires conflict resolution and an independent substitute. Gifts/hospitality must be recorded under the relevant policy; no benefit may be accepted for a service or assistance decision.

15.3 Child protection and health data

Anyone working with children or people at greater risk must follow safeguarding rules, reporting channels and communication, visit, photography and consent controls. Unapproved personal contact or exploiting relationships to collect money, seek services or promise treatment is prohibited. Administrative staff must not diagnose, approve medical eligibility or authorise payment beyond their powers. Concerns must promptly reach the safeguarding officer and competent authority as appropriate.

15.4 Outside work and media

Employees disclose outside work affecting time, confidentiality, competition or licensing and obtain required permits, without an unsupported blanket ban. They must not publish beneficiary information, speak for the Association, fundraise or form partnerships without authority and permits. Freedom to complain or give evidence to competent bodies remains protected; confidentiality must not prevent lawful reporting.

16 Accountability, investigations and sanctions(16)

16.1 Safeguards

HR receives the matter, checks authority, conflicts and deadlines, and an impartial investigator is appointed. Employees receive written allegations and available evidence while others' rights are protected. Their defence and witnesses must be heard and statements recorded. Error, poor performance, lawful absence and intentional misconduct must be distinguished, considering harm, repetition, circumstances and proportionality. No double sanction for one breach or sanction absent from the applicable framework is allowed.

16.2 Labour-law periods and decisions

Disciplinary charges must not be brought more than 30 days after discovery, nor sanctions imposed more than 60 days after investigation completion and establishment of the breach under the Executive Regulation. The authorised person issues a reasoned decision and notifies the employee of type, amount, reason and grievance rights. These periods do not replace federal rules where those apply.

16.3 Sanction scope

Under labour law, sanctions are limited to the types and ceilings below. One proportionate sanction is selected after investigation; listing does not mean automatic application, nor application to staff under another disciplinary system. The separate disciplinary regulations must be read with these safeguards; conflicting older schedules must be suspended.

• Sanction: Written notice of concern or warning.

• Statutory limit: Proportionate to the breach.

• Implementation condition: Identify the event and required correction and notify the employee.

• Sanction: Wage deduction.

• Statutory limit: No more than 5 days' wages monthly.

• Implementation condition: Observe Article 25 deduction limits and disciplinary procedures.

• Sanction: Unpaid disciplinary suspension.

• Statutory limit: No more than 14 days.

• Implementation condition: Final decision after investigation; distinct from precautionary suspension.

• Sanction: Deprivation of periodic increment.

• Statutory limit: No more than one year.

• Implementation condition: An increment scheme and employee entitlement must exist.

• Sanction: Deprivation of promotion.

• Statutory limit: No more than two years.

• Implementation condition: An Association promotion scheme must exist.

• Sanction: Dismissal.

• Statutory limit: End-of-service gratuity preserved.

• Implementation condition: Lawful termination reason/process; no-notice dismissal only under Article 44 conditions.

16.4 Suspension and dismissal without notice

For a labour-law disciplinary investigation, temporary suspension may last up to 30 days with half pay withheld if investigation interests require. Withheld pay must be restored if the investigation is closed, misconduct unproven or only a warning imposed. Criminal charges in Article 40 cases have a separate rule until final judicial decision, with reinstatement/pay where prescribed. Dismissal without notice requires an established Article 44 case, written investigation and reasoned decision delivered to the employee. An internal “serious” label is insufficient. These suspension rules must not be generalised to the federal route.

17 Complaints, grievances, reporting and rights(17)

17.1 Channels and independence

Employees may submit written complaints/grievances to HR or the Director, or the designated Board member where the Director is involved or the handler conflicted. A safe channel must be available for harassment, safeguarding and retaliation. Reports with enough information to investigate must be accepted even without the reporter's identity. Complainants must not be forced to confront the subject in safeguarding or harassment cases.

17.2 Internal handling periods

The recipient acknowledges within 3 working days, appoints a reviewer and targets a reasoned response within 10 working days. Longer investigations require notice of reasons and expected timing, with urgent protection where necessary. Internal review by a higher or independent body may be requested within 10 working days of the response; not using it does not remove external rights.

17.3 External rights

Internal grievances need not be completed before approaching a competent body and do not stop statutory claim periods. Jurisdiction follows the employment-framework record; Association complaints must not automatically be directed to federal-government grievance committees. Under labour law, current Article 54 applies, including the two-year non-hearing period from termination of employment, Ministry jurisdiction and challenges to its decisions as prescribed.

17.4 Confidentiality and no retaliation

Complaint access is restricted and, where needed, separated from performance files. Retaliatory effects on pay, transfer or appraisal are prohibited. An unproven complaint is not malicious merely because it was not established; intent must be proven before action against the reporter. Parties receive necessary outcome information with others' data withheld, and correction/closure must be tracked.

18 Termination, notice, settlement and handover(18)

18.1 End-of-service cases and review

HR reviews expiry/non-renewal, resignation, agreement, lawful termination, disability, death and closure under law and contract. The memorandum states reason, evidence, authority, notice, leave, rights and replacement, with legal review for dismissal, disputes and restructuring. Exhausted project funding does not remove entitlements. A resignation not freely submitted must not be recorded as such.

18.2 Notice and protected rights

Labour-law written notice is 30–90 days according to contract, respecting notice compensation and waiver rules without removing employee rights. Employer-initiated termination entitles the worker to one unpaid workday weekly to seek employment with 3 days' prior notice under law. Employment must not end because of pregnancy, maternity leave, a serious complaint or a valid legal claim; sick-leave protection before exhaustion must be respected. Federal-route reasons and notice periods must be checked before deciding.

18.3 End-of-service calculation

A foreign full-time worker under labour law who completes one year's service receives 21 days' basic pay per year for the first five years and 30 days for each subsequent year. Fractions are proportionate, unpaid absence is excluded as prescribed and the total is capped at two years' wages. Calculation uses the last basic wage; statutory ratios apply to part-time/job-sharing arrangements. This calculation must not be applied to pension-covered citizens without checking legislation or to approved alternative-scheme members without checking its terms.

For monthly basic pay, a gratuity day's value is last monthly basic pay ÷ 30. Gratuity equals that daily value × entitlement days: 21 per year through year 5, then 30 per additional year, with fractions and the statutory ceiling. Calculation illustration only: AED 6,000 basic pay and 7 counted years gives AED 200 × (105 + 60) days = AED 33,000 before lawful adjustments. This is not an approved salary for Association jobs. Actual cases must attach fraction/excluded-period calculations.

18.4 Settlement statement and payment

The statement includes wages through the last day, earned overtime, leave and notice pay, gratuity or pension documentation, contractual rights, lawful deductions and previous payments. Calculation receives independent review; employees receive details. Under labour law, entitlements must be paid within 14 days of termination. Undisputed amounts must not be delayed by an equipment dispute, and payment must not require a general waiver or acknowledgement of money not received.

18.5 Handover and access closure

A handover plan covers files, beneficiaries, contracts, equipment and institutional credentials through IT, without requesting personal passwords. Access must be adjusted at the proper time, relevant mandates/signing rights revoked and evidence preserved before account closure. Experience certificates and personal documents must be returned; permit, residence and legally required return-ticket arrangements completed. On death, Finance pays only persons whose entitlement/capacity is evidenced.

19 Employee-file privacy, retention and security(19)

19.1 File contents and access

A staff-numbered file contains recruitment request, checks, approval, contract, permit, job description, commencement, pay, leave, appraisal, training, decisions and settlement. Health reports and investigations require tighter access. Supervisors must not see diagnoses or bank accounts without a need. The privacy notice explains purpose, basis, recipients, retention, employee rights and correction channel.

19.2 Processing and security

Only necessary data from lawful sources may be collected; it must be updated and access reviewed regularly. Mass sharing of payroll or identities through unapproved groups is prohibited. Attendance monitoring, biometrics and AI candidate assessment require review for necessity, transparency, bias and security. Hiring and sanction decisions remain with an authorised human, with an opportunity to object.

19.3 Retention and destruction

Labour-law employee files/records have a minimum of two years after departure. Longer applicable Association periods apply by classification, including 5 years for administrative and 10 for financial records under public-benefit regulations. The retention schedule must define each category's start point according to its basis, not confuse financial closure with employment termination. Destruction pauses for disputes, investigations or competent-authority requests even after expiry; required competent-authority approval under public-benefit rules must be obtained.

19.4 Departure and incidents

Confidentiality survives departure, subject to lawful disclosure to competent authorities. Lost devices, misdirected messages and data disclosures must immediately reach Information Security and Privacy. Legal notifications must not await completion of an internal investigation. Payroll, recruitment and cloud-provider contracts and international transfers must be reassessed before contracting or renewal.

20 Implementation, monitoring, replacement and related references(20)

20.1 Institutional activation

The Director inventories employees, contracts, permits, balances and obligations and prepares a funded alignment plan without resetting start dates or removing prior service. The Board approves structure, pay scales, delegations, forms and necessary assignments, with mandatory external approvals completed. Each employee must receive the regulations and documented awareness; acknowledgement of receipt is not a waiver of legal rights.

20.2 Oversight calendar

HR reviews payroll, permits, expiring contracts and contributions monthly; leave, overtime, Emiratisation, complaints and training quarterly; and workforce plans, scales, performance and risks annually. The Board receives an aggregate report without unnecessary health/personal details, covering vacancies, cost, turnover, compliance and corrective plans with owners/deadlines.

20.3 Replacement and relationships

After approval is completed, these regulations replace conflicting older internal HR provisions within scope, preserving acquired rights and original records. Older regulations may inform operations but current rules must not rely on repealed Federal HR Law No. 11 of 2008 or repealed amendments. Read these alongside financial, procurement, disciplinary, conduct, remote-work, safeguarding, privacy and compliance rules; higher provisions prevail.

20.4 Matters to verify before individual decisions

Record as “requires legal review”: Article 67's scope relative to Association registration and citizen contracts; Article 72 probation conflicts with mandatory labour-law limits; equivalence of federal grades, powers and benefits; competent-authority approval of a special system if the circulated wording is only a proposed amendment; and activation of work types or overseas work. These matters must not be left to payroll judgement, nor should they stop valid processes and established rights.

References in the approved document

1. Approved 2026 Articles, version dated 25 June 2026 in the legal library, Articles 67–74; numbers match the actual text. Federal Decree-Law No. 33 of 2021 regulating labour relations, as amended, and Executive Regulation, Cabinet Resolution No. 1 of 2022. Source: Ministry of Human Resources and Emiratisation, laws/legislation, mohre.gov.ae.
2. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Federal Decree-Law No. 49 of 2022 on federal government HR and Cabinet Resolution No. 48 of 2023, published at fahr.gov.ae/wp-content/uploads/2023/03/ba8af96c.pdf. Observe Article 67 reference limits. Labour Relations Law, Article 3.
3. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Association financial regulations and delegation matrix; procedural details are internal controls.
4. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Labour Relations Law, Article 4. Planning/evaluation controls are internal.
5. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Labour Relations Law, Articles 4–6; general conditions under Articles of Association Article 68.
6. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Labour Relations Law, Article 7; Executive Regulation, Article 5. Federal reference: Resolution No. 48 of 2023, employment/work-type chapter.
7. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Labour Relations Law, Articles 6, 8 and 9; Resolution No. 48 of 2023, probation provisions.
8. Federal Decree-Law No. 33 of 2021 regulating labour relations, as amended, and Executive Regulation, Cabinet Resolution No. 1 of 2022; mohre.gov.ae, laws/legislation. Articles 17–21 and 28 and Executive Regulation working-time provisions. Articles of Association, Article 70.
9. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 7 and 17, Executive Regulation Article 5, and approved Association remote/hybrid-work policy. Federal reference: fahr.gov.ae, remote-work systems.
10. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 22–27. Ministry announcement of 31 December 2025 on the citizen private-sector minimum wage: mohre.gov.ae/ar/media-center/news/31/12/2025/mohre-raises-minimum-wage-for-emiratis-in-the-private-sector-to-aed-6000-per-month-effective-1.
11. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 28–33; Executive Regulation Articles 18 and 19.
12. Federal Decree-Law No. 49 of 2022 on federal government HR and Cabinet Resolution No. 48 of 2023, fahr.gov.ae/wp-content/uploads/2023/03/ba8af96c.pdf. Observe Article 67 reference limits. Leave chapter: government leave figures do not replace identifying the mandatory framework and employee record.
13. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Internal controls based on Board authority and employment procedures; federal performance systems apply where their applicability is established.
14. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 13 and 36–38. Pension Law No. 57 of 2023 and its scope, and continuing members under Law No. 7 of 1999, according to GPSSA: gpssa.gov.ae. Local health-insurance legislation by workplace. GPSSA statement of 23 February 2025 on contribution rates/payment timing: gpssa.gov.ae/pages/ar/media-center/news/gpssa-insureds-contribution-payment-may-be-extended-15th-day-each-month; Law No. 7 of 1999 FAQ table: gpssa.gov.ae/pages/ar/help/faq.
15. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text; especially Articles 73 and 74. Labour Relations Law, Articles 14 and 16. Association conduct, child-protection, conflicts and compliance policies.
16. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 39–41 and 44; Executive Regulation Article 24. Citizen-specific disciplinary rules apply where established and must not automatically be merged with the labour-law route.
17. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Article 54 as amended by Decree-Law No. 9 of 2024; Executive Regulation Article 24. Internal response times are service controls, not statutory limitation periods.
18. Federal Decree-Law No. 33 of 2021, as amended, and Cabinet Resolution No. 1 of 2022; mohre.gov.ae. Articles 42–53; Executive Regulation Articles 29 and 30. Pensions/federal benefits follow the employment-framework record.
19. Federal Decree-Law No. 45 of 2021 on personal data protection within its scope; Labour Relations Law Article 13; Cabinet Resolution No. 5 of 2025 regulating public-benefit institutions, Article 8; Association document-management policy.
20. Approved 2026 Articles, version dated 25 June 2026, Articles 67–74, numbers from the actual text. Board Resolution No. 9/2026 of 10 August 2026 according to the framework's approval metadata. Monitoring periods and organisational procedures are internal.