PERSONNEL HANDBOOK. October Extracted from the QU Human Resources Policies. Produced by Office of Institutional Research and Planning

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1 PERSONNEL HANDBOOK Extracted from the QU Human Resources Policies October 2008 Produced by Office of Institutional Research and Planning

2 INTRODUCTION This Personnel Handbook provides a quick reference and guide to Qatar University (QU) employees in order to recognize their rights and responsibilities. All policies and procedures contained therein apply to all staff Faculty and Non-Faculty at QU. Any of the faculty rules, regulations and/or approved governing framework that are established (approved by President and/or Board of Regents), shall override the attached policies and procedures. Though the intent of this Handbook is for internal use, it may become accessible to interested applicants and third parties; meanwhile, the full contents of the Human Resources Policies and Procedures Manual are confidential and are intended for internal use only. Such manual is available for deans, directors and higher University administrators. Under no circumstances, the confidential contents of the HR manual be revealed to third parties without the express written permission of the HR Director. The HR manual will be updated from time to time; therefore, the QU employee shall contact the HR department for the latest updates of the HR manual and for further information about policies enclosed in this handbook. The HR Director is the controller of the HR Policies and Procedures Manual, and is responsible for addressing all enquiries and matters relating to this Handbook. The entire contents of this document are copyrighted to Qatar University (QU) with all rights reserved. Reproduction or use in any manner without permission is prohibited. 1

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4 Table of Contents Introduction 1 Planning 5 PL-HRM-PLA-003: Manpower Capacity Planning 5 Attaining 6 PL-HRM-ATT-001: Recruitment & Selection 6 PL-HRM-ATT-004: Employment Contract 6 Integration 8 PL-HRM-INT-002: Probation/Confirmation 8 Retaining 9 Performance Management 9 PL-HRM-RET-001: Competencies 9 PL-HRM-RET-002: Performance Development 9 PL-HRM-RET-003: Promotions & Incentives 10 PL-HRM-RET-004: Training Policy 12 Compensation 14 PL-HRM-RET-005: Salary Structure 14 PL-HRM-RET-007: Overtime 14 PL-HRM-RET-010: Loans and Advances 15 Leaves 17 PL-HRM-RET-011: Annual Leave 17 PL-HRM-RET-012: Sick Leave 18 PL-HRM-RET-013: Hajj Leave 20 PL-HRM-RET-014: Maternity Leave 20 PL-HRM-RET-015: Compassionate Leave 21 PL-HRM-RET-016: Special Leave 21 PL-HRM-RET-017: Leave of Absence 23 Allowances 24 PL-HRM-RET-018: Hiring Allowance 24 PL-HRM-RET-019: Housing Allowance 25 PL-HRM-RET-020: Furnishing Allowance 26 PL-HRM-RET-021: Children s Education Allowance 27 PL-HRM-RET-022: Transportation Allowance 27 3

5 PL-HRM-RET-023: Telecommunications Allowance 28 PL-HRM-RET-024: Annual Air Tickets Allowance 28 PL-HRM-RET-026: Hazardous Allowance 29 PL-HRM-RET-027: Qatari Nationals Allowance 29 PL-HRM-RET-028: End of Service Allowance 30 PL-HRM-RET-029: Repatriation Allowance 30 Employee Relations 32 PL-HRM-RET-030: Business Travel & Expenses 32 PL-HRM-RET-031: Attendance Control 38 PL-HRM-RET-032: Working Hours 38 PL-HRM-RET-033: Recognized Holidays 40 PL-HRM-RET-037: Safety and Accidents 40 PL-HRM-RET-038: Disciplinary Policy 43 PL-HRM-RET-039: Grievance Policy 47 PL-HRM-RET-040: Visas 47 Separation 50 PL-HRM-SEP-001: Resignation 50 PL-HRM-SEP-002: Termination 50 PL-HRM-SEP-003: Retirement 51 PL-HRM-SEP-004: End of Service Payment 51 4

6 PLANNING PL-HRM-PLA-003: Manpower Capacity Planning The University of Qatar is committed to ensuring that key roles within the University are occupied by suitable qualified individuals including appropriate planning in the event that such individuals are not available. 1 To achieve the QU objectives, all decisions made in connection with the organization structure development and management should be incorporated into an organization capability plan. The organization capability plan includes UoQ s requirements for employees skills, competencies, numbers, and timeframes for hiring or displacing employees. 2 The organization capability plan defines the staff complement, skills sets and competencies required by all employees in a department and any hiring or displacing timeframe of employees that may be required in any department for a given year. The plan addresses both the maintenance and growth of existing employee numbers. 5

7 ATTAINING PL-HRM-ATT-001: Recruitment & Selection The University recognizes its staff as being fundamental to its success. A strategic and professional approach to recruitment helps the University to attract and appoint staff with the necessary skills and attributes to fulfill its strategic aims, and support the University s values. The University is therefore committed to ensuring that the recruitment and selection of staff is conducted in a manner that is systematic, efficient, and effective. 1 All recruitment shall be done based on the approved organization capability plan. QU exercises a preference to select employees from within QU, wherever possible. This is to encourage and motivate existing employees to achieve their personal development objectives. Thus, for an existing vacancy the Department Director shall first examine the possibility of an internal promotion or transfer. 2 If no suitable candidates are found internally, the HR Director recruits through external sources. For managerial and specialized positions, the HR Director may decide to recruit from external sources without advertising internally. 3 All candidates undergo the selection process recommended by the HR Director and relevant Department Director/Dean. The HR Director and the relevant Head of Department/Dean specify the selection criteria and the selection tools to be used such as psychometric tests, technical tests, interviews, and assessment centers. They also recommend the assessors for specific vacancies and at different stages in the recruitment and selection process. Candidates are selected only if they are found to match the job requirements. 4 Qatari nationals candidates are given preference for all vacancies if the job requirements are met. PL-HRM-ATT-004: Employment Contract Employment contracts and the employee registration process is an integral part of ensuring a systematic process of employment with a focus on clear and complete information documented and understood by both the University and the employee. All employees of QU should have a mutually agreed and defined employment contract. 6

8 1 UoQ has the following types of employees: Employee Type Academic Non-Academic Full Time Part Time Contractor Visiting Faculty 1.1 QU has two categories of contracts. These are as follows: Nationals; and Expatriates 1.2 QU signs employment contracts with all its employees. Employment contracts are for an initial period of 3 years. Employee contracts are renewed upon the mutual consent of both parties. 1.3 The decision to renew the contract is made by the Vice President. A letter confirming renewal of contract will be given to the employee before the completion of the contract. This letter will take into account the notice period for the grade. The employment contracts will cover major terms and conditions of the contract such as: Title; Responsibilities; Salary grade; Benefits; Date of conclusion and date of effectiveness of contract; Employment duration; Location; Working hours; Probation; Leave; Point of origin; Termination conditions (including notice periods); Visa entitlement for employee and/or family; Confidentiality agreement; and Qatar Labor Law applicability and any other employment rules that may be applicable from time to time. 1.4 QU and the employee shall honor all the terms and conditions of the contract. 1.5 Once a contract is signed, an employee is not allowed to work for other organizations, part time (morning or afternoon) without a written approval from the University from the relevant Dean for Academic Staff and the HR Director for Non-Academic Staff. 7

9 INTEGRATION PL-HRM-INT-002: Probation/Confirmation QU is committed to ensuring that both new hires and QU are able to evaluate each other during the initial employment period. The probation policy provides a fair opportunity for the new employee to understand the organization; the standards of performance required and are given the guidance and support to be effective in his or her new post. Probation also allows time for the manager of newly appointed staff to make a realistic assessment of their overall performance and ensure their competence in the new post. All employees serve a six month probationary period (one year for academic faculty) as specified in the employment contract. During this period of probation, either party may terminate the contract with 7 calendar days notice. The Department Director or Head of Section In special cases- may recommend the extension of probation period for a maximum of three or six months. The Department Director, Head of Section or Unit observes the employee for work-related, ethical and moral issues. In the case of unacceptable behavior or unsatisfactory performance, the employee may be dismissed within the probationary period without any warning, however a notice period of 30 days may be granted at the discretion of the University. In this case the employee is not entitled to any end of service benefits. If the employee s performance is found satisfactory on all the above counts, the employee is confirmed in employment in writing. 8

10 RETAINING PERFORMANCE MANAGEMENT PL-HRM-RET-001: Competencies QU is committed to incorporating competencies into its hiring, selection and performance management processes. Competencies are measurable and observable skills, abilities and qualities that contribute to success in a job. Competencies are defined as something that a person is capable of doing or being that enables one to effectively perform the activities of a given occupation or function to the standards expected in employment. The following competencies identify the skills, abilities and qualities appropriate for each staff member employed in administrative positions throughout QU. Several specific outcomes are expected with this new competency-based assessment: Higher standards for delivering service. Reduction in administrative costs through improving and standardizing qualifications and competencies. Better service for customers through more stable support and service systems. Improved professional ethics and standards. Higher morale and more motivated employees. PL-HRM-RET-002: Performance Development QU is committed to evaluating the performance of each staff member at regular intervals to ensure training needs and eligibility for promotion are assessed in a timely manner. The appraisal process identifies job accountabilities and performance objectives and measures results against expectations. 1.1 The Department Director assigns appraisers for employees. In most cases this is the immediate supervisor. The immediate supervisor is responsible for setting objectives, discussing and agreeing expectations for the day to day duties of the employee. This shall be done at the beginning of the year and progress against these objectives shall form the basis of the review at the end of the year. It is recommended that new joiners also discuss objectives with their Department Director, Head of Section or Unit within one month of joining QU. 9

11 1.2 The employee needs to be proactive during the year to discuss the progress against objectives, related issues, support required and seek any general advice and counseling that he/she may need to optimize his/her contribution to QU goals and plans. Thus the employee or the Department Director, Head of Section or Unit may seek periodic reviews of the performance against objectives set at the beginning of the review period. 1.3 Department Director, Head of Section/Unit are responsible for providing the appraisal rating and the HR Director determines the increment in conjunction with the Department Director based on the guidelines set by the QU Executive Management Team. 1.4 If an employee is rated as below expectations as part of annual performance appraisal for two continuing years, the University reserves the right to terminate his/her employment contract. PL-HRM-RET-003: Promotions & Incentives Annual Merit Increments 1.1 All employees are subject to the performance appraisal process. The performance appraisal process normally assesses the performance of an employee for a period of one year. 1.2 If the employee has joined QU in the middle of the year and has completed a minimum of 6 months service, he/she is given an annual merit increment based on his/her performance and contribution to the Department and QU. In the case of employees who are still in probation at the end of the year, the performance appraisal process is conducted in the following review cycle and no annual merit increment is given. 1.3 Based on the results of the performance appraisal process and subject to the above timescales, employees may be individually recommended for an annual increment. This is effective from the beginning of the next academic year (September) for staff that will continue with QU. 1.4 If the performance is assessed by the Department Director, Head of Section/Unit as below the minimum standard expected in the job, the employee is not granted an annual increment. 1.5 When an employee is at the maximum of his/her salary grade or when his/her annual salary increase exceeds the maximum of the salary grade, he/she will instead receive an increase to take him/her to the maximum. In addition, there will be a one-time bonus for the unused increase portion calculated as follows: Unused increase x 12 = One-time Bonus This bonus shall not be considered part of the individual s basic salary. 10

12 1.6 Qatari National employee who will be retired prior to the annual salary reviews will receive a salary increase effective on the day immediately prior to the date of retirement. The increase will be calculated and in proportion from the date and budget amount percent of the last annual review. If he/she were at the maximum of his/her salary grade, then he/she will be given a retirement bonus equivalent to the salary increase amount x Faculty/supporting academic staff that are newly hired (even if they are still on probation) or have returned from approved leave in the first semester of the academic year are eligible for consideration of an annual performance review. Meanwhile, faculty/supporting academic staff that are hired or have returned from approved leave in the second semester of the academic year or during summer time will be eligible for review in the next academic year. However, the Director/Dean may decide to pro-rate their increase or award no increase after comparing their salaries to other Department employees. 1.8 Faculty/supporting academic staff that is on long-term academic programs in Qatar or overseas must present progress report from the academic supervisor in order to be eligible for the annual salary increment. Merit Award Program (Bonus) 1.1 The merit award program allows the University President to reward academic and non-academic staffs who carry out important project or task, with performance level exceeding expectations, achieved significant contribution or cost saving, and/or enhanced the image of the University. 1.2 Nomination forms must be filled with justifications by the Director/Dean to nominate the employee with significant achievement and approved by the corresponding Vice-President. Promotion 1.1 An employee is promoted if a suitable vacancy at a higher salary grade exists, the employee has the requisite skills and competencies to perform the new job, and the performance appraisal proves consistently high achievement levels. 1.2 In such a case, the employee is promoted if the Department Director, Head of Section or Unit recommends him for an existing vacancy at a higher salary grade within the department. 1.3 A promotion is also given if the existing job increases in content, scope or level of responsibility and is re-evaluated at a higher grade level. 1.4 The employee may also apply in writing for an internal vacancy when a notification is issued. 1.5 The employee goes through the normal selection process as prescribed by the HR Director. 11

13 1.6 A promotion is given at any time during the year and is not linked to the timing of the appraisal process. All promotions are effective from the date of the promotion decision. 1.7 Employees promoted from one salary grade to another receive a minimum salary increase as specified in guidelines set by the HR Director; however, the new starting salary must not be less than the employee s last salary. In this case, the employee will receive a 10% increase in the basic salary. This may vary in exceptional circumstances with the consent of the President. 1.8 All recommendations for promotions shall be co-ordinated with Departments Director and/ or HR Director. Promotions for staff at Head of Unit level and below must be recommended by the relevant Department Director and subsequently approved by HR Director; while promotions for staff higher than Head of Unit are to be approved by the Vice President based on the recommendation of the HR Director and that of the relevant department director in the case of section head and that of the relevant Department for Section Heads. For Academic Staff Only When a faculty/supporting academic staff is promoted to a higher job grade (or academic rank), his/her basic salary will be adjusted by a 10% increase of the basic salary or the minimum basic salary of the next salary grade, whichever is greater. However, promotion to the rank of Professor will not grant the faculty member a salary adjustment unless suitable salary grade vacancy for such academic rank exists. Qatari nationals are not limited to this condition, for the University is committed to develop Qatari human resources, therefore, new salary grade vacancies may be created for promoted Qatari faculty members. PL-HRM-RET-004: Training Policy QU is committed to the support and promotion of staff development and training based on a vision of continuous improvement. 1.1 It is the responsibility of the HR Director to co-ordinate with the Department Directors and/or relevant academic staff (Deans, etc) to determine the training requirements at both an individual and departmental level. Each Department/College shall have a training budget based on the assessed training requirements. The annual training plans (including type of training required, training periods, training objectives, costs, etc) and budget are developed once the departmental training requirements have been identified and collated into an annual organizational training plan. The Vice President (with feedback from the President as necessary) shall approve the training budget as per the overall budget approval process. Training Needs Analysis 1.2 The training needs of employees are based on the following criteria: Requirements of their present job; 12

14 Possible promotions and transfers; and Skills gaps that may have been identified through the performance appraisal process or during the course of work. 1.3 The employee must be proactive in identifying training needs and seeking the support of his/her immediate supervisor. All such requests for training must be accompanied with a justification explaining the positive impact that such training is likely to have on the employee s performance, and how this would benefit the University. Functional and Skills Training 1.4 The training needs analysis identifies the specific training requirements in functional, inter personal and management skills areas. These requirements may arise from performance reviews or at any time during the year. Training Evaluation 1.5 All training programs from both external trainers as well as internal personnel shall be evaluated to assess if they have met the training objectives. External trainers shall in addition be vetted for the quality of their training programs and the competency of their trainers. Repeat training shall be carried out only if the training course has added value, and the objectives of the training have been met. 13

15 COMPENSATION PL-HRM-RET-005: Salary Structure An employee s salary shall be within the salary range that is assigned to the position based on the position's duties and responsibilities. 1.1 The job evaluation process determines the salary grade of the job/new recruit. Where the employee is placed on the salary grade structure is dependant on many factors such as technical skills and experience as evaluated during the selection process. The HR Director is responsible for assigning the salary grade, compensation and benefits for the new joiner. PL-HRM-RET-007: Overtime The University is responsible for paying employees consistent with the terms and conditions of their employment. Effective management of resources includes accurate accounting of hours worked. Eligibility 1.1 Employees in grades 115 and lower are eligible to be paid overtime worked, when it has been appropriately authorized. 1.2 As a matter of routine, employees are expected to complete their work within the regular working hours. During times when this is not possible, the prior authorization of their immediate supervisor is necessary before overtime can be worked and overtime hours are calculated. Overtime Rates 1.3 Overtime is recorded and paid for in units of one hour worked in excess of the established work schedules. No payment is made for periods of less than 1 hour. 1.4 The maximum overtime allowed is three hours on a working day and 9 hours on a rest day for each employee. 1.5 In cases where the employees are on variable hours per day/week, overtime may be calculated for a cumulative period where overtime is the number of hours worked in excess of the normal number of working hours. 1.6 Unauthorized absence is deducted from overtime calculations. 1.7 Overtime is paid at the following rates (only after 40 hours worked in a week) Overtime riyal value may not exceed 50% of employee s basic salary for a 14

16 month and is only for staff on grade (minimum amount of QAR25). At least 1 continous overtime hour per day for a claim to be valid). Overtime For overtime hours worked on normal workdays. For all hours worked on Fridays, Saturday and public holidays. For shift workers, hours worked on a rest day. For shift workers, hours worked on a public holiday. Rate The basic hourly rate + 25% for each hour worked. The basic hourly rate + 50% for each hour worked. The basic hourly rate + 25% for each hour worked. The basic hourly rate + 50% for each hour worked. The hourly rate is calculated as follows: Basic hourly rate = Annual basic salary during period in which overtime was worked Standard weekly hours*52 PL-HRM-RET-010: Loans and Advances The University employees are highly valued and the University is committed to ensuring appropriate support is available where feasible. All Employees 1 New University employees (faculty and non-faculty) are granted a loan equivalent to 1-month basic salary repayable over 3 months. The employee will send a written request to the HR Director who is responsible for attaining approval from the Vice President. 2 An interest free car loan, payable monthly over three years may be granted to the University employees once only for a regular contract; and every four years for a rolling contract after paying off the previous loan, during their employment at the discretion of the Vice President & CFO. Qatari Nationals Only 1.1 Interest free loan may be granted at the discretion of the Vice President to Qatari employees as the result of an unplanned emergency. 1.2 A Marriage loan may be granted to Male Qatari employees at the discretion of the Vice President once only during their employment with the University, repayable within 5 years. If employee leaves prior to the 5 years, the loan balance will be due at the time of departure. 15

17 1.3 Another interest free car loan after four years from the approval of the previous car loan, given that the previous car loan has been recovered. 16

18 LEAVES PL-HRM-RET-011: Annual Leave 1.1 Employees in grades are entitled to annual leave of 40 calendar days per year. The employee is not entitled to any earned leave during periods of unpaid absence. 1.2 Earned leave does not include public holidays (Independence Day, Eid Al-Fitr, Eid Al-Adha, or any other official holiday declared by the government or the Board of Regents). An employee can start or finish his/her leave only on a working day. i.e. public holidays lying within the period of employee leave are not deducted from the employee vacation balance. 1.3 All leave entitlements are calculated based on an employees appointment date. 1.4 Leave entitlements for a part of the year is calculated as follows: Annual earned leave = Annual leave entitlement * No. of days employed in the year 365 No. of days employed in the year are inclusive of weekends and public holidays. Sickness during annual leave 1.5 If an employee is hospitalized during his/her annual leave and produces a valid medical certificate, these days spent in the hospital count as sick leave and are not deducted from the annual leave entitlement. The HR Director verifies the authenticity of the medical certificate whenever necessary. Rate of pay 1.6 Leave pay is calculated as basic pay plus allowances. Allowances paid because of work or responsibilities such as temporary position substitution allowance and other such allowances, are not paid. Reimbursement for all other allowances such as housing, furniture, transport, education, utilities and travel tickets are not affected. Leave salary is calculated as follows (assuming a month is 30 days): Daily rate = Monthly salary including cash allowances (less specified allowances) 30 days Leave salary for the month = No. of days during leave period* Daily rate. Advance pay for earned leave 1.7 Leave pay is paid in advance in monthly amounts only if: 1 Leave period is not less than 26 days; and 2 Leave application is submitted at least one month in advance of commencement of leave. 17

19 Rolling forward and encashment of annual leave 1.8 Employees are encouraged to utilize their earned leave subject to work commitments during the year. 1.9 Subject to work requirements and approval of the immediate supervisor, his department director and the HR Director, a Qatari employee may encash 100% of the total annual leave entitlement and may take the balance once in a calendar year In the case of expatriate employees, if leave is not taken during the year, it lapses after two years, unless the employee is asked by the University in writing not to take leave because of extenuating work circumstances. In order to carry leave forward to the next year, the employee must have the advance written approval from the Vice President, based on a recommendation from the Department Director The employee is responsible for planning his/her leave dates and obtaining the necessary approvals for encashment or carrying leave forward Leave encashed is paid at the basic rate of pay only. For Qatar nationals this encashment is at basic pay plus National allowance. Special Circumstances 1.13 The University may require an employee to forgo some annual leave days in order to address job responsibilities that may arise. In this event, the employee may encashed the annual leave balance. This is based on approval from the Vice President and CFO. PL-HRM-RET-012: Sick Leave o If an employee falls sick during the probationary period, he/she must provide a medical certificate and the probationary period may be extended for the relevant number of days at the discretion of the immediate supervisor. o An employee is entitled to sick leave (certified) not exceeding 45 days per calendar year. Sick pay during this period is calculated as follows: Period Salary payable 15 days Full pay Next 30 days Any subsequent days Half pay No payment 18

20 o The number of days of sick leave taken may be continuous or interrupted. o Sick leave entitlements for a part of the year are prorated as follows: Part sick leave entitlement = (15/30/45 days)*no. of days employed in calendar year (incl. weekends and public holidays) 365 o The employee or their representative should notify their immediate supervisor on the first day that they are absent from work. If the illness continues for two days or more, the employee must provide a medical certificate from the relevant doctor specifying: I. The nature of the illness; II. Confirmation that the employee is too ill to perform full or partial duties of his/her job; and III. Indicating the expected return to work of the employee. Failure on the part of the employee to furnish such verification of illness from hi/her relevant doctor shall disqualify the employee from receiving sick pay. Rate of Sick Pay o A maximum of 3 days may be allowed as uncertified sick leave in a year and not more than 1 day on an occasion. o In the case of a long period of sickness, it is the responsibility of the employee to inform his/her immediate supervisor of the dates of sick leave and return to work. o Sick leave full pay is basic pay plus allowances. Allowances paid because of work or responsibilities such temporary position substitution allowance and other such allowances other than those mentioned below, are not paid. Reimbursement for allowances such as housing, furniture, transport, education, utilities and travel tickets are not affected. o o Sick leave at half pay is calculated by reducing the basic pay to half. Unpaid sick leave is calculated by reducing the basic pay to nil. o No compensation is payable if the illness is the result of the employee s misconduct. o In the absence of a medical certificate the HR Director with input from the relevant Department Director/Dean may use discretion to treat the entire period as unauthorized absence. 19

21 Illness Certificate Requirements o The Doctor s certificate must be issued from Hamad Hospital or other government clinics that issues a health certificate accepted by the government health body and must include the following information: Nature of illness; Confirmation that employee s illness hampers performance of duties or is contagious; and Specifies estimated length of illness. PL-HRM-RET-013: Hajj Leave 1.1 Hajj Leave is granted to Muslim employees for performing pilgrimage after completing a minimum of one year of continuous service. It is granted once during their entire service with full pay including allowance for 14 calendar days. 1.2 The leave is sanctioned based on the approval of the employee s relevant supervisor and tracked by the HR Department to ensure it is only granted once. PL-HRM-RET-014: Maternity Leave Eligibility 1.1 Female employees are eligible to apply for maternity leave only after they have completed one (1) year of service. If the employee has not completed one (1) year s service, the employee will be entitled to maternity leave at half pay. 1.2 Annual earned leave may be added to the maternity leave. The employee cannot claim sick leave during the maternity leave. 1.3 The employee may be granted a maximum of 100 days unpaid maternity leave under special circumstances based on medical advice in writing. Entitlement 1.4 Female employees are entitled to 60 days maternity leave (at full pay including allowances). This includes the period preceding and the period following confinement. 1.5 Within the 60 days, the employee has the discretion to decide the number of days to be taken before and after delivery. 1.6 Female employees are entitled to two hours daily directly after Maternity leave for nursing infants up to a period of one year for each new born. It is the employee s decision when to take such leave during the day (morning/afternoon). 20

22 PL-HRM-RET-015: Compassionate Leave 1.1 Due to reasons that cannot be foreseen or documented in advance, employees may apply for leave on compassionate grounds. The HR Director makes a decision on such applications on a case by case basis with input from employee s immediate supervisor. The employee must provide the appropriate documentary evidence. 1.2 Compassionate leave is granted in the case of: Death of immediate relative (spouse, parents, and children) 7 calendar days; Death of other relative (brother, sister and grandfather) 3 calendar days; and Eddah Leave - four months and ten days granted to a female Muslim employee in the event of her husband s death PL-HRM-RET-016: Special Leave Special Medical Leave 1.1 Special Medical Leave may be granted for an employee for medical treatment inside or outside Qatar and it will be based on the decision of the treating hospital/clinic. Such leave will be at full pay and cannot exceed a period of 365 calendar days for Qatari employees and 90 calendar days for non-qatari employees (both subject to Vice President approval). This is to be supported by both local medical records as well as confirmation from the treating hospital/clinic outside Qatar. This will also need to be certified by the relevant Qatar embassy indicating actual period of stay and nature of illness. Other documents may be requested at the discretion of the University. Marriage Leave 1.2 Employees (Qatari or Non-Qatari) who complete the probation period successfully with the University are entitled once during their period of employment to Marriage Leave. Such leave is at full pay and is for a period of 14 calendar days. Special Childcare Leave 1.3 Female Qatari employees are entitled to Special Childcare Leave in the case of having a new born child with special needs or disabilities for a maximum period of 2 years at full pay. 21

23 1.4 If special childcare leave is required for a second time, it will be at basic salary (plus housing allowance if applicable) only for a period of 2 years at the discretion of the Vice President provided a minimum of four years has elapsed since any previous childcare leave being granted. Casual Leave 1.5 Employees are entitled to Casual leave that is not more than 7 days in a calendar year (and not more than 3 consecutive days per time) which is granted by the Department Director. Casual leaves cannot be carried forward to the next financial year. Working on weekends 1.6 Employees may work during weekends due to work circumstances (based on prior approval). The number of days worked will be accrued, but resultant time off during regular working hours must be taken within one month of the initial period of weekend work. The Director is responsible for keeping records of the hours worked on weekends. Days accrued may not be combined with Annual leave. Medical Accompanying Leave (Qatari employees sponsored by Health authorities only) 1.7 Medical accompanying leave (employee accompanying any of his/her relative for treatment outside Qatar) is granted as follows: For immediate relatives (father, mother, wife, husband, son, daughter, sister, brother), employee is entitled for a maximum period of 1 year at full pay (less transportation). This is to be supported by both local medical records as well as confirmation from the treating hospital/clinic outside Qatar. This will also need to be certified by the relevant Qatar embassy indicating actual period of stay and nature of illness. Other documents may be requested at the discretion of the University. In exceptional cases, the employee may be entitled for a maximum period of 3 years based on the approval of an internal committee comprising the President, the VP & CFO, the Legal Counsellor, and a technical advisor from the employee s department. Other Special Leave 1.8 In special unforeseen circumstances, an employee may request special leave, which is granted at the discretion of the Department Director. This is a maximum of 20 working days per calendar year. Such leave cannot be greater than 5 consecutive days per request. 1.9 All special leave requests should be supported by relevant documentation that are provided at the requesting stage or on return from leave Examples of special leave include: Study leave; Examination leave; and Any other as approved by HR Director. 22

24 PL-HRM-RET-017: Leave of Absence Leave of Absence Without Pay Leave of absence without pay is applied in the following situations: Authorized leave of absence without pay 1.1 Leave of absence without pay is not normally granted. In exceptional cases, when an employee has exhausted the annual leave entitlement and unforeseen circumstances require additional leave to be taken, a maximum of 7 days leave without pay may be granted. This is determined on a case by case basis. Application for unpaid leave must be approved (by immediate supervisor) in advance and follows the same procedure as applying for annual leave. 1.2 During the period of the unpaid leave, basic salary and all work related allowances are not paid to the employee except the housing allowance which will not be affected. For any period beyond the seven days, basic salary and all allowances are not paid. Such extensions need approval from Department Director (with input from HR Director) if less than 3 weeks and from the Vice President if longer 1.3 Based on the approval of the president, an employee may be granted a leave without pay for a specific period, which must be reviewed annually. Unauthorized leave of absence without pay 1.4 An employee who takes time off without prior approval or returns late from an authorized leave of absence, shall have all such time deemed as unauthorized and shall not receive pay for such time unless the employee can verify that such absence was beyond the employee s control. 1.5 Any unauthorized time off shall be subject to disciplinary action up to and including termination from employment unless the employee can verify that such absence was beyond the employee s control. 1.6 An employee who does not report to his/her work after 14 days have elapsed from the designated date of reporting back, the University has the right to terminate his/her employment. 23

25 ALLOWANCES PL-HRM-RET-018: Hiring Allowance 1.1 Faculty and non-faculty employees joining the University from outside Qatar, are entitled to a joining package as specified below: Joining passage 1.2 One way air ticket from the city of residence registered at the time of joining or location of residence at the time of recruitment to Doha, Qatar for self, spouse and a maximum of 3 children up to the age of 18 years; and 1.3 The university s contribution to reallocation through baggage allowance shall be from the location of residence at the time of recruitment to Doha, Qatar and is as follows: Grade Allowance Maximum Amount Other Grades and Faculty Kgs of unaccompanied baggage (airfreight) for the employee; and Kgs of unaccompanied baggage (airfreight) for the 1. Equivalent of USD 1,500 in Qatari Riyal 2. Equivalent of USD 1,000 in Qatari Riyal F-G spouse Kgs of unaccompanied baggage (airfreight) for the employee; and Kgs of unaccompanied baggage (airfreight) for the spouse None. None 1. Equivalent of USD 750 in Qatari Riyal 2. Equivalent of USD 500 in Qatari Riyal 1.4 This allowance is applicable to expatriates and their spouses, working and residing outside Qatar at the time of recruitment; 1.5 The employee shall support the claim for this allowance with relevant invoices showing the actual amount paid (with the maximum amount mentioned in the above table), and in all cases it can t be settled for personal invoices on claims (i.e. issued by employee). 1.6 This allowance shall be paid in advance and once only based on the marital status of the employee at the time of joining QU; 1.7 The above allowance of excess weight is applicable to airfreight, while in the case of land freight or sea freight, the Maximum Amount applies (not the weight). 1.8 The university reserves the right to ask the prospective employee to submit more than one estimate. 24

26 1.9 Joining passage of employee and family is based on actual purchase of tickets or a prepaid ticket advice. Cash equivalent is not paid to employees, unless authorized by the Vice President 1.10 All claims for reimbursement should be settled within 90 days from the date of the invoice. Immigration documents 1.11 QU is responsible for preparation, submission and payment for documents to the relevant authorities for obtaining visas for the employee and their immediate family (wife/husband and 3 children). PL-HRM-RET-019: Housing Allowance Temporary accommodation on arrival/departure/transfer 1.1 Temporary accommodation is provided to the employees who arrive at the place of work from outside Qatar. This may be a furnished apartment or hotel accommodation nominated by QU. The temporary accommodation is provided for a maximum period of 2 weeks. 1.2 On joining, housing allowance is payable to the new employee only after he/she moves out of the temporary accommodation. 1.3 QU reserves the right to either allocate suitable housing or paying a housing allowance as per the employee's contract. 1.4 Employees are entitled to a monthly housing allowance according to the following scheme and subject to the conditions listed below: If an employee s spouse is employed in a government department, government owned or an organization with substantial government shareholding (minimum 40%) and receives housing/housing allowance, the non-national QU employee will not be eligible for this allowance or housing from the university; however, the National employee will be eligible for single status allowance A divorced female employee is entitled to a married type housing allowance if she is responsible for supporting her children (subject to court certificate). 1.5 Housing allowance is applicable to all staff based on their position's grade. However if husband and wife are employed at QU, only the one with the highest entitlement receives an allowance. 1.6 If the employee has leased accommodation above the maximum limit, QU is not accountable and the employee is responsible for covering all additional costs. 25

27 1.7 This allowance will not be paid if the employee is provided with a house (villa, apartment and/or hotel accommodation) by QU.. PL-HRM-RET-020: Furnishing Allowance 1.1 Based on the conditions of the contract, employees are paid a one time furniture allowance upon joining QU. Notes: This allowance shall be paid in advance once only at the time of joining QU (only for new staff and not for renewal of contract or agreeing to a new contract if an existing employee of the University), any subsequent changes in employee grade, will not trigger further payment; The allowance shall accrue to the employee on a monthly basis and shall be amortized over 48 months; The QU at its discretion may provide suitable accommodation. If such accommodation is furnished then the employee is not eligible for this allowance, however if the employee is asked to vacate University accommodation such allowance may be payable; and If an employee s spouse is employed in a government department, government owned or an organization with substantial government shareholding (minimum 40%) and receives furnishing allowance, the QU employee will not be eligible for this allowance. Single employee is entitled to 50% of the furniture allowance. 1.2 The initial furniture allowance is accounted for over a period of four years. The furniture belongs to the employee. If the employee leaves before the completion of four years, he/she is required to repay a proportion of the furniture allowance as follows: On completion of 1 year of service, 25% is written off and 75% is repaid to QU; On completion of 2 year of service, 50% is written off and 50% is repaid to QU; On completion of 3 years of service, 75% is written off and 25% is repaid to QU; and On completion of 4 years of service, 100% is written off and no repayment needs to be made to QU. 1.3 Repayment for part of a year is prorated. The amount to be repaid is deducted from the end of service benefits or recovered from the employee. 1.4 The university does not take back or buy any furniture from employees or faculty. 1.5 An employee who worked for the university before and left & is rejoining the university again, is eligible for the furniture allowance, given that the allowance has been accounted for. 26

28 1.6 An employee who was employed in a governmental department, government owned organization or an organization with substantial governmental shareholding, and is joining the university is entitled to the furniture allowance. PL-HRM-RET-021: Children s Education Allowance 1.1 Based on the terms of the contract, employees may be entitled to a children education allowance as follows (Exceptions only by the President): Grade U G Director For Non-Arab Expatriate Children's Education Maximum amount of 45,000 Q.R. per child per year - (max 3 children under 18). Maximum amount of 30,000 Q.R. per child per year - (max 3 children under 18) 1.2 If the actual school fees are more than the maximum permissible limit for the grade, the employee is responsible for paying the balance. 1.3 As a guideline, the allowance covers only the following: School fees (including registration fees); Required school books as prescribed by the syllabus; and School transport if used by the child. 1.4 The allowance is paid against actual original invoices (including original receipt of payment from school) and is authorized by the HR Director. If there is any doubt as to whether an expense is payable or not, clarification should be sought from the HR Director. 1.5 QU pays the children education allowance from the first grade up to 18 years. The first allowance is claimable for the term when the child enrolls for the first grade and the last being the end of the academic year in which the child celebrates his/her 18th birthday. 1.6 If both husband and wife are working in QU, only one parent is entitled to children education allowance. 1.7 The employee must provide the relevant invoices for school fees paid per year. If the employee leaves QU before the completion of the year for which fees have been paid, then the proportionate amount will be recovered from the employee. 27

29 1.8 Married female employees are entitled to children education allowance if their husbands are not entitled to this allowance in their place of work. In such a case the female employee is required to obtain a letter from the husband s employer stating that he/she is not entitled to children education allowance. All such employees also have to give a declaration that they will inform QU if there is a change of status. If false information is provided and a claim for reimbursement of fees is made on incorrect grounds, the employee is liable for disciplinary proceedings and the amount thus claimed must be paid back to QU. PL-HRM-RET-022: Transportation Allowance 1.1 Employees who are not assigned a University transport, are paid a monthly transport allowance to travel to and from their place of work as specified in their contracts: 1.2 All local travel within Doha is expected to be covered from the monthly transport allowance as applicable. 1.3 The following standard mileage allowances can be obtained in case of travel outside Doha using personal vehicles QAR 0.50/km. PL-HRM-RET-023: Telecommunications Allowance 1.1 Employees who require mobile telephones for business needs (only positions/jobs declared as field jobs by the H.R. Director) shall be provided by approval of the Vice President (through a request from Department Director) of an allowance equivalent to actual telephone bill or QAR 400 whichever is lower. PL-HRM-RET-024: Annual Air Tickets Allowance 1.1 Based on the terms of the contracts, eligible employees after probation period (and immediate family resident in Qatar) are provided with annual air tickets on the completion of every year of service (Academic year for faculty staff) to the point of origin specified in their employment contract, and validated by their passport. Standard direct flight rates on the relevant class on Qatar Airways shall apply. The allowances are as follows: Qatari Nationals month s basic salary Non-Qatari Nationals Directors and faculty members in administrative positions such as deans and higher: Business class return tickets for self, spouse and a 28

30 maximum of 3 children up to the age of 18 years for the city of residence registered at the time of joining or approved at a later date by the V.P. All other employees: Economy class return tickets for self, spouse and a maximum of 3 children up to the age of 18 years for the city of residence registered at the time of joining or approved at a later date by the V.P./CFO; and Grade : Economy class return tickets for self. In order to be eligible for air ticket allowance, the employee must take his annual leave based on University decision. Notes: This allowance shall accrue to the employee on a monthly basis. 1.2 For non Qatari staff, if both the husband and the wife are working for QU, the allowance is provided to the employee with the higher entitlement. 1.3 Payment of air tickets allowance will be based on Qatar Airways June rates. This will include ticket taxes, etc. and paid cash to the employee. 1.4 For Qatari staff, if husband and wife are working for QU, they are both entitled to receive the equivalent of 1.5 of monthly basic salary 1.5 Newly hired employees during their first year of employment and after the probation period may receive early payment of leave airfares (in special circumstances approved by the Vice President), however if employee leaves the University employment earlier than a one year period, the value of the airfares will be recovered on a pro-rata basis. 1.6 All travel tickets accrue to the employee on a prorate basis. If the employee leaves then the cost of the tickets will be recovered on a pro-rata basis. PL-HRM-RET-026: Hazardous Allowance 1.1 A hazard allowance may be paid based on the approval of the Vice President (based on request from relevant Department Director) to employees undertaking responsibilities within the University that are of a hazardous nature. 1.2 Applicable only to the positions/jobs declared as hazardous by the H.R. Director. 1.3 The value of the allowance is QAR 500. PL-HRM-RET-027: Qatari Nationals Allowance The following allowances apply to Qatar Nationals only. National allowance 1.1 Qatar nationals with proof of Qatar nationality are granted a National Allowance. The National Allowance is paid monthly according to the job grade and marital status, as long as the nationality is retained. 29