SDG8: DECENT WORK AND ECONOMIC GROWTH
Sustainable Development Goal 8 (SDG 8) aims to promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. In Bahrain, the government has integrated this goal into its national development strategies, notably through the Economic Vision 2030 and subsequent Government Plans.
Government Initiatives in Bahrain
Bahrain’s Economic Vision 2030 serves as a cornerstone for aligning national policies with the Sustainable Development Goals (SDGs). The government has adopted policies and strategies to diversify its economy, improve the standard of living, and maintain a balance between economic, social, and environmental aspects. Since its adoption of the SDGs, the government linked its Government Plans to the SDGs 2030.
The current Government Plan (2023-2026), titled “From Recovery to Sustainable Development,” emphasizes embedding sustainability in national policies. This plan reflects Bahrain’s commitment to assessing and presenting national progress in implementing the 2030 Agenda.
Specific measures include improving employment opportunities, training, and skills development to make Bahraini citizens the first choice in the labor market. These efforts contribute to achieving SDG 8 by fostering decent work and economic growth.
Applied Science University’s (ASU) Commitment to SDG 8
Applied Science University (ASU) in Bahrain actively supports SDG 8 through various initiatives:
Non-Discriminatory Employment Practices: ASU’s Employment Policy emphasizes transparency, impartiality, and merit-based decision-making in staff-related matters. This aligns with SDG 8 by promoting fair employment practices.
Equality and Diversity Policy: The university’s policy reinforces its commitment to non-discrimination and equality of opportunity for all stakeholders, including staff, students, visitors, contractors, and service providers. This approach supports the creation of a fair and inclusive work environment, contributing to decent work and economic growth.
Through these policies and practices, ASU demonstrates its dedication to fostering a supportive and equitable environment, thereby contributing to the broader objectives of SDG 8 in Bahrain.
Employment Practice Living Wage at ASU
The Payroll Policy of the University contributes to the achievement of SDG 8: Decent Work and Economic Growth. This policy ensures fair and timely payment of salaries and benefits to all permanent and temporary employees, which is an essential aspect of promoting decent work. The policy also ensures that all employees are aware of their terms and conditions of employment, including their salary, benefits, and duties and responsibilities.
The Payroll Policy also outlines a benchmarked pay scale for academic staff who have administrative responsibilities, which ensures that they are compensated fairly for their work. Additionally, the policy emphasizes confidentiality and accuracy in reporting payroll, which demonstrates the university’s commitment to fair and ethical employment practices.
Moreover, the Payroll Policy outlines the responsibilities of the Head of Administrative Affairs Department, who is responsible for ensuring the smooth operation of the payroll process. The timely and accurate reporting of the university payroll, addressing employee concerns, and keeping informed of changes in policies or processes are among the key responsibilities of the Head of Administrative Affairs Department.
Overall, the Payroll Policy of ASU in Bahrain contributes to the achievement of SDG 8 by promoting decent work and economic growth through fair and timely payment of salaries and benefits, benchmarked pay scales, and ethical employment practices. The policy also ensures that the university maintains confidentiality and accuracy in payroll reporting, which fosters trust and a positive work environment for all employees. The University has a well-defined pay structure for its employees, with two separate pay scales for academic and administrative staff. The academic staff salary scale has four grades, namely Grade A1 for Professors, Grade A2 for Associate Professors, Grade A3 for Assistant Professors, and Grade A4 for Lecturers or Assistant Lecturers.
Each grade has ten steps, which represent different levels of experience and expertise. In addition to the base salary, the academic staff salary scale also includes several types of allowances, such as general allowance, special allowance, and scarcity allowance. These allowances are designed to recognize the contributions of academic staff and incentivize them to excel in their roles.
On the other hand, the administrative staff salary scale has five grades, namely Grade 3 for Senior Management, Grade 4 for Senior Executive, Grade 5 for Specialized Staff, Grade 6 for Technical Staff, and Grade 7 for Ground Staff. Each grade also has ten steps, which represent different levels of experience and expertise. The pay structure for administrative staff is designed to recognize the specialized skills and expertise required for different roles within the university. The pay scale also takes into account the responsibilities and duties of administrative staff and ensures that they are compensated fairly for their contributions. The two pay scales at ASU in Bahrain reflect the university’s commitment to fair and competitive compensation for its employees. The pay scales recognize the different skills, expertise, and responsibilities required for different roles and provide opportunities for professional growth and development. By offering a competitive and comprehensive pay structure, ASU supports the goal of SDG 8: Decent Work and Economic Growth, which aims to promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all.
Staff Handbook:
Academic Staff Overtime
https://www.asu.edu.bh/wp-content/uploads/2019/01/Staff-Handbook-Eng-Final.pdf
6.5.1 The academic staff, depending on their academic qualification, shall receive an allowance for every credit hour worked that exceeds their normal teaching load, as stated in their contract with the University and in Higher Education Commission (HEC) regulations. The total number of students in each class shall not be fewer than seven in line with the following schedule:
Employment Policy on Discrimination at ASU
Article 9, Point “a” of the University Bylaws underscores a steadfast commitment to transparency, impartiality, and merit-driven decision-making in all aspects of staff-related matters, such as selection, appointment, promotion, training, compensation, evaluation, transfer, assignment, or secondment. This unwavering commitment aligns seamlessly with the principles of Sustainable Development Goal 8 (SDG 8): Decent Work and Economic Growth, which advocates for equitable and non-discriminatory employment practices.
Furthermore, the Equality and Diversity Policy of Applied Science University in Bahrain amplifies this dedication to eradicating discrimination and ensuring equal opportunities for all constituents, including staff, students, visitors, contractors, and service providers. The policy meticulously delineates protected characteristics, the inherent rights held by every individual, which the university staunchly safeguards against discrimination. These characteristics encompass age, disability, marital status, family circumstances, race, religion or belief, and gender. Additionally, the policy delineates various forms of discrimination, including direct, associative, perceptive, and indirect, while underlining the collective responsibility of all staff, students, and stakeholders to champion equal opportunity and obliterate discrimination across every facet of university life.
The policy also explicitly outlines the unique responsibilities of various stakeholders, including the University itself, the President, HRD, the Director of Student Affairs, and Deans of Colleges/Heads of Department. In cases of discrimination or harassment, the policy establishes clear grievance procedures and policies for lodging complaints. Notably, the Employment Policy on Discrimination, in harmony with SDG 8, underscores the vital role of fair and non-discriminatory employment practices in advancing the objectives of decent work and economic growth.
Employment and Labor Laws and Regulations Bahrain 2022
https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/bahrain
ASU Strategic Plan
https://www.asu.edu.bh/wp-content/uploads/2022/01/ASU-Strategic-Plan-Final.pdf
Quality is a main objective in ASU strategic plan as shown below:
Equality and Diversity Policy
https://www.asu.edu.bh/wp-content/uploads/2021/11/Student-Handbook-English-2022-2021.pdf
Policy Statement
This policy outlines the commitment of Applied Science University to create an environment where differences are valued and equality of opportunity is evident among all staff, students, and any stakeholder.
- This policy defines certain actions that are not permissible and that are considered unlawful. These are called ‘Types of Discrimination’.
- It also identifies so-called ‘protected characteristics’ which are best described as certain attributes that regular people possess which the University considers should be safeguarded. When ‘safeguarded’ it means against the ‘Types of Discrimination’.
The Applied Science University is fully committed to promoting equality of opportunity and fairness and to eliminate discrimination against all national and international staff, students, and anyone associated with the University (e.g. visitors, contractors and service providers) regardless of:
- Age
- Disability
- Marital Status
- Pregnancy and Maternity
- Race (colour, ethnicity, or nationality)
- Religion or Belief
- Gender h. Unfair Dismissal
No kinds of discrimination, harassment, or bullying are tolerated at the Applied Science University.
Applied Sciences University Anti-Discrimination and Anti-Harassment Policy
https://www.asu.edu.bh/about-asu/strategy/
ASU rejects any type of discrimination against any employee in the workplace, for this reason it has developed a policy to protect all staff members and thus ensure equal opportunities for any employee regardless of sex, race, ethnicity or disability…
The purpose of this policy is eradicating any form of discrimination or inequality within ASU.
Policy Statement and Principles
The policy outlines the intolerance of ASU towards bullying and harassment of all types. ASU will consider disciplinary actions against those violators which may lead to extreme action such as termination. ASU is fully committed to a policy on non-discrimination against employees based on their religion, sexuality, gender and age. All employees at ASU are subject to university by laws and CSB rules and regulations when it comes to discrimination in the workplace.
Principles of this policy include
ASU Council will appoint a Non-Discriminatory Committee, with the responsibility and authority to implement this policy in line with best practices. Any act committed or statement by a student/staff affecting honour, dignity, morals, and/or reputation inside or outside ASU or at external venues (ASU bylaws). No harassment and/or bullying during lectures, academic activities in ASU or to any employee, or student, thereof (ASU bylaws).
Employee-Based Reporting of Discrimination
With regard to the equality and fairness of staff, ASU’s Human Resources Directorate has measures to review staff complaints. In case of unsatisfactory resolution, the employee has the option to escalate their issues to the Civil Service Bureau (CSB) at Bahrain.The following excerpt is taken in verbatim from Civil Service Executive Regulation decreed by Decision No. 51/2012 based on the Civil Service Law No. 48/2010:
“(1)
All Disciplinary Board proceedings shall be put on record to be kept in the case file.
(2)
The Chairman of the Disciplinary Board shall determine the date for disciplinary proceedings immediately after the Employee’s case has been passed to the Board. A notification will be issued by the Board to the Employee, stating the date and a clear statement of the offences of the Employee.
(3)
The Employee shall sign the notification as evidence of receipt of it, and where the employee refuses to sign the notification, the relevant entity responsible for notifying the Employee shall note the refusal in writing and stamp it with the stamp of the relevant entity. In this event, the Employee shall be deemed to have been legally notified and the Disciplinary Board may conduct proceedings in his absence.
(4)
The Employee shall appear personally before the Disciplinary Board, and shall be entitled to be assisted in preparing his defense, whether in writing or orally, by a representative and is also entitled to call witnesses to give statements before the Board.
(5)
The Employee or his representative shall be entitled to review the investigation documents or copies of these.
(6)
The Disciplinary Board may be assisted by experienced personnel whom the Board sees fit in matters that justify seeking their opinions.
(7)
Any summons by the Disciplinary Board shall be by registered mail, and the Employee shall be served with the summons at his work address if he is not suspended from work, or at his residential address as stated in his service file if the Employee is suspended or is absent from work, or any other means the Disciplinary Board deems appropriate.
(8)
The Disciplinary Board shall hold sessions with the presence of two-thirds (2/3) of Board’s members provided that the chairman or the deputy chairman shall be among those present, and decisions shall be issued by a majority of the members present.
(9)
In the event of a split vote the chairman, or his Deputy in his absence, shall have the casting vote.
(10)
The Disciplinary Board shall issue its decision within sixty (60) days from the date of its formation, the decision shall be substantiated, in writing, and shall be final.
(11)
Such decision shall include an accurate statement of the acts attributed to the Employee.
(12)
If the Disciplinary Board is of opinion that the violations attributed to Employee constitute a criminal offence, the Board shall notify the Government Entity where Employee works with the Board’s opinion in order to refer the Employee to the relevant entity, and the Board’s proceedings shall abate until a final ruling is issued by the relevant court. After the issue of a final ruling by the court, the documents shall be referred to the Disciplinary Board to take the appropriate disciplinary action.
The filing of an investigation or the acquittal of an employee from charges shall not exonerate the Employee of any disciplinary liability where the grounds for that liability are satisfied.
(13)
Due regard, when imposing dismissal penalty, shall be given to the appropriateness of the penalty with level and degree of the grievousness of the violation taking into account previous convictions and mitigating or aggravating circumstances associated with the violation”.
Employment and Labor Laws and Regulations Bahrain 2022
https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/bahrain
Staff Handbook
https://www.asu.edu.bh/wp-content/uploads/2019/01/Staff-Handbook-Eng-Final.pdf
6.17 Grievance Procedure
6.17.1 The Staff Grievance Procedure shall be available to any employee. (If required to do so, the employee must have completed the requisite probation period). The Staff Grievance Procedure shall not be available to temporary employees, students or non University employees such as consultants or contractors.
6.17.2 An employee may proceed with raising a grievance when he/she experiences:
6.17.2.1 Actions or decisions against him/her that are inconsistent with a specific University rule, regulation or policy.
6.17.2.2 Suspensions, demotions or other disciplinary action(s).
6.17.2.3 Involuntary termination (involuntary terminations do not include the resignation or retirement).
6.17.2.4 Outcomes of performance evaluations.
6.17.3 An employee may not proceed with raising a grievance when he/she wishes to challenge issues concerning: 6.17.3.1 Flexible work options/decisions.
6.17.3.2 Reduction/retrenchment of staff.
6.17.3.3 The reorganisation of a department or reallocation of its resources.
6.17.4 The University shall follow the steps listed below as part of the grievance process. Through this process, the University strives to ensure the consistently fair and equal treatment of employee grievances.
6.17.4.1 Grievance resolution through discussion with the employee’s Line Manager The first step to resolve an issue shall be direct communication with the employee’s Line Manager. The University shall urge all employees to discuss their employment concerns, problems, or questions with their Line Manager, who shall be expected to foster and establish effective two-way communication with the employees they supervise.
Effective communication between employees and their Line Manager serves the best interests of both the employee and the University.
6.17.4.1.1 The employee shall discuss the issue in detail with their Line Manager. They shall explain the nature of the problem and its effect on them.
6.17.4.1.2 In resolving these problems, Line Managers shall consider a variety of needs, including those of the University as a whole, the individual department and their own organisational area of responsibility.
6.17.4.1.3 In the event an employee has an issue with their Line Manager or the Line Manager cannot resolve the issue, the employee may choose to go one level above the Line Manager or go to the HRD. Even if the Line Manager is not at the centre of the problem, the employee is free to approach the HRD directly.
6.17.4.1.3.1 If the employee has an issue with a member of academic staff, the employee should approach the Dean and then the HRD.
6.17.4.1.3.2 In a case where an employee approaches the HRD, the HRD shall discuss the issue with all members involved in an informal setting, and try to resolve the issue through mediation and negotiation.
6.17.4.1.3.3 In a case where the HRD/Line Manager or the Director/ Dean cannot arrive at a decision or no resolution is achieved, the employee shall be asked to file a formal grievance.
6.17.4.2 Appeal to the Dean/Director If an employee feels that the discussions with his/her Line Manager (Step 6.17.4.1.1) have been inadequate or have resulted in an unsatisfactory solution to the problem, the employee may initiate an appeal to their Dean/Director. If the employee has an issue with Dean/Director, then they may go one level higher.
6.17.4.2.1 The employee shall begin the process by completing the Grievance Form. The form shall contain the details describing the problem, the facts pertaining to the dispute, the Line Manager’s response to the problem and the reason(s) for the employee’s dissatisfaction with the supervisor’s response.
6.17.4.2.2 Upon receiving a written complaint, the Director/Dean shall clarify whether the procedure outlined in Step 6.17.4.1.1 for informal resolution of the grievance was properly completed by the administrative/academic staff. If not, then the employee may be asked to go back and complete the procedure.
6.17.4.2.3 The Director/Dean shall promptly review the written statement and arrange a meeting with the employee to determine what action, if any, is advisable or required. Under normal conditions, the Director/Dean shall make a decision and communicate that decision, in writing, to the employee, within five working days of the meeting.
6.17.4.3 Appeal to the Vice President
If the Director’s/Dean’s decision does not resolve the problem to the satisfaction of the employee, the employee may appeal the matter to a higher-level administrator within his/her organisational hierarchy.
6.17.4.3.1 Academic staff shall appeal to the Vice President of Academic Affairs, whereas administrative employees shall appeal to the Vice President of Administration, Financial Affairs and Community.
6.17.4.3.2 This step in the University’s Staff Grievance Procedure shall require the employee to prepare a written statement that describes the reason(s) for his/her dissatisfaction with the Director’s/Dean’s decision. The statement shall include (as attachments) a copy of both the written statement that the employee previously sent to the Line Manager and the Director’s/Dean’s written response.
6.17.4.3.3 The Vice President to whom the appeal has been sent shall promptly review the written statement, investigate the issue, and arrange a meeting with the employee to determine what action, if any, is advisable or required. Under normal circumstances, the Vice President shall provide a written decision to the employee.
6.17.4.4 Appeal Review Board
If the decision of the Vice President does not resolve the problem to the satisfaction of the employee, then, as a final resort, the employee may choose to appeal the matter to an Appeal Review Board.
6.17.4.4.1 The Appeal Review Board shall consist of three members of the University’s administration, selected by the University Council.
6.17.4.4.2 The Head of Human Resources shall be a member of the Appeal Review Board.
6.17.4.4.3 The employee shall initiate this step by writing a request to the Head of Human Resources. The request shall specify the reason(s) for the employee’s dissatisfaction with the decision of the Dean or Vice President. It shall include (as attachments) a copy of both the written statement that was previously sent to the Dean or Vice President, and the written decision of the Dean or Vice President.
6.17.4.4.4 The Appeal Review Board shall be constituted promptly, and arrangements shall be made to meet with the employee.
6.17.4.4.5 The employee may bring to this meeting a person of his/ her choice to assist the employee in expressing his/her position with respect to the grounds he/she feels constitute a legitimate grievance.
6.17.4.4.6 The findings and recommendations of the Appeal Review Board shall be subject to review by the President.
6.17.4.4.7 Under normal circumstances, the written decision of the Appeal Review Board shall be transmitted to the employee within ten working days of the meeting.
6.17.4.4.8 The decision of the Appeal Review Board shall be final and shall not be subject to further appeal.
6.18 Disciplinary Procedures
6.18.1 Disciplinary meeting
6.18.1.1 Prior to any warnings being issued to an employee, it shall be the responsibility of the Line Manager to discuss the actions of the employee and give recommendations or suggestions for improvement.
6.18.1.2 It shall also be the responsibility of the Line Manager to ensure that the employee is made well aware of the consequences of repeated violations and the next level of warning if the actions are repeated.
6.18.1.3 During the course of this meeting, the employee shall be allowed to bring a witness from inside the University to the meeting to present their case; however, no legal representatives (legal counsel, Ministry of Labour representative, etc.) shall be permitted.
6.18.1.4 This meeting shall be arranged within five working days of the event or action that led to the disciplinary action.
6.18.1.5. In cases of gross misconduct or for the issue of a final warning, for an administrative employee, an HRD representative shall be present during the meeting, and for academic staff both the Dean and the HOD should be present during the disciplinary meeting.
6.18.2 Disciplinary Action
6.18.2.1 In the case of a violation of the University laws, regulations, instructions or job duties, the employee shall be subject to the following disciplinary penalties:
6.18.2.1.1 The employee shall be issued a verbal warning.
6.18.2.1.2 The employee shall be issued a written warning.
6.18.2.1.3 There shall be a delay in the employee receiving their annual allowance for no more than three months. 6.18.2.1.4 The employee shall receive a suspension from duty and a salary deduction for no more than one month per year and not exceeding five consecutive days.
6.18.2.1.5 The employee shall be subject to the postponement of promotion for no more than one year. 6.18.2.1.6 The employee shall be dismissed in accordance with provisions of this regulation.
6.18.2.2 The powers to make decisions relating to disciplinary penalties set forth in the previous articles shall be as follows:
6.18.2.2.1 The Department Head or the Director of Administrative and Financial Affairs may impose the penalties set forth in the relevant clauses (6.18.2.1.1 and 6.18.2.1.2) on his/her staff. 6.18.2.2.2 The Vice President for Administration, Financial Affairs and Community Engagement or the Dean may impose the penalties set forth in the aforementioned clauses (6.18.2.1.1, 6.18.2.1.2, 6.18.2.1.3 and 6.18.2.1.4) of the University staff upon receipt of the recommendation of the Department Head or the concerned Manager of Administration. 6.18.2.2.3 The President may impose all penalties set forth in the relevant clauses (6.18.2.1.1, 6.18.2.1.2, 6.18.2.1.3, 6.18.2.1.4, 6.18.2.1.5 and 6.18.2.1.6) on all University staff upon receipt of a proposal from the Vice President for Administration, Financial Affairs and Community Engagement.
6.18.2.3 The President may impose the aforementioned penalties upon receipt of the resolution of the Disciplinary Board.
6.18.2.4 The University shall establish a Disciplinary Board, which shall consist of the President and four members; the Disciplinary Board shall be appointed by the President for one renewable year.
6.18.2.5 An employee shall be referred to the Disciplinary Board by the University Council, provided that the Disciplinary Board members shall not be less senior than the employee whose case is being referred to the Board.
6.18.2.6 The sessions of the Disciplinary Board cannot be conducted unless the President and the other members are available to attend the session. All decisions and procedures shall be taken by majority vote and the deliberations of the Board shall remain confidential.
6.18.2.7 In the case where the President or any member of the Disciplinary Board cannot attend the meeting, the President may choose alternative members to attend the Disciplinary Board during the absence period of the nominated Board member.
6.18.2.8 The University Council may exempt any member of the Disciplinary Board. Also, any member of the Disciplinary Board may ask the University Council to exempt him/her. In both cases, the University Council shall choose an alternative to the exempted member.
6.18.2.9 In order to summon an employee, the Disciplinary Board shall inform the employee who is to be referred to the Board of the detailed accusations which relate to the disciplinary hearing. This will be done in a written letter and sent to the employee at their workplace or residence at least one week before the disciplinary hearing. The employee shall have the right to see all the outcomes of prior investigations and the documents pertaining to the accusations. The employee shall have the right to attend all the sessions of the Disciplinary Board and to defend himself/herself against the accusations.
6.18.2.10 The Disciplinary Board shall be held to discuss the case within two weeks of the case being submitted to them. The Disciplinary Board must make a decision within a maximum of two months after the case being lodged with them.
6.18.2.11 If the Disciplinary Board cannot issue a decision within the permitted period, the Disciplinary Board shall demonstrate the reasons in a written report to the University President. These reports shall form the basis for determining the revised date by which the decision must be issued after the completion of investigation procedures. Consequently, the President may extend the duration of these sessions.
6.18.2.12 The decisions of the Disciplinary Board shall be final and may not be appealed against, except in cases of ‘termination of service’ for which the employee may appeal against the decision to the University Council within three days being formally notified of the decision.
6.18.2.13 The President shall be informed, in writing, of all the decisions that relate to disciplinary cases.
6.18.2.14 The President may make the decision to suspend from work an employee who is referred to the Disciplinary Board.
6.18.2.15 The penalty or penalties imposed on the employee shall only be effected after informing the employee about the list of accusations in a written letter, hearing his/her testimony and defence, and documenting the decision in a special file.
6.18.2.16 The employee shall be informed, in writing, about the penalty or penalties, detailing its type and degree, in addition to the disciplinary action that will occur if he/she commits the same offence again.
6.18.2.16 If the employee does not receive / refuses to receive the letter, the University shall send the letter to the address of the residence that is recorded in the employee’s private file. If the employee still denies having received the written communication, the University shall have the right to announce the punishment at the employee’s workplace.
6.18.3 Disciplinary Penalties (an extract from the university bylaws)
6.18.3.1 Article (1): Penalties that may be imposed on the member due to violation of occupational duties by virtue of applicable Bahraini Labour Law are: Notice.
6.18.3.1.1 Written Warning.
6.18.3.1.2 Postponing due date of the annual allowance for a period not exceeding three months.
6.18.3.1.3 Cease from work, adding to deduction from the salary for a period not exceeding one month, nor exceeding five days at a time.
6.18.3.1.4 Postponing promotion while being due for a period not exceeding one year.
6.18.3.1.5 Suspension from duty as per provisions of applicable Bahraini Labour Law.
6.18.3.2 Authorities of Signing Disciplinary Penalties
6.18.3.2.1 Article (2): Authorities of imposing disciplinary penalties stipulated in Article (1) shall be granted as follows
6.18.3.2.1.1 To the Head of Department who is entitled to impose penalties stated within Clauses no. (1&2) of Article (1) of this Regulation.
6.18.3.2.1.2 To the Faculty Dean, who is entitled to impose penalties stated within Clauses no. (1-2) of Article (1) of this Regulation.
6.18.3.2.1.3 To the Vice Presidents of the University who is entitled to impose penalties stated within Clauses from no. (1 till 5) of Article (1) of this regulation as per provisions of applicable Bahraini Labour Law.
6.18.3.2.1.4 To the University President who is entitled to impose penalties stated within Clauses from no. (1-6) of Article (1) of this regulation as per provisions of applicable Bahraini Labour Law.
6.18.3.2.1.5 Disciplinary Council is entitled to impose penalties stated within Article (1) of this regulation as per what is ascertained to be satisfactory.
6.18.3.3 Article (3): University President is entitled – upon termination of the investigation – to impose any of the penalties stated Article (1) of this regulation or refer the member to the Disciplinary Council if the Case required.
6.18.3.4 Article (4): If the Case required, Teaching Staff Disciplinary Council shall be formed at the University upon a decree passed by the University President.
6.18.3.5 Article (5): Such Council shall be held upon summoning its Chairman and entire procedures and resolutions shall be applicable.
6.18.3.6 Article (6): Member referred back to the Disciplinary Council shall be notified about the violations list attributed to him or her via a registered letter sent to his/ her workplace or residency prior to three days while reserving the right to attend Disciplinary Council for self-defence.
6.18.3.7 Article (7): Such Council shall be held for reviewing the filed lawsuit within two (2) working days of the date of its receipt, while the said council shall submit its recommendation to the University President with (5) working days of the stated date.
6.18.3.8 Article (8): University President may suspend and cease the member subject to investigation or referred to Disciplinary Council or Public Prosecution or Criminal Court from work till passing final decree in his/her lawsuit.
6.18.3.9 Article (9): No member against him or her a disciplinary decree was passed shall be promoted, while such member shall not be nominated for occupation of any academic or administrative post or awarded any rewards or grants while it is not permitted to second or delegate such member within the whole period of the validity of the Disciplinary decree, while deputies of the President and Administrative and financial Affairs Directorate shall be notified with the disciplinary decree in writing.
6.18.3.10 Article (10): Entire legal implications stated within Article (11) shall be revoked upon the termination of the below terms:
6.18.3.10.1 Six months in the event of sending a written notification.
6.18.3.10.2 One year in the event of ceasing from work in addition to a deduction from salary and postponing both entitlement of the annual allowance and promotion.
6.18.3.11 Article (11): Penalties may be restricted to the members in the event of committing any other disciplinary violation.
6.18.3.12 Article (12): Any member of teaching staff may submit grievance or repeal the issued resolution regarding the imposition of penalties within seven (7) days of the date he was notified about such resolution to the competent authority.
6.18.3.13 Article: (13): This Regulation shall be applicable pursuant to the provisions of enforceable Bahraini Labour law while any other text negating such content and provisions of law shall be revoked.