The definitions set out in Federal Decree by Law No. (49) of 2022 Regarding Human Resources in the Federal Government and Cabinet Resolution No. (48) of 2023 Regarding the Executive Regulation of the aforementioned Federal Decree by Law No. (49) of 2022 shall apply. Otherwise, the following terms and expressions shall have the meanings assigned to each of them, unless the context requires otherwise:
Decree by Law: Federal Decree by Law No. (49) of 2022 Regarding Human Resources in the Federal Government.
Executive Regulations:  Cabinet Resolution No. (48) of 2023 Promulgating the Executive Regulations of Federal Decree by Law No. (49) of 2022 Regarding Human Resources in the Federal Government.
Key Performance Targets: Measurable objectives that are directly linked to the achievement of the strategic and operational plans, which are determined and agreed upon in advance between the direct supervisor and the employee at the beginning of the performance evaluation cycle, and through which the employee’s progress toward achieving the required individual objectives or tasks is measured.
Behavioral Competencies: A general framework encompassing the competencies subject to evaluation that shall be demonstrated by employees of federal entities.
Documented Performance Follow-up: A series of regular and documented meetings between the direct supervisor and the employee to discuss work progress and the level of achievement throughout the year.
Moderation Committee: A committee established within each federal entity to review performance evaluation results and ensure the fair application of the system.

1. This system shall apply to all employees of federal entities who are subject to the provisions of the Decree by Law, with the exception of employees occupying job grades from Grade Eight (8) to Grade Fourteen (14), or their equivalent grades in federal entities that apply special grade scales, provided that the performance of such employees shall be evaluated based on the duties assigned thereto.
2. Federal entities that are not subject to the provisions of the Decree by Law shall prepare their own performance systems in line with the principles set out in this system.

The system aims to achieve the following:
1. Align employees’ Key Performance Target results with performance expectations for strategic and operational initiatives and objectives at the level of the federal entity.
2. Establish clear foundations ensuring fairness and accuracy in measuring actual contributions to the achievement and completion of objectives, thereby promoting individual and collective achievements and the realization of intended results.
3. Embed a culture of high performance across federal entities by encouraging managers, direct supervisors, and employees to create a work environment characterized by feedback, follow-up, continuous development, empowerment, and innovation.
4. Leverage the performance management system as a strategic tool to enhance overall performance of the federal entity and ensure effective implementation of its initiatives at the government level.
5. Enable federal entities to identify and recognize high-performing employees based on performance evaluation results, thereby enhancing efficiency, productivity, and competitiveness within the government's work environment.

The system shall be based on the following principles:
1. Strategic alignment and focus on mandates, whereby the strategic plan of the federal entity constitutes the primary tool for achieving its vision through goals, objectives, and initiatives that are translated into operational plans outlining implementation mechanisms, timelines, responsibilities, required resources, and associated risks. The system ensures the linkage of strategic and operational plans with employees’ individual objectives to achieve the intended results for all parties.
2. Embedding the role of the employee, through involving employees in planning and setting flexible objectives and ensuring alignment with the entity’s strategic objectives, and incorporating mechanisms for evaluating performance across various duties and contributions of the employee within the workplace, thereby reinforcing the employees’ sense of the importance of their role and enhancing levels of job satisfaction.
3. Results orientation, through encouraging employees to achieve intended objectives through evaluating performance based on the results of key performance targets derived from strategic and operational plans and linking them to tangible impact and outcomes at various levels.
4. Flexibility of application, whereby the system adapts its application to changing circumstances and government directions, enabling efficiency and effectiveness, and focusing on priorities in application.
5. High performance culture and continuous feedback, by reinforcing the concept of shared responsibility between the direct supervisor and the employee in addressing performance development areas through continuous feedback that encourages the timely, regular, and documented exchange of constructive comments across all levels of the entity.
6. Continuous learning culture, by encouraging employees to seek growth opportunities and continuously enhance skills and knowledge.
7. The integrative relationship between entity and employee, by linking institutional and job performance results with rewards, incentives, and individual training and development plans, whereby the measurement of the entity’s performance effectiveness is based on the extent to which institutional and individual objectives are achieved.
8. Transparency and fairness, whereby the system has been developed in accordance with clear standards, policies, and procedures that are aligned with federal government legislation and systems, and is characterized by flexibility, transparency, and credibility.

The system cycle is based on the concept of flexibility in managing job performance by enabling the direct supervisor and the employee to select, set, and amend key targets throughout the year, while encouraging effective communication through periodic performance follow-up. This contributes to employee skill development, talent retention, and the achievement of the entity’s priority objectives.

The system cycle includes the following stages:

In all cases, the federal entities shall adhere to the distribution of the weights of the components of the performance management system for federal government employees, Key Performance Target criteria, and behavioral competency dimensions in accordance with Annex (1) attached hereto.

1. Performance Management Planning and Objective Setting Stage:
At the beginning of each year, employees, in collaboration with their direct supervisors, shall set clear, measurable, and motivating performance objectives. The federal entity shall ensure the availability of the essential elements of the performance planning stage, including:
    a. Alignment between the federal authority’s strategic plan and employees’ key performance targets.
    b. Determination of the employee’s job category in accordance with the approved job evaluation and classification policy and mechanisms.
    c. Determination of the employee’s key performance targets.
    d. Determination of the level of behavioral competencies upon which job-related capabilities shall be evaluated, in accordance with the behavioral competency framework for federal government employees set out in Annex (2).

2. Ongoing Performance Management Review Meetings Stage:
The system emphasizes the importance of documented performance management follow-up through a series of regular and documented meetings between the direct supervisor and the employee to discuss work progress and achievement levels throughout the year, for the purpose of implementing and reviewing objectives, ensuring their achievement, and taking appropriate decisions in relation thereto. Senior management shall determine the number of documented performance management follow-up processes.
Feedback shall be constructive in a manner that contributes to the employee’s self-development. It may include comments on specific objectives or overall performance; that may be delivered formally or informally, provided that it is documented.

3. Annual Performance Evaluation Stage:
This stage takes place at the end of the evaluation cycle through a meeting between the direct supervisor and the employee to conduct a final discussion regarding the previously agreed objectives that were documented and followed up. Each party shall complete the final performance management evaluation document, including the identification of achievements, areas for development and improvement, the assessment of alignment with the entity’s key objectives, and the clarification of any exceptional achievements, if any.

4. Moderation and Grievances and Rewards Management Stage:
    a. The accurate and impartial moderation process shall ensure the review and balancing of employee performance evaluation results to ensure fairness of evaluation through multiple moderation levels, starting with the first level (Section Head or Department Manager), followed by the second level (Assistant Undersecretary), and the third level (Undersecretary) or their equivalents, and subsequently the Moderation Committee formed by decision of the Minister or Head of the Entity, chaired by the Undersecretary or Director General or their equivalent, with membership of Assistant Undersecretaries or their equivalents and the Director of Human Resources Department, to review performance evaluation results and ensure fair application of the system.
All Moderation Committees within federal entities shall distribute the overall performance evaluation results of employees in each entity in a manner that does not exceed the percentage ceilings specified for each level, in accordance with Annex (3) attached to this Resolution.
    b. Any employee may submit a grievance against the performance management result obtained to the grievance committee formed within the entity within five (5) working days from the date of notification of the final evaluation result.
    c. An employee who obtains a performance management evaluation result of Level (1) may object to the grievance committee’s decision by submitting an objection request to the Federal Government Objections Committee within ten (10) working days from the date of notification of the grievance committee’s decision.
    d. During this stage, employees with high and exceptional performance shall be identified, and incentives and rewards shall be granted thereto in accordance with the mechanisms stipulated in the federal government Rewards and Incentives System.

Learning and Development Process:
The employee’s development needs shall be determined at the end of the performance management cycle based on the results of the previous cycle’s performance management evaluation, in a manner that ensures the improvement and development of the employee’s individual performance management. Due consideration shall be given to the development needs that will enable the employee to achieve the key results associated with each target for the subsequent cycle, in accordance with the Training and Development System approved by federal government.

The roles and responsibilities for the implementation of the provisions of this System shall be as follows:

1. In the absence of the direct supervisor, the person acting on their behalf, in the capacity of the direct supervisor, shall assume the duties related thereto in accordance with the provisions of this Resolution.
2. The review, updating, and evaluation of an employee’s Key Performance Objectives and Targets shall be carried out in the event of a change in their grade or job duties, whether through transfer, secondment, or assignment, after the commencement of the evaluation cycle, in accordance with the procedures related to this policy, subject to the following:
a. If the change occurs within the first three months from the start of the evaluation year, the evaluation shall be based solely on the new position.
b. If the change occurs after the first three months from the start of the evaluation year, the employee’s performance shall be evaluated based on both the previous and current roles, whereby both the former and current direct supervisors shall participate in the employee’s annual evaluation process.
3. When evaluating the performance of employees enlisted in national service, those granted extended study leave, or those granted sabbatical leave for freelance work, the employing entity may be guided by the evaluation results issued by the National and Reserve Service Authority in respect of the concerned employee, or by the academic results of the employee on study leave, or by the project deliverables, or may independently conduct the evaluation for this category. In all cases, the employee’s performance evaluation result shall not exceed Level (3) – Meets Expectations – or its equivalent.
4. Subject to Clause (3) of this Article, performance results shall be calculated only for employees who are actively in service, provided that their total period of service during the evaluation year exceeds six (6) months, whether consecutive or non-consecutive. Employees whose period of active service is less than six (6) months for an acceptable excuse shall not be subject to performance evaluation and shall not be entitled to a periodic increment or any other entitlements or benefits related to this System.
5. For a new employee during the probation period, a performance document shall be established in accordance with the System, and the employee’s performance shall be evaluated at the end of the probation period. If the employee’s job competency is established, they shall be confirmed in service and their Key Performance Targets shall be updated for the remaining period of the year.
6. A federal entity may not modify the performance evaluation results of its employees for previous years, or after the approval of results following the moderation process, with retroactive effect, except after referring the matter to the Federal Authority for Government Human Resources for consideration of the requests and provision of observations, as applicable.
7. The Authority may amend the forms related to job performance evaluation or introduce new forms or mechanisms, as required.
8. The Authority may take into account national initiatives launched at the level of the State or the Federal Government within the objectives and controls of this System, and may issue guides clarifying the percentages, weights, and calculation mechanisms of any aspects related to such initiatives, so that they are incorporated in the performance evaluation of employees who have made positive contributions to such initiatives.
9. Employees whose performance evaluation results fall under Level (1) – Unacceptable – shall be deemed to fall within the scope of poor performance, and must be subject to the approved procedures set out in Annex No. (4) attached to this Resolution.
10. Promotions shall be linked to the entity’s approved annual budget and shall be subject to the provisions on promotion stipulated in the Decree by Law and its Executive Regulations. The Rewards and Incentives Committee in each federal entity shall align and identify employees eligible for rewards, incentives, and promotions in accordance with the promotion schedule and reward allocations set out in Annex No. (5) attached to this Resolution, within the approved budget of the entity, and the final results shall be submitted to the Head of the entity for approval.

Cabinet Resolution No. (35) of 2020 Regarding the Performance Management System for Federal Government Employees is hereby repealed, as well as any provision that contradicts or conflicts with the provisions of this Resolution.

This Resolution shall be published in the Official Gazette and shall enter into force as of 1 January 2026.