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  • Lyčių aspekto integravimas
    • Kas yra lyčių lygybės aspekto integravimas?
      • Policy cycle
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    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
          • Hungary
          • Ireland
          • Italy
          • Latvia
          • Lithuania
          • Luxembourg
          • Malta
          • Netherlands
          • Poland
          • Portugal
          • Romania
          • Slovakia
          • Slovenia
          • Spain
          • Sweden
          • United Kingdom
      • Gender-sensitive Parliaments
        • Back to toolkit page
        • What is the tool for?
        • Who is the tool for?
        • How to use the tool
        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
            • Domain 3 – Recruitment of parliamentary employees
          • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
            • Domain 1 – Parliamentarians’ presence and capacity in a parliament
            • Domain 2 – Structure and organisation
            • Domain 3 – Staff organisation and procedures
          • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
            • Domain 1 – Gender mainstreaming structures
            • Domain 2 – Gender mainstreaming tools in parliamentary work
            • Domain 3 – Gender mainstreaming tools for staff
          • AREA 4 – The parliament produces gender-sensitive LEGISLATION
            • Domain 1 – Gender equality laws and policies
            • Domain 2 – Gender mainstreaming in laws
            • Domain 3 – Oversight of gender equality
          • AREA 5 – The parliament complies with its SYMBOLIC function
            • Domain 1 – Symbolic meanings of spaces
            • Domain 2 – Gender equality in external communication and representation
        • How gender-sensitive are parliaments in the EU?
        • Examples of gender-sensitive practices in parliaments
          • Women and men have equal opportunities to ENTER the parliament
          • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • The parliament produces gender-sensitive LEGISLATION
          • The parliament complies with its SYMBOLIC function
        • Glossary of terms
        • References and resources
      • Gender Budgeting
        • Back to toolkit page
        • Who is this toolkit for?
        • What is gender budgeting?
          • Introducing gender budgeting
          • Gender budgeting in women’s and men’s lived realities
          • What does gender budgeting involve in practice?
          • Gender budgeting in the EU Funds
            • Gender budgeting as a way of complying with EU legal requirements
            • Gender budgeting as a way of promoting accountability and transparency
            • Gender budgeting as a way of increasing participation in budget processes
            • Gender budgeting as a way of advancing gender equality
        • Why is gender budgeting important in the EU Funds?
          • Three reasons why gender budgeting is crucial in the EU Funds
        • How can we apply gender budgeting in the EU Funds? Practical tools and Member State examples
          • Tool 1: Connecting the EU Funds with the EU’s regulatory framework on gender equality
            • Legislative and regulatory basis for EU policies on gender equality
            • Concrete requirements for considering gender equality within the EU Funds
            • EU Funds’ enabling conditions
            • Additional resources
          • Tool 2: Analysing gender inequalities and gender needs at the national and sub-national levels
            • Steps to assess and analyse gender inequalities and needs
            • Step 1. Collect information and disaggregated data on the target group
            • Step 2. Identify existing gender inequalities and their underlying causes
            • Step 3. Consult directly with the target groups
            • Step 4. Draw conclusions
            • Additional resources
          • Tool 3: Operationalising gender equality in policy objectives and specific objectives/measures
            • Steps for operationalising gender equality in Partnership Agreements and Operational Programmes
            • General guidance on operationalising gender equality when developing policy objectives, specific objectives and measures
            • Checklist for putting the horizontal principle of gender equality into practice in Partnership Agreements
            • Checklist for putting the horizontal principle of gender equality into practice in Operational Programmes
            • Examples of integrating gender equality as a horizontal principle in policy objectives and specific objectives
          • Tool 4: Coordination and complementarities between the EU Funds to advance work-life balance
            • Steps for enhancing coordination and complementarities between the funds
            • Step 1. Alignment with the EU’s strategic engagement goals for gender equality and national gender equality goals
            • Steps 2 and 3. Identifying and developing possible work-life balance interventions
            • Step 4. Following-up through the use of indicators within M&E systems
            • Fictional case study 1: reconciling paid work and childcare
            • Fictional case study 2: reconciling shift work and childcare
            • Fictional case study 3: balancing care for oneself and others
            • Fictional case study 4: reconciling care for children and older persons with shift work
            • Additional resources
          • Tool 5: Defining partnerships and multi-level governance
            • Steps for defining partnerships and multi-level governance
            • Additional resources
          • Tool 6: Developing quantitative and qualitative indicators for advancing gender equality
            • Steps to develop quantitative and qualitative indicators
            • ERDF and Cohesion Fund
            • ESF+
            • EMFF
            • Additional resources
          • Tool 7: Defining gender-sensitive project selection criteria
            • Steps to support gender-sensitive project development and selection
            • Checklist to guide the preparation of calls for project proposals
            • Checklist for project selection criteria
            • Supplementary tool 7.a: Gender-responsive agreements with project implementers
          • Tool 8: Tracking resource allocations for gender equality in the EU Funds
            • Ensuring gender relevance in EU Funds
            • The tracking system
            • Steps for tracking resource allocations on gender equality
            • Step 1: Ex ante approach
            • Step 2: Ex post approach
            • Examples of Step 2a
            • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
            • Annex 2: The EU’s gender equality legal and policy framework
          • Tool 9: Mainstreaming gender equality in project design
            • Steps to mainstream gender equality in project design
            • Step 1. Alignment with partnership agreements’ and Operational Programmes’ gender objectives and indicators
            • Step 2. Project development and application
            • Step 3. Project implementation
            • Step 4. Project assessment
          • Tool 10: Integrating a gender perspective in monitoring and evaluation processes
            • Steps to integrate a gender perspective in M&E processes
            • Additional resources
          • Tool 11: Reporting on resource spending for gender equality in the EU Funds
            • Tracking expenditures for gender equality
            • Additional resources
          • References
          • Abbreviations
          • Acknowledgements
      • Gender-responsive Public Procurement
        • Back to toolkit page
        • Who is this toolkit for?
          • Guiding you through the toolkit
        • What is gender-responsive public procurement?
          • How is gender-responsive public procurement linked to gender equality?
          • How is gender-responsive public procurement linked to gender budgeting?
          • Five reasons why gender-responsive public procurement
          • Why was this toolkit produced
        • Gender-responsive public procurement in practice
          • Legal framework cross-references gender equality and public procurement
          • Public procurement strategies cover GRPP
          • Gender equality action plans or strategies mention public procurement
          • Capacity-building programmes, support structures
          • Regular collaboration between gender equality bodies
          • Effective monitoring and reporting systems on the use of GRPP
          • Tool 1:Self-assessment questionnaire about the legal
          • Tool 2: Overview of the legislative, regulatory and policy frameworks
        • How to include gender aspects in tendering procedures
          • Pre-procurement stage
            • Needs assessment
            • Tool 3: Decision tree to assess the gender relevance
            • Preliminary market consultation
            • Tool 4: Guiding questions for needs assessment
            • Defining the subject matter of the contract
            • Choosing the procedure
            • Tool 5: Decision tree for the choice of procedure for GRPP
            • Dividing the contract into lots
            • Tool 6: Guiding questions for dividing contracts into lots for GRPP
            • Light regime for social, health and other specific services
            • Tool 7: Guiding questions for applying GRPP under the light regime
            • Tool 8: Guiding questions for applying GRPP under the light regime
            • Reserved contracts
            • Preparing tender documents
          • Procurement stage
            • Exclusion grounds
            • Selection criteria
            • Technical specifications
            • Tool 9: Decision tree for setting GRPP selection criteria
            • Award criteria
            • Tool 10: Formulating GRPP award criteria
            • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
            • Use of labels/certifications
          • Post-procurement stage
            • Tool 12: Checklist for including GRPP contract performance conditions
            • Subcontracting
            • Monitoring
            • Reporting
            • Tool 13: Template for a GRPP monitoring and reporting plan
        • References
        • Additional resources
    • Metodai ir priemonės
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      • Belgium
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    • EIGE leidiniai apie lyčių aspekto integravimą
    • Concepts and definitions
    • Power Up conference 2019
  • Smurtas lyties pagrindu
    • Kas yra smurtas lyties pagrindu?
    • Smurto formos
    • EIGE tyrimai apie smurtą lyties pagrindu
    • Administracinių duomenų šaltiniai apie smurtą lyties pagrindu
      • Duomenų rinkimas
      • Apie įrankį
      • ES žemėlapis
      • Advanced search
    • Nusikaltimų aukų teisių direktyva
    • Smurto lyties pagrindu kaina
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Moterų lyties organų žalojimas
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Geroji praktika, skirta kovoti su smurtu lyties pagrindu
    • Metodai ir įrankiai siekiant kovoti su smurtu lyties pagrindu
    • Baltojo kaspino kampanija
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Reguliavimas ir teisinis pagrindas
      • Tarptautiniai teisės aktai
      • ES teisės aktai
      • Strategic framework on violence against women 2015-2018
      • Teisinės apibrėžimai ES valstybėse narėse
    • Literatūra ir teisės aktai
    • EIGE's publications on gender-based violence
    • Videos
  • Gender Equality Index
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    • Thematic Focus
    • About Index
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    • Index 2021 Conference
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  • Gender Statistics Database
    • Browse Gender Statistics
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  • Pekino veiksmų platformos stebėsena
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  • Topics
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  • About EIGE
    • EIGE struktūra
      • Management board
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      • Darbas su suinteresuotosiomis šalimis
        • About the IPA project
        • Examples from the region
          • Browse
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        • Gender equality indices in the Western Balkans and Turkey
        • Gender statistics in the Western Balkans and Turkey
      • Justice and Home Affairs (JHA) agencies
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    • Dažnai užduodami klausimai apie įdarbinimo tvarką
    • Apeliaciniai skundai dėl atrankos procedūros – išsamesnė informacija
    • Relevant forms and information
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  • Viešieji pirkimai
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    • Upcoming events
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  • EIGE leidiniai
    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
          • Do not use ‘he’ to refer to unknown people
          • Do not use gender-biased nouns to refer to groups of people
          • Take care with ‘false generics’
          • Greetings and other forms of inclusive communication
        • Subordination and trivialisation
          • Naming conventions
          • Patronising language
      • Test your knowledge
        • Quiz 1: Policy document
        • Quiz 2: Job description
        • Quiz 3: Legal text
      • Practical tools
        • Solutions for how to use gender-sensitive language
        • Pronouns
        • Invisibility or omission
        • Common gendered nouns
        • Adjectives
        • Phrases
      • Policy context
    • Work-life balance in the ICT sector
      • Back to toolkit page
      • EU policies on work-life balance
      • Women in the ICT sector
      • The argument for work-life balance measures
        • Challenges
      • Step-by-step approach to building a compelling business case
        • Step 1: Identify national work-life balance initiatives and partners
        • Step 2: Identify potential resistance and find solutions
        • Step 3: Maximise buy-in from stakeholders
        • Step 4: Design a solid implementation plan
        • Step 5: Carefully measure progress
        • Step 6: Highlight benefits and celebrate early wins
      • Toolbox for planning work-life balance measures in ICT companies
      • Work–life balance checklist
    • Gender Equality Index 2019. Work-life balance
      • Back to toolkit page
      • Foreword
      • Highlights
      • Introduction
        • Still far from the finish line
        • Snail’s-pace progress on gender equality in the EU continues
        • More women in decision-making drives progress
        • Convergence on gender equality in the EU
      • 2. Domain of work
        • Gender equality inching slowly forward in a fast-changing world of work
        • Women dominate part-time employment, consigning them to jobs with poorer career progression
        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
        • Patchy progress on gender-equal access to financial and economic resources
        • Paying the price for motherhood
        • Lifetime pay inequalities fall on older women
      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
        • Both women and men limit their study fields
        • Adult learning stalls most when reskilling needs are greatest
      • 5. Domain of time
        • Enduring burden of care perpetuates inequalities for women
        • Uneven impact of family life on women and men
      • 6. Domain of power
        • More women in decision-making but still a long way to go
        • Democracy undermined by absence of gender parity in politics
        • More gender equality on corporate boards — but only in a few Member States
        • Limited opportunities for women to influence social and cultural decision-making
      • 7. Domain of health
        • Behavioural change in health is key to tackling gender inequalities
        • Women live longer but in poorer health
        • Lone parents and people with disabilities are still without the health support they need
      • 8. Domain of violence
        • Data gaps mask the true scale of gender-based violence in the EU
        • Backlash against gender equality undermines legal efforts to end violence against women
        • Conceptual framework
        • Parental-leave policies
        • Informal care of older people, people with disabilities and long-term care services
        • Informal care of children and childcare services
        • Transport and public infrastructure
        • Flexible working arrangements
        • Lifelong learning
      • 10. Conclusions
    • Sexism at work
      • Background
        • What is sexism?
        • What is the impact of sexism at work?
        • Where does sexism come from?
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Planet 50:50 – Europe’s contribution to the sustainable development goals

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Naujienos
Temos:
Economic and financial affairs, Employment, Health, Justice, Violence
Publication date:
15 Spalis 2020

EIGE's Director Carlien Scheele delivered this speech at an event organised by EIGE and UN Women Germany on 15 October 2020. 


In March this year, EIGE published a 25-year review of the Beijing Platform for Action. From the economy to climate change, we examined how the situation of women had evolved since 1995.

I couldn’t wait to go to New York and present it at the 64th Commission on the Status of Women. I wanted to share our findings with all you working on the frontline of women’s rights and hear your ideas on how we can move forward.

Sadly, as we all know, that didn’t happen. The rapidly spreading virus meant flights were grounded and meetings cancelled. 

Luckily, since then, we have worked out how to meet each other virtually and share our knowledge -- despite the circumstances. A testament to human creativity and adaptability, which enables me to finally share our latest data with you. I hope it will be useful when you put together your calls to action later today.

Let’s start with the economy. Our review of the Beijing Platform for Action showed that long-standing inequalities persist in the EU. Women are less likely to be in paid work than men, with 67 % of working age women in employment, compared to 79 % of men. That’s an important difference because when the Europe 2020 strategy was adopted 10 years ago, EU leaders aimed to have 75 % of the working age population in employment by the end of 2020. While men have surpassed this target, millions of women are missing from the labour market.

So, where are the women? Well, our data shows that 7.7 million are currently kept out of the labour market due to caring responsibilities. That’s more people than the entire population of Bulgaria. As our societies age and more people require care, an increasing number of women may find themselves unable to take up paid work. Currently, this employment loss costs the EU economy some €370 billion each year. As our economies try to recover from the Covid-19 pandemic, it would be a missed opportunity not to take action to bring more women into the workforce. 

What action is needed? We need both legislative and cultural change. Persistent gender stereotypes can hinder the effect of even the best measures. Over the last 25 years, many EU member states have expanded parental leave for fathers. However, take-up remains extremely low as caring is still considered women’s work. Before the crisis, flexible working arrangements such as telework were frequently used by women to combine work and family life, with little impact on men’s contribution to caregiving. As many of us were pushed into the domestic sphere and telework to try and contain the virus, it was still women who reported the most difficulty juggling work, home-schooling and care. If a shift towards telework does indeed end up being one of the legacies of the pandemic, I hope the extra time fathers spend at home will encourage them to take on a bigger share of the care load. This would be the most powerful way to end stereotypes about who provides care.

We also need to value care in the labour market. In the EU, 86 % of personal care workers are women. Although we know such jobs are essential, the Covid crisis really drove this point home. Yet, across Europe, the pay and working conditions of these jobs frequently do not reflect their importance, which continues to get bigger as our societies age. 

Our 25-year review of the Beijing Platform for Action identified the lingering impact of the 2008 global financial crisis, and the economic decisions that were made in its wake, as a continuing contributor to inequality between women and men. Austerity fell particularly heavily on women, who tend to be poorer and rely more on public services, including childcare. To be able to accommodate their caring responsibilities, women are more likely to be in temporary, part-time and precarious work. Unfortunately, this puts women first in line for job losses as the economic fallout of the Covid crisis starts to bite. As we face another economic test, I hope we are able to learn from the lessons of the previous crisis, so as not to further deepen inequality. 

Another test we are facing is how to put an end violence against women. As people were confined to their homes to contain the spread of the pandemic, many countries registered spikes in domestic violence reports. This was a test several countries met rather well. I have no doubt that rapid measures taken to protect women, such as the digitalisation of tools to facilitate reporting, saved lives. It is important to note that we can all make a difference. A report we release next month shows that witnesses of intimate partner violence usually want to intervene – they just need the confidence and tools to be able to do so.   

However, violence against women is not a problem limited to crisis times. Globally, women face the most danger from people they know. While men make up the majority of homicide victims, women are most likely to be killed by someone they know.

The most wide-ranging measures to prevent violence against women are laid out in the Istanbul Convention. Although it has been signed by all EU Member States and ratified by a majority, some countries are not fulfilling its requirements. For example, across the EU, the overall number of bed spaces in women’s shelters has decreased since 2013 and is only about half that required under the Convention. The importance of such support in saving lives during the pandemic should make their financing a political priority.  

I am sad to see a backlash against this document in some countries. The principal aim of the Convention is to protect women from violence, through practical measures and the eradication of negative stereotypes that fire violence. It is in no way a threat to the family. I think the chair of the Council of Europe’s expert group on countering violence against women, Marceline Naudi, has said it best: “If there is violence in the family, it’s the violence that destroys the family.” In the face of mounting opposition, I am proud that the European Commission continues to be committed to acceding to the Istanbul Convention.

Opposition to the Istanbul Convention is, of course, one of the symptoms of a bigger malaise.  For some years, a backlash has been building against gender equality and women’s rights. A sense that women had gained enough, or even too much in comparison with men. This has started to feel as a threat to the established power structures. This is despite the fact that according to last year’s Gender Equality Index, women in the EU have not even reached the three quarter mark when it comes to equality with men.

The backlash can be seen in the 'gender fatigue' that has been growing over the last decade, with our research showing that the commitment of EU countries to gender mainstreaming – which is a legal obligation for all signatories of the Beijing Platform for Action - has weakened since 2012.

The backlash can also be seen in the emergence of so-called ‘anti-gender’ movements, which have led to women’s rights being rolled back in a number of EU Member States. In some countries, access to sexual and reproductive rights has been restricted through the introduction of preconditions for women to access legal abortion services, an increase in doctors refusing to perform abortions on grounds of conscience, and limits on emergency contraception.

Civil society organisations on the frontline of this attack on women’s rights have faced hostile action from governments, including the criminalisation of some of their activities.

This is unacceptable. The work of civil society organisations – your work – is vital to ensure the voices of the most marginalised are heard by those making decisions about their lives. I would like to re-affirm EIGE’s commitment to your work, and stress that we are here to provide you with support as we challenge this backlash together. We are continuously gathering data on the different situation of women and men from different backgrounds in the EU, and measuring the impact of policy decisions on their lives.  We are also preparing a forensic assessment of the stories told by those opposing equality, and putting together our own narrative. We are looking forward to sharing this with you next year. 

I strongly believe that the creativity and adaptability we have all shown in light of these unexpected times will serve us well in the coming years. As countries put together recovery measures to lift us out of the crisis, they will need: sex-disaggregated data to measure the different impact of the pandemic on women and men, acknowledgment of the importance of care in our economies, gender-balance at the table where decisions are being made. All this is feasible.

Even though inequality persists and there have been some setbacks, it is also important to note that overall there has been progress since the Beijing Platform for Action was adopted a quarter of a century ago. This gives a reason to be hopeful for the future.

I will now hand over to Elisabeth Keuten, who will tell us about the work being done by the next generation of activists.

Thank you.

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Director's Speech

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