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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
      • EU Member States
      • Stakeholders
      • International organizations
    • Policy areas
      • Agriculture and rural development
        • Policy cycle
      • Culture
        • Policy cycle
      • Digital agenda
        • Policy cycle
      • Economic and financial affairs
        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Education
        • Policy cycle
      • Employment
        • Policy cycle
        • Structures
      • Energy
        • Policy cycle
      • Entrepreneurship
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      • Environment and climate change
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      • Health
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      • Justice
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      • Maritime affairs and fisheries
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      • Migration
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      • Poverty
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      • Regional policy
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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
        • Für wen ist dieses Toolkit gedacht?
        • Warum ist die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung für die europäischen Fonds in geteilter Verwaltung von Bedeutung?
          • Drei Gründe, warum es wichtig ist, den Gleichstellungsaspekt bei der Haushaltsplanung für die EU-Fonds zu berücksichtigen
        • Was ist die Berücksichtigung von Gleichstellungsaspekten bei der Haushaltsplanung?
          • Einführung der Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung
          • Was hat die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung mit den Lebenswirklichkeiten von Frauen und Männern zu tun?
          • Was umfasst die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung in der Praxis?
          • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung im Rahmen der EU-Fonds
            • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Form der Einhaltung von EU-Rechtsvorschriften
            • Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als eine Form der Förderung der Rechenschaftspflicht und Transparenz bei der öffentlichen Haushaltsplanung und Verwaltung
            • Die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Weg, um die Teilnahme von Frauen und Männern an den Haushaltsverfahren zu steigern
            • Die Berücksichtigung des Gleichstellungsaspekts bei der Haushaltsplanung als Weg zur Förderung der Gleichstellung von Frauen und Männern in ihrer gesamten Vielfalt
        • Wie können wir den Gleichstellungsaspekt bei der Haushaltsplanung im Rahmen der EU‑Fonds berücksichtigen? Praktische Instrumente und Beispiele aus den Mitgliedstaaten
          • Instrument 1: Verknüpfung der EU-Fonds mit dem EU-Rechtsrahmen zur Geschlechtergleichstellung
            • Gesetzgeberische und gesetzliche Grundlage für die Gleichstellungspolitik der EU
            • Konkrete Anforderungen für die Berücksichtigung der Geschlechtergleichstellung innerhalb der EU-Fonds
            • Grundlegende Voraussetzungen der EU-Fonds
            • Zusätzliche Ressourcen
          • Instrument 2: Analyse der geschlechtsspezifischen Ungleichheiten und Bedürfnisse auf nationaler und subnationaler Ebene
            • Schritte zur Bewertung und Analyse der geschlechtsspezifischen Ungleichheiten und Bedürfnisse
            • Schritt 1: Erfassung von Informationen und aufgeschlüsselten Daten zur Zielgruppe
            • Schritt 2: Ermittlung der vorhandenen geschlechtsspezifischen Ungleichheiten und der zugrunde liegenden Ursachen
            • Schritt 3: Direkter Austausch mit den Zielgruppen
            • Schritt 4. Schlussfolgerungen ziehen
            • Zusätzliche Ressourcen
          • Instrument 3: Operationalisierung der Geschlechtergleichstellung in den politischen Zielsetzungen (in Partnerschaftsvereinbarungen) und spezifischen Zielsetzungen/ Maßnahmen (in operationellen Programmen)
            • Schritte zur Operationalisierung der Geschlechtergleichstellung in Partnerschaftsvereinbarungen und operationellen Programmen
            • Allgemeine Leitlinien zur Operationalisierung der Geschlechtergleichstellung bei der Entwicklung der politischen Zielsetzungen, spezifischen Ziele und Maßnahmen
            • Checkliste für die Umsetzung des bereichsübergreifenden Grundsatzes der Gleichstellung der Geschlechter in Partnerschaftsvereinbarungen
            • Checkliste für die Umsetzung des bereichsübergreifenden Grundsatzes der Gleichstellung der Geschlechter in operationellen Programmen
            • Beispiele für die Integration der Geschlechtergleichstellung als bereichsübergreifender Grundsatz in die politischen Ziele und spezifischen Zielsetzungen
          • Instrument 4: Koordinierung der EU-Fonds zur Verbesserung der Vereinbarkeit von Beruf und Privatleben und Komplementaritäten zwischen diesen Fonds
            • Schritte zur Verbesserung der Koordinierung und Komplementarität zwischen den Fonds
            • Schritt 1: Ausrichtung an den Zielen der EU des strategischen Engagements für die Gleichstellung der Geschlechter und an den nationalen Zielen für die Geschlechtergleichstellung
            • Schritte 2 und 3: Ermittlung und Entwicklung möglicher Interventionen zur Verbesserung der Vereinbarkeit von Beruf und Privatleben
            • Schritt 4: Nachbereitung durch die Verwendung von Indikatoren im Rahmen der Überwachungs- und Evaluierungssysteme
            • Fiktive Fallstudie 1: Vereinbarkeit von bezahlter Arbeit und Kinderbetreuung
            • Fiktive Fallstudie 2: Vereinbarkeit von Schichtarbeit und Kinderbetreuung
            • Fiktive Fallstudie 3: Ausgleich zwischen Versorgungsarbeit für sich und andere
            • Fiktive Fallstudie 4: Vereinbarkeit von Pflege und Betreuung von Kindern und älteren Personen mit der Schichtarbeit
            • Zusätzliche Ressourcen
          • Instrument 5: Festlegung von Partnerschaften und Steuerung auf mehreren Ebenen – Identifizierung der relevanten Partnerinnen und Partner, die Rolle von Gleichstellungsexpertinnen und -experten und die Zusammensetzung der Überwachungsausschüsse
            • Schritte für die Festlegung von Partnerschaften und Steuerung auf mehreren Ebenen
            • Zusätzliche Ressourcen
          • Instrument 6: Ausarbeitung von quantitativen und qualitativen Indikatoren für die Förderung der Geschlechtergleichstellung
            • Schritte für die Entwicklung von quantitativen und qualitativen Indikatoren
            • EFRE und Kohäsionsfonds (die gleichen gemeinsamen Indikatoren)
            • Europäischer Sozialfonds Plus
            • Europäischer Meeres- und Fischereifonds
            • Zusätzliche Ressourcen
          • Instrument 7: Festlegung der gleichstellungsorientierten Kriterien für die Auswahl der Vorhaben
            • Schritte zur Unterstützung der gleichstellungsorientierten Entwicklung und Auswahl von Vorhaben
            • Checkliste für die Ausarbeitung von Aufforderungen zur Einreichung von Vorschlägen für Vorhaben
            • Checkliste für die Kriterien zur Auswahl der Vorhaben
            • Zusätzliches Instrument 7.a: Geschlechtergerechte Vereinbarungen mit den Projektträgern
          • Instrument 8: Nachverfolgung der Mittelzuweisungen für die Geschlechtergleichstellung bei den EU-Fonds
            • 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
          • Instrument 9: Einbeziehung der Geschlechtergleichstellung bei der Konzipierung des Projekts
            • Schritte für die Einbeziehung der Geschlechtergleichstellung bei der Konzipierung des Projekts
            • Schritt 1: Ausrichtung an den Gleichstellungszielen und Indikatoren der Partnerschaftsvereinbarungen und operationellen Programme
            • Schritt 2: Entwicklung des Vorhabens und Antrag
            • Schritt 3. Umsetzung des Vorhabens
            • Schritt 4. Beurteilung des Vorhabens
          • Instrument 10: Berücksichtigung der Geschlechterperspektive bei den Überwachungs- und Evaluierungsverfahren
            • Schritte zur Einbeziehung der Geschlechterperspektive in die Überwachungs- und Evaluierungsverfahren
            • Zusätzliche Ressourcen
          • Instrument 11: Berichterstattung zur Mittelverwendung für die Geschlechtergleichstellung im Rahmen der EU-Fonds
            • Nachverfolgung der Ausgaben für die Geschlechtergleichstellung
            • Zusätzliche Ressourcen
          • Literaturverzeichnis
          • Abkürzungen
          • Danksagung
      • 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
    • Methods and tools
      • Browse
      • About EIGE's methods and tools
      • Gender analysis
      • Gender audit
      • Gender awareness-raising
      • Gender budgeting
      • Gender impact assessment
      • Gender equality training
      • Gender-responsive evaluation
      • Gender statistics and indicators
      • Gender monitoring
      • Gender planning
      • Gender-responsive public procurement
      • Gender stakeholder consultation
      • Sex-disaggregated data
      • Institutional transformation
      • Examples of methods and tools
      • Resources
    • Good practices
      • Browse
      • About good practices
      • EIGE’s approach to good practices
    • Country specific information
      • Belgium
        • Overview
      • Bulgaria
        • Overview
      • Czechia
        • Overview
      • Denmark
        • Overview
      • Germany
        • Overview
      • Estonia
        • Overview
      • Ireland
        • Overview
      • Greece
        • Overview
      • Spain
        • Overview
      • France
        • Overview
      • Croatia
        • Overview
      • Italy
        • Overview
      • Cyprus
        • Overview
      • Latvia
        • Overview
      • Lithuania
        • Overview
      • Luxembourg
        • Overview
      • Hungary
        • Overview
      • Malta
        • Overview
      • Netherlands
        • Overview
      • Austria
        • Overview
      • Poland
        • Overview
      • Portugal
        • Overview
      • Romania
        • Overview
      • Slovenia
        • Overview
      • Slovakia
        • Overview
      • Finland
        • Overview
      • Sweden
        • Overview
    • EIGE’s publications on Gender mainstreaming
    • Concepts and definitions
    • Power Up conference 2019
  • Gender-based violence
    • What is gender-based violence?
    • Forms of violence
    • EIGE’s work on gender-based violence
    • Administrative data collection
      • Data collection on violence against women
        • The need to improve data collection
        • Advancing administrative data collection on Intimate partner violence and gender-related killings of women
        • Improving police and justice data on intimate partner violence against women in the European Union
        • Developing EU-wide terminology and indicators for data collection on violence against women
        • Mapping the current status and potential of administrative data sources on gender-based violence in the EU
      • About the tool
      • Administrative data sources
      • Advanced search
    • Analysis of EU directives from a gendered perspective
    • Costs of gender-based violence
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Female genital mutilation
      • 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
    • Good practices in EU Member States
    • Methods and tools in EU Member States
    • White Ribbon Campaign
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Regulatory and legal framework
      • International regulations
      • EU regulations
      • Strategic framework on violence against women 2015-2018
      • Legal Definitions in the EU Member States
    • Literature and legislation
    • EIGE's publications on gender-based violence
    • Videos
  • Gender Equality Index
    • View countries
    • Compare countries
    • Thematic Focus
    • About Index
    • Publications
    • Forum 2022
    • Index Game
    • Videos
  • Gender Statistics Database
    • Browse Gender Statistics
    • Data talks
    • FAQs
    • About
    • Search
  • Beijing Platform for Action
  • Countries
    • Belgium
    • Bulgaria
    • Czechia
    • Denmark
    • Germany
    • Estonia
    • Ireland
    • Greece
    • Spain
    • France
    • Croatia
    • Italy
    • Cyprus
    • Latvia
    • Lithuania
    • Luxembourg
    • Hungary
    • Malta
    • Netherlands
    • Austria
    • Poland
    • Portugal
    • Romania
    • Slovenia
    • Slovakia
    • Finland
    • Sweden
  • Topics
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      • Covid-19 and gender equality
    • Violence
      • Orange the World
    • Agriculture and rural development
    • Culture
    • Digital agenda
    • Economic and financial affairs
    • Education
    • Employment
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    • Entrepreneurship
    • Environment and climate change
    • Justice
    • Maritime affairs and fisheries
    • Migration
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    • Regional policy
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    • Youth
  • About EIGE
    • EIGE's organisation
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    • Our work
      • Stakeholders
      • EU candidate countries and potential candidates
        • About the IPA project
        • Examples from the region
          • Browse
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        • Gender equality indices in the region
        • Gender statistics in the region
        • Measuring violence against women in the region
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    • Gender Equality Forum 2022
      • About
      • Agenda
      • Videos
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      • Practical information
  • EIGE’s publications
    • 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?
        • Sexism at work
        • What happens when you violate sexist expectations?
        • What is sexual harassment?
        • Violating sexist expectations can lead to sexual harassment
        • Under-reporting of sexual harassment
      • Part 2. Test yourself
        • How can I combat sexism? A ten-step programme for managers
        • How can all staff create cultural change
        • How can I report a problem?
        • Eradicating sexism to change the face of the EU
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  • Pirmas

Artificial intelligence and gender equality

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Naujienos
Temos:
Digital agenda, Employment
Publication date:
01 Balandis 2022

Does Artificial Intelligence help or hinder the fight for gender equality? EIGE’s Director Carlien Scheele delved deeper into this digital dilemma and presented EIGE’s latest research on AI during a webinar held by the S&D Working Group on Artificial Intelligence and Gender Equality on 30 March 2022.


Good Afternoon

Artificial Intelligence has permeated almost all aspect of our lives.

And this is just the beginning.

While it may seem that AI and gender equality are not related, they are actually intimately intertwined.

The future of AI is female, a future which will be devoid of unconscious bias, a future where all voices are heard equally.

In this speech, I will explore what the future of AI looks like for gender equality in the workplace and beyond.

Did you like that introduction?

I had an AI write it.

The fact that most of you have not noticed shows how far artificial intelligence has come in the last years.

It was right about a few things. Artificial intelligence and gender equality are intimately intertwined.

This is because AI is a human creation. And humans are not perfect.

Let me walk you through some of these imperfections.

They start before AI is even developed.

Women are less likely to pursue science, technology, engineering and mathematics at school. They are often deterred by gender stereotypes.

The women who do make it to university face further gender segregation in male-dominated fields.

On graduation, some of these women will enter the field of AI.

Here they can face challenges such as male-dominated work environments, stereotyping, sexual harassment, and a lack of access to funding.

Is anyone surprised that only 16% of high-skilled AI workers are women?

Some of you may think: “So what?”. Women and men choose different career paths, and it is not for us to try to control this.

Yet the low numbers of women in AI are a symptom of a larger problem.

That problem is representation.

Representation is key to ensuring fair, equal, and democratic Artificial Intelligence. Until AI systems reflect our society in all its diversity, AI will cause more problems than it solves.

Because when we fail to account for gender, public spaces become male spaces by default.

Without representation, exclusively male experiences shape our modern reality. And as we’ve seen throughout history, those kinds of systems don’t tend to work so well for women.

Without representation, women miss out on well-paid and respected jobs in a growing industry. Professional sectors dominated by men have long had some of the best conditions in the labour market. This includes the AI sector.

Without representation, biased data sets used to train algorithms perpetuate stereotypes about gender.

Let me put this into context. A company trains an AI system to help with hiring. They train it using the CVs of existing employees. This makes sense so far.

However, this company is male-dominated. Their CVs do not tend have gaps for maternity leave. Their CVs do not mention being a member of a women’s sports club.

In fact, their CVs may not include the word “woman” at all. This lack of representation leads the system to penalise any CV that does not fit this restricted profile. 

Unless we incentivise representation in industry and academia to increase the diversity of the AI workforce, design bias will continue to reproduce these gender stereotypes, as well as stereotypes about others not represented in the AI workforce, such as people of colour.

This is why I am happy the European Commission is taking action with its proposed Artificial Intelligence Act, which shows promise in minimising the risk of bias and discrimination in AI.

I also welcome the Commission’s commitment to train more women and people from diverse backgrounds to become AI professionals. Here I’d like to highlight the good work being done by the people behind initiatives such as ‘Women in AI’, who are helping propel more women into this sector, and who we must listen to and support as much as possible.

But there are also women who don’t work in the sector themselves, but whose work is nonetheless affected by AI.

I’ll take the example of work organised through platforms, or ‘gig work’ as it is often known. This growing sector includes food delivery and ride hailing services, such as Uber. 28 million Europeans have already done work via such platforms.

At EIGE, we interviewed some 5,000 of these workers to understand their motivations, and the challenges they face.

We found out that they are mainly young, highly educated, and taking care of children – in particular if they are women.

Indeed, more than a third of women doing platform work told us they do it because they can combine these jobs with family commitments and housework.

Yet algorithmic scheduling monitors platform workers, and can deduct ‘low productivity time’ from paid work time, leaving platform workers vulnerable to this digital wage theft.

A quarter of women platform workers are rarely able to work fixed schedules, or plan when and how much they will work.

This kind of software poses a particular threat to those caring for small children.

EU regulation is often out of step with technological developments. Policy frameworks must become future-proofed to respond to the challenges of new digital technologies.

If we do it right, there is much potential in these new areas of artificial intelligence.

For example, we found that in online platform work, there is a higher share of men doing jobs usually done by women than there is in the traditional labour market. This includes housework, childcare, and data entry.

Having more men being paid to take care of children and people’s homes can help chip away at stereotypes about women’s and men’s work, and of how much it is valued.

Without mainstreaming gender into all policy related to AI transformation of the labour market, we will lose these critical opportunities to advance gender equality.

I will leave you with a thought.

One of the very first representations of artificial intelligence came from a woman.

When Mary Shelley wrote Frankenstein in 1818, who would have predicted her story of a human made creature would remain relevant in 2022.

Frankenstein’s creation learned how to live from human input, watching a family through a hole in a cottage wall. Frankenstein’s creation was an empty shell. It learned its behaviour from humans.  Mary Shelley showed us that Frankenstein’s creature itself was not monstrous, only the humans it observed.

200 years later, is the design of artificial intelligence much different to Mary Shelley’s conception?

The success of Artificial intelligence hinges upon how humans design, programme and use it.

And without greater representation, AI has the potential to hinder the fight for gender equality.

The gender perspective must be mainstreamed throughout all stages of AI design.

AI will then be able to offer an opportunity for us all.

Thank you.

 

Read more

Press release: Robots and ride hailing: women and men face different risks from economy of the future

Report: Artificial intelligence, platform work and gender equality

Policy brief: Artificial intelligence, platform work and gender equality

 

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Director's Speech

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