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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
      • Policy cycle
    • Environment and climate change
      • Policy cycle
    • Health
      • Policy cycle
    • Justice
      • Policy cycle
    • Maritime affairs and fisheries
      • Policy cycle
    • Migration
      • Policy cycle
    • Poverty
      • Policy cycle
    • Regional policy
      • Policy cycle
    • Research
      • Policy cycle
    • Security
      • Policy cycle
    • Sport
      • Policy cycle
    • Tourism
      • Policy cycle
    • Transport
      • Policy cycle
    • Youth
      • Policy cycle
  • 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
        • Preparation phase
          • 1. Assess the needs
          • 2. Integrate initiatives to broader strategy
          • 3. Ensure sufficient resources
          • 4. Write good terms of reference
          • 5. Select a trainer
        • Implementation phase
          • 6. Engage in the needs assessment
          • 7. Actively participate in the initiative
          • 8. Invite others to join in
          • 9. Monitoring framework and procedures
        • Evaluation and follow-up phase
          • 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 Union
          • European Commission
        • National level
          • Austria
          • Belgium
          • Denmark
          • Finland
          • Sweden
        • Regional level
          • Basque country
          • Catalonia
        • Local level
          • 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
        • Preparation phase
          • 1. Creating accountability and strengthening commitment
          • 2. Allocating resources
          • 3. Conducting an organisational analysis
          • 4. Developing a strategy and work plan
        • Implementation phase
          • 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
        • Evaluation and follow-up phase
          • 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
        • Preparation phase
          • 1. Strengthening accountability
          • 2. Allocating resources
          • 3. Organisational analysis
          • 4. Developing a strategy and working plan
        • Implementation phase
          • 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
        • Evaluation and follow-up phase
          • 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
      • HOW
        • 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
      • 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?
      • Why is gender-responsive public procurement important?
        • 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
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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
        • Policy cycle
      • Environment and climate change
        • Policy cycle
      • Health
        • Policy cycle
      • Justice
        • Policy cycle
      • Maritime affairs and fisheries
        • Policy cycle
      • Migration
        • Policy cycle
      • Poverty
        • Policy cycle
      • Regional policy
        • Policy cycle
      • Research
        • Policy cycle
      • Security
        • Policy cycle
      • Sport
        • Policy cycle
      • Tourism
        • Policy cycle
      • Transport
        • Policy cycle
      • Youth
        • Policy cycle
    • 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+
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      • Foreword
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      • Introduction
        • Still far from the finish line
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        • Gender equality in education standing still even as women graduates outnumber men graduates
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Italy

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  • Overview
The information on this page was last updated in December 2022. The information was collected in the process of EIGE’s 2021 data collection on institutional mechanisms for the promotion of gender equality and gender mainstreaming.

Legislative and policy framework

The general principle of equality between women and men has been enshrined in Article 3 of the Italian Constitution: ‘All citizens have equal social dignity and are equal before the law, without distinction of sex, race, language, religion, political opinion, personal and social conditions.’

Italy’s progress in gender equality stemmed primarily from the need to adopt European Union (EU) directives and use European funds, which had the goal of ensuring equal opportunities for all as a crosscutting theme.[1]

Legislative Decree No. 198 of 2006 established the National Code of Equal Opportunities between Women and Men and is considered the Italian legal framework for gender equality and women’s empowerment.[2] The Code assembles 11 laws on equal opportunities in a single text, intending to rationalise and harmonise the current legislative provisions on gender equality and regulating the promotion of equal opportunities between women and men in the areas of ethical, social and economic relations, and civil and political rights. It also introduced the principle of gender mainstreaming, obliging the government to consider a gender perspective.

Before adopting an overall national strategy on gender mainstreaming in July 2021, Italy relied on regional or sector-specific good practices.

In July 2021, Italy adopted an overall strategy focused on gender equality, ‘the National Strategy for Gender Equality’ (Strategia nazionale per la parità di genere).[3] Covering the period 2021-2026, it focuses on the following areas: work, salaries/income, competences, time, power, and the impact of COVID-19. Further, the National Strategy is a de facto government commitment encompassing gender mainstreaming and gender budgeting. Specifically, it promotes measures for the integration of a gender perspective in all areas of social and economic life, and policy, and for the dissemination of suitable tools to allow for the assessment of the impacts of public policies from a gender perspective (gender budget). To date, there is no national action plan for gender equality. Going forward, a national action plan implementing ‘the National Strategy for gender equality for 2021-2025’ will likely be adopted.

In addition to the National Strategy, there are sectoral laws on specific aspects of gender equality in place.

Structures

Governmental equality bodies

The Ministry for Rights and Equal Opportunities was created in 1996, in line with the UN’s Beijing Platform for Action (BPfA) and EU guidelines on gender mainstreaming. Its functions were established in 1997 (Decree of the Presidency of the Council of Ministers No. 405 of 28 October 1997)[4] and modified through subsequent ministerial decrees. Its broad mandate includes representing the Italian position on gender issues at the EU level, preparing the government’s gender equality policies and implementing the EU Equality Directives, as well as engaging in gender mainstreaming.

Italy’s main government equality body is the Department for Equal Opportunities (Dipartimento per le pari opportunità, DEO) of the Italian Presidency of the Council of Ministers (since 1996). It has supported the Office of the Minister for Equal Opportunities since 1997, now Minister for Equal Opportunities and Family (Decree of the Presidency of the Council of 12 February 2021). The Minister for Equal Opportunities and Family holds the highest level of governmental responsibility for gender equality. According to the Ministerial Decree (D.P.C.M) of 26 September 2019 (published in the Official Gazette of 18 October 2019, No. 245), the Department for Equal Opportunities is delegated to perform the following functions:

The Department for Equal Opportunities Functions

  • Promote and coordinate government actions aimed at ensuring the implementation of policies concerning gender rights and equal opportunities with reference to the critical areas and objectives identified by the Beijing Platform, and the related Declaration, particularly concerning health, research, school, training, environment, family, work and gender representation in economic and political decision-making bodies
  • Promote the culture of rights and equal opportunities in the sector of information/communication, with reference to women’s right to health care
  • Promote and coordinate government actions aimed at ensuring the full implementation of policies on equal opportunities between men and women about entrepreneurship, self-employment, and public and private work, with particular reference to the matters of reconciliation of life, work and careers
  • Adopt initiatives necessary for the planning, direction, coordination and monitoring of the European structural and investment funds and the corresponding national resources in the field of equal opportunities and non-discrimination
  • Coordinate, at European and international levels, government policies related to the promotion of gender equal opportunities, the protection of women's human rights, and the prevention and protection against any discrimination, with particular reference to the commitments undertaken by Italy

As of December 2021, the personnel resources of the DEO consisted of 62 employees who spent approximately three-quarters of their time on projects focused on gender equality issues.

The reporting system on gender equality has recently been modified, with particular regard to Article 20 of Legislative Decree 2006/198. Passed in 2021, Law No. 162 obliges the Counsellor or National Equality Counsellor to biennially report to the parliament (based on a report specified in Art. 5 §7, as well as the information provided by the committee according to Art. 8). The report covers, firstly, the status of the application of gender equality legislation in place and, secondly, the effects of the provisions of Legislative Decree 2006/198. At the time of writing, the reports are not publicly available.

A variety of departments and ministries regularly consult the DEO about new and/or existing policies, laws, or programmes (in fields other than gender equality), although there is no legal obligation to do so. Typically, the DEO is invited to an inter-ministerial collaboration on specific areas, such as family issues or smart working. Requests are submitted, for example, by the Ministry of Labour, Ministry of Foreign Affairs, and Ministry of Ecological transition. If the DEO is consulted, its advice and recommendations lead to relevant adjustments in 50-75% of cases.

Independent equality body

The independent gender equality body in Italy is the National Equality Counsellor (Consigliera nazionale di parità).

Law No. 125, Legislative Degree 2006/198 (Article 12-20)[5], and subsequent amendments define the National Equality Counsellor’s profile and competences which are exclusively focused on gender equality. The National Equality Counsellor monitors the conditions under which women are employed in the labour market and the equal treatment of women and men in the workplace. Amongst others, its working areas include access to employment, career progression, professional training, remuneration, dismissal, resignation, and pensions. The Counsellor also promotes the principle of equal opportunities in policies, projects and other initiatives. Further, counsellors have the power to intervene in cases of discrimination relating to employment, as set out in Article 36-28 of the Degree 2006/198.

The National Equality Counsellor is a member of the National Equality Committee and coordinates the National Conference of Equality Counsellors. The Committee includes all counsellors at the regional and city levels and aims to increase the effectiveness of their action in this area through the exchange of information and good practices.[6]

The Counsellor’s monitoring function, as outlined in Articles 46 and 48 of Legislative Decree 2006/198, has recently been expanded through Article 3 of Law No. 162/2021[7]. The law requires public and private entities with more than 50 employees to submit a report on the gender balance of their personnel. Based on the analysis of these submitted reports, the public administration prepares a report on the status of gender balance at work every two years.

The resources for the National Equality Counsellor are embedded within the Ministry of Labour. Moreover, three National Equality Counsellors can request support from civil servants working at the Ministry of Labour when carrying out their professional functions if required. The resources are set annually and cover the expenses for the allowance and missions of the National Equality Counsellor.

The independent gender equality body is consulted on the majority of new or existing policies, laws, or programmes at both the governmental and parliamentary levels (in fields other than gender equality). When consulted, the independent body’s involvement leads to an adjustment in 50-75 % of cases.

Although intersectionality is included in Italian legislation (albeit in the simplified form of multiple (double) discrimination), Italy lacks an independent body to protect human rights and combat discrimination, including multiple incidents of discrimination. The intersection of race with gender, religion and culture is explicitly mentioned in Article 1 of Decree No. 215/2003, which aims to achieve equal treatment by taking into account ‘both the differential impact that similar forms of discrimination can have on women and men and the existence of forms of racism with a cultural and religious character.’ The Italian National Office against Racial Discrimination (UNAR) was established in 2003 within the Department for Equal Opportunities (Legislative Decree No. 215 of 9 July 2003) to transpose the Race Equality Directive (2000/43/EC).[8] UNAR’s activities and report do not mention specific gender equality legislation or mechanisms, implying a division of competence with the DEO and a lack of explicit procedures of institutional coordination.

Parliamentary body

In 2015, the Parliamentary Intergroup for Women’s Rights was created. It was chaired by the President of the Chamber and comprised 96 members of parliament from every parliamentary group sitting in the chamber. It disbanded in 2018, following the general election and the subsequent change of government.

At the start of a new parliament, 14 Standing Committees are established in the Chamber of Deputies, none of which have gender as a named part of their scope of competence.[9]

Regional structures

Italy is characterised by significant heterogeneity in its regional territories. Article 117 of the Italian Constitution states: ‘(…) regional laws shall remove all obstacles which prevent the full equality of men and women in social, cultural and economic life, and shall promote equal access of men and women to elective office.’ The regions can thus legislate on substantive equality and gender equality issues.

According to Law No. 53/2000, Italian local authorities are responsible for the quality of life and have a specific mandate to design positive action plans to reduce gender inequality.[10] Unfortunately, no comparative results are available on methodologies, timing and responsibilities established by local administrations in respect of gender policy initiatives, except for gender budgeting. Based on sex-disaggregated statistics, several Italian municipalities and provinces have developed ‘gender audits’ (gender budget documents) to support the implementation of local and regional gender equality policies. Although the Decree Law No. 150 and Law No. 196 of 2009 require all public administrations to carry out gender budgets for their annual performance review, this practice has been implemented to varying degrees across Italian regions.[11]

Most regional, provincial and municipal gender equality institutions are similar to those at the national level. Regional Advisors assist in the analysis of reports on the gender balance within public and private entities. Further, they can act directly in the case of collective discrimination with local significance. Regional and Provincial Advisors can also represent the individual employee or intervene in an employee-led process, depending on their respective territorial mandate. Advisors are tasked with safeguarding anti-discriminatory access to rights in the labour market. Resources for the Regional and Provincial Counsellors are embedded within the budget of the local authority.

In addition, many local authorities have appointed a specific political mandate (assessorato) on equal opportunities, while a smaller number have a diversity manager. Most local authorities have appointed equality boards or commissions (with primarily consultative powers) to encourage the implementation of gender strategies.

Consultation with civil society

Consultation with civil society actors takes place through various formats and throughout the policy development cycle. NGOs, social partners, and women’s organisations regularly participate in consultations related to reforms and policy proposals on gender equality. Other examples include participation in committees, commissions, conferences, seminars, and working groups. For instance, the Minister for Equal Opportunities and the Family, with technical support of the DEO, has drawn on civil society actors concerning initiatives designed to foster female empowerment, women in business, violence against women, and gender inequality.[12]

Social partners and women’s associations are also consulted through their membership in the Equal Opportunities National Committee (EONC).[13] Law No. 125 of 10 April 1991[14] provides the tasks and functions aimed at eliminating sexually discriminatory behaviours and any barriers that may hinder the equality of women in the workplace, as well as their professional advancement and careers. However, the EONC’s consultative powers on labour policies and the struggle against discrimination were substantially reduced under the reform enacted by Legislative Decree No. 151 of 14 September 2015.[15] The last Committee’s term ended in 2017 and was only renewed at the end of July 2019.

Methods and tools

Note: the methods and tools listed under this section were the focus of EIGE's 2021 assessment. If certain methods and tools are not mentioned in this section, this does not necessarily mean that they are not used at all by Italy.

Gender impact assessment

Italy has a legal obligation to undertake an ex-ante gender impact assessment when drafting laws and/or policies. In 2018, the parliament adopted Legislative Decree No. 166 on the initiative of the Vice-President of the Chamber of the Parliament. Article 8 sets out the process for setting up a Studies Service of the parliament in charge of conducting ex-ante gender impact assessments for initiatives on gender equality. However, the initiative was adopted on an experimental bases and still must be consolidated.

Gender budgeting

Further, there is a legal obligation to carry out gender budgeting under Article 8 of Legislative Decree 2018/116 and Article 38 of Law 2009/196. This obligation aims to highlight the different impacts of the policies on women and men in terms of budget, money spent, services and time. Decree 196/2009 states that the exercise should be carried out on the State’s final accounts, with an analysis of both revenue and expenditure, and ‘equitable and sustainable well-being’ (BES) indicators used to highlight the existing gender gaps. Article 10 of Legislative Decree No. 150 of 27 October 2009 also stipulates that the Annual Performance Report should highlight the organisational and individual results achieved with respect to the individual planned objectives and resources, with an indication of any deviations, and the gender balance achieved.

A gender budget analysis was piloted for the 2016 state budget, in order to assess the different impacts of budgetary policies on women and men in terms of money, services, time and unpaid work. The methodology and groups involved were established through a Decree of the President of the Council of Ministers (DM of 16 June 2017), acting together with the Minister of Economy and Finance. Following that pilot programme in 2016, the activities were repeated for 2017 to allow for the examination of a more complete set of indicators on gender gaps in areas fundamental to the community and to carry out a more precise examination of the relevant expenditure and activities of each administration from a gender perspective. The National Institute of Social Security created the Visit INPS Scholars program to implement a set of new indicators, which saw 146 indicators used in 2017, compared to only 39 in 2016.[16] The State budget expenditure was reclassified in the light of an assessment of its different impacts on women and men.[17]

At the time of writing, gender budgeting is used by some ministries, but not all, including the Ministry of Economic Development and Ministry of Economy and Finance.

Training and awareness-raising

In terms of training, DEO employees regularly undergo training modules (at least once a year), albeit their participation is not mandatory. Other government employees are typically not involved in gender equality training, including those at the highest political level (ministers, vice-ministers, and senior cabinet members).

Some state administrations which report carrying out specific training initiatives include the PCM, the Ministry of Economy and Finance, the Ministry of Labour and Social Policies, the Ministry of Justice (for the Penitentiary Administration), the Ministry of Foreign Affairs and International Cooperation, the Ministry of the Interior (State Police) and the Ministry of Defence (Air Force and Carabinieri). Together with the DEO, in 2017, the Ministry of Education, University and Research (MIUR) began to develop relevant initiatives and measures to ensure gender mainstreaming in gender-sensitive pedagogy, as well as education on gender differences.

A working group established at the Ministry in 2017 also developed ‘Guidelines for the use of gender-sensitive language in administrative documentation’. However, following the change of government in 2018,[18] measures on gender-sensitive education, guidelines and recommendations have yet to be applied. To date, there has been no central initiative undertaken to raise awareness of the importance of gender-sensitive language among ministries and other governmental bodies between 2018 and 2021.

In terms of general awareness-raising, under Law 2010/183, ministries and public administrators are obliged to set up a Single Guarantee Committee (Comitato Unico di Garanzia) that promotes and supervises the application of gender equality principles in the workplace, including carrying out various awareness-raising measures aimed at enhancing the well-being of workers and preventing discrimination.

Gender statistics

The legal obligations regarding sex-disaggregated data in Italy are strong. The Prodi-Finocchiaro Directive of 27 March 1997, and the Nicolais-Pollastrini Directive of 23 May 2007 called for the collection of gender-sensitive statistics within public administrations. Further, there are legal obligations for the National Statistical Institute (ISTAT) to collect data disaggregated by sex. For example, in 2000, Law No. 53 (Article 16) specified that ISTAT shall collect data on Italians’ time use over five years, and shall disaggregate this data by sex and age.[19] Within the Comstat (Steering Committee and Coordination of statistical information), which comprises public authorities and is coordinated by ISTAT, there is an agreement to collect data disaggregated by sex.[20] As such, all demographic-social statistics produced annually provide for a gender analysis.

Although there is no website or separate section devoted to gender statistics, reports and publications specifically focused on gender statistics are produced on an ad-hoc basis.[21] Gender-disaggregated data is included in releases, reports or books produced by ISTAT and published on their website.

The process of gender mainstreaming has been applied to all stages of statistical activities, with integrating a gender perspective throughout the statistical system seen as the responsibility of every member of staff and part of ISTAT’s commitment to data quality and relevance. Further, ISTAT has appointed a director responsible for enhancing gender statistics. The director is regularly consulted by the parliament, ministries, and civil society on gender issues (e.g., femicide).

Monitoring progress

Indicators for monitoring progress on institutional mechanisms for the promotion of gender equality and gender mainstreaming in the EU, under Area H of the Beijing Platform for Action

This section analyses the scores achieved by Italy for data collection in 2021 for the four officially agreed-on indicators on institutional mechanisms for the promotion of gender equality and gender mainstreaming to monitor progress on Area H of the Beijing Platform for Action. It also analyses scores under an expanded measurement framework which includes the role of independent gender equality bodies and assesses the effectiveness of efforts to disseminate statistics disaggregated by sex. Institutional mechanisms refer to national machineries that implement, monitor, evaluate, and mobilise support for policies that promote gender equality and gender mainstreaming. All indicators and sub-indicators are available on the Gender Statistics Database here, including metadata about how the scores are calculated.

For Indicator H1 on the status of commitment to the promotion of gender equality, and taking into account only the governmental commitment in line with the officially adopted indicator, Italy scored 5.5 out of a possible 12, below the EU average of 7.2. It scored particularly low on sub-indicator H1e on accountability of the governmental gender equality body, where it lost 4.0 points out of a maximum possible score of 5 because it has no national action plan on gender equality in place.

Under an expanded measurement framework, which includes sub-indicator H1f on the mandate and functions of the independent gender equality body, Italy scored the maximum number of 3.0 points available because it has an independent gender equality body which focuses exclusively on gender equality and carries out all relevant functions. The overall score for the expanded H1 indicator was 8.5 out of a possible 15, which was still below the EU average of 9.1.

Indicator H2 analyses the personnel resources of the national gender equality bodies. For sub-indicator H2a, regarding the governmental body, Italy scored 1.5 points out of a possible 2, which was higher than the EU average of 1.0, because there were 25-100 employees working on gender equality in the governmental body. For sub-indicator H2b, regarding the independent body, Italy’s score was 0.0 because there are 0-5 employees in the governmental body working on gender equality. The EU average was 0.8. For both sub-indicators, the maximum 2 points was awarded where the number of employees was over 100 as an indication of the body being sufficiently resourced.

Indicator H3 relates to gender mainstreaming. Here, Italy scored 5.0 out of a possible 12, which was below the EU average of 5.1. Italy lost 3.0 points, out of the maximum possible score of 4, on sub-indicator H3b on governmental gender mainstreaming structures and consultation processes, because there are no structures in place to coordinate gender mainstreaming across government ministries/departments.

Under an expanded measurement framework which includes sub-indicator H3d on consultation of the independent equality body, Italy scored 6.0 out of a possible 14, which was higher than the EU average which increased to 5.4. Under this sub-indicator Italy scored 1.0 point out of the 2 available because the independent gender equality body is only consulted by departments or ministries on the gender impact of new or existing policies in a majority of cases, but not all cases, and those consultations, similarly, only lead to relevant adjustments in a majority of cases.

For Indicator H4 on the production and dissemination of statistics disaggregated by sex Italy scored 2.5 points, out of a possible 6, below the EU average of 3.4. It scored the maximum of 2 points for sub-indicator H4a on government commitment to the production of statistics disaggregated by sex because there is a legal obligation for the national statistical office to collect data disaggregated by sex. However, it lost 3.5 points, out of a possible 4, for sub-indicator H4c on the effectiveness of efforts to disseminate statistics disaggregated by sex, as there is no website or section of a website devoted to gender statistics, which would facilitate dissemination.

References

Endnotes

[1] ISFOL (2015). Pari opportunità e non discriminazione : il Fondo sociale europeo nei territori in convergenza tra attuazione e proposte per la programmazione 2014–2020

[2] Code of equal opportunities between men and women (2006) https://www.gazzettaufficiale.it/dettaglio/codici/pariOpportunita

[3] The National Strategy for equal opportunities (Strategia nazionale per la parità di genere) (2021). http://www.pariopportunita.gov.it/wp-content/uploads/2021/08/strategia-Parit%C3%A0_genere.pdf

[4] Regulation of the institution and organisation of the Equal Opportunities Department within the Presidency of the Council of Ministers.

[5] Code of equal opportunities between men and women in the workplace, Legislative Decree 11 April 2006, n.198 https://www.gazzettaufficiale.it/dettaglio/codici/pariOpportunita. Amended by Government Decree No. 151/2015 https://www.gazzettaufficiale.it/eli/id/2015/09/23/15G00164/sg

[6] Ministry of Labour and Social Policies (n.d.) National Equality Councillor https://www.lavoro.gov.it/temi-e-priorita/parita-e-pari-opportunita/focus-on/Consigliera-Nazionale-Parita/Pagine/default.aspx

[7] Law No. 162/2021 https://www.gazzettaufficiale.it/eli/id/2021/11/18/21G00175/sg

[8] National Anti-Racial Discrimination Office (UNAR) (n.d.) https://unar.it/portale/

[9] Rules of procedure of the chamber of deputies of the Republic of Italy, Rule 22 (2001) https://en.camera.it/application/xmanager/projects/camera_eng/file/RULES_OF_PROCEDURE_CHAMBRE_OF_DEPUTIES.pdf

[10] Positive action plans (PAPs; envisaged by Article 48 of Legislative Decree 198/2006) can be considered a form of gender equality policy for public administration as public administrations are obliged to adopt these tools to implement gender equality initiatives.

[11] Government Accounting and Public Finance Act (2009) https://www.rgs.mef.gov.it/_Documenti/ENGLISH-VE/Publications/Government_Accounting_and_Public_Finance_Act_Law_31_December_2009_n_196.pdf

[12] Presidency of the Council of Ministers (n.d.). Department of Equal Opportunities http://www.pariopportunita.gov.it/news/pubblicato-lavviso-per-lamanifestazione-

[13] Ministry of Labour and Social Policies (n.d.). National Equality Committee https://www.lavoro.gov.it/temi-e-priorita/parita-e-pari-opportunita/focus-on/Comitato-Nazionale-Parita/Pagine/default.aspx

[14] Law on positive actions for the implementation of equality between women and men at work (1991) https://www.ilo.org/dyn/travail/docs/1824/LEGGE%2010%20APRILE%201991.pdf

[15] Law on the dispositions on the rationalisation and simplification of procedures and the fulfilment of citizens and firms and other dispositions on the matter of work relationships and equal opportunities (2015) http://www.jobsact.lavoro.gov.it/documentazione/Documents/Semplificazione.pdf

[16] Ragioneria Générale dello Stato (2018). Relazione sul Bilancio di genere 2017. https://www.inps.it/dati-ricerche-e-bilanci/attivita-di-ricerca/programma-visitinps-scholars

[17] Ministry of Economy and Finance, Gender Budget 2020 https://www.rgs.mef.gov.it/VERSIONE-I/attivita_istituzionali/formazione_e_gestione_del_bilancio/rendiconto/bilancio_di_genere/ This report includes an appendix on legislation (Appendix I) which reviews the gender budget pilot project applied to the State final accounts and the provisions for the reduction of gender inequalities enacted in Italy. Appendix II includes each administration's replies to questionnaires on personnel and sectoral policies in gender perspective. Appendix III is a statistical appendix available in a computer-processable format and containing indicators for monitoring gender gaps. Some highlights of the results are also disseminated through the Open budget App.

[18] These activities also remained unimplemented because of the growing backlash against gender-sensitive education by conservative or right-wing movements or organisations.

[19] Law on provisions for the support of maternity and paternity, for the right to well-being, to training, and to the better coordination of time in urban areas, Article 16 (2000) http://2.flcgil.stgy.it/files/pdf/20000308/legge-8-marzo-2000-n-53-1826553.pdf

[20] Steering Committee and Coordination of Statistical Information (Comstat) (n.d.) https://www.sistan.it/index.php?id=59

[21] Institute of National Statistics, Document Archive (n.d.) 

  • Legislative and policy framework
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