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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
      • A chi è destinato questo kit di strumenti?
      • Che cos’è il bilancio di genere?
        • Introduzione al bilancio di genere
        • Qual è il nesso tra il bilancio di genere e le realtà vissute da uomini e donne?
        • Che cosa comporta nella pratica il bilancio di genere?
        • Il bilancio di genere nei fondi UE
          • Il bilancio di genere quale strumento per ottemperare agli obblighi giuridici dell’UE
          • Il bilancio di genere quale strumento per promuovere l’assunzione di responsabilità e la trasparenza nella pianificazione e nella gestione delle finanze pubbliche
          • Il bilancio di genere come strumento per aumentare la partecipazione di donne e uomini alle procedure di bilancio
          • Il bilancio di genere quale strumento per promuovere la parità di genere per donne e uomini in tutta la loro diversità
      • Perché il bilancio di genere è importante nell’ambito dei fondi europei in regime di gestione concorrente?
        • Tre motivi per cui il bilancio di genere è fondamentale nei fondi UE
      • Come si può applicare il bilancio di genere nei fondi UE? Strumenti pratici ed esempi di Stati membri
        • Strumento 1 — Collegare i fondi UE al quadro normativo dell’UE sulla parità di genere
          • Base legislativa e normativa per le politiche dell’UE in materia di parità di genere
          • Requisiti concreti per tenere conto della parità di genere all’interno dei fondi UE
          • Condizioni abilitanti dei fondi UE
          • Risorse supplementari
        • Strumento 2 — Analizzare le disuguaglianze e le esigenze di genere a livello nazionale e regionale
          • Misure per valutare e analizzare le disuguaglianze e le esigenze di genere
          • Fase 1. Raccogliere informazioni e dati disaggregati relativi al gruppo di riferimento
          • Fase 2. Individuare le disparità di genere esistenti e le cause soggiacenti
          • Fase 3. Consultare direttamente i gruppi di riferimento
          • Fase 4. Trarre conclusioni
          • Risorse supplementari
        • Strumento 3 — Applicare la parità di genere agli obiettivi politici (accordi di partenariato) e agli obiettivi e misure specifici (programmi operativi)
          • Misure per tradurre in azioni concrete la parità di genere negli accordi di partenariato e nei programmi operativi
          • Orientamenti generali per applicare la parità di genere nell’elaborazione di obiettivi strategici e obiettivi e misure specifici
          • Lista di controllo per l’applicazione pratica del principio orizzontale della parità di genere negli accordi di partenariato
          • Lista di controllo per l’applicazione pratica del principio orizzontale della parità di genere nei programmi operativi
          • Esempi di integrazione della parità di genere come principio orizzontale negli obiettivi strategici e specifici
        • Strumento 4 — Coordinamento e complementarità tra i fondi UE per promuovere l’equilibrio tra vita professionale e vita privata
          • Misure per rafforzare il coordinamento e le complementarità tra i fondi
          • Fase 1 — Allineamento agli obiettivi dell’impegno strategico per la parità di genere
          • Fasi 2 e 3 — Individuare e sviluppare possibili interventi a favore dell’equilibrio tra vita professionale e vita privata
          • Fase 4 — Attività di verifica mediante l’uso di indicatori nell’ambito dei sistemi di sorveglianza e valutazione (M&E)
          • Studio di caso fittizio 1: conciliare il lavoro retribuito con la cura dei figli
          • Studio di caso fittizio 2: conciliare il lavoro a turni con la cura dei figli
          • Caso di studio fittizio 3: trovare l’equilibrio tra la cura di sé stessi e la cura degli altri
          • Caso di studio fittizio 4: conciliare la cura dei figli e degli anziani con il lavoro a turni
          • Risorse supplementari
        • Strumento 5 — Definizione di partenariati e governance multilivello: individuazione di partner pertinenti, ruolo degli esperti di genere e composizione dei comitati di sorveglianza
          • Misure per definire i partenariati e governance multilivello
          • Risorse supplementari
        • Strumento 6 — Sviluppare indicatori quantitativi e qualitativi per promuovere l’uguaglianza di genere
          • Fasi dell’elaborazione di indicatori quantitativi e qualitativi
          • FESR e Fondo di coesione (stessi indicatori comuni)
          • Fondo sociale europeo Plus
          • Fondo europeo per gli affari marittimi e la pesca
          • Risorse supplementari
        • Strumento 7 — Definire criteri di selezione dei progetti sensibili alla dimensione di genere
          • Analisi delle fasi per sostenere l’elaborazione e la selezione di progetti sensibili alla dimensione di genere
          • Lista di controllo per la preparazione degli inviti a presentare proposte di progetti
          • Lista di controllo per i criteri di selezione dei progetti
          • Strumento supplementare 7.a — Accordi che tengano conto della dimensione di genere con i responsabili dell’attuazione dei progetti
        • Strumento 8 — Controllare le assegnazioni di risorse per l’uguaglianza di genere nei fondi UE
          • 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
        • Strumento 9 — Integrare la parità di genere nella concezione dei progetti
          • Analisi delle fasi per integrare la parità di genere nella concezione dei progetti
          • Fase 1. Allineamento agli obiettivi e agli indicatori di genere degli accordi di partenariato e dei programmi operativi
          • Fase 2. Sviluppo del progetto e candidatura
          • Fase 3. Attuazione del progetto
          • Fase 4. Valutazione del progetto
        • Strumento 10 — Integrare una prospettiva di genere nei processi di sorveglianza e valutazione
          • Misure per integrare una prospettiva di genere nei processi di sorveglianza e valutazione
          • Risorse supplementari
        • Strumento 11 — Rendicontazione sull’esborso di risorse per la parità di genere nei fondi UE
          • Tracciamento delle spese per l’uguaglianza di genere
          • Risorse supplementari
      • Risorse
        • Bibliografia
        • Acronimi
        • Ringraziamenti
    • 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
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Equality mark promotes equal opportunity employers

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Good practice
Šalis: Malta
Section:
Reconciliation
Temos:
Employment
Period:
2010 - 2014
Publication date:
09 Kovas 2015
Equality Mark

In brief

The Maltese Equality Mark is a national gender equality initiative aimed at increasing women’s participation in employment (the women’s employment rate in Malta is low), by promoting practices amongst employers that facilitate the reconciliation of work and care roles. The initiative is led by the National Commission for the Promotion of Equality (NCPE) which launched the mark in 2010. The initiative established a standard for ‘gender equality employers’ and runs a certification scheme for public and private bodies which show that they implement gender equality in employment, including family friendly measures, and also in the way they provide goods and services.

The methodology includes an audit and a questionnaire to employees. Award of the Equality Mark is based on assessment of minimum criteria that entities need to fulfil. It has provided a standard and a brand, and helps employers to develop their policies.

The mark’s launch was accompanied by an effective media campaign which ran until the end of 2012. So far 55 employers employing some 16,000 people have qualified for the mark.

The initiative is innovative in the Maltese context, and could be replicated in other countries. As the programme was considered a success, NCPE decided to continue with its promotion after 2012, when the EU co-funded project which was financing the initiative came to an end.

Too few women go out to work in Malta

Malta’s female labour force participation rate is the lowest in the EU: Eurostat puts the 2012 figure at 46.8% for women aged 20-64.[1] Women who are already in employment still face situations which make it difficult for them to stay in their job or make progress in their career.

The Maltese government therefore decided to promote the advantages of equal opportunity employment policies by launching a certification scheme for employers.

The aim was to increase female participation in the labour market by providing indirect incentives for women to remain at or return to work. The scheme therefore seeks to make employers and managers more gender equality aware, and to encourage them to recognise and promote the potential of all employees irrespective of their gender and caring responsibilities.

The measure was designed and implemented by the National Commission for the Promotion of Equality (NCPE) in the framework of an EU co-funded project which ran between 2010 and 2012 (under the Cohesion Policy 2007-2013, Operational Programme II, Empowering People for More Jobs and a Better Quality of Life, European Social Fund, Investing in Your Future). From 2013 until the present the measure has been run and funded solely by NCPE. The activity is in line with government policy on national gender mainstreaming as declared in various documents, the most recent being OPM Circular 15/2012.

Going beyond the legal minimum

The initiative aimed to create a standard for gender ‘equal opportunities employers’ and to certify public and private companies, bodies and departments which go over and above the minimum level required by law in relation to gender equality, family-friendly measures and gender equality in access to and provision of goods and services. The Equality Mark is awarded for a period of two years, at which point a recertification process is carried out. During recertification NCPE reassesses the criteria, provides training and evaluates the company, through a questionnaire to a sample of employees on the outcomes in relation to gender equality and the Equality Mark.

The main activity of the Equality Mark is certifying private and public employers by assessing their policies and practices regarding gender equality and family-friendly measures in the workplace and in access to and provision of goods and services. It is a full-scale certification process, and employers who apply for and achieve the standard required are awarded the certificate. The certification process is outlined on the NCPE website.[2]

An Equality Mark committee, formed of NCPE members, assesses and decides whether the employer has fulfilled the requirements for certification. The methodology and tools used include a gender audit of policies and practices, an in-house audit and training. As for the training component, the certification process requires that at least one representative from every company undergo a training session on equality and the Equality Mark. At the two-year recertification, a percentage of all staff is also required to undergo a training session and a re-evaluation is carried out.

The Equality Mark assesses the following areas to ensure that the equality measures go over and above the minimum required by law:

  • policies and initiatives
  • recruitment and employment
  • equality representative or committee
  • equality in career and personal development opportunities
  • family-friendly measures for men and women with caring responsibilities
  • gender equality in the access to and supply of goods and services

Top management commitment

NCPE lays great stress on the need for top management to be fully committed to gender equality and to lead by example. Therefore, if they are to be awarded the mark, employers are expected to:

  • inform all employees that they intend to apply for the Equality Mark to make the process transparent;
  • formalise agreements and explicitly endorse official policies;
  • support equality representatives in charge of the implementation of relevant policies;
  • ensure direct involvement of employees whenever possible;
  • support data collection in relation to gender equality monitoring and assessment;
  • encourage an organisational culture that is capable of maintaining the Equality Mark standards;
  • make a corporate commitment to become a leading organisation in equality best practices;
  • earmark specific resources to improving equality practices in every sector of the organisation.

Benefits of accreditation

Accreditation is free of charge. Certificates are officially presented at a ceremony presided over by the minister responsible for equality, giving maximum exposure to companies. It is accompanied by an effective media campaign, and a list of successful applicants is presented on the website.[3]

The NCPE points out the advantages employers can reap from becoming certified: they can access the full pool of talent, boost profitability through diversity, be an ‘employer of choice’ in the modern labour market, cut costs by retaining staff, understand and meet customers’ needs better and reduce the risk of litigation.

Rita Schembri, Director General of IAID, the Internal Audit and Investigations Department, the first government department to qualify for the mark, testifies:

“It is very difficult to attract the best talent from the audit profession and hence flexi time and reduced hours are offered to BOTH women AND men – since we practice what we preach in terms of equality – and in today’s day and age, when the young male professionals we’re employing want to contribute at home and in the upbringing of their children, such availability helps to attract the right professionals to our Department which promotes a healthy work-life balance to ensure that we obtain the best performance from our auditors.”

Fifty-five employers employing some 16,000 people and ranging from the Medicines Authority and the Labour Party to Burger King and Pizza Hut, have so far been awarded the Mark.

Employers want to enhance their brand

At the end of the project in 2012, the Equality Mark was evaluated by an external evaluator who highlighted the strengths of the certification as well as areas for further development. The mark has increased awareness of equality issues among employees and employers, increased awareness and understanding of family-friendly measures amongst employees, and improved equality perspectives in customer services.

The evaluation investigated what attracted employers to apply for the mark. Reasons cited included obtaining formal recognition of the existing work culture, enhancing the company’s brand, and the effective media campaign. At the same time it concluded that the Equality Mark could be improved by stimulating employers to move beyond the initial administrative exercise. The recertification process presents a step in this direction as the de facto work environment and work practices are discussed with the employees and NCPE delivers training to staff on the Equality Mark and gender equality. Further training to more staff members in each company could improve the practice.

For Malta the idea of an equality certification promoting family-friendly measures was innovative in itself, as this was the first time it had been carried out in Malta. Owing to the success of the initiative NCPE decided to continue with the Equality Mark certification even after the project funding ended in 2012.

[1] http://ec.europa.eu/europe2020/pdf/themes/31_labour_market_participation...

[2] http://msdc.gov.mt/en/NCPE/Documents/Home/Welcome/equality_mark_info_doc...

[3] http://msdc.gov.mt/en/NCPE/Documents/Home/Welcome/Certified%20Gender%20E...

Contacts/Further Information

Contacts

Maria Borg Filletti

Senior Policy, Mainstreaming, Training and Legal Executive

National Commission for the Promotion of Equality (NCPE)

Gattard House

National Road

Blata l-Bajda HMR 9010

Malta

+356 2590 3866

maria.filletti@gov.mt

Further information

Website

Certification process

List of Mark holders

NB image copyright

Logo is from Equality Mark website: http://msdc.gov.mt/en/NCPE/Pages/NCPE_Home.aspx

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Equality mark promotes equal opportunity employers - Malta
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Benchmarking
  • In brief
  • Too few women go out to work in Malta
  • Going beyond the legal minimum
  • Top management commitment
  • Benefits of accreditation
  • Employers want to enhance their brand
  • Contacts/Further Information
  • More good practices
  • Downloads

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