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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
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        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
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    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
          • Hungary
          • Ireland
          • Italy
          • Latvia
          • Lithuania
          • Luxembourg
          • Malta
          • Netherlands
          • Poland
          • Portugal
          • Romania
          • Slovakia
          • Slovenia
          • Spain
          • Sweden
          • United Kingdom
      • Gender-sensitive Parliaments
        • Back to toolkit page
        • What is the tool for?
        • Who is the tool for?
        • How to use the tool
        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
            • Domain 3 – Recruitment of parliamentary employees
          • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
            • Domain 1 – Parliamentarians’ presence and capacity in a parliament
            • Domain 2 – Structure and organisation
            • Domain 3 – Staff organisation and procedures
          • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
            • Domain 1 – Gender mainstreaming structures
            • Domain 2 – Gender mainstreaming tools in parliamentary work
            • Domain 3 – Gender mainstreaming tools for staff
          • AREA 4 – The parliament produces gender-sensitive LEGISLATION
            • Domain 1 – Gender equality laws and policies
            • Domain 2 – Gender mainstreaming in laws
            • Domain 3 – Oversight of gender equality
          • AREA 5 – The parliament complies with its SYMBOLIC function
            • Domain 1 – Symbolic meanings of spaces
            • Domain 2 – Gender equality in external communication and representation
        • How gender-sensitive are parliaments in the EU?
        • Examples of gender-sensitive practices in parliaments
          • Women and men have equal opportunities to ENTER the parliament
          • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • The parliament produces gender-sensitive LEGISLATION
          • The parliament complies with its SYMBOLIC function
        • Glossary of terms
        • References and resources
      • Gender Budgeting
        • Back to toolkit page
        • Who is this toolkit for?
        • What is gender budgeting?
          • Introducing gender budgeting
          • Gender budgeting in women’s and men’s lived realities
          • What does gender budgeting involve in practice?
          • Gender budgeting in the EU Funds
            • Gender budgeting as a way of complying with EU legal requirements
            • Gender budgeting as a way of promoting accountability and transparency
            • Gender budgeting as a way of increasing participation in budget processes
            • Gender budgeting as a way of advancing gender equality
        • Why is gender budgeting important in the EU Funds?
          • Three reasons why gender budgeting is crucial in the EU Funds
        • How can we apply gender budgeting in the EU Funds? Practical tools and Member State examples
          • Tool 1: Connecting the EU Funds with the EU’s regulatory framework on gender equality
            • Legislative and regulatory basis for EU policies on gender equality
            • Concrete requirements for considering gender equality within the EU Funds
            • EU Funds’ enabling conditions
            • Additional resources
          • Tool 2: Analysing gender inequalities and gender needs at the national and sub-national levels
            • Steps to assess and analyse gender inequalities and needs
            • Step 1. Collect information and disaggregated data on the target group
            • Step 2. Identify existing gender inequalities and their underlying causes
            • Step 3. Consult directly with the target groups
            • Step 4. Draw conclusions
            • Additional resources
          • Tool 3: Operationalising gender equality in policy objectives and specific objectives/measures
            • Steps for operationalising gender equality in Partnership Agreements and Operational Programmes
            • General guidance on operationalising gender equality when developing policy objectives, specific objectives and measures
            • Checklist for putting the horizontal principle of gender equality into practice in Partnership Agreements
            • Checklist for putting the horizontal principle of gender equality into practice in Operational Programmes
            • Examples of integrating gender equality as a horizontal principle in policy objectives and specific objectives
          • Tool 4: Coordination and complementarities between the EU Funds to advance work-life balance
            • Steps for enhancing coordination and complementarities between the funds
            • Step 1. Alignment with the EU’s strategic engagement goals for gender equality and national gender equality goals
            • Steps 2 and 3. Identifying and developing possible work-life balance interventions
            • Step 4. Following-up through the use of indicators within M&E systems
            • Fictional case study 1: reconciling paid work and childcare
            • Fictional case study 2: reconciling shift work and childcare
            • Fictional case study 3: balancing care for oneself and others
            • Fictional case study 4: reconciling care for children and older persons with shift work
            • Additional resources
          • Tool 5: Defining partnerships and multi-level governance
            • Steps for defining partnerships and multi-level governance
            • Additional resources
          • Tool 6: Developing quantitative and qualitative indicators for advancing gender equality
            • Steps to develop quantitative and qualitative indicators
            • ERDF and Cohesion Fund
            • ESF+
            • EMFF
            • Additional resources
          • Tool 7: Defining gender-sensitive project selection criteria
            • Steps to support gender-sensitive project development and selection
            • Checklist to guide the preparation of calls for project proposals
            • Checklist for project selection criteria
            • Supplementary tool 7.a: Gender-responsive agreements with project implementers
          • Tool 8: Tracking resource allocations for gender equality in the EU Funds
            • Ensuring gender relevance in EU Funds
            • The tracking system
            • Steps for tracking resource allocations on gender equality
            • Step 1: Ex ante approach
            • Step 2: Ex post approach
            • Examples of Step 2a
            • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
            • Annex 2: The EU’s gender equality legal and policy framework
          • Tool 9: Mainstreaming gender equality in project design
            • Steps to mainstream gender equality in project design
            • Step 1. Alignment with partnership agreements’ and Operational Programmes’ gender objectives and indicators
            • Step 2. Project development and application
            • Step 3. Project implementation
            • Step 4. Project assessment
          • Tool 10: Integrating a gender perspective in monitoring and evaluation processes
            • Steps to integrate a gender perspective in M&E processes
            • Additional resources
          • Tool 11: Reporting on resource spending for gender equality in the EU Funds
            • Tracking expenditures for gender equality
            • Additional resources
          • References
          • Abbreviations
          • Acknowledgements
      • Gender-responsive Public Procurement
        • Back to toolkit page
        • Who is this toolkit for?
          • Guiding you through the toolkit
        • What is gender-responsive public procurement?
          • How is gender-responsive public procurement linked to gender equality?
          • How is gender-responsive public procurement linked to gender budgeting?
          • Five reasons why gender-responsive public procurement
          • Why was this toolkit produced
        • Gender-responsive public procurement in practice
          • Legal framework cross-references gender equality and public procurement
          • Public procurement strategies cover GRPP
          • Gender equality action plans or strategies mention public procurement
          • Capacity-building programmes, support structures
          • Regular collaboration between gender equality bodies
          • Effective monitoring and reporting systems on the use of GRPP
          • Tool 1:Self-assessment questionnaire about the legal
          • Tool 2: Overview of the legislative, regulatory and policy frameworks
        • How to include gender aspects in tendering procedures
          • Pre-procurement stage
            • Needs assessment
            • Tool 3: Decision tree to assess the gender relevance
            • Preliminary market consultation
            • Tool 4: Guiding questions for needs assessment
            • Defining the subject matter of the contract
            • Choosing the procedure
            • Tool 5: Decision tree for the choice of procedure for GRPP
            • Dividing the contract into lots
            • Tool 6: Guiding questions for dividing contracts into lots for GRPP
            • Light regime for social, health and other specific services
            • Tool 7: Guiding questions for applying GRPP under the light regime
            • Tool 8: Guiding questions for applying GRPP under the light regime
            • Reserved contracts
            • Preparing tender documents
          • Procurement stage
            • Exclusion grounds
            • Selection criteria
            • Technical specifications
            • Tool 9: Decision tree for setting GRPP selection criteria
            • Award criteria
            • Tool 10: Formulating GRPP award criteria
            • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
            • Use of labels/certifications
          • Post-procurement stage
            • Tool 12: Checklist for including GRPP contract performance conditions
            • Subcontracting
            • Monitoring
            • Reporting
            • Tool 13: Template for a GRPP monitoring and reporting plan
        • References
        • Additional resources
    • 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
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
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        • Overview
      • Netherlands
        • Overview
      • Austria
        • Overview
      • Poland
        • Overview
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        • Overview
      • Romania
        • Overview
      • Slovenia
        • Overview
      • Slovakia
        • Overview
      • Finland
        • Overview
      • Sweden
        • Overview
    • EIGE’s publications on Gender mainstreaming
    • Concepts and definitions
    • Power Up conference 2019
  • Gender-based violence
    • What is gender-based violence?
    • Forms of violence
    • EIGE’s work on gender-based violence
    • Administrative data collection
      • Data collection on violence against women
        • The need to improve data collection
        • Advancing administrative data collection on Intimate partner violence and gender-related killings of women
        • Improving police and justice data on intimate partner violence against women in the European Union
        • Developing EU-wide terminology and indicators for data collection on violence against women
        • Mapping the current status and potential of administrative data sources on gender-based violence in the EU
      • About the tool
      • Administrative data sources
      • Advanced search
    • Analysis of EU directives from a gendered perspective
    • Costs of gender-based violence
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Female genital mutilation
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Good practices in EU Member States
    • Methods and tools in EU Member States
    • White Ribbon Campaign
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Regulatory and legal framework
      • International regulations
      • EU regulations
      • Strategic framework on violence against women 2015-2018
      • Legal Definitions in the EU Member States
    • Literature and legislation
    • EIGE's publications on gender-based violence
    • Videos
  • Gender Equality Index
    • View countries
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    • Thematic Focus
    • About Index
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    • Gender Equality Forum 2022
      • About
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    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
          • Do not use ‘he’ to refer to unknown people
          • Do not use gender-biased nouns to refer to groups of people
          • Take care with ‘false generics’
          • Greetings and other forms of inclusive communication
        • Subordination and trivialisation
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          • Patronising language
      • Test your knowledge
        • Quiz 1: Policy document
        • Quiz 2: Job description
        • Quiz 3: Legal text
      • Practical tools
        • Solutions for how to use gender-sensitive language
        • Pronouns
        • Invisibility or omission
        • Common gendered nouns
        • Adjectives
        • Phrases
      • Policy context
    • Work-life balance in the ICT sector
      • Back to toolkit page
      • EU policies on work-life balance
      • Women in the ICT sector
      • The argument for work-life balance measures
        • Challenges
      • Step-by-step approach to building a compelling business case
        • Step 1: Identify national work-life balance initiatives and partners
        • Step 2: Identify potential resistance and find solutions
        • Step 3: Maximise buy-in from stakeholders
        • Step 4: Design a solid implementation plan
        • Step 5: Carefully measure progress
        • Step 6: Highlight benefits and celebrate early wins
      • Toolbox for planning work-life balance measures in ICT companies
      • Work–life balance checklist
    • Gender Equality Index 2019. Work-life balance
      • Back to toolkit page
      • Foreword
      • Highlights
      • Introduction
        • Still far from the finish line
        • Snail’s-pace progress on gender equality in the EU continues
        • More women in decision-making drives progress
        • Convergence on gender equality in the EU
      • 2. Domain of work
        • Gender equality inching slowly forward in a fast-changing world of work
        • Women dominate part-time employment, consigning them to jobs with poorer career progression
        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
        • Patchy progress on gender-equal access to financial and economic resources
        • Paying the price for motherhood
        • Lifetime pay inequalities fall on older women
      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
        • Both women and men limit their study fields
        • Adult learning stalls most when reskilling needs are greatest
      • 5. Domain of time
        • Enduring burden of care perpetuates inequalities for women
        • Uneven impact of family life on women and men
      • 6. Domain of power
        • More women in decision-making but still a long way to go
        • Democracy undermined by absence of gender parity in politics
        • More gender equality on corporate boards — but only in a few Member States
        • Limited opportunities for women to influence social and cultural decision-making
      • 7. Domain of health
        • Behavioural change in health is key to tackling gender inequalities
        • Women live longer but in poorer health
        • Lone parents and people with disabilities are still without the health support they need
      • 8. Domain of violence
        • Data gaps mask the true scale of gender-based violence in the EU
        • Backlash against gender equality undermines legal efforts to end violence against women
        • Conceptual framework
        • Parental-leave policies
        • Informal care of older people, people with disabilities and long-term care services
        • Informal care of children and childcare services
        • Transport and public infrastructure
        • Flexible working arrangements
        • Lifelong learning
      • 10. Conclusions
    • Sexism at work
      • Background
        • What is sexism?
        • What is the impact of sexism at work?
        • Where does sexism come from?
        • Sexism at work
        • What happens when you violate sexist expectations?
        • What is sexual harassment?
        • Violating sexist expectations can lead to sexual harassment
        • Under-reporting of sexual harassment
      • Part 2. Test yourself
        • How can I combat sexism? A ten-step programme for managers
        • How can all staff create cultural change
        • How can I report a problem?
        • Eradicating sexism to change the face of the EU
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  • Pirmas
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  • Gender Equality in Academia and Research
  • WHERE

Gender Equality in Academia and Research

PrintDownload as PDF
  • 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
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    Romania

    Country: 
    Romania

    PROMOTING GENDER EQUALITY IN RESEARCH

    Legal framework

    There is no specific legal framework in Romanian legislation that addresses gender equality in research. Article 41 of the Romanian Constitution guarantees equal pay for equal work to women and men, while Article 223 of the Penal Code defines sexual harassment at the workplace as a criminal offence.

    All forms of discrimination are legally sanctioned through Governmental Ordinance 137/2000, which lists sex (not gender) among the prohibited grounds for discrimination. The Ordinance guarantees the equality of participation in economic activities or professions. The non-discrimination principle is the most pervasive legal provision affirming gender equality, including in laws regulating higher education, research and labour relations.

    The main reference for gender equality legal provisions concerning higher education and research is Law 202/2002 on Equal Opportunities and Equal Treatment of Women and Men. The Law states that the measures to eliminate sex-based discrimination apply in the private and public sector, in fields which include labour, education, decision-making, etc. Articles 7-13 define direct and indirect sex-based discrimination, harassment, sexual harassment, psychological harassment and gender-based violence. It regulates equality between women and men in the field of labour, with provisions guaranteeing non-discriminatory access to equal employment opportunities, professional promotion, benefits, etc. and equal income for equal work. It forbids discrimination in the case of maternity and parental leave. Article 14 defines equal opportunities and equal treatment between women and men in access to education. Article 15 charges the Ministry of Education with ensuring proper training and informing of professors, and issuing recommendations to exclude sex-based discrimination from university curricula, along with negative models and stereotypes in respect of the role of women and men in public and family life. Crucially, the Law places the Ministry in charge of monitoring compliance with the principle of equal opportunities and equal treatment between women and men in educational units (including higher education institutions (HEIs)).

    Law 202/2002 was amended by Law 178/2018, which introduced the roles of Equal Opportunities Expert and Equal Opportunities Technician in the National Occupations Roster. These two positions oversee the application of equal opportunities measures, initiate projects and programmes and develop action plans to implement the principle of equal opportunities and treatment in public organisations and companies. The Law promotes (but does not oblige) these positions in public organisations and companies with more than 50 employees, or to employ specialists. It does not include any incentives or obligations for organisations, however, thus has been largely ignored. No research organisation is known to employ such an expert.

    Article 118 of Law 1/2011 on National Education prohibits discrimination on grounds of age, ethnicity, sex, social origin, political or religious views, sexual orientation, or other reasons, in the national system of higher education. Students and candidates applying for research or teaching positions also benefit from the non-discrimination principle. By law, all universities’ charters must have a Code of Ethics and Professional Deontology, as well as a Commission of University Ethics. It does not specify the ethical issues to be addressed in the Code of Ethics, beyond those pertaining to research ethics.

    Law 319/2003 on the Status of Research and Development Personnel defines the rights and obligations, as well as the rules of employment and promotion of personnel. It does not mention gender equality or non-discrimination. Law 206/2004 on Proper Conduct in Scientific Research, Technological Development and Innovation is similarly silent, but provides the legal basis for the creation of Ethics Commissions for research and development (R&D) institutions and those leading R&D programmes.

    Policy framework

    The National Strategy for the Promotion of Equal Opportunities for Women and Men and for the Prevention and Combat of Domestic Violence 2018-2021, together with the Operational Plan, is implemented by the National Agency for Equal Opportunities for Women and Men. For 2018-2021, the document identified four fields of intervention, including the labour market. More specifically, it aimed to improve the position of women in the labour market, raise awareness of the importance of equal recruitment, and promote work-life balance. It relied on communication campaigns and the Agency’s very limited financial and human resources. No such campaign was publicly visible, however. As of September 2021, no annual or interim report on the state of implementation of the operational plans for 2018-2021 was publicly available.  

    The National Strategy for Research, Development and Innovation 2014-2020 and the complementary National Strategy for Tertiary Education 2015-2020 do not include any gender-related provisions. In 2019, the National Council for the Financing of Higher Education report on the financing of higher education included an analysis of data on gender inequalities in academia. It found that in 2017, the number of women surpassed the number of men for the first time since 1990. This was attributed to the retirement of the male faculty rather than the opening of new teaching positions. The proportion of women in academia decreases as the rank increases. Fewer women are recorded at the top of the academic hierarchy, with only 36 % of women among the full professorship positions in 2017. Women are also underrepresented in the technical fields: 38 % of faculty in 2017, covering 24 % of the full professorship positions.

    The National Strategy for the Occupation of the Labour Force 2014-2020 refers to increasing women’s participation in the labour force. Specific actions include the development of childcare infrastructure and other care facilities, and awareness campaigns on equal pay and the need for flexible work policies. Again, no monitoring or evaluation report was published, making it impossible to determine the degree of implementation in practice.

    Other stimulatory initiatives

    Centrul Filia, a feminist NGO from Bucharest, is particularly active in the field of gender equality in research. In 2016, the Centre initiated the campaign, “Stop Sexual Harassment in Universities”, which included an exploratory survey to map the phenomenon: types of harassment, causes, occurrence, barriers to reporting and perceived solutions. The study was repeated in 2021 by Centrul Filia as part of the initiative, “Act for Safety in Universities”. The results suggested a much greater prevalence of sexual harassment than that reported by the Commissions of Ethics and received an administrative decision[1]. According to the respondents, the key causes of sexual harassment were tolerance to sexist attitudes, low levels of awareness of the different manifestations of sexual harassment, a patriarchal culture, and power relations and hierarchies. They proposed the introduction of clear and proportional sanctions for sexual harassment in universities’ Codes of Ethics. In 2018, the Centre published a guide to preventing and combating sexual harassment in universities.

    Since 2009, the L'Oréal “Romania for Women In Science Fellowships” programme has been granted yearly to outstanding doctoral and post-doctoral women researchers under 40 years old conducting research in the fields of Life Sciences and Physical Sciences. In 2020, the 11th edition of the Fellowships awarded four researchers with grants of approximately EUR 10,000 each.

    Key actors

    According to Law 202/2002 on Equal Opportunities and Equal Treatment of Women and Men, the Ministry of Education is responsible for monitoring compliance with the principle of equal opportunities and equal treatment between women and men in educational units (including HEIs). No policies, measures or initiatives implementing this legal provision were identified, however.

    The Ministry of Education and the Ministry of Research, Innovation and Digitisation are jointly responsible for implementing national policies in research and education. The Ministry of Labour and Social Protection, together with its subordinate Agency for Equal Opportunities for Women and Men, are responsible for implementing gender equality policies.

    Two advisory bodies oversee different aspects of ethics in higher education and research and could potentially assume future responsibility in respect of gender equality. The first is the National Council of Ethics of Scientific Research, Technological Development and Innovation, which is invested with powers to revise sectoral codes of ethics and to oversee moral and professional conduct in research. The second is the Council of Ethics and University Management, which supports universities to apply national policies on ethics and professional integrity.

    Other institutional actors whose scope could include the implementation of gender equality policies are the National Council for the Financing of Higher Education and the National Council for Scientific Research, the Romanian Agency for Quality Assurance in Higher Education, and the Executive Unit for the Financing of Higher Education, Research, Development and Innovation. The latter is in the process of developing the first Gender Equality Plan (GEP) in research and academia in Romania.

    INITIATIVES FOR GENDER EQUALITY BY RESEARCH PERFORMING ORGANISATIONS

    To date, no research organisations or HEI has implemented a GEP, but there is growing interest in such plans. The University of Cluj and the University of Bucharest are currently preparing or developing first drafts of their GEP. Some organisations are partners in Horizon 2020 projects that envisage the creation and implementation of GEPs. For example, the Executive Unit for the Financing of Higher Education, Research, Development and Innovation is a partner in the CALIPER project, the University of Bucharest is a member in the ATHENA project, and Horia Hulubei National Institute for R&D in Physics and Nuclear Engineering (IFIN-HH) is part of the GENERA project.

    Gender equality as a topic of study and research

    In June 2020, a public debate emerged in respect of an amendment to Law 1/2011 of National Education adopted by the Parliament, which forbade activities “to disseminate the theory or opinion about gender identity, understood as the theory or opinion that gender is a concept different from biological sex” in educational institutions. There was a public outcry from the academic community and civil society, with 800 researchers and teaching staff filing an academic appeal with the Constitutional Court. Their appeal claimed that the amendment infringed on academic freedom and was incompatible with national legislation and with Romania’s international obligations under the Istanbul Convention. The Court eventually declared the amendment unconstitutional.

    Two academic programmes focus on the study of gender issues, one at the National University of Political Studies and Public Administration in Bucharest (MA in Policies, Gender and Minorities) and another at the University of Bucharest (MA in Politics of Equal Opportunities in Romanian and European Context). There is a Centre for the Study of Equal Opportunity Policies at the University of Bucharest, as well as a Centre for Gender Equality in Science at the Alexandru Ioan Cuza University in Iasi.

    Promoting gender equality in science, technology, engineering and mathematics (STEM)

    The Politehnica University in Timisoara is active in promoting women’s access to STEM. Between 2016 and 2018, the University implemented “Girls in Tech”, an Erasmus KA2 project that explored technical education from the point of view of women’s participation and access. In February 2021, the University marked the International Day of Girls and Women in STEM, hosting a webinar connecting successful women researchers with girls interested in STEM.

    Other initiatives

    Work-life balance in the academic system is supported in several universities. Babes-Bolyai University in Cluj, Politehnica University in Bucharest and Alexandru Ioan Cuza University of Iasi all provide kindergartens for the children of employees and students.

    RELEVANT EXAMPLES OF PRACTICES

    A GEP for the research funding organisation

    The Executive Agency for Higher Education, Research, Development and Innovation Funding has developed a GEP. The initiative is part of the Horizon 2020 CALIPER project (2020-2023), which aims to implement structural change and build gender equality expertise in organisations. The Agency conducted an internal and external gender equality assessment and its draft GEP was adopted in mid-September 2021.

    Promoting women’s engagement in high-tech sectors

    “Everygirl Everywhere” is an umbrella project from “Smart Everything Everywhere”, an organisation committed to supporting the development of the digital sector in Romania. The project seeks to promote digital careers for girls and women, increase the digital literacy of women, and start a national dialogue about the gender gap in the digital sector. It builds cooperation among digital leaders and role models, organises workshops, training and mentoring, and connects potential candidates and job opportunities in the high-tech industry.

    Improving universities’ Codes of Ethics

    The Code of Ethics of the Transilvania University of Brașov is part of its 2016 Charter. The Code creates a promising framework to assure a safer work environment by providing detailed definitions of harassment and sexual harassment. The Law of National Education recommends that universities develop Codes of Ethics and Professional Deontology, but there is no legal requirement for universities to include provisions against gender-based violence, with most universities overlooking or sidelining the issue in their Codes.

    Footnotes

    [1] A journalistic investigation of Dela0.ro publication (Dela0.ro 2017) found that only three cases of sexual harassment were the subject of an administrative investigation between 2005-2015.

     
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