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  • Lyčių aspekto integravimas
    • Kas yra lyčių lygybės aspekto integravimas?
      • Policy cycle
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      • Europos Sąjunga
      • EU Member States
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        • Policy cycle
      • Ekonomika ir finansai
        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Išsilavinimas
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        • Struktūros
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        • 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+
            • 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
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    • EIGE leidiniai apie lyčių aspekto integravimą
    • Concepts and definitions
    • Power Up conference 2019
  • Smurtas lyties pagrindu
    • Kas yra smurtas lyties pagrindu?
    • Smurto formos
    • EIGE tyrimai apie smurtą lyties pagrindu
    • Administracinių duomenų šaltiniai apie smurtą lyties pagrindu
      • Duomenų rinkimas
        • 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
      • Apie įrankį
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    • Nusikaltimų aukų teisių direktyva
    • Smurto lyties pagrindu kaina
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Moterų lyties organų žalojimas
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Geroji praktika, skirta kovoti su smurtu lyties pagrindu
    • Metodai ir įrankiai siekiant kovoti su smurtu lyties pagrindu
    • Baltojo kaspino kampanija
      • About the White Ribbon Campaign
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      • Strategic framework on violence against women 2015-2018
      • Teisinės apibrėžimai ES valstybėse narėse
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    • Gender Equality Forum 2022
      • About
      • Agenda
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      • Practical information
  • EIGE leidiniai
    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
          • Do not use ‘he’ to refer to unknown people
          • Do not use gender-biased nouns to refer to groups of people
          • Take care with ‘false generics’
          • Greetings and other forms of inclusive communication
        • Subordination and trivialisation
          • Naming conventions
          • Patronising language
      • Test your knowledge
        • Quiz 1: Policy document
        • Quiz 2: Job description
        • Quiz 3: Legal text
      • Practical tools
        • Solutions for how to use gender-sensitive language
        • Pronouns
        • Invisibility or omission
        • Common gendered nouns
        • Adjectives
        • Phrases
      • Policy context
    • Work-life balance in the ICT sector
      • Back to toolkit page
      • EU policies on work-life balance
      • Women in the ICT sector
      • The argument for work-life balance measures
        • Challenges
      • Step-by-step approach to building a compelling business case
        • Step 1: Identify national work-life balance initiatives and partners
        • Step 2: Identify potential resistance and find solutions
        • Step 3: Maximise buy-in from stakeholders
        • Step 4: Design a solid implementation plan
        • Step 5: Carefully measure progress
        • Step 6: Highlight benefits and celebrate early wins
      • Toolbox for planning work-life balance measures in ICT companies
      • Work–life balance checklist
    • Gender Equality Index 2019. Work-life balance
      • Back to toolkit page
      • Foreword
      • Highlights
      • Introduction
        • Still far from the finish line
        • Snail’s-pace progress on gender equality in the EU continues
        • More women in decision-making drives progress
        • Convergence on gender equality in the EU
      • 2. Domain of work
        • Gender equality inching slowly forward in a fast-changing world of work
        • Women dominate part-time employment, consigning them to jobs with poorer career progression
        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
        • Patchy progress on gender-equal access to financial and economic resources
        • Paying the price for motherhood
        • Lifetime pay inequalities fall on older women
      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
        • Both women and men limit their study fields
        • Adult learning stalls most when reskilling needs are greatest
      • 5. Domain of time
        • Enduring burden of care perpetuates inequalities for women
        • Uneven impact of family life on women and men
      • 6. Domain of power
        • More women in decision-making but still a long way to go
        • Democracy undermined by absence of gender parity in politics
        • More gender equality on corporate boards — but only in a few Member States
        • Limited opportunities for women to influence social and cultural decision-making
      • 7. Domain of health
        • Behavioural change in health is key to tackling gender inequalities
        • Women live longer but in poorer health
        • Lone parents and people with disabilities are still without the health support they need
      • 8. Domain of violence
        • Data gaps mask the true scale of gender-based violence in the EU
        • Backlash against gender equality undermines legal efforts to end violence against women
        • Conceptual framework
        • Parental-leave policies
        • Informal care of older people, people with disabilities and long-term care services
        • Informal care of children and childcare services
        • Transport and public infrastructure
        • Flexible working arrangements
        • Lifelong learning
      • 10. Conclusions
    • Sexism at work
      • Background
        • What is sexism?
        • What is the impact of sexism at work?
        • Where does sexism come from?
        • 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
    • Upcoming publications
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  • Gender Equality Index 2020: Digitalisation and the future of work
  • 9. Digitalisation and the future of work: a thematic focus
  • Digital transformation of the world of work

Gender Equality Index 2020: Digitalisation and the future of work

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  • Back to toolkit page
  • Foreword
  • Highlights
  • Introduction
  • Gender equality in the EU at a glance
    • Gender equality will be reached in over 60 years, at the current pace
    • Gender equality needs faster progress in all domains
    • Without gains in power, gender equality would barely be progressing
  • 2. Domain of work
    • Increases in women’s employment have not challenged gender segregation
    • Slow progress leaves women from vulnerable groups behind
    • Europe 2020 employment target unlikely to be achieved without increased employment of women
  • 3. Domain of money
    • The pursuit of women’s economic independence: nothing less than an uphill battle
    • Ending gender inequalities in earnings and pensions – the EU is decades away without targeted action
    • Grave risk of poverty is the harsh reality for older women and every second lone mother
  • 4. Domain of knowledge
    • Stalled progress in the domain of knowledge
    • Women continue to gradually outpace men in educational attainment
    • Low engagement in adult learning and gender divide in educational choice remain major barriers
  • 5. Domain of time
    • Gender equality in time use: some gains but not sufficient to offset overall stalling
    • Insufficient care infrastructure pushes women to fill the gaps
    • Gender, age and education affect workers’ access to social activities
  • 6. Domain of power
    • Halfway to gender equality in decision-making
    • Legislative action advances gender equality in politics
    • Progress on gender equality is most notable on company boards
  • 7. Domain of health
    • Lack of data obstructs monitoring of gender progress on health behaviour
    • Disability and education significantly affect health and access to healthcare
    • Unprecedented impact of COVID-19 calls for gender-sensitive policies and research
  • 8. Domain of violence
    • Collecting data on violence presents long-standing challenges
    • Gender-based violence intersects with multiple axes of oppression
    • When gender-based violence goes digital
  • 9. Digitalisation and the future of work: a thematic focus
    • Who uses and develops digital technologies?
      • Gendered patterns in use of new technologies
      • Digital skills and training
      • Men dominate technology development
    • Digital transformation of the world of work
      • Job automation, use of new technologies and transformation of the labour market
      • Employment prospects in the ICT sector and platform work
      • New forms of work and flexible working practices in the context of the ICT sector and platform work
      • Digitalisation and work–life balance
      • Gender pay gap in ICT and platform work
    • Broader consequences of digitalisation
      • Digitalisation and equal rights – the role of AI algorithms
      • Gender-based violence enabled by digital technology: a new occupational hazard?
      • New technologies and care
  • 10. Conclusions
  • Abbreviations

Employment prospects in the ICT sector and platform work

Apart from its potential to replace human work, digitalisation offers a range of new opportunities, either by transforming existing jobs or creating entirely new ones. Access to such opportunities is likely to be highly gendered, given the segregated nature of the EU labour market, the variety of gender stereotypes around employment in certain jobs and related gender differences in career expectations. This section analyses the differences in participation of women and men in two quite different types of job opportunities linked to digitalisation.

Firstly, the increasing digitalisation of work has created a growing demand for high-skilled workers with advanced digital skills, apparent across all economic sectors. This section looks in particular at the job prospects of women and men in the ICT sector, in view of the high demand for ICT specialists during the past decade or so (Eurostat, 2019b) and the fact that the workforce remains male dominated.

Perhaps less obvious is the fact that digitalisation enables the creation of a broad range of low-skilled opportunities, for example in the context of certain forms of platform work. While platform work includes some well-paid, high-skilled opportunities (Eurofound, 2018b), there are many poorly paid jobs that serve only to supplement income from other sources (Huws et al., 2019; ILO, 2018c; JRC, 2018). Women are currently under-represented in platform work, with the employment structure following the well-established patterns of gender segregation in the broader economy.

Definition of platform work

There are many definitions of platform work, resulting in a lack of consistency in the use of the term. This report adopts Eurofound’s understanding of platform work as a ‘form of employment that uses an online platform to enable organisations or individuals to access other organisations or individuals to solve problems or to provide services in exchange for payment’ (Eurofound, 2018b, p. 9). According to this definition, platform work has several key features:

  • paid work is organised through an online platform;
  • three parties are involved: the online platform, the client and the worker;
  • the aim is to carry out specific tasks or solve specific problems;
  • the work is outsourced or contracted out;
  • jobs are broken down into tasks;
  • services are provided on demand.

Generally, platforms can be divided into those where work is delivered purely online (e.g. Amazon Mechanical Turk) and those where work is delivered on-site (e.g. Uber). The most common tasks performed include (1) professional tasks (e.g. software development or translation); (2) transport (e.g. personal transport or food delivery); (3) household tasks (e.g. cleaning or plumbing); and (4) micro tasks (e.g. tagging images online).

Full potential of the ICT sector cannot be realised without gender equality

Recent decades have seen EU Member States gradually transform their labour markets, reflecting the trends towards digitalised and knowledge-based economies. The STEM sector and in particular the ICT sector have increased in importance in the overall economy and secured their status as providing well-paid, secure and high-quality jobs. From 2008 to 2018, the growth in employment of ICT specialists was more than 12 times the average employment growth in the EU, with the share of ICT specialists in total employment increasing by 1.1 p.p. (from 2.8 % to 3.9 %) (Eurostat, 2019b).

The ICT sector was one of the few that withstood the effects of the financial crisis and continued to experience growth. However, of the 9 million ICT specialists, only around 18 % are women, and the share of women in ICT jobs in the EU has decreased by 4 % since 2010 (see subsection 9.1.3).

Even larger growth of the ICT sector has been limited by the substantial mismatch between high demand and relatively low supply of ICT specialists in the EU labour market. The majority of EU Member States report difficulties in finding a sufficient number of science, engineering and ICT professionals (European Commission, 2014a).

A recent estimate suggested that the EU faced a shortage of some 600 000 ICT specialists in 2018 (European Commission, 2018h). This mismatch between the supply of ICT specialists and employer demand is likely to remain for some time, as STEM specialists and in particular ICT specialists continue to be in high demand (Cedefop, 2018).

With the ICT sector heavily gender segregated and facing a huge demand for new specialists, the greater involvement of women seems to be a policy strategy with obvious economic and social benefits. EIGE has estimated that attracting more women into the STEM and ICT sectors would lead to economic growth in the EU, with more jobs (an increase of up to 1.2 million by 2050) and an increase in GDP over the long term (by up to EUR 820 billion by 2050) (EIGE, 2017c).

Growth in personal and household services provided via platforms could support women’s employment

The platform economy[1] in the EU is, as yet, a relatively small phenomenon. In 2015, revenue in the five key sectors of the platform economy[2] were estimated at roughly EUR 4 billion (European Commission, 2019b), with the highest revenues recorded for peer-to-peer transport (EUR 1.7 billion) and accommodation (EUR 1.2 billion). These revenues were predicted to grow rapidly in the coming years (PwC, 2016), but this may turn out to be overly optimistic in the light of the COVID-19 pandemic.

The scant early information on the impacts of the COVID-19 pandemic on the platform economy available at the time of writing indicates that there will be negative consequences. Early survey statistics published by the World Economic Forum[3] show that, globally, as much as half of platform workers may have lost their jobs, and a further 26 % have seen their working hours decrease.

The impacts on certain on-site services, such as ride-hailing or accommodation rental, seem to have been particularly damaging[4]. Other services, such as delivery or online work, appear to be less affected[5]. However, there are some concerns about the influx of newly unemployed people into the platform economy, resulting in lower wages and reduced work available per worker[6].

Despite the uncertainty about future growth of the platform economy, it is interesting to note that on-demand personal and household services (cooking, cleaning, plumbing, etc.) were estimated to have the highest growth potential (PwC, 2016). This suggests that there is considerable demand for outsourcing unpaid domestic work via platforms. This could support the labour market participation of women (Overseas Development Institute, 2019).

Highly qualified women whose participation in the labour market is held back by their disproportionate share of unpaid work may decide to outsource this work, often to poorer women from migrant backgrounds (EIGE, 2020a). However, questions remain about the domestic tasks most likely to be outsourced and under what working conditions (see subsection 9.2.3).

Serious concerns have been raised about the precarious, exploitative nature of domestic work provided by women, especially when they are excluded from safe employment as a result of their legal migration status or discrimination (European Parliament, 2017; FRA, 2018).

Platform work seems to reproduce the usual gender segregation patterns

While data on platform work in the EU is incomplete and difficult to compare, it suggests that a relatively small share of the EU population is involved in platform work. From three recent surveys carried out in multiple EU Member States (Huws et al., 2019; JRC, 2018, 2020a), it appears that around 10 % of the EU population has ever provided some services via platforms. This constitutes the main employment activity of only around 2 % of the population. The share of platform work varies substantially by country (Figure 44).

The majority of platform workers dedicate only a few hours a week to this work and use it to supplement income from other, more important sources (Huws et al., 2019; JRC, 2018, 2020a). Their work often consists of several tasks on different platforms that top up their income from primary jobs. Thus, a substantial share of platform workers seem to piece together their livelihood from whatever opportunities may bring extra money, using platform work as a minor income supplement to improve their economic situation.

Figure 44. Percentages of the adult population participating in platform work, by country, 2017

Platform workers deliver a broad range of services, the provision of which mostly seems to follow well-known patterns of gender segregation. Services can be broadly divided into those delivered purely online (e.g. software development or tagging of images online) and those requiring a physical presence on location (e.g. cleaning or personal transport)[7]. Most platform workers in the EU are engaged in online professional tasks (e.g. accounting, legal services, project management services or translation) and clerical tasks (e.g. customer service, data entry or transcription) (Huws et al., 2019; JRC, 2018, 2020a).

The survey data indicate that gender plays an important role when choosing which services to provide: for example, men dominate in software development and transport services, whereas women work more frequently in certain on-site services, such as personal or household services, and in translation (JRC, 2018).

Women are under-represented in platform work

Based on the most recent EU data, around one in three platform workers are women, regardless of platform work intensity (JRC, 2020a) (Figure 45). The share of women who undertake platform work as a main or secondary activity has increased somewhat since 2017. Platform workers are usually young and well educated, and their educational attainment often exceeds that required for the low-skilled nature of certain types of platform work (ILO, 2018c; JRC, 2018).

As many as half of platform workers live in a couple with children, often aged under 5 (ILO, 2018c; JRC, 2018, 2020a). Based on global data on online platform work, the proportion of workers with small children at home appears to be much higher among women, who also more frequently report the need to work from home to combine work with caring responsibilities (see subsection 9.2.4). Platform work can give them an additional opportunity to do this.

Figure 45. Percentages of women and men in platform work by intensity, EU, 2018

Yet such generalisations obscure a lot of diversity among the platform workforce, whose composition often depends on the specific platform and type of service provided.

  • Some (United States-based) studies indicate that workers who rely on low-wage platform work as a main source of income often come from low-income, less educated households and are more likely to have minority ethnic backgrounds (Smith, 2016; Van Doorn, 2017). Most recent EU data indicates that around 15 % of platform workers are foreign born, a higher proportion than in overall employment (JRC, 2020a).
  • Online platform work performed from home also offers opportunities for people with health limitations that prevent them from working outside the home. A global survey found that almost one in five online platform workers reported health limitations (ILO, 2018c).

 

Footnotes

[1] Denoting for-profit companies using platforms, apps and other digital technologies to organise exchanges. Note that this is a broader definition than that of platform work, which refers to online platforms matching the supply of and demand for paid labour.

[2] Peer-to-peer accommodation, peer-to-peer transport, on-demand household services, on-demand professional services and collaborative finance.

[3] https://www.weforum.org/agenda/2020/04/gig-workers-hardest-hit-coronavirus-pandemic/

[4] See, for example, https://www.businessinsider.com/uber-announces-layoffs-3700-job-cuts-14-percent-employees-coronavirus-2020-5, https://www.forbes.com/sites/jonathankeane/2020/05/22/from-the-us-to-india-the-gig-economy-job-cuts-went-even-deeper-this-week/#4b165abc6999 and https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/

[5] See, for example, https://time.com/5836868/gig-economy-coronavirus/ and https://www.eurofound.europa.eu/publications/article/2020/coronavirus-highlights-sick-pay-void-for-platform-workers

[6]  https://time.com/5836868/gig-economy-coronavirus/

[7] See https://www.eurofound.europa.eu/observatories/eurwork/industrial-relations-dictionary/platform-work for a more detailed breakdown.

  • Job automation, use of new technologies and transformation of the labour market
  • New forms of work and flexible working practices in the context of the ICT sector and platform work

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