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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
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    • Policy areas
      • Agriculture and rural development
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        • 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
        • À qui s’adresse cette boîte à outils?
        • Pourquoi la budgétisation sensible au genre des Fonds de l’UE relevant de la gestion partagée est-elle importante?
          • Trois raisons pour lesquelles la budgétisation sensible au genre est essentielle dans les Fonds de l’UE
        • Qu’est-ce que la budgétisation sensible au genre?
          • Présentation de la budgétisation sensible au genre
          • En quoi la budgétisation sensible au genre est-elle liée aux réalités vécues par les femmes et les hommes?
          • En quoi consiste la budgétisation sensible au genre dans la pratique
          • Budgétisation sensible au genre des Fonds de l’UE
            • La budgétisation sensible au genre comme moyen de se conformer aux exigences juridiques de l’UE
            • La budgétisation sensible au genre comme moyen de promouvoir la responsabilité et la transparence dans la planification et la gestion des finances publiques
            • La budgétisation sensible au genre comme moyen d’accroître la participation des femmes et des hommes aux processus budgétaires
            • La budgétisation sensible au genre comme moyen de favoriser l’égalité de genre pour les femmes et les hommes dans toute leur diversité
        • Comment pouvons-nous appliquer la budgétisation sensible au genre des Fonds de l’UE relevant de la gestion partagée? Outils pratiques et exemples des États membres
          • Outil 1 — Relier les Fonds de l’UE au cadre réglementaire de l’UE en matière d’égalité de genre
            • Base législative et réglementaire des politiques de l’UE en matière d’égalité de genre
            • Exigences concrètes pour la prise en considération de l’égalité de genre dans les Fonds de l’UE
            • Conditions favorisantes des Fonds de l’UE
            • Autres ressources
          • Outil 2 — Analyser les inégalités de genre et les besoins liés au genre aux niveaux national et infranational
            • Étapes concernant l’évaluation et l’analyse des inégalités de genre et les besoins liés au genre
            • Étape 1 — Recueillir des informations et des données ventilées sur le groupe cible
            • Étape 2 — Recenser les inégalités de genre existantes et leurs causes sous-jacentes
            • Étape 3 — Consulter directement les groupes cibles
            • Étape 4 — Tirer des conclusions
            • Autres ressources
          • Outil 3 — Mettre en œuvre l’égalité de genre dans les objectifs politiques (dans les accords de partenariat) et les objectifs/mesures spécifiques (dans les programmes opérationnels)
            • Étapes de la mise en œuvre opérationnelle de l’égalité de genre dans les accords de partenariat et les programmes opérationnels
            • Orientations générales sur la mise en œuvre de l’égalité de genre lors de l’élaboration d’objectifs stratégiques, d’objectifs spécifiques et de mesures
            • Liste de contrôle pour la mise en pratique du principe horizontal de l’égalité de genre dans les accords de partenariat
            • Liste de contrôle pour la mise en pratique du principe horizontal de l’égalité de genre dans les programmes opérationnels
            • Exemples d’intégration de l’égalité de genre en tant que principe horizontal dans les objectifs stratégiques et les objectifs spécifiques
          • Outil 4 — Coordination et complémentarités entre les Fonds de l’UE pour favoriser l’équilibre entre vie professionnelle et vie privée
            • Étapes à suivre pour améliorer la coordination et la complémentarité entre les Fonds
            • Étape 1 — Alignement sur les objectifs de l’engagement stratégique pour l’égalité de genre
            • Étapes 2 et 3 — Recenser et élaborer d’éventuelles interventions en faveur de l’équilibre entre vie professionnelle et vie privée
            • Étape 4 — Suivi à l’aide d’indicateurs au sein des systèmes de suivi et d’évaluation
            • Étude de cas fictive 1 — Concilier travail rémunéré et garde d’enfants
            • Étude de cas fictive 2 — Concilier travail posté et garde d’enfants
            • Étude de cas fictive 3 — Équilibrer les soins pour soi-même et pour les autres
            • Étude de cas fictive 4 — Concilier la garde des enfants et des personnes âgées avec le travail posté
            • Autres ressources
          • Outil 5 — Définir les partenariats et la gouvernance à plusieurs niveaux — Identifier les partenaires pertinents, le rôle des experts sur les questions de genre et la composition des comités de suivi
            • Étapes pour la définition des partenariats et de la gouvernance à plusieurs niveaux
            • Autres ressources
          • Outil 6 — Élaborer des indicateurs quantitatifs et qualitatifs pour faire progresser l’égalité de genre
            • Étapes pour l’élaboration d’indicateurs quantitatifs et qualitatifs
            • FEDER et Fonds de cohésion (mêmes indicateurs communs)
            • Fonds social européen plus
            • Fonds européen pour les affaires maritimes et la pêche
            • Autres ressources
          • Outil 7 — Définir des critères de sélection de projets sensibles au genre
            • Étapes à suivre pour favoriser l’élaboration et la sélection de projets sensibles à la dimension de genre
            • Liste de contrôle pour guider la préparation des appels à propositions de projets
            • Liste de contrôle pour les critères de sélection des projets
            • Outil complémentaire 7.a — Conventions tenant compte de la dimension de genre avec les personnes responsables de l’exécution des projets
          • Outil 8 — Contrôler les allocations de ressources en faveur de l’égalité de genre dans les Fonds de l’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
          • Outil 9 — Intégrer l’égalité de genre dans la conception des projets
            • Étapes pour intégrer l’égalité de genre dans la conception des projets
            • Étape 1 — Alignement sur les objectifs et indicateurs en matière de genre des accords de partenariat et des programmes opérationnels
            • Étape 2 — Élaboration et demande de projet
            • Étape 3 — Mise en œuvre du projet
            • Étape 4 — Évaluation du projet
          • Outil 10 — Intégrer une perspective de genre dans les processus de suivi et d’évaluation
            • Étapes pour intégrer une perspective de genre dans les processus de S & E
            • Autres ressources
          • Outil 11 — Rendre compte des dépenses de ressources en faveur de l’égalité de genre dans les Fonds de l’UE
            • Suivi des dépenses pour l’égalité de genre
            • Autres ressources
          • Références
          • Abréviations
          • Remerciements
      • 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 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
        • Browse all Belgium content
      • Bulgaria
        • Overview
        • Browse all Bulgaria content
      • Czechia
        • Overview
        • Browse all Czechia content
      • Denmark
        • Overview
        • Browse all Denmark content
      • Germany
        • Overview
        • Browse all Germany content
      • Estonia
        • Overview
        • Browse all Estonia content
      • Ireland
        • Overview
        • Browse all Ireland content
      • Greece
        • Overview
        • Browse all Greece content
      • Spain
        • Overview
        • Browse all Spain content
      • France
        • Overview
        • Browse all France content
      • Croatia
        • Overview
        • Browse all Croatia content
      • Italy
        • Overview
        • Browse all Italy content
      • Cyprus
        • Overview
        • Browse all Cyprus content
      • Latvia
        • Overview
        • Browse all Latvia content
      • Lithuania
        • Overview
        • Browse all Lithuania content
      • Luxembourg
        • Overview
        • Browse all Luxembourg content
      • Hungary
        • Overview
        • Browse all Hungary content
      • Malta
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        • Browse all Malta content
      • Netherlands
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        • Browse all Netherlands content
      • Austria
        • Overview
        • Browse all Austria content
      • Poland
        • Overview
        • Browse all Poland content
      • Portugal
        • Overview
        • Browse all Portugal content
      • Romania
        • Overview
        • Browse all Romania content
      • Slovenia
        • Overview
        • Browse all Slovenia content
      • Slovakia
        • Overview
        • Browse all Slovakia content
      • Finland
        • Overview
        • Browse all Finland content
      • Sweden
        • Overview
        • Browse all Sweden content
      • United Kingdom
        • 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
      • About the tool
      • Administrative data sources
      • Advanced search
    • Analysis of EU directives from a gendered perspective
    • Costs of gender-based violence
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Female genital mutilation
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Good practices in EU Member States
    • Methods and tools in EU Member States
    • White Ribbon Campaign
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Regulatory and legal framework
      • International regulations
      • EU regulations
      • Strategic framework on violence against women 2015-2018
      • Legal Definitions in the EU Member States
    • Literature and legislation
    • EIGE's publications on gender-based violence
    • Videos
  • Gender Equality Index
    • View countries
    • Compare countries
    • Thematic Focus
    • About Index
    • Publications
    • Index 2021 Conference
    • Index Game
    • Videos
  • Gender Statistics Database
    • Browse Gender Statistics
    • Data talks
    • FAQs
    • About
    • Search
  • Beijing Platform for Action
  • Countries
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    • Hungary
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    • Austria
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    • Romania
    • Slovenia
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  • Topics
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      • Covid-19 and gender equality
    • Violence
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    • Culture
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  • About EIGE
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    • Our work
      • Stakeholders
      • EU candidate countries and potential candidates
        • About the IPA project
        • Examples from the region
          • Browse
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        • Gender equality indices in the Western Balkans and Turkey
        • Gender statistics in the Western Balkans and Turkey
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  • EIGE’s publications
    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
          • Do not use ‘he’ to refer to unknown people
          • Do not use gender-biased nouns to refer to groups of people
          • Take care with ‘false generics’
          • Greetings and other forms of inclusive communication
        • Subordination and trivialisation
          • Naming conventions
          • Patronising language
      • Test your knowledge
        • Quiz 1: Policy document
        • Quiz 2: Job description
        • Quiz 3: Legal text
      • Practical tools
        • Solutions for how to use gender-sensitive language
        • Pronouns
        • Invisibility or omission
        • Common gendered nouns
        • Adjectives
        • Phrases
      • Policy context
    • Work-life balance in the ICT sector
      • Back to toolkit page
      • EU policies on work-life balance
      • Women in the ICT sector
      • The argument for work-life balance measures
        • Challenges
      • Step-by-step approach to building a compelling business case
        • Step 1: Identify national work-life balance initiatives and partners
        • Step 2: Identify potential resistance and find solutions
        • Step 3: Maximise buy-in from stakeholders
        • Step 4: Design a solid implementation plan
        • Step 5: Carefully measure progress
        • Step 6: Highlight benefits and celebrate early wins
      • Toolbox for planning work-life balance measures in ICT companies
      • Work–life balance checklist
    • Gender Equality Index 2019. Work-life balance
      • Back to toolkit page
      • Foreword
      • Highlights
      • Introduction
        • Still far from the finish line
        • Snail’s-pace progress on gender equality in the EU continues
        • More women in decision-making drives progress
        • Convergence on gender equality in the EU
      • 2. Domain of work
        • Gender equality inching slowly forward in a fast-changing world of work
        • Women dominate part-time employment, consigning them to jobs with poorer career progression
        • Motherhood, low education and migration are particular barriers to work for women
      • 3. Domain of money
        • Patchy progress on gender-equal access to financial and economic resources
        • Paying the price for motherhood
        • Lifetime pay inequalities fall on older women
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Head of Administration

PrintDownload as PDF
Career opportunity
Type:
Temporary Agents
Type:
Vacancy notices
Ref. number:
EIGE/2019/TA/11/AD12
Publication date:
31 October 2019
Closing date:
21 November 2019, 13:00 Europe/Vilnius
Publication date:
31 October 2019

Downloads

Application form - Head of Administration
EN (DOC, 205.5 KB)

The European Institute for Gender Equality (EIGE)[1] is organising a call for applications with a view to establishing a reserve list for the post of Head of Administration.

The registration of applications will begin on 31 October 2019 and will close on 21 November 2019 at 13:00 Eastern European Time.

The Institute

Based in Vilnius Lithuania, EIGE is a regulatory agency of the European Union (EU) entrusted with specific objectives envisaged to contribute to, and strengthen the promotion of gender equality.

The Institute collects and analyses comparable and reliable information at EU level and develops appropriate methodological tools for the integration of gender equality into all EU policies. It fosters the exchange of good practices and dialogue between stakeholders and raises awareness on gender equality. It also provides technical assistance to EU institutions, in particular the European Commission and the authorities of the Member States.

In the course of its work to promote and strengthen gender equality, EIGE supports policy makers with high quality research and comparable data relevant to their work. 

Job profile and duties

The post of Head of Administration is a managerial position, overseeing the delivery of all of the key administration functions necessary for the day-to-day work of EIGE, a decentralised EU Agency.

The Head of Administration reports to the Director and collaborates closely with two other managers, the Head of Operations and the Head of Knowledge Management and Communications.

The Head of Administration is responsible for the management of the Institute’s Administration Unit which is responsible for horizontal functions such as budgeting and finance, general services, human resources, ICT and procurement  to ensure that EIGE’s resources are used in the most effective and efficient manner, and in accordance with EU rules and guidelines.

The post-holder may also be called upon to exercise the powers of Appointing Authority and Authorising Officer when the Director is absent.

Duties

The responsibilities of the post include the following tasks and activities:

  • To oversee all aspects of the administration of EIGE, including, inter alia, budget and finance, procurement, coordination of internal controls and audits, HR and ICT management;
  • To contribute as part of the management team to the overall leadership and strategic development of the Institute;
  • To support the Director in facilitating EIGE’s strategic planning and annual management plans with regular reporting and sound advice on administrative and financial matters;
  • To support the Director in the sound financial management of EIGE to ensure the regularity and legality of all financial transactions in accordance with the EIGE Financial Rules;
  • To oversee the preparation the relevant  administrative sections of the Programming Document/s, annual work programmes and annual reports, ensuring their  development and implementation in coordination with the other Units of EIGE;
  • To ensure development and continuous improvement of administrative policies and their proper application in accordance with the legal framework governing EIGE’s work;
  • To ensure effective people management within the Administration unit in accordance with the rules and regulations applying at EIGE and in line with individual objectives for each member of the team;
  • To ensure that staff of the unit are informed on all relevant policy and strategic aspects at EU level that affect EIGE and the Unit and to monitor and process  developments in these areas
  • To ensure a smooth audit process for the European Court of Auditors and  support to the Director in relation to the discharge procedure with the European Parliament;
  • To liaise with EU institutions and agencies with a view to exchange experience and good practices.

Qualifications & experience required

Eligibility requirements

The selection procedure is open to applicants who satisfy the following eligibility criteria, on the closing date for application:

  • A level of education which corresponds to completed university studies[2] attested by a diploma when the normal period of university education is four years or more

    OR
    A level of education which corresponds to completed university studies attested by a diploma and at least one year of appropriate professional experience when the normal period of university education is three years;

  • In addition to the above, appropriate professional experience[3] of at least 15 years after obtaining the required diploma;

  • Be a national of a Member State of the European Union;

  • Be entitled to his or her full rights as citizen;

  • Have fulfilled any obligations imposed by the applicable laws concerning military service;

  • Meet the character requirements for the duties involved[4];

  • Have a thorough knowledge of one of the languages of the European Union and a satisfactory knowledge of another language of the European Union to the extent necessary for the performance of his/her duties;

  • Be physically fit to perform the duties linked to the post[4].

Selection criteria

Essential:

  • at least ten years of proven professional experience in the areas of public administration / financial management / human resources and/or business support functions;

  • At least three  years of management experience, with proven track-record of managing staff, and/or in building, managing and motivating teams;

  • Knowledge of the EU institutional and legal framework, in particular the financial regulation and the implementing rules applicable to the budget of the European Union;

  • Good knowledge of and proven professional experience with the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union and related implementing rules;

  • Proven experience and insight in strategic planning and in preparation of planning and reporting documents;

  • Excellent knowledge of English, the predominant working language of the Institute.

Advantageous:

  • Knowledge of / experience with the Commission’s accounting system ABAC;

  • Experience in contract management and/or procurement under the EU rules;

  • Proven experience in the development of procedures, standards, methodologies, guidance documents;

  • Managerial experience in international and/or multicultural work environments;

  • Broad general knowledge of gender equality matters and policies.

Other competencies:

  • Proven interpersonal, teambuilding and delegation skills combined with a service oriented and results driven mentality;

  • Very good written and oral communication skills;

  • Experience and skills in negotiation and problem solving;

  • Experience in change management;

  • Ability to tackle problems in a structured and fast manner;

  • Ability to manage priorities, work under pressure and meet tight deadlines.

Selection procedure

The selection procedure includes the following:

  • Only duly completed applications submitted electronically within the deadline will be taken into consideration.
  • Applications will be examined with a view to establishing that the candidate meets all eligibility criteria.
  • Eligible applications will be evaluated by the appointed selection committee based on selection criteria (Essential and Advantageous) defined in this vacancy notice. Advantageous criteria constitute additional assets: failure to fulfil these additional criteria will not result in exclusion but may affect the score.
  • To be invited for an interview an applicant needs to receive at least 65% of the highest possible scores during the evaluation of applications. The best-suited admissible candidates will be shortlisted for interview in Vilnius.
  • Interviews and written tests will be in English.
  • During the interview, the selection committee will examine the candidates’ profiles and assess their relevance for the post In accordance with the selection criteria. To be included in the reserve list, a candidate will need to have received at least 65% of the maximum points in the interview and test phase.
  • On the day of interview candidates will be requested to present originals and copies of documents detailing citizenship, in particular a copy of identity card, passport or other official document specifying citizenship;
  • If at any stage of the procedure, it were established that information in the application has been knowingly falsified, the candidate shall be disqualified from the selection process.
  • Successful candidates will be included in a reserve list which will be valid for 12 months. The validity of this list may be extended. Each candidate will be informed by letter whether or not s/he has been placed on the reserve list. However inclusion of candidates on the reserve list does not guarantee recruitment.
  • EIGE’s Director will appoint the selected candidate from the reserve list, taking into account the establishment of a gender balanced and geographically diverse organisation.

The internal proceedings of the selection committee are confidential and any contact with its members is strictly forbidden. Soliciting on behalf of a candidate can lead to immediate disqualification.

For applications to be valid, candidates must complete an EIGE application form available on the top of this page. It is to be forwarded electronically to eige.hr@eige.europa.eu. The subject title must include the vacancy reference number.

Applicants are requested not to attach any supporting documents at the application stage, e.g. copies of ID cards, diplomas, evidence of previous professional experience, etc. Only candidates invited to an interview will be asked to present copies of these documents. Applications will not be returned to candidates but will be kept on file by the Institute in line with its data protection guidelines.

Due to the large volume of applications only candidates selected for the interviews will be contacted.

Employment conditions

The place of employment is Vilnius, Lithuania. EIGE operates from a modern and fully computerised office space based in the city’s Old Town.

The jobholder shall work in a multicultural environment where social dialogue is considered very important. EIGE applies a participatory approach to its work and encourages an open dialogue between management and staff. Colleagues work closely together as much of the work is organised around cross-unit project teams. EIGE is committed to the principle of zero tolerance towards harassment at work.

Working time is based around flexitime and core working hours as defined in the EU’s Staff Regulations. In addition to training and development opportunities, EIGE offers various support and wellbeing measures for staff members and their families, such as contributions to schooling costs.

For reasons related to the Institute’s operational requirements, the chosen candidate will be expected to be available at short notice. An AD 12 Temporary Agent contract under Article 2f pursuant to the conditions of employment of other servants of the European Union shall be offered, subject to nine months’ probation. The duration of the contract will be three years and may be renewed.

The pay of the Temporary Agent consists of the basic remuneration as well as various allowances[6] depending on personal situation of the jobholder. For information, the current gross basic salary for the first step in the AD 12 before deductions and the correction coefficient weighting of 73.6 for Lithuania, starts at approximately €11.363,30. Salaries are exempt from national taxation but are subject to tax at source. Deductions for medical insurance, pension and unemployment insurance also apply.

Independence & declarations of interest

The job holder will be required to enter into a commitment to act independently in the public interest and to make complete declarations of any direct or indirect interests that might be considered prejudicial to his/her independence. Candidates must confirm their willingness to do so in their application.

Equal opportunities

The Institute applies a policy of equal opportunities in line with the eligibility requirements noted above.

Applications are accepted without distinction on any grounds of age, birth, disability, ethnic or social origin, genetic features, membership of a national minority, political (or any other) opinion, property, religion, sex or sexual orientation.

Appeal procedures

Pursuant to Article 90(2) of the Staff Regulations of Officials and the Conditions of Employment of Other Servants, a candidate may submit a complaint against an act affecting him/her adversely. The complaint must be lodged within three months from the date of notification to the following address:

The Director

European Institute for Gender Equality,
Gedimino pr. 16,
01103 Vilnius
Lithuania

Should the complaint be rejected, pursuant to Article 270 of the Treaty on the Functioning of the European Union and Article 91 of the Staff Regulations of Officials and the Conditions of Employment of Other Servants, a candidate may request judicial review of the act. The appeal must be lodged within three months from the date of notification to the following address:

Registry
The General Court
Rue du Fort Niedergrünewald
L-2925 Luxembourg
Luxembourg

Any citizen of the European Union or any natural or legal person residing in a Member State may make a complaint for maladministration pursuant to Article 228(1) of the Treaty on the Functioning of the European Union. The complaint must be lodged within two years of becoming aware of the facts on which the complaint is based to the following address:

The European Ombudsman
1 avenue du Président Robert Schuman
CS30403
F-67001 Strasbourg Cedex
France

Please note that complaints to the European Ombudsman do not have the effect of suspending the period mentioned in Articles 90 and 91 of the Staff Regulations of Officials and the Conditions of Employment of Other Servants for lodging complaints or submitting an appeal pursuant to Article 270 of the Treaty on the Functioning of the European Union.

Please note also that under Article 2(4) of the General conditions governing the performance of the Ombudsman’s duties , any complaint lodged with the European Ombudsman must be preceded by the appropriate administrative approaches to the institutions and bodies concerned.

Protection of personal data

As the body responsible for organising the competition, the EIGE ensures that applicants’ personal data are processed as required by Regulation (EU) 2018/1725 of the European Parliament and of the Council of 23 October 2018 on the protection of natural persons with regard to the processing of personal data by the Union institutions, bodies, offices and agencies and on the free movement of such data.

Personal data shall thus be processed solely for the purpose of the selection procedure.

Lithuania & life in Vilnius

Lithuania is a member of the Schengen Area and it borders Latvia, Belarus, Poland and the Kaliningrad region of Russia. Its western coastline - noted for its fine beaches, dunes and majestic pines - straddles the Baltic Sea.

Vilnius has an estimated population of just over 800,000 people. In addition to ample green spaces, it is beautifully situated on the banks of the river Neris, offering excellent opportunities for outdoor activities. Vilnius has impressive Baroque, Gothic, Renaissance and Russian architecture as well as one of Europe's largest medieval old towns, a UNESCO World Heritage site since 1994. It has been a university city since the Middle Ages.

Today it is the centre of the country's politics, business, science, culture and entertainment and it attracts an increasingly varied assortment of local and international events. The city centre of Vilnius is compact, clean and safe. In addition to hosting a number of international schools, Vilnius has a well-developed infrastructure and ambitious future plans.

The city is easy to get around, has a good standard of living and an excellent working environment. EIGE’s premises are situated in the Europe House on the main thoroughfare of Vilnius City, Gedimino Prospektas, with easy access to amenities, both leisure and educational. 

Further information is available at http://www.vilnius-tourism.lt/en/.

 

[1] Established by the European Parliament: the Council Regulation (EC) No 1922/2006 of 20 December 2006 (OJ L 403/9 of 30.12.2006).

[2] Only study titles that have been awarded in EU Member States or that are subject to the equivalence certificates issued by the authorities in the said Member States shall be taken into consideration.

[3] Only appropriate professional experience acquired after achieving the minimum qualification stated in point.1 shall be considered. Professional activities pursued part-time shall be calculated pro rata, on the basis of the percentage of full-time hours worked. A given period may be counted only once.

[4] Prior to the appointment, the successful candidate will be asked to provide a Police certificate confirming the absence of any criminal record.

[5] Prior to the appointment, the successful candidate will be medically examined for the purposes of Article 12(2) (d) of the Conditions of Employment of Other Servants of the European Union.

[6] For example: expatriation, household, education, dependent child, installation, accreditation, etc.

Metadata

Published date: 
31 October 2019
Grade: 
AD 12
Maximum n° on reserve list: 
6
  • Downloads
  • The Institute
  • Job profile and duties
    • Duties
  • Qualifications & experience required
    • Eligibility requirements
    • Selection criteria
  • Selection procedure
  • Employment conditions
  • Independence & declarations of interest
  • Equal opportunities
  • Appeal procedures
  • Protection of personal data
  • Lithuania & life in Vilnius

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