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  • Gender mainstreaming
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      • 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
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          • Croatia
          • Cyprus
          • Czechia
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          • Portugal
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          • Slovenia
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      • 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
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      • Gender budgeting
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      • Examples of methods and tools
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      • Browse
      • About good practices
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      • Belgium
        • 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
    • 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
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          • 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
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      • Back to toolkit page
      • EU policies on work-life balance
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      • 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
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      • 10. Conclusions
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        • Where does sexism come from?
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        • What happens when you violate sexist expectations?
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        • Under-reporting of sexual harassment
      • Part 2. Test yourself
        • How can I combat sexism? A ten-step programme for managers
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        • Eradicating sexism to change the face of the EU
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Frequently asked questions about the procedure for selection and recruitment

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Disclaimer: This document has been prepared solely for informational purposes. It is not legally binding. Only ads for job vacancies can be considered definitive.

Is EIGE a European Union (EU) institution?

Yes. Under European public law, it is an independent EU agency with its own legal personality. EIGE was established when the European Parliament and the Council adopted Regulation (EC) No 1922/2006 of 20 December 2006. The Institute’s first Director was appointed on 16 April 2009 and its first Annual Work Programme was adopted on 28 April 2010.

How many people work does the Institute employ?

As of 1 June 2020, EIGE has 52 members of staff, including seconded national experts and trainees.

Where is the Institute located?

EIGE has been based in the capital city of Lithuania (LT) since March 2010. In January 2013 it moved to new premises. Its official address is Gedimino pr. 16, Vilnius LT-01103.

What do its selection and recruitment procedures consist of?

EIGE selection and recruitment procedures and conditions for recruitment are clearly set out in each of its vacancy notices. New members of staff are appointed by the Director on the basis of Reserve Lists that are drawn up at the conclusion of a selection procedure. Applications which do not meet the requirements specified in a vacancy notice (e.g. incomplete applications, submitted after the deadline or which do not meet the noted eligibility criteria) are rejected.

What selection criteria are applicable?

Applicants are shortlisted on the basis of the eligibility criteria and essential requirements including specific competences and skills noted in the vacancy notice.

I am a citizen of a country that is not a member State of the European Union (EU). Could my application still be considered

To apply for a position at EIGE it is a pre-requisite to be a citizen of a Member State of the EU before the closing date for applications. In cases when some positions are open to applicants from EU pre-accession and EFTA countries this is specified in the vacancy notice.

Are all applications treated in the same way?

Yes. The Institute promotes a policy of equal opportunities and treats all applications in the same way. EIGE is committed to extending equal opportunities to its staff through its employment practices, policies and procedures. It undertakes to provide a working environment that is sensitive to differences in sex as well as civil status, age, disability (physical and/or sensory differences that do not affect work performance), sexual preference, ethnicity and religious or philosophical beliefs.

My degree is from a country that is not a Member State of the EU. Am I still eligible to apply for a vacancy advertised by the Institute?

Yes as long as your degree is officially recognised in an EU Member State.

Is there an age limit for applying for a post at EIGE?

The Staff Regulations stipulate a mandatory retirement age of 65. Candidates who have not reached this age yet are eligible to apply.

What language should I use in my application for a post at the Institute?

English is the main working language at the Institute and therefore applicants are invited to submit their application in English even if they may also use any of the official languages of the EU when applying.

How long does a selection procedure take?

From the announcement of a new vacancy until a decision to appoint a candidate is taken, a period of about 90 days is typically required. This estimate is conditioned by the number and quality of the applications that have been submitted.

Will I receive an acknowledgement that my application for a post at the Institute has been received?

An automatic reply will not be sent to each email message sent to the indicated mailbox in the vacancy announcement. If you have experience any problems while sending your application please request a verification of the arrival of your application by sending an email to eige.hr@eige.europa.eu.

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

I am interested in applying for more than one vacancy appearing on EIGE’s website. Can I complete one application form that will cover all vacancies?

No. Candidates are required to complete an application form for each post they apply for.

When may I expect to receive an invitation for an interview?

The time it takes to invite applicants to an interview depends on the number of applications that have been submitted each of which is carefully reviewed. It needs to be kept in mind that sometimes multiple vacancy announcements are released at the same time. This notwithstanding, invitations are generally sent out within a month after the closing date for applications.

Will my travel expenses be reimbursed if I am invited to an interview?

Candidates whose official residence is located more than 150km away from Vilnius are reimbursed according to EIGE's rules on travel reimbursement. These shall be made available to candidates invited to an interview.

May I submit an unsolicited/spontaneous application?

The Institute does not consider such applications. Only applications for its published vacancies can be taken into consideration. EIGE publishes all vacancies on its website, as and when these become available.

Where are EIGE vacancy notices published?

EIGE vacancy notices are posted on its website. Other sites may also be used to enhance the exposure of the vacancies.

Where can I find more information related to grades and salaries and benefits?

Salaries depend on the category and grade of each post. The basic monthly salaries are shown in the following tables.

Temporary agents

01/07/2019

Category

Grade

Gross salary in EUR, step 1

Gross salary in EUR, step 2

AD 12 11.590,57 12.077,61
AST 11 10.244,12 10.674,55
AST 10 9.054,10 9.434,55
AST 9 8.002,30 8.338,57
AST 8 7.072,70 7.369,90
AST 7 6.251,08 6.513,76
AST 6 5.524,91 5.755,08
AST 5 4.883,11 5.088,30
AST 4 4.315,85 4.497,20
AST 3 3.814,47 3.974,78
AST 2 3.371,37 3.513,03
AST 1 2.979,73 3.104,93

Contract agents

01/07/2019

Function Group Recruitment grade

Gross salary in EUR, step 1

Years of experience required for the grade

IV 16 5.114,82 More than 17 years of professional experience
IV 14 3.995,43 Professional experience between 5 and 17 years
IV 13 3.531,26 Professional experience of up to 7 years
III 9 3.121,03 More than 7 years of professional experience
III 8 2.758,47 Professional experience of less than 5 years
II 5 2.437,84 More than 5 years of professional experience
II 4 2.154,58 Professional experience of less than 5 years
      -

The gross salary which is exempt from national tax, is subject to various allowances as well as tax, social security and other deductions set out in the staff regulations.

To reflect the cost of living in Vilnius compared to Brussels, the gross salary is weighted by applying a coefficient based on the cost of living in Vilnius. Basic salaries indicated in the tables above are the amounts before the adjustment.

Does the Institute offer traineeships?

Yes. The Institute initiated a traineeship programme in March 2011 and it offers a limited number of traineeships each year. Applications for traineeships are announced on the Institute's website. Traineeships typically last for up to 24 weeks.

Does the Institute engage Seconded National Experts?

Yes. Calls for applications from national experts to be seconded to the Institute are announced on the Institute's website. It is important that applicants have the support of their employer for the secondment to take place.

What is a Temporary Agent?

This is a category of staff whose employment falls within the Staff Regulations and CEOS. As a Temporary Agent your salary, working conditions and benefits are essentially the same as those of permanent officials. These include an expatriation allowance and family allowances, social security benefits such as medical insurance and pension rights, tax conditions, annual and family related leave, working hours and access to professional and language training.

A contract for a Temporary Agent post is initially for three years. The contract can be renewed. If it is renewed a second time this will be for an indefinite period.

What is a Contract Agent?

This is a different category of staff whose employment also falls within the Staff Regulations and CEOS. The career path of a Contract Agent is on a different scale to that of the Temporary Agent. Whilst grading upon entry into service takes qualifications and experience into account , new contract agents are normally recruited into the first step of the applicable grade. For function groups II, III and IV, considerable professional experience may lead to being assigned to a higher grade within the same group. Contract Agents may also be entitled to receive the various allowances applicable to Temporary Agents depending on their personal circumstances as referred to above.

Contract Agents are engaged under their first contract for a fixed period of at least three months and not more than five years. The renewal of a contract in function groups II, III and IV shall be for another fixed period of at least three months and not more than five years. The contract can be renewed. If it is renewed a second time this will be for an indefinite period.

What recruitment procedures are possible in the case of Contract Agent positions?

The Institute may recruit Contract Agents either through an open selection procedure carried out by the Institute or via a selection procedure based on the database of candidates of the European Communities Personnel Selection Office (EPSO).

When will the next vacancy notices be published?

Anyone interested in working for the Institute can consult the career opportunities and traineeships pages of EIGE's website for further information

If I have any further questions relating to recruitment matters who can I contact?

For further information you may write to eige.hr@eige.europa.eu.

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