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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 and financial affairs
        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Education
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      • Employment
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        • Structures
      • Energy
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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-responsive evaluation
      • Gender statistics and indicators
      • Gender monitoring
      • Gender planning
      • Gender-responsive public procurement
      • Gender stakeholder consultation
      • Sex-disaggregated data
      • Institutional transformation
      • Examples of methods and tools
      • Resources
    • Good practices
      • Browse
      • About good practices
      • EIGE’s approach to good practices
    • Country specific information
      • Belgium
        • Overview
      • Bulgaria
        • Overview
      • Czechia
        • Overview
      • Denmark
        • Overview
      • Germany
        • Overview
      • Estonia
        • Overview
      • Ireland
        • Overview
      • Greece
        • Overview
      • Spain
        • Overview
      • France
        • Overview
      • Croatia
        • Overview
      • Italy
        • Overview
      • Cyprus
        • Overview
      • Latvia
        • Overview
      • Lithuania
        • Overview
      • Luxembourg
        • Overview
      • Hungary
        • Overview
      • Malta
        • Overview
      • Netherlands
        • Overview
      • Austria
        • Overview
      • Poland
        • Overview
      • Portugal
        • Overview
      • Romania
        • Overview
      • Slovenia
        • Overview
      • Slovakia
        • Overview
      • Finland
        • Overview
      • Sweden
        • Overview
    • EIGE’s publications on Gender mainstreaming
    • Concepts and definitions
    • Power Up conference 2019
  • 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
    • Forum 2022
    • Index Game
    • Videos
  • Gender Statistics Database
    • Browse Gender Statistics
    • Data talks
    • FAQs
    • About
    • Search
  • Beijing Platform for Action
  • Countries
    • Belgium
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    • Czechia
    • Denmark
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    • Estonia
    • Ireland
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    • Latvia
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    • Luxembourg
    • Hungary
    • Malta
    • Netherlands
    • Austria
    • Poland
    • Portugal
    • Romania
    • Slovenia
    • Slovakia
    • Finland
    • Sweden
  • Topics
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    • Youth
  • About EIGE
    • EIGE's organisation
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    • Our work
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        • About the IPA project
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          • 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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    • Gender Equality Forum 2022
      • About
      • Agenda
      • Videos
      • Speakers
      • Practical information
  • 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
      • 4. Domain of knowledge
        • Gender equality in education standing still even as women graduates outnumber men graduates
        • Both women and men limit their study fields
        • Adult learning stalls most when reskilling needs are greatest
      • 5. Domain of time
        • Enduring burden of care perpetuates inequalities for women
        • Uneven impact of family life on women and men
      • 6. Domain of power
        • More women in decision-making but still a long way to go
        • Democracy undermined by absence of gender parity in politics
        • More gender equality on corporate boards — but only in a few Member States
        • Limited opportunities for women to influence social and cultural decision-making
      • 7. Domain of health
        • Behavioural change in health is key to tackling gender inequalities
        • Women live longer but in poorer health
        • Lone parents and people with disabilities are still without the health support they need
      • 8. Domain of violence
        • Data gaps mask the true scale of gender-based violence in the EU
        • Backlash against gender equality undermines legal efforts to end violence against women
        • Conceptual framework
        • Parental-leave policies
        • Informal care of older people, people with disabilities and long-term care services
        • Informal care of children and childcare services
        • Transport and public infrastructure
        • Flexible working arrangements
        • Lifelong learning
      • 10. Conclusions
    • Sexism at work
      • Background
        • What is sexism?
        • What is the impact of sexism at work?
        • Where does sexism come from?
        • Sexism at work
        • What happens when you violate sexist expectations?
        • What is sexual harassment?
        • Violating sexist expectations can lead to sexual harassment
        • Under-reporting of sexual harassment
      • Part 2. Test yourself
        • How can I combat sexism? A ten-step programme for managers
        • How can all staff create cultural change
        • How can I report a problem?
        • Eradicating sexism to change the face of the EU
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  • Policy area
    Employment
    Employment

    ... employers that facilitate the reconciliation of work and care roles. The initiative is led by the National Commission for the Promotion ... at least 4 months’ leave after the birth or adoption of a child (previously up to 3 months). At least 1 of the 4 months cannot be ...

    05 March 2015
  • Narrative
    CZ_N_F_24_EDU

    ... so I am doing this and I believe that the fact that I care for someone, that I am taking care of people, has a lot to do with ... but now as mother and father. I had one when I was a child… but I didn’t have a man, because I was a child, of course. But ...

  • Narrative
    PL_N_F_55_CFR

    ... in all, a very important moment in life, giving birth to a child and so on. And I remember such a funny story when I was giving birth to ... I had to leave work around 3 pm in order to get to the day-care room around 4 pm since my son became in the meantime a 6 or 7-year old and ...

  • Narrative
    ES_N_F_41_CFR2

    ... and discovering myself and other people, when I had my first child, when I was a mother for the first time. (...) R: I had the same ... is necessary linked to the fact of being in charge of the care of a new person, you are diluted on that task. And internally, I always ...

  • Narrative
    FR_N_M_51_CFR1

    ... I remember we were entitled to take a 3 days leave for a child’s birth. Although I did not work for long as an employee – later I ... with my children, made me feel a bit strange. My wife took care of them. At this time, she didn’t work and she kept upbringing our ...

  • Good practice
    Health, Violence
    FGM Enhanced Dataset

    ... response to FGM in UK Female genital mutilation (FGM) is child abuse and the Department of Health and NHS England are committed to ... 16 October 2014 and is available on the Health and Social Care Information Centre website . All these data are stored in the Female ...

    13 October 2016
  • News article
    EIGE meets with MEP Ms Liisa Jaakonsaari and Social Democratic Women of Finland

    ... the public sector and benefit from social services such as child and elderly care". ...

    16 October 2009
  • Toolkit page
    Education, Energy, Research
    Mini-grants for academic teachers, “Ensuring equal opportunities for male and female researchers who combine work and childcare during the COVID-19 pandemic” – Jagiellonian University in Kraków (JU) (PL)

    ... who have combined research and teaching work with parental care for children under the age of 15 during the COVID-19 pandemic.The call for ... Jagiellonian University who (1) are parents and carers of a child/children under the age of 15 and (2) are planning to complete a ...

  • Narrative
    EE_N_M_36_CFR

    ... And there were men in the doctoral studies level, when a child was born, after half a year they stayed at home. There was the paternity ... it has been like that, the wife is at home, the wife took care of the children, the man had his business, the woman hers. Children belong ...

  • Narrative
    PT_N_M_60_CFR

    ... a principle, more than usual, that is who has children takes care of them, who has no money has no addictions. Because we were teachers, we ... thing nor, for me, to deny that in the first years of a child’s life, the role of the mother is much more important than the ...

  • Narrative
    RO_N_F_59_CFR

    ... like it was for my mother, she was passionate about taking care of my father, and of the house and wanted everything to be neat, it was ... him to wait in line for I don’t know what because we had a child that had to be fed and he said “the child can eat nothing but bread for ...

  • Toolkit page
    Economic and financial affairs
    Étapes 2 et 3 — Recenser et élaborer d’éventuelles interventions en faveur de l’équilibre entre vie professionnelle et vie privée

    ... balance by enhancing the quality and accessibility of care provision; supporting active ageing; strengthening integrated health care ... and ESF+ Improve cross-programme actions on expanding child and social care infrastructure and the related care workforce. ...

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