The persistent gender imbalance among key decision-makers in large corporations and financial institutions remains a cause for concern. Each year, the European Institute for Gender Equality (EIGE) monitors gender balance in central banks and European financial institutions, and does so on a biannual basis in the largest listed companies in the EU Member States. Despite continued political and media attention, pressure from shareholders and an increasing body of knowledge showing the performance benefits of gender-balanced decision-making, women remain substantially under-represented in corporate boardrooms.
EIGE has published its latest data on women and men in decision-making, covering the EU, Iceland, Liechtenstein and Norway, as well as the seven countries that receive support from the EU’s Instrument for Pre-Accession Assistance: Albania, Bosnia and Herzegovina, Kosovo, Montenegro, North Macedonia, Serbia and Turkey.
The year 2020 marks the 25th anniversary of the Beijing Platform for Action (BPfA), the leading roadmap for gender equality in all spheres of public and private life. Many of the challenges identified in the BPfA in 1995 remain relevant today, including the gender pay gap and women’s disproportionate burden of unpaid care. This report focuses on BPfA Area F, ‘Women and the economy’, and explores the ways in which gender inequalities in pay are linked to gender inequalities in care in Europe.
There is a direct link between the unequal division of unpaid care in households and gender inequality in the labour market, according to a study by the European Institute for Gender Equality (EIGE). Across the EU, the bulk of unpaid care work is done by women, with 92 % providing unpaid care several days a week – as opposed to 68 % of men. Employed women also do more than their fair share of unpaid care work. Across the EU, they spend 90 minutes more per day than employed men on unpaid care.
With a score of 67.9 out of 100, the EU is at least 60 years away from reaching complete gender equality, if we continue at the current pace. The latest Gender Equality Index from the European Institute for Gender Equality (EIGE) shows that the EU is improving by just half a point each year.
Every project should be assessed, using its established gender indicators, to determine whether or not its gender objectives are being met. If not, the project should take remedial action. Managing authorities can support project implementers by suggesting they ask a number of key questions. Was the project developed based on a gender analysis? Were specific gender objectives and gender indicators developed?
Documents on project implementation need to specify how the project is addressing gender gaps or women’s and men’s different needs in the intervention area. Managing authorities can support applicants by: explaining that implementers must ensure that relevant sex-disaggregated monitoring data is being collected to assess the project’s indicators and objectives; supporting project implementers to build gender competence, refining their understanding of gender equality, gender mainstreaming and the EU’s dual approach to gender equality, and of how to implement these approaches in practice.
The project application, and project development more broadly, must specify how the project will address existing gender gaps and/or women’s and men’s needs in the area. Managing authorities can support applicants by clearly explaining that each application should include: a description of the applicant organisation, including, for example: a gender equality mission statement within the organisation’s identity or organisational culture;
It is important to ensure that project applications under each fund specify how the project will address existing gender gaps, or women’s and men’s specific needs, in the intervention area. Managing authorities can support project applicants by: providing information on gender goals and indicators defined in the PA and OPs; providing other gender-related, context-specific information that is relevant to the calls for proposals;
The tool is divided into four steps: 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