EUROPEAN
COMMISSION
DG ADMIN
“Equal Opportunities and Non-Discrimination”
TABLE OF CONTENTS
FOREWORD by Neil Kinnock, Vice President of the European Commission.
INTRODUCTION
4
PROPOSED OBJECTIVES FOR THE FOURTH ACTION PROGRAMME
PROPOSED MEASURES
12
IMPROVING THE GENDER BALANCE.
13
COMPARATIVE STUDY OF CAREERS.
13
AWARENESS RAISING AND SENSITISATION.
10
11
RECONCILING PERSONAL AND PROFESSIONAL LIFE.
8
10
ADDRESSING BARRIERS TO CAREER DEVELOPMENT OF WOMEN.
3
PROTECTION OF THE DIGNITY OF THE PERSON IN THE WORKPLACE.
14
IMPLEMENTATION, MONITORING AND EVALUATION.
15
ANNEX 1 : Gender equality scoreboard.
16
ANNEX 2 : The Reform Process.
17
ANNEX 3 : Representation of women in
the workforce for selected agencies.
ANNEX 4 : 4th Action Programme.
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18
19
FOREWORD
by Neil Kinnock, Vice President of the European Commission
The European Commission pursues a policy of equality between women and men
not only because it enhances the effectiveness and efficiency of the Institution by
identifying and encouraging abilities that could otherwise be neglected but also
because gender equality is crucial for fairness, justice and democracy. The Reform process
that was started by the present Commission seeks to reflect those priorities and the measures
in this 4th Action Programme will further the policy throughout the Commission's services.
The approach is formally endorsed in a new provision to the Staff Regulations, which specifically
states that full equality in practice shall be one of the aims of the Institutions and it applies to all staff,
regardless of their location or whether they work directly in the Commission's services or in one of the
related offices or agencies.
Different people have different expectations for their careers, depending on a variety of factors, including
their grade, qualifications and private commitments and responsibilities. Accordingly we need managers who
accept and recognize these different expectations, and who have a good comprehension of the need to
properly balance professional and personal life, while pursuing career advancement or seeking promotion to
positions of responsibility.
Our goal is a working community, based on equal opportunities and co-operation that yields results and an inclusive corporate culture strongly endorsed by the Commission's management.
To achieve this goal, human resources managers, training officers and also women managers have an important role.
It is essential that each DG's Action Plan for the implementation of the programme is publicised among staff and that
an active policy of implementation is monitored and the results published.
All relevant policies and actions must continue to be gender-mainstreamed, to ensure the promotion of a work culture
that readily accommodates the values of both genders.
We have made significant progress towards our aim but there is still work to be done. I am confident that, with the support
of all managers and staff, we can ensure that the European Commission becomes a place of genuine equality of opportunity.
April 2004
1st Action Programme 1988-1990;
2nd Action Programme 1992 - 1996;
Some key findings of the external evaluation
were:
the majority of staff responding to the survey
believed that the 3rd Action Programme had
improved the position of women but that the
issue of equal opportunities generally lacked
the necessary level of priority within the
Commission;
many officials would like to see equal
opportunities being given a higher priority
in the Commission;
a large majority of staff were not aware of
their DGs having taken any particular
actions in response to the 3rd Action
Programme;
there had been no perception of positive
changes to working practices to reduce the
conflict between professional and personal
commitments;
workload pressures and the culture of long
working hours discourage many staff and,
in particular, women from seeking promotion;
there are four issues which a majority of
staff considers to be very important: the
regularisation of working hours; the
replacement of staff on part time or maternity leave; flexible working arrangements
and child care offered by the Commission.
In the case of flexible working arrangements, this highlights the importance of the
Reform proposals on this issue;
3rd Action Programme 1997-2000
later extended to 2001 and de facto in operation
until 2003.
INTRODUCTION
INTRODUCTION
Equality between men and women is a
principle enshrined in the Treaties establishing
the European Community. Article 13 of the Treaty of
Amsterdam provides, inter alia, that the EU should
"…take appropriate action to combat discrimination
based on sex…"
The principle of equality for men and women is set
out in the revised Article 1e of the Staff
Regulations, which provides:
"In the application of these Staff Regulations, any
discrimination based on grounds such as gender…
shall be prohibited".
The Commission places a high priority on the pursuit of gender equality. It established three previous action programmes to promote equal opportunities for men and women, covering the following
periods:
Since 1995, the Commission has also set annual targets for the recruitment and appointment of
women to A-grade posts.
An external evaluation of the 3rd Action
Programme for Equal Opportunities for Women
and Men was completed in October 2003 with the
following aims:
carry out a "problem and needs" assessment
of equal opportunities in the career policy of
the Commission;
evaluate ex-post the effectiveness, efficiency,
utility and sustainability of the 3rd Action
Programme;
provide recommendations for a 4th Action
Programme with an emphasis on career policy
in regard to gender equality.
The Evaluation Report is available on IntraComm at
http://www.admin.cec.eu.int/abm/evaluation_2002.htm. An
earlier, preliminary external assessment as well as an internal
review of the 3rd Action Programme was also conducted.
4
despite progress already made, there is
considerable scope for improvement in the
representation of women in management
posts;
better and more comprehensive monitoring
data on gender equality indicators and target setting generally appear to be regarded
as helpful.
Drawing on these findings, this 4th Action
Programme proposes a number of measures in key
areas where real progress can be achieved,
although this does not preclude DGs from adopting
additional strategies to suit specific needs. The
development of a scoreboard on implementation
aims to provide a means of consistent comparison
across DGs and to encourage them to provide the
necessary priority and resources to properly implement the programme.
INTRODUCTION
Clearly while the achievements to date have been
broadly recognised, the evaluation found that
there has been a serious lack of consistency across
DGs in the implementation of the 3rd Programme
or in developing information on, awareness of and
sensitisation to gender equality matters.
Inconsistency of implementation and lack of priority are also underlined. A 4th Action programme,
with quantifiable measures that would be regularly monitored and whose implementation could be
compared across DGs, is seen as the best means of
ensuring that appropriate priority is given to equal
opportunities policies in the different DGs and
services.
As well as this action programme, the Commission
has developed a Community Framework Strategy
on Gender Equality (2001-2005)1 which provides, in
its third operational objective, several measures to
improve the gender balance in the Commission.
These measures were taken into account in the
drafting of this action programme.
1 COM(2000) 335 final.
5
% Women A
25
20,6
20
18,1
18,7
21,8
22,4
23,5
19,4
GRAPHICS
17,2
15,6
15 14,0
10
5
2004
2003
2002
2001
2000
1999
1998
1997
1995
% Women Directors
1996
0
% Women middle-management posts
20
20
17,0
17,4
15,6
16,4
15
10
8,8
4,9
5
2,0
10,5
10,9
1996
10,6
1995
10
14,1
11,8
12,0
10,1
14,9
15
13,2
17,1
15,6
11,4
13,7
9,9
5
2,6
Development of A-Grade staffing by percentage from 1994 to 2004
(administrative budget)
6
2004
2003
2002
2001
2000
1999
1998
1994
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1997
0
0
Development in
middle management posts (1995 to 2004)
(administrative budget)
1000
896
Staffing at the Commission at 01/01/2004
925
914
848
873
870
845
832
861
100
854
800
80
57,8
60
200
162
112
142
150
159
176
58,7
42,2
41,3
176
40
23,5
19,1
20
0
A
W
1387
LA
M
4644
W
978
A
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
0
B
M
715
W
1361
LA
C
M
1936
W
4159
B
C
21,5
D
D
M
984
W
145
M
531
Source:
Sysper 30/01/2004
7
GRAPHICS
102
158
157
78,5
80,9
76,5
OBJECTIVES
PROPOSED OBJECTIVES
FOR THE FOURTH ACTION PROGRAMME
The general objectives of the 4th Action
Programme are to continue and to further
develop a work culture which respects the
contribution of women and men and gender
differences, through initiatives aimed at
increasing awareness, information and dialogue at
all levels. It also aims to achieve a fair distribution of responsibilities, ensure that women are
involved in decision-making, to promote their
professional development in all categories and
to better use available talents, to the benefit of
the Commission and its staff.
8
THE SPECIFIC OBJECTIVES
PROGRAMME ARE TO:
FOR
THIS
ACTION
address barriers to career development of women;
maintain what has been achieved and speed up the rate
of progress attained under the present Commission;
improve the gender balance within the staff, including in
the Commission's external Delegations and Representations;
conduct a comparative study of the career profiles of men
and women in the Commission during the term of the 4th
Action Programme;
raise awareness and sensitisation to gender issues and the
visibility of the 4th Action Programme;
ensure consistency in the approach adopted across the
different DGs of the Commission;
protect the dignity of the person in the workplace;
promote mentoring and professional training with a view to
advancing the career development of women.
9
OBJECTIVES
promote flexible working arrangements in the
Commission, to better facilitate the reconciliation of private
and professional life of staff who, almost by definition, are
expatriates;
Training
Directorates-General and services will:
ensure that all training courses take account of
MEA SURES
and promote the Commission's policies in respect
of equal opportunities between women and
men. In their design and their delivery, all courses
should showcase best practices particularly in
view of the fact that trainers' influence can
extend far beyond the course content by virtue of
the example they set and the fact that they are
effectively role models for participants, transmitting values as well as knowledge.
DG ADMIN will:
Action will be taken in relation to:
Recruitment & Selection
PROPOSED MEASURES
Directorates-General and services will:
advertise vacancies in a gender-neutral manner
ADDRESSING BARRIERS TO CAREER
DEVELOPMENT OF WOMEN
Article 1d(2) of the revised Staff Regulations
recognises that full equality in practice
between men and women in working life "shall
be an essential element to be considered in the
implementation of all aspects of these Staff
Regulations". Article 1d(5) also provides that
where staff who consider that the principle of
equal treatment has not been applied to them can
"establish facts from which it may be presumed that
there has been direct or indirect discrimination, the
onus shall be on the institution to prove that there
has been no breach of the principle of equal treatment."
and draft job specifications that do not discriminate against women;
proactively encourage women to participate in
external recruitment selection boards. EPSO will
monitor competition tests to ensure that they
are gender-neutral;
encourage adequate representation of women
on all internal selection panels for job vacancies
in the services e.g., the Commission has increased
the number of rapporteurs in the CCA. Of nine
rapporteurs, four (44%) are women.;
examine the profiles of successful women candi-
dates in the reserve lists as well as in short lists
and prepare balanced proposals for the recruitment and appointment of women and men.
ensure that specialist training, such as the First
Steps in Management course or Management
Training Programme (MTP), is offered to both
women and men on an equal basis. While mixed
groups better reflect the reality of working life
in the Commission, and previous experience
would indicate that there is more need for integration than segregation, the Training Unit will
provide "women only" classes, should such a
demand exist and be clearly expressed, and
should it encourage more women to seek and
accept management responsibilities.
encourage
women, in the category of
Administrator, to undertake management training courses. All women staff members of grade
A9 or A10 or above should be encouraged by line
managers to participate in the Commission's
management training (such as MTP). MTP must
include a module on equal opportunities;
provide gender awareness training for those
involved in selecting and recruiting staff, and for
managers and officials involved in administrative
drafting, where the use of gender neutral language is important.
ensure that an equal opportunities module is
included in induction courses.
10 Career development
Directorates-General and services will:
initiate mentoring programmes under which jun-
ior and senior civil servants, including new
recruits, are partnered, with a view to promoting
staff, and women in particular, into management
positions, as is already done in some DGs, such as
ENV, JAI, and EMPL;
give priority, with due regard to the conditions
avoid the concentration of women managers in
certain job types (for instance, HRM) and facilitate their moving to other types of posts when
mobility applies;
facilitate qualified women in occupying posts of
higher responsibility, where such posts become
vacant for short periods;
seek to ensure that promotion lists include
women at least in proportion to the number of
those who are eligible for promotion;
seek to ensure that when selection boards draw
up short lists they do not discriminate against
female candidates.
DG ADMIN will:
encourage the establishment of a Senior
Women's Network, a structure to encourage
women in senior management positions to meet
and discuss issues of mutual interest on a regular
but informal basis;
Directorates-General and services, provide a
selected group of women of category AD with
specific central career guidance aimed at encouraging them to consider potential career pathways in management early in their careers.
RECONCILING PERSONAL AND
PROFESSIONAL LIFE
The ability to reconcile personal and professional
life is an important factor in determining the quality of an official's working environment, and thus
his/her efficiency and job satisfaction. To facilitate
the reconciliation of personal and professional obligations, the Directorate General for Personnel and
Administration will promote the availability of a
variety of flexible arrangements, in order to promote efficiency as well as facilitate staff in their
personal obligations.
In parallel the availability of adequate childcare
facilities has been set as one of the priorities of
OIB's "Multiannual Policy Framework".
A number of important measures introduced in the
reform, such as family leave, parental leave,
extended rights to part-time work, maternity leave,
etc., also contribute to reconciling personal and
professional life. [Annex 2 provides further details.]
encourage networks for other female staff, on
the lines of the C grade network (future AST);
2 Judgment in Case C-409/95 Hellmut Marschall v Land
Nordrhein-Westfalen, [1997] ECR I-06363.
11 DG ADMIN and DG BUDG will:
make available to DG/services
some compensation mechanisms
derived from net savings in salaries
of officials due to parental/family
leave in order to facilitate the replacement of absent staff on parental and
family leave.
MEA SURES
laid down in Court of Justice case law 2, to
women in the fields of recruitment, promotion
and access to management posts, when they are
of equal merit with men, particularly in categories and/or jobs where women are under-represented;
when possible, based on proposals by the
define adequate mechanisms for replace-
ment, based on statistics, covering absences
due to the extension of rights for maternity
leave, part-time work or long-term absences.
make teleworking more widely available across
Directorates-General on a phased basis, subject
to the interest of the service and subject to the
provision of budgetary resources to finance the
availability of telework. A Handbook on
Teleworking in the Commission, providing a
framework of rules for DGs and services, will be
adopted and published;
Directorates-General and services will:
in the light of the results of the above survey
DG ADMIN will:
offer a team leader's training course on how to
MEA SURES
achieve an organisational structure that facilitates an effective work/life balance.
conduct a general survey of work organisation
within the Commission departments and the way
in which officials adapt their personal organisation to the constraints imposed on them.
propose an action plan addressing the issues of
long working hours, late meetings, difficult
working schedules and the general organisation
of work at all levels, including management
level. When adopting such action plans the
Directorates-General and services will follow best
practice as established in some Commission
departments or other international organisations such as the rule of not scheduling meetings
after 17.00.
These action plans will be published and their
implementation evaluated, inter alia at meetings
between the Commissioners and their DirectorsGeneral on audits.
Conscious that they should set an example, the
Commissioners' private offices will adopt strategies adapted to the specific needs of the College
of Commissioners for tackling the problems of
meetings held late in the day involving their
staff.
IMPROVING THE GENDER BALANCE
Increased efforts are required to achieve
a greater balance between the number of women and men employed
within the Commission at all levels, especially those where one
sex is under-represented. This
will contribute to improving
the gender balance in decision-making levels at the
Commission, as well as
at other levels where
imbalance exists.
12 In the same way compliance with the Code of conduct for Commissioners and their private offices
with regard to a gender balance in the staffing of
the private offices will be ensured.
DG ADMIN will:
continue the practice of setting annual targets
for the recruitment of female staff at AD level
and their appointment to middle and senior
management under the operating and research
budgets;
pursue the commitment of achieving gender-bal-
anced representation on all Commission recruitment selection boards, on internal selection panels for middle and senior management posts (as
referred to in the A1/A2 vademecum and in the
middle management guidelines regarding gender balance), on joint staff committees and in all
expert groups set up by the Commission. The
commitment, which extends to both new and
existing expert groups and committees established by the Commission, sets a target of at least
40% of each sex in each group or committee. The
Management Board of EPSO will comply with the
commitment regarding external recruitment
selection boards;
publish annually the rating on a "gender equality scoreboard". Extended and visible publicity
will be given to those Directorates-General or
services with improved achievements on equal
opportunities targets;
provide training for human resource managers
on equal opportunity policy and gender mainstreaming.
RELEX DGs will also set targets for the recruitment
of female staff and their appointment to middle
and senior management and will take action to
facilitate the needs of the partners of officials
involved in the rotation exercise. Specific arrangements are considered appropriate as the decentralisation exercise will entail considerable movement
of officials from the RELEX DGs to delegations.
More employment opportunities will be sought
for the partners of officials concerned by the
rotation exercise if experience is in accordance
with the job profile and if there is no conflict of
interest.
RELEX
will consider, with the Steering
Committee for the External Service, the possibility of allowing partners, who are also employed
by the Commission, to become eligible for secondment to other organisations in the host
country. This could be fostered through bilateral
agreements with organisations that encounter
similar problems.
Advice will be given to partners on drafting
Directorates-General and services will:
continue to develop their own gender equality
action plans;
introduce a 'gender equality scoreboard' as a
performance indicator in their Annual
Management Plans and Annual Activity Reports;
in recruiting or appointing for management
posts ensure that applicants of both sexes are
invited for selection interviews and that a gender-balanced short list is drafted whenever possible;
Following the implementation of the new career
structure, the Commission will
undertake a comparative study
of the career development of male
and female staff. The study will:
identify the various tasks carried out by category
AST staff, to take account of the changes which
have occurred as a result of the new career structure, as well as technical progress in the field of
information technology, which has upgraded
skills;
examine changes in the functions of category
AST staff, and define appropriate measures with
a view to the desegregation of tasks;
analyse the pattern of career progress for a representative sample of AD and AST staff.
analyse CDR results by gender in order to detect
or address potential gender bias.
AWARENESS-RAISING AND SENSITISATION
clearly publicise the nature of the specialised
Directorates-General and services will enhance
staff awareness of the need to take account of
equal opportunities at all times, through:
tasks involved when advertising category AST
posts (executive, technical and clerical duties) to
help select the best candidates and to attract
more applications from men.
informing management at seminars/meetings/lectures held at Directorate General level,
improving identification and understanding of
the problems among staff and through targeted
training courses, such as gender mainstreaming
modules in their training plans for all staff, in particular at management levels;
exchange of information on "good practices";
review the general pattern of the composition of
their short lists on an annual (or bi-annual) basis,
in order to detect possible gender bias in the
trend of recruitment or appointments;
MEA SURES
résumés and on potential sources of employment. A 'self-help network' of partners will be
fostered, under the responsibility of the
Association des conjoints du Service exterieur
(ACSEC), to facilitate dissemination of useful
information, such as CV writing, work permit
requirements, starting a business, interview techniques, etc.
COMPARATIVE
STUDY OF CAREERS
13 a dedicated equal opportunities information
page on their internal websites, which is brought
to the attention of all staff;
facilitating the creation of appropriate networks
or affinity groups
The Directorate General for Personnel and Administration
will enhance staff awareness of gender equality and equal
opportunities, through:
reinforcing
the Inter-service Group on Equal
Opportunities within the Commission, for better liaison between those responsible for equal opportunities within the individual DGs;
enhancements to the DG ADMIN site on equal
MEA SURES
opportunities, including links to the equal
opportunities site of DGs containing information such as Action Plans (see section on
Monitoring) and best practices;
information campaigns aiming at sensitising DGs regarding the potential of female
staff;
introducing a family-friendly
day to raise awareness
amongst officials about reconciling private and professional
life and providing the opportunity for officials to bring their
children to the office for one day
on a familiarisation visit.
publicising specific actions carried out by
DGs aimed at the inclusion and integration of female staff;
PROTECTION OF THE DIGNITY
OF THE PERSON IN THE WORKPLACE
widely distributing quality publications and brochures outlining the programme;
The Commission is committed to the protection of its staff from psychological and
sexual harassment. Harassment can cause
considerable disruption for the organisation
through lost working time and for the individual through health problems such as depression
and stress. A new code on psychological harassment has been adopted by the Commission and
during the term of this Programme, the Code on
Sexual Harassment will be updated. The revised Staff
Regulations recognise sexual harassment as discrimination in the workplace1.
DG ADMIN will:
improve information and raise awareness of staff to the problems
of harassment in working life and of the measures available to
combat and prevent it, in order to break taboos and encourage victims of harassment to come forward. The approach will take into
account the specific needs of a multi-cultural working environment;
include modules in the training of new officials and existing managers
in order to raise awareness and prevent cases.
14 1
The codes on sexual and psychological harassment are available at:
http://www.cc.cec/pers_admin/equal_opp/harass_en.html
http://www.cc.cec/sg_vista/cgi-bin/repository/getdoc.cgi?
full_file_name=COMM_PDF_C_2003_3644_1_EN.pdf
IMPLEMENTATION
To assist DGs and services in the implementation of
the Fourth Action Programme for Equal
Opportunities at the Commission the DirectorateGeneral for Personnel and Administration will:
advise individual DGs and services on their
approach to equal opportunities issues, including
the development of plans and the assessment of
them, if requested;
provide information and publicity to staff in the
provide reports and other input on the implementation of the overall programme;
provide information on examples of good practice.
The implementation of the Fourth Action
Programme is the responsibility of DGs and services. Their active involvement is vital to the process.
assigning responsibility for follow-up of the
Fourth Action Programme to a senior official
who will be the Focal Point for the 4th
Programme and have it referred to in his/her job
description;
facilitate the creation of an Equal Opportunities
Group, to ensure that an effective gender action
plan in the DG can be prepared, implemented
and monitored;
ensuring the Annual Management Plans and
Annual Activity Reports include gender equality
as a horizontal theme and require a review of
progress in the implementation of the Fourth
Action Programme.
co-ordinate the implementation, monitoring and
Directorates-General and services will publish their own
Action Plans for equal opportunities based on each of the
measures of the 4th Action
Programme. They may also
include additional measures they
consider appropriate for their own
services. A copy of the Action Plans
will be sent to DG ADMIN within
three months of the adoption of the
4th Action Programme. Establishing a
gender equality scoreboard will be an
integral part of the action plans and
the reporting process.
evaluation of the 4th Action Programme;
publish annually an overall assessment of the programme's progress, based on the individual
reports of DGs and services and establish a
ranking of best performing DGs;
submit the annual reports to the Group of
Directorates-General and services will:
include, in the Annual Management
Plans and Annual Activity Reports of the
Directorates-General and services, gender
equality as a performance indicator and
include review of progress towards targets,
based on the "gender equality scoreboard" (in
annex 1);
monitor the implementation of their action plans
and publish an annual report, with reference to the
annexed gender equality scoreboard;
publish a mid-term report on the implementation of the
programme/action plan in their DG or service at the end of
2006 and a final report in 2008;
send a copy of all reports to DG ADMIN.
15 Commissioners on Equal Opportunities,
the Secretariat-General, the Inter-service
Group on Gender Equality and to
COPEC (Joint Committee on Equal
Opportunities for Women and Men);
Launch an external evaluation to
review the effectiveness, efficiency and relevance at the
end of the Fourth Action
Programme, including
recommendations
for future action.
N
Directorates-General and services are responsible
for:
DG ADMIN will:
I M P L E M E N TAT I O
Commission on equal opportunities policies;
MONITORING AND
EVALUATION
Gender Equality Scoreboard
ANNEX 1
Have you a variety of flexible working arrangements in place for staff?
The gender equality scoreboard will indicate the extent to which a particular DG
or Department
is making progress on equal opportunities for men and women by
1
implementing the objectives of this programme. From the point of view of the DG,
a good report in this area can help attract motivated staff.
Is replacement for absences for maternity leave, parental leave, part-time work or long-term illness provided?
Is there a difference between the average priority points, relative to average merit points, calculated by grade
awarded to women and men in the CDR system in your DG? If so, specify in which grades
ANNEX 1
The Scoreboard contains details of the measures implemented by DGs that
can be compared and measured across all services. All answers should be
2
fully explained in the accompanying report of the DG/Service, with statistical
information provided, particularly in relation to the topics below.
Statistical information
percentage of applicants to a vacant post (men
and women);
percentage of men and women recruited;
Have you released staff on short-term leave on personal grounds or for family reasons?
Are women and men mentored for management positions in your DG?
Do you examine the profiles of qualified women candidates and submit balanced proposals for the recruitment of women and men?
Do you encourage women to avail themselves of mobility (transfers, promotions)?
Do you afford priority to women in the fields of recruitment, promotion and access to management posts, when
they are of equal merit with men, particularly in categories and/or jobs where women are under-represented?
percentage of men and women benefiting
from flexible working arrangements;
Do you organise and inform your staff about seminars/meetings/lectures about Equal Opportunities
policies?
gender balance in the different staff categories;
Do you provide staff with information and reports about Equal Opportunities policies?
gender balance in middle and senior management;
level of attainment of the targets for women
in category A (future AD);
level of representation of both sexes in
committees and recruitment selection boards;
Do you afford priority, when they are of equal merit to men, to qualified women in occupying posts of
higher responsibility, where such posts become vacant for short periods?
Do you promote the respect of regular working hours, including the scheduling of meetings during normal
core working hours and adopt strategies that address the issue of long working hours?
percentage of promotions
and average attribution
of merit points, by
gender.
16 YES
NO
ANNEX 2
The Reform Process
Reflecting the priority given to equal opportunities
in personnel policy by the Commission, a considerable number of amendments have been included in
the Staff Regulations. The principal amendments
relating to equal opportunities between men and
women are:
1
3
4
5
Prohibition of any discrimination based on sex,
race, colour, ethnic or social origins, genetic
characteristics, language, religion, convictions,
political opinions or any other opinion, membership of a national minority, wealth, birth, disability, age or sexual orientation (Article 1d).
6
7
Obligation to justify, objectively and reasonably,
any limitation of the principle of non-discrimination and of the principle of proportionality. The
limitation must, additionally, meet legitimate
aims of general interest within the framework of
the staff policy (Article 1d 6).
13 Introduction of job-sharing (Article 55 b).
14 Lengthening of maternity leave to 20 weeks or 24
weeks for multiple or premature births (Article 58).
15 Extension of paternity leave entitlement to 10
days (Annex V, art. 6).
Protection of officials who make complaints of
discrimination, in as far as they acted in good
faith (Article 12a 2).
16 Extension of special leave entitlement in the
event of the death of a spouse during maternity
leave (Annex V, art. 6).
Equal treatment for stable partnerships under
certain conditions (Article 1d 1).
8
Prohibition of psychological and sexual harassment (Article 12 a).
17 Introduction of special leave for serious illness or
Full equality between men and women in professional life must constitute an essential element to be
taken into account in the implementation of all the
aspects of the Staff Regulations (Article 1d 2).
9
Prohibition of references to an official's political,
trade union, philosophical or religious activities
and views, or to his/her racial or ethnic origin or
sexual orientation in the official's personal files
(Article 26).
18 Introduction of special leave in the event of
10 Possibility of obtaining CCP several times,
members to include at least two people of each
sex (Annex III, Article 3).
Shifting the burden of proof: where officials
who consider themselves wronged because the
principle of equal treatment has not been
applied to them, establish facts from which it
may be presumed that there has been direct or
indirect discrimination, the onus shall be on the
institution to prove that there has been no
breach of the principle of equal treatment.
(Article 1d 5).
lengthening of the maximum duration of to 15
years (Article 40).
11 Introduction of parental and family leave and
payment of a monthly allowance (Articles 42a
and b)
12 The right to work part-time to care for children,
under certain conditions (Article 55a).
17 hospitalization of a child of less than 12 years old
(10 days) (Annex V, art.6).
adoption (Annex V, art. 6).
19 Jury: obligation for a jury of more than four
20 Increase in the dependant child allowance (Article
2 of Annex VII).
21 Introduction of a pre-school allocation (Article 3
of Annex VII).
ANNEX 2
2
Any reference in the Staff Regulations to the
male sex shall include reference to the female
sex and vice versa (Article 1c) unless the context
requires otherwise.
ANNEX 3
Summary
Total Professional Workforce 1
% Women
ANNEX 3
1
REPRESENTATION OF WOMEN IN THE WORKFORCE
FOR SELECTED AGENCIES AS OF 31 DECEMBER 2002
(data generated: 11 June 2003)
ORDERED BY WOMEN AS PERCENTAGE OF TOTAL PROFESSIONAL
WORKFORCE
UNFPA 2
5
Detail:
% Women
Management 3
# Women
Professionals
excluding
Management 4
46,5%
79
41,7%
56,4%
54,6%
2
UNESCO
46,0%
443
28,6%
3
UNICEF
45,5%
842
36,1%
49,4%
4
UNAIDS
41,1%
69
30,0%
57,4%
5
UNHCR
40,9%
661
23,1%
44,0%
44,2%
6
6
WFP
40,8%
410
30,6%
7
World Bank Group
40,0%
2 307
23,2%
46,3%
8
UNDP
39,0%
577
33,0%
42,6%
9
International Fund for
Agricultural Development
38,5%
92
22,0%
40,0%
10
Inter-American
Development Bank
36,6%
479
14,7%
41,0%
11
ILO 7
36,3%
255
24,4%
50,6%
12
UN
35,6%
1 905
30,2%
37,1%
13
European Bank for
Reconstruction & Development
34,1%
215
N/A
14
World Health Organisation
32,7%
461
24,8%
42,2%
15
IMF
31,2%
598
15,2%
34,8%
16
European Commission
29,5%
2 824
15,4%
32,1%
17
Organisation for Security
& Cooperation in Europe
29,3%
415
9,0%
30,0%
18
OECD
29,2%
248
13,0%
33,0%
19
Europesn Investment Bank
27,5%
189
10,4%
33,2%
20
ADB
27,5%
217
6,2%
31,0%
21
European Space Agency
26,9%
359
14,9%
34,5%
22
WMO
23,7%
28
15,0%
25,5%
23
UNIDO
22,5%
56
13,0%
29,0%
24
International
Atomic Energy Agency
18,4%
184
9,4%
22,0%
1 Internationally recruited staff (excludes staff with appointments of less than 12 months); with input from ORIGIN facts Sheets
2 UNFPA core staff only
3 For agencies in UN common system, management consists of P.5 and above; UNICEF management also includes representatives
at all levels - P.4 - D.2
4 For agencies in UN common system, consists of staff in P.1 - P.4
5 Figures for UNESCO from 1 April 2003
6 ALDs included only in total number of women in professional workforce, e.g., column 1 and 2 (breakdown by grade and sex not available)
18 7 Funded by regular budget (this excludes 293 staff on technical cooperation in professional
and higher categories)
ANNEX 4
4th Action Programme
EUROPEAN
COMMISSION
Group of Commissioners
for Equal Opportunities
Annual Reports
BUDG
RELEX
Statistics
Training
DGs & Services
DG ADMIN
EPSO
OIB/OIL
PMO
Implementation of measures
HRM
Study of Careers
Annual Reports
Scoreboards
COPEC
Focal Points
Local Actions (discussion
groups, conferences,
seminars, Family Day)
Inter-service Group
Action groups and follow-up
19 Intranet/Web site
ANNEX 4
Annual Targets