CASE Gender Equality Plan

Introduction

CASE is an independent, non-profit research institute founded on the idea that research-based policy-making is vital for the economic welfare of societies. Established in Warsaw in 1991, CASE today is recognized as the top think tank in Central and Eastern Europe and is one of the most highly regarded think tanks internationally. CASE carries out policy-oriented research and development assistance projects, specializing in the areas of: 1) Fiscal, monetary and financial policies; 2) Sustainable development policies; 3) Trade, innovation and productivity policies. CASE provides rigorous quantitative and qualitative analyses, innovative methodologies, and sound recommendations, all
facilitating economic, social and environmental sustainability. Our work includes proactive, well-functioning efforts around gender equality, inclusion and diversity, both from an ethical perspective and with a view towards profitability and efficiency improvements as an employer and as a research and development institution. CASE takes on itself the responsibility to support positive change through active efforts both within and outside the organisation. We are currently working on a situation analysis on gender equality with the aim of obtaining clear input for developing a detailed plan for gender equality, diversity and inclusion.

Background

CASE’s Current employment

The table below presents employment of full-time staff in CASE over the last few years.

Recruitment and remuneration in CASE

Recruitment is conducted on merit, where the employee is evaluated solely on the basis of his or her qualifications. Gender, ethnic origin, religion, sexual orientation, age or disabilities are not taken into consideration in the recruitment process. Remuneration of employees is the result of negotiations between…? and depends on the employee’s position.

Flexible work

All employees have flexible working hours and the possibility of working from home 2 or 3 times a week (administration staff – 2 days, economists – 3).

Gender Equality Plan

General assumptions of GEP at CASE:

• Each employee should be treated equally,
• Each employee should be evaluated equally,
• Each employee should have the right conditions to develop social awareness in the area of discrimination and stereotypes hindering professional development,
• Support the employees’ work-life balance.

Principal objectives

Six specific main objectives have been identified in the recommended areas:

• Raise awareness of gender equality and unconscious bias.
• Improve work-life balance and change practices.
• Maintain gender balance in governing roles.
• Work towards gender equality in recruitment and career progression.
• Tackle abusive behavior of a sexist and sexual nature.
  Promote and support the inclusion of a gender dimension in research and innovation.

In order to put a gender equality policy in place for research and innovation, action must be taken at two levels: firstly, to help departments and scientists tackle any gender inequality, and secondly, to support structural change promoting gender equality. CASE aims to eliminate any existing barriers to gender equality, and more specifically, to fairness, diversity and inclusion. In particular, it seeks to remove factors limiting gender parity and individual progression. All measures are classified by the six above-mentioned, interconnected areas.

1. Raise awareness of gender equality and unconscious bias

1.1 Present the CASE GEP to all staff and provide it to newly hired staff on joining

Why: it is essential for all CASE staff and newly recruited employees to be aware that gender equality and inclusion are a CASE priority.
Aims: to raise awareness of gender equality and anti-discrimination principles within the organisation.
How: by communicating about the GEP to all staff. By providing a copy of the GEP and the code of ethics to newly recruited staff on commencing their contracts. By presenting the GEP at the welcome day for newly recruited staff members.
Indicators: the number of staff members who have received a copy of the GEP.
Results: awareness-raising from induction onwards and emphasis of CASE’s intention to adopt a continuous improvement process.
Aims: to raise general awareness of gender equality and unconscious bias within the organization. To foster a culture based on a new style of inclusive leadership that prevents discrimination and prejudice and enables employees to feel valued for their contribution.
How: by organizing compulsory training sessions on unconscious bias for all staff members delivered by experts in this area. By adopting ideas from existing training provided by other organizations. By improving managerial skills to ensure effective management of a diverse group of individuals, taking account of all their unique characteristics in an empathetic and unprejudiced manner.
Indicators: the number of trained staff members.
Results: diversity addressed more effectively by all employees.

1.3 Organize dedicated events on fairness, diversity and inclusion for all staff

Why: to incorporate fairness, diversity and inclusion in the organizational culture.
Aims: to promote discussions on fairness, diversity and inclusion in all scientific and administrative departments.
How: by organizing dedicated events every year like the Gender Equality awareness Month held in 2021. By offering performance-based lectures and training on these topics for all staff members.
Indicators: the number of events organized and participants in these events.
Results: development of discussions and awareness-raising on diversity, fairness and inclusion, and promotion of measures taken.

1.4 Set up a dedicated web page on fairness, diversity and inclusion

Why: to demonstrate the importance of fairness, diversity and inclusion to the organizational culture and promote this approach internally and externally.
Aims: to centralize and increase the visibility of all measures, tools, guidelines and content related to fairness, diversity and inclusion. To encourage the emergence of a community advocating the importance of fairness, diversity and inclusion at CASE
How: by developing an accessible dedicated web page on the CASE website with all relevant information concerning diversity, fairness and inclusion (policy, officers, tools, guidelines, events). By identifying employees responsible for regularly updating the web page with new content and supporting and moderating debates on the topic.
Indicators: the number of visitors to the web page, documents downloaded, videos viewed. The volume of content updated and news published.
Results: ongoing promotion of the process internally, and external visibility.

2. Improve work-life balance, thus improving the organizational culture

2.1 Promote work-life balance as a better approach to work

Why: improving work-life balance can result in significant productivity improvements, reduced risk of burnout, and greater well-being.
Aims: to circulate the internal procedure on home working so all eligible employees are able to benefit from such arrangements, and inform them of their right to disconnect.
How: by publicizing initiatives on the agreement on working from home. By only scheduling meetings and seminars at times enabling a good work-life balance (9.30am to 5.30pm). By holding lectures highlighting the benefits of maintaining a healthy work-life balance.
Indicators: the number of staff members working from home. The number of lectures held on this topic.
Results: improved working arrangements and greater awareness among all staff of the benefits of improving work-life balance.

2.2 Implement measures to facilitate parenthood

Why: to encourage more equal sharing of career breaks between mothers and fathers. To offer break times and dedicated facilities in the workplace to improve the well-being of women who choose to breastfeed their children.
Aims: to improve gender equality in the workplace. To provide basic facilities for breastfeeding mothers in CASE.
How: by offering parenthood support meetings. By creating a document on parenthood. By adjusting working hours for breastfeeding mothers and providing convenient dedicated areas with refrigerators to enable breastfeeding mothers to express milk privately whenever needed.
Indicators: the number of men taking paternity leave. The number of mothers using the rooms for expressing milk.
Results: promotion of parenthood and sharing of parental responsibilities. Enabling continued breastfeeding after maternity leave has ended.

2.3 Improve communication on rules of extending fixed-term employment contracts and team leader positions (heads of five-year groups and five-year units) for staff taking career breaks

Why: it is important for all staff members to be informed that it is possible to extend fixed-term contracts and team leader posts (heads of five-year groups and five-year units) if they take career breaks (sick leave, maternity leave, paternity leave, etc.).
Aims: show CASE’s support for staff taking career breaks. Enable all staff to familiarize themselves with the existing system so they can use it if required.
How: through actions publicizing the existing procedure for extending fixed-term contracts and team leader posts for staff taking career breaks.
Indicators: number of notices sent out on the topic.
Results: reduced impact of career breaks and potential to extend contracts allowing staff to complete initiated research projects.

2.4 Incorporate gender issues in internal procedures and regulations

Why: internal procedures are operational documents describing the CASE’s operating methods in relation to various roles. Clear and updated procedures encourage transparency and responsibility.
Aims: to recognize the principle of non-discrimination at CASE level. How: by analyzing internal procedures in detail. Revised code of ethics and recruitment procedures.
Indicators: the number of relevant procedures amended to incorporate gender equality issues.
Results: emphasis of the CASE’s intention to promote gender equality and further encouragement to adopt best practices.

3 Maintain gender balance in governing roles

3.1 Work towards gender parity in governing bodies

Why: in order to achieve equality, diversity and inclusion in the workplace, it is essential to identify, encourage and disseminate best practices and facilitate their adoption.
Aims: to close the gender gap in governing bodies. Develop a corporate culture aimed at promoting diversity, fairness and inclusion. Encourage voluntary initiatives such as the creation of themed discussion groups (Employee Resource Groups or ERGs).
How: by producing a best practice guide with recommendations to raise selection committees’ awareness of unbiased recruitment. By ensuring virtually equivalent or equal gender representation within governing bodies. By organizing compulsory training sessions on unconscious bias for selection committee members. By appointing equality officers within selection committees. By rewarding departments that apply best practices in terms of fairness, diversity and inclusion through “Gender Equality Friendly” accreditation. By holding lectures emphasizing the benefits of diversity, fairness and inclusion. By encouraging ERGs that have already been set up at the CASE to share their experience.
Indicators: the number of women holding posts on governing bodies. The number of departments that have been rewarded for gender equality. The number of officers appointed.
Results: in the long term, having more women in leadership positions

4 Improve gender equality in recruitment and career progression

4.1 Internal monitoring of gender-related data and indicators