CEITEC MU
Gender Equality Plan III
2021-2023
July 2021
2
Version 2021-07-26
Author E. Handlířová, Director’s Office
Co-authors N. Kostlánová, Scientific Secretary
A. Dvořáková, Head of HR Department
M. Pokorná, Deputy Director for Administrative Matters
K. Ornerová, Head of Research and Innovation Department
E. Jarour, Communications Lead
J. Otoupalíková, Head of Communication Department
Approved by J. Nantl, Director (26th
July 2021)
Consulted with Focus Group on Equal Opportunities, Diversity and Inclusiveness
Type of Document analysis, strategy, action plan
Key Words Gender Equality, HR Award, HRS4R, Gender Equality Plan, GEP, Equal
Opportunities, GENDER+, Intersectionality, Diversity, Fairness,
Transparency
Relevant Period 2021-2023
Sensitive Document Public Document
Related Documents CEITEC MU Strategic Plan 2021-2028
CEITEC MU HR Strategy and HR Award Action Plan
She Figures 2018
UN Goals for sustainable development
European Commission Statement: Union of equality: the first year of actions
and achievements (2020)
European Commission: Gender equality: a strengthened commitment in
Horizon Europe (2021)
European Commission: Gender Equality Strategy: Striving for a Union of
equality (2020)
Content
1. Introduction...............................................................................................................................3
2. CEITEC MU “She Figures”.......................................................................................................4
3. Qualitative data.........................................................................................................................8
4. Plan of actions........................................................................................................................11
5. Recommendations to the university GEP ..............................................................................22
6. Annex: Implementation details ...............................................................................................24
3
1. INTRODUCTION
Central European Institute of Technology at Masaryk University (CEITEC MU) presents the institutional
Gender Equality Plan for the period 2021-2023 (GEP III). The document is building upon the fact that
if we want to build an organisation and research teams capable of innovating, we need diversity and
promotion of equal opportunities. Diversity enhances creativity. It encourages the search for novel
perspectives, leading to better decision making and problem solving. That is the conclusion drawn from
decades of research from organisational scientists, psychologists, sociologists, economists, and
demographers.
The GEP III builds upon work implemented as a part of GEP I (2016-2019) and GEP II (2019-2020).
The first GEP was designed and implemented in the framework of the LIBRA project, in close
cooperation and guidance of the ASDO (expert organisation in the area of gender equality). GEP II was
prepared as a part of the LIBRA project sustainability. The GEP III also refers to HR Award PhD and
Postdoc Survey performed in 2017 as a part of the overall HR Excellence in Research gap analysis;
particularly to identified gender-related differences.
The GEP III reacts on challenges in the area of gender equality as identified by the European Union
(see box 1) and is designed to be fully in line with the Strategic Plan of CEITEC MU for 2021-2028 and
with the HR Strategy of CEITEC MU (2018).
„Gender equality is not only a matter of concern for women; it
must matter to all of us. If we want to take scientific excellence to
the next level; if we want to deliver science-based solutions to
the many urgent and pressing global challenges, we need all
talents in play.“
Carlos Moedas, European Commissioner for Research, Science and
Innovation (2014-2019)
The GEP represents a systematic and coordinated set of actions promoting gender equality and
implementing gender mainstreaming (the integration of a gender perspective in the preparation and
evaluation of policies) at CEITEC MU. The GEP combines actions implemented in three levels:
(1) Change of the institutional framework
(2) Change of the internal culture
(3) Direct support of employees
In comparison to GEP I and GEP II, the GEP III broadens its focus to GENDER+ approach (also
referred as „intersectional approach“) that involves also other potential grounds for discrimination
such as age, ethnicity, disability and sexual orientation.
Box 1: The European Commission identifies four challenges to be addressed in the
area of gender equality:
 More women participating in research and innovation programmes
 Better integration of the gender dimension in the context of research and innovation
projects
 More participation of EU widening countries in actions dedicated to gender equality
in research and innovation organisations
 Broadening gender equality policies in research and innovation to intersections with
other potential grounds for discrimination such as ethnicity, disability and sexual
orientation
Source: https://op.europa.eu/en/web/eu-law-and-publications/publication-detail/-/publication/c0b30b4b-
6ce2-11eb-aeb5-01aa75ed71a1
4
2. CEITEC MU “SHE FIGURES”
This chapter presents basic quantitative data disaggregated by gender, offering some areas to be
addressed by the GEP actions.
Employees’ structure and leaky pipeline
Women establish 57 % of all staff at the Institute, resp. 46 % of all researchers, 67 % of core facility
staff and 92 % administrative staff. When we have a closer look at individual positions as defined by
the career system, we see that:
» in the group of early-stage researchers (PhD students and postdocs) and staff scientists, the
representation of both genders is well balanced;
» there is a clear leaky pipeline when looking at group leaders, heads of research centre and CF
heads;
» a directly opposite situation emerges in case of technicians and administrative staff, where
men represent only 20 % of all technicians and 8 % of administrative staff in 2020.
Participation in decision-making and leadership
There were two advisory boards (Director’s Board and Scientific Board) and three advisory
committees (IT, space allocation, strategy) active at CEITEC MU in 2020. The gender balance of the
management and Strategy Committee is optimal. A considerable improvement was reached in the
gender balance of the Scientific Board in which a representation of women was more than doubled
(comparing 2017 and 2020). On the other side, a representation of women (group leaders) in IT and
Space Allocation Committees remains absent, and share of women in the Director's Board stagnates
last four years.
5
Tab 1 Representation of women and men in management and advisory bodies (2017-2020)
Contract status
Data show a significant differences in the area of having contract on definite or indefinite period between
men and women. It is given by the nature of research environment and available sources of funding that
share of employees with indefinite period contract (mostly researchers and facility staff) is lower
compared to business or government sphere. When looking at gender-disaggregated data, only 8 % of
female researchers have a contract for indefinite period, compared to 16 % of male researchers. In case
of technical and administrative staff, the differences are even bigger (see table below). The only position,
in which the situation is opposite is in case of group leaders, in which 93 % of female group leaders
have indefinite period contract, while only 64 % of men group leaders are at the same position. It is
important to note that we have no detailed analysis of correlated factors (causes) of such a state (e.g.
in case of group leaders, the difference could be caused by different share of men/women at the position
of junior/senior group leader). Therefore it would be needed to prepare such an analysis and come up
with corrective measures where relevant.
Position % Definite Period
% Indefinite
Period
% Men with
indefinite period
% Women with
indefinite period
Researchers 87% 13% 16% 8%
Technicians 85% 15% 41% 4%
Administration 50% 50% 79% 48%
Research Positions
Indefinite Period
Men Women
Head of research centre 100% 100%
Group leader 64% 93%
Senior staff scientist 17% 11%
Junior staff scientist 6% 3%
Postdoc 0% 0%
Advisory Boards / Committees
Membe
rs (no.)
No. of
women
% of
women
Membe
rs (no.)
No. of
women
% of
women
Membe
rs (no.)
No. of
women
% of
women
Membe
rs (no.)
No. of
women
% of
women
CEITEC MU Management 4 2 50% 4 2 50% 4 2 50% 5 2 40%
Directors’ Board 11 3 27% 11 3 27% 12 3 25% 12 3 25%
CEITEC MU Scientific Board 22 2 9% 23 3 13% 23 3 13% 20 6 30%
Strategy Committee* 5 2 40% n.a. n.a. n.a. n.a. n.a. n.a. 8 4 50%
Space Allocation Committee 4 1 25% 4 0 0% 4 0 0% 4 0 0%
IT Committee 8 0 0% 11 0 0% 11 0 0% 10 0 0%
2017 2018 2019 2020
6
Recruitment data
Data on recruitment were collected systematically for the first time in 2020. Data collection at the level
of HR Department was launched based on the Recruitment Policy adoption. Still it is important to note
that only selection procedures with a participation of HR department are reported and there might be
cases of recruitment procedures not being monitored. Only regular participation of HR department in
the recruitment process in following years will enable us having complex data in this field and assessing
them.
There were 30 selection procedures organised in 2020 (coronavirus epidemic influenced recruitment of
new employees heavily), in case of research positions – only postdoc and junior staff researcher
positions were opened. Data show that in case of research positions, women accounted for only
28 % of all candidates, but 41 % of invited for the first round and even 63 % of hired candidates.
Table 2 shows data also for technical and administrative positions, where we can see an opposite trend
of having low share of male candidates. Women were hired to technical and administrative positions in
majority of cases. In future, we should find out reasons for having low share of female candidates for
research positions, and low share of male candidates (and invited for the first round and hired) in case
of administrative and technical positions.
Tab 2 Share of women in individual stages of recruitment procedures in 2020
Research
Positions
Share of women in different stages of recruitment procedures
Research positions Administrative positions
Technical
positions
% % %
Applicants 28 79 42
1st round 41 94 80
Hired 63 100 86
There were three open calls for a group leader position in the period of 2017-2019. Table below presents
share of female candidates, invited for the interview and hired. There is an obvious gap in the area of
number of women applying for group leader position at CEITEC MU, leading to absence of new
female group leaders and a decreasing trend of share of women on the position of group leader.
Tab 3 Recruitment procedures for group leaders (2017-2020)
Recruitment
procedure (call)
No. of candidates
(total)
% of female
candidates
% of invited for
interview
Hired (no. M/F)
GL 2017 10 20 % 25 % 2 M / 0 F
GL 2018 11 27 % 0 % 1 M / 0 F
GL 2019 13 0 % - 1 M / 0 F
Taking the data from 2017 and 2019 (only GL and CF Head positions) as a starting point, for the gender
composition of the selection committees, CEITEC MU starts with having app. 22 % female
members of the selection committees for the group leader position, and more than 57 % female
members of the selection committees for the CF head position. We do not have a data on
composition of recruitment committees in case of other research positions.
7
Grants
In 2020, women accounted for 31 % of principal investigator of CEITEC MU grants (excluding nonresearch
grants focused on governance and managerial topics). In case of grants coordinated by
CEITEC MU, there are female principal investigator in 33 % of cases. Presented data are preliminary
and would deserve more in depth analysis.
Tab 4 Share of female principal investigators (2020)
Type of grant
Total number
of grants
% of female principal
investigators
CEITEC MU as coordinator 33 33 %
CEITEC MU as recipient 67 25 %
CEITEC MU as partner 45 38 %
EU grants 18 44 %
PR and Communication
“Seeing is believing” – role models matter, particularly for underrepresented groups in the research
environment. Research shows that promoting women in science has a positive impact on bringing more
girls and young women on the path leading to career in science.
CEITEC MU issued 40 press releases in 2020, and there were more than 900 references about CEITEC
in media. Table below presents distribution of presence of men and women in our press releases and
in media. Even if we consider lower representation of women on group leader position (23 %), the
presentation of women in research at CEITEC MU is underrepresented. And still, women count for
almost half of all researchers, but are not visible proportionally.
Tab 5 Representation of women and men in press releases (2020)
Press releases Press releases Media presence Media presence
No. % No. %
Men 17 43 % 544 59 %
Women 7 18 % 128 14 %
Both or gender-neutral 16 40 % 247 27 %
Total 40 100 % 919 100 %
8
3. QUALITATIVE DATA
This chapter summarizes analysis of qualitative data available, consisting of data from the PhD and
Postdoc Survey performed in 2017 and outcomes of the focus group on Equal Opportunities, Diversity
and Inclusiveness discussion (held in May 2021). For the future, anonymous staff survey will be
performed to receive a complex data.
Data from the PhD and Postdoc Survey (2017)
One of the goals of the HR Award gap analysis was to examine whether there are differences between
the genders in PhD students’ and postdocs’ perception of work conditions, work environment, etc. The
results showed us that female PhD students find the CEITEC environment more motivating and find it
easier to find child support. However, we should note that the difference between men and women is
quite small. In the female postdoc group, the analysis showed women are less satisfied than their
male colleagues with their relationship with their supervisor, being given the opportunity to spend some
research time in another lab/abroad/company, being sufficiently aware of new job opportunities inside
and outside CEITEC and the perception that there are tasks which female postdocs would be interested
in (but are not currently a part of their job).
Focus Group on Equal Opportunities, Diversity and Inclusiveness discussion
The FG met on 25th May 2021 and discussed both current situation (the group was presented with
“CEITEC MU She Figures” as stated above), main challenges, and also how to overcome them. There
was a general call for members published in the internal newsletter addressed to all employees and
PhD students, combined with a direct invitation to the group by the GEP coordinator.
Summary of main recommendations, outcomes and their implementation:
1. Equal opportunities should not be limited just to “gender” issues. Members of the WG pointed
out that international staff faces structural and cultural obstacles as well. These should be
reflected by the GEP.
 Implemented. The recommendation is in line with the defined intention to use the
intersectional approach in the GEP design.
2. An analysis of wages should be performed, including analysis of gender pay gap. The Institute
should also publicly declare its wage policy that should set a range of wage at a concrete
position (minimum-maximum).
 Implemented. Goal to analyse wages, including gender pay gap analysis, is included
in the GEP. The formulation of wage policy is a part of the overall HR Award Action
Plan.
3. Offering on-site child-care facility for children 1+ year old would be a great selling factor for
CEITEC and the University as an employer. When planning new building constructions at the
campus, the University should consider this demand by employees. This aspect was one of the
most emphasised by the FG members.
9
 Delegated. Implementation of the recommendation is not in competence of the CEITEC
MU management. The recommendation will be added to proposal of actions to the
university GEP that will be designed by the end of 2021.
4. Sexism, stereotypes and unconscious bias are still present and should be addressed. All
employees should be trained on unconscious bias, sexual harassment, cultural differences (e.g.
as a part of onboarding procedure). That relates to recruitment as well (see point 5).
 Implemented. Training on unconscious bias and sexual harassment will be organised
regularly, as well as internal campaigns aiming to improve internal culture of the
institute.
5. All people involved in the recruitment interviews must be properly trained in the area of
unconscious bias (see point 4), and appropriate/inappropriate questions to be asked during the
interview. HR Department should play a control role as HR managers are members of the
selection committees as a standard.
 Implemented. This recommendation will be addressed as a part of the overall
implementation of the recruitment policy.
6. How information are disseminated should be analysed to ensure open and transparent
communication. Members of the WG agreed that using aliases based on position (e.g. mailing
list of all group leaders) improved information distribution a lot. However there are still some
cases when only some people are informed – without clear clue on which principle they were
included into recipients (and others not).
 Postponed (to be further elaborated/analysed). To be able to react on this
recommendation, we need more information. The GEP will be updated based on the
analysis results.
7. In Czech research environment, there is still a negative trend of having “men’s clubs” – building
loyalty and rewarding it and thus breaking “merit-based” approach. While composing decisionmaking
and advisory boards, diversity of such bodies should be taken into account – not only
from the gender perspective, but also from the perspective of having international people on
board, etc. Some members of the WG supported an idea of quotas for minority gender, e.g.
there should always be at least 30-40 % women in decision-making and advisory boards.
However this recommendation was not supported unanimously by all members of the group.
 Partly implemented. Diversity of advisory bodies will be addressed not only from the
gender perspective. The quotas will be set as recommended value. The same
recommendation is included in recommendations for the university GEP.
8. Opening advisory boards and working groups to postdocs should be considered. This can bring
more women into these bodies and also it can be a part of their career development.
 Implemented / taken into account. When appointing new members of the advisory
bodies and working groups, senior staff scientists and postdocs will be considered.
9. Group leaders and other heads of workplaces should support flexible working hours.
 Implemented. This recommendation is already implemented. Higher usage of flexible
working hours is a decision of head of workplace.
10. PR of CEITEC MU researchers should be balanced from the perspective of gender. However
we should not point out on gender of presented researchers. We should focus on expertise,
position, results. While formulating GEP, and related policies, women should not be reduced to
mothers. Gender equality cannot be reduced to supporting women/mothers.
10
 Implemented into GEP.
11. WG appreciated that some meetings are organised in defined time slots (e.g. Group leaders’
meeting starts always at 2 p.m., based on requirements of group leaders who have caring
responsibilities), not starting later than in 3 p.m. This policy should be widened as a general
principle.
 Taken into account.
12. Parking slots for parents of small children should be offered as it is very demanding to ensure
all the logistics related to commuting to work and taking children to/from kindergarten.
 Partially implemented. This recommendation faces to spatial options. The institute will
search for all possible options how to make commuting to the campus more convenient
by all means of transportation.
13. Monitoring, reporting and regular assessment of gender-disaggregated data should be further
broadened.
 Implemented.
4. PLAN OF ACTIONS
Following trends and priorities in the area of gender equality and equal opportunities, reflecting presented quantitative data and qualitative inputs, the GEP III
defines five areas of intervention that are further developed into goals, specific measures and actions. All actions are specified with key indicators (target values
where relevant), deadline, responsibility and budget allocation.
Aim of the GEP actions are:
1. Institutional and cultural change supporting the best talents in an
unbiased way
2. Improving the presence, participation, and progression of women in
science
3. Improving gender balance in Institute’s leadership and advisory
bodies
4. Providing open, fair, transparent, inclusive and safe working
environment
5. Bringing intersectional approach to gender mainstreaming at the
Institute
6. Addressing sex and gender dimension in research content and
training
Areas of intervention:
1. Governance, internal culture, monitoring and reporting system
2. Recruitment and career progression (development)
3. Working conditions, work-life balance
4. Sexual harassment and bullying
5. Sex/Gender dimension in research
12
ACTION PLAN 2021-2023
Area of
intervention
Goal Priority measures and activities Deadline Responsibility
Indicator(s) /
Outcome(s) / Target(s)
Indicative budget
allocation (excl.
personnel costs)
Governance,
internal culture,
monitoring and
reporting
system
1. CEITEC MU will continue
in actions aiming to
increase the
representation of women
in decision-making and
advisory bodies and will
always consider the
diversity of such bodies
Composition of decision-making and
advisory bodies will be monitored and
reported. We will focus on evaluation of
long-term trends of women
participation. A participation of
international staff will be monitored and
improved as well.
An option to appoint senior researchers
/ postdocs (not only group leaders) as
members of institute’s committees will
be considered to increase a presence
of women in advisory bodies.
Focus will be put on increase of gender
sensitiveness and awareness on equal
opportunities of all members of the
institute’s bodies (both men and
women).
We aim to use intersectional approach
here as well (mostly monitoring
representation of international
employees and junior/senior group
leaders).
Annually
4Q 2021
(in the
occasion of
members’
appointment)
4Q 2023
1Q 2022
Head of Director’s Office INDICATORS:
1) share of men and
women in the
management,
Director’s Board,
Scientific Board,
and all advisory
committees;
2) share of
international
employees in the
Director’s Board,
Scientific Board and
all advisory
committees;
3) share of junior and
senior group
leaders in decisionmaking
and
advisory bodies.
DESIRED TARGET
VALUES:
Minority gender is
represented at least by
25 % of members in
individual bodies.
Share of international
employees in advisory
bodies is at least 25 %.
0 CZK
13
Governance,
internal culture,
monitoring and
reporting
system
2. The Institute will further
extend amount of genderdisaggregated
data that
are reported to the
management and
assessed from the
perspective of gender
equality.
Data will be used for
detailed analysis and
formulation of future
actions and measures.
Annual monitoring of genderdisaggregated
data, including analysis
of long-term trends. We aim to extend
data that are reported and assessed
from the perspective of gender equality.
All administrative departments will be
invited to workshops with the aim to
identify data that are worth to be
monitored as gender-disaggregated.
Monitoring will include also
disaggregation based on international
staff share/participation.
1Q – data
2Q –
analytical
report
(annually)
3Q 2022
(workshop)
4Q 2021
(extended
data reports)
Head of Director’s Office
In close cooperation and
inputs from all admin
departments.
INDICATORS:
1) leaky pipeline data;
2) data from
recruitment
procedures;
3) pre-award and
post-award grantsrelated
data;
4) awards;
5) training data;
6) other HR data;
7) research
performance data;
8) PR data.
To be specified after the
workshops.
0 CZK
Governance,
internal culture,
monitoring and
reporting
system
3. Gender sensitive
communication will be
used across the institute
to improve working
environment and internal
culture
(HR Award, no. 66)
#PR
#recruitment
#culture
For the upcoming period, we want to
define an institutional gendersensitive
communication policy that
will serve not only a PR and
communication specialist, but all
employees of the institute (e. g. grant
officers while writing grant applications,
HR managers while communicating
with employees and with candidates for
a position, etc.).
Following the policy formulation, a
training for employees on gendersensitive
communication principles
will be organised. The workshop will be
organised regularly on annual basis as
a part of institute’s training for
employees.
Website, social media accounts and
official documents will be continuously
reviewed and edited from the
perspective of using gender-sensitive
communication.
4Q 2021
4Q 2021
(first training)
Annually
3Q –
annually
Director’s Office
In close cooperation
with the Communication
Department
INDICATORS:
1) gender-sensitive
communication
policy (document);
2) training for
employees on
gender sensitive
communication;
3) number of
participants of the
workshop on
gender sensitive
communication;
4) train-the-trainer
workshop on
gender sensitive
communication; at
least two persons
trained;
5) regular analytical
report of web and
social media
presentation/comm
0 CZK
We expect the training
to be provided by
National Contact Centre
“Gender and Science”
as a part of their expert
services. In long run, we
aim to be able to
perform the training for
employees internally,
based on organisation of
train-the-trainer
workshop for at least 2
persons.
14
While developing and implementing
sensitive communication policy, the
intersectional approach will be used.
unication (every 1-2
years).
DESIRED TARGET
VALUES:
30 employees will
participate in the training
2 internal experts on
gender sensitive
communication
Governance,
internal culture,
monitoring and
reporting
system
4. The Institute will
promote positive role
models in science in the
context of equal
opportunities, making
minority groups in
academia more visible
Presentation of positive “role models”
and “family cases” from the perspective
of equal opportunities, making minority
groups in academia more visible.
Communication of topics such as worklife
balance, career in
research/academia, and mental health
issues. Such topics should be
presented both while presenting women
and men.
PR data report will be reviewed from
the perspective of genderdisaggregated
data.
We will use the opportunity of
International Day of Women and Girls
in Science to perform PR campaign in
this area.
Annually
Annually
2Q 2022
Annually
Communications Lead INDICATORS:
1) Articles, interviews
and other
campaigns
promoting positive
role models;
2) PR data segregated
by gender – number
of press releases,
media appearance.
DESIRED TARGET
VALUES:
At least three interviews
covering also a topic of
women in science, worklife
balance, equal
opportunities, etc. per
year.
0 CZK
Recruitment
and career
progression
(development)
5. Increasing the number
of female applicants for
group leader position and
the offer acceptance rate
Gender sensitive communication will be
used in the whole process of recruiting
new employees. A training will be
organised and training guidelines
distributed.
Ongoing
activity
(group
leader
position is
opened app.
Director’s Office,
Scientific Secretary, HR
Department
INDICATORS:
1) Share of
women/men in
individual stages of
the recruitment
procedure (for
positions according
70 000 CZK (training)
15
Specifically HR managers will
participate training on gender sensitive
communication.
Headhunting methods to find and invite
more female candidates for group
leader’s position will be used.
While opening position of group leader,
specific campaign supporting women to
apply will be launched.
Unconscious bias training for
recruitment committee members (and
other employees) will be repeated.
Employees’ benefits will be reviewed
from the perspective of how to attract
candidates with caring responsibilities.
Organisations of women in research will
be explored and used to find more
female candidates and to share our
adverts.
Dual career opportunities will be
explored and potentially used to attract
more candidates.
once per 2
years)
to the career
system).
2) Number of HR
managers
participating training
on gender sensitive
communication.
3) Number of
unconscious bias
training participants.
DESIRED TARGET
VALUES:
At least two candidates
representing minority
gender will be invited to
interview for group
leader position.
Recruitment
and career
progression
(development)
6. Promote transparency of
recruitment practices –
website on Career at
CEITEC MU will be
available, including
information on our
recruitment procedure and
rules
Website of CEITEC MU will offer a
transparent information regarding how
recruitment is organised. Recruitment
policy, together with related norms will
be published online. A “Career” section
will be launched both at consortial and
Institutional level, covering these
information.
A specific attention will be paid to
promote CEITEC MU as an employer
supporting equal opportunities,
inclusiveness and transparency (both in
recruiting and evaluating).
3Q 2021 Director’s Office in close
cooperation with
Communications
department
DESIRED TARGET
VALUES:
CEITEC MU Career
section on the web
launched, including
recruitment policy and
related documents.
Budget for the website
facelift is separated from
the GEP budget.
16
Recruitment
and career
progression
(development)
7. Open, transparent and
merit-based recruitment
policy (OTM-R policy) will
be implemented, including
being formalised as a
Director’s Measure with
relevant guidelines
Director’s measure on recruitment will
be amended based on new
Recruitment Policy (2020).
As a part of the recruitment policy
implementation, these areas/measures
will be covered:
- Advert templates using gender
sensitive communication
(including methodology for their
usage)
- Training for HR managers on
gender sensitive communication
and advert templates preparation
- List of standard interview
questions
- Communication policy for
communication with candidates
and committee members
Composition of recruitment committees
for group leader, core facility head and
other managerial positions will be
monitored and reported regularly.
4Q 2021
(Director’s
measure)
1Q 2022
and then
annually
HR Department
in close cooperation with
Director’s Office and
Scientific Secretary
INDICATORS:
1) Director’s measure
on Recruitment
adopted.
2) Share of women
and men in the
recruitment
committees,
3) Share of women
and men in all
stages of the
recruitment
procedure.
DESIRED TARGET
VALUES:
1) At least 30 % of
recruitment
committee
members will be
representatives of
minority gender.
2) At least two
representatives of
minority gender
should be invited to
first round of the
recruitment
procedure.
All HR managers are
trained in the area of
gender sensitive
communication.
0 CZK
17
Recruitment
and career
progression
(development)
8. Information services for
applicants for a position at
CEITEC MU will be
professional, covering also
information about work-life
balance, childcare
facilities, social benefits,
etc. Providing these
information is not a part of
interview and assessment
of the candidate.
HR department will prepare an
information sheet/brochure about worklife
balance aspects of the work,
childcare facilities, social benefits to be
included when sending out offers or
handed to candidates during on-site
interviews.
HR managers will provide additional
information if required by the candidate.
3Q 2023
HR Department INDICATORS:
Information brochure
issued.
0 CZK
Working
conditions,
work-life
balance
9. Employees will be
offered with a complex and
professional information
resources and
consultation services in
the area of working
conditions, work-life
balance, maternity/parental
leave and return to work,
etc.
HR department aims to provide
employees with an information service,
covering areas of working conditions,
work-life balance, maternity/parental
leave and return to work. Such service
contains a basic set of regularly
updated information brochures and
individual consultations for specific
cases not covered by the brochures.
Information brochures for employees
will be updated on regular basis and will
have these thematic focuses: (1)
Maternity and parental leave, (2) Grants
and parenthood (in cooperation with the
Grant Office), (3) Available babysitting
options for employees.
3Q 2023 HR Department INDICATORS:
1) Number of
information
brochures,
DESIRED TARGET
VALUES:
All employees leaving
for the
maternity/parental leave
receive a standardized
set of information.
0 CZK
Working
conditions,
work-life
balance
10. We will support our
employees before and
after leave periods
(maternity leave, parental
leave, care for close
relative leave) to ensure
smooth transition between
work and leave period
HR department will establish a regular
procedure of providing support of
employees and heads of workplaces in
the situation when employee prepares
for his/her maternity/parental leave and
returning from it. The check-list already
prepared as a part of the WLB Project
will be used.
Setting a concrete “return plan” is a
responsibility of head of workplace in
cooperation with leaving employee.
Heads of workplaces will be offered
3Q 2022 HR Department INDICATORS:
Heads of workplaces
and employees leaving
for maternity/parental
leave will receive a
template of check-list
with recommended
steps before leave,
before return to work
and after return to work
after maternity/parental
0 CZK
18
with a consultation if required how to
approach this situation.
Promotion of return plans among heads
of workplace and employees will be
implemented to show mutual benefits of
this tool.
HR Department will provide individual
help to employees returning to work
after maternity/parental leave (analysis
of individual needs).
Preparation of guidelines (brochure) for
employees returning to work after
maternity/parental leave.
We will use a full advantage of the
university MUNI Career Restart grant
support scheme (GAMU). An active
promotion to the target group will be
ensured by Grant Office and HR
Department.
leave. (Number of
cases)
Working
conditions,
work-life
balance
11. The Institute will
continue in promotion and
implementation of the
institutional WLB policy
and raise awareness
importance of work-life
balance, including mental
health issues
WLB policy will be updated/reviewed
based on employees’ feedback.
Heads of workplace will be supported to
take a full advantage of using measures
such as flexible working hours, homeoffice
(see WLB policy) for their team
members.
We will use a full potential of university
kindergarten Elánek that is available
close to the campus Bohunice. HR
Department will provide information
about the facility to the target group of
fresh parents (including employees
leaving for the maternity/parental
leave).
2022
Ongoing
(to be
specified)
Ongoing
HR Department
(in cooperation with
Communications
department)
INDICATORS:
1) Updated WLB
Policy.
2) Data on part-time
contracts.
3) Data on home-
office.
0 CZK
19
Working
conditions,
work-life
balance
12. Building (family)
friendly working
environment and
community
We will continue in organisation of
events for employees and their family
members, such as Children’s Day, St.
Nicolas Day, Christmas Party, On bike
to work campaign, etc.
WLB Policy (reflecting the goal of
building (family) friendly working
environment and community. See goal
11.
We will support family networks,
including support for international
families to feel like home in Brno.
A special attention will be paid to
international staff so that they can feel
welcomed and as at home in Brno and
in CEITEC community. This is a part of
our well-established Welcome Service
for international staff.
We will focus on making commuting to
work as pleasant as possible while
respecting some limitations such as
limited number of parking slots. We will
consider all forms of commuting, such
as public transportation, walking,
running, cycling, by car.
Annually
3Q 2023
Communication
Department
INDICATORS/OUTPUT
S:
1) Number of events
for employees and
their family
members.
2) Number of
participants.
3) Data on Welcome
Service (feedback,
number of cases).
Budget for events for
employees and their
family members is
included in the overall
budget for institutional
events.
Working
conditions,
work-life
balance
13. Analysis of wage
system from the
perspective of gender
equality
An analysis of wage levels will be
prepared, including gender pay gap
analysis. An external provider will be
considered to ensure high quality and
expert service.
(HR Award, action no. 38)
Based on the final report, the GEP
could be amended to react to the
results.
2Q 2022 HR Department INDICATORS/OUTPUT
S:
1) Gender pay gap
analysis.
DESIRED TARGET
VALUES:
There is no statistically
significant difference in
wages of employees
caused by gender.
100 000 CZK
20
Sexual
harassment and
bullying
14. Sexism, sexual
harassment and bullying
will be addressed to
promote safe and healthy
working environment
A 2018 report by the National
Academies of Sciences
(https://www.ncbi.nlm.nih.gov/books/NB
K507206/) found that sexual
harassment is the most common form
of bullying and harassment in scientific
research settings, and that gender
harassment is the most common form
of sexual harassment in these
situations. Together with our partners in
the EU-LIFE consortium (Working
Group on Gender Equality), we plan to
improve the existing policy/system in
place, including preparation of practise
guidelines on how to address bullying
and harassment.
We want (1) to clarify the definition of
gender harassment, (2) identify what
can be done to raise awareness and
prevent its occurrence, and (3) assess
how the Institute can effectively
respond to stop this type of
harassment, as well as any other type
of harassment, under the particularly
challenging circumstances (high
dependence on academic mentor and
project for career success) that trainees
and junior faculty in academic research
institutes face when being bullied or
harassed by a colleague.
To evaluate current situation, we aim to
do an anonymous survey (preferably
at the university level) that will be used
for formulation of next steps.
Appropriate working behaviour
course/training for all employees will
be included into the onboarding
(orientation) of new employees. The
training will cover topics of unconscious
bias, by stander effect, etc.
1Q 2022
(theoretical
research)
4Q 2023
(system in
place and
implemented
)
Specific
timeschedule
will
be
formulated
by 3Q 2021.
Head of Director’s Office
HR Department
As a part of the EU-LIFE
working group on
Gender Equality.
INDICATORS/OUTPUT
S:
1) Guidelines on how
to address bullying
and sexual
harassment (code
of conduct);
2) update of
Work@CEITEC_M
U (sexual
harassment and
bullying section);
3) update of
information
brochure for new
employees (sexual
harassment and
bullying topic);
4) analysis and action
plan (sexual
harassment and
bullying topic);
5) anonymous staff
survey focused on
sexual harassment
and bullying;
6) training for
employees on
sexual harassment
and bullying
designed;
7) number of
employees trained
in the area of
sexual harassment
and bullying.
70 000 CZK (training of
employees on bystander
effect) in 2021/2022
academic year
21
A contact person will be appointed
and trained to help in the case of sexual
harassment and/or bullying.
Raising awareness campaign will be
designed and launched as a part of
prevention against sexism, sexual
harassment and bullying.
Code of working behaviour (nonscientific)
will be formulated and
included into materials passed to new
employees as a part of onboarding
process.
Web pages will be enriched with a
section on sexual harassment and
bullying.
Sex/Gender
dimension in
research
15. Implementation of
sex/gender dimension in
research in research
content and education
A mix of actions and events will be
organized to ensure sex/gender
dimension in research implementation:
1) Seminar on SGD for postdocs
2) Finding guarantor of the PhD
course for PhD students
3) PhD course on SGD
4) Presentation on SGD for staff
scientists and group leaders
We will take advantage of outcomes of
the LIBRA project, mainly online web
learning module.
3Q 2021
2021
2022
2022
Scientific Secretary and
Science and Innovations
Support Dept.
INDICATORS:
Number of seminars for
postdocs on SGD (and
number of participants)
Number of PhD courses
on SGD (and number of
trained PhD students)
Number of group
leaders and staff
scientists participating
event on SGD
0 CZK
Intersectional
approach
16. Age management will
be explored and
established at CEITEC MU
An audit focused on age discrimination
/ age management issues will be
performed. Based on the audit results,
an action plan focused on age
management will be formulated and
added to the GEP.
2Q 2022
(audit)
4Q 2022
(action plan)
Deputy Director for
Administrative Matters,
Head of Director’s Office
OUTPUTS:
Analysis and Action
Plan.
To be specified (and
approved by the
director).
22
5. RECOMMENDATIONS TO THE UNIVERSITY GEP
Offering on-site child-care facility for children 1+ year old would be a great
selling factor for CEITEC and the University as an employer. When planning
new building constructions at the campus, the University should consider this
demand by employees. This aspect was one of the most emphasised by the
FG members (researchers).
To ensure on-site campus childcare for children 1-3 years old, including
short-term babysitting (e.g. in case of meetings, events). Installation of
elements of the playground within the outdoor areas of the Bohunice campus
for children aged 0-6 would be also beneficial.
Zajištění zařízení péče o děti od 1 roku pro univerzitní zaměstnance a
zaměstnankyně by bylo výborným benefitem (tzv. selling pointem). Při
plánování nových budov na kampuse by univerzita měla zvážit tento
požadavek zaměstnanců. Toto doporučení bylo jedno z nejvíce
zdůrazňovaných v rámci fokusní skupiny vědců a vědkyň.
Zajistit školku přímo v prostorách kampusu pro děti od 1 do 3 let, včetně
možnosti krátkodobého hlídání (např. po dobu pracovní schůzky či pracovní
akce). Přínosné by bylo také instalování prvků dětského hřiště ve venkovních
prostorách kampusu Bohunice pro děti od 0 do 6 let.
Establish a complex system for prevention of sexual harassment and bullying
and system for handling concrete cases. University should focus not only on
a formal procedure and policy, but also on implementing preventive
measures, such as active bystander training (or similar) for all employees
and students, communication campaigns (raising awareness), and offering a
professional services of psychologist (specialised in the area) and/or
mediator.
Vytvoření komplexního systému prevence sexuálního obtěžování a dalších
forem nevhodného chování a také systému řešení konkrétních případů.
Univerzita by se měla zaměřit nejen na formální procedury a politiku, ale také
na realizaci preventivních opatření, jako jsou školení zaměstnanců a
studujících typu „active bystander“, zvyšování povědomí formou
komunikačních kampaní, a nabízení profesionálních expertních
psychologických a/nebo mediačních služeb.
Establishment of university ombudsperson for employees and students. Ustanovení pozice univerzitní ombudsperson (ombudsman/ka) pro všechny
zaměstnance a studující.
Invite more women and international staff to university boards, committees
and working groups.
Zapojení více žen a zahraničních pracovníků a pracovnic do univerzitních
orgánů, komisí a pracovních skupin.
23
To deepen English working environment – documents, IT systems and
internal communication in English. As well as all training workshops and
events organised also in English (both internal and external).
Prohloubení anglického pracovního prostředí – dokumenty, IT systémy,
interní komunikace v angličtině. Stejně jako veškerá školení a akce
v angličtině (a to jak interní, tak externí).
University events for international employees and their family members. Univerzitní akce pro zahraniční zaměstnance a zaměstnankyně a jejich
rodiny.
To increase capacity of BIOSKOP and transform it into university level
flagship. BIOSKOP should offer summer camps for children, programmes for
spring and fall holidays to help employees with their caring responsibilities
when kindergartens and schools are closed.
Navýšení kapacit BIOSKOPu a jeho přesun na univerzitní úroveň (vlajková
loď). BIOSKOP by měl dále poskytovat letní příměstské tábory pro děti,
programy na jarní a podzimní prázdniny, a pomoci tak rodičům v době, kdy
jsou školky a školy uzavřené.
6. ANNEX: IMPLEMENTATION DETAILS
Coordination of GE Activities Eliška Handlířová, Head of Director’s Office (HR Award
Coordinator, Gender Equality Coordinator/Ambassador)
Dedication of Human
Resources
All actions planned in the GEP III are allocated to concrete
administrative department. Dedication of human resources is in
a responsibility of respective head of department.
Dedication of Financial
Resources
100 000 CZK per year (direct costs)
~ 0,4 FTE (composed of work-load by HR Award working group
members dedicated to the area of GE)
Members of the HR AWARD
Working Group (covering GEP
preparation and
implementation as well)
» Eliška Handlířová (Head of Director’s Office)
» Nikola Kostlánová (Scientific Secretary)
» Andrea Dvořáková (Head of HR Department)
» Kateřina Ornerová (Head of Research and Innovations
Support Dept.)
» Martina Pokorná (Deputy Director for Administrative Matters)
» Ester Jarour (Communications Lead, Director’s Office)
» Jana Otoupalíková (Head of Communication Department)
Equal Opportunities and
Diversity Focus Group
The focus group met on 25. 5. 2021 and composed of
representatives of researches at different stage of career, age,
gender and country of origin:
» Mary O’Connell, senior group leader (F, Ireland)
» Helene Robert Boisivon, senior group leader (F, France)
» Tomasz Nodzynski, junior group leader (M, Poland)
» Karel Kubíček, senior staff scientist (M, Czech Republic)
» Zdeněk Farka, senior staff scientist (M, Czech Republic)
» Pia Yasmine Jurček, postdoc (F, Finland)
» Hana Svozilová, PhD student (F, Czech Republic)
» Agnieszka Szmitkowska, PhD student (F, Poland)
Link to CEITEC MU Strategy
and Policies
CEITEC MU Strategic Plan 2021-2028 refers to the HR
Excellence in Research Award and the implementation of the
HR Award action plan, including Gender Equality Plan (priority
area “Investing in People – HR Excellence in Research”).
Gender equality and diversity management is elaborated into
detail in the HR Strategy (2018). Mostly in the chapter 3, priority
area V. Diversity, internationalization and gender equality.
Dissemination » Our role is to raise awareness about the importance of equal
opportunities both inside and outside the Institute.
» We will continue in active participation in sharing best
practices at national and international conferences, workshops
and networking events.
» We will continue in disseminating role models, success stories
and other articles and interviews covering topics such as the
equal opportunities in academia, work-life balance and
sex/gender dimension in research.