Academy of Finland Equality Plan

Transcription

1 Academy of Finland Equality Plan January 0 3 December 08

2 Contents INTRODUCTION... 3 EQUALITY SITUATION IN THE ACADEMY S RESEARCH FUNDING OPERATIONS IN EQUALITY IN ACADEMY RESEARCH FUNDING.... ACTIONS AND MEASURES TO PROMOTE GENDER EQUALITY... 3 EQUALITY IN THE ACADEMY OF FINLAND ADMINISTRATION OFFICE EQUALITY SITUATION IN THE ACADEMY OF FINLAND ADMINISTRATION OFFICE PERSONNEL S EXPERIENCES OF EQUALITY AND NON-DISCRIMINATION PERSONNEL STRUCTURE AND NATURE OF EMPLOYMENT CONTRACTS EQUAL PAY ACTIONS AND MEASURES TO PROMOTE GENDER EQUALITY... EQUAL PAY AND EQUAL TERMS OF EMPLOYMENT... PREVENTION AND REMOVAL OF DISCRIMINATION AND HARASSMENT... BALANCING WORK AND FAMILY LIFE... IMPROVING THE WORKPLACE CLIMATE AND WORKING CONDITIONS... ORGANISATION AND PROCESS OF EQUALITY PLANNING AT THE ACADEMY... APPENDICES... 9 APPENDIX... 9 APPENDIX... 8 APPENDIX

3 Introduction This Equality Plan addresses gender equality at the Academy of Finland s Administration Office and in the Academy s research funding operations. In compliance with the Non-Discrimination Act (3/0), the plan also extends to other aspects of equality and non-discrimination. The Equality Plan was submitted for deliberation by a joint employee-management group on December 0. The preparation of this plan was preceded by a review of the Academy s current gender equality situation and the implementation of the previous plan. The plan sets out the necessary actions and measures for the promotion of equality and describes the organisation and process of equality work at the Academy. A dedicated working group has been set up under the Administration Office to take charge of equality planning and monitoring. This plan is both a gender equality plan applicable to all personnel as laid down in the Act on Equality between Women and Men (09/98; amended 39/0) and an operational equality plan insofar it concerns other aspects of the Academy s operation (research funding in particular). Public authorities have a general duty to purposefully and systematically promote non-discrimination and gender equality in all their activities. They are required to create administrative and operational procedures that ensure the fostering of equality in both preparatory work and decision-making, and to seek to alter any circumstances that prevent the realisation of equality. The promotion of gender equality must also be reflected in the availability and supply of services. The Equality Act prohibits discrimination based on gender, pregnancy or childbirth, gender identity or gender expression in all areas of life and society. Sexual and gender-based harassment also constitute discrimination, as does a direct instruction or order to discriminate. The Non-Discrimination Act, for its part, prohibits discrimination based on age, origin, nationality, language, religion, belief, opinion, political activity, trade union activity, family relationships, state of health, disability, sexual orientation or other personal characteristics. The prohibition applies to both direct and indirect discrimination. However, different treatment does not constitute discrimination if the treatment is based on legislation and it otherwise has an acceptable objective and the measures to attain the objective are necessary and proportionate. One of the aims of the Equality Act is to facilitate the equal participation of men and women in public planning and decision-making in society. For this reason, it is stipulated that, unless there are special reasons to the contrary, men and women must be equally represented in management or administrative bodies exercising public power. The promotion of equality in the workplace means that men and women are treated equally and in a non-discriminatory manner in all situations. The aim is to have a more equal distribution of women and men across the workplace hierarchy and in different occupations. This Equality Plan is valid from January 0 to 3 December 08, but the actions and measures listed and their impacts will be monitored and assessed annually. The plan will be updated as necessary based on these annual reviews. Equality situation in the Academy s research funding operations in 0 The Academy of Finland s research funding decisions are made by research councils, the Academy Board, the Research Infrastructure Committee, the Strategic Research Council, or by Board-appointed 3

4 subcommittees. The Academy has continued to promote gender equality in all its research funding decisions since the 980s. The groundwork and criteria for these decisions are based on the strategic directions and research policy objectives set out in the document Criteria for research funding decisions, which is submitted annually for approval to the Academy Board. These objectives include supporting young and women researchers careers and promoting gender equality in science and research. Furthermore, the Academy s decision-making reflects the policy directions set out in other documents adopted by the Academy Board and the research councils (e.g. action and financial plans, strategy documents and equality plans) and the Finnish Government s science policy priorities. The gender quota principle laid down in the Equality Act is applied to the Academy s research councils and the Academy Board. Men and women are equally represented in all four research councils. In 0, women accounted for 0 per cent of all research council members. Two of the four research council chairs are women, and 0 per cent of the Academy Board members are women. This general rule is applied as far as possible in the appointment of subcommittees, but it is not always justifiable. Special reasons for departing from this principle in the appointment of a subcommittee may include the need to ensure adequate representation of scientific expertise and decision-making capacity.. Equality in Academy research funding This section describes the current gender equality situation in the Academy s research funding operations and the attainment of the objectives set out in the previous plan. The target specified in the Academy s Equality Plan is to increase the proportion of the minority gender among appointees to research posts to at least 0 per cent across all Academy funding opportunities. This target has been reached for the posts of Academy Research Fellow and Postdoctoral Researcher. In recent years, the proportion of women appointees has remained stable in all funding categories. Funding from the Academy can be applied for by researchers at tiers II IV of the four-stage career framework. Universities have seen a slight increase in the proportion of women researchers at these stages: in 0 the figure edged up to 3 per cent. The proportion of women among applicants for Academy funding, however, has been somewhat lower at 3 per cent. Men have accounted for the majority of appointees to Academy Professor positions (Table ). This reflects the gender distribution of applicants for these posts, among whom women are in the clear minority. Men oversee most research programmes and CoE programmes, but 3 per cent of the directors of new strategic research programmes are women. Proportion of women recipients of Academy research funding in 00, 03 and 9 Nov 0 Research posts as Academy Professor % % Research posts as Academy Research Fellow % % Research grants for Postdoctoral Researcher % % Academy Projects, principal investigator 8% 8% Research programmes (Academy programmes), principal investigator 8% % Centre of Excellence directors % 3% SRC programmes, principal investigator

5 Table. The honorary title of Academician of Science was first awarded to a highly distinguished female scientist in 003. The proportion of women Academicians of Science has increased in recent years, rising from 0 per cent in 03 to per cent in 0. Women s minority position is explained by the predominance of men in the research field in earlier decades. One major objective for the Academy is to increase the proportion of women experts involved in reviewing funding applications. In 03 the Academy joined AcademiaNet, a network created to help women researchers advance into key positions in science and research. The network also serves as a resource for recruiting reviewers. In recent years, the gender breakdown of reviewers has reached the level targeted. In 0 women accounted for per cent of experts, but by 0 that figure was up to per cent. There are marked differences between disciplines in the gender balance of hired professors, which is also reflected in the Academy s peer review processes. In some fields, it is extremely difficult to recruit female reviewers, in others it is hard to find male reviewers. A comparison of the proportion of women and men among funding recipients and their respective success rates suggests that gender differences have decreased in the case of most funding instruments and in research councils decisions. The proportion of successful women applicants remains low in the natural sciences and engineering fields, which reflects the corresponding gender breakdown of applicants. However, the proportion of women has increased significantly in researcher training in these fields, so there is greater potential for the future. The proportion of women among principal investigators of Academy Projects is unchanged at 8 per cent. This corresponds to women s current share of professorships. One possible reason for the relatively low proportion of women lies in the slow annual turnover rate among professors, around %. Nonetheless, women s proportion among funding recipients is the same as their proportion among funding applicants. The European Union s research and innovation funding programme Horizon 00 places special emphasis on gender equality. It closely monitors the overall gender balance in research funding and the implications of research theme selection for gender equality. Gender equality and non-discrimination are also key areas of focus in the Academy s strategic research programme Equality in Society. The Minna Canth Academy Professorship is devoted to research on questions of equality and gender. The Academy is keen to promote the internationalisation of science and research, encouraging greater mobility among Finnish researchers and seeking to attract foreign scholars to come and work in Finland. Almost three-quarters or per cent of Academy-funded Postdoctoral Researchers, 8 per cent of Academy Research Fellows and 9 per cent of Academy Professors are Finnish nationals. Among the principal investigators of Academy Projects, 88 per cent are Finnish nationals (Appendix 3). None of the factors listed in the Non-Discrimination Act, i.e. age, origin, nationality, language, religion, belief, opinion, political activity, trade union activity, family relationships, state of health, disability, sexual orientation or other personal characteristics, are relevant to the application review process or decision-making on funding. The Figures below show the percentage success rates of funding applications to the Academy of Finland.

6 Figure a. Figure b Figure. Percentage success rates of funding applications to the Academy of Finland by gender. Actions and measures to promote gender equality Objective: The Equality Plan is mainstreamed throughout the Academy s funding operations. The Finnish research system can be strengthened by enhancing the diversity of science and research and its capacity for self-renewal, and by ensuring there is a broad and strong enough scientific competence base. The Academy is committed to continuing its efforts to promote equality and to prevent discrimination in all its operations. Promoting operational equality in research funding through concrete measures is highly challenging as the primary objective of advancing science must always take precedence over the promotion of gender equality. Practices at universities, research institutes and other research organisations also have a bearing on the work of Academy-funded researchers and on gender equality. Operational equality is therefore promoted in cooperation with universities and other institutions.

7 Actions and measures to achieve the objectives: a. The Academy s decision-making bodies shall monitor progress towards gender equality in connection with their research funding decisions, focusing particularly on the impact of new funding opportunities and the changes made to existing opportunities on equality and non-discrimination (especially the age and nationality of applicants and funding recipients). b. Special attention shall be paid to the transparency of decisions on research funding and research posts and to the equal assessment of male and female applicants, for instance regarding career interruptions due to parental leave. c. On application, project researchers funding periods may be extended due maternity, paternity, parental or childcare leave or military or non-military service. In addition, funding periods may be extended for other special reasons, such as long-term illness. Information on the availability of such extensions shall be given in connection with call announcements. d. The Academy shall take determined action to increase the proportion of women experts in the application review process with a view to attaining a balanced gender mix in review panels. e. The Academy shall continue to emphasise equality and diversity in all its science communication to guarantee equal visibility for both genders. f. The Equality Working Group shall conduct a survey to compare the gender distribution of Academy funding recipients with the whole Finnish research community (Appendix ). In 0 the Academy Board decided to add a new mobility requirement to the eligibility criteria for Postdoctoral Researchers and Academy Research Fellows. Applicants to these posts must now apply for funding for a post in a research environment other than the one where they completed their doctoral thesis, or alternatively work for at least six months in some other research environment before the call closing date. This mobility requirement may be waived for special reasons. Its impacts on the number and gender distribution of applicants shall be monitored. The Academy has also offered new one-off funding opportunities. The Academy will monitor the effects that key projects and the additional funding made available to junior researchers have on the gender and age distribution in research funding. In the future the Academy will, in a manner proportionate to its resources, monitor the academic career placement of those who are awarded funding and the development of gender equality after the expiry of Academy funding, where possible in collaboration with organisations representing researchers. 3 Equality in the Academy of Finland Administration Office 3. Equality situation in the Academy of Finland Administration Office 0 This section describes the current gender equality situation in the Academy of Finland Administration Office and the attainment of the objectives set out in the previous plan. 3.. Personnel s experiences of equality and non-discrimination Job satisfaction surveys (VMBaro) have been conducted regularly at the Academy of Finland Administration Office to find out how satisfied personnel are with the gender equality situation in the workplace. Satisfaction scores have remained at a high level during 0 0.

8 In 0, 8 per cent of Academy personnel were satisfied or very satisfied with the gender equality situation in the workplace (compared to 83% in 0). Among men, 38 per cent said they were satisfied and per cent very satisfied, bringing the total to 83 per cent (compared to 8% in 0). The figures for women were per cent, per cent, and 8 per cent (compared to 80% in 0), respectively. There were no major age group differences, although the oldest personnel aged 0 or over had the highest satisfaction scores. In this age group, no one said they were dissatisfied with the gender equality situation in the workplace. Among the different personnel groups, supervisors expressed the highest satisfaction levels. There was no marked difference between the satisfaction scores of advisers and front-line personnel. The 0 job satisfaction survey included a new item measuring experiences of non-discrimination in the workplace. The scores were somewhat lower than those for perceived gender equality. Almost two-thirds or 3 per cent of the respondents were satisfied or very satisfied with the level of nondiscrimination in the workplace. There was also greater variation within different groups than in the items measuring gender equality. Men were clearly more satisfied than women: 9 per cent of men said they were satisfied or very satisfied, compared with just per cent of women. Satisfaction with the level of non-discrimination in the workplace was lowest in the oldest age groups. Among different personnel groups, front-line personnel expressed the lowest satisfaction. The number of people in front-line roles has declined and will continue to decline in the years ahead, and their job descriptions are changing considerably, which may be reflected in the results. Most front-line personnel are women. The Academy of Finland does not accept any form of discrimination, harassment or ill treatment. Discrimination, harassment and ill treatment are prevented by ensuring that up-to-date guidelines on principles and procedures are in place. The Academy s guidelines for the prevention of ill treatment and for resolving situations shall be revised. There were no reported cases of discrimination or harassment during the validity of the 0 0 Equality Plan, but according to the 0 job satisfaction survey per cent of personnel had experienced or witnessed ill treatment. Continued efforts are needed to further improve prevention and the handling of these cases. 3.. Personnel structure and nature of employment contracts The figures presented in this section are based on data drawn from the Academy s 0 human resources balance sheet and the central government s human resources information system (TAHTI). The proportions of men and women in the Academy s personnel have remained rather constant. The Academy of Finland is a female-dominated workplace: in recent years, the share of women has averaged around 0 per cent and the share of men around 30 per cent. Women make up the majority of all other personnel groups except senior management. Around 80 per cent of supervisors and 90 per cent of front-line personnel are women. The gender mix is most balanced in adviser positions, where the proportion of men is around 3 per cent Men Women Personnel number at year-end Table. Percentage of men and women in Academy personnel in 0 0 8

9 The Academy operates an equal opportunities and non-discrimination policy in all its recruitments. It has sought consistently to increase the proportion of men among front-line personnel and supervisors by favouring male applicants in situations where there are two equally or almost equally competent applicants of opposite genders to the same vacancy. Where possible, recruitment interviews have been conducted by both men and women. The gender breakdowns of job applicants and those recruited have been monitored annually, and they have been found to be closely in line with the breakdown for Academy personnel as a whole. In 0 the Academy ran external recruitment announcements on the Government s online recruitment service (valtiolle.fi). In response, job applications were received from, people, 0 (9%) men and,0 (%) women, and were hired. Gender Applicants Persons recruited Percentage of applicants Percentage of persons recruited Difference between percentages of applicants and persons recruited Men 0 9 Women Total Table 3. Percentages of men and women in 0 recruitments Permanent and fixed-term contracts of employment In December 0, 8 per cent of Administration Office personnel had permanent employment contracts, and 8 per cent were on fixed-term contracts. The most common grounds for fixed-term employment are replacement recruitment and the nature of work (e.g. projects, training). The increasing number of trainees has driven up the number of fixed-term contracts. At year-end 0, 30 per cent of men had fixed-term contracts, among women the corresponding figure was per cent. Age structure The average age of personnel has risen in recent years. One contributing factor has been the declining number of fixed-term contracts and replacement recruitments brought about because of fiscal adjustment. On the other hand, the Academy has recruited increasing numbers of university trainees who are younger than the average age. The age range of persons recruited into the Administration Office in 0 (other than trainees) was years, and their average age was 38 years ( of the persons recruited were new employees, three were existing employees redeployed to new positions). The age range of trainees was 3 years and average age years. At year-end 0, the average age of Administration Office personnel was 9.3 years. The average age of men was. years and of women 0. years. The largest proportion, 0 per cent of men were in the age group years. Two-thirds of all women were in the age groups and years, 3 per cent in each. 9

10 0 9 8,8 8,3 9, 8,8 9,3 8, 9, 0,3 9,8 0, 3,9,,0,3, Men Women All Figure. Average age of personnel by gender in 0 0 Personnel qualification structure and the development of personnel competencies The Academy of Finland is an expert organisation with a highly qualified personnel. Men in particular have a high level of education, and most them occupy expert positions. At year-end 0,. per cent of Academy personnel had at least a higher university degree. The largest category of qualifications gained was doctorate or equivalent tertiary education: 39. per cent held a doctoral degree , 30,, ,0,0, Basic and upper secondary level,0 0, 8,3 0,,0, Lowest level tertiary Lower-degree level tertiary,0,9 Higher-degree level tertiary 3, Doctorate Percentage of men percentage of women percentage of all Figure 3. Educational level of Academy personnel by gender, percentages at 3 Dec 0 0

11 Indices of educational level index Men Women All Table. Indices of educational level by gender in 0 0 The index of educational level is calculated using the following formula: * lower secondary + * upper secondary or unknown + 3.* post-secondary non-tertiary + * lowest level tertiary * lower-degree level tertiary + * higher-degree level tertiary + 8* doctorate. Despite the growing pressures of austerity, the Academy has continued to invest in personnel training and development across the board, irrespective of gender, age and type of employment contract. The results of the job satisfaction survey indicate that skills and competencies, learning and self-renewal are all at a very high level at the Academy. The maintenance and development of skills and competencies have also received very high ratings. Balancing work and family life Guidelines on working hours and working from home have been amended for greater flexibility. Working from home has greatly increased. Men and women take advantage of flexible working hours arrangements (including family leaves) to the same extent. Personnel are extremely pleased with the opportunities available to balance work and family life: 83 per cent of the respondents to the job satisfaction survey say they are satisfied or very satisfied. Women s and men s satisfaction scores are roughly the same. In December 0, the proportion of personnel working full-time was 88 per cent, while per cent worked part-time. Most of those working part-time were on partial child care leave, the rest in parttime retirement or partial disability retirement. The number and proportion of part-time employees have increased in recent years among other things because of flexible working hours arrangements. Both men and women take advantage of part-time and flexible working opportunities. The number of personnel taking family leave (maternity, paternity, parental or child care leave) has been relatively low in recent years, which is no doubt explained in part by the personnel age structure. In 0 five different persons were on family leave: none took maternity leave, three were on paternity leave and one employee took paternity leave. Three persons took child care leave (some were the same persons as those who took other forms of family leave). Both men and women take family leaves and temporary child care leaves to look after a sick child. Improving the workplace climate and working conditions One of the aims of the Equality Plan has been to improve the workplace climate and working conditions for all personnel groups. The job satisfaction survey has been conducted annually since 0, and in 0 changes were made to the model used to process its results. Job satisfaction scores are consistently high, reaching 3.9 on the scale. The options for evaluating supervisor performance are the subject of ongoing discussions. In 0 no separate assessment was made of supervisor

12 performance, but employee feedback was provided in connection with processing the results of the job satisfaction survey. Physical office space at the Academy has been downsized, and two units (the Strategic Research Unit and the Communications Unit) are currently working in a single multifunction facility. According to the job satisfaction survey Academy personnel are very satisfied with their working environment: per cent said they are satisfied or very satisfied with their work space. Personnel are also pleased with their tools of work, although some critical comments were made regarding ICT support and maintenance following the takeover of these functions by the Government ICT Centre Valtori. Men were somewhat more satisfied than women both with their work space and the tools available. Satisfaction with work space was highest in the age group 0 9, followed by employees aged 0 or over. Satisfaction with the tools of work was highest in the oldest age group. Indeed, special personnel needs have been taken into account in the design of work spaces and in the acquisition of tools. Changes have been implemented in close consultation with personnel. Immediate supervisor performance at the Academy has generally received excellent ratings, but assessments of management and senior executive performance have declined to a relatively low level. Management practices are under constant development, and supervisors are offered every possible support to improve their job skills and competencies Equal pay Pay surveys are conducted every other year in connection with the preparation of the Academy s Equality Plan. The methods used in the latest survey were adjusted and updated to reflect declining personnel numbers as well as the new regulations and guidelines in place. The necessary statistical data and tables for the survey were provided by the Administration Office. The pay survey includes assessments of men s and women s job grades, job performance appraisals, wages and pay differentials. The data for the pay surveys in 0 0 reflect the situation as at 3 August. On average, 9 per cent of personnel come under the Academy s pay system. Other pay schemes are applied to people in senior management and training positions. Job grades The Academy s pay system comprises different job grades (8 9). Front-line jobs are at job grade levels 83 8, adviser jobs at levels 8 9 and supervisor jobs at levels Increasing job demands have made levels 8 and 8 redundant. According to August 0 data, the majority (8%) of men (compared to 80% in 03) are employed in positions at job grades In all per cent of men occupy positions at job grade 89 (compared to % in 03). The figures for women are 8 per cent (8% in 03) and per cent (9% in 03), respectively.

13 Men (3) Women (99) Figure. Number of men and women working in different job grades, August 0 Performance levels The Academy s pay system comprises performance levels which produce a personal pay component that can account for up to 8 per cent of the salary in the job grade Men (3) Women (99) Figure. Number of men and women working at different performance levels, August 0 The number of men is highest at performance level and the number of women highest at performance level 3. The average performance level of men s jobs is 0.8 and the average for women. (Performance level percentage of job-specific pay component: 0 = 33%, = 3%, = 39%, 3 = %). 3

14 Women s and men s pay and gender pay gap In August 0, women s from regular working hours were 9 per cent of men s corresponding average. Men s higher and the gender pay gap are explained by the higher proportion of men in management positions and by the predominance of women in front-line positions. Because of the low numbers of people involved, gender pay comparisons could only be made for the group of advisers and at two job grade levels involving advisory tasks. Among advisers, women s pay compared to men s differs slightly from year to year: it was slightly higher in 0 (+.%), at the same level in 0 (+0.3%) and slightly lower in 0 (.%). At job grade level 89, women s pay has been slightly lower than men s (0: 0.9%, 0:.0% and 0: 0.8%). At job grade level 90, women s pay has been higher than men s (0: +.%, 0: +.% and 0: +.%). The pay survey (Appendix ) includes comparisons between women s and men s pay. The survey reveals no unwarranted pay differences between women and men. 3. Actions and measures to promote gender equality Equal pay and equal terms of employment Objective: The Academy of Finland shall promote gender equality and non-discrimination in the workplace by offering equal terms of employment and equal pay. Women and men doing the same jobs or jobs of equal value will receive the same pay and have the same terms of employment. None of the factors mentioned in the Non-Discrimination Act, i.e. age, origin, nationality, language, religion, belief, opinion, political activity, trade union activity, family relationships, state of health, disability, sexual orientation or other personal characteristics shall have any bearing on the pay system or terms of employment. Pay surveys shall be carried out at two-year intervals to monitor pay equity. Actions and measures to achieve the objective: a. The Administration Unit and the Equality Working Group shall produce the necessary statistical data and tables so that they are available for use and analysis by the group before the 08 pay survey. b. Any suspected instances of pay discrimination emerging in connection with the pay survey or at any other time shall be promptly investigated and any unwarranted pay differentials removed. Any anomalies shall be addressed by the Administration Unit. Recruitment, equal job placement and career advancement Ministry of Finance figures show that in 0, the gender pay gap in the central government sector averaged.0 per cent. The pay gap was. per cent when both horizontal and vertical segregation were controlled for. Ministry of Finance, Women and Men in Central Government in 0 (in Finnish).

15 Objective: The Academy of Finland shall encourage both women and men to apply for open vacancies. Comparison of the applicants merits shall be based on pre-established recruitment criteria. The Academy shall have as balanced a mix as possible of male and female employees of different ages. As a rule, the most competent and qualified applicant shall be appointed to fill a vacancy, irrespective of age and gender. No one shall be discriminated against or favoured in recruitment based on age, gender or any other grounds. In the most female-dominated groups a male applicant with almost the same qualifications as the most competent applicant can be recruited to create a more balanced gender mix. All Academy personnel shall have equal opportunities for career advancement, irrespective of age, gender, or other personal characteristics. The Academy has to date managed to conduct its human resource planning without having to impose unilateral layoffs or redundancies. It is committed to continue along this same path of economic adjustment. Actions and measures to achieve the objective: a. Since front-line personnel and supervisors are the Academy s most female-dominated personnel groups where there is a special need to create a more balanced gender mix, male applicants shall be favoured and recruited in cases where there are two equally or almost equally competent applicants of the opposite gender to the same vacancy. b. Where possible, recruitment interviews shall be conducted by both men and women. c. The gender breakdown of applicants to open vacancies and those appointed shall be monitored annually. d. Employees career advancement shall be supported irrespective of gender and age by diversifying job tasks and by deepening employee expertise through competence development. All employees skills and competencies shall be respected and put to the best possible use. Prevention and removal of discrimination and harassment Objective: The Academy of Finland shall not tolerate any form of discrimination, harassment or ill treatment. Discrimination, harassment and ill treatment shall be prevented by ensuring that up-to-date guidelines on principles and procedures are in place. All employees shall be aware of these guidelines, which shall be openly discussed together with ways of identifying, handling and preventing ill treatment. Actions and measures to achieve the objective: a. Personnel shall be informed about procedures and guidelines. b. Steps shall be taken to ensure that the workplace climate at the Academy is such that victims of ill treatment feel they can raise the issue. c. Immediate steps shall be taken to investigate and address any instances of ill treatment. The labour protection officer or ombudsman shall investigate any suspected cases of ill treatment together with the employees concerned and record any such cases. Balancing work and family life

16 Objective: Men and women are given every opportunity to balance their work and private life by providing access to flexible working hours arrangements (e.g. part-time employment, flexitime and flexi leave), taking a positive view to working from home and by encouraging employees to take family leaves and allowing employees (work situation permitting) to take unpaid leave of absence for personal reasons as necessary. Actions and measures to achieve the objective: a. The Academy shall take a positive attitude towards family situations and flexible working hours arrangements that help reconcile the needs of the workplace and private life. Men shall also be encouraged to take family leaves, job alternation leaves, and to take advantage of other flexiwork arrangements. b. Employees on family leave shall be informed about important changes in the workplace and where possible, employees on leave of absence shall be invited to attend the Christmas party and other social events in the workplace. c. Gender breakdown statistics shall be compiled on family leaves, working from home and the use of flexible working hours. Improving the workplace climate and working conditions Objective: The Academy of Finland shall be a good place for all to work and the climate in the workplace is open and supportive. Academy personnel are treated equally and every member in the workplace is respected. Mechanisms are in place to maintain and improve the general climate and sense of community in the workplace. Actions and measures to achieve the objective: a. Steps shall be taken to ensure that working conditions and tools are suited to both men and women and to people of different ages, and personnel shall be consulted when changes are made to the work environment. Both potentials and risks shall be assessed when changing and developing work spaces. b. Attention shall be paid to good management, and the quality of supervisory work shall be monitored and assessed. Supervisors shall be offered opportunities to develop their management competencies. c. A job satisfaction survey shall be conducted every other year to chart personnel experiences and views on gender equality and non-discrimination and on the workplace climate and working conditions. The Administration Unit shall deliver the results concerning gender equality and nondiscrimination to the Equality Working Group. Organisation and process of equality planning at the Academy An Equality Working Group has been appointed to assume responsibility for equality planning and monitoring at the Academy. The working group has been appointed for an unspecified term. The revisions made to gender equality and non-discrimination legislation have been considered in the planning process and in the working group s activities.

17 The working group comprises representatives of both employer and personnel organisations, personnel groups with expertise in Administration Office functions and in research funding, and it includes both men and women. The group is charged with implementing the various stages of the equality planning process, such as compiling or commissioning background reports, monitoring and assessing implementation of the Equality Plan, planning future actions and measures, identifying and agreeing on objectives, and informing personnel. Sufficient time and other resources shall be made available to ensure the group can fulfil these duties. Equality planning duties and responsibilities shall be included in the job descriptions of the persons appointed to the Equality Working Group. The Academy s management has ultimate responsibility for ensuring that the Equality Plan and its background reports are compiled in accordance with the Equality Act and the Non-Discrimination Act. The outcomes and effects of the actions and measures set out in the Equality Plan shall be assessed annually. Where necessary, the plan shall be updated based on the results of these assessments. The Equality Plan and associated pay survey shall be conducted every other year. The equality planning process shall be organised as described in the Table below. Equality planning process at the Academy of Finland No Stage Schedule Pay survey - Administration Unit compiles pay statistics and comparative data for the Equality Working Group (EWG) using personnel administration systems Every other year - EWG analyses the statistics and data, draws conclusions on equal pay situation Overview of equality situation - Administration Unit and representatives of research units compile statistics and reports on their respective areas of responsibility for EWG Every other year - EWG analyses statistics and data, draws conclusions on equality situation 3 Monitoring and assessment of planned actions and measures Annually - EWG assesses implementation of actions and measures included in this Equality Plan and attainment of objectives set Update of objectives, measures and indicators Annually - EWG considers whether measures or objectives in Equality Plan need updating - EWG plans and agrees on measures, objectives, schedules and responsibilities based on stages 3 above as necessary Consultation of personnel and stakeholder groups - Decision to update Equality Plan, to draft new Equality Plan or to persist with existing plan is made in joint employee-management group, executive group, meeting of heads and units Every other year - Necessary revisions to Equality Plan are made based on comments received

18 Submission of proposals and decision-making - Appointed official submits proposals for a new Equality Plan or for an updated plan to the Academy Board Information New plan or update annually as necessary Annually - Information on Equality Plan and related measures are provided on the intranet and personnel information meetings - Equality Plan is published on the intranet and the internet 8

19 Appendices APPENDIX Academy of Finland pay survey 0 0 The pay survey covers all Academy of Finland employees who received pay on day of data collection. The pay of those in part-time or hourly paid employment is converted to correspond with full-time pay. The 0 0 surveys were conducted on the last day of August in each year. Number of personnel and percentage breakdown by gender 0 0: Gender Men 39 (%) 39 (%) (9%) Women 0 (3%) 0 (3%) 0 (%) Total 3 Pay structure Most personnel, some 9 per cent, come under the central government pay system. Their wages consist of a task-specific pay component (based on job grades) and an individual pay component (based on performance level, percentage of job grade pay). Earnings from regular working hours may additionally include individual monthly remunerations, individual bonuses, and shop steward s and labour protection representative s fees. Use of the telephone benefit is a fringe benefit. Senior management, trainees and certain advisers receive individual remuneration based on separate agreement. Pay factor Individual remuneration (contractual salaries) Men Women 3 Total 9 8 Task-specific pay (job grades) and individual pay component (= percentage of job grade pay) Men Women Total All total 3 Pay structure by gender in 0 0, numbers 9

20 Under the performance appraisal system introduced on September 00 it is stipulated that eligibility to an individual bonus is restricted to persons whose individual pay component under the previous pay system was higher than the new individual pay component. During the period under review such bonuses have been paid to less than three persons. An individual bonus or remuneration is discretionary and paid primarily to supervisors and employees in demanding adviser positions. In 0 an individual bonus or remuneration was paid to employees (8 men and 8 women), in 0 to ( men and women) and in 0 to employees ( men and women). Senior management and some supervisors and employees in IT management have telephones as fringe benefits. In 0, telephone benefit was paid to employees ( men and 9 women), in 0 to 3 employees ( men and 9 women) and in 0 to employees ( men and women). In 0 0 shop steward s fee was paid to three women and in 0 to one man and one woman. In 0 labour protection representative s fee was paid to a woman and in 0 0 to a man. Number of men and women in different job grades in 0 0: Job grade Men 0 Women 0 Total 0 Men 0 Women 0 Total 0 Men 0 Women 0 Total Total

21 Gender breakdowns by job grade in % 0 % 0 % 0 % 80 % 00 % 0 % 0 % 00 % Men (33) Women (00) Men (3) Women (0) Figure a Breakdown in 0 Figure b Breakdown in % 0 % 0 % 0 % 80 % 00 % Men (3) Women (99) Figure c Breakdown in 0

22 Number of men and women at different performance levels in 0 0 (including observations of less than three employees) Perform. level Perform. percentage Men 0 Women 0 Total 0 Men 0 Women 0 Total 0 Men 0 Women 0 Total Total Performance level breakdowns in 0 0

23 0 % 0 % 0 % 0 % 80 % 00 % 0 % 0 % 0 % 0 % 80 % 00 % Men (33) Women (99) Men (3) Women (0) Figure a Performance level breakdown 0 Figure b Performance level breakdown 0 0 % 0 % 0 % 0 % 80 % 00 % Men (3) Women (99) Figure c Performance level breakdown 0 3

24 Comparison of from regular working hours Earnings from regular working hours include task-specific and individual pay components, and various bonuses and fringe benefits. Part-time pay is converted to correspond with full-time pay. Supplements or allowances paid on top of regular may include ) individual remuneration, which will not attract a general pay increase, ) individual bonus, which will attract a general pay increase, 3) shop steward s fee, ) labour protection representative s fee and ) telephone benefit. Gender comparison of from regular working hours : Date 3 Aug Av. from regular working hours, men Av. from regular working hours, women Women s pay as a percentage of men s pay 0,8.8 3, ,3. 3, ,0. 3, ,9., ,.,0. 9 0,8.0,.9 9

25 Personnel groups in 0 0: Personnel group 0 Men 0 Women 0 Total 0 Men 0 Wome n 0 Total 0 Men 0 Women 0 Total Management 3 Supervisors Advisers Front-line employees Trainees 3 3 Total Comparison of from regular working hours, by personnel group and by gender Supervisors Supervisors occupy job grades In 0 0 the number of male supervisors was less than five Number Av. regular Number Av. regular Number Av. regular Men 3 Women 8,. 8,90.0 8,3.3 Total 0 0 ADVISERS Advisers occupy job grades Number Av. regular Number Av. regular Number Av. regular Men 33, ,0.0 3,. Women,88.,. 9,3.9

26 Total *) 0.% 00.3% 98.% *) Women s pay as a percentage of men s pay FRONT-LINE PERSONNEL Front-line employees occupy job grades In 0 0 the number of men in the group of front-line employees was less than five Number Av. regular Number Av. regular Number Av. regular Men 3 Women 0 3, ,9. 3 3,8. Total 3 Comparison of regular at job grades The job grade classification comprises levels, of which are in use. Gender pay comparisons are made for job grades 89 and 90. At other job grades the number of men is less than five. Job grade Number Av. regular Number Av. regular Number Av. regular Men,30.9,3.,330. Women 0,3.,98.0,9. Total 3 0 *) *) Women s pay as a percentage of men s pay Job grade Number Av. regular Number Av. regular Number Av. regular Men 9,3. 8,9.9 9,9.0

27 Women,.,8.98 0,83.30 Total *) *) Women s pay as a percentage of men s pay

28 APPENDIX University person-years, research career stages II IV(source: Vipunen) 0 0 Stage Men Women Total Men Women Total II,930.0,8.30 3,.80,98.0,9.0 3,.0 III,0.00, ,83.0,98.0,9.90 3,9.0 IV, ,3.0, ,00.30 Total,.00,9.0 0,09.30,3.0,.30 9,90.0 % % 3% 00% 8% % 00% Funding applications submitted to the Academy of Finland/decision year (source: Webfocus) 0 0 Men Women Total Men Women Total Applicants (N),, 3,9,, 3,33 Total sum applied for ( ),,08,0 9,0,0,,9, 93,,08 9,3,33,,99, % applicants (N) 3% 3% 00% % 3% 00% % of sum applied for ( ) % 3% 00% % 3% 00% Applicants receiving funding from the Academy of Finland, proportion of applicants and sum applied for 0 0 Men Women Total Men Women Total Per cent of applications approved 0% % 0% % 9% % Per cent of total value of applications approved ( ) 9% 0% 9% 0% % 8%

29 APPENDIX 3 Research funding and research project applications and funding decisions by applicant s nationality in Applicant s nationality APPLIED GRANTED A/G APPLIED GRANTED A/G APPLIED GRANTED A/G APPLIED G Finland 3,0 9 3%, % 3,3 0 % 3,30 Russia 0 % 8 0% 8 % 0 China 3 3% 3 % % 8 Germany 3 9 % 3 9 % 3 % UK 8 % 0 0 % 3 3 9% Italy 3 30% 3 3% 0 3% 8 India 0 0% 8% 3 3 9% USA 9% 3 3% 9 % 3 Sweden % 3 9 % % France % 9% 9% Netherlands 3 % 3% % 9