Introduction

The Center for Social and Economic Research (CASE) is an independent, non-profit research institute founded on the principle that research-based policy-making is essential for the economic welfare of societies. Established in Warsaw in 1991, CASE is now recognized as the leading think tank in Central and Eastern Europe and is highly regarded on the international stage.

CASE conducts policy-oriented research and development assistance projects, specializing in the following areas:

• Sustainable Development Policies
• Labour, Migration and Social Policies
• Fiscal Policies and Growth
• Trade & Macro

CASE offers rigorous quantitative and qualitative analyses, innovative methodologies, and sound recommendations, all aimed at promoting economic, social, and environmental sustainability.

At CASE, our commitment to gender equality, inclusion, and diversity is a fundamental aspect of our organizational ethos. These values are embedded in our operations, not only from an ethical perspective but also as a means to enhance profitability and efficiency. As both an employer and a research and development institution, CASE recognizes that fostering an inclusive environment drives innovation, improves decision-making, and strengthens our overall performance. This Gender Equality Plan (GEP) outlines our core principles and strategies to ensure every employee is treated fairly and has equal opportunities for professional growth.

Background

CASE’s Current employment

Over the years, employment at CASE has shown a significant evolution, particularly in terms of gender diversity among full-time staff. The table below details the number of male, female, and non- binary employees at CASE from 2015 to 2023:

In 2015, the total number of full-time staff was evenly split between men and women, with three male and three female employees. By 2020, the total number of full-time staff had increased to nine, with the number of female employees doubling to six while the number of male employees remained constant at three. This shift marked the beginning of a trend where the number of women began to exceed the number of men in the organisation.

In 2021, CASE saw a substantial increase in its full-time staff, growing from nine to twelve employees. The number of male employees increased to five, and female employees increased to seven. This year continued to reflect a higher number of female staff members compared to their male counterparts.

The year 2022 saw a slight increase in the total number of full-time staff to thirteen. The number of female employees grew to eight, while male employees slightly decreased to four. Additionally, for the first time, there was a non-binary employee, indicating CASE’s inclusive approach to gender identity.

Throughout the observed period, the number of female employees consistently increased, surpassing the number of male employees from 2020 onwards. The organization demonstrated a commitment to diversity and inclusivity, not only by increasing the proportion of female employees but also by acknowledging and respecting non-binary and undisclosed gender identities by 2022.

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The CASE Supervisory Board consists of 10 members, 5 women and 6 men. Both the President and two Vice-Presidents of the CASE Supervisory Board are women.

Recruitment and remuneration in CASE

The recruitment process at CASE is meticulously designed to ensure that the selection of candidates is conducted solely on the basis of their qualifications, skills, and experience. The primary focus is on identifying individuals who demonstrate the highest potential to contribute effectively to the research and objectives of the Center. This merit-based approach ensures that all candidates are evaluated fairly and objectively.

CASE is committed to fostering a diverse and inclusive work environment. In line with this commitment, the recruitment process is conducted without consideration of gender, ethnic origin, religion, sexual orientation, age, or disabilities. This policy ensures that all applicants are given equal opportunities and that decisions are made based on the candidates’ professional merits and alignment with the organization’s needs.

Steps in the recruitment process:

1. Job posting and advertisement: Open positions at CASE are widely advertised through various platforms, ensuring broad visibility to reach a diverse pool of candidates. Job descriptions are clearly outlined, focusing on the qualifications and skills required for the role.
2. Application review: All applications received are reviewed by a recruitment panel. The panel assesses each candidate’s qualifications, experience, and potential fit for the position based on the criteria specified in the job description. Personal information that could indicate gender, ethnicity, age, or other non-merit factors is not considered during this initial review.
3. Shortlisting candidates: Based on the initial review, a shortlist of candidates is created. Those who meet or exceed the required qualifications and show promise for the role are invited to the next stage of the recruitment process.
4. Interviews and assessments: Shortlisted candidates are invited for interviews and, if necessary, additional assessments. Interviews are conducted by a diverse panel to minimize bias and ensure a balanced evaluation. The questions and assessments are structured to evaluate the candidates’ competencies, experience, and suitability for the role.
5. Reference checks: For candidates who perform well in the interviews and assessments, reference checks may be conducted to verify their professional history and qualifications. This step helps to ensure the accuracy of the information provided by the candidates and their professional conduct in previous roles.
6. Final Selection: The final decision is made based on the cumulative assessment of the candidates’ qualifications, interview performance, and reference checks (if conducted). The selected candidate is the one who demonstrates the highest potential to contribute to CASE’s goals and values.

The remuneration of employees at CASE is determined through negotiations between the candidate and the Board. The offered salary is based on a comprehensive assessment of the candidate’s experience, qualifications, and the responsibilities associated with the role. CASE strives to ensure that remuneration is fair, competitive, and reflective of the value that each employee brings to the organisation.

CASE provides equal opportunities for professional development and career advancement to all employees. This includes access to diverse career growth initiatives, ensuring that every employee can enhance their skills and achieve their professional goals.

CASE continuously monitors and reviews its recruitment processes to ensure they remain fair, transparent, and aligned with the principles of equality and non-discrimination.

Flexible work arrangements

CASE is committed to fostering a work environment that promotes gender equality and work-life balance through flexible work arrangements. These arrangements are designed to accommodate the diverse needs of our employees, ensuring that everyone can achieve a harmonious balance between their professional and personal lives.

All employees at CASE benefit from flexible working hours. This flexibility allows staff to adjust their work schedules to better align with their personal responsibilities and preferences. By not enforcing a rigid 9-to-5 schedule, CASE supports employees in managing their time effectively, which is particularly beneficial for those with caregiving responsibilities or other personal commitments.

CASE offers substantial opportunities for remote work to further enhance flexibility:

• Administration staff: Administrative employees are permitted to work from home up to two days per week. This arrangement ensures that administrative operations remain efficient while providing staff with the flexibility to manage their personal affairs.
• Economists and researchers: Employees in these roles can work from home up to three days per week. This policy acknowledges the nature of research work, which can often be conducted effectively outside of the traditional office environment, allowing for deeper focus and greater productivity.

For those who prefer or need to work from the office more frequently, CASE provides 24/7 access to the office premises. This round-the-clock accessibility ensures that all employees, regardless of their preferred working hours or personal schedules, have the opportunity to utilize office resources whenever necessary.

CASE recognizes the challenges faced by employees who live outside Warsaw. For these individuals, the requirement to be physically present in the office is flexible and determined through mutual agreement with the Board. This approach ensures that non-local employees can effectively plan their travel and work schedules, reducing the stress associated with commuting and aligning with personal and family needs.

Work flexibility is also ensured for carers for children below four years old, who can request remote work at any moment. Unless their presence at the office is necessary and formally denied, CASE will accommodate such employees’ requests for remote work. Carers for children between 4 and 8 years old can request flexible working arrangements, including remote work, intermittent work systems, shortened or extended working hours, individual working time schedules or reduced working time. These principles align with the Polish Code of Labour and the EU Work-Life Balance Directive.

Gender Equality Plan

The general assumptions of the GEP at CASE are as follows:

I. Equal treatment of employees

Each employee at CASE is to be treated with equal respect and consideration, regardless of gender, ethnicity, religion, sexual orientation, age, or disability. This foundational principle ensures that all staff members feel valued and supported in their roles.

CASE enforces a strict non-discrimination policy, ensuring that all employment practices, including hiring, promotions, and benefits, are free from bias and prejudice.

II. Equal evaluation of employees

Employees are evaluated based on their skills, performance, and contributions to the organisation. The evaluation process is transparent and standardised, ensuring that all employees are assessed fairly and without discrimination.

Opportunities for career advancement are based solely on merit. This approach ensures that all employees, regardless of gender or other personal characteristics, have an equal chance to progress within the organization.

III. Developing social awareness

CASE continues its efforts to raise awareness about discrimination, stereotypes, and unconscious biases that can hinder professional development in order to equip employees with the knowledge and tools to recognize and challenge discriminatory practices. The organization actively promotes a culture of inclusivity and respect.

IV. Supporting work-life balance

CASE offers flexible working hours and remote work options to help employees balance their professional and personal lives. These arrangements are tailored to meet the diverse needs of our workforce, including those with caregiving responsibilities.

CASE implements family-friendly policies, such as parental leave, to assist employees in managing their family commitments alongside their careers.

Principal objectives

Six specific objectives have been identified regarding the above-listed assumptions:

1. Raise awareness of gender equality and unconscious bias.
2. Improve work-life balance and change practices.
3. Maintain gender balance in governing roles.
4. Work towards gender equality in recruitment and career progression.
5. Promote and support the inclusion of a gender dimension in research.
6. Tackle abusive behaviour of a sexist and sexual nature.

In order to put a gender equality policy in place for research and innovation, action must be taken at two levels: firstly, to help departments and researchers tackle any gender inequality, and secondly, to support structural change promoting gender equality. CASE aims to eliminate any existing barriers to gender equality, and more specifically, to fairness, diversity and inclusion. In particular, it seeks to remove factors limiting gender parity and individual progression.

All measures and initiatives of the GEP are organised into the six interconnected areas mentioned above. This structured approach ensures a comprehensive and cohesive strategy for achieving gender equality at CASE. By focusing on these specific objectives and implementing targeted actions, CASE aims to create a more equitable, inclusive, and supportive work environment for all employees.

1. Raise awareness of gender equality and unconscious bias

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

Why: It is essential for all CASE staff and newly recruited employees to be aware that gender equality and inclusion are a CASE priority.

Aims: To raise awareness of gender equality and anti-discrimination principles within the organization.

How:

• Communicating the GEP to all staff.
• Providing a copy of the GEP and the code of ethics to newly recruited staff upon commencing their contracts.
• Presenting the GEP at the welcome day for newly recruited staff members.

Indicators: The number of staff members who have received a copy of the GEP.

Results:

• Awareness-raising from induction onwards.
• Emphasis on CASE’s commitment to adopting a continuous improvement process.

1.2 Roll out compulsory training sessions on unconscious bias for all staff

Why: To address current insufficiencies within the organization related to unconscious bias.

Aims:

• To raise general awareness of gender equality and unconscious bias within the organization.
• To foster a culture based on a new style of inclusive leadership that prevents discrimination and prejudice and enables employees to feel valued for their contributions.

How:

• By organizing compulsory training sessions on unconscious bias for all staff members, delivered by experts in this area.
• By adopting ideas from existing training programs provided by other organizations.
• By improving managerial skills to ensure effective management of a diverse group of individuals, considering all their unique characteristics in an empathetic and unprejudiced manner.

Indicators: The number of trained staff members.

Results:

• Diversity addressed more effectively by all employees.

2. Improve work-life balance and change practices

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

Why: Improving work-life balance can result in significant productivity improvements, reduced risk of burnout, and greater well-being.

Aims:

• To circulate the internal procedure on home working so all eligible employees can benefit from such arrangements.
• To inform employees of their right to disconnect.

How:

• By publicizing initiatives on the agreement on working from home.
• By only scheduling meetings and seminars at times that enable a good work-life balance (9:00 AM to 5:30 PM).

Indicators: The number of staff members benefiting from home working.

Results:

• Improved working arrangements.
• Greater awareness among all staff of the benefits of improving work-life balance.

2.2 Implement measures to facilitate parenthood and caring responsibilities

Aims:

• To improve gender equality in the workplace.
• To provide basic facilities for breastfeeding mothers at CASE.
• By accommodating parents’/carers’ requests for remote/flexible work.
• By accommodating employees’ best maternity and paternity leave arrangements.

How:

• By adjusting working hours for breastfeeding mothers.
• By providing convenient, dedicated areas to enable breastfeeding mothers to express milk privately whenever needed; reduction in absenteeism or turnover rates among new parents after implementing the measures; percentage of breastfeeding mothers returning to work after maternity leave.
• By adhering to the specific Code of Labour arrangements for parents and carers.
• By discussing the best maternity and paternity leave support for each employee.

Indicators: Compliance rate with local or international standards on workplace breastfeeding support. Approved requests for parents’ and carers’ rights.

Results:

• Promotion of parenthood and sharing of parental responsibilities.
• Enabling continued breastfeeding after maternity leave has ended.
• Supporting combining care and work for parents and carers.

3. Maintain gender balance in governing roles

3.1 Work towards gender parity in governing roles such as directors of departments

Why: To achieve equality, diversity, and inclusion in the workplace.

Aims:

• To close the gender gap in governing roles.
• To develop a corporate culture that promotes diversity, fairness, and inclusion.

How:

• By ensuring virtually equal gender representation within governing roles.
• By organizing training sessions on unconscious bias for those involved in the selection of department heads.

Indicators: The number of women in governing roles.

Results:

• In the long term, achieving gender balance in leadership positions.
• Establishing a diverse and inclusive corporate culture that values and leverages the contributions of all employees.
• Enhancing decision-making processes and organizational performance through diverse perspectives in leadership roles.

4 Improve gender equality in recruitment and career progression

4.1 Internal monitoring of gender-related data and indicators

Why: To assess the quantitative impacts of various measures and help employees progress in their careers.

Aims:

• To monitor gender breakdown in all career-related areas (e.g., recruitment, promotions, project involvement, etc.) for the various staff categories and adopt corrective measures if necessary.
• To emphasize CASE’s commitment to maintaining gender balance within the organization.

How: By setting up a database that summarizes recruitment data broken down by all staff categories. This document will be managed by the Office Manager.

Indicators: Annual updating and monitoring of indicators provided by the database.

Results: An additional tool for proposing corrective measures.

4.2 Support equal opportunities in promotions

Why: To increase diversity and develop a larger pool of talent within CASE, as women and non-binary individuals potentially face more barriers in terms of career progression. Although the situation is changing, women and non-binary individuals need further encouragement to progress through the ranks in their respective career areas.

Aims:

• To close the gender gap in terms of career progression by offering all genders equal access to promotions.
• To provide women and non-binary individuals the means to advance in their careers.

How:

• By implementing unbiased, transparent assessment and promotion criteria.
• By introducing internal interviews aimed at understanding existing barriers to promotion requests.

Indicators:

• Existence of unbiased, transparent promotion criteria.
• The number of individuals interviewed about barriers to promotion requests.

Results:

• Increased diversity at CASE.
• More equitable career progression opportunities for all genders.

5.1 Incorporate a gender dimension in the design of research projects

Why: Incorporating gender differences in the design of research projects can be a source of innovation and lead to high-quality research that benefits the entire population. However, these issues are often neglected in study implementation, scientific reports, and scientific communication in general. Consequently, the results of some research projects may be limited and incomplete.

Aims: To raise awareness of sex and gender differences in socio-economic research.

How: By introducing specific references to “gender in research activities” and “sex/gender analysis” when designing research projects.

Indicators: The number of research projects that take gender diversity into account.

Results: Increased awareness of sex and gender differences in research, leading to a more innovative and inclusive research environment.

Why: Sexist conduct and situations involving sexual harassment are complex issues that can arise in any working environment. It is important to take necessary measures to prevent such situations.

Aims: To explain and disseminate the principles laid down by Polish law and applied within CASE.

How:

• By providing information on the law, penalties, and disciplinary measures faced by those guilty of wrongful conduct.
• By outlining the tools currently in place and designating a dedicated person for such matters who can be contacted if required.
• By creating reporting and response mechanisms within the organisation.

Indicators: The number of individuals provided with relevant information on this issue.

Results:

• Strengthen the ability to report incidents.
• Ensure that every individual has the right to express their suffering and disagreement.
• Eradicate sexist and sexual violence within CASE.

Gender Equality Plan implementation scheme

To effectively implement gender equality procedures, CASE will appoint a Gender Equality Officer. Gender Equality Officer’s responsibilities include:

• Reinforcing gender equality in the organisation,
• Providing support and assistance to employees on gender- and equality-related topics,
• Developing and delivering training on gender-related matters,
• Risk assessment and mitigation strategy planning,
• Coordinating gender equality policies and procedures,
• Evaluate and monitor the GEP progress,
• Liaise with other stakeholders on gender-related matters.

Implementation meetings

The Gender Equality Officer will meet with the Management Board quarterly to discuss the current state of the GEP implementation and any pressing issues.

Stakeholders’ engagement

The Gender Equality Officer will liaise with stakeholders relevant to the GEP. They will consult with employees for any revisions of the GEP and other current matters.

If necessary, the Gender Equality Officer will seek counsel outside of the organisation with:

• representatives of the government (the Minister of Equality, the Ombudsman for Equal Treatment),
• NGOs and community organisations (such as: the Federation for Women and Family Planning, Polish Society of Anti-Discrimination Law, Campaign Against Homophobia, Women’s Rights Center, Foundation Feminoteka, UN Women Rights),
• relevant authorities (Labour Inspectorate – PIP, Commissioner for Human Rights, National Labour Court, police authorities).

Visibility of the GEP

Gender Equality Plan will be uploaded to CASE’s website and shared with all employees via email and Teams channel.

Gender equality violation response procedure

1. Identify the topic of the violation:
   • Unequal pay,
   • Gender-based discrimination in recruitment, promotions or assignments,
   • Sexual harassment,
   • Violation of the work-life balance,
   • Another breach of the GEP.

And choose appropriate:

• Internal process

1. Report the gender equality violation internally, to Gender Equality Officer first. Report might be made in person or in writing and can be submitted anonymously.
2. The Gender Equality Officer will liaise with the HR representative and the Management Board about the issue.
3. The incident will be addressed within 48 hours from reporting. If necessary, the case will be reported to external authorities.
4. An employee will be provided with wellbeing support resources and contacts.
5. After the issue is resolved, the Gender Equality Officer will make a thorough report of the case for documentation and evaluation processes.

• External process

1. Choose authorities for reporting:
   • Labour Inspectorate (PIP),
   • Commissioner for Human Rights,
   • Labour Court,
2. Follow up on the incident by asking for updates on the investigation process and expected resolution time.
3. After the issue is resolved, the Gender Equality Officer will make a thorough report of the case for documentation and evaluation processes.

Evaluation and monitoring measures for GEP

By implementing these comprehensive evaluation and monitoring measures, CASE can ensure the effective execution of its Gender Equality Plan, fostering a more inclusive and equitable workplace.

Data collection and analysis

• HR data monitoring: Maintain and regularly update a database that tracks key metrics such as recruitment, promotions, training participation, gender representation in governing roles, and usage of flexible working arrangements.
• Incident reporting system: Implement a confidential reporting system for incidents of discrimination, harassment, or bias, ensuring employees feel safe to report issues without fear of retaliation. The designated Gender Equality Officer will act as the initial point of contact for gender equality concerns and will escalate them to the Management Board when necessary.

Key Performance Indicators (KPIs)

• Gender Representation: Track the gender breakdown of employees at all levels, including senior management and governing bodies, to monitor progress towards gender parity.
• Work-life balance utilisation: Measure the uptake of flexible working arrangements and parental support options.
• Training completion rates: Monitor participation rates in compulsory training sessions on unconscious bias and other relevant topics.
• Promotion and career progression: Analyse promotion rates and career progression data to ensure equal opportunities for all genders.

Regular reporting and review

Relevant information about gender equality status and practice at CASE will be published as part of annual report. The GEP will be reviewed on a yearly basis and updated when necessary.

Communication and transparency

• Regular updates: Communicate progress and updates on gender equality initiatives to all employees through internal meetings.
• Transparency in reporting: Ensure that all relevant documents related to gender equality are easily accessible to employees.