Content

1. Introduction
2. Scope of application
3. Target figures
4. Recruitment
   • 4.1  Advertising jobs
   • 4.2  Job interviews
   • 4.3  Selection decisions in recruitment, career advancement and awarding of training positions [1]
   • 4.4  Qualifications of applicants
5. Catalogue of measures
   • 5.1 General Measures
   • 5.2 Measures to improve the compatibility of family and work life
     • 5.2.1 Child care places in inter-company nurseries
     • 5.2.2 Family office
     • 5.2.3 Working conditions
   • 5.3 Staff recruitment measures
     • 5.3.1 Recruitment measures
     • 5.3.2 Specific measures for the different areas
   • 5.4 External staff development measures
     • 5.4.1 Helmholtz Young Investigator Groups
     • 5.4.2 Helmholtz Leadership Academy
   • 5.5 Internal staff development measures
     • 5.5.1 Improving gender competence among line-managers
     • 5.5.2 Tenure-Track
     • 5.5.3 Permanent positions
     • 5.5.4 Career development for junior researchers
     • 5.5.5 Establishment of a MOVE criterion for gender-oriented achievements
6. Reporting
7. Bibliography

Appendix - Status quo of the staff structure (GSI only)

1 Introduction

The common Management Board of GSI GmbH and FAIR GmbH attaches great importance to diversity and inclusion and in particular to ensuring equal opportunities. The goal of the Gender Equality Plan is to implement the provisions of the Federal Equality Law (Bundesgleichstellungsgesetz, BGleiG) concerning gender equality, to remove any existing disadvantages for reasons of gender and to prevent future discrimination, as well as to improve family-friendliness and the compatibility of family life with work life and care duties. This includes equal opportunities for men and woman across all career levels in particular, by increasing the share of the previously under-represented gender, and by increasing the proportion of women in STEM disciplines.
This Gender Equality Plan is based on the Federal Equality Law (BGleiG), the Equal Opportunities Implementation Agreement (AvGlei) and the works agreement ‘Gender Equality at GSI’ in their most recent versions.
The Gender Equality Plan is a HR planning and development tool, as well as improving the organisation’s attractiveness as an employer in an international environment. This can be a key aspect for attracting highly qualified staff members in a competitive international job market. The plan can also help to improve the employer’s public image and to sustainably motivate staff members.
Advancement of women through specific measures to address under-representation, may include a certain and necessary preferential treatment of equally qualified women up to the point when equality is achieved in both facilities (according to §5 of the General Equal Treatment Act (AGG)).
The Management Board is responsible for drawing up and updating the plan.

2 Scope of application

The Gender Equality Plan shall apply for four years and it can be adjusted after two years if the need arises. A new Equal Opportunities Plan with updated figures and measures will be drawn up after this period.
The Gender Equality Plan applies for all staff members of the employer, including the Helmholtz Institutes in Mainz (HIM) and Jena (HIJ). It shall not apply for scholarship holders, temporary workers and / or unpaid guests.

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3 Target figures

Based on the proportion of women indicated in the appendix (as of 30 November 2020), planning provides for a yearly increase of the share of women of 0.5%. The long-term target to remedy under-representation of women, is to achieve a share of 40-50% female staff members.

4 Recruitment

4.1 Advertising jobs
Job advertisements must be gender-neutral, except in the context of special programmes for addressing under-representation of a particular gender. It is illegal, in particular, to advertise any jobs for men or women only. Advertisement texts must be worded to ensure they address everybody in the same way and that members of the gender that is under-represented in the respective area are encouraged to apply in particular. Each advertisement must include a statement indicating that the advertised position is also available as part-time employment, unless this is impossible due to urgent operational reasons. Regardless of the hierarchical level, this rule shall also apply for filling positions that involve leadership or managerial responsibilities (see §6 section 1 BGleiG).
All vacant positions must be advertised. At the very least they must be reported to the Federal Employment Agency. The objective is to increase the number of applications submitted by members of the under-represented gender.

4.2 Job interviews
Job advertisements must specify the requirements for the job opening and the necessary qualification profile, as well as outlining what the employer has to offer, for example regarding a good work-life balance . In areas where women are under-represented, there must be at least as many women invited to job interviews or specific selection procedures as there are men, provided there is a sufficient number of applications from women that match the specification and qualification profile indicated in the advertisement and provided that the applicants are equally qualified. §82 sentences 2 and 3 of Book Nine of the German Social Code (Sozialgesetzbuch) shall remain unaffected. Sentences 1 and 2 apply correspondingly when filling positions in areas in which men are under-represented due to structural disadvantages. Questions regarding family status, current or planned pregnancy, and existing or planned family or care duties are not permitted in job interviews and specific selection procedures (see also item 4.4).
If a selection committee is formed, it should ideally be gender-balanced. If a gender-balanced committee cannot be formed for valid reasons, such reasons must be documented. It is desirable that any appointment committees should have male and female members in equal numbers

4.3 Selection decisions in recruitment, career advancement and awarding of training positions [1]
If women are under-represented in an organisation unit that is defined in the organisation chart, female candidates must be given preferential treatment when awarding training positions, in recruitment and in career advancement. To qualify for such preferential treatment, the female applicants must be equally qualified (suitability, competence and academic performance) as their male competitors. Preferential treatment of female applicants is excluded, if legally protected reasons concerning a male applicant are predominant.
The arrangements outlined above shall apply accordingly, where men are under-represented in an organisation unit that is defined in the organisation chart.
The same rules shall apply for career advancement, unless a decision regarding such promotion is made by or with the involvement of a selection committee. This shall also include positions with leadership or managerial responsibilities, regardless of the hierarchical level.

4.4 Qualifications of applicants
(see §9 sections 1 + 2 no. 1-3 BGleiG)
An applicant’s qualification is determined based on the requirements profile for the job opening. According to §9 section 2 no. 1-3 BGleiG:
The following circumstances must not be considered in a comparative assessment:

1. 1. interruptions of professional activities due to
   • a. family and care duties,
   • b. lower number of active years in service or employment,
   • c. reduced working hours or delays in completing individual training courses,
   • d. time-consuming obligations,
2. the income situation of the spouse, civil partner or partner,
3. intention to make use of the option to work a reduced number of hours, or to take a leave of absence for family or care duties.

5 Catalogue of measures

In STEM professions that are particularly relevant to GSI/FAIR, women are under-represented at GSI/FAIR. This is why GSI/FAIR is reviewing a range of measures to remedy this under-representation or is going to take part in corresponding measures of the Helmholtz Association.
These measures are also intended to increase the share of women in line-management roles.
By committing to this catalogue of measures, the organisation aims to create a climate that safeguards the working capacity of all staff members. Staff members shall be able to benefit from measures that promote a good work-life balance, allowing them to fully focus on the organisation’s requirements and matters during their working hours.
The goals of this Gender Equality Plan are:

1. To reduce under-representation of women or men across all areas including and in particular in leadership positions
2. To recruit young talent
3. To improve the compatibility of family and working live

The Equal Opportunities Committee pursuant to §27 BGleiG must be involved in the selection of candidates for the measures outlined below. In this context it must be ensured that the Committee is informed in a timely manner.

5.1 General Measures

The respective line-managers are responsible for increasing the share of the under-represented gender in their department. Measures taken and advancement of the under-represented gender in the respective organisation unit is a fixed item of the annual appraisal interview with the line-managerial staff of the individual organisation unit, in line with the reporting line. For this purpose, a key question is added, concerning the measures taken to promote the under-represented gender.
A simplified procedure with involvement of the committees (Works Council, Disabled Employees‘ Representative Body, Equal Opportunities Committee) is available for recruitment processes without advertising for employment contracts with a term of up to one year. Advertising is required, if planning provides for a person recruited in this type of process to be employed for a longer term or based on a permanent contract (see above).
In line with the applicable procedural instruction, gender-sensitive language must be used in all documents and forms. As far as possible, this includes the use of functional titles in particular.

5.2 Measures to improve the compatibility of family and work life

5.2.1 Child care places in inter-company nurseries
The Management Board considers needs-based childcare options an important component for a good work-life balance. A childcare concept that is yet to be developed must cover the need for care places, as well as providing for a diverse range of options.

5.2.2 Family office
A family office will be set up to allow for easier integration of new staff members at GSI/FAIR – especially for those from abroad – to help with social issues such as health insurance, banking, finding a home, insurances, and so on. Ideally, this should be integrated into the Welcome Office. At the Jena and Mainz sites, support will be provided by the respective administration departments that can also draw upon the services offered by the university as far as needed and available.

5.2.3 Working conditions

5.2.3.1 Flexible work

FAIR and GSI promote flexible working arrangements, as is already provided for, for example, in the works agreement ‘Alternating telework and working from home’. The respective line-managers are responsible for implementing such arrangements.

5.2.3.2 Contract renewal

The options provided by the Fixed-term Contract Law for Scientific Professions (WissZeitVG) shall be taken advantage of when renewing employment contracts of researchers. This includes issues such as maternity protection, parental leave and care periods.

5.2.3.3 Childcare for conferences and training measures

Pursuant to §10 BGleiG, financial assistance is available for childcare requirements while attending conferences or training measures. In addition to this, allowances for childcare costs that arise in addition to regular childcare are available for business trips under certain circumstances [2]. Corresponding information and application forms are available on the intranet page of the Human Resources Department.

5.2.3.4 Further measures regarding various life phases

For assistance regarding a good work-life balance, staff members can benefit from social counselling services and family services.

5.3 Staff recruitment measures

Staff recruitment measures contribute to removing under-representation of men or women. General recruitment conditions are outlined in chapter 4.

5.3.1 Recruitment measures

A Selection Committee is in charge of selection in the target groups of junior researchers and line-managerial staff in scientific and scientific-technical roles. One committee member has the task to actively search for potential candidates, e.g. via personal networks or social media (e.g. XING, LinkedIn). The same approach can be used for filling line-managerial positions in administration, from the level of department head and up.

Involvement in the Dual Career Network Darmstadt makes the employer more attractive, as job search support is provided for the partners of new staff members. The organisation unit ‘HR Development’ is responsible for active contribution to the network. At the Jena and Mainz sites, support is provided by the local administration departments. Involvement in similar established university networks is pursued.
5.3.1.2 Career guidance measures: Girls’ Day
As part of a cooperation between politics, business, science and the media, the Helmholtz Association is a partner of the ‘National Pact for Women in STEM professions’ that was initiated by the federal government. GSI/FAIR continues to take part in the annual centrally organised Girls’ Day. The organisation unit ‘Public Relations’ is in charge of organising this event with support of the Equal Opportunities Committee.

5.3.1.3 Career guidance measures: ‘Students’ lab’ concept
GSI/FAIR is developing a concept for a training series ‘Female students’ lab’ to present questions from the field of physics in age-appropriate formats for students from primary school age and up, and to thus make science more accessible for female students.
In addition to this, career guidance formats are being developed in combination with public appearances of GSI/FAIR, such as ‘speed dating’ among women from different professional groups and female students to provide an information basis for vocational orientation. Project weeks at cooperating schools could also be used in this context.
5.3.1.4 Staff recruitment with external support
If recruitment agencies are instructed to find staff, these should ideally suggest at least an equal number of women and men with similar qualifications. If this is not possible, the external recruitment agency must document their active search for qualified women.

5.3.2 Specific measures for the different areas

5.3.2.1 Research area

Recruitment measures in the areas of research and research support, and in the accelerator operations must focus on increasing the proportion of women in academic leadership positions.
To account for the individual stages of development in the scientific field, the following distinctions have been drawn up for the intended measures:
Classification according to discipline (E 13-E 15)
Doctoral candidates
In 2018, 24% of doctoral candidates in the area of physics were female [4].
To increase the number of female doctoral candidates in the research divisions, highly qualified female students are addressed systematically. This is documented in the annual report by the corresponding line-managers who are in contact with the universities or postgraduate schools.
To improve visibility of women among doctoral candidates, particular attention should be paid to inviting or sending female candidates to conferences. A central budget is provided for this purpose.
GSI continues to support ‘Mentoring Hessen’, a mentoring programme for female doctoral candidates and postdocs.
A transparent selection procedure for recruiting doctoral candidates is being established for controlling measures to remedy under-representation. A corresponding procedure is being developed with involvement of the postgraduate school.
Postdocs
Postdocs When hiring staff members who have finished their doctorate, attention must be paid to increasing the proportion of the respective under-represented gender. Tenure track positions are a tool for developing young scientific talent / career planning and these are generally advertised internationally. To improve visibility of women who have obtained their doctorate, it should be demonstrable that particular attention is paid to inviting or sending female candidates to conferences. A central budget is provided for this purpose.
Permanent research staff
A designated process must be undergone when an existing staff member is awarded a permanent position. In the context of a tenure track procedure this takes place via a committee. Other procedures for establishing permanent employment are determined in the individual divisions and with involvement of the interest groups.
Jointly appointed professorships
The share of female professors in disciplines such as mathematics and science was 19.3% in 2018, including 15.1% C4/W3 professorships. [3]
The universities’ appointment procedures and regulations apply for awarding jointly appointed professorships. GSI/FAIR takes the respective share of women into account, when drawing up recommendations for appointing professorships. Written evidence of this must be presented in the course of the procedure. In coordination with the universities, it is ensured that a member of the Equal Opportunities Committee of GSI/FAIR takes part in the universities’ appointment procedures. Involvement in the Programme for Women Professors of the federal and state governments is re-enforced.
5.3.2.2 Research support and administration / technical services
When filling any vacant positions, care must be taken to remedy the under-representation of the respective gender. Research showed that around 478,300 job openings were advertised in STEM disciplines across Germany in April 2019. At the same time, 168,645 persons were registered as unemployed[5]. This means that particular measures must be found in competition with the industrial sector, to successfully recruit staff in the field of research support. A look at the gender distribution of staff members according to pay groups, excluding working students, doctoral candidates and temporary staff (see attachment, figure 1), shows that women are under-represented in these areas in particular. This is why GSI/FAIR is involved in measures to promote women in STEM professions, offers internships and develops individual career strategies, for example through staff interviews, participation in mentoring and leadership programmes, and discipline-specific training measures for women in these areas.

5.4 5.4 External staff development measures

5.4.1 Helmholtz Young Investigator Groups
In the context of this programme, young scientists receive funding for five years to allow them to establish and lead their first own research group. Women are actively encouraged to apply for the Young Investigator Groups programme by specifically addressing potential candidates. The research directorate and the Helmholtz Institute Leaders are responsible for the programme.
5.4.2 Helmholtz Leadership Academy
The programmes of the Academy are addressed to individuals of the top line-management level such as programme and topic spokespersons and Institute and Department Leaders, as well as at excellent junior researchers and future line-managers from the business administration and infrastructure sectors of the Helmholtz Centres. The line-managers are responsible for actively approaching women in cooperation with the Human Resources Department. The selection criteria drawn up by the Helmholtz Academy are taken into account when selecting staff members for the Academy. The Management Board is responsible for the final selection.

5.5 Internal staff development measures

5.5.1 Improving gender competence among line-managers
Dedicated training courses are held to improve social gender competence among line-managers. The training course is part of the standard instruction provided for newly appointed line-managers. Over the term of this Gender Equality Plan, the Human Resources Department and the Equal Opportunities Committee are going to draw up a handbook for line-managerial staff.
5.5.2 Tenure-Track
Tenure track is a career advancement programme for young talent. When selecting suitable applicants, the individual organisation units ensure that an appropriate proportion of women is considered. The technical and scientific Managing Directors are responsible for handling the programme. The Human Resources Department provides organisational support along the process chain.
5.5.3 Permanent positions
A corresponding process for awarding permanent positions is being developed and established for each division. The general conditions mentioned in chapter 5.1 must be observed.
5.5.4 Career development for junior researchers
GSI/FAIR is developing a concept for advancement perspectives for researchers who have obtained their doctorate. A ‘Postdoc Day’ is initiated to allow for mutual exchange and to inform about the progress made.
Satisfaction of the requirements is part of the evaluation process at the end of the postdoc development phase. Ensuring equal opportunities is an evaluation criterion. The scientific Managing Director is responsible for this issue.
5.5.5 Establishment of a MOVE criterion for gender-oriented achievements
A criterion will be defined in the next evaluation session for MOVE criteria (probably in 2024).

6 Reporting

In the strategy development processes of the Management Board and the line-managerial staff, care must be taken to integrate the key targets from the Equal Opportunities Plan. Reporting (e.g. in SAP) shall be developed to allow for statistical analyses also according to gender.

7 Literaturverzeichnis

[1] „Beschluss_Mustervereinbarung Förderung Chancengleichheit vom 20.05.2019“.
[2] BMJV, „Bundesministerium für Justiz und Verbraucherschutz,“ BMJV, 2015. [Online]. Available: https://www.gesetze-im-internet.de/bgleig_2015/BJNR064300015.html. [Zugriff am 06 01 2017].
[3] GWK, „Chancengleichheit in Wissenschaft und Forschung, 20. Fortschreibung des Datenmaterials (2018/2019),“ Gemeinsame Wissenschaftskonferenz, Bonn, 2020.
[4] G. I. G.-L. Düchs, „Frauenanteil bleibt stabil Statistiken zum Physikstudium an den Universitäten in Deutschland 2018,“ Physik Journal (2018) Nr. 8/9, p. 36, 2018. [5] „Gesamtmetall,“ 2019. [Online]. Available: https://www.gesamtmetall.de/sites/default/files/.../mint-fruehjahrsreport_2019.pdf. [Zugriff am 11 07 2019].

Appendix - Status quo of the staff structure (GSI only)

On the reporting date of 30 November 2020, 1,334 staff members of pay groups E2 to E15 were employed by GSI (excluding FAIR and excluding temporary staff, doctoral candidates and working students). 380 thereof were female, which corresponds to a share of 28.5% women.

Figure 1 shows the number of women and men in the different pay groups and the percentage of women per pay group.