Gender Equality Plan 2023- 2025

CPEEL has prioritized the advancement of gender equality and equal opportunities since its inception in 2012, ensuring balanced gender representation both institutionally and in its supported initiatives. Gender considerations hold a pivotal role in CPEEL's overarching vision and are integral to accomplishing its mission. We firmly believe that fostering equality is not just a responsibility but is also an essential element in constructing an equitable and sustainable future for the centre and the university.

Currently, more than half of our staff members are women, and women occupy 25 percent of our management positions. In accordance with international standards and best practice, we aim to take this proportion to a minimum of 30 percent by the end of the implementation of the plan. To further advance gender equality, we recognize the need to continually challenge beliefs and attitudes that hinder progress. Our efforts will include an expanded emphasis on workplace flexibility and innovative strategies to overcome the barriers faced by gender-diverse individuals. The plan outlined here underscores the importance of "gender equality as a principle rooted in non-discrimination and the safeguarding of fundamental human rights." (CEDAW, 1981)

CPEEL acknowledges and appreciates the diversity within its workforce, which encompasses differences in language, cultural heritage, gender, age, geographic origins, and socio-economic backgrounds. This role is notably reinforced by the institution's diverse demographics, with employees spanning from 20 to 60 years of age, hailing from a wide array of cultural backgrounds, and women constituting over 50 percent of the workforce. The institution has achieved remarkable success in terms of gender equality, with a continuing push for the equitable representation of women in management positions, reflecting positively on its overall institutional performance.


The main goal of this Gender Equality Plan (GEP) is to function as a tool and framework for improving gender equality within the workplace and facilitating the incorporation of gender considerations into institutional procedures. Additionally, this GEP seeks to make a meaningful contribution to advancing gender equality in the development of its sustainable practices. This contribution is achieved through research, project development, and programs that conscientiously address gender disparities in labor market participation and actively advocate for equality among individuals with diverse gender identities. CPEEL aims to set a proactive example and inspire institutional changes in other academic and research communities.

Key focus areas

The gender equality plan outlines four specific areas of concentrated effort, setting the stage for CPEEL to initiate a journey towards enhancing its performance.

1. Institutional Governance


  • Promote the institution’s image and reputation as an inclusive institution that supports and values diversity in events and through all forms of media.
  • Integrate gender-disaggregated data into planning and strategy across the institution.
  • Conduct annual surveys of all staff on their experiences in the workplace: harassment or discrimination based on gender; workplace culture; and management styles.

Measures of success

  • Quarterly reporting on the institution’s commitment to gender equality and progress toward the goal.
  • Improved institutional performance in key gender equality indicators, as reflected in successive annual surveys.

2. Career Progression


  • Facilitate balanced gender representation at all levels, including in senior positions and leadership domains.
  • Promote gender inclusive and bias-free recruitment, career progression, and evaluation policies.
  • Institute mentoring programmes aimed at enhancing career advancement opportunities for young female postgraduate students and faculty members.

Measures of success

  • Achievement of at least 30 percent female representation (with a long-term target of 50 percent) on projects and research activities.
  • Implementation of a human resources policy to promote equal career opportunities for all genders.
  • Routine evaluation and revision of mentorship programmes to accommodate the changing needs of female students and faculty.

3. Work-life Balance


  • Anticipate the needs of students and staff returning to work after family-related leave and tailor institutional support accordingly.
  • Undertake regular reviews of flexible work and other relevant policies.

Measures of success

  • Availability of options for flexible working hours and methods for female and male staff.
  • Accumulation of positive feedback from students and staff on the suitability of the institution’s family-friendly policies.
  • Ongoing maintenance of reporting mechanisms that allow students and staff to raise concerns related to work-life balance.

4. Engendering Knowledge


  • Promote the inclusion of the gender dimension in research content.
  • Promote diversity in research management.

Measures for success

  • Disaggregating research data (articles, reports etc.) by gender where relevant.
  • Demonstrating sensitivity to gender diversity in the language and images used in research outputs.
  • Providing all staff with targeted training courses and materials on gender equality.



The Gender Equality Plan's timeline is structured as follows: The plan is scheduled to commence in the fourth quarter of 2023. The initial phase of the plan is projected to extend for a duration of 90 weeks, as indicated in the accompanying Gantt chart. Each of the focus areas will be assessed and addressed starting from the 20th week onward. Following the evaluation of the first phase, adjustments will be made to address any challenges encountered during implementation.