This page summaries the key elements of how the University of East Anglia is meeting the specific requirements under the Gender Equality Plan for funding by the Horizon Europe programme.

This information is intended to be a reference page for external organisations and provides a resource that researchers can refer to for relevant funding applications.

Staff can contact the Equality Diversity and Inclusion Team if they require further information about any of these initiatives. Alternative information about our research and innovation activity, can be found on the Research and Innovation Service webpages*.

The University of East Anglia is committed to ensuring and promoting gender equality. Our gender equality plan is predominantly set out in our Athena Swan submissions. We align with the Horizon Europe Gender Equality Plan (GEP) requirements as follows:

*Some of the links within this page accesses content not on our public facing webpages, and thus limits its access to staff and students.

Requirement

University of East Anglia fulfilment

Be a public document

The GEP should be a formal document signed by the top management and disseminated within the institution. It should demonstrate a commitment to gender equality, set clear goals and detailed actions and measures to achieve them.

The University of East Anglia signs up to the Advance HE Athena Swan Charter and has held a Silver Award since April 2019. Previously, we have held both Bronze and Bronze Renewal Awards in 2012 and 2015 respectively. 

Our institutional Athena Swan application and action plan is available online which has been signed by our Vice-Chancellor.

Department applications and action plans are signed by the Head of School and are disseminated to all staff. 

These plans demonstrate a commitment to gender equality and set out clear goals using SMART (specific, measurable, achievable, relevant and time bound) actions.

Have dedicated resources

Resources for the design, implementation, and monitoring of GEPs may include funding for specific positions such as Equality Officers or Gender Equality Teams as well as earmarked working time for academic, management and administrative staff.

We have an Equality, Diversity, and Inclusion (EDI) Team, with skilled EDI practitioners headed up by a Head of Equality, Diversity, and Inclusion to manage the overall gender equality work at the University. Their webpage includes useful resources*.

The University has a range of EDI policies, which can are accessible online.

The Executive Team has an Equality, Diversity and Inclusion Lead who is a Pro-Vice Chancellor (currently from the Arts and Humanities faculty) and Chairs our University Equality, Diversity and Inclusion Committee which reports directly to the University Council. This Lead works closely with the Head of Equality, Diversity, and Inclusion. The University’s Athena Swan work reports to this Committee. 

Each School at the University has an Athena Swan/Equality, Diversity and Inclusion Committee embedded into the structure of the Department. Each School has an academic Athena Swan Lead whose role is included as part of the School’s Workload Allocation Model. School level Athena Swan action plans are led by the academic lead to ensure they are implemented. Each Faulty Pro Vice-Chancellor sits on the University Equality, Diversity, and Inclusion Committee. 

All Athena Swan Leads attend a University Equality, Diversity and Inclusion Frameworks Group Chaired by the Head of Equality, Diversity, and Inclusion to ensure best practice is shared across the University. 

Include arrangements for data collection and monitoring

GEPs must be evidence-based and founded on sex or gender-disaggregated baseline data collected across all staff categories. This data should inform the GEP’s objectives and targets, indicators, and ongoing evaluation of progress.

Sex/gender disaggregated data on staff and students is collated and reported each year through various channels:

Annual Gender Pay Gap Report

Equal Pay Reviews

Institutional and Departmental Data Dashboards with disaggregated data on headcounts, professional staff groups, recruitment, promotions, and parental leave.

University of East Anglia’s Access and Participation Plan

Student and staff statistics are collated annually and accessible through HESA.

We also have Report and Support* which is intended to be used to gather information on incidents of assault, harassment and hate that is experienced by staff, students and visitors.  The information is used to offer support, guidance and identify preventative measures to reduce incidents. The platform also provides access to support and resources. Data is included as part of the Annual Report to the University Council.

The Head of Equality, Diversity and Inclusion undertakes Equality Impact Assessments (EIA) for specific exercises such as the University’s submission to REF21 and COA fund allocation. These EIAs inform future activities, raise awareness, and highlight training needs.

Be supported by training and capacity-building

Actions may include developing gender competence and tackling unconscious gender bias among staff, leaders, and decision-makers, establishing working groups dedicated to specific topics, and raising awareness through workshops and communication activities.

The University’s Equality, Diversity and Inclusion Team maintain our EDI webpages, which includes our policies and guidance.

All staff complete mandatory EDI training upon commencement of employment and repeated every 2 years thereafter. Staff involved in recruitment also complete recruitment and selection training every 2 years which includes aspects of unconscious bias.

All staff and students have access to LinkedIn Learning where a range of wellbeing and EDI pathways have been created. 

We have an Organisational Development and Professional Learning Team with skilled trainers headed up by a Head of Organisational Development and Professional Learning who have created toolkits to support professional development and administer our participation in the Advance HE Aurora Leadership Programme. 

EDI and Unconscious Bias Training was undertaken for researchers involved in REF21 and for those with managerial and decision-making roles.

 

Requirement University of East Anglia fulfilment

Work-life balance and organisational culture

This is covered in the Departmental Athena Swan application under 5.6 Organisation and Culture and the same section within the Institutional application.

Gender balance in leadership and decision-making

This is covered in the Departmental Athena Swan application under 5.6 Organisation and Culture and the same section within the Institutional application.

Gender equality in recruitment and career progression

This is covered in the Departmental Athena Swan application under 4.2 Academic and Research Staff Data, 5.1 Key Career Transition Points: Academic Staff and 5.3 Career Development: Academic Staff.

The Institutional application is covered under 4.1 Academic and Research Staff Data, 5.1 Key Career Transition Points: Academic Staff and 5.3 Career Development: Academic Staff. 

Integration of the gender dimension into research and teaching content

This is covered in the Departmental Athena Swan application under 5.6 Organisation and Culture and the same section within the Institutional application.

Measures against gender-based violence including sexual harassment

We have Report and Support* which is intended to be used to gather information on incidents of assault, harassment and hate that is experienced by staff, students and visitors.  The information is used to offer support, guidance and identify preventative measures to reduce incidents. The platform also provides access to support and resources. Data is included as part of the Annual Report to the University Council.

The University also has a Dignity and Respect in the Workplace policy with accompanying Briefing Notes which are made available online which covers harassment.

 

  • UEA has focused on creating a vibrant and supportive environment for all staff as part of the Staff Success strand of the UEA Vision and Plan. During 2019, digital platforms and focus groups enabled staff to shape UEA’s values (Collaboration, Empowerment, Respect and Ambition) and a core set of standards for how we behave; drive excellence in teaching, learning, and research; and collaborate as an anchor institution within our community.

  • UEA’s Flexible Working Guidelines*, based on good practice within the sector, set out the right for all employees to request flexible working or periods of unpaid leave. We are committed to ensuring that these are not detrimental to career development or progression. 

  • For staff with caring responsibilities, shared parental/dependents leave* is available. UEA has a multi-cultural nursery* on campus, caring for children from six weeks old; a salary-sacrifice scheme* helps with the cost of places. 

  • Launched initially in 2013 by the Faculty of Medicine and Health Sciences*, all Faculties now have Return to Work Funds to provide financial support for those with caring responsibilities or returning from long absences, as well as funds to support academic staff with the additional (child)care costs associated with conferences or fieldwork. 

  • ‘Moving On in your Academic Career’ is a workshop specifically for female researchers and returners from career breaks, which receives consistently positive feedback.

  • The Pro Vice-Chancellor for Research and Innovation has lead responsibility for ensuring that UEA meets the principles of the Concordat to Support the Career Development of Research Staff*. UEA has developed a Concordat Implementation Plan*, which details the support for the personal, professional, and career development of our research staff. 

  • In September 2012, UEA achieved the HR Excellence in Research' Award* ‘in recognition of our commitment to implementing the principles of the Concordat. From May 2018, UEA more closely integrated these initiatives with Athena Swan, to enhance synergistic positive action and change. 

  • UEA has also signed the Technician Commitment (2018) to further ensure the visibility, recognition, career development and sustainability of research technicians as a vital element of our research environment.

  • The University introduced a range of additional guidance to support staff as a result of the pandemic this included Working from Home Guidance*, Remote Working Inductions*, Workload Reduction Toolkit*, Return to Campus Toolkit*, Face Covering Policy*. Flexible working arrangements became the norm for everyone, but particularly benefited staff who needed to accommodate childcare and other challenges around their work.

  • All grades of staff received six additional rest days in 2020 (annual leave) in recognition of the pressures of working through the pandemic.

  • Most UEA staff began working from home in March 2020, and many continue to do so as part of a hybrid working pilot* as we emerge from the pandemic. A range of additional resources to support this pilot include, a Manager’s Toolkit*, a new Skills Development Guide – Building Hybrid Success*.

  • An Addendum to the Academic Progressions Handbook* was produced to address the effect of the Covid-19 pandemic towards academic promotions

  • The health and wellbeing of our community remain the highest priority, and the University is continuing to follow all advice given by the UK Government to keep our community safe. A new Employee Wellbeing Partner was introduced in 2021 to further embed wellbeing into our culture. Activities have included relaunching our Employee Assistance Programme*, which offers 24/7 support to our community on a range of personal and professional issues which includes virtual counselling; producing a range of additional staff resources* including a practical wellbeing LinkedIn Learning pathway* and a Supporting Wellbeing toolkit*; promoting our in-house staff counselling service*. 

  • In December 2021, the People and Culture Division launched the first all staff Pulse Survey, which included questions around wellbeing. These will run periodically throughout the year and enable us to measure staff wellbeing and engagement with our planned initiatives, whilst providing evidence of where continued action is required.