Athena SWAN Action Plan - TU Dublin
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Athena SWAN Action Plan 2022-2025
Athena SWAN Action Plan 2022-25
2Athena SWAN Action Plan 2022-25
1. Gender Balance in Leadership and Decision-making
1.1 Achieving Gender Balance at Senior Leadership
Action Action Basis for Action Timescale Responsibility (R) and Success by end 2025
No. Implementation (I)
1.1.1 A commitment to achieve, and/or TU Dublin’s Equality Statement contains a 2022-2025, with annual President TU Dublin will have gender
PRIORITY maintain, gender balance (i.e. at commitment ‘to ensuring gender balance monitoring (Responsible-R), Deputy balance (at least 40% female and
ACTION least 40% of each gender) in all in key decision-making committees’. President & Registrar 40% male) at all senior decision-
senior decision-making roles and The Strategic Intent 2030 commits to (Implement-I), Chief making levels, and will be diverse
positions from Head of School addressing the Sustainable Development Operations Officer (I) on other grounds
upwards by 2025, and progress Goals. There are a number of senior EDI Director (I)
reported in the annual EDI report. decision-making posts to be filled over the
2022-2025 period. The action is intended
to give practical effect to addressing
SDG 5 Gender Equality, and reinforce this
commitment over the period of the Action
Plan.
1.1.2 Females at SLI and SLII will Preparing future leaders is an important 2022-2025 Deans (R), Heads of The established practice of
be sponsored to engage in part of building capacity for maintenance School (I). reserving 10 places for females
internal and external leadership of the gender balance commitment. This and 10 for males on the internal
development programmes in action will support the achievement of 1.1.1 Leadership Programme is retained.
addition to Aurora.
1.1.3 Conduct an equality review of the The purpose of this action is to support Q4 2023-Q3 2024 :- Q4 2023 Head of Human Heads of School positions will be
procedure for the appointment gender balance in future senior scope the review and begin Resources (R), Director gender-balanced
of Heads of School and other appointments and embed this objective planning; Q1 2024 undertake EDI (R), HR Policy & Data
Faculty/School recruitment in the relevant processes (as in priority the review and write up; Management (I), Equality
processes in the 2022-23 round action 1.1.1). Q2 2024 Discuss findings Analyst (I)
(consequent on Organisation with key stakeholders and
Design) and report, with present conclusions to UET for
recommendations, to UET by approval; Q3 2024 - prepare for
2024. implementation.
3Athena SWAN Action Plan 2022-25
1. Gender Balance in Leadership and Decision-making
1.1 Achieving Gender Balance at Senior Leadership
Action Action Basis for Action Timescale Responsibility (R) and Success by end 2025
No. Implementation (I)
1.1.4 Faculties and Schools will Role model visibility is an important Q4 2023 onwards when Deans (R), Heads of At least 40% of all invited speakers
systematically record and report element of supporting equality and Faculties and Schools have School (R), Head of are female, 40% male, and other
on the gender and diversity inclusion. There were gender discrepancies settled following the OD process Academic Affairs (I), diversity characteristics are known.
characteristics of high profile across disciplines with regard to speaker Faculty managers (I), and A base line data report on the
invited speakers and external gender balance (Ref Table 5.55) This action School administrative gender ratio of external examiners
examiners. could also aid confidence among female managers (I) for PhDs and Programmes is
academics of TU Dublin’s commitment to produced, with recommendations
gender equality (Ref Table 5.37 and Action for achieving gender balance.
1.1.1)
1.1.5 Honorary Degrees awarded by TU Conferrings from 2023 onwards Registrar (R), Head of At least 40% of all honorary
Dublin will be gender-balanced. when the Honorary Degrees Academic Affairs (I) degrees are female, 40% male,
policy is finalised and approved and other diversity characteristics
by GB. are present.
4Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.1 An Equitable Recruitment Process
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.1.1 Competency frameworks for There are two main findings from Q3 2023-Q1 2024: Timing VP for Organisation, Culture Competency frameworks,
all academic and PMSS posts analysis of recruitment data - may be dependent on and Change, (R), Chief inclusive of equality
will be developed, clarifying the relatively poor outcome for national agreements Operations Officer, (R), Head of considerations, are agreed
expectations as to the broad AHSSBL female applicants and Human Resources (I) by Q3 2023; implemented
expertise, skill, and experience the low numbers of female STEMM by Q2 2024 and widely
required for each post while applicants. The purpose of this promoted. At least 60% of
allowing for specific disciplinary set of actions is to reinforce the staff are aware of them and
or functional requirements. conditions that will counter any at least 40% understand
These frameworks will be unconscious bias in the recruitment them by 2025 (Equality and
informed by an EDI mindset process (Ref Tables 5.1 - 5.3). These Inclusion Survey Q1 2025).
and proofed for equality and actions will also partly counter the Timing may be dependent
inclusion, in addition to going horizontal gender segregation within on national agreements.
through the normal TU Dublin the PMSS staff profile.
consultative processes.
2.1.2 The Hiring Managers and 2023-2025, as academic Head of Human Resources Positive action statements
Interview Panel members will posts are approved for (R), Senior Manager, People are included in all
have addressed Unconscious recruitment Development (I) advertisements. By Q3
Bias on gender, race and 2023 processes are in
disability in an enhanced place to ensure that
Licence to Recruit training. competitions are widely
advertised and substantive
2.1.3 HR Business Partners to ensure Q2 2022 onwards Head of Human Resources (R), efforts are made to
that positive action statements HR Manager (I) attract a diverse pool of
are included in all external post candidates. Insofar as
advertisements. possible applicants should
not be all male or all
female.
2.1.4 Appointment (internal) and As noted in Action 1.1.1 and Q1 2024-Q4 2024: A review VP for Organisation, Culture University-level and School
recruitment (external) processes elsewhere, while there is good of the appointment and and Change (R); Head of recruitment processes
to address staff gender and gender balance at many levels, recruitment processes to Human Resources (I); Faculty deliver on gender and
other diversity profiles, according gender ratios drop at SLIII (Head ensure that gender, ethnicity Deans, School Heads (I) diversity targets agreed in
to agreed targets. of School or equivalent) and there and other forms of diversity the People Strategy.
is a distinct lack of ethnic diversity are actively supported.
at SLII grade and up. This is a
typical academic career pattern
that requires strong and sustained
interventions to change. This action
will link to the University People
Strategy.
5Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.1 An Equitable Recruitment Process
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.1.5 Investigate the barriers and Apprenticeship enrolments are Q2 2022: scoping and Head of Apprenticeships (R) The report is published
opportunities for increasing almost 100% male, despite efforts to planning the study; Q3 -Q4 Access to Apprenticeship in Q1 2023 and the
female enrolment in promote the apprenticeship route as 2022 undertaking the study; Programme Officer (I), Head of findings provide new
Apprenticeship programmes – a pathway for females. Q1 2023, publication of Recruitment and Admissions (I); knowledge on which to
explore the potential appeal findings in time for a launch researcher (I) base the development of
of bio- and environmental for International Women’s Apprenticeships and other
sustainability avenues for Day 2023 (March 8, or week skills-based pathways that
apprenticeship programmes thereof) can appeal to women
2.1.6 Prioritise EDI Fund practitioner This action will support the Q2 2002 call for funding EDI Director [R), Head of Project showcase complete
applications which are targeted achievement of 2.1.5, 3.1.1 and 3.1.2 issues; Q3 2002 results Recruitment, Admissions by Q3 2023. A body
at addressing the low numbers by generating new knowledge about announced, Q3-4 2022 and and Participation (I), Head of of successful practices
of women in Engineering, Built the drivers of gender imbalances in Q1 2023 projects undertaken; Apprenticeships (I), Individual supporting gender and
Environment, Apprenticeship the Apprenticeships programmes, Completion of projects project proposers (I) diversity balances in
and ICT programmes, and and in both female and male- and showcase of results/ student recruitment are
also applications which aim dominated, non-diverse pathways outcomes Q2-3 2023 available for sharing across
to increase the numbers of across the University. the University.
men in Education, Health and
Welfare programmes, and also
addressing race/ethnic and
disability diversity. These may
include additional social media
campaigns, promotional videos,
and speaker events. This action
will support the strategic delivery
of enrolment targets and access
ratios.
6Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.1 The University to continue The TU Dublin Equality and 2022-2025 President [R), Deputy National agreement on
to influence national policy Inclusion survey indicated that President and Registrar (R), an academic pathway
discussions and decisions on an 67% males and 69% female Chief Operations Officer (R) is implemented in the
appropriate academic career academics identified a lack of UET members as relevant (I), University
framework for Technological opportunity to advance their Director of EDI (I)
Universities. This can be careers; 59% male academics
carried out in multiple sites, and 64% female academics felt
including the HEA and sectoral that there were not sufficient
bodies such as the IUA and its opportunities to develop their
Committees research profile in the University
(Ref Fig. 5.1, Tables 5.5-5.8)
7Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.2 PRIORITY Streamline the available HR The survey and focus groups Q3 2022-Q4 2022: Identify the Head of HR, (R), HR Leave and Academics who avail
ACTION supports for maternity leave identified maternity leave gaps in HR supports, including Benefits Manager (I) Marketing of maternity/adoptive
across the University, including and return to pose specific the efficiency of backfill cover, & Communications (I) leave will indicate similar
a dedicated HR contact person challenges for expectant persons and address in time for the satisfaction rates to
and up-to-date information and their School managers. 2022-23 academic year PMSS staff i.e. 70% feel
booklet. Make this information 48% of female academics supported prior to taking
available to all School and felt supported prior to taking leave; 53% feel supported
Function heads and their maternity leave; 42% during during leave; 60% feel
executives. leave; 37% on return to work supported upon return
(Ref Tables 5.25-5.27, % feeling from leave. Less than 15%
2.2.3 PRIORITY Improve the backfill process supported at different stages). Head of HR, (R), HR Leave and of academic and PMSS
ACTION for maternity leave cover and Furthermore 49% of academics Benefits Manager (I) School/ staff will indicate that they
facilitate a timely handover had strongly agreed/agreed Function Head or equivalent (I) covered some of their
meeting aided by a handover with the statement - ‘I covered responsibilities during leave.
template. This handover meeting some of my responsibilities (Equality and Inclusion
will clarify the context, if any, during maternity/adoptive leave’ Survey Q1 2025)
in which the person going on (compared to 15% of PMSS
leave can keep in touch on respondents) (Ref Table 5.26).
an occasional basis with the Focus group data indicates
School/Department/Office these responsibilities include
through an agreed mechanism. postgraduate supervision. This
2.2.4 PRIORITY 4 weeks before return, the Head group of actions are given Q4 2022 onwards, as applicable Head of HR (R), School/
ACTION of School/Head of Function and priority. Successfully ironing out Function Head or equivalent (I)
returning parent will devise a the issues involved will provide
return to work plan that involves a template for addressing other
an appropriate workload (e.g. care/family leave provisions, and
reduced contact hours) for the will streamline the HR recruitment
first semester (academic). This of cover process for all needs in
will also include discussion of the the University
teaching timetable and course
delivery. As far as possible,
academic returners will resume
lecturing on their previous
modules.
8Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.5 Highlight the suite of care/family Male employees do not avail of Q2-Q3 2023 and regularly Head of HR, (R), HR Leave and Take up of paternity and
leave options available to all staff family leave to any great extent thereafter (at least once per Benefits Manager (I), Marketing parental leave by men
in a regular bulletin/web update, (Ref Table 5.29) semester) and Communications (I) increases by 30% (2023-
and at least once per semester. 2025)
Design a communication to
encourage male employees to
avail of leave entitlements.
2.2.6 Undertake a review of care The evidence shows a reduced Q2-Q3 2022 - in Q2, Head of HR (R), HR Policy and Provision for Domestic
and family leave as part of a take-up care leave, which exploration of the policy options Data management (I) Marketing Violence Leave is clear,
suite of leave policies, including suggests that a review is on Domestic Violence leave; and Communications (I) well communicated, and
addressing Domestic Violence timely. In addition, an increase Q3, draft policy, consult and supported by HR. At least
leave options for the purpose of in reported rates of domestic bring to UET for consideration 55% of survey respondents
facilitating court appointments, violence during COVID-19 has are aware of Domestic
legal appointments, etc. brought the issue to the fore, Violence leave and at least
and all HEIs are asked to make 60% of survey respondents
arrangements for Domestic are aware of each type of
Violence Leave (Ref Tables 5.29, family leave and flexible
5.30) working options relevant
to them (Equality and
Inclusion Survey 2025)
2.2.7 Prepare a report for UET Precarity is an endemic feature Q2-Q4 2024: Q2 2024 - Registrar (R), Chief Operations There is an action plan
consideration on precarious of higher education, evident Scope and plan; Q3 conduct Officer (R), Head of Human in place to reduce
working in the University – in TU Dublin as elsewhere. This evaluation; Q4 - discuss report Resources (I), HR Policy and precarious working, support
covering academic and PMSS action will give a comprehensive with relevant stakeholders and Data Management (I) progression while working
staff. Analyse by age, gender, overview of the situation and present finalised draft to UET for part time, and support part
race, and disability. consider what further actions consideration time workers return to full
can be taken to decrease time work.
precarious working. (Ref Table
4.4, Tables 4.11-13)
9Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.8 A clear explanation of the 38% male and 41% female Q2-3 2022 Head of Human Resources 55% of Assistant Lecturer
AL progression scheme, Assistant Lecturer survey (R), HR Policy and Data survey respondents in 2024
including the rationale for the participants disagreed that Management (I) indicate agreement that
criteria and the evaluation the AL progression criteria the criteria, process and
methodology, will be provided by are transparent and fair. In evaluation in progression
HR and made available on the addition, 44% male and 45% scheme is fair and
University intranet, and widely female ALs disagreed that transparent. In 2025, 55%
communicated. the AL progression process of all other staff indicate
is transparent and fair. For agreement that the new
2.2.9 HR will provide a clear promotion, survey respondents Q2 2024 - on implementation Head of Human Resources promotions scheme is fair
explanation of the promotions mentioned that clarity on the of the competency frameworks (R), HR Policy and Data and transparent (Equality
scheme, aligned with the application of the evaluation and agreement on new Management (I) and Inclusion Survey Q1
development of the new criteria was required. PMSS staff academic career framework 2025)
academic career framework, also indicated concern that the
to include the rationale for evaluation of criteria was unclear
the criteria and the evaluation and part-time working was not
methodology. This material taken into account.
will be made available on
the University intranet and
communicated widely.
2.2.10 The promotion scheme will be Q3 2023-Q1 2024, dependent Head of Human Resources
reviewed for any gendered on consideration and (R), HR Policy and Data
criteria, such as time-related completion of competency Management (I)
requirements that could frameworks; sooner for
disadvantage female applicants. progression
Inclusive criteria will be
introduced, if not already there,
such as full recognition of part-
time working, account taken of
maternity leave and other care
leave periods, and extended
sickness/disability leave.
10Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.11 Engage PMSS staff (and Data shows that as the PMSS 2023-event for International Head of Human Resources The rate of success over
interested others, including grades increase, fewer females Women’s Day; promotion (R), Senior Manager People a 4-year period at PO
academics) in tailored events apply. For PO in the 2018- of equal opportunities and Development (I), Hiring and STO for females will
with stereotype-breaking role 2020 period, 1 of the 5 posts welcome of applicants with Managers/Heads of Function (I) have increased from 20%
models (male, female and non- was obtained by a woman (Ref diversified profiles to 40%, dependent on
binary, of diverse profiles) who Table 5.13). For Senior Technical vacancies occurring.
share their career trajectories; Officer, the same success rate
HR track PO and Senior for females applies (1 of 5) (Ref
Technical Officer vacancies and Table 5.15)
encourage hiring managers to
include recruitment statements
encouraging women to apply.
2.2.12 Implement anonymised exit Resignation is the dominant 2022-2025. Align with timetable Head of Human Resources Analysis provides the basis
surveys for all leavers. For those reason for PMSS staff leaving the for EDI Annual Report and (R), HR Policy and Data for specific actions, if
citing resignation as reason for university, and especially Grade University Annual Report Management (I) appropriate, to address
leaving, explore and analyse 3 leavers, which constitutes the structural reasons for
the cause of resignation to largest group of PMSS leavers resignation.
determine if there are any each year, with no gender
issues to be addressed by the differences evident (Ref Table
University. Provide these data 4.13)
as part of Action 3.2.1 (annual
report).
2.2.13 Local induction becomes a PMSS focus groups indicate 2022-2025 as applicable Head of Human Resources (R), Local induction process in
routinised part of integrating a variable induction, though HR Relevant Heads of School/ place for all PMSS staff and
new member of staff into the provides detailed and relevant Heads of Function/Local satisfaction rates returned
organisation. forms that guide local managers Managers (I) to HR. At least 30% of
through the induction process. Schools have a relevant
Focus groups with HPAL and AL local induction process
highlighted the need for School in place for HPALs and
level induction and supports. ALs and satisfaction rates
returned to HR.
11Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.2 Career Analysis and Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.2.14 Ongoing support of PMDS A review of areas covered in 2022 and annually thereafter Head of Human Resources (R), Academic and PMSS staff
throughout the organisation. A the Professional Development - PDP conversation includes Head of People Development (I) reporting that the PDP
reminder for managers of the Plan (PDP) conversation for prompts re work/life balance. process is a useful one will
importance of a conversation on academics indicates that Work- be at 65% agreement; 60%
work-life balance, which is more Life balance issues are least of Academic and PMSS
critical in the COVID-post-COVID discussed (32% Males report it staff report that work-
era than before. being discussed, 28% Females life balance issues were
- Table 5.20); similarly for PMSS discussed.
staff (39% males report it being
discussed, 18% females - Table
5.23)
2.2.15 Subsequent to the development In 2020, there were polarised 2023-2024, dependent on VP for Organisation, Culture Support for fairness of
of a TU Dublin Workload model, views on the fairness of workload the timing of agreement on and Change (R); Chief workload allocations will
workload allocations will reflect allocations - 47% overall the workload model, and its Operations Officer (R), EDI have increased to 65%
the model, be gender-fair, indicating a fair distribution, implementation Director (I) overall, with majorities
and transparent to all staff 40% disagreeing with this view. of females and male
concerned. Perceptions of Males were slightly more likely academics in agreement
fairness to be tracked in E&I/staff to agree with the fairness of with this view.
survey when model is in place workload allocations than female
and operational academics (51%M: 42%F) (Ref
Table 5.54). A strategic action
for TU Dublin is to develop
a university workload model
which will inform the PDP
conversations.
12Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.3 Research Profile Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.3.1 TU Dublin to continue to lobby Researchers on externally-funded 2022-2025, dependent on President (R), VP for Research A pensions scheme
for agreed pension scheme contracts in the University agreement with national & Innovation (R), Head of is in place, following
and career path/structure for are unable to join the pension decision-making bodies Human Resources (I) implementation of the
researchers at national level. scheme. This is not the case for agreement with national
researchers on these contracts in bodies.
other universities.
2.3.2 Investigate and report on the This action is in response to the Q1 2023-Q3 2023 - Q1 VP for Research & Innovation An Action Plan to address
researcher profile of core and drop in female post-doctoral 2023 scope and plan the [R), Head of Enterprise any gender-specific
externally-funded researchers in researchers from 35% in 2018 to investigation, including and Research Support (I), constraints on career
the University. Identify gender- 20% in 2020 (Ref Tables 2.18- preliminary data analysis; Q2 researcher (I) development is in place
specific opportunity constraints 2.20) - engage in investigation; Q3 - and its impact is monitored
to career development and write-up with recommendations; by the Research Office;
address these in an action plan. end Q3/early Q4, publish post-doctoral researchers
report and launch on European are gender-balanced
Researchers’ Night (24
September annually) or on a
similar occasion.
2.3.3 Conduct a review of timetable Academic focus Group report Q2-4 2022, and biannual review VP for Research and Innovation Agreed time allocation for
allocations to staff undertaking that the time allocation for thereafter (2024, 2026) (R), Head of Graduate School PhD candidates is in place
PhD studies and report findings undertaking doctoral studies is (I); Graduate School/Research across all Schools. At least
to the VP for Research and not evenly applied. Given that Office (I) 60% of survey respondents
Innovation. Follow up reviews on the University must meet a 65% who are PhD candidates
a biannual basis. staff PhD completion rate by agree that their School
2029, it is important to have the is supportive of research
conditions that facilitate meeting activities.
this target. This action can also
inform the Workload Model
stream of work.
13Athena SWAN Action Plan 2022-25
2. Recruitment and Career Progression
2.3 Research Profile Supports
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
2.3.4 Prioritise EDI Research Funding EDI research is spread Q 2 annually - Call for project Director of EDI (R), RINCE The Symposium is known as
for projects that address throughout the University, as is proposals; Q4 annually - Research Fellow (I), RINCE a focus of innovative and
intersectional issues, and publish practice and practitioners. Often successful projects begin Postdoctoral researcher (I). interdisciplinary university
details of the projects and their they work in isolation from one research and practice in
outcomes on the EDI website. another. These action support EDI and intersectionality,
researchers and practitioners in and is an embedded event
2.3.5 An EDI Annual Research this field to develop a distinctive Q1 2022 [27-28 January], and EDI Director (R), RINCE in the University calendar.
Symposium showcasing research/practitioner affiliation annually thereafter. Planning Research Fellow (I) Attendance rates remain
University research and with EDI/intersectional research to take place in the preceding at 80 ppl or more per
practice on equality, diversity and practice in the University, in quarter. Those in receipt of symposium
and inclusion issues, and their line with the University model of EDI funding (such as those
intersections with sustainability, applied research and practice. arising from action 2.1.6) to be
as an aid to disseminating These actions also assist in encouraged to present their
knowledge and supporting a delivering on the Strategic Intent work
critical mass of researchers and 2030 in respect of delivering
practitioners knowledge and solutions that
address Sustainable Development
Goals (in this case SDG 5 Gender
Equality)
2. Recruitment and Career Progression
2.4 Gender Pay Gap Audit
Action No. Action Basis for Action Timescale Responsibility (R) and Imple- Success by end 2025
mentation (I)
2.4.1 A gender pay gap audit will be The Gender Pay Gap Information Q2-Q4 2022; as mandated Chief Operations Officer (R), Gender Pay Gap Audit
conducted, in line with legislative Act, 2021 is in effect, and the thereafter by law Payroll (I), HR Data Manage- complete by Q1 2023 and
requirements. The audit will ex- University is required to conduct ment (I), Data Officer (I) action plan in place to
plore the preliminary findings of a pay audit. address any pay gaps.
the 2020 report in more detail as
part of this analysis. The report
will be considered by UET and
will form part of the University’s
Annual Report. Findings will be
publicly available.
14Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.1 Embedding Athena SWAN in TU Dublin
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.1.1 PRIORITY 40% of Schools make Equality and Inclusion survey 2022-2025: Planning and President [R), all Deans (I)Dean At least 10 (40%) Athena
ACTION applications for Athena SWAN indicates a statistically significant scheduling in Q3 2022, when Faculty of Engineering &Built SWAN School applications
(AS) awards difference in men’s and women’s Schools OD is completed; at Environment (I), Dean Faculty of for Bronze award will be
perceptions of TU Dublin’s least 4 submissions scheduled Digital & Data, Dean submitted by end 2025
commitment to gender equality per year thereafter with representation from all
(Ref Table 5.37). This action Faculties including at least
will delve into local contexts to two from the Faculty of
address gender issues. Digital & Data.
3.1.2 PRIORITY Prioritise Athena SWAN The student and academic staff 2022-2025: Planning and Dean Faculty of Engineering
ACTION School applications from gender imbalance in STEMM is scheduling in Q3 2022, when &Built Environment (R), Dean
areas in which female staff significantly shaped by the male Schools OD is completed. Faculty of Digital & Data (R)
and students are heavily dominated profile in Engineering, Deans of Science, Arts &
under-represented – Faculty Construction and ICT. At present Humanities, Business (R)
of Engineering & Built this covers the Engineering
Environment, and the Faculty Schools (17% female academic
of Digital & Data. The Dean staff), Construction Schools
of the Faculty of Engineering (27% female) and ICT (37%
and Built Environment will female). Ref Tables 2.14 (female
lead and organise a Faculty academics) and Figure 2.7
Athena SWAN team who will (student enrolments).
prepare a Faculty Athena
SWAN submission. In other
Faculties, Deans and Heads
of School will identify specific
Schools for Athena SWAN
application within the 2022-
2025 timeframe.
15Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.1 Embedding Athena SWAN in TU Dublin
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.1.3 Schools and Faculties will These two actions will support Q3 - Q4 2022 as Faculties and Dean Faculty of Engineering At least 40% of male
nominate Athena SWAN the achievement of 3.1.1 and Schools settle following OD and Built Environment (R), Dean academic/PMSS and
champions according to 3.1.2. Over the 2020-2025 process. Faculty of Digital & Data (R), female academic/PMSS
their plans for an award. This period, these actions should Heads of School (I). will report favourably on
work will be accounted for contribute to maturing the the positive impact of
in the individual’s workload gender equity discourse among Athena SWAN on the work
allocation. students and staff in Engineering, environment (currently less
ICT and allied disciplines. They than 40% do so across
3.1.4 A Community of Practice on also address awareness-raising Q3-4 2023 initiate Community Director EDI (R), Equality all groups). The purpose
the Athena SWAN application among men of the purpose of of Practice; Q1 2004 onwards Analyst (I), CoP Members (I) of Athena SWAN will be
process will be formed, Athena SWAN - only 22% male - meet once per semester to understood by 50% of male
consisting of Athena SWAN academic respondents said they discuss SWAN applications, survey respondents
Champions, an advisor from were aware of the purpose of AS. emerging issues, analysis of
HR, members of the Athena In addition, majorities of males data.
SWAN Reference Group, and females were non-committal
and others with relevant as to the positive impact of
expertise. This group will share Athena SWAN (Ref Table 5.38)
learning and build institutional
knowledge and experience in
the Athena SWAN process.
16Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.1 Embedding Athena SWAN in TU Dublin
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.1.5 A short document explaining This action provides a rationale Q2 2022 document drafted, Director EDI (R), Equality At least 24 verified
the benefits of the Athena for engaging in the Athena SWAN completed and approved by UET Analyst (I), Marketing and occasions on which the
SWAN Charter Principles process for use by senior leaders Communications (I) President, UET members
and framework in addressing when promoting it. and Heads of School
and promoting gender and promoted the benefits of
intersectional equity will be Athena SWAN by end 2025.
prepared for Athena SWAN
Faculty and School leaders
and teams. This document
will also inform the wider
University community of
the new Charter Principles,
framework, and the 2022-2025
Action Plan.
3.1.6 UET members and other senior The equality survey indicates At identified public and internal President (R & I) UET members
leaders will promote the that there is a statistically University and Faculty/Function/ (I), Heads of School and
benefits of Athena SWAN as significant difference in men’s School events - at least 6 per Functions (I) Communications
an essential tool for gender and women’s perceptions of TU year, (I)
and intersectional equity Dublin’s commitment to gender
at key events, e.g. Staff equality (Ref Table 5.37). This
induction, student induction, action will enable senior leaders
conferrings, etc. Consultation to validate the efforts of Schools
with Marketing and and individuals committed to
Communications to identify addressing gender inequalities,
occasions and maintain and planning for Athena SWAN
record- at least 6 in the course awards. It will also send an
of an academic year. important message of support
for these efforts, thereby
influencing the University culture
and affirming its goal of being an
exemplar in EDI.
3.1.7 Develop staff and student There is a priority that at least Q3-4 2022 onwards: initial Head of Strategic Development The provision of AS data
data books for School-specific 40% of Schools make Athena formatting of AS-friendly [R); Head of Human Resources to Schools is streamlined,
Athena SWAN applications. SWAN applications (see Action template for databooks in [R); Data Officers (I); HR Data efficient and updated
3.1.1) and there will be demand Q3 2022 and scheduling of Officer (I) annually
for ‘true’ data provision in an data provision with Schools
Athena SWAN format. thereafter
17Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.1 Embedding Athena SWAN in TU Dublin
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.1.8 Increase the resource capacity The demand for AS-specific data Q2-3 2022 - preliminary President (R), Head of Strategic Additional resources are
of the central data units to will bring a significant increase in assessment of the resource Development (I), Head of made available to central
enable a timely response to workload in the Data Office and requirements; Q4 2022 - Human Resources (I) data units
anticipated data demands for in HR Data Management, and if recruitment process instituted;
Athena SWAN, in addition to Action 3.1.1 is to be achieved, it Q1 2023 - resource in place
other reporting obligations, will require adequate resourcing.
and to enable monitoring of
action outcomes
3.1.9 Establish an Athena SWAN The AS application seeks Q2-Q3 2022; In Q2, draft ToRs VP for Organisation, Culture Athena SWAN Reference
Reference Group, to advise on information on arrangements for will be laid before UET; Q3, and Change (R), Director EDI Group is established
implementation of the Action the role of the Self Assessment recruitment for the Reference (R&I) and fulfilling its mandate
Plan, with ToRs agreed by UET. Team post-submission. This Group will be concluded. successfully.
action is intended to retain These activities will align with
the experience developed the emerging procedure for
during the course of the 2021 University Committees.
submission to assist in monitoring
implementation of the AS Action
Plan, and add experienced
capacity to the University in
fulfilling priority Action 3.1.1.
3.1.10 Establishment of a new Self This action is intended to prepare Q3-4 2024 - In Q3, plan the VP for Organisation, Culture AS SAT is established,
Assessment Team one year for an institutional renewal most appropriate structure and Change (R), Director EDI members are clear on their
before institutional renewal, application in a timely manner. for managing and effecting (R&I) roles/tasks and a project
with ToRs agreed by UET. the AS renewal application, management plan is in
in discussion with UET; place to deliver the renewal
present draft ToRs to UET for submission.
consideration and approval; Q4,
recruit to the new SAT, prepare
a project plan and induct the
SAT into their tasks and roles
18Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.1 PRIORITY Prepare and present an This action provides for regular 2023-2025 - Align the cycle VP for Organisation, Culture The Annual Report shows
ACTION annual report on Equality, tracking and monitoring of with the production of the and Change (R), Director year-on-year improvements
Diversity and Inclusion to EDI data in an accountable University Annual Report of EDI (I), Head of Strategic leading to gender balance
the UET, Academic Council, and transparent manner. It Development (I), Head of HR (I) in decision-making and
Governing Body and the HEA. provides timely information on delivery on all priority
This will include benchmarked gender balance as indicated action items.
data on staff profile, pay, in priority action 1.1.1, monitors
contract types, recruitment, implementation of the AS Action
retention, representation on Plan, and enables appropriate
key committees and access to policy and procedural responses
training and funding, student in a timely manner. It will provide
data and intersectionality data, material for the University Annual
including race and ethnicity, Report and is evidence of
disability, and transgender issues. progress on the strategic goal of
Also to report on progress in ‘being an exemplar in EDI’.
addressing the priority actions
in the Athena SWAN plan. The
report will be published and
made available to the public via
the University website.
3.2.2 Develop data collection capacity There is presently only limited Q2-3 2022 - assessment of the Chief Operations Officer (R), A comprehensive picture
prioritising race/ethnicity, availability of data other than integrated CORE capabilities VP for Organisation, Culture of the University, on all
disability, socio-economic group, gender, and these dimensions for capturing these data, and Change (R), HR Data legislated grounds, is
gender identity and sexual would assist in developing an and data for all legislated Management (I); Marketing and available for intersectional
identity for staff. This is because intersectional analysis in AS grounds; Q4 2022 -Q3 2023 Communications (I); Equality analysis and multiple
there is presently limited applications. They would also Development of improved data Analyst (I) reporting purposes.
availability of data other than enable actions to be targeted collection system. Q4 2023 - a
gender, and an intersectional to address the needs of specific communications to explain the
analysis would enable actions to groups. These data would also value of gathering these data
be more targeted to address the inform the annual EDI report to and encourage employees to
needs of specific groups. UET and GB. provide same through CORE
19Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.3 Findings from the Equality and Staff consultation indicates Q2-3 2022: Q2- reviewing Director EDI (R), Equality At least 80 people will
Inclusion survey and focus low levels of awareness of the report, summarizing main Analyst (I), Marketing and attend launch event for
groups (2021) to be compiled purpose and impact of Athena points; Q3 - publication and Communications (I) report and at least 33%
in an accessible report and Swan. This report will provide communication in time for will be academic/PMSS
communicated to all School a broad overview of staff views consideration by Schools for managers.
Heads, Function Heads, and the across the university and assist 2022-23 academic year
University community. Schools and Functions in
preparing for their own Athena
Swan application and/or their
PDP conversations.
3.2.4 Build on the existing Carer’s Survey and focus group Q4 2022, to coincide with the Head of HR (R)EDI Director Carers/Parents ERG
Network to develop a Carers/ responses indicate that start of the 2022-23 academic (R), Senior Manager People established and
Parents Employee Resource the COVID-19 period has year when work-life balance Development (I) functioning, with regular
Group to provide peer support accentuated gender-related issues are particularly acute meetings (at least 3 per
to carers/parents in the COVID strains on work-life balance. year). They run at least
and post-COVID period. The Female and male PMSS staff one awareness raising
Group to be self-sustaining, but report spending more time with event per annum 2023,
supported by Staff Training and dependents while completing 2024 and 2025.
Development Unit. their work than did their
academic counterparts; female
and male academics experienced
less time at the end of the day
to relax, complete household
chores, etc, than their PMSS
colleagues ; Female academics
were more likely to be concerned
than other groups about their
ability to manage childcare and
work (Ref Table 5.34) In addition
female PMSS staff avail of ‘Force
Majeure’ leave more than
their male PMSS peers, while
academics do not call on this
leave given the greater flexibility
of their time (Table 5.35)
20Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.5 In addition to Action 3.2.4 on Staff consultation indicates that Q1 2022 EDI Director (R), LGBTQI+ ERG established
a Carers/Parent’s Employee there is a low level of awareness and functioning. They run
Resource Group, relaunch the of the activities of the LBGTQI+ at least one awareness
LGBTQI+ Employee Resource staff network and the university raising event per annum
Group with a keynote speaker is not actively and visibly 2023, 2024 and 2025.
and group discussion. welcoming to staff from the
LGBTQI+ community.
3.2.6 Provide support to the LGBTQI+ Q2 2022 onwards Director of EDI (R), Chair of
Employee Resource Group LGBTQI+ Group (I), RINCE Post-
through the EDI webpages, doctoral researcher (I)
sharing research on LGBTQI+
in the EDI Research Network,
providing a focus on LGBTQI+
during Pride Month (June)
and using EDI funds for ERG-
organised events that create
visibility for the group.
21Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.7 Undertake a project on Integration of these important Q3 2022-Q1 2023: Q3 scope, VP for Sustainability (R), VP All University policies and
integrating gender equality and analytical perspectives will assist plan and begin project; for Organisation, Culture and procedures complete an
sustainability into a common with the structural embedding Q4 complete, engage with Change (R), Director EDI (R), Equality and Sustainability
Impact Assessment template of inclusivity into the University stakeholders; Q1 2023- researcher (I) Impact Assessment as part
and guidance for inclusion culture. It will holistically address present to UET for approval of the Policy Development
in the ‘Policy Development the People and Planet pillars of as an amendment to ‘Policy at TU Dublin Framework.
at TU Dublin’ framework and the University’s Strategic Intent Development at TU Dublin’.
application to all policies and 2030
procedures developed in the
University.
3.2.8 An Equality and Sustainability Q2 2002 draft submitted to Director of EDI (R), Equality
Impact Assessment (ESIA) UET for approval, training in Analyst (I), Senior Manager
template and guidance will be application in Q3 2022 and People Development (I)
available, along with training once per semester thereafter
in its application, to policy-
developers in the University.
3.2.9 A Community of Practice on the Q2 2023, following a period of Head of HR (R), Director
application of ESIAs to policies learning to implement Action EDI (R), HR Policy and Data
will be created, to foster shared 5.29 by policy-holders Management (I), Equality
learning among policy-holders Analyst (I)
and embed an equality approach
to policy development.
3.2.10 A review of the Dignity and Focus group and separate Q4 2023, unless mandated Head of HR (R), Head of An updated Dignity and
Respect at Work policy will be implementation of Ending Sexual earlier, to review the policy Workplace Relations (I), ESVH Respect at Work policy and
undertaken, with integration Violence and Harassment Action in light of the ESVH plan Manager (I) Senior Manager procedures are in effect,
of the relevant Ending Sexual Plan indicated that there is a requirements, with draft to UET People Development (I) compliant with the Policy
Violence and Harassment (ESVH) need to update the staff Dignity by end Q1 2024, and to GB Development at TU Dublin
plan actions. and Respect at Work policy and thereafter Framework and integrate
procedures to take account of an ESIA. At least 60%
ESVH plan actions of staff across all groups
male academic/PMSS and
female academic/PMSS
are aware of supports
and know how to report
instances of discrimination
or unfair treatment.
22Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.11 A review of the Gender The GE&GI policy is in early Q2 - Q3 2022, with draft to UET Director EDI (R), Equality An updated Gender Identity
Expression & Gender Identity implementation phase and a by end Q3 2022, and to GB Analyst (I) and Gender Expression
policy and procedures, and review is scheduled to tweak its thereafter policy and procedures
according to the new TU provisions and procedures are in effect, and
Dublin template and guidelines compliant with the Policy
(including an ESIA), will be Development at TU Dublin
conducted. Framework and integrate
an ESIA.
3.2.12 Short and medium-long term Implementation of the GE & GI Q1 2022 and systematically Chief Operations Officer (R), Bathroom and changing
actions to support the Gender policy has identified these issues thereafter. Director of Estates (I) room facilities are
Expression and Gender Identity as being essential to generating adequately provided for,
policy are: adequate bathroom an inclusive culture in the and properly signed; A
facilities signage in all University University for students and staff. map of such facilities
buildings; adequate changing Discussion with Students’ Union covering all campuses is
room facilities, with signage; representatives has underlined available; tendering for
a map of the location of such the importance of these new buildings incorporates
facilities; planning for gender- measures. these requirements and
neutral bathroom facilities in new retrofitting plans take
buildings and retrofitting facilities account of same.
in old buildings to address this
issue
3.2.13 A stronger promotion and In COVID context, school As applicable according to Registrar (R), Chief Operations Focus groups indicate
application of flexible and closures and caring COVID restrictions Officer (R), Head of Human higher levels of satisfaction
blended working, combined responsibilities caused acute Resources (I), Deans (I), Heads with how meeting volumes
with timely decision-making on work-life balance issues for many of Function (I) and time-dependent tasks
time-dependent actions, such as staff, but particularly female staff. are managed.
exams and assessments. This came through strongly in
focus groups.
3.2.14 Training on good practices at 48% of Female academics agreed Q4 2022 onwards, and at least Head of HR (R), Senior Manager Agreement that TU Dublin
meetings, including length, that TU Dublin is committed to once per academic year People Development (I) is committed to EDI is
chairing, awareness of power promoting EDI, compared with 60% among female and
imbalances, respectful and 56% male academics, and over male academics, and 70%
dignified discourse and inclusive two-thirds of PMSS staff. (Table among PMSS staff.
behaviour. 5.37). Focus group participants
were conscious of gendered
power dynamics being used on
committees to silence members
or take advantage of seniority.
23Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.2 Building an Inclusive Culture
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.2.15 Provision of on-campus Quiet There is only one breastfeeding Q3 2022 Work with Estates VP for Organisation, Culture Accessible quiet rooms are
Rooms (to facilitate rest, taking room in TU Dublin on and Health and Safety draw up and Change (R), Director EDI in place on each campus
of medicine, lactation etc) Blanchardstown campus. Staff a timeline for the provision of (R), Estates (I), Health and
consultation indicates the need Quiet Rooms on each campus; Safety (I)
for Quiet Rooms for multiple Q1 2023 Designate, provision
purposes. and maintain multi purpose
quiet rooms on each campus.
24Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.3 Building Fluency in Intersectional Approaches to EDI
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.3.1 Align Athena SWAN Action This action responds to staff Four occasions per year - Director of EDI (R & I), Chair At least 4 events are held
Plan and the Intercultural consultations requests to week of 8 March (International of Intercultural Working Group per annum that celebrate
Working Group Action Plan create visibility for diversity in Women’s Day), Black History (R& I) diversity and further
on Race Equity, and Student the university. it supports the Month (October), Trans inform participants on the
Union activities, during Black development of awareness of Awareness Week (Nov) and intersections of gender and
History Month (October), Trans how gender, race/ethnicity International Men’s Day (11 race/ethnicity.
Awareness Week (November) intersect, and an appreciation of November)
and International Women’s the richness that diversity brings
Day (March 8) to develop to the University community.
workshops and events that
celebrate gender diversity and
intersectionality.
3.3.2 A staff training programme on Survey, focus group and 2024-2025: Planning Director EDI (R), Equality Participant feedback
intersectionality and inequality interview respondents for programme in 2025, delivery in Analyst (I), Senior Manager from training modules
be developed to complement both Athena SWAN and the 2025 People Development (I) will register increased
the online EDI training (5 CINNTE review indicated a improvement in
modules), online Race Equality desire for additional training understanding of how
training (1 module), Race Equality for managers to include taking intersectionality and
Reading Group sessions (5 x1.5 an intersectional approach to inequality are created,
hours) and the Intersectionality equality and inclusivity (among and have the knowledge
and Gender Equality training other issues). Some also were to begin addressing these
programme led by TU Dublin critical on the perceived inequities in their everyday
in the European Technological emphasis on ‘fixing the women’ contexts.
Universities Consortium (EUT+). rather than tackling the
Faculty and School Executive underlying structural inequalities
Boards will be particularly
encouraged to participate.
3.3.3 The EUT+ Intersectionality TU Dublin leads the work of From Q 1 2022, monthly during TU Dublin project team leader The participants can
Working Group meetings and the European University of the academic years 2021-22, on EUT+ (R); RINCE Research fluently discuss and
training events will be opened to Technology Consortium (EUT+) 2022-23 and to end of year Fellow (I); EDI Equality Analyst debate the challenges
interested TU Dublin participants, in developing intersectional 2023. Further engagement (I) of intersectionality in
and especially Athena SWAN gender equality plans. This depends on continuation of gender equality plans, and
School and Faculty Champions. action will support Athena EUT+ funding strategies for addressing
SWAN submissions to develop these in internal and
intersectional plans, and assist in external forums.
Actions 3.11 and 3.1.2.
25Athena SWAN Action Plan 2022-25
3. Organisational Culture and Work-Life Balance
3.3 Building Fluency in Intersectional Approaches to EDI
Action No. Action Basis for Action Timescale Responsibility (R) and Success by end 2025
Implementation (I)
3.3.4 AIB Research Centre in Inclusive TU Dublin has close relations 22 April 2022, annually VP for Partnerships [R), EDI TU Dublin is known as
and Equitable Cultures (RINCE) with corporate and industry thereafter Director [R), RINCE Post- the thought leader in
Flagship Spring event, ‘Building organisations and leaders who doctoral Researcher (I) in intersectoral discussions
Inclusive and Equitable Cultures: are seeking a forum for dialogue collaboration with external on inclusivity and
An Intersectoral Approach to on building cultures that embed sponsor, Allied Irish Bank. equity in organisational
Policy and Practice’ with external EDI. RINCE and sponsor, Allied cultures, measured by an
corporate leaders in the area. Irish Banks, have a commitment overall increase of 20%
Flagship intersectionality event to an annual event of this kind. intersectoral participation
with intersectoral leaders to take in this flagship event
place annually thereafter.
3.3.5 A RINCE Seminar Series Focus groups indicated a lack of Q1 2022 (5 keynote lectures), EDI Director (R), RINCE Post- The seminar series runs
to provide national and understanding of inequalities and and annually thereafter. doctoral Researcher (I) once per year and an
international keynote speakers their root causes, and a desire to Planning to take place in average of 30 people
on equality issues, followed by know more in this area. The input previous quarter. attend each lecture in the
a working paper series. Keynote of external recognised leaders, seminar series.
and working papers to be through multiple means, can
available online support and enrich this learning
26Athena SWAN Action Plan 2022-25
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