Gender budgeting arrives at the ICM

Last June, the ICM's Gender Equality Plan was approved. Its development was made possible thanks to the participation of the Institut in two projects of the European Commission's H2020 Program, LeTSGEPs i ResBIOS. This Plan is in line with the II Plan de Igualdad entre Mujeres y Hombres of the CSIC.

Abiding by the guidelines of the Horizon 2020 Program, the Gender Equality Plan includes, among other strategies, Gender Budgeting as a lever for institutional systemic change to promote gender equality. Gender Budgeting is an application of gender mainstreaming in the budgetary process. Adding the gender perspective in the analysis of all dimensions and levels of the budgetary process enables informed decision-making regarding the need to restructure both revenue and expenditure, and the allocation of resources in order to promote gender equality in the organization.

There are a variety of methodologies for implementing Gender Budgeting, but they all share common elements: the integration of the gender perspective throughout the budget cycle, the articulation of the budget with the objectives of gender equality set out in the political and operational instruments (plans), participation and transparency in the budget process, and the monitoring and subsequent evaluation of budget execution.

Since budgets reflect institutions' political commitments, "following the money" can help reveal the factors that make gender inequality persist within institutions. Being aware that budgets are not gender neutral in their outcomes and that this can lead to gender biases is the first step to initiate a process of designing gender-sensitive strategies that contribute to a more equitable, transparent, and efficient distribution of resources.

The ICM, within the framework of its statutes, will carry out a Gender Budgeting process. This process involves the assessment of the transparency of budgeting policy and an analysis of spending decisions (what money is spent, where and how) and of its financial management mechanisms, to see the extent of their gender impact. Restructuring spending, redefining certain mechanisms, and addressing the factors that are generating gender biases to promote equality is a political decision.

In line with Gender Budgeting, the Plan incorporates a measure aimed at determining whether there is a gender pay gap (GPG) in the ICM. GPG, which is defined as the difference between the average salary of women and men expressed as a percentage, is a key indicator for evaluating pay policy from a gender perspective and shows the extent to which various factors combine to undermine effective equality between women and men in pay.

Among these factors, those presenting a structural nature stand out, such as horizontal segregation (understood as the feminization or masculinization of certain professions, positions or occupations traditionally considered - and in a stereotypical way - “masculine” or “feminine”), vertical segregation (where the “glass ceiling” and the “sticky floor” are articulated, that is to say the invisible barrier that make up the tasks and chores culturally associated with women and that prevent the development of their professional career on an equal footing with men), or the lack of recognition and underestimation of women’s work. These factors translate into, among other things, women's access to lower-skilled and lower-paying jobs, more part-time and temporary contracts, or more reductions in working hours, with consequent penalties in terms of wages and extra salary benefits.

With this in mind, the ICM intends to carry out a cross-cutting analysis of the salaries of the entire workforce (civil servants and staff), considering all the relevant available variables and factors that contribute to gender pay gap. Based on the results of this process, the ICM will establish actions to limit the impact of any factor identified and to move forward in reducing the GPG.

The goals have been defined; the path has been set. Let's get started!