Gender Equality Plan (GEP)

With the Gender Equality Plan (GGP), Vilans demonstrates that we are actively paying attention and devoting resources to further develop and implement gender equality. For example, the organisation has a Diversity & Inclusion project team consisting of six staff members who focus on this topic. The project has an annual budget at its disposal and includes employees from various departments. Vilans has also set aside a budget for the following activities:

• staff deployment
• policy development and implementation
• equal opportunity guidelines
• training and development
• hiring experts
• activities to enhance the visibility of diverse talent
• memberships and networks that promote diversity and inclusion.

Vilans monitors and collects aggregate data relating to gender, number of employees and FTEs, hiring and staff retention, average length of service, onboarding, offboarding, sick leave and career interviews. In addition, a diversity scan was conducted in 2024, providing us with even greater insight into areas for improvement. The data will be compiled in coordination with the D&I inspiration group and shared with the Executive Board. It will be used for strategic planning, identifying trends and goal setting.

As a knowledge organisation, we encourage continuous learning. For this reason, Vilans uses an online learning platform. Through this platform, we offer various training courses that help increase awareness of diversity, discrimination and gender equality. Some examples of the topics addressed are:

• social safety
• dealing with discrimination
• cultural diversity
• job interviews: pitfalls

While measures to increase awareness of diversity and inclusion are important, they are ineffective if the structure, culture and behaviour of the organisation are not also addressed. This is when the 'revolving door effect' comes into play - the organisation succeeds in attracting underrepresented groups, but not in keeping them. Vilans is aware of this effect. The Human Resources (HRM) department is taking action to address this, such as conducting exit interviews. Understanding the reasons for staff departures helps to clearly identify where we can improve, including career development, employment conditions and in matters relating to diversity & inclusion. In this way, we can take targeted measures to retain employees with an emphasis on creating an environment in which inclusion, equality and social safety are central. This is how we ensure that employees feel valued and at home. The internal D&I project team is working on a multi-year plan to take further steps towards a diverse and inclusive organisation. The diversity scan, conducted with the guidance of an external agency can be seen as a baseline measurement which, together with insights gained internally, will form the basis for the recommendations in the multi-year plan.

One of Vilans' values is Living in Balance. With this value, we advocate the following:

• have respect for boundaries;
• put things into perspective and create job satisfaction;
• foster balance between content, process and relationships;
• be mindful of your own and other people's needs.

Vilans places great importance on a good work-life balance for its employees. In this regard, a pleasant and safe place to work is essential. We pay attention to the balance between work and private life and we make space for diversity. The organisation has implemented measures to improve the balance between work and private life, such as a hybrid work model that allows employees to combine working in the office with remote working. Employees can work flexible hours, which creates more opportunities for an effective work-life balance. Vilans has a ‘Work from Home’ Policy which sets out the conditions and possibilities for working independent of location and time.

Vilans wants to be an organisation where everyone has equal opportunities and where there is balanced participation in leadership and other decision-making roles. We currently have twelve men and twenty-three women in leadership positions and apply a Servant Leadership approach. Department leaders and members of the Board have completed a training program in this method. Servant Leadership is an approach in which the leader serves, supports and prioritises the development of employees with a focus on empathy, listening and community building. This promotes employee satisfaction, collaboration, personal growth and creates a positive, supportive organisational culture.

Vilans will continue to recruit new employees with an eye for diversity throughout the organisation. We are investigating how we can improve our recruitment practices and take action accordingly. This includes the use of various recruitment committees, gender-neutral language in vacancies and consciously including team diversity in the hiring process. We are also continuing to focus on diversity in the images used in our external communications.

The tight labour market we are currently experiencing, offers us a valuable opportunity to broaden our perspective. Although the possibility of stepping outside the box was always there, the urgency of the situation pushes us further than ever to look outside the box. With this in mind, we aim to provide a safe and inclusive working environment for our employees. By means of our HRM and the D&I project team, we are focussing on the right policies and work environment. We are also facilitating a smooth and pleasant onboarding process to monitor the experience of new employees.

Gender equality in an organisation can contribute to improved performance through a diversity of perspectives. In addition, mixed teams are generally able to make better decisions. Finally, gender equality contributes to an inclusive and fair work environment in which employees feel respected and valued. Our goal is to integrate the gender dimension within our programs and projects by introducing a D&I dashboard. It is our aim to systematically promote more diversity in grant applications. In addition, Vilans adheres to the five principles that are laid down in the Dutch Code of Conduct for scientific integrity and we endorse this entire Code.

Vilans has drawn up policies, rules and guidelines that have a positive influence on diversity and inclusion. Undesirable behaviour in the broadest sense of the word, such as bullying, aggression, violence, (sexual) intimidation or discrimination and limiting special needs create barriers. We therefore offer our employees the opportunity to report a complaint, problem or conflict in these areas. Vilans has a formal internal procedure that must be followed in the event of a suspected violation of scientific integrity - and in the event of intimidation and other forms of undesirable behaviour. We also have an external confidential advisor who employees can safely contact. 

At Vilans, we apply our own Code of Conduct based on our standards and values. The aim of this Code of Conduct is to bring awareness to the way in which we behave as employees (both inside and outside the organisation), online and offline, formal and informal situations, and the influence this has on Vilans as an organisation. By handling this consciously, we prevent (the suggestion of) conflicts of interest, demonstrate quality as a professional organisation where information is handled confidentially and safely, and ensure respectful interactions with each other and others. In this Code of Conduct, we also describe, among other things, the basic standards for integrity at Vilans. This includes holding each other accountable, which we do in an open and constructive manner.