Gender equality at the FfE

Gender Equality Plan (GEP) of the Forschungsstelle für Energiewirtschaft e. V. (FfE)

Preambel

The Research Centre for Energy Economics (FfE) has been involved in application-oriented research and science-based consulting for over 75 years. This makes it one of the leading institutions for energy research in Germany. Our network of politics, the energy sector, associations and industry helps us to identify relevant research issues and develop innovative solutions.As an interdisciplinary team of experts that develops practical solutions for complex energy industry challenges, we also pursue the goal of being an institution for equal opportunities, diversity and inclusion.
The Gender Equality Plan (GEP) presented here takes into account legal requirements and political recommendations at state, federal and European level. FfE is thus committed to actively promoting gender equality. The aim is to reduce inequalities and enable equal participation of all genders. Special focus is placed on supporting women in underrepresented areas and the compatibility of family and career.
This plan defines concrete goals and measures for a gender-equitable working environment. The continuous evaluation of the GEP ensures that progress is measurable and sustainable changes are achieved.
FfE’s overarching goal is to develop measures that will make it possible to significantly increase the proportion of women with personnel responsibility in the medium term.
Implementing this plan is an opportunity to strengthen FfE’s position as an attractive and fair employer. Together with our employees and partners, we can make FfE a role model for equality and social justice.

1.   Anchoring equality at the FfE

Review

Gender equality at FfE is promoted by the Works Council. Two gender-balanced contact persons are defined on the Works Council who promote gender equality issues and are available to answer employees’ questions. In addition, a selection of employees from different status groups (management, works council, workforce) take part in the ‘Fair Future’ project. The aim of the project, which is funded by the Federal Ministry of Labour and Social Affairs and the European Union, is to identify and introduce equality measures and to train and educate employees (FairFuture). As a result, FfE has not only implemented gender equality measures in recent years, but has also sought support in identifying further measures in the future to create a fair working environment for all employees and to live and further develop gender equality. In concrete terms, this means

• Gender equality is actively practised in the status quo, but it is not yet institutionalised through processes, structures, strategies, objectives or similar. In future, this will be changed through a clearly defined framework with concrete objectives in order to promote equality even more systematically and actively (see fields of action).
• Up to now, the promotion of gender equality has been defined as a task of the works council.
• The aim is to increase the implementation of gender equality measures through the current planning and identification of measures as well as the deepening and discussion of the role of the Works Council.

2. Gender shares in qualification and career progression

Review

At the time of the survey (1 December 2024), a total of 79 people were employed at the Forschungsstelle für Energiewirtschaft e.V. (FfE). The proportion of genders varies greatly across the groups analysed. While the management of the organisation is led by two men, there are more female than male employees in the administration/information technology/science communication (administration/IT/WIKO) category. In the other three categories, from students to scientific and technical staff (WTMA) to subject area managers (TFL), the proportion of women is just over 25%. See also Figure 1 and Table 1.
Overall, the gender split is 71% male, 29% female and 0% diverse. The figures presented here reflect the challenges of an entire industry. However, when looking at the proportion of students and WTMA in comparison to the proportion of women in typical degree programmes at the FfE, the picture is more positive. For example, the proportion of women in typical degree programmes for FfE employees, such as electricity and energy at 15% or engineering and technical professions at 17%, is below the gender ratio at FfE (Statistics | Eurostat).

In addition to its scientific work and science-based consulting, the FfE also participates in events organised by the Technical University of Munich. In doing so, it strengthens the visibility of women in technical and scientific professions:

The FfE Executive Board in figures

The FfE Board, which plays a central role in the association, consists of 27 people, 3 of whom are female and 24 male. Here, too, there is a non-gender-specific approach to recruiting people. Potential Board members are selected primarily on the basis of content-related criteria (specialist expertise, overview of the subject area). In addition, the management and the deputy scientific director are part of the Executive Board. In order to avoid duplication, the honorary members of the Board of Directors are described below, without the management or deputy scientific director. This results in a proportion of 89 % male, 11 % female and 0 % diverse. See also Figure 2.

An Executive Committee consisting of three people is elected from the Executive Board. The FfE Executive Committee currently consists of two male and one female representative.

The FfE Works Council in figures

In addition to the Executive Board, the Works Council is a body with a central function in promoting equality that should be mentioned. As of the reporting date (01.12.2024), it consists of two female and three male WTMA.

Future Plans

From 2024, the statistics presented here will be collected annually on the reporting date of December 1 and continuously expanded. The aim of the expansion is to collect relevant indicators that describe the gender dimensions at the FfE and enable the fields of action to be monitored. In future, the data will be collected and evaluated on a team-specific basis in order to better map trends within these teams.

3. Equality Policy Fields Of Action

3.1 Work-life Balance and Corporate Culture

Review

• Since 2017, an anonymous survey on mental health, conducted regularly by the Works Council (every 1-2 years), has taken place. The survey also addresses aspects of work-life balance and corporate culture. Based on the feedback, measures to improve collaboration and mental health, developed in workshops with all employees and management, were introduced.
• For the past six years, an internal group of women at FfE has been meeting regularly. Various topics are discussed, such as gender discrimination in academia and technical professions, as well as the exchange of experiences working in a male-dominated work environment.
• FfE has been part of the Stadtwerke München Women’s Expertise Network for over six years. FfE is also regularly invited to meetings and exchange formats, such as workshops on assertiveness or energy industry discussions.
• To promote a work-life balance that suits personal circumstances and supports the reconciliation of family and career, FfE offers unrestricted home office options and flexible work models (full-time and various part-time options). The flextime model enables flexible and self-responsible management of working hours outside the core working hours.

Future Plans

• The aforementioned measures are to be maintained and institutionalized where possible.
• The topic of “work-life balance” will be further integrated into the mental health survey to monitor the need for enhanced measures.
• As part of participation in the diversity project “Fair Future,” up to two equality measures from the project will be implemented. This can be supported through training and awareness-raising within the workforce.

3.2 Gender Balance in Corporate Leadership and Decision-Making Processes

Review

The figures presented in this GEP for FfE reflect an uneven gender distribution. This is particularly pronounced in positions with personnel responsibility (executive management and department leadership). The distribution also appears unbalanced when looking at the Executive Board, where 11% of the members are female. A study from 2021 examines gender distribution in leadership positions within the energy sector. Here, too, it is evident that the proportion of women across Germany is only around 15% (source: PwC). These data reflect the challenges facing the entire industry. To still ensure balanced decision-making, FfE has thus far relied primarily on criteria-based processes for selecting individuals. The succession planning for department leadership positions follows a semi-formalized process, based on objective criteria as much as possible.

Future Plans

• To promptly strengthen gender balance in decision-making processes, it is important to further standardize existing processes in order to avoid unconscious bias. In the medium term, the goal is to identify measures to further reduce this inequality. These measures should particularly focus on the early promotion of non-male individuals.
• In the future, greater attention will be paid to gender equality when filling leadership positions. To achieve at least 40% women in positions with personnel responsibility in the medium term, gender parity will be more strongly emphasized in the preceding steps (application processes, hiring procedures, career development).

3.3 Gender Equality in Recruitment and Career Progression

Review

• After the second interview, candidates have a separate meeting with the Works Council.
• At FfE, there is salary transparency regarding the base salary: base salaries are based on the levels of the TVÖD (Collective Agreement for the Public Service). The associated salary table is accessible to all employees, and salary increases are based on the length of service. There are no gender-based differences in this process.
• The principle is that both during the hiring process and throughout the career progression, the individual performance of each person is prioritized, not their gender.

Future Plans

• The current recruitment process generally involves three separate interviews. The first two interviews are conducted by two members of the executive management and one department head. This is followed by a final interview with a member of the Works Council. To reduce unconscious bias, it is planned that, in the future, at least one person of each gender will be present in these interviews.
• An online application portal is currently being developed. Efforts are being made to establish gender-neutral language and non-discriminatory application requirements.
• The feasibility of FfE’s involvement in a Girls’ Day or school visits to promote interest in energy industry topics, with a focus on girls, is being examined.
• In the future, the gender distribution of hires from the previous year will also be recorded and displayed in the aforementioned statistics.
• Gender ratios vary significantly between individual teams (departments). Therefore, the above-mentioned statistics will also include the gender distribution within the teams in the future.

3.4 Integration von Geschlechterdimensionen in den Forschungs- und Lehrinhalten

Review

Future Plans

In the future, measures and ideas will be developed to determine whether and to what extent gender dimensions can be incorporated into future research and teaching content, and what impact this may have on the likelihood of success for project proposals. An example of this is the application for the EU Horizon project CIVIMAP, in which gender dimensions are being integrated into the development of the platform.

3.5 Measures Against Gender-Based Violence, Including Sexual Harassment

Review

• Ensuring equality and equal rights within the company is one of the responsibilities and duties of the Works Council. Reporting, either personally or anonymously, is possible through various channels.
• There is no dedicated election for an additional equality officer.
• An exchange within the internal women’s network has taken place and is regularly possible.

Future Plans

• The general training offering will be expanded to prevent discrimination (including unconscious bias) and contribute to creating a fair working environment for all employees. Initially, it will be assessed which form of training (coach, e-learning, etc.) is most effective.
• The individuals participating in the Diversity project “Fair Future” from management, the workforce, and the Works Council will be sensitized and are expected to act as “Change Agents,” bringing the topic to the rest of the workforce.