NeIC HR Policy: Difference between revisions

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[[Category:Policy]]
[[Category:Policy]]


= NeIC​ ​HR​ ​Policy =
= Gender Balance =
NeIC’s​ ​vision​ ​is​ ​to​ ​become​ ​a​ ​global​ ​role​ ​model​ ​for​ ​cross-border​ ​distributed​ ​and​ ​sustainable e-infrastructure​ ​services.​ ​NeIC​ ​aims​ ​to​ ​provide​ ​a​ ​stimulating,​ ​high​ ​quality​ ​working environment​ ​for​ ​its​ ​staff.​ ​​ ​NeIC​ ​should​ ​function​ ​as​ ​an​ ​instrument​ ​for​ ​collaboration​ ​between the​ ​national​ ​e-infrastructure​ ​provide​rs​ ​or​ ​with​ ​domain​ ​e-infrastructure​ ​projects​ ​that​ ​are complementary​ ​to​ ​the​ ​national​ ​e-infrastructure​ ​providers’​ ​capabilities.
NeIC​ strongly supports the importance of diverse and inclusive environments to achieve project impact and attract the most talented staff, and the proposed project has an equal gender balance.
The​ ​purpose​ ​of​ ​this​ ​Human​ ​Resource​ ​(HR)​ ​policy​ ​is​ ​to​ ​attract​ ​competent​ ​staff​ ​members​ ​by defining​ ​attractive​ ​working​ ​conditions​ ​and​ ​opportunities.​ ​The​ ​NeIC​ ​staff​ ​are​ ​those​ ​personnel contracted​ ​in​ ​NeIC​ ​operations​ ​or​ ​projects.​ ​Elements​ ​of​ ​the​ ​present​ ​policy​ ​is​ ​also​ ​relevant​ ​for participants​ ​in​ ​NeIC​ ​governance,​ ​including​ ​advisory​ ​groups,​ ​steering​ ​groups​ ​and​ ​board.


This​ ​NeIC​ ​HR​ ​Policy​ ​will​ ​be​ ​updated​ ​regularly​ ​based​ ​on​ ​relevant​ ​interaction​ ​with​ ​the​ ​staff and​ ​organisations​ ​NeIC​ ​is​ ​in​ ​collaboration​ ​with,​ ​such​ ​as​ ​regular​ ​surveys.
[[NeIC HR Policy | NeIC’s HR policy]] explicitly covers Equality and Diversity, and spells out ​equal​ ​opportunity​ ​in​ ​employment​ ​practices​ ​without​ ​discrimination​ ​on​ ​the​ ​grounds​ ​of​ ​race, religious​ ​beliefs,​ ​colour,​ ​gender,​ ​sexual​ ​orientation,​ ​disability,​ ​place​ ​of​ ​origin,​ ​age,​ ​marital status,​ ​or​ ​family​ ​status. NeIC​ ​promotes​ ​equality,​ ​equal​ ​terms​ ​and​ ​diversity​ ​and​ ​strives​ ​for​ ​e.g.​ ​gender-balanced compositions​ ​amongst​ ​its​ ​staff,​ ​management​ ​team​ ​and​ ​steering​ ​groups.​ ​We ​annually collect​ ​and​ ​publish​ ​statistics​ ​showing​ ​the​ ​gender​ ​ratio​ ​within​ ​NeIC​ ​projects,​ ​project leadership,​ ​steering​ groups and further functions (advisory​,  ​reference, programme committees), and particularly promote broader diversity in governance structure.


== NeIC​ ​HR​ ​policies​ ​and​ ​local​ ​staff​ ​policies ==
Gender balance statistics are collected as part of the in-situ procedure for monitoring the implementation of the HR Policy. The monitored metrics are:
Under​ ​normal​ ​circumstances,​ ​employer​ ​responsibility​ ​and​ ​employment​ ​shall​ ​not​ ​be​ ​changed for​ ​employees​ ​who​ ​participate​ ​in​ ​a​ ​NeIC​ ​project.​ ​The​ ​NeIC​ ​HR​ ​Policy​ ​therefore​ ​only complements​ ​the​ ​local​ ​staff​ ​policies​ ​at​ ​the​ ​staff​ ​member’s​ ​host​ ​organization.​ ​For​ ​regulations beyond​ ​those​ ​described​ ​in​ ​this​ ​document,​ ​please​ ​refer​ ​to​ ​the​ ​HR​ ​policies​ ​of​ ​the​ ​host organization.
1) gender statistic headcounts and percentages for all non-reimbursed functions
2) split gender balance per country and weighted per FTE (based on need by funding agencies) for all staff including XT
3) total number of weighted gender balance per country for sum of all project staff and XT


== Competence​ ​development​​ ​opportunities ==
Aggregated gender balance statistics for all NeIC staff on service contract and for all individuals involved in functions are published as part of the annual NeIC report.
Career​ ​development​ ​is​ ​one​ ​of​ ​the​ ​ways​ ​NeIC​ ​creates​ ​a​ ​stimulating​ ​workplace​ ​for​ ​its​ ​staff. Each​ ​staff​ ​member​ ​should​ ​be​ ​an​ ​even​ ​more​ ​experienced​ ​and​ ​capable​ ​employee​ ​after​ ​her contract​ ​with​ ​NeIC​ ​has​ ​ended.​ ​NeIC​ ​actively​ ​encourages​ ​personal​ ​skills​ ​development​ ​and therefore​ ​covers​ ​the​ ​cost​ ​of​ ​competence​ ​building​ ​activities​ ​that​ ​are​ ​of​ ​relevance​ ​for​ ​the​ ​work the​ ​staff​ ​member​ ​is​ ​contracted​ ​to​ ​do.​ ​Competence​ ​development​ ​contributes​ ​to​ ​NeIC employees​ ​being​ ​motivated,​ ​and​ ​having​ ​the​ ​skills​ ​and​ ​qualifications​ ​needed​ ​to​ ​fulfill​ ​their duties​ ​in​ ​an​ ​effective​ ​and​ ​satisfactory​ ​manner.​ ​Any​ ​competence​ ​building​ ​activity​ ​which​ ​has​ ​an economic​ ​cost​ ​must​ ​be​ ​approved​ ​by​ ​the​ ​person​ ​responsible​ ​for​ ​the​ ​relevant​ ​budget beforehand.​ ​The​ ​annual​ ​face​ ​to​ ​face​ ​development​ ​meeting​ ​between​ ​staff​ ​and​ ​NeIC​ ​managers is​ ​one​ ​opportunity​ ​where​ ​development​ ​needs​ ​will​ ​be​ ​assessed,​ ​but​ ​both​ ​staff​ ​and​ ​NeIC manager​ ​can​ ​also​ ​suggest​ ​competence​ ​development​ ​opportunities​ ​as​ ​needs​ ​arise.
 
As​ ​examples,
* NordForsk​ ​has​ ​a​ ​Tieto​ ​membership​ ​to​ ​offer​ ​Practical​ ​Project​ ​Steering​ ​Courses​ ​to​ ​NeIC staff​ ​and​ ​participants​ ​in​ ​NeIC​ ​governance;
* NeIC’s​ ​governing​ ​bodies,​ ​such​ ​as​ ​the​ ​board,​ ​may​ ​request​ ​targeted​ ​seminars​ ​or external​ ​advice​ ​to​ ​enhance​ ​their​ ​work​ ​or​ ​broaden​ ​perspectives​ ​and​ ​increase competencies​ ​in​ ​key​ ​areas;
* Job-specific​ ​training​ ​opportunities​ ​i.e.​ ​workshops​ ​and​ ​conferences;
* Each​ ​year​ ​NeIC​ ​will​ ​organize​ ​an​ ​All​ ​Hands​ ​meeting​ ​for​ ​all​ ​its​ ​staff,​ ​which​ ​includes​ ​a combination​ ​of​ ​vocational,​ ​professional​ ​and​ ​social​ ​development,​ ​as​ ​well​ ​as​ ​facilitating network​ ​building​ ​with​ ​e-infrastructure​ ​experts​ ​across​ ​the​ ​Nordic​ ​region.
 
Also,​ ​staff​ ​gain​ ​experience​ ​in​ ​working​ ​and​ ​collaborating​ ​across​ ​the​ ​Nordic​ ​region​ ​during​ ​their time​ ​with​ ​NeIC,​ ​and​ ​they​ ​will​ ​be​ ​part​ ​of​ ​a​ ​network​ ​of​ ​like-minded​ ​people​ ​across​ ​the​ ​Nordics. NeIC​ ​alumni​ ​will​ ​therefore​ ​go​ ​back​ ​to​ ​their​ ​institutions​ ​with​ ​the​ ​experience​ ​and​ ​network needed​ ​to​ ​lead​ ​or​ ​work​ ​on​ ​Nordic​ ​collaborative​ ​projects.​ ​In​ ​this​ ​way,​ ​time​ ​spent​ ​as​ ​a​ ​NeIC staff​ ​benefits​ ​both​ ​the​ ​host​ ​organization,​ ​and​ ​the​ ​staff​ ​members​ ​themselves,​ ​while​ ​supporting the​ ​NeIC​ ​objective​ ​of​ ​building​ ​effective​ ​collaborations​ ​across​ ​the​ ​Nordics.
 
== Competence​ ​development​ ​process:​ ​Face​ ​to​ ​face​ ​time​ ​with​ ​NeIC​ ​managers ==
NeIC​ ​staff​ ​with​ ​a​ ​minimum​ ​of​ ​25%​ ​FTE​ ​commitment​ ​have​ ​the​ ​right​ ​to​ ​one​ ​private​ ​face​ ​to​ ​face meeting​ ​with​ ​the​ ​relevant​ ​NeIC​ ​manager​ ​throughout​ ​the​ ​year.​ Dialogues can also be arranged with staff with a lower commitment or on request. ​In​ ​practice,​ ​all​ ​NeIC​ ​staff members​ ​as​ ​a​ ​minimum​ ​meet​ ​with​ ​their​ ​relevant​ ​project​ ​manager,​ ​project​ ​managers​ ​meet with​ ​relevant​ ​project​ ​owners,​ ​and​ ​project​ ​owners​ ​meet​ ​with​ ​the​ ​NeIC​ ​Director.​ ​​ ​These meetings​ ​are​ ​opportunities​ ​for​ ​mapping​ ​out​ ​the​ ​individual​ ​need​ ​for​ ​skills​ ​and​ ​competence building​ ​activities,​ ​such​ ​as​ ​courses,​ ​training​ ​and​ ​conferences.​ ​The​ ​meetings​ ​are​ ​also opportunities​ ​for​ ​mutual​ ​feedback​ ​between​ ​the​ ​staff​ ​member​ ​and​ ​the​ ​NeIC​ ​manager.​ ​Staff member​ ​and​ ​NeIC​ ​manager​ ​should​ ​together​ ​coordinate​ ​and​ ​assess​ ​each​ ​other's​ ​performance, develop​ ​communications,​ ​identify​ ​any​ ​possible​ ​hindrances​ ​and​ ​disincentives,​ ​along​ ​with potentials​ ​for​ ​improvement.​ ​This​ ​conversation​ ​should​ ​also​ ​include​ ​a​ ​discussion​ ​on​ ​how​ ​NeIC can​ ​best​ ​support​ ​its​ ​personnel​ ​to​ ​progress​ ​towards​ ​desired​ ​accomplishments​ ​and​ ​increased efficiency.
 
These​ ​meetings​ ​should​ ​be​ ​well​ ​planned​ ​conversations​ ​in​ ​confidence​ ​between​ ​the​ ​staff member​ ​and​ ​NeIC​ ​manager​ ​with​ ​the​ ​clear​ ​goal​ ​of​ ​being​ ​productive​ ​for​ ​both.​ ​Both​ ​partners have​ ​a​ ​shared​ ​responsibility​ ​for​ ​ensuring​ ​that​ ​the​ ​development​ ​dialogue​ ​is​ ​constructive.​​ ​A template​​ ​with​ ​suggested​ ​preparation​ ​questions​ ​is​ ​available.​ ​Face​ ​to​ ​face​ ​meetings​ ​need​ ​to​ ​be​ ​a safe​ ​forum​ ​for​ ​staff​ ​members​ ​to​ ​discuss​ ​work​ ​related​ ​matters​ ​in​ ​an​ ​open​ ​and​ ​transparent​ ​way. This​ ​does​ ​not​ ​substitute​ ​for​ ​ongoing​ ​contact​ ​and​ ​follow​ ​up​ ​between​ ​NeIC​ ​manager​ ​and​ ​staff throughout​ ​the​ ​year,​ ​but​ ​supplements​ ​this​ ​giving​ ​both​ ​the​ ​staff​ ​member​ ​and​ ​the​ ​manager​ ​a more​ ​systematic​ ​and​ ​planned​ ​discussion​ ​on​ ​needs,​ ​requirements,​ ​goals,​ ​planning​ ​and assessments.
 
At​ ​the​ ​end​ ​of​ ​each​ ​project​ ​cycle​ ​or when leaving ​NeIC staff​ ​members​ with a minimum of 25% FTE commitment ​will​ ​​be​ ​invited​ ​to​ ​private​ exit ​interviews​ ​with​ ​their NeIC​ ​manager​ ​to​ ​exchange​ ​feedback​ ​on​ ​their​ ​experience​ ​working​ ​for​ ​the​ ​specific​ ​project​ ​at​ ​NeIC.
 
To​ ​ensure​ ​that​ ​the​ ​staff​ ​member​ ​receives​ ​an​ ​appropriate​ ​level​ ​of​ ​recognition​ ​for​ ​their competence​ ​development​ ​and​ ​commitment,​ ​project​ ​personnel​ ​and​ ​the​ ​host​ ​organisation​ ​may request​ ​an​ ​annual​ ​statement​ ​from​ ​their​ ​NeIC​ ​manager​ ​to​ ​use​ ​as​ ​input​ ​to​ ​local​ ​development talks​ ​within​ ​their​ ​home​ ​organization​ ​stating​ ​what​ ​tasks​ ​they​ ​have​ ​been​ ​involved​ ​in.​ ​The format​ ​of​ ​this​ ​annual​ ​statement​ ​could​ ​be​ ​written​ ​or​ ​oral;​ ​or​ ​this​ ​could​ ​for​ ​example​ ​be​ ​a written​ ​report​ ​by​ ​project​ ​personnel​ ​themselves,​ ​based​ ​on​ ​this​ ​list​ ​of​ ​tasks,​ ​for​ ​project manager’s​ ​approval.​ ​This​ ​should​ ​be​​ ​a​ ​way​ ​to​ ​enable​ ​the​ ​home​ ​organization​ ​to​ ​find​ ​synergies with​ ​other​ ​local​ ​work.​ ​Leaving​ ​a​ ​negative​ ​report​ ​in​ ​an​ ​annual​ ​report​ ​should​ ​be​ ​seen​ ​as​ ​a​ ​last resort.​ ​Any​ ​potential​ ​arising​ ​issues​ ​should​ ​have​ ​been​ ​addressed​ ​as​ ​early​ ​as​ ​possible​ ​and​ ​as locally​ ​as​ ​possible,​ ​first​ ​between​ ​NeIC​ ​manager​ ​and​ ​staff,​ ​in​ ​the​ ​NeIC​ ​project​ ​office,​ ​within the​ ​steering​ ​group​ ​and/or​ ​in​ ​dialogue​ ​with​ ​the​ ​contract​ ​partner.
 
The recommended path for escalation is as follows:
#Sub-project manager / work package lead
#Project manager
#Project manager and project owner in a one to one discussion
#Project owner plus respective steering group member (plus project manager if necessary)
#NeIC Executive Team
#Project Steering Group
In exceptional circumstances, advice on how to solve the issue can be inquired directly from the project owner or the NeIC Executive Team. The involvement of the local line manager at the hosting institution happens around steps 2-4 based on the project managers or later project owner assessment of the situation.
 
== Staff​ ​mobility ==
NeIC​ ​is​ ​generally​ ​in​ ​favor​ ​of​ ​mobility.​ ​Therefore​ ​NeIC​ ​collaboration​ ​agreement​ ​should​ ​allow for​ ​a​ ​flexible​ ​arrangement​ ​enabling​ ​NeIC​ ​staff​ ​to​ ​change​ ​host​ ​institutions,​ ​while​ ​still​ ​being part​ ​of​ ​the​ ​NeIC​ ​project.​​ ​​Moving​ ​competent​ ​staff​ ​between​ ​different​ ​host​ ​institutions contributes​ ​to​ ​local​ ​competence​ ​building​ ​and​ ​NeIC​ ​is​ ​generally​ ​in​ ​favor​ ​of​ ​mobility​ ​between the​ ​institutions.
Accomplishing​ ​this​ ​will​ ​require​ ​coordination​ ​and​ ​agreement​ ​amongst​ ​the​ ​associated organizations​ ​to​ ​ensure​ ​that​ ​all​ ​employment​ ​requirements​ ​and​ ​project​ ​goals​ ​can​ ​be​ ​met.​ ​​ ​This is​ ​related​ ​to​ ​recruiting​ ​highly​ ​qualified​ ​staff​ ​for​ ​NeIC​ ​from​ ​outside​ ​the​ ​Nordics​ ​and​ ​finding​ ​a suitable​ ​hosting​ ​institution.​ ​In​ ​both​ ​of​ ​these​ ​cases,​ ​NeIC​ ​will​ ​try​ ​to​ ​accommodate​ ​this whenever​ ​possible.
Temporary​ ​mobility​ ​of​ ​NeIC​ ​staff​ ​between​ ​institutions​ ​for​ ​periods​ ​of​ ​up​ ​to​ ​six​ ​months​ ​is​ ​also encouraged​ ​and​ ​will​ ​be​ ​considered​ ​on​ ​a​ ​case-by-case​ ​basis.
 
== Recruitment ==
The​ ​NeIC​ ​Director,​ ​with​ ​assistance​ ​from​ ​the​ ​relevant​ ​Steering​ ​Group,​ ​is​ ​responsible​ ​for recruitment​ ​for​ ​management​ ​positions.​ ​Project​ ​managers,​ ​with​ ​assistance​ ​from​ ​the​ ​project steering​ ​group,​ ​are​ ​responsible​ ​for​ ​recruitment​ ​of​ ​project​ ​staff.​ ​The​ ​formal​ ​partners​ ​of​ ​the project​ ​may​ ​suggest​ ​candidates​ ​for​ ​staff​ ​positions,​ ​with​ ​the​ ​final​ ​approval​ ​from​ ​the​ ​project manager.
 
It​ ​is​ ​expected​ ​that​ ​selected​ ​candidates​ ​are​ ​employed​ ​at​ ​or​ ​will​ ​enter​ ​into​ ​employment​ ​in​ ​a relevant​ ​organization,​ ​such​ ​as​ ​o​ne​ ​of​ ​the​ ​national​ ​provider​ ​organisations​ ​or​ ​a​ ​research institution.​ ​In​ ​cases​ ​where​ ​it​ ​is​ ​challenging​ ​to​ ​find​ ​specific​ ​expertise,​ ​NeIC​ ​might​ ​recruit​ ​from outside​ ​the​ ​Nordic​ ​region.​ ​Individuals​ ​with​ ​particularly​ ​valuable​ ​expertise​ ​from​ ​outside​ ​the Nordics​ ​must​ ​also​​ ​​be​ ​offered​ ​a​ ​position​ ​w​ith​ ​a​ ​relevant​ ​organization​ ​that​ ​is​ ​supportive​ ​of​ ​the project.
 
The​ ​main​ ​criteria​ ​in​ ​selecting​ ​new​ ​members​ ​of​ ​staff​ ​is​ ​competence​ ​and​ ​the​ ​ability​ ​to effectively​ ​contribute​ ​to​ ​the​ ​goals​ ​of​ ​NeIC.​ ​A​ ​secondary​ ​consideration​ ​for​ ​NeIC​ ​is​ ​to​ ​achieve​ ​a balanced​ ​composition​ ​of​ ​staff​ ​members​ ​from​ ​all​ ​the​ ​five​ ​Nordic​ ​countries.
 
NeIC​ ​covers​ ​in​ ​general​ ​25-80%​ ​of​ ​each​ ​of​ ​its​ ​staff’s​ ​person​ ​months,​ ​giving​ ​national​ ​providers additional​ ​incentive​ ​to​ ​hire​ ​new​ ​staff.​ ​Smaller​ ​slices​ ​of​ ​a​ ​person's​ ​work​ ​force​ ​are​ ​not encouraged​ ​and​ ​should​ ​only​ ​be​ ​considered​ ​in​ ​cases​ ​with​ ​special​ ​synergies​ ​to​ ​allow​ ​for​ ​a predictable​ ​and​ ​balanced​ ​working​ ​load​ ​that​ ​is​ ​still​ ​manageable​ ​by​ ​the​ ​individual.
 
==Equality​ ​and​ ​diversity ==
Utilizing​ ​a​ ​wide​ ​range​ ​of​ ​experiences​ ​and​ ​perspectives​ ​is​ ​of​ ​great​ ​value​ ​to​ ​NeIC.​ ​NeIC​ ​believes in​ ​equal​ ​opportunity​ ​in​ ​employment​ ​practices​ ​without​ ​discrimination​ ​on​ ​the​ ​grounds​ ​of​ ​race, religious​ ​beliefs,​ ​colour,​ ​gender,​ ​sexual​ ​orientation,​ ​disability,​ ​place​ ​of​ ​origin,​ ​age,​ ​marital status,​ ​or​ ​family​ ​status.
 
NeIC​ ​promotes​ ​equality,​ ​equal​ ​terms​ ​and​ ​diversity​ ​and​ ​strives​ ​for​ ​e.g.​ ​gender-balanced compositions​ ​amongst​ ​its​ ​staff,​ ​management​ ​team​ ​and​ ​steering​ ​groups.​ ​NeIC​ ​will​ ​annually collect​ ​and​ ​publish​ ​statistics​ ​showing​ ​the​ ​gender​ ​ratio​ ​within​ ​NeIC​ ​projects,​ ​project leadership,​ ​project​ ​steering​ ​and​ ​additional​ ​advisory​ ​or​ ​reference​ ​groups.​ ​NeIC​ ​will​ ​use​ ​these statistics​ ​to​ ​assess​ ​and​ ​shape​ ​its​ ​procedures​ ​for​ ​encouraging​ ​gender​ ​diversity.
Along​ ​with​ ​that,​ ​NeIC​ ​also​ ​encourages,​ ​diversity​ ​in​ ​skills,​ ​background​ ​and​ ​gender​ ​in​ ​its governance​ ​structure,​ ​including​ ​the​ ​composition​ ​of​ ​advisory​ ​groups,​ ​steering​ ​groups,​ ​and board.






== Related ==
== Related ==
*[[NeIC HR Policy]]
*Procedure for monitoring the implementation of the HR Policy: [[Monitoring_HR_policy_implementation]]
*Procedure for monitoring the implementation of the HR Policy: [[Monitoring_HR_policy_implementation]]
== Attachments ==
*  [[:File:NeICHRpolicy170503.pdf | This policy in pdf]]
*[https://wiki.neic.no/wiki/File:Development_Talk_template_(1).pdf Development Talk template]
* Exit interview template working copy: [https://docs.google.com/document/d/1RsAF3DCeGeA1yDSMG_lIQCRfOP-SbxoZwHHe3GbW6ys/edit]

Revision as of 13:30, 11 September 2026


Gender Balance

NeIC​ strongly supports the importance of diverse and inclusive environments to achieve project impact and attract the most talented staff, and the proposed project has an equal gender balance.

NeIC’s HR policy explicitly covers Equality and Diversity, and spells out ​equal​ ​opportunity​ ​in​ ​employment​ ​practices​ ​without​ ​discrimination​ ​on​ ​the​ ​grounds​ ​of​ ​race, religious​ ​beliefs,​ ​colour,​ ​gender,​ ​sexual​ ​orientation,​ ​disability,​ ​place​ ​of​ ​origin,​ ​age,​ ​marital status,​ ​or​ ​family​ ​status. NeIC​ ​promotes​ ​equality,​ ​equal​ ​terms​ ​and​ ​diversity​ ​and​ ​strives​ ​for​ ​e.g.​ ​gender-balanced compositions​ ​amongst​ ​its​ ​staff,​ ​management​ ​team​ ​and​ ​steering​ ​groups.​ ​We ​annually collect​ ​and​ ​publish​ ​statistics​ ​showing​ ​the​ ​gender​ ​ratio​ ​within​ ​NeIC​ ​projects,​ ​project leadership,​ ​steering​ groups and further functions (advisory​, ​reference, programme committees), and particularly promote broader diversity in governance structure.

Gender balance statistics are collected as part of the in-situ procedure for monitoring the implementation of the HR Policy. The monitored metrics are: 1) gender statistic headcounts and percentages for all non-reimbursed functions 2) split gender balance per country and weighted per FTE (based on need by funding agencies) for all staff including XT 3) total number of weighted gender balance per country for sum of all project staff and XT

Aggregated gender balance statistics for all NeIC staff on service contract and for all individuals involved in functions are published as part of the annual NeIC report.


Related

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