Anna Plechata Krausova: Advancing gender equality in our international journey

As Newton University launches its Gender Equality Plan (GEP), we spoke with Chancellor Anna Plechata Krausova to find out what inspired this initiative, what it aims to achieve, and how it fits into the university’s broader goals. Here’s what she had to say…

Thank you for talking to me today. Let's begin with talking about what motivated Newton University to develop and implement the Gender Equality Plan (GEP)?

Well, there are two main reasons. Firstly, the university is undergoing a significant transformation. As part of that, we want to align more closely with the UN's Social Development Goals (SDGs), and one of the key goals we're focusing on is gender equality. 

Secondly, we're required to have a Gender Equality Plan to meet certain international standards—for example, it's part of the criteria for many European grants. However, we don’t just want a piece of paper - a focus on equality and diversity is being woven explicitly into the fabric of our strategic transformation. This is also why our plan goes beyond gender; it's also about promoting broader equality and diversity at Newton, including work-life balance and other important areas.

Could you outline the main objectives of the GEP and some of the key activities planned for this year?

Certainly. One of our main objectives is to raise awareness and understanding of gender equality issues. We've already implemented training sessions and introduced a whistleblowing platform for staff and students to report any issues confidentially. We are also working on a life situations manual, which will provide guidelines for various personal and professional scenarios. This manual will be introduced in August, and we'll gather feedback to improve it further.

Do you think the GEP will change the culture and environment at NEWTON?

Initially, the GEP will act as a lens to help us communicate our strategic goals more clearly and prioritise our actions. It's about mapping where we are and where we need to go. For instance, we are already doing well in terms of gender equality in salaries and work-life balance with flexible working hours. However, we need to document our policies better and ensure everyone is on the same page, especially considering the diverse cultural backgrounds of our staff.

Will you be doing anything to raise awareness and understanding of gender equality issues within the Newton community?

Beyond the initial training and the whistleblowing platform, we will be incorporating discussions on gender equality into our summer conferences and other internal events. Additionally, a video featuring key messages about our commitment to gender equality will be shared on social media to reach a wider audience.

Will the GEP help to address the needs of employees balancing work and family responsibilities?

We recognise the challenges of balancing work and family life, especially in the Czech context where maternity leave can be extensive. Our life situations manual will provide clear guidelines on what employees can expect and request, ensuring that everyone is aware of their rights and the support available to them. 

In your time abroad, have you seen examples of best practices in terms of integrating the gender dimension into educational activities and research projects?

Yes, I've seen various approaches. For example, at Oxford there was a strong emphasis on monitoring gender balance in research funding and conference participation. We plan to adopt similar practices at Newton, ensuring that our internal funding and opportunities are equally accessible to all genders. At the same time, I want to look at the amount of time spent on committees, because women tend to dedicate more time to these—and, of course, that’s extra work that’s not necessarily being recognised or fairly distributed. 

What challenges do you anticipate in the implementation of the GEP, and how do you plan to overcome them?

The biggest challenge is our internal capacity, especially as we’re expanding rapidly at the moment—it's crucial to ensure that we make these changes without overburdening our teams. The other thing that I think will be vital is regular communication, backed by feedback loops, and clear documentation, so that everyone knows where they stand, and has the opportunity to speak up if they see problems.

What are the long-term goals for the GEP, and how do you plan to sustain its initiatives beyond this year?

Our long-term goal is to even more clearly embed gender equality—and diversity and equality more broadly—into the strategic direction of the university. We’ll conduct annual reviews to assess our progress and adjust our plans as needed. 

Are there plans to collaborate with other institutions or organisations to enhance the impact of the GEP?

Yes, as projecting our core values into any partnership is key. Locally, we are looking for the right civil sector organisation to support our implementation of the GEP. As part of our membership in the Business Graduates Association (BGA), we are looking for new partner schools within the network and any new collaboration will include a gender equality element, since all BGA schools subscribe to the UN SDGs. This will help us learn from best practices and share our own experiences, creating a broader impact.