Clearly defined guidelines for greater Diversity, Equality and Inclusion

In line with the ETH Board¡¯s strategy, the ETH Executive Board has adopted a strategic framework for Diversity, Equality and Inclusion (DEI). This applies to all 16 departments, supported by the central administrative units. The aim is for the framework to help expand existing activities, close current gaps and embed the commitment to DEI at an institutional level. 

A broader sense of diversity 

The framework builds upon previous initiatives such as the Gender Action Plan, while simultaneously broadening the scope of diversity ¨C after all, this now encompasses much more than just the question of gender equality. Within the strategic framework for DEI, the term ¡°Diversity¡± also covers characteristics such as socio-economic background, migration status nationality, language, religion, age, neurodiversity, sexual orientation and disability. Gender remains a key issue, but it is now placed within a wider context. 

A participatory process 

The strategic framework arose from a broad-based process: an internal working group developed the guidelines in close collaboration with representatives from the departments, the central administrative units and the student body. ¡°Many members of ETH have contributed their knowledge and experience to this new strategic framework,¡± says Julia Dannath, Vice President for Personnel Development and Leadership. ¡°You could also say that the framework was made by ETH, for ETH.¡± And she goes on to emphasise: ¡°In recent years, a great deal has already been achieved at our university when it comes to diversity, equality and inclusion. We can now incorporate these efforts into the framework and continue to develop them in a targeted way. The fact that so many measures have already been implemented is thanks to the commitment of a huge number of ETH members.¡± 

Tasks for the departments 

The strategic framework defines four key focus areas:  

• Leadership 
• Teaching 
• Research  
• Equality, non-discrimination and non-harassment 

Clear goals are assigned to each of these areas, offering the departments guidance to help with implementing the framework. This will take place on a four-year cycle starting in 2026. The departments are asked to choose two of the four focus areas and implement at least one concrete measure per area. The goals are set, but the departments are free to decide how they go about achieving them. This leaves room to accommodate varying needs and contexts. 

In addition, each department is expected to establish an appropriate structure for DEI, for example, by creating a committee or appointing people to be responsible for the topic. This group would be in charge of planning the measures, coordinating them internally and delivering regular reports ¨C annually to department heads and every four years to the ETH Diversity team, who would then in turn present these reports to the ETH Executive Board. 

Support and exchange 

You can find examples of potential measures for implementing the strategic framework on the accompanying website. The departments can draw inspiration from the examples provided here and learn from one other. The ETH Diversity team also provides advice and structured opportunities for discussion and exchange. 

A task for us all 

There is a clearly defined vision for the new strategic framework for Diversity, Equality and Inclusion (DEI): all ETH members should feel respected, experience a sense of belonging and be able to pursue development opportunities without limitations. For Julia Dannath, the framework is therefore part of a greater development: ¡°With this, we are taking another step forward in our cultural development: we are strengthening a culture of belonging and collective responsibility by treating diversity, equality and inclusion as a shared endeavour. The framework provides us all with guidance, but it is crucial that we embody the principles in our everyday lives.¡±