Date:

4 January 2021

External Evaluation Report for the Program "Initiative for Realizing Diversity in the ResearchEnvironment" (Advanced type) for the FYs 2018–2019
Name: Saniye Gulser CoratThis document reports the results of an external evaluation of the FYs 2018–2019 project results
based on the separate “Report on the Results of the Program "Initiative for Realizing Diversity
in the Research Environment" (Advanced type) for the FYs 2018–2019.”
1) Achieve a recruitment rate of 30% or more for women researchers
Remarks: It is unfortunate that the target for the recruitment rate set for 2019 (27.6%) has notbeen achieved with the actual rate standing at 23.3%. It would be useful to know what thesepercentages mean in actual numbers. In any case, this could be seen as a temporary slowing-downin response to the fact that the rate was higher against the target in 2018. In many organizationalsettings, initial success, especially if it is higher than predicted, can lead to some hesitation andeven some unconscious resistance to move too fast. What is important is that the Director-inCharge and the GE Office Director have responded swiftly and have initiated consultations withthe senior management of the University and the department heads. These consultations wouldprove to be more effective if the end result of the discussions can include new targets set with thedepartment heads within the parameters of what they consider realistic. Setting targets together
with the decision-makers at the department level would enhance accountability of the department
heads. A complementary measure could be to introduce a system of “public acknowledgment ofsuccess” of the departments that achieve the targets. This could even be a simple mention on theUniversity website. Another incentive could be to nominate the department heads that achieve
their targets as “Gender Equality Champions” for a set period of time and task them to act as“Peer Mentors” for departments that are having problems meeting their targets.
2020 was especially challenging for recruitment and retention in all sectors, and particularly for
women, as COVID-19 brought to light the fact that gender inequalities persist in the private sphereand these inequalities took their toll on working women as they struggled to balance work life
with child care and domestic chores. How women researchers responded to these trends has notbeen specifically analyzed yet but we can expect some negative effect on women researchers andwomen in academia. Consequently, it is very important that Kobe University identifies andresponds to these challenges in a timely and effective manner in order not to fall behind the targets.

2) Improve the percentage of women holding higher ranking positions
Remarks: Good progress has been achieved in relation to this objective. However, I agree withthe observation that perhaps the target was not set high enough and the pace of implementation
was such that there was self-correction by the system.
What is most remarkable is the progress in the number of women in administrative positions. I
commend Kobe University for giving “Executive Advisor to the President” positions to the GE
Office Director and the Career Center Director. This is a clear indicator of the importance attached
to GE and diversity by the top official of the University and it provides excellent role-modelingfor all levels. Having five women Vice-Presidents (out of how many Vice-Presidents?) is aremarkable achievement that should be widely publicized and applauded.
It is important to find out the reasons for the decline in the percentage (and number) of women
Associate Professors as this presents problems in the medium-term for the pipeline. Moreinformation on the reasons for the decline would be useful for me to reflect on possible
actions/measures to recommend.
3) Increase the base of next-generation young researchers
Remarks: Level of achievement of targets has progressed according to plans and positive andencouraging results have been achieved. It is also worth noting that the strategy of international
cooperation with countries around the world is very forward-looking as it broadens the base ofcollaboration with countries on all continents rather than focusing on a few usual suspects.
I am especially impressed and encouraged with the efforts of outreach to junior and senior highschool girls.
Several research initiatives that I led at UNESCO as the Director for Gender Equality havedemonstrated that there is a decline in the number of girls and women who go into science andtechnology studies and careers. This decline has serious consequences in the development of
new technologies, including artificial intelligence, as they re-produce and exacerbate existing
gender disparities and gender bias. Two reports I published in 2019 and 2020 on this subject havecreated a global dialogue and led to some positive action on the part of the technology sector. But,
existing efforts are not sufficient to counter the trends. In that respect, this work with high school
girls is very much needed and should be expanded.
The two UNESCO reports I mention above can be accessed via:
https://unesdoc.unesco.org/ark:/48223/pf0000367416.page=1
https://unesdoc.unesco.org/ark:/48223/pf0000374174

4) Enhance the diversity environment and expand it beyond the university
Remarks: I reiterate my comments from my previous year’s report. I also applaud the actions andthe achievements in this fiscal year. I would like to stress that collaboration with the private sector
is critical, not only to raise funds, but also to learn from each other and to establish synergies.
I would also recommend broad-based dissemination of the Kobe University Diversity Statementwith a Call for Participation from all stakeholders with perhaps one-or-two concrete commitments.
Both the Statement and the Diversity Education Program should also be publicized in the media,especially social media.

5) Verification of the results and evaluation of the Overseas Dispatch Program for Women
Researchers
Remarks: Both the results and the metrics developed to verify and evaluate the results are very
useful and encouraging. In such initiatives, one of the key elements of success that is identified
by both scholarly and action research is the fact that measurement, verification and evaluation are
critical elements to gauge progress – or lack thereof – in order to move forward.
It is commendable that Kobe University has taken all elements into account and represents asuccess story in identifying the elements and steps in the implementation of such an initiative.
I also congratulate all involved for the transparency and academic integrity in reporting the results
while identifying bottlenecks in a factual and honest manner. Success is also learning fromshortcomings, not only from accomplishments.

6) Issues to be addressed with respect to this project (Please add comments regarding “Measures
Addressing Issues Identified in the FY 2018 External Evaluation (Report)” here)
Remarks: I feel very honored and proud to be involved in this timely and very important initiativeby Kobe University. I would like to congratulate sincerely all those who are involved in planningand implementing it.
We are going through an interesting period in our common history. While changes in technology
are outpacing our ability to absorb new developments, we are also being forced to slow down due
to the pandemic. Both of these developments – i.e., technological shifts and the pandemic – arealso bringing to light the fault lines in our efforts to promote gender equality and broader diversity.
I look forward to this timely collaboration with Kobe University to continue our reflections.