Date:

24-02-2024

External Evaluation Report for the FY2018–2023 Project Results
Name: Saniye Gulser CoratThis document reports the results of the external evaluation of the FY2018–2023 project
results based on the attached Report on the Results of the Initiative for Realizing
Diversity in the Research Environment (Advanced Type) for FY2018–2023.
1) Achieve a recruitment rate of over 30% for women researchers
Remarks:
Although the aspired project result of 30% recruitment rate for women researchers has
not been achieved over the course of the full project cycle (2018-2023), there are several
positive developments that should be celebrated and continued. Revised Faculty HR
Committee system which allows that the Executive Assistant to the President in chargeof diversity to attend meetings is an important measure to provide not only continuous
advocacy but also monitoring of internal accountability. Empirical research on a global
level show that having a responsible person in meetings to monitor progress who is also
supported by senior management is a critical success factor in diversity efforts. It also
allows for institutionalization of accountability. The other measures that have been
designed and implemented, ie., building a new HR governance system and visualizing
the hiring, promotion and retention rates of women faculty, are indeed useful to keep
track and to enhance accountability for progress, or lack thereof.
It must also be kept in mind that during the project lifecycle, the world experienced oneof the most traumatic pandemics which seriously hampered efforts towards genderequality, diversity, inclusion everywhere. In that context, it is not surprising that there is asignificant drop in the recruitment rate of women from 2021 to 2022. This is the period
when the effects of the pandemic took a serious toll on division of labor in the householdwith home-schooling of children, isolation, difficulty of getting domestic help, questioningof career and other goals. In the US, there was a mass exodus of women from the labormarket. It would be good to know how these changes affected women and their careersin Japan.
The fact that the recruitment rate picked up from 2022 to 2023 is a good development. It
might be useful to explore additional positive measures to speed up the recruitment rate
beyond what has been achieved.

2) Improve the rate of women holding higher-ranking positions
Remarks:
Despite the challenges presented by the unexpected pandemic that wreaked havoc on
best laid plans, the project has done well in managing this objective with adaptive
strategies such as changing the age limit, using online methods, building an organizationfor overseas support. These adaptive strategies show resilience and innovation which
are critical elements for change. I remember a visit from the Gender Office officials whocame to see me in my office at UNESCO while they were traveling around to build anorganization for overseas support. I strongly encourage that all of these adaptive
techniques are well documented as examples and lessons learned for similar future
projects.
Although the number of women researchers promoted to higher ranks has remained
below the target of 20% for the overall life cycle of the project, it would be critical to keep
the target beyond the project life cycle and advocate for even higher percentage target.
Women in senior management positions, especially in scientific fields, is still a rarity inJapan. Despite a government-led push for women’s empowerment since 2013, only
8.2% of 1.2 million Japanese companies had female presidents according to a survey
by Teikoku Databank. Of those, more than half, inherited their position via a familybusiness. The fact that Kobe University reached, and in fact exceeded its target of 4
women in senior management roles is significant and should be congratulated. It is
important to keep this achievement and publicize the results as good practice.
3) Increase the base of next-generation young researchers
Remarks:
It is difficult to assess this component of the project without access to the detailed
information on the websites mentioned which seem to be in Japanese only. Available
information indicates modest success for collaborative research. It would be good to
conduct longitudinal research to assess the impact of exposure to overseas research
opportunities for career development in the short and medium terms. Have theseresearchers managed to establish international networks, do they continue to undertake
collaborative research, do they transfer their learnings to their colleagues and students
back at Kobe University, do they get invited to international and regional conferences?
We live in an increasingly integrated global system and scientific research can only
benefit from increased collaboration.
Regarding role model networking, all of the methods being used are important andshould be continued after the project ends so that effects are long-term and sustainable.

4) Enhance the diversity environment and expand it beyond the university
Remarks:
Sincere congratulations to Kobe University for the remarkable progress and success forthis goal. All of the achievements are important and very timely.
Diversity Fund is an important instrument to continue with the efforts. The use of theFund should be discussed very carefully and whatever use is identified, it should build
on successful initiatives to make them sustainable.
Collaboration with companies is essential to enlarge the diversity environment, to build
alliances and to advocate for change in the right direction.
Continuous teaching and learning are essential features of today’s world.
In the area of diversity, the world is facing serious challenges with rising nationalist,
populist movements in many parts of the world, with increasing conflict in and among
countries. One of the common reactions of people who face challenging political andeconomic conditions is to turn inwards, to blame an external enemy and hence damage
efforts for diversity. Diversity in all of its forms has been documented to be positive formoving forward, in the economy, in research and innovation, in social development, etc.
It is important that leading higher education institutions, such as Kobe University,
continue to spearhead efforts to promote diversity and to advocate for it with its partners
and allies to expand it beyond the university.
5) Verify the outcomes and evaluations of the overseas support programs for women
researchers
Remarks:
The results of the overseas programs seem to be quite positive in general. I got a littleworried when I read the number of resignations but the fact that most of the resignations
were for higher positions in other universities, it made sense.
Going forward, perhaps one consideration should be designing and implementing
initiatives and services to keep these researchers at Kobe University for a minimum
period of time – for example at least for 2-3 years, so that their learnings and networks
could be beneficial to the University itself. It might also be an idea to have the researchers
who apply for these overseas support programs to sign an agreement to stay at Kobe
University for a pre-determined period of time after they complete the program (if this is
not already the practice).

6) Regarding the project initiatives undertaken over the six-year period
Remarks:
I congratulate Kobe University for this exemplary project which seem to have produced
positive results overall. This project was implemented over a period of time which
witnessed an unexpected global pandemic that required very drastic. strict and different
measures on working modalities, travel (including within national borders but more so on
an international level). These changes in mid-cycle for the project so the agility of theproject leadership is especially commendable.
It is also rare in 5-year projects to have such a thoughtful process of constant assessment
and re-adjustment of different methods so this is quite an exemplary effort which would
benefit similar efforts in the future if Kobe University carefully and succinctly documents
all of the thought processes that went into planning, adjusting, readjusting the goals andaction plans and share them widely within and outside Japan. Lessons learned from thisproject would be invaluable for diversity efforts not only in universities but in otherinstitutional settings and in the corporate world.
As I mentioned before, women in senior management positions is still a rarity in Japan.
Despite a government led push for women’s empowerment since 2013, only 8.2% of 1.2
million Japanese companies had female presidents according to a survey by Teikoku
Databank. Of those, more than half, inherited their position via a family business.
While many firms now provide services and incentives for women, such as generous
maternity leaves, they lack programs such as mentoring women to develop their skills
after they return to work aa well as services and incentives to keep them in their work
place. Women Around the world, there is still a cultural tendency to evaluate employeeson the number of hours they work rather than actual output (this can be research papers
in the case of universities) with the result that some women get demoted after they returnto work. In Japan, the government supports a merit-based system but application of thissystem still needs to be supported. The pipeline of female senior executives is anotherarea that needs serious consideration and this could be an important goal as the project
moves forward and some of the resources under the Diversity Fund can be allsocatedfor this purpose.
Congratulations to Kobe University’s senior management, leaders and managers of thisproject and all of the researchers who participated in this wonderful and successfulinitiative. I would like to send my special regards and congratulations to the Gender Officeat Kobe University and its members over the years. I have had the pleasure to partner

with them starting in 2010 as the Director for Gender Equality at UNESCO. They havesurprised and impressed me with their enthusiasm, knowledge, willingness to learn andtry new methods and their unwavering commitment to promote gender equality, diversity
and inclusion. They are many but I would be remiss if I do not mention a few names: I
met Professor Roumiana Tsenkova and Professor Junko Okada on my first visit to Kobe
University. They introduced me to the world of Kobe University, its Gender Office andguided me through the beautiful complexities of Japan. Among the many members ofthe senior management team of Kobe University that I have had the pleasure to interact
with, I have to mention Professor Uchida who stayed as a strong and unwavering ally ofthe Gender Office and visited me at UNESCO with Professor Okada. Professor Ronnie
Alexander made sure I stayed connected with the project and kept me informed about
the achievements of both the Project and the UNESCO Chair.
As this project comes to a close, I deeply appreciate my long-term association with Kobe
University, its management, faculty and staff over the years. I wish you all continued
success with all your projects and endeavors.