Abstract:  The Horizon Europe mandate requiring Gender Equality Plans (GEPs) for funding eligibility has initiated a veritable wave of documented initiatives across research performing organisations (RPOs). While this development signifies a progressive step towards institutional gender equality, there is a growing concern that these plans may become mere formalities without proper resource allocation and genuine commitment from leadership. Research has demonstrated that management commitment, support, and active involvement are crucial for successful GEP implementation. Additionally, the effective implementation of GEPs depends on the collaboration between gender‐competent management and gender expertise to navigate and reconcile conflicting interests and expectations. However, the current discourse lacks a precise definition of gender‐competent management and gender expertise and an in‐depth exploration of their interaction to facilitate a sustainable structural change within RPOs. This article addresses a critical gap in the literature: how gender‐competent management and gender expertise interact to implement effective GEPs and overcome institutional tensions. Derived from a reflexive approach grounded in a full policy cycle, we propose a detailed definition of gender‐competent management and gender expertise. Using examples from EU‐funded projects, we illustrate how these elements contribute to resolving conflicting expectations and structural barriers to equality. Finally, we offer recommendations based on our analysis to guide future GEP implementation contributing to sustainable structural change.

Keywords:  gender competence; Gender Equality Plans; management; structural change

Published:   4 June 2025

Issue:   Vol 13 (2025): Gender Equality Plans in European Research Performing Organisations (In Progress)