LaBRI's Equity, Diversity and Inclusion
Charter © 2022 by LaBRI is licensed under the terms
of the Creative Commons Attribution 4.0
International
Inspired
by and adapted from the IRIF Members' Charter. Parts of this document are
automatic translations of its original French version made using DeepL Translator.
Introduction
This
document presents the culture that we, members of the Laboratoire
Bordelais de Recherche en
Informatique (LaBRI), wish to promote in our working environment, whether on
the laboratory premises, at the university, or outside (such as in the context
of work trips and committees), for building an environment conducive to
research and innovation.
Equity,
diversity and inclusion play important roles in the development of quality
knowledge. The European Institute for Gender Equality (EIGE) has
identified that research developed in an unequal context is more likely to have
results that are flawed, less relevant, or even distrusted by society (1).
This
document, which is intended to be educational, aims to make each person aware
of the existence of undesirable situations and behaviours
and to question their own behaviour. Even though this
charter is primarily intended to maintain a high degree of generality, it
mentions situations that may be encountered by certain groups to which we wish
to pay particular attention.
In
a second moment, the charter uses examples of situations to help readers
understand its general points.
Definitions
The
notions of equity, diversity and inclusion are often combined with the notions
of parity, gender equality and equal opportunity. The following is a
clarification of these three concepts, which will be used in the remainder of
this document.
Equity
is the absence of unfair, avoidable or remediable differences between groups of
people, whether those groups are defined socially, economically,
demographically or geographically or by other dimensions of inequality (e.g.,
sex, gender, ethnicity, disability or sexual orientation) (2). The notion of equity (as opposed to equality) recognizes that equal
treatment is not sufficient to take into account the historical background of
each individual.
Diversity
is about recognising, respecting and celebrating each
other's differences (4). These differences include the values,
attitudes, cultural perspective, beliefs, ethnic background, sexual
orientation, gender identity, skills, knowledge and life experiences of each
individual in any group of people (3).
Inclusion
is about creating an environment where everyone feels welcome and valued. An
inclusive environment can only be created when we are more aware of our
unconscious biases and prejudices, and learn to recognize and overcome them (4).
Equity,
diversity and inclusion are directly affected by issues of discrimination,
harassment and bias. We present their definitions below. The definitions of
subjects such as discrimination and harassment are set out in detail in the
penal code, in particular articles 225-1, 222-33, 222-33-2 to 222-33-2-3 of the
penal code.
Discrimination consists of acts and situations in which a person is treated unfavourably compared to others because of their
characteristics (real or supposed). As a reminder, the grounds for
discrimination recognized in France (5) include: origin, gender, family status,
pregnancy, physical appearance, particular vulnerability resulting from one's
economic situation, surname, place of residence or bank domiciliation, state of
health, loss of autonomy, disability, genetic characteristics, morals, sexual
orientation, gender identity, age, political opinions, trade union activities,
ability to express oneself in a language other than French, membership or
non-membership, real or assumed, of a specific ethnic group, nation, alleged
race or religion.
Harassment is characterised by repeated comments or
actions that can end up having harmful consequences for the person who is
subjected to them. Harassment also occurs when such comments or behaviour are imposed on the same victim by several people.
Harassment affects the rights and dignity of its victims, which can lead to an
alteration of their physical or mental health. Harassment exists regardless of
the existence of a hierarchical relationship between the victim and the
perpetrator.
Cognitive bias is a systematic deviation of logical and rational thinking from
reality. Cognitive biases are a source of prejudice and can lead to supporting
or opposing a particular person or idea in an unfair way, based on one's
personal preconceived opinions and not on a logical analysis of facts or
reality.
Founding
Principles
Building
an equitable and diverse community
I, as a
member of LaBRI, wish to guarantee equal treatment and opportunities to each of
my colleagues, thus creating an attractive environment for a wide variety of
profiles: fair working conditions; opportunities for good integration in the
laboratory with the purpose of harmonious collaborations; and transparent
assessments with a strong focus on reducing bias.
I
am committed to ensuring fair treatment for everyone in all my decision-making
situations, whether in recruitment, employment and working conditions, or
career development and progression. In particular, in any scientific or professional
assessment situation, I will:
- Remain aware of recommendations
to avoid bias and discrimination (even aspiring to participate in training
on these topics);
- Help in the constitution of
committees with diverse profiles, avoiding, as much as possible, the
over-solicitation of minorities;
- Use transparent and objective
criteria;
- Systematically declare all my
conflicts of interest, even minor ones, whether they are relational,
collaborative or hierarchical.
I
will avoid any discriminatory act that could, directly or
indirectly, hinder the professional career of anyone. LaBRI brings together
people with different levels of education and backgrounds, who work for
different employers and in different contractual situations, as well as in a
variety of professions essential to supporting research. All of these
differences must be respected and the laboratory must be an inclusive workplace
for all its members, regardless of status.
I
commit myself with my colleagues to protect and nurture diversity in my scientific
and professional community. I understand that diversity is an asset, both to
our work environment and to the development of science. I will remain vigilant
in my practices and communications to maintain and value the diversity present
in our laboratory, and I will encourage my colleagues to do the same.
Inclusive
communication
The
laboratory is a multicultural environment and includes non-French speaking
members, notably among its doctoral, post-doctoral and visiting staff, all of
whom may find themselves isolated in a solely French speaking environment. I
will remain conscious of this fact so as not to discredit the remarks made in a
language not mastered by someone, whether it be French or another language.
I
will try not to isolate anyone, to actively include all members of our
laboratory, and to take into account the presence of each person in any
communication. My actions in this sense will include the promotion of inclusive
writing (whether by systematically flexing nouns to the masculine and feminine,
or any other method) and the presence of texts in French and English in my
communications within the laboratory (with at least a short summary in the
second language).
Personal
dignity, respect for work and people
LaBRI
promotes a work environment that ensures personal dignity and a climate of
trust and respect, where everyone is welcome and encouraged to express
themselves with confidence. At the same time, I understand that each person
must reflect on their modes of expression, put themselves in the other person's
shoes and question the impact of their behaviour on
others. Everyone’s work must be respected. I accept that the points below,
without being exhaustive, can harm this climate of trust and lead to moral
harassment:
- Repeated interruptions when
someone is speaking;
- Attempts at intimidation or
undermining confidence;
- Any intrusive or belittling
remarks, in particular comments or jokes referring to personal
characteristics or stereotypes, whether written or verbal, offending the
dignity of the person;
- Behaviour against a person that has the
purpose or effect of degrading working conditions that are likely to
violate their rights and dignity, alter their physical or mental health,
or compromise their future career.
LaBRI
also warns of situations of moral harassment which can develop more easily than
it seems, sometimes without our knowledge, due to strong psychological pressure
or work methods that do not respect each individual’s pace. I will remain
vigilant to avoid the following practices, in all contexts (administration,
teaching and research):
- Setting unattainable goals
without help or intermediate targets;
- Setting deadlines at the last
minute;
- Not
meeting procedural deadlines;
- Sending multiple emails a day
on the same subject demanding an immediate response or making requests
without consideration for the person receiving them;
- Making remarks against a
minority, suggesting that their success is related to quota policies;
- Imposing my work schedule on
others without taking into account their possible constraints, for
example, on Wednesdays;
- Threatening retaliation in the
event of delay or lack of results.
Protection
against sexist acts and sexual harassment
During
their studies or their careers, and particularly when they hold temporary
positions, women in our scientific community are too often victims of
inappropriate, discriminatory or even violent behaviour
or comments. These situations are detrimental to their professional lives, and
push some of them to abandon or change careers. This state of affairs is partly
inherited from gender inequalities in society, and is reinforced by the very
low number of women in our community.
These
behaviours, whether they are sexist acts or sexual
harassment, are mostly targeted at women. Nonetheless, these behaviours can affect everyone in our laboratory, including
men, and they can take different forms depending on the situation, especially
among LGBTQIA+ people.
Taking
into account the prevention policies against sexist acts and sexual harassment
put in place by our supervisory bodies, I commit myself to avoid any such behaviour. This includes,
in particular:
- The dissemination of sexual,
discriminatory or violent statements, images or videos in the laboratory;
- Insistent non-reciprocal
attentions, or unwanted solicitations, of a sexual or romantic nature, as
well as insistent invitations to go out together despite a refusal;
- Unsolicited physical
contact;
- Unsolicited questioning about
sexual intimacy, orientation and practices;
- Inappropriate comments about
clothing.
Actions, assistance and procedures
Whether
you are a member of LaBRI, an invited guest or a visitor, if you are a victim
or a witness of behaviours that contradict one of the
points in this charter in a professional context, on the laboratory's premises
or outside, it is important not to isolate yourself, not to minimise
the situation, not to reject it, and to rely on the charter by recalling its
principles and examples.
If
you wish to discuss a problem, there are several possible contacts who are also
available to listen and help you:
- Team or
department managers,
- Doctoral correspondents,
members of the societal issues committee, members of the laboratory
council,
- Parity correspondent,
- Prevention assistant,
- Depending on your employer or
host institution, the medical or psychosocial services of the CNRS, the
University of Bordeaux, Bordeaux INP, or Inria,
- External partners and
associations.
The
laboratory’s management team and its director are there to provide help and
assistance to any member, permanent or not, of the laboratory.
LaBRI
is committed to disclose clearly and fully the means of communication, contacts
and possible actions for the protection and assistance of victims or witnesses.
In particular, a page on the intranet (link here) lists the contacts related to
the issues raised.
Examples related to LaBRI's Equity, Diversity
and Inclusion Charter
These
situations, anonymised and often partly fictitious,
seek to make the previously-mentioned principles more concrete. They include
hypothetical people with different genders, nationalities or religions to make
the examples more tangible. However, they all remain valid for situations
including people with other characteristics. This list, which is not intended
to be exhaustive, is still lacking in diversity and is therefore likely to be
expanded. This list is largely inspired by IRIF members' charter.
Situation 0
Having
read this charter, I have the impression that I will never be able to say or do
anything in a natural way again.
This
charter does not say that we should give up on expressing ourselves or stop
being friendly in our workplace. On the contrary, it aims at better
relationships and exchanges. It identifies situations that may lead to a
different outcome than expected, which may cause discomfort to those we are
dealing with. Certain seemingly harmless behaviours
can become extremely burdensome when repeated, creating a wear-and-tear effect,
especially as the repetition is often invisible from the outside, so that any
reaction would seem excessive. In summary, this charter leads us to reflect on
some of our behaviours and to discuss them.
Inclusion
Situation 1
When I put forward an idea, I am not
heard, but when a more experienced person or a man repeats it, the group
considers it. I find this very frustrating, what can I do?
It
is important to point out these situations, because the collective unconscious
tends to trivialise this type of situation.
Situation 2
Someone points out that I am too
passionate or emotional at work. I think that the thing that was said was
really hurtful. What to do?
It
is important that both parties are aware of their difference in perception of
the situation, and that a dialogue is established or that a third party is
called in, if possible.
Situation 3
During meetings, one of my
colleagues has made disrespectful personal remarks, in a humorous tone, towards
another member of the laboratory. This attitude created a tense atmosphere and their
behaviour was insulting. How can I react without
being seen as someone who has no sense of humour?
One of my colleagues regularly makes
jokes that make me feel uncomfortable. What should I do?
A male colleague points out to me
how 'lucky' women are that they are under-represented in the community,
mentioning the advantage this represents for career development.
In another laboratory, or at a
conference, I was the victim of openly racist comments. Everyone seemed
uncomfortable, but no one spoke up or contacted me afterwards. I felt very
isolated.
Jokes
about a personal characteristic are not conducive to a working environment in
which people feel welcome and valued. They challenge the dignity to which
everyone is entitled. Comments, even in the form of jokes, that are
discriminatory or stereotypical can also have the same effect, even if they are
not directed at a particular person but at a group that some people may
identify with.
It
is understandable that the victim does not dare to confront the person who made
the remarks directly. They may try to make their feelings or point of view as
clear as possible to that person. They can also talk to their managers or
colleagues who will support them and take action.
Witnesses
have the right to react and point out that these comments are not acceptable.
At the very least, they should not hesitate to support the victim. If they feel
it is necessary, the victim or witnesses are encouraged to report the event to
the laboratory’s parity correspondent or the conference organisers,
as appropriate.
Situation 4
I have been asked at work about my
position on a major international news event. I feel that I am expected to take
an explicit stance on these events because of my real or supposed background or
beliefs.
I am from the United States and
people often ask me my opinion about different political figures in my country
and their actions. I find myself having to research them regularly so as not to
appear uninformed.
I come from a predominantly Muslim
country. I am assumed to be Muslim myself. They ask me why I don't wear the
veil. Or they think I am oppressed, and that I need to liberate myself as a
woman.
It
is a manifestation of stereotyping to equate a person's beliefs, culture, or
adherence to an ideology with their origin or colour.
This can be explained to the person you are speaking to and/or you can ask for
awareness-raising activities to be organised at your
workplace or conference.
Situation 5
My colleagues systematically talk
about specific problems during meals, excluding anyone who does not have all
the prerequisites on the subject to participate in the conversation. How do I
react when I really want to give my opinion or talk about something else?
The
laboratory is made up of people from many different professions and scientific
fields who all contribute to the life of the laboratory. It is important not to
isolate anyone. To avoid this type of problem, we can popularise
or broaden the subject of conversation, find a different organisation
for meals, or even organise discussion moments
dedicated to specific themes.
Situation 6
A male colleague always gives me a
kiss on the cheek in the morning because I'm a woman, while another never
shakes my hand, even though he does it to the other male colleagues present, on
the pretext that I'm a woman. Both of these situations make me feel
uncomfortable, so what can I do about it?
When I arrive in a group, I usually
greet people I know with a kiss on the cheek or a handshake, but I only say a
simple hello to those I don't know as well, perhaps because I am more hesitant
about the customs of their culture. I realise that my
behaviour may isolate these people.
You
have to adapt your greetings to the tolerance level of the person in front of
you. Some people do not want any physical contact, or only occasional contact.
Some people like to be able to exchange kisses or shake hands with colleagues,
or only with friends. Others do not like to be treated specially. When in
doubt, it is best to talk about it.
Situation 7
Members of my department often come
to pick up my coworker for lunch, but almost never invite me to eat with them,
even though I would like to eat with them from time to time.
There
is of course no obligation to socialise. Apart from
personal affinity, logistically you cannot have lab lunches every day, nor can
you invite the whole department to your house. However, care should be taken to
include newcomers in order to provide them with a social link for as long as
they need one, and to open the social circle from time to time. It is also
important to be careful about the message that can be sent if you
systematically exclude the same person from extra-professional activities for
no apparent reason, especially as that person may already feel left out.
Situation 8
A retired member of the laboratory
is still very present. They are now much more available and ready to help with
a certain number of tasks, where they could share their skills and
"experience": organising events,
proofreading articles or administrative documents, etc. They are rarely
requested for these activities. They sometimes feel qualified as a
"has-been", and often feel distrusted. In short, they hear quite
clearly the phrase "why don't you really retire? It would be
well-deserved", even if it is not actually uttered. What can each of the
protagonists
(retiree and laboratory) do?
This
is an example of an age stereotype. It is not because you are old that you have
to withdraw completely. The laboratory must welcome its retired members and
think about the place it reserves for them. The retired person must accept to
leave the main roles to younger colleagues and propose without imposing.
Situation 9
A member of the laboratory currently
has very heavy personal or professional constraints/difficulties (return from
maternity leave, family obligations, illness/disability, major administrative
responsibilities, etc.). They have the impression that they are no longer being
asked to participate in scientific projects, take on responsibilities, organise conferences, and feel badly about it. However, the
close group adopts this position in order to protect them, until they are more
available again. Is the member right? What can each of the protagonists (the
member in difficulty, the close group) do?
The
protagonists need to engage in a real dialogue. This is an example of the
stereotype that one should protect members in a difficult professional or
personal situation by not asking too much of them, and without really asking
their opinion. The person concerned can then describe his or her constraints
and express his or her expectations; the group listens to them, suggests ways
of adapting (adapting meeting times, for example) and allows him or her to
decide what he or she wants to do. The person concerned should feel free to
refuse, and the group should remain understanding of this choice.
Situation 10
I am pregnant and people often ask
to touch my belly, or they do so directly.
Being
subjected to unwanted curiosity about your body makes you feel out of place.
The question is already invasive; the gesture without prior request is even
more so.
Equity
Situation 11
An important scientific result is
the result of a collaboration between two people, one of whom is much more
scientifically recognized than the other. Following and fuelling
a stereotype, the scientific community attributes all the benefits of the
result to the more recognised person at the expense
of the other. What can be done to counteract this stereotype?
An important scientific result is
the result of a collaboration between two people, one of whom is a man and the
other a woman. Some colleagues attribute all the benefits of the result to the
male author. What can be done to counteract this stereotype? Also, how to deal
with the situation when the co-authors are a couple?
The
lesser-known or unknown person should be invited to seminars and conferences as
a matter of priority. Similarly, if they are not over-solicited, male, female,
or non-binary scientists should be invited equally. When talking about this
result to people around you, you should mention all the scientists and not just
the more well-known person.
The
more famous person should also be aware of the shadow they cast over the lesser
known person; if not, their entourage should make them aware of this. If
invited, they can propose that the other lesser-known person takes their place,
explaining why. Finally, if they are asked for a letter of recommendation, they
should also explicitly describe the role of the other person in the results
obtained.
The
lesser-known person should not remain passive and dare to talk about this
result and advertise it, without deviation or excessive modesty. When applying
for a job or writing a project, they should attribute the results to
themselves, using the first person plural to include the more well-known
person, without forgetting to mention them.
Supervising
Situation 12
I'm being asked to sit on a prize
jury. I have worked with one of the candidates, but I think I can be objective
in my assessment. I therefore do not intend to mention the conflict which would
cast doubt on my support, especially as I am the most qualified person to
defend their case. Am I wrong?
Any
situation of professional or personal conflict of interest must be mentioned.
In this case, the chairperson of the jury will be able to decide whether or not
there is a conflict. This will avoid discrediting the winner and the whole
award process.
Situation 13
I am uncomfortable with my
supervisor's attitude. Their communication is ambiguous and lacks empathy: I am
never sure if they are criticising me or not, and
they never give me clear directions to improve. I feel very affected and start
to doubt my abilities. What should I do?
The
mentor/mentee pairing is based on a complex alchemy. Trust and transparency are
important. If expressing your feelings (in writing or verbally) does not work
or seems too difficult, think of going through an intermediary person such as
the thesis monitoring committee, the prevention assistant, the doctoral school
or the laboratory’s management. If you do not manage to improve the situation,
you may have to consider changing supervisors. Finally, it is important to know
that setting impossible objectives without providing any help can be considered
as moral harassment.
Situation 14
I have the impression that my
supervisor does not treat all their doctoral students equally and that I am
often excluded from certain projects and collaborations, unlike their other
doctoral students.
I have the impression that my
supervisor does not treat all their PhD students fairly. They are more friendly
and make more jokes with me. This makes me feel uncomfortable.
Differentiating
between doctoral students can create a feeling of isolation or exclusion. Even
if the research subjects are different and do not need the same amount of
supervision, it is essential to behave towards the doctoral students in an
equitable manner and to offer them, as much as possible, the same
opportunities. As a doctoral student, if you do not understand this situation
or if it makes you suffer, do not hesitate to talk about it as soon as possible
to your supervisor or to an intermediary.
Intimacy,
sexual harassment
Situation 15
I expressed my professional
admiration for a female researcher in my field, and my colleagues told me that
she was married. I was disturbed and I no longer dare to talk about her.
I was happy to be invited to work
with a well-known researcher, but my coworker asked me if they were single. I
am not so enthusiastic anymore and I feel sullied by my coworker’s comments.
Distorting
interactions to sexualise them is not something
trivial, especially in a professional setting. It can ruin relationships,
create real discomfort and challenge the professional competence of those
involved in the professional community.
Situation 16
How can you express your feelings of
love to a colleague without creating a feeling of unease that would be
detrimental to the person and their working conditions?
It
is best to express feelings in a non-work setting, and without compromising
past and future work interactions. It is important to be positive and
respectful, allowing for the possibility of refusal, knowing how to hear and to
respect it. Finally, it should be noted that repeated solicitations and
requests that are neither wanted or accepted can amount to harassment.
Situation 17
How does sexual harassment manifest
itself? How do you judge whether a behaviour is
tantamount to sexual harassment and whether the limits have been exceeded,
whether in the laboratory or at a conference?
The
University of Bordeaux has a guide (in French) on this subject. Sexual harassment
can be verbal or non-verbal. There does not have to be a hierarchical
relationship. Silence is sufficient to show non-consent.
The
situation of sexual harassment most often referred to consists of repeated use
of any form of serious pressure with the real or apparent aim of obtaining an
act of sexual nature. Nonetheless, the following behaviours
can also be considered harassment: questioning the other person about their
intimacy and confiding in them about their own sex life; commenting on the
other person's appearance, dress or behaviour;
staring insistently; and continuously imposing one's presence.
Situation 18
At conferences, it is sometimes
difficult to find a place to work. The hotel room becomes a working space. How
can we invite a colleague or student to work in our room without ambiguity?
Despite
all possible benevolence, this situation is prone to be considered sexual harassment
and should be avoided. An alternative is to choose a more neutral location,
such as a workroom or a public space.
Situation 19
I am supervising the thesis of a
person with whom I have, or would like to initiate, a romantic relationship.
What problems may arise? Is it appropriate to continue this supervision?
The
mentor/mentee relationship is, by nature, asymmetrical. The mentor benefits
from a position of authority and trust, and also has an important role in the
beginning of the mentee’s career. Intimate mentor/mentee relationships are
therefore discouraged: they constitute a conflict of interest to be declared to
the Doctoral School and the laboratory’s management. The mentor is advised not
to initiate or encourage such relationships. In the case of existing intimate
relationships, and in order to protect the mentee, LaBRI recommends that the
mentor defer the thesis to a colleague, and will ensure that the contract is
maintained.
International
openness, understanding of the language
Situation 20
The integration of my non-French
speaking PhD students is made difficult by the language problem: around me and
in the laboratory, communication is mainly in French. Can I request that the
default language be English?
Before
recruiting or inviting a non-French speaker, you should have a good idea of
their future environment and not hesitate to tell them about it. The laboratory's
environment is French-speaking and expressing oneself in French is a right in
France, even if everyone in the laboratory makes an effort in their
communication. First of all, you should point out the free French courses
available at the university and at the CNRS. We should still try to communicate
in English in some situations, if only for the essential points; most of us
already do this in the context of our conferences or work trips. If we imagine
that there may be strong potential difficulties due to language, we must inform
the future recruit of this potential issue.
Situation 21
When I make a substantive comment on
a piece of work in French (e.g. the organisation or
content of a presentation, report, funding application, etc.), I am often
rebuked for my French and my accent, or told that in France they do things
differently, without answering me about the actual subject. What to do?
Colleagues systematically exclude
non-French-speaking visitors from conversations by maintaining their
conversation in French, even when the conversation concerns these same people.
How can I react, since speaking French is also a right?
If
we find that we don't get a substantive reply from our colleagues to our
comments, for whatever reason, we must point this out and insist on a response.
If, despite this, the situation persists, it is recommended to contact the
laboratory’s management team or one of the contacts suggested in the charter.
Furthermore, as research is by nature multicultural, it is important to include
as many people as possible in an event/meeting... This includes the language
used for exchanges. As a French speaker, it is important to be vigilant about
this. One way to do this is to continue the conversation in English yourself or
to ask for it, as this will always be easier to do than for the (non-French
speaking) visitor. In any case, it is always advisable to consult the visitor
(without pressuring them) to check their interest in conversing in English,
French or another language.
We
recommend that long-term visitors take the French courses available at the
university to help them on their integration.
Situation 22
I have to write an email that may
concern non-French speaking members of the laboratory but I do not have the
time or the ability to translate it into English. What should I do?
My level of French does not allow me
to understand emails, yet some contain important information and are written
only in French. What should I do?
If
you are sending an email that may concern non-French speaking members, it is
advisable to send it either in English or in French with an English
translation. If translating the whole message is too long or too difficult, it
is recommended at least to translate the title and to include a very short
summary of the content in English at the beginning of the message. For
non-French speakers, there are also machine translation tools, which, although
imperfect, can give a quick idea of the content and importance of the subject.
It is then quite natural to ask a French speaker, for example the person who
sent the email or someone from your team, to clarify any ambiguous points.
Situation 23
I am a foreigner and I am regularly
invited to dinner at my manager's house. I feel obliged to accept, regardless
of my availability, as is customary in my country. To what extent can such an
invitation be refused?
I am a foreigner and I love
climbing. I am reluctant to join my colleagues and superiors outside of work,
as this is not the practice in my country.
In
France, outside the professional context, everyone is free to accept or refuse
an invitation, or to initiate one. The laboratory members