WVPU Documents

November 2024. All descriptions of persons that follow are to be understood as gender neutral.

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Webster Vienna Private University (hereinafter referred to as “WVPU”) is a private, non-profit, research-led institution of higher education. It empowers students to develop their full potential by challenging conventional wisdom, solving problems, and leading their peers. It offers an internationally competitive education through innovative programs and rigorous classes and serves as a launchpad for successful careers while holding true to the mission and values of its parent, Webster University, headquartered in St. Louis, Missouri in the United States of America (hereinafter referred to as “Webster University”).

Founded in 1981, WVPU leverages the strengths of American and Austrian university traditions exposing students to interdisciplinary approaches to common and emerging, real-world challenges of modern society, politics and economy integrating state-of-the-art, thematically relevant research into every classroom. Small classes and close mentorship led by a roster of international faculty form the core of WVPU’s student-centered approach to higher education, one that fosters individual excellence and a respect for diversity in culture and ideas with the aim to build global citizens. WVPU is accredited as a private university by the Agency for Quality Assurance and Accreditation Austria and embodies the norms and standards necessary to hold that status. Its legal seat is in Vienna, Austria and its legal form is that of an association.

WVPU’s parent, Webster University, is a worldwide institution with campuses and extended sites Europe, Asia, and other parts of the world ensuring high quality learning experiences that transform students for global citizenship and individual excellence. It is comprised of an action-oriented global network of faculty, staff, students, and alumni who forge powerful bonds with each other and with their communities around the globe. Webster University is accredited in the United States by the Higher Learning Commission (HLC) and its business degrees are additionally accredited by the Association of Collegiate Business Schools and Programs (ACBSP).

2.1. Mission

Webster Vienna Private University’s mission is to generate knowledge and prepare students for success through a globally oriented and personalized education, small classes, and mentorship.

2.2. Core Values

WVPU puts students at the center of education in a research-led learning environment that instills in students an understanding of their own and others’ values to create global citizens. This approach is rooted in its core values:

1. A student-centered approach.
2. The integration of theory and practice and research-led teaching.
3. Individual accountability and social responsibility.
4. Commitment to diversity and inclusion.
5. Global perspective.

Together, these core values define and drive WVPU’s approach to an international education that fosters individual excellence.

2.3. Guiding Principles

WVPU’s operations and development planning and the actions of its bodies are guided by and adhere to the following principles with regard to teaching and learning, research, and social responsibility, namely a commitment to:

1. guarantee freedom of sciences and their teaching (according to Art 17 of the Basic Law on the General Rights of Nationals, Imperial Legal Gazette No 142/1867) covering a diversity of scientific and artistic theories, methods, and doctrines;
2. encourage creativity and scholarship to build self-confidence and a life-long desire for learning;
3. transfer key skills necessary for problem solving in the 21st century;
4. generate and disseminate research that enhances and strengthens an understanding of the economic, social, political and individual processes that shape the world; and
5. advance the cause of knowledge-based public and corporate decision making through publicly accessible fora and its dissemination.

2.4. Tasks

1. Providing a research-led learning environment to educate students for scholarly/scientific and professional success.
2. Integration of research and teaching.
3. Promoting a life-long desire for learning.
4. Supporting and promoting national and international collaboration in the areas of research and teaching.
5. Delivering impactful research that serves the public good.
6. Promoting global citizenship and corporate responsibility through joint efforts and community engagement.
7. Diversity management, equal opportunity employment and affirmative action.

3.1. Legal Entity

The legal entity of WVPU is the Bildungsverein für die Freunde der Webster University (St. Louis, USA), ZVR-number 726528316 (hereinafter referred to as “Association”). The Association’s objective as a private, nonprofit institution is the maintenance and support of WVPU running academic programs and conducting academic research, both accessible to national and foreign citizens, awarding accredited degrees and issuing certificates and diplomas to students.

The governing bodies of the Association are:

1. Generalversammlung (General Assembly): four Webster University senior executives ex officio.
2. Aufsichtsrat (Supervisory Board): no fewer than five past or present holders of responsible positions in society, especially in academic, cultural, or business life.
3. Vorstand (Executive Board): no fewer than three members filling the positions of chairperson, vice-chairperson, secretary, and treasurer.

The three bodies of the Association, namely the General Assembly, the Supervisory Board, and the Executive Board also serve as bodies of WVPU as described below.

3.2. Internal Organization

1. The Supervisory Board of the Association also serves as the University Council of WVPU. It monitors the management of the university operations.
2. The Executive Board of the Association also serves as the Executive Board (Rectorate in the Austrian higher education sector) of WVPU. It is composed of the Rector, the Vice Rector, the Head of Human Resources, and the Head of Finance and Administration.
3. The Executive Board’s chairperson also serves as Rector and thus as the highest officer of WVPU. The Rector carries overall responsibility for the management of university operations.
4. Upon the General Assembly's approval, WVPU is entitled but not obliged to establish an Advisory Board. Such Advisory Board serves in a counseling role to the Rector.
5. The academic units of WVPU may be organized in different forms including departments, institutes, centers, or programs. The heads of these units are responsible for overseeing the delivery of academic programs (encompassing teaching, research, and service) and reviewing and recommending reforms.
6. The heads of administrative units are responsible for operational support.
7. The University Senate represents the interests of faculty, scientific support and administrative staff, and students and serves as a consultative and decision-making body.
8. The Student Government Association represents the interests of the students and serves as a consultative body.
9. Since (i) the Association as WVPU’s legal entity was founded by Webster University, which itself is a prestigious and renown academic institution, (ii) Webster University is the parent university of WVPU, and (iii) all the General Assembly’s members are among Webster University’s highest ranked officers and experienced in the field of academics, the Association’s General Assembly shall be included in all economic affairs as well as in academic affairs.

3.2.1. University Council

1. The members of the University Council of WVPU hold or held responsible positions in society, especially in academic, cultural, or business life, and, due to their exceptional knowledge and experience, facilitate the attainment of the university’s objectives and execution of its duties.
2. The members must not be members of any other body/board of the Association or of WVPU.
3. The four members of the University Council are selected as follows: two members are selected by the General Assembly of the Association; two members are selected by the WVPU University Senate; the four members select a chairperson from among their ranks.
4. The term of office of the members of the University Council shall be between three to five years. Re-election or re-appointment shall be permitted. If a member of the university council retires prematurely, a new member shall be elected or appointed for the remainder of the term of office in the same manner as the retiring member was elected or appointed.
5. At least two of the members of the University Council should be female.
6. The University Council meets quarterly and, in addition, can be convened if requested by a majority of its members.
7. The responsibilities of the University Council are stipulated in the Articles of Association and particularized in the bylaws of the University Council.
8. The University Council shall monitor the management of the university operations by the Executive Board. In particular, it shall be responsible for scrutinizing the activity report and the annual financial statements, the strategic plans and concepts, the annual program, the framework plan for diversity management, as well as approving specific transactions as stipulated in the Articles of Association and the bylaws.
9. The University Council shall approve for joint decision with the General Assembly:
   1. The Constitution and amendments.
   2. The development plan.
   3. The annual budget including personnel and investment plans.
   4. The introduction and discontinuation of study programs.
   5. The fundamental regulations.
   6. The setting up, changing, and dissolving of organizational units and central, academic facilities and the organization plan.
   7. The conclusion of the agreements on objectives and performance with the Executive Board.
   8. The members of the University Council shall not be bound by any instructions in the exercise of these duties.
10. At any time, the University Council may demand a report from the Rector regarding university affairs.
11. The University Council and the General Assembly shall convene to discuss university affairs as needed. The initiation of a meeting may be proposed by either entity.
12. The Chairperson of the University Senate and the Works Council or a designate are invited to the quarterly meetings of the University Council with equal rights and duties except voting rights.

3.2.2. Advisory Board

The detailed provisions relating to the establishment and dissolution of the Advisory Board, its composition (number of members, membership requirements, etc.), purpose, internal organization, competences, etc. are governed by separate bylaws for the Advisory Board, which must be approved by the University Council and the General Assembly.

3.2.3. Executive Board

1. The Executive Board’s members share responsibilities for the operation of the university and make decisions within their respective areas of responsibility.
2. The Executive Board shall hold ordinary meetings as required. It can invite qualified persons to its meetings for information and consultation.
3. The Executive Board shall manage the university and shall represent it. It shall be responsible for WVPU’s management. Its tasks shall, in particular, include:
   1. Agree on all requests for approval to be presented to the University Council and the General Assembly.
   2. Propose amendments to the Constitution to the University Council and the General Assembly.
   3. Prepare and approve all reports on the affairs of the university to be presented to the University Council and the General Assembly.
   4. Agree on all applications for accreditation and reports to be submitted to the Agency for Quality Assurance and Accreditation Austria to maintain Austrian accreditation, whereas the University Council’s and the General Assembly’s opinion on such applications has to be sought and considered.
   5. Coordinate the cooperation of its members and their specific fields of responsibility.
   6. Exercise supervision of all organizational units of the university.
   7. Establish committees at the university, nominate their members and support their activities.
   8. Review the performance of the university on a regular basis and decide on quality management issues.
4. The bylaws for the Executive Board are to be approved by the University Council and the General Assembly.
5. The University Council and the General Assembly may dismiss a member of the Executive Board because of severe misconduct, conviction of a criminal offence, mental incapacity or health impairment, or loss of confidence on reasonable grounds.

3.2.4. Rector

1. To select the Rector, a Committee for the Selection of the Rector will be constituted. The committee shall actively search for candidates, approve the job advertisement, examine the applications received, and draw up a shortlist for the three candidates considered as most suitable for the post. The Committee shall gather feedback on final candidates from constituents, provide its evaluations of candidates, and provide a report to the University Council and the General Assembly. The University Council and the General Assembly jointly select the final candidate from among the short-listed candidates provided by the search committee.
2. The committee comprises six members and is composed as follows: three members of the University Senate; three representatives of the General Assembly; the six members select a chairperson from among their ranks.
3. Should the incumbent Rector express interest in continuing the appointment before the commencement of a formal recruitment process, the appointment may be continued without advertisement if the University Senate, University Council, and General Assembly are in agreement.
4. The Rector shall serve a term of four years and may be reappointed for subsequent terms, with no limit on the number of terms served.
5. The rector may be dismissed for office by the University Council and General Assembly in accordance with Austrian Labour Law. The dismissal may be effected at the request of the University Senate, the University Council, or General Assembly. If dismissal is requested, the University Council and General Assembly should inform and receive input from the University Senate. A dismissal requires a two-thirds majority of all members in both University Council and General Assembly.
6. In the event of resignation or dismissal, or if the incumbent Rector becomes permanently unable to fulfill the duties of the position due to circumstances such as serious illness or death, the position will be temporarily assumed by the Vice Rector. An international search committee shall be appointed as soon as possible to permanently fill the position.
7. The duties and responsibilities of the Rector are to provide leadership and strategy to WVPU. The Rector is supported by and cooperates with the Vice Rector and the other members of the Executive Board. Final and overall responsibility for the operation of WVPU rests with the Rector. Specifically, the Rector’s duties and responsibilities in coordination with the Vice Rector and the other members of the Executive Board are as follows:

Strategic Management

1. Prepare changes to the Constitution and related fundamental regulations.
2. Prepare the university development plans and related strategic plans.
3. Prepare the university organization plan.
4. Prepare the agreements on objectives and performance.

Finance and General Administration

5. Develop the annual budget, as well as the activity report and annual financial statements.
6. Be responsible for achieving the results within the approved budget.
7. Oversee all business transactions and approve university payments.

Human Resources

8. Serve as the final authority for all university employees.
9. Approve all faculty (both permanent and adjunct) based on the shortlist provided by the search committee, scientific support staff and administrative staff hires, and make appointments and promotions.
10. Supervise and evaluate performance of all academic departments and administrative units in consultation with their supervisors.
11. Make employment and termination decisions and inform affected employees.

Academic Policy and Administration

12. Collaborate with and provide leadership to the University Senate in program planning, academic activities, and quality management.
13. Submit applications for accreditation and requested reports to AQ Austria to maintain Austrian accreditation as private university.
14. Cooperate with the University Senate, the Student Government Association, the Works Council, and committees of the university; respond to their recommendations.
15. Monitor graduate and undergraduate enrollments for institutional effectiveness.
16. Monitor, support and assess the academic quality of the research faculty via internal and external evaluations.

Marketing, Recruitment, Admissions

17. Approve the marketing plan.
18. Discuss common marketing issues with other Webster directors/rectors.
19. Support the Admissions Office to achieve student recruitment goals.

Webster University and Webster Network

20. In general, maintain relations with other members of the Webster network.
21. Maintain relationship with the Chancellor, President, Vice Presidents, and other senior executives of Webster University.

External Relations, Public Relations, and Development

22. Develop and maintain relationships with Vienna-based individuals from business, academia, government and international organizations, and diplomatic offices to promote the visibility and reputation of WVPU.
23. Engage with the Advisory Board.
24. Represent WVPU at all relevant academic regional and national agencies
25. Support fundraising activities and foster contacts with the alumni
26. Negotiate new university partnerships

3.2.5. Vice Rector

1. At the request of the University Council, the Rector initiates an international search for the position of Vice Rector. A select committee is established and shall consist of two representatives of the University Senate and two representatives of the University Council. The chairperson of the committee as a fifth member shall be appointed by the General Assembly. The final decision rests with the Rector and needs to be approved by the University Council.
2. In case of retirement or termination of the Vice Rector, the University Council, after receiving the opinion of the University Senate, asks the Rector to initiate an international search. Depending on the situation, the University Council jointly with the General Assembly can appoint an interim Vice Rector for a year before the term of a new Vice Rector starts.
3. The Vice Rector supports the Rector in all areas of responsibilities as determined by the Rector and cooperates with the other members of the Executive Board.
4. The Vice Rector is subject to the directives of the Rector in all matters.
5. The Vice Rector serves as vice-chairperson of the Executive Board and the stand-in for the Rector in the latter’s absence or incapacitation.

3.2.6. Head of Finance and Administration

1. The provisions pursuant to Section 3.2.5 concerning the appointment process, as well as procedures for resignation, dismissal, or permanent incapacity, are correspondingly applicable to the position of the Head of Finance and Administration.
2. The Head of Finance and Administration is responsible for implementing all aspects of budget and spending and for contracting with external suppliers of goods and services. The role also includes supervising marketing, student recruitment and admissions activities as well as the infrastructure services in student support, facility management, library, and information technology.

3.2.7. Heads of Academic Units

1. The heads of academic units are responsible for the successful operation of their respective units and associated programs in the areas of research, teaching, and service, academically and economically. They provide leadership in implementing the university’s development plans and policies and represent their unit internally and externally, coordinate the professional interests of their faculty and scientific support staff, and serve as the liaison between their unit and the university administration.
2. The heads of academic units report to the Rector. They are involved in strategic planning, in hiring and termination decisions of faculty and scientific support staff as well as in curricular and academic event planning and marketing-related activities.
3. Specifically, their duties and responsibilities are as follows:
   1. Assume overall responsibility for the goals, activities and budget of the department.
   2. Develop, implement and monitor a departmental research strategy in line with the university’s research plan.
   3. Plan and develop academic programs in cooperation with the University Senate.
   4. Assist in recruiting faculty and make teaching assignments.
   5. Evaluate performance and provide overall supervision of unit/program faculty and the scientific support staff.
   6. Contribute to the assessment, maintenance, and improvement in the quality of academic programs and research of the unit.
   7. Administer unit communication (e.g., meetings, website, intranet, social media etc.).
   8. Handle unit-related student grievances.
   9. Represent the unit at university events.
   10. Collaborate with the administrative units and support recruitment activities.
   11. Provide support to academic advising and faculty mentoring.
   12. Serve on committees of the university and contribute to university reporting.
4. The heads of academic units serve on a limited term appointment at the disposition of the Rector.

3.2.8. Heads of Administrative Units

1. Each administrative unit shown in the organization plan is led by an appointed head. The appointment is unlimited and reviewed annually. The heads report, as a rule, to a member of the Executive Board, whereas each member of the Executive Board is entitled to demand such reports from each of the heads.
2. The generic duties and responsibilities of the heads of administrative units are as follows:
   1. Oversee the operation of their respective unit for effectiveness and economic viability and support reaching the strategic goals of the university.
   2. Represent the unit internally and externally and liaise with different stakeholders to ensure the smooth operation of their unit.
   3. Provide leadership in implementing the university’s development plans and policies and serve as the liaison between their unit and the academic units.
   4. Supervise and engage in annual feedback dialogues with direct subordinates.

3.2.9. University Senate

1. The University Senate (Senate) represents the interests of faculty, scientific support and administrative staff, and students enabling them to participate in academic-strategic development and quality management of academic matters.
2. The Senate is composed of five members: two representatives of the permanent faculty, one representative of the adjunct faculty, one representative of the scientific support, administrative staff, and one representative of the student body. The Senate elects one of its permanent faculty members as its chair.
3. Permanent faculty denotes full, associate, assistant, and visiting professors, senior lecturers, and lecturers as well as the heads of academic departments who are not professors. Adjunct faculty are temporarily contracted external experts for course instruction. Scientific support and administrative staff denote all other employees.
4. Senate elections for the representatives of the permanent faculty, the adjunct faculty, and the scientific support and administrative staff are held every three years. Only the persons assigned to each of the various groups are entitled to vote. The student representatives are nominated by the Student Government Association (SGA) according to the rules of the Austrian Student Union (ÖH). For each member at least one substitute member is to be elected or nominated, respectively.
5. Any seats subject to election vacated prematurely before the end of a three-year period (e.g., through the termination of the member’s employment agreement or teaching assignment, retirement, relocation) will be appointed by the chair with approval of the Senate. For this purpose, the results of the last election will be consulted and substitute members will be given first consideration. Such appointments will expire at the end of the current period.
6. The role and responsibilities of the Senate, the election regulations, and the rules of procedure are described in its bylaws, which can be amended by a simple majority of the Senate members and need to be approved by the University Council following consultation with the Executive Board. The bylaws reflect the understanding that the responsibility and authority for the operation of the university are vested in the position of the Rector and the Executive Board.
7. The Senate shall be convened at least three times a year (ordinary meetings) and it may also hold extraordinary meetings at the request of the Rector or the majority of its members.
8. The Senate may discuss and formulate its opinion and proposals as to any issue regarding academic matters.
9. Provided that academic matters are concerned, the responsibilities of the Senate include but are not limited to:
   1. Comment on amendments to the Constitution as proposed by the Executive Board.
   2. Comment on the draft development plan drawn up by the Rector.
   3. Comment on the draft organization plan prepared by the Rector.
   4. Comment on the academic standards, develop thesis guidelines and regulations, including the regulations for a doctoral degree.
   5. Participate in the development and approval of curricula and shape the respective procedures by means of a structure. The Senate also functions as Curriculum Committee for undergraduate and graduate programs. In order to safeguard program coherence across Webster University, the Curriculum Committee works in conjunction with the Webster Graduate Council and the Undergraduate Curriculum Committee.
   6. Supervision of academic degrees.
   7. Involvement in appointment procedures as well as participation in the shaping and enactment of corresponding structures:
      1. Select two members of the University Council.
      2. Nominate two members of the Committee for the Selection of the Rector.
      3. Express an opinion on the Rector’s decision for the appointment of the other members of the Executive Board.
      4. Establish the search committee for the recruitment of full professors and nominate up to three academic members. The Senate holds the majority in such search committees.
      5. Nominate the members of the Working Group on Equal Opportunities.
      6. Eligible to apply to the University Council for the discharge from Office of the Rector or the other members of the Executive Board on the grounds of severe misconduct, conviction of a criminal offence, mental incapacity, health impairment, or loss of confidence on reasonable grounds.
10. The functions as per lit d, e, and f para iv are performed in consultation with the Rector taking into account the accreditation requirements and the responsibilities of the governing bodies.

3.2.10 Student Government Association

1. The Student Government Association (SGA) is an independently financed organization consisting of students holding official mandates (voting representatives) and offices operating according to the Federal Act on the Student Representative Organizations (Students’ Union Act 2014 – HSG 2014), relevant guidelines of the Austrian National Union of Students (ÖH), and the Constitution of the SGA.
2. The main goals of the SGA are the following:
   1. Representing individual and collective student interest vis-à-vis other interest groups at WVPU in a consensus and solution-oriented process.
   2. Improving student life by organizing events for both educational and entertainment purposes.
   3. The SGA is entitled to timely information from the Rector or Vice Rector on all matters affecting students and to submit proposals and express opinions to the Director. Representatives of the SGA meet with the Rector or Vice Rector four times per year.
3. The SGA is to be provided with appropriate office space and office supplies in accordance with applicable regulations.
4. The SGA nominates representatives for positions in WVPU bodies and committees according to procedures specified in its Constitution.

4.1. Diversity and Inclusion

WVPU recognizes that diversity and inclusion cultivate academic excellence. Diversity embraces all human differences while building on the commonalities. It serves to eliminate discrimination and exclusion based on gender, ethnicity, religion or conviction, age, sexual orientation, disability, or health issues. Inclusion affords faculty, scientific support and administrative staff, students, and community partners the opportunity to participate, regardless of differences. Diversity and inclusion is an involvement in expressive dialogue and offerings of distinct talent, thought and inquiry from individuals from various backgrounds. The institution understands that the success of each individual strengthens the community.

4.2. Equal Opportunity Employment and Affirmative Action (EOE/AA)

WVPU is committed to an active and sustained practice of EOE/AA, as it has been demonstrated within the global network of Webster University for decades, comprising:

1. Diversity in hires and promotions including active promotion of female junior researchers and teachers.
2. Assurance of fair and even representation of females and males in all units and functions.
3. Considering EOE/AA in all strategic and organizational developments.
4. Preventative measures against any sexual harassment.
5. Promotion and integration of gender topics in research and teaching.
6. Cooperation with institutions of concurrent commitment.

In all processes of decision-making, strategic planning, and structural organization, the consequences for women and men must be considered.

4.3. Working Group on Equal Opportunities

1. The University Senate shall establish a Working Group on Equal Opportunities (WGEO) responsible for combating gender discrimination as well as discrimination on the basis of ethnicity, religion or conviction, age, or sexual orientation by university governing bodies, and for advising and supporting the university’s members and governing bodies in connection with these issues.
2. The WGEO consists of four members which are elected by the University Senate for a period of three years. At least two of the members are women. The WGEO elects one of its members as its chair (Diversity Manager) by simple majority; the Diversity Manager acts as the coordinator of its actions and as the primary contact person for requests from outside.
3. The WGEO proposes to the Executive Board an Affirmative Action Plan for Managing Diversity and the Advancement of Women and monitors, after its approval, such action plan’s implementation. Annual Report on EOE/AA
4. Annually, the university shall present a report showing the status of EOE/AA including the distribution of gender, degree of part-time or full-time employment, income ratios, initiatives in diversity and inclusion, gender topics in research and teaching.

1. WVPU organizes scientific staff into permanent faculty (full professor, associate professor, assistant professor, visiting professor, senior lecturer, lecturer), adjunct faculty, and scientific support staff (tutor, Academic Services officer, Research Services officer, research personnel, librarian), whereby scientific support staff assist the teaching or research activities of the faculty.
2. Permanent faculty are required to carry regular teaching and service loads, including student mentorship, and thesis supervision, alongside producing research output in proportion to rank. Each permanent faculty member belongs to a specific academic unit and teaches in at least one accredited degree program.
3. Adjunct faculty are temporarily contracted for course instruction teaching in their specific fields of expertise. They are considered faculty members of the respective academic unit in which they teach for the duration of their assignment.
4. Scientific support staff are permanently or temporarily employed to provide academic services such as tutoring, laboratory assistance, and technical support, or have associated administrative, but no teaching assignments.

5. The details and procedures for the recruitment, (re-)appointment, promotion, ranks, workload and other rights and duties are described in the Guidelines for Appointment, Extension and Promotion of Faculty. In sum, the following rules and procedures apply:
6. The decision to establish chairs of any rank rests with the Executive Board in consultation with the University Council.
7. Any allocation of a chair that shall be occupied for a period longer than five years shall be determined by the development plan.
8. All open positions shall be advertised on the WVPU website and in publications in Austria and abroad. With their agreement, scientists who have not applied may also be included as candidates in the appointment procedure.
9. When appointing a member of faculty at the level of assistant, associate, or full professor, the following procedure applies:
   1. At the Rector’s initiative, the University Senate establishes a search committee consisting of the Vice Rector acting as chair, the Head of Human Resources, two permanent faculty members in the rank of full professor, one faculty member of another university, and one student.
   2. The search committee shall draw up a shortlist, giving reasons for its recommendation, and present them to the Rector.
   3. The Rector may select a candidate from the shortlist or remit the shortlist to the search committee if it does not include the most suitable candidates.
   4. Upon selecting the candidate, the Rector shall notify the Diversity Manager of the decision prior to the initiation of appointment negotiations. The Rector must consider any objection raised prior to making the final decision.
   5. The Rector shall conduct the appointment negotiations.
10. The procedures for all other cases of appointment, re-appointment, extension, and promotion are detailed in the Guidelines for Appointment, Extension and Promotion of Faculty.

1. Regulations pertaining to the legal conditions of being a student at WVPU are referenced in the University-Student Agreement (Ausbildungsvertrag) which includes provisions as to the rights and obligations of the university and the student, and protection of privacy. A sample agreement valid for all degree programs is published on the website of WVPU.
2. The agreement (in German and English) is presented to all admitted, incoming students immediately after they confirm their intention to accept a place and signed prior to registering for courses.
3. The agreement may be amended from time to time if Austrian legal requirements or university policy changes make it necessary.
4. General and program-specific admission and graduation requirements are part of the study program regulations for each accredited degree program and publicly available on WVPU’s Atlas Internal Information System.
5. The student rights, as described in the university’s University Student Agreement, comprise but are not limited to the following:
   1. Pursuit of studies as per the original Study Plan at enrollment
   2. Receiving education and academic support as outlined in the Study Plan and Regulations
   3. Reasonable access to university facilities, resources, and services for their degree program
   4. Timely access to information regarding their studies
   5. Fair and transparent evaluation of academic performance with the right to dispute results
   6. transfer of credits earned at other institutions and through experience, subject to requirements and approval
   7. Ability to opt out of the university's degree program at any time
   8. Ownership of copyrights of works created during coursework, while granting the university a limited usage license
6. In addition to the aforementioned rights, students are entitled to representation during Rector and faculty appointments (including a student representative on the search committee), as well as during the formulation and approval of curricula and quality management of academic programs. Students also have the right to participate in the creation to the development plan and in the creation of academic regulations and guidelines. This is facilitated through a student representative in the Senate and through consultation processes. Furthermore, students are encouraged to participate in departmental planning via their respective departmental representatives in the Student Government Association.
7. In addition to the aforementioned processes, the University will consult the entire student body twice a year, such as through town hall meetings. This consultation is in addition to ongoing quality assurance measures that consider student perspectives, such as course evaluations and focus groups.

8.1. Admission Regulations

1. WVPU aligns its admission regulations with that of its parent, Webster University, providing broad consistency of admission criteria across Webster University’s global network of campuses and extended sites. Application deadlines are posted on the website. Where they exist, limits on the maximum intake for any program are published on the website.
2. General and program-specific admission regulations and procedures are specified in the General Admission Requirements for Undergraduate/Graduate Programs section of the respective study program regulation.

8.2. General Examination Regulations

1. The criteria, details, and procedures regarding examinations, grading, and assessment as well as procedures to retake exams and/or dispute grades are described in the Study and Examination Guidelines.
2. The criteria, details, and procedures regarding theses, their supervision and assessment can be found in the Thesis Guidelines for Students.

8.3. Degree Program Management

In ensuring the quality of all degree programs at WVPU, the University Senate, Academic Department Heads, and the Executive Board share a collaborative responsibility. These entities operate within the framework of our comprehensive Internal Quality Management System, which is outlined in our Statement on Quality Management, to guarantee that each degree program imparts advanced knowledge in its respective discipline and develops the necessary skills and competencies for graduates.

The Senate takes the lead in developing new degree programs and approving curricular changes. This process is part of a broader, collaborative quality assurance system that includes a triannual external review of research activities, triannual assessment of learning outcomes, and course evaluations, and annual review of annual review of academic policies and procedures, among others.

The heads of academic units together with the University Senate evaluate and select adjunct professors on an annual basis and with their qualifications reported to Human Resources for transparency and record-keeping purposes.

The university’s quality management processes also value the voices of various stakeholders, including semi-annual meetings, surveys, and student focus groups. Regular planning sessions, including consultation with student government representatives, are integral to shaping the course offerings and teaching assignments.

Amendments to the Constitution may be initiated by the Rector or may be crafted upon request of the University Council or the General Assembly. Following a non-binding consultation with the University Senate, proposed amendments shall be presented by the Executive Board for joint resolution between the University Council and the General Assembly. For clarity, all constitutional amendments must adhere to Austrian law.

Approved by the University Council on November 20, 2020

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The Guidelines particularize the provisions stipulated in the Constitution of Webster Vienna Private University (WVPU). The university distinguishes among scientific staff and personnel whose tasks are primarily administrative in nature, hereafter referred to as administrative staff. WVPU organizes scientific staff into faculty and scientific support staff whereby the latter support the teaching or research activities of the faculty.

WVPU’s faculty consist of Permanent Faculty and Adjunct Faculty. The university’s permanent faculty ensure the integrity of its degree programs covering its core subject areas and guaranteeing the integration of teaching and research. The university’s roster of adjuncts bring in state-of-the-art practice in their fields of expertise. Permanent faculty are categorized according to the following titles: Full Professor, Associate Professor, Assistant Professor, Visiting Professor, Senior Lecturer, and Lecturer.

Table 1: Faculty categories

2.1. Permanent faculty

Permanent faculty are employed individuals who are required to carry a regular teaching and service load, including any mix of student advising, mentorship, and thesis supervision, alongside producing research output in proportion to rank. Each permanent faculty member belongs to a specific academic department and teaches in at least one accredited degree program. They are expected to mentor students, implicitly understand the details about the programs in which they teach, maintain regular office hours, regularly update records of research, and are expected to maintain a scholarly output in line with annual performance agreements reached between them and the chair of their department. All permanent faculty positions begin with an initial contract of limited duration. Upon successful review of performance, individuals holding permanent faculty positions receive open ended contracts. Permanent faculty are categorized into two groups: status-track and non-status-track categories.

Status-track faculty are professors. The term status-track represents the developmental nature of the respective position with assistant professor representing the formal starting point of a permanent academic career, associate professor representing an advanced track record of publications and recognitions, and full professor representing an advanced enough standing to play a leadership role among faculty helping to mentor both assistant and associate professors in advancing their academic careers. Regardless of rank, each individual holding the rank of ‘professor’ must have a doctoral degree or equivalent professional experience and has gone through the constitutionally appropriate appointment procedure.

The second group includes non-status-track categories of faculty including visiting professors, senior lecturers, and lecturers.

Permanent Faculty of any rank are expected to maintain an appropriate course load according to the needs of the department and university.

1. Professors

   The primary tasks of professors are in research and teaching whereby independent research, collaboration in scholarly/scientific projects, scholarly output, and undergraduate and graduate thesis supervision are considered obligatory. While teaching loads are not fixed per academic year, professors of any rank are expected to maintain an appropriate course load according to the needs of the department. Additional administrative and mentoring tasks are considered part of service records. Teaching loads are one component of a professor’s annual performance agreements.

   1. Professorial categories

      Assistant Professor: The assistant professor position is the starting point in the university’s status-track professorial ranking system. As such, assistant professors are expected to generate a combined body of increasingly relevant research output, grant proposals, teaching experience, and service sufficient to seek advancement to the associate level.

      Associate Professor: Associate professors are expected to perform at a more advanced scholarly level, mentor their assistant level colleagues, generate external funding, take on commensurately higher levels of service and leadership, including applying their experience to promote the research endeavors of students. To merit appointment or promotion, associate professors have in addition to the basic requirements for status-track faculty (doctorate or equivalent experience), post doctorate experience such as e.g. habilitation or equivalent professional experience.

      Full Professor: In addition to the basic requirements for status-track faculty, full professors require a habilitation or equivalent post-doctoral experience, and a distinguished, long-standing scholarly track record. They are tasked with the responsibility to contribute substantially to the scholarly/scientific development of the discipline, pursue larger, long-term grants and engage assistant and associate professors in setting and meeting their research, teaching and service goals.

2. Non-status-track faculty

   Non-status-track faculty include visiting professors, lecturers, and senior lecturers. Like their status-track colleagues, non-status-track faculty are responsible to teach among other subjects also those considered to be core competencies of their program’s subject area. Depending on their experience,

   they may be tasked with advising and are expected to generate research output on a limited and specified basis. Unlike their status-track-faculty colleagues, there is no assumption of advancement.

   Visiting Professor: The visiting professor position is a limited appointment reserved for external scholars who bring additional benefit to the university’s faculty and its students. The positions are reserved for advanced scholars with a distinguished, long-standing scholarly track record, or younger scholars engaged in specific research activities relevant to and in cooperation with the university’s faculties. Visiting professors must hold a doctoral degree or equivalent professional experience.

   Lecturer and Senior Lecturer: The lecturer and senior lecturer positions are allocated to accommodate a range of academics from early stage scholars engaged in doctoral or post-doctoral research to individuals dedicated primarily to teaching and have an established track record of teaching excellence to impart their knowledge to students.

3. Adjunct faculty

   Adjunct faculty are external lecturers contracted for course instruction on a limited basis for the duration of the course, including all final assessments, and who teach in their specific fields of demonstrated expertise. For the duration of their assignment, adjunct faculty are invited to participate in relevant activities and programs of the respective academic units.

   Adjuncts play an important role in all universities and WVPU relies on them to bring up-to-date real-life experience into the classroom. Therefore, their quality and commitment is one of the most essential resources for the success of the university. Depending on the level of the course assignment, adjunct faculty will hold an advanced degree in their field of expertise or equivalent tested experience in real-world situations relevant to the discipline in which they are teaching. Such credentials may include, but are not limited to pertinent certifications, years of advanced work experience, and publications.

3.1. Permanent faculty

The appointment, extension and, where appropriate, promotion of permanent faculty follows fixed procedures as described below.

1. Professors

   Those pertaining to the appointment of professors are set forth in section 5 of WVPU’s Constitution:

   1. The decision to establish chairs of any rank rests with the Executive Board in consultation with the University Council.
   2. The allocation of a chair to be filled for longer than five years shall be specified by the development plan.
   3. All open positions shall be advertised on the WVPU website and in publications in Austria and abroad.

   1. The selection committee and interview process

      All appointments of status-track faculty (professorial) positions follow a process by which an appointed selection committee evaluates candidates on the merits of track record, future potential, and performance in interviews, example lectures to students, and research presentations to faculty.

      For appointments of any rank, the Director (or in the case of a full professor, the University Senate) appoints a selection committee consisting of at least the Associate Director, the Head of Human Resources, and the head of the respective academic unit in which the hire is being made.

      In cases for ranks above assistant professor, the committee will also have at least one additional faculty member and a student representative.

      In the case of chairs for full professor, the selection committee also includes at least one external member with an appropriate rank from another university.

      The Associate Director serves as the committee chair and together with the head of the respective academic unit and the Head of Human Resources determines the initial group of candidates under consideration from which the committee members then select for initial interviews.

      Initial interviews may be held in person on site or via video conferencing modes where candidates are asked among other subjects to discuss their research agendas and teaching experience. After completing the first round of interviews, the committee then determines a short list of candidates to be invited on site to hold an example course-type lecture/seminar and present their research to a wider audience of faculty and students. Based on their performance and the evaluations of the other committee members, the chair of the selection committee prepares a recommendation and submits it to the Director who makes all final decisions (after consulting with the university’s Diversity Manager), and initiates negotiations to hire.

   2. ‌Full professors

      Given the seniority of the position, the appointment procedure for full professors differ from those of associate or assistant professors. When appointing a full professor, the following procedure applies:

      1. At the Director’s initiative, the University Senate establishes a search committee consisting of the Associate Director acting as chair, the Head of Human Resources, two permanent faculty members in the rank of full professor, one faculty member of another university, and one student.
      2. The search committee shall draw up a shortlist, giving reasons for its recommendation, and present them to the Director.
      3. The Director may select a candidate from the shortlist or remit the shortlist to the search committee if it does not include the most suitable candidates.
      4. Upon selecting the candidate, the Director shall notify the Diversity Manager of the decision prior to the initiation of appointment negotiations. The Director must consider any objection raised prior to making the final decision.
      5. The Director shall conduct the appointment negotiations.

   3. Associate and assistant professors

      When appointing an associate or assistant professor, the following procedure applies:

      1. The academic unit head together with at least one full professor of the unit, or, as the case may be, of a related unit, the Associate Director, and the Head of Human Resources, shall check whether the applications received meet the criteria stipulated in the advertisement, and assess the aptitude of the applicants for the advertised post of associate or assistant professor. Those applications which clearly do not meet these criteria shall be eliminated.
      2. The department head together with the Associate Director shall draw up a shortlist of the three most suitable candidates for the advertised position based on the opinions received, giving reasons for his/her decision. He/she shall state particular reasons in case that the shortlist contains less than three candidates.
      3. The Director shall select a candidate from the shortlist or remit the shortlist to the department head if it does not include the most suitable candidates.
      4. Upon selecting the candidate, the Director shall notify the Diversity Manager of the decision prior to the initiation of appointment negotiations. The Director must consider any objection raised prior to making the final decision.
      5. The Director shall conduct the appointment negotiations.

2. Non-status track faculty

   The appointment of visiting professors, lecturers, and senior lecturers is made at the discretion of the Director based on the recommendations of the Associate Director and the head of the respective academic unit. As in the case of professorial hires, the establishment and filling of those positions are planned and proposed by the Executive Board in the annual personnel plans.

3. Adjunct faculty

   The appointment of adjunct faculty follows its own procedure, and appointments are limited to the duration of their assignment. Adjunct faculty are appointed to teach courses directly related to their specific expertise and not those identified as core subject areas. WVPU ensures a rigorous selection process and a high standard of its adjunct faculty. Adjunct faculty candidates must have the appropriate academic credentials necessary for teaching at the level of the course assignment.

   Recruitment of new adjunct faculty is based on a systematic evaluation of the applicant’s CV by the respective department heads, followed by personal interviews.

   Procedurally, the heads of the respective academic departments nominate adjunct faculty for specific courses, usually one year in advance of their appointment as part of the curricular planning process. The contracting of the adjunct faculty member for the specific course is subject to the approval by the Director and Associate Director.

4.1. Permanent faculty

The appointment, extension and, where appropriate, promotion of permanent faculty follows fixed procedures as describe below.

1. Professors

   1. Extensions

      Extensions of initial, limited appointments of any professorial position require a positive qualification assessment, which is conducted by the Director in collaboration with the Associate Director, respective department head, and at least one external reviewer from another university. Qualification

      assessments are based on the quality of the research output and potential for further success as well as the teaching and service performance of the past years and includes an evaluation of the individual’s performance agreements. The final decision for an extension for any professorial position rests with the Director.

   2. Promotion

      1. Associate to full professor

         In exceptional cases, WVPU’s will consider promotions from the associate to full professor level on the basis of a formal application for promotion from the respective faculty member and a subsequent endorsement by the University Senate. All requests for promotion from associate to full professor are subject to a qualification assessment, which is conducted by the Director in collaboration with the Associate Director, respective department head, and at least two external reviewers from another university (selected by the Director from a roster of four nominees provided by the University Senate). Final decisions rests with the Director.

         Promotions to full professor may be subject to a competitive international call (see 3.1.1.2).

      2. Assistant to associate professor

         WVPU’s considers promotions from the assistant to associate professor level on the basis of a formal application for promotion from the respective faculty member. All requests for promotion from assistant to associate professor are subject to a qualification assessment, which is conducted by the Director in collaboration with the Associate Director, respective department head, and at least one external reviewer from another university.

         In order to be considered for promotion, assistant professors must have achieved an appropriate and internationally competitive scholarly track record normally including or equal to the Austrian habilitation. Nevertheless, final decision on the promotion from assistant to associate professor rests with the Director.

2. Non-status track faculty

   1. Extension

      Extensions of visiting professors, lecturers, and senior lecturers are at the discretion of the Director, Associate Director, and respective department head.

   2. Promotion

      Visiting professors, lecturers, and senior lecturers are distinctive appointments at the discretion of the Director and not subject to special promotion procedures. In exceptional cases, the Director may consider a promotion from lecturer to senior lecturer.

      There is no promotion procedure for visiting professors, lecturers, or senior lecturers to become assistant, associate, or full professors. However, any WVPU non-status track faculty member may apply for open positions when they become available.

3. Adjunct faculty

   1. Extension

      Adjunct faculty are appointed on an as needed basis and have no right to extension or further contract.

   2. Promotion

      There are no promotion procedures for adjunct faculty.

5.1. Permanent faculty

All permanent faculty are expected to generate on an annual basis a balance of teaching, research, and service to the university. However, only professors are required to meet a minimum annual scholarly output as part of their basic job descriptions.

1. Professors

   Professors of all ranks are expected to maintain an active, professional and appropriate research profile, maintain an appropriate course load according to the needs of the department and university as agreed in an annual performance agreement, and to maintain an appropriate annual scholarly output. Assignments in performance agreements may include any mix of research, teaching, and service. Independent research, collaboration in scholarly/scientific projects, and undergraduate and graduate thesis supervision are considered obligatory. All professors are expected to promote the research endeavors of students.

   Although the precise annual balance of teaching, research and service to the university are regulated in performance agreements, professors of any rank are expected at least to participate in externally funded research projects and meet the following minimum scholarly output standards:

   • Present at least one paper at an international conference per annum (published in peer-reviewed conference proceedings if available);
   • Produce at least one of any of the following:
     • Peer-reviewed articles and editorships in peer reviewed scholarly journals
     • Scholarly books (monographs as well edited volumes) that are peer-reviewed and published by established academic publishers
     • Book chapters which are peer-reviewed and/or published by established academic publishers

   1. Full professors

      Full professors are tasked with the responsibility to contribute substantially to the scholarly/scientific development of their field, mentor assistant and associate professors, maintain an appropriate course load, and pursue national and international grants. They are expected to:

      • engage assistant and associate professors in setting and meeting their research goals,
      • pursue research grants,
      • engage assistant and associate professors in on-going projects, and
      • contribute to the development of their scientific field of research via publications etc.

   2. Associate professors

      Associate professors are tasked with fostering the development of assistant professors and taking on increasingly responsible roles within the department, and maintain an appropriate course load. They are expected to:

      • directly apply for external project funds,
      • engage assistant professors in on-going projects, and
      • contribute to the development of their field of scientific research.

   3. Assistant professors

      Assistant professors are expected to establish an active, professional and appropriate research profile, maintain an appropriate course load according to the needs of the department as agreed in an annual performance agreement, and to maintain an appropriate annual scholarly output.

      They are expected to:

      • focus on academic output in the form of publications and conferences and
      • deepen integration in the respective scientific communities.

2. Non-status track faculty

   1. Visiting professors

      Visiting professors are expected to collaborate with WVPU faculty on generating scholarly output and enhancing the international reputation of the university, the precise terms of which are regulated in their limited appointment contract. In most cases, they will hold a workshop and, where possible teach or co-teach one or more courses.

   2. Senior lecturers and lecturers

      Senior lecturers and lecturers are not required to generate a minimum of scholarly output per year but are expected to carry an above average teaching load. They can act as thesis readers and are encouraged to do research.

   3. Adjunct faculty

      Adjunct faculty are not required to generate a minimum of scholarly output per year but are regularly evaluated on the basis of their expertise.

In order for faculty to advance their research, they may apply to be considered for up to 6-months research leave with full pay. The granting of sabbaticals is contingent upon budgetary considerations, the value of the research proposal for the sabbatical leave, and an evaluation of past performance agreements.

All employed faculty are eligible to request a sabbatical after five consecutive and uninterrupted years of full-time employment. Eligible employed faculty must request sabbatical leave at least six months prior to the planned leave. However, there is no legal entitlement for a sabbatical.

Published July 2024 and approved by the Executive Board and the Senate.

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Global citizenship, diversity and inclusion have been inherent to the mission of Webster University since its foundation in 1915. Founded as a college for female students by the Sisters of Loretto it has welcomed international students since 1919 and students of color since 1950. Therefore, realizing equal opportunities for all people regardless of their sex and gender, nationality or race is a core mission for the global network of Webster University with its main campus in St. Louis, USA.¹ Webster Vienna Private University (WVPU), the Webster campus located in the second district of Vienna, has manifested those fundamental principles in its own Constitution:

WVPU recognizes that diversity and inclusion cultivate academic excellence. Diversity embraces all human differences while also building on commonalities. It serves to eliminate discrimination and exclusion based on gender, ethnicity, religion or conviction, age, sexual orientation, disability, or health issues. Inclusion affords faculty, staff, students and community the opportunity to participate, regardless of differences. Diversity and inclusion involve expressive dialogue and offerings of distinct talent, thought and inquiry from individuals from various backgrounds.²

The Gender Equality Plan is a further milestone in the commitment of WVPU to improve gender balance and equal opportunities. To establish objectives, measures, timeline, and milestones in its Gender Equality Plan, WVPU follows the recommendation of Horizon Europe³, the European Institute for Gender Equality (EIGE)⁴, and the Austrian Federal Ministry for Education, Science and Research⁵ as well as best-practice examples provided by the latter⁶. Thus, it follows the five recommended content-related requirements:

• Work-life Balance and Organizational Culture
• Gender Balance and Leadership and Decision-making
• Gender Equality in Recruitment and Career Progression
• Integration of Gender Dimension into Research and Teaching Content
• Measures against Gender-based Violence and Sexual Harassment

Those five requirements also structure this plan: After presenting the structure of WVPU, the plan will provide for each of those five topic areas a strength and weakness analysis (1) for the definition of goals (2), then present the development and implementation of the measurements to realize those goals (3), and finally its annually monitoring and evaluation (4)⁷. However, being a living document that follows the ongoing cycle of Gender Analysis, Definition of Goals, Development and Implementation of Measurements, Monitoring and Evaluation, the future versions of this plan and its goals will be modified annually.

The results of the annual evaluation as the adaptation of the Gender Equality Plan (GEP) will be presented to employees during the biannual Staff and Faculty Information Meeting. To also integrate students in this process, WVPU will work closely together through regular meetings (at least one per semester) with its Student Government Association (SGA) which represents student interests and is in charge of the communication between student demands and other interest groups at WVPU.

Those stakeholders are first the executive board of WVPU (EB), the Research Services Officer and LEAR (RSO), the Human Resource Office (HR), the Senate and the Working Group for Equal Opportunities (WGEO). The EB consists of the Rector, Associate Director, and the Head of Finance and Administration who are also responsible for the final approval of the GEP. The Research Services Officer serves also as the LEAR for ERC- and Horizon Europe projects, and is therefore in charge of the development and evaluation of the GEP together with the expertise of the WGEO and HR. The WGEO consists of four members, two of which are female, and is appointed by the Senate. It is “responsible for combating gender discrimination as well as discrimination on the basis of ethnicity, religion or conviction, age, or sexual orientation by university governing bodies, and for advising and supporting the university’s members and governing bodies in connection with these issues.”⁸ Furthermore, the head of the WGEO serves simultaneously as appointed diversity manager. HR, Senate, RSO and WGEO are in charge for the implementation of the measurements in terms of organizing workshops, recruitment processes, statistics, invitation of external experts etc.

This GEP follows the by now established distinction between biological sex and socially constructed gender. Yet, since current employee population identify as either male or female, so as the sex assigned to them at birth, the tables in this GEP applies the binary model. However, it is needless to say, that WVPU welcomes all people regardless of their sexual orientation or gender identity.

¹ Webster University, Mission and History, https://www.webster.edu/about/mission.php (27.12.2023).

² WVPU Constitution, Section 4.1 Diversity and Inclusion, approved by the General Assembly in St. Louis, January 2024, https://www.webster.ac.at/documents/a2-constitution.pdf (12.07.2024).

³ European Commission (ed.), Horizon Europe Guidance on Gender Equality Plans (GEPs), Brussels 2021.

⁴ European Institute for Gender Equality (EIGE), https://eige.europa.eu/.

⁵ Angela Wroblewski, Leitfaden zur Entwicklung von Gleichstellungsplänen in österreichischen Hochschul- und Forschungseinrichtungen, Vienna 2022.

⁶ Angela Wroblewski (ed.), Dokumentation des 1. Trainings zur Entwicklung von Gleichstellungsplänen an Österreichs Hochschul- und Forschungseinrichtungen, Vienna 2023.

⁷ As recommended by Wroblewski 2022, 15–16.

⁸ WVPU Constitution 2024, § 4.3.

As of December 2023, WVPU employs 55 people across all units, of which there are 36 staff and 19 faculty members. The university consists of four academic departments (Business and Management, International Relations, Media Communications, and Psychology) and several administrative offices including an Admission and Advising office, Career Services, The Language Center, Student Resource Center, Marketing and Communication Offices, a Research Services Officer, Department Coordinators, a Finance Office, Facility Management, IT Services, and Human Resources Office. The governance follows the principle of subsidiarity and consist of the General Assembly in St. Louis, and — in Vienna — the University Council, Executive Board, University Senate, and the Advisory Board.

The gender balance is equal: Currently 26 women and 29 male are working at the University. However, while the overwhelming majority of the staff and scientific support staff⁹ are female (two Thirds), the opposite is true for the faculty (see Table 1). Therefore, it will be one aim to improve faculty and staff statistics to more equal ratios.

Table 1: Overview gender ratios of employed personnel at WVPU December 2023.

For students we can determine a majority of enrolled female students (Spring Semester 2024). This said, we see here a similar trend like in other private as public universities.

Table 2: Gender Ratio among the student body (excluding study abroad students) in the spring semester 2024

⁹ For convenience, scientific support staff and staff will be referred to as “staff” in the further course of the Gender Equality Plan.

Work-life balance means that all members of the University, be it staff, faculty or students are properly supported to reach their professional career and studying goals alongside their personal responsibilities in their private life. For faculty and staff, according to the guidelines WVPU offers flexible working hours, two or three (summer break) home office days per week, ten days work from anywhere (for full time employees). Faculty have five months of teaching-free time to focus on research. Furthermore, WVPU provides workshops with external experts on work-life balance such as time management, self-organization and stress reduction.

WVPU will conduct a survey in the AY 2024/25 on voluntary basis. The survey structure follows the suggestions by the Federal Ministry for Education, Science and Research¹⁰, and will include the expertise by HR. The results, measures and goals will be discussed and developed with all stakeholders, including faculty, staff, SGA and student body. All will be presented at the biannual Staff and Faculty meeting in Spring 2025 and during an assembly with the student body. Depending on the response rate, those surveys shall be repeated every two to three years.

Gender Analysis

Strength:

• Technical equipment and software for remote work;
• Home Office and Work from Anywhere;
• No company holidays;
• Works Council's agreement on flexible work hours;
• Part-time option.

Weakness:

• No actual data on the impact of remote working and flextime options on work-life-balance;
• More opportunities for people with care obligations (ie Blended Mobility Programs).

Goals

• Goal 1: Assessment of work-life-balance.
• Goal 2: Implementation of blended (mobility) programs (ie Erasmus+).

Measurements

Development:

• Surveys according to the recommendation by the Federal Ministry in with the expertise with the HR Office, SGA and external advisor;
• Blended mobility programs.

Implementation/Timeline:

• Summer 2024 — set-up and development of the surveys/research on blended programs for people with care obligations;
• Fall 2024 — survey;
• Winter 2024/25 — evaluation;
• Spring 2025 — presentation of results.

Stakeholders:

• Survey: HR, SGA, WGEO, external advisor;
• Blended Mobility Programs: RSO.

Evaluation

Steps:

• Evaluation of the survey and presentation of the results to the employees and students;
• New strength-and-weakness-analysis;
• Definition of new goals for the AY 2025/26;
• Implementation of Blended Mobility programs.

Stakeholders:

• General decision: EB;
• Survey: HR, SGA, WGEO, external advisor;
• Erasmus +: RSO;
• Feedback: Employees, students.

¹⁰ Wroblewski 2022, 32–36.

Currently, females are underrepresented in leadership and decision-making positions (see Table 2). Most females are in the Advisory Board and as heads of administrative units. It is therefore a central mission for WVPU to raise female share in those positions.

Table 3: Gender Ratio in Leadership Positions December 2023

As a first structural change, the new University’s Constitution (2024) will raise the number of chairs in the University’s Council up to five, of which women should occupy at least two.¹¹ To raise the numbers in future also in the other units, it is first necessary to identify the structural, institutional, and individual barriers existing for women. Here, too, a survey among the female employees might gain insights on those barriers. Aspects of this survey might include questions on the transparency for applying and selection for decision-making positions and the additional workload, and image of decision-making positions.¹²

Since focusing solely on raising gender quotas may unintentionally raise resistance by the employees and decision-makers, we will instead examine and lower present barriers, on transparent communication of the selection processes, and on encouraging females to apply for vacant leadership positions.¹³ Especially before the beginning of the application period for a position with leading responsibilities (ie Senate election, WGEO nominations, Heads of Units), an information campaign shall help to encourage females to apply. Since all leadership positions are currently filled, it is a realistic time goal to reach an equal gender share within the next five to ten years.

Gender Analysis

• Strength: First steps for a structural change already set.
• Weakness: Intransparent communication on selection and application process for leadership positions of top government bodies (EB, University Council, Advisory Board).

Goals

• Goal 1: Increase transparency in communication processes (AY 2024/25)
• Goal 2: Raising the number of women in leadership and decision-making positions to an equal share (next five to ten years).

Measurements

Development:

• Survey among female employees on barriers for applying for decisionmaking positions;
• Information program about application and selection process, workload within leadership positions.

Implementation/Timeline:

• Survey AY 2024/25;
• Information campaigns during the next one to five years, especially before application period of a certain position.
• Reaching equal gender balance within the next five to ten years.

Stakeholders:

• Survey: HR, SGA, WGEO, external advisor;
• Information campaign: HR, WGEO, external expertise.

Evaluation

Steps:

• Evaluation of the survey before the end of the AY 2024/25;
• Definition of goals and specific measures for trainings and information campaigns based on this analysis (to be defined in the updated GEP for the AY 2025/26);
• Evaluation of the effect of campaigns every three years, starting with 2026.

Stakeholders:

• General decision: EB;
• Survey: HR, WGEO, external advisor;
• Campaign feedback: Employees.

¹¹ WVPU Constitution 2024, § 3.2.1., par. 5.

12 We follow here closely the recommendation by EIGE, Gender Balance in Leadership and Decision Making, https://eige.europa.eu/gender-mainstreaming/toolkits/gear/gender-balance-leadership-and-decision-making (28.12.2023).

13 Ibid.

Females are also underrepresented in faculty positions at WVPU. Yet rather to implement set quotas due to the negative effects they might have on recruitment and career progression,¹⁴ we will focus again on changing structures and processes. We intend to reach this objective with regular workshops on gender biases and gender competence, the installment of the European Code of Conduct for the Recruitment of Researchers¹⁵, and the involvement of gender equality expertise in the recruitment and promotion committees by HR. ¹⁶

To that end, we agreed on constant evaluation of the advertising process of job vacancies. In addition, the faculty is encouraged to promote the job advertisement in their networks, social media, and share expertise where to best promote the advertisement. It goes without saying, that the application is open to all genders at any time and will not be prolonged for the above-mentioned reasons.

Just as equalizing the share of females in leadership and decision-making positions, we evaluate it as a realistic term to reach gender balance also in faculty positions within the next five to ten years. Considering the effective number of currently four females in the faculty, of which two are already full professors, measurements to equalize the number of female promotions within the faculty can only be defined after raising the number of women within the faculty body. Regarding vacancies for the head of the administrative units, we advertise the jobs internally and externally.

Gender Analysis

Strength:

• Transparent process for recruitment and promotion;
• Internal and external advertisement of job vacancies for unit heads;
• World-wide advertisement of job vacancies;
• International, English-speaking university;
• Excessive possibilities for Work-Life-Balance.

Weakness:

• Low rate of females with the faculty body leads to less promotion of females;
• No obligation for faculty to promote job advertisement within their network.

Goals

• Goal 1: Raising the number of women in faculty positions to an equal share (next five to ten years).
• Goal 2: Implementation of career development possibilities especially for females and people with care obligations (depending on reaching goal 1).

Measurements

Development:

• Constant evaluation of job advertisement;
• Visible inclusion of faculty to promote the job advertisement within their network;
• Workshops on gender bias and competence for stakeholders involved in recruitment and promotion.

Implementation/Timeline:

• Constant evaluation already ongoing;
• Mandatory workshops every two year with an external trainer for recruitment and promotion committees;
• Language bias reviews in recruitment processes.

Stakeholders:

• Evaluation: HR, WGEO, RSO, faculty;
• Workshops: WGEO, RSO, external trainer, stakeholders involved in recruitment and promotion.

Evaluation

Steps:

• Evaluation of advertisement process;
• Evaluation of the success rate of the workshops and inclusion of RSO or WGEO member in the recruitment and promotion committees (success indicators: raise of female applicants, hiring within the last 2-3 years?).

Stakeholders:

• General decision: EB;
• Advertisement: HR, WGEO, external advisor;
• Workshop success rate: HR, WGEO.

¹⁴ Ibid.

¹⁵ Euraxess, European Code of Conduct for the Recruitment of Researchers, https://euraxess.ec.europa.eu/jobs/charter/code (28.12.2023).

¹⁶ Again, we follow here the recommendation by EIGE, Gender equality in recruitment and career progression, https://eige.europa.eu/gender-mainstreaming/toolkits/gear/gender-equality-recruitment-and-career-progression (28.12.2023).

WVPU is committed to include gender dimension in both research and teaching. Already in the AY 2022/23 a €500 donated “Diversity in Teachings”-Award for honoring gender inclusion and diversity in teaching was implemented. Regarding research projects with third-party funding, the faculty must include gender dimension into their project proposal by regulations of most of the funding agencies (like the Austrian Research Fund, FWF). We perceive that faculty already are aware of gender dimensions not only as part of their research topics but also in composing their research teams by taking care of have an equal gender balance within those teams. If not already done so, we encourage our faculty to pay more awareness on sex and gender in their teaching by following the toolkit and questionnaire provided by GARCIA.¹⁷

WVPU has already a strong focus on gender dimensions in teaching. All departments offer courses which at least address gender aspects or are dedicated to female dimensions. Students from all genders participate in those courses and need to analyze the situation of women in the context of the respective topic of the course (like women in management positions).

Furthermore, we also recommend to include gender dimension into research and teaching content, where it did not happen yet, and the application of gender-sensitive language. ¹⁸ To beware the freedom of teaching and research, we will start awareness campaigns, and seek mutual talks as part of the biannual Performance Agreement Talks between Rectorate, Department Head and the respective faculty members (if any) who might be obviously unwilling to include gender dimension into their teaching. Furthermore, we demand a diversity and inclusion statement for recruitment.

Gender Analysis

Strength:

• Gender and female dimensions in teaching and research already present in all departments;
• Student of all genders present in courses dedicated to gender and female dimensions and conduct analytical work on those topics as part of the course assignment;
• Already existing incentives to include gender dimensions into teaching (Award);
• WGEO as focal point for the integration of gender-dimensions;
• RSO in charge to remind researchers to include gender aspects into their new research projects.

Weakness:

• No guidelines for gender-sensitive language;
• No transparent communication and guidelines about the benefits of implementing gender dimension into research and teaching.

Goals

• Goal 1: Gender aspects in every syllabus (next three to five years) and implementation of guidelines for gender-sensitive language.
• Goal 2: Gender aspects in every new research proposal (next three years).

Measurements

Development:

• Review of syllabi for gender content;
• Raising awareness for teaching and research topics in a positive way;
• Establishing guidelines for a gender-sensitive language.

Implementation/Timeline:

• Awareness campaigns every three years;
• Mutual talks between department head, top management and respective faculty member;
• Installing guidelines for gender-sensitive language.

Stakeholders:

• Awareness campaigns: HR, WGEO, RSO
• Syllabi review: WGEO, RSO
• Mutual talks: top-management, Department Head, RSO.

Evaluation

Steps:

• Evaluation of syllabi content every two to three years;
• Evaluation of the success rate of the awareness campaigns by regular evaluation of syllabi and research proposals as short surveys among faculty every three years about awareness campaigns, implementation of gender-sensitive language in teaching and research.

Stakeholders:

• Syllabi evaluation: WGEO, RSO
• Evaluation of success rate: RSO, WGEO, faculty.

¹⁷ Jovana Mihajlović and Ana Hofmann, Toolkit for Integrating Gender-sensitive Approach into Research and Teaching, Garcia Working Papers 6, https://eige.europa.eu/sites/default/files/garcia_working_paper_6_toolkit_integra7ng_gender_research_teaching.pdf, 29–32, 41–43.

¹⁸ We use here the EIGE toolkit: EIGE, Toolkit on Gender-sensitive Communication. A resource for policymakers, legislators, media and anyone else with an interest in making their communication more inclusive, Vilnius 2019.

WVPU has transparent procedures for reporting sexual harassment, discrimination, abusive behavior, or any form of misconduct. To this end, WVPU provides both informal as formal complaints procedures and multiple contact points within the organization. With the WGEO a central contact point is given to provide support and help for victims and develop further measurements if needed. Furthermore, under the hashtag #WeAreAllWebster, we launched a campaign for the inclusion of diversity. The above-mentioned guidelines for gender-sensitive language such as trainings shall support the sensitization of employees and students to reflect on language and behavior towards other genders. Regular surveys among students and employees shall help to monitor the success of campaigns and procedures against abusive behavior, violence, and sexual harassment. For matters of efficiency, those surveys will be integrated into the above-mentioned questionnaires. The evaluation of the results will lead to the reform of those processes and set of new targets.

Gender Analysis

Strength:

• Procedures manifested in the Constitution
• Clear guidelines in case of violence and harassment;
• WGEO as central contact point;
• EoE — Equal Opportunity Employment in the Constitution, and annual employment report of events and developments for AQ Austria;
• Diversity campaign and events (ie Women Week around March 8).

Weakness:

• Sustainability of the measurements no yet given;
• No institutionalized training.

Goals

• Goal 1: Establish sustainable measurements and survey among employees and students (next year).
• Goal 2: Mandatory training (next two years).

Measurements

Development:

• Survey among employees and students regarding the experience of abusive behavior and language.

Implementation/Timeline:

• Mandatory awareness training every two to three years for all employees and students (also open for adjunct faculty on a voluntary basis);
• Installing guidelines for gender-sensitive language.

Stakeholders:

• Awareness training and Survey: HR, WGEO, RSO
• Reporting: WGEO, EB.

Evaluation

Steps:

• Evaluation and reform of the reporting process every two to three years (depending on the need);
• Evaluation of the surveys to define new strength-weaknesses and goals.

Stakeholders:

• Reporting Evaluation: WGEO;
• Survey evaluation: WGEO, HR.

Euraxess, European Code of Conduct for the Recruitment of Researchers, https://euraxess.ec.europa.eu/jobs/charter/code (28.12.2023).

European Commission (ed.), Horizon Europe Guidance on Gender Equality Plans (GEPs), (Brussels 2021).

European Institute for Gender Equality (EIGE), https://eige.europa.eu/.

EIGE, Toolkit on Gender-sensitive Communication. A resource for policymakers, legislators, media and anyone else with an interest in making their communication more inclusive, Vilnius 2019.

Jovana Mihajlović and Ana Hofmann, Toolkit for Integrating Gender-sensitive Approach into Research and Teaching, Garcia Working Papers 6, https://eige.europa.eu/sites/default/files/garcia_working_paper_6_toolkit_integrating_gender_research_teaching.pdf, 29–32, 41–43.

Webster University, Mission and History, https://www.webster.edu/about/mission.php (27.12.2023).

WVPU Constitution, Section 3.1 Diversity and Inclusion, approved by the General Assembly in St. Louis, January 2024, https://www.webster.ac.at/documents/a2-constitution.pdf.

Angela Wroblewski, Leitfaden zur Entwicklung von Gleichstellungsplänen in österreichischen Hochschul- und Forschungseinrichtungen, Vienna 2022.

Angela Wroblewski (ed.), Dokumentation des 1. Trainings zur Entwicklung von Gleichstellungsplänen an Österreichs Hochschul- und Forschungseinrichtungen, Vienna 2023.