5. Interviewees identified the gap that can occur between intention and delivery. While there is a general respect for gender inclusion, and a gender policy might exist, this is not always translated into culture and practice. When gender activities are carried out, they can be piecemeal and lack integration across the organisation. 6. While NHRIs have formal or informal gender specialists, it was noted that not all personnel understand, or recognise, that their role requires the mainstreaming of gender. Several NHRIs interviewed mentioned the difficulty and challenge of changing mindsets and building a culture of being deliberate about factoring gender into all aspects of a NHRIs activity. 7. NHRIs appear not yet fully conversant with what it means to apply a gender lens (or use a gender analysis) to plan, design, deliver and monitor their work. 8. Noted as good practice was a policy for the equitable allocation of governance and senior leadership roles across genders, and that this policy must be bold enough to make a difference. (That is, a policy to have ‘at least’ one female representative would not change the gender ratio.) Some NHRIs undertake leadership development for female staff and an affirmative action policy to increase the numbers of women in leadership positions. 9. Interviewees were in agreement that having a Commissioner/Ombuds and/or senior staff as gender focal point, with an associated resourced and mandated unit, was essential for ensuring a NHRI upholds its gender equality responsibilities. This is a resource challenge for small offices that are not able to have someone, or a unit, solely focused on gender. However, as noted, for these NHRIs gender can be a component of focus alongside other portfolios. (This is the practice of the APF Secretariat, for example.) 10. Partnering with others working on gender equality can increase the NHRIs impact – particularly for, but not exclusive to, smaller NHRIs with fewer resources. 11. NHRIs generally have gender-related human resource management policies such as sexual harassment, special family-related leave – extended lunch hours etc particularly for new and/or breastfeeding mothers. Two NHRIs extend child-related leave allocations to fathers and other care-givers. Others include gender in the organisation’s Code of Conduct. Gender equality is also a component of induction and capacity development programmes in several NHRIs. 12. It is less common for NHRIs to gender mainstream more generic human resource management policies such as recruitment, position descriptions, performance assessments, remuneration levels, and promotion and retention. 13. It appears that gender budgeting is a little understood and challenging area. 14. Monitoring and evaluation processes need strengthening. While most NHRIs report gender disaggregated data (notably their complaints data, or the participants of activities) there appears to be little understanding, or reporting, of how these activities impact on the outcomes for women, men and gender diverse people and on the progression of gender equality. Gender Baseline Assessment of NHRIs in the Asia Pacific region – July 2024 35