Indicators 1.1 Integration of gender into strategic statements, actions plans, and decision-making and reporting processes 1.2 Inclusion of gender equality strategies, priorities and practices 1.3 Balance of gender representation at the senior leadership level 1.4 Designated leadership responsibility for the gender equality portfolio 1.5 Designated divisions, unit or work programme focused on gender equality. It appears that most NHRIs integrate gender into their strategic statements, action plans and annual reports. Eighty percent (20) of the 25 survey respondents said that gender is considered most, or all, of the time. Evidence of this was found in the public documents of the 24 NHRIs who were part of the document review. Seventeen NHRIs (70.8%) included reference to gender in their strategic plans and annual reports. While it was evident that many NHRIs have policies promoting gender mainstreaming internally, and in their external activities, practices appeared to be ad hoc and inconsistent. Survey respondents and interviewees noted that gender activities can be piecemeal and lack integration across the organisation. The difference in gender composition of commissioners and staff combined across all NHRIs is between 6% and 40%2, with females compared to males being the smallest grouping in all categories – commissioners, senior staff and junior staff. The largest gender difference (40%) is with Chair positions (there are some NHRIs who have always had a male Chair), followed by the senior staff group at 16%, all commissioners at 12%, and junior staff at 6%. Of note are the 13 staff (0.05%), involving three NHRIs, who identify as ‘other’. These 13 staff are all found in the junior staff group. Some NHRIs have a policy for the equitable allocation of governance and senior leadership roles across genders. However, it was noted that the policy must be bold enough to make a difference. As one NHRI indicated, a policy to have ‘at least’ one female representative will not change the gender ratio, nor achieve a gender balance. Some NHRIs undertake leadership development for female staff and others go further by having an affirmative action policy to increase by special measures, the number of women in leadership positions. Most NHRIs have individual commissioners or staff within the organisation who have expertise in promoting gender equality. Fourteen NHRIs (just over half) have a designated gender equality division, unit or focal person. Two NHRIs indicated alternative mechanisms to ensure gender is mainstreamed into their organisations. Where NHRIs have a gender focal point, and/or unit, activities appear more focused and comprehensive, particularly when guided by an organisational gender strategy. Conversely 2 APF Annual Member Survey 2024 Gender Baseline Assessment of NHRIs in the Asia Pacific region – July 2024 8