5. 68% of NHRIs (17) indicated that they are ‘reasonably able’ or ‘not able’ to progress gender equality and would welcome, or required, capacity development. 6. One NHRI indicated that gender is not considered in strategic decision-making processes, while 80% of NHRIs (20) said that it is considered most, or all, of the time. 7. 56% of NHRIs (14) have a designated gender equality division, unit or focal person. Two of the three NHRIs who indicated ‘other’, reported alternative mechanisms. 8. Two NHRIs indicated that gender is not considered in resource allocation decisions, while 58% (14) said that gender is considered most, or all, of the time. 9. One NHRI indicated that gender is not considered in its values, structures, systems and processes, while 80% (20) said that gender is considered most, or all, of the time. 10. One NHRI indicated that gender is not considered in its human resource management policies and practices, while 84% (21 NHRIs) said that gender is considered most, or all, of the time. 11. One NHRI indicated that gender disaggregated data is not collected or reported, while 68% (17) said that it is collected or reported most, or all, of the time. 12. One NHRI indicated that a gender lens is not applied to external work, while 76% (19) said that a gender lens is considered most, or all, of the time. 13. 80% of NHRIs (20) indicated that they provide specific initiatives aimed at progressing gender equality. (This includes both internal and external activities as overviewed below.) 14. Six NHRIs are not yet providing internal gender-based capacity development. 15. NHRIs identified many examples of work they are doing to progress gender equality including capacity building programmes, ensuring equitable participation, protecting against gender-based discrimination and violations, reporting and making recommendations, gender focal point/divisions, and mainstreaming gender into their operations and environment. 16. The key areas indicated by NHRIs to improve their practice were: • assigning responsibility to a person with a senior mandate and supported by a unit, if appropriate, adequate resourcing (incl. budget) and buy-in from throughout the NHRI, • undertaking a review/audit of their NHRI and developing an action plan, • providing capacity development, making it mandatory and part of staff performance, • incorporating gender into all corporate documents and priorities, and • mainstreaming a gender perspective across all functions and operations. Detailed findings The following graphs and summaries provide a ‘per survey question’ response collated across all NHRIs. The graphs show the percentage of NHRIs for each response. The number of NHRIs is commentated and, where appropriate, weighted average scores are identified. The qualitative survey responses are summarised into the most common high-level findings. Gender Baseline Assessment of NHRIs in the Asia Pacific region – July 2024 25