Follow-up action on the gender audit’s recommendations is crucial and this is where the ownership of the audit by the Work Unit/Offi ce is important in advocating, intervening and scaling up action. Often a gender audit works as an entry point for discussing wider substantive and operational concerns. Several “beyond gender” issues become highlighted, such as the organizational culture of overwork; long hours at the offi ce; time pressures; the ‘bead curtain syndrome’ (where people are only in contact vertically with their superiors and peers); and the lack of proactive structures for sharing, learning and adapting. These features in an.
