A Force for Inclusion

Defence Diversity and

Inclusion Strategy
2018 – 2030
Our vision:

Defence harnesses the

power of difference to deliver
capability that safeguards our
nation’s security and stability
Contents
Section Page

SofS Foreword 5
Foreword 7

1. Introduction 9
1.1 Purpose of this Strategy 10
1.2 Context for the Strategy 10

2. Our Future Ambitions 15

2.1 D&I Vision and Goals 15
2.2 Objectives and Commitments 16

3. Realising our ambitions 19
3.1 Priority Area 1: Mainstreaming D&I within the Defence Operating Model 19
3.2 Priority Area 2: Mainstreaming D&I in Defence culture and behaviours 20
3.3 Priority Area 3: D&I policies and guidance 22
3.4 Priority Area 4: Outreach 22

4. Implementation 23
4.1 Delivery Planning 23
4.2 Governance 23
4.3 Performance Reporting 24
4.4 D&I Delivery Board 24
4.5 Resourcing 24
4.6 Equality Analysis 24

Quotes 25
4 A Force for Inclusion
SofS Foreword
I take great pride in introducing Defence’s new Defence Board I will be personally monitoring
Diversity and Inclusion Strategy 2018-2030 – progress against the new Strategy, and will
‘A Force for Inclusion’. I am passionate about be holding senior leaders to account for their
championing inclusion throughout MOD, across performance. Ministers, senior military officers
the Armed Forces and in Parliament. The richness and civilian leaders all have an essential role
of our nation comes from the different cultures, to play in driving change in the organisation,
backgrounds, beliefs and perspectives reflected including by being visible and vocal advocates.
in our society. And it is absolutely right that our
Armed Forces and Civil Service should reflect the I look forward to working with colleagues across
society that it exists to defend. Defence to build on the current momentum
and to ensure we are a force for inclusion that
As well as the clear moral case for action, will safeguard our nation’s security, stability
diversity and inclusion is critical to Defence’s and prosperity.
ability to safeguard our nation’s security,
stability and prosperity. A diverse and inclusive
organisation is a stronger, healthier and more
resilient organisation. Our success as an
organisation is dependent on our ability to
harness the diversity of thought, skills and
talents within society. We will only meet current
and future security challenges and threats if we Gavin Williamson
draw on, and encourage the different strengths Secretary of State
and perspectives of Service personnel and civil
servants throughout Defence.

That is why we need this ambitious new 2018-30

Strategy, to which I am delighted to put my name.
It will drive significant change by ensuring that
diversity and inclusion is at the heart of everything
Defence does.

I have been impressed since joining Defence by

the level of leadership commitment to promoting
diversity and inclusion, and I am determined
that this should continue apace. As Chair of the

Defence Diversity and Inclusion Strategy 2018 – 2030 5

6 A Force for Inclusion
Foreword
We strongly believe that Diversity and inclusion outreach into the wider community. We are also
is critical to Defence achieving its mission. That’s publishing challenging military and civilian Levels
why we’ve set out an ambitious new vision and an of Ambition against the key objectives.
innovative strategy for achieving this.
An important component of this strategy is to
We have made good progress on diversity make diversity and inclusion part of normal
and inclusion since our previous strategy was business culture and behaviours. This must be a
published a few years ago. We have placed a key priority for everyone. The Whole Force – our
particular importance on inclusive leadership Service personnel, Civil Servants and contractors
and culture, and now have strong and visible – are expected to play their part in making a
commitment from across the top of Defence, difference to the living and working experience of
as well as a thriving group of staff networks, everyone in Defence.
advocates and champions. We have also removed
historic institutional barriers to increasing diversity Through our individual and collective actions we
throughout the organisation, such as opening up will build a Defence culture in which everyone can
all combat roles in the Armed Forces to women flourish, and reach their potential.
for the first time and changing legislation to enable
more flexible working for Service Personnel. Thank you for taking the time to read this
Strategy. We encourage everyone in Defence to
The challenging vision, goals, objectives and take active steps to help us achieve our vision. We
commitments in this strategy clearly set out are all responsible for ‘harnessing the power of
where we want to see change: building a more difference to deliver the capability that safeguards
inclusive workplace for all; increasing diverse our nation’s security and stability’.
representation at all levels; and improving

Stephen Lovegrove Sir Nick Carter

MOD Permanent Secretary Chief of Defence Staff

Defence Diversity and Inclusion Strategy 2018 – 2030 7

8 A Force for Inclusion
1. Introduction
Defence is increasingly challenging itself
to become a more diverse and inclusive Defence People Vision
organisation. This is not just the right thing to do
from a moral perspective, there is a clear business Defence outputs delivered
imperative for acting: diversity and inclusion (D&I) by the right mix of capable
contributes directly to operational effectiveness.
A diverse and inclusive organisation is a and motivated people that
stronger, healthier, more cohesive and resilient appropriately represent the
organisation. D&I drives performance, increases
creative thinking and reduces the risks of group
breadth of the society we
think - all of which are mission critical to meeting exist to defend, now and
today’s security challenges and threats. in the future
D&I is relevant to everyone in Defence. It is about
creating and sustaining an environment where
people feel able to be authentic in the workplace;
where everyone’s needs are considered; and DPSO
where people feel respected and able to achieve
their full potential. The Whole Force - our Service
To develop a more inclusive
Personnel, Civil Servants and contractors - culture within Defence
are expected to play their part in building an and a more diverse
organisation where difference is valued, and where
every individual has a positive lived experience. workforce at all levels

In 2015 we articulated our ambition to deliver We have been working across Defence to
a step-change in D&I within a 2015‑2020 D&I deliver this vision and objective through a set of
strategy. This committed us to contributing actions focussed on:
to the demanding Defence People
Vision and Defence People Strategic Objective 5 • Leadership and culture change
(DPSO), which are contained within the Defence
People Strategy. • Recruitment

• Retention/Progression

• Outreach

This work has been driven by a pan-Defence

Diversity and Inclusion Programme (DDIP), with
the Chief of Defence People (CDP) as the Senior
Responsible Owner.

Defence Diversity and Inclusion Strategy 2018 – 2030 9

1.1 Purpose of this Strategy 1.2 Context for the Strategy

It is good practice at the mid-point of any 1.2.1 Definitions

strategy’s delivery to assess progress and the
way ahead. A review of our 2015 strategy has The following understanding of the terms
therefore been undertaken to determine whether ‘diversity’ and ‘inclusion’ have informed the
it is still focussing on the areas of activity that development of this strategy.
will have the maximum possible impact on D&I
in today’s environment. We are proud of what
we have achieved so far on D&I, but we want to
ensure that we have a strategy that will deliver Diversity…
substantial improvements in the years ahead.
The ways in which we all differ
This renewed 2018-30 D&I Strategy is the result of including (but not limited to)
that review. It is structured as follows: our race, ethnicity, religion,
• Section 1 sets out the context for the beliefs, physical attributes,
renewed strategy disabilities, sex, gender
• Section 2 describes our future ambitions
identity, sexual orientation,
for D&I in Defence age, socio‑economic
background, life
• Section 3 sets out how we intend to achieve
those ambitions
experiences (including
marriage, civil partnership,
• Section 4 explains how we intend to pregnancy and maternity),
implement the strategy
skills and the way we
think and do things.

Inclusion…
The action of embracing
these differences. Inclusion
is about valuing and
harnessing people’s unique
backgrounds, talents,
perspectives and insights for
the benefit of individuals and
the organisation.

10 A Force for Inclusion

1.2.2 Drivers central to Defence’s ability to protect the nation.
Specifically, a focus on D&I will:
Five contextual drivers have informed the content
of this renewed strategy: • Build stronger, cohesive teams and improve
decision making by harnessing the diversity of
• The benefits of D&I thought, skills and innovation that comes with
a more diverse and inclusive workforce and
• The current Defence D&I position through enabling people to fulfil their potential.

• The wider Defence context • Create a more engaged and motivated

workforce, which should increase retention,
• Civil Service and external D&I initiatives wellbeing and performance.

• Equality legislation • Enable Defence to better access and

recruit talented individuals from across the
Benefits of D&I whole of society.

There is a clear moral case for D&I. It is absolutely • Generate greater levels of cultural
right that our Armed Forces and Civil Service should understanding amongst our people, which will
appropriately reflect the society we exist to defend, aid overseas operations and ensure Defence
and that all Defence people should feel valued, remains fully engaged with the British society it
respected and able to achieve their full potential. serves and protects.

Becoming more diverse and inclusive is not • Improve the reputation of Defence.
just the right thing to do for individuals, it is

Defence Diversity and Inclusion Strategy 2018 – 2030 11

Current Defence D&I position • These actions have had a positive impact on
D&I in Defence. For example we have seen:
An understanding of the current D&I position
in Defence has played a large part in informing »» Increases in representation across the
where we should go next. This understanding has protected characteristic groups for
been obtained through an analysis of our progress Civil Servants.
against the actions contained within the DDIP »» The Armed Forces have increased the
and our performance against existing objectives percentage of women and Black, Asian
and targets. Workshops and consultations with and Minority Ethnic (BAME) personnel as
Defence D&I stakeholders have supplemented a step towards their 2020 Government
this evidence. recruitment targets.
»» Armed Forces Continuous Attitudes Survey
The key findings and conclusions from this
(AFCAS) scores for ‘feeling valued’ are
analysis include:
higher for BAME personnel than non-
BAME personnel, and men and women
• Defence has taken a wide range of actions
score equally with regard to ‘being treated
to improve D&I over the last few years
fairly at work’.
(see box below).
• Despite this positive news, we still have
a lot of scope for improving our D&I
performance. For example:
Examples of actions:
»» In the military, BAME and female
• Increased senior leadership commitment representation is still very low (particularly
to D&I through action plans, D&I at senior levels).
objectives and advocacy »» In the Defence Civil Service, our female,
BAME and disability representation is
• Inclusion of D&I in performance low compared to the wider Civil Service
reporting processes (particularly at senior levels).
»» In the military, we are just beginning to
• Mentoring and development schemes
develop an understanding of the Armed
Forces population with a disability.
• Legislation to allow flexible working in
the Armed Forces • There is also scope for improving our strategic
approach to delivering D&I:
• Reinvigoration of staff networks and the
role of champions »» Whilst our existing strategy sets
challenging objectives, there is a
• Increased engagement/attraction activity need for greater clarity on our specific
to support delivery of Armed Forces levels of ambition.
diversity recruitment targets »» The way forward for D&I must recognise
that a ‘one size fits all’ approach
• Role modelling and to delivering D&I is not appropriate
declaration campaigns to an organisation as large and
complex as Defence.
• Communication campaigns

12 A Force for Inclusion

»» There is a need to continue to use evidence »» Governance and holding to account
to develop the policies and initiatives arrangements need to be strengthened
developed in support of this strategy. This and simplified.
will include findings from benchmarking
»» In developing a way forward, we need
exercises, best practice from external
to identify, and find ways to tackle, the
organisations and other government
structural and cultural barriers to improving
departments, reports such as the Chilcot
our D&I performance.
report and our own D&I performance and
research and People survey data.
The wider Defence context
»» There needs to be a much greater focus on
embedding D&I as part of normal business Defence is a large and complex organisation and
and making it part of the culture and we recognise that it will take time to deliver our
behaviours of the whole organisation. D&I ambitions fully. This is reflected in the long-
»» We need to continue to work to ensure our term 2030 timescale for this strategy.
policies and processes take account of D&I
opportunities and impacts. We also recognise that the strategic Defence
context will alter over the next 12 years and
»» We need to ensure that inclusion is more have therefore sought to develop a high-level
firmly embedded in Defence culture way forward that can remain consistent for this
and behaviours. time period, whilst at the same time allowing for
specific levels of ambition and implementation
activities to change.

Defence Diversity and Inclusion Strategy 2018 – 2030 13

Civil Service and external D&I initiatives Equality Legislation

This strategy has not been developed in isolation. The strategy is underpinned by Equality
It takes account of D&I best practice in the wider legislation. The Equality Act 2010 legally protects
public and private sectors. people from discrimination in the workplace and
in wider society.
It has, for example, been influenced by the
development of the new Civil Service D&I Following the Act coming into force, a specific
Strategy and its focus on delivering inclusion legal duty was imposed on public authorities to
as means of attracting, retaining and utilising a have ‘due regard’ to the need to:
diverse workforce.
• Eliminate unlawful discrimination, harassment
Specifically, the Civil Service strategy is focussed and victimisation and any other conduct
on the Civil Service becoming the ‘most inclusive prohibited by the Act.
employer in the UK by 2020’ through two
key areas of work: • Advance equality of opportunity between
people who share a protected characteristic
• Building the Civil Service’s reputation and and those who do not.
culture as a place that attracts and develops
the best and most diverse talent possible. • Foster good relations between people
who share a protected characteristic and
• Increasing the representation of currently those who do not.
under-represented groups at all levels within
all parts of the Civil Service. This general duty covers the nine protected
characteristics: age, disability, gender
The Civil Service D&I strategy does not cover all reassignment, pregnancy and maternity, race,
of MOD’s workforce. This Defence D&I Strategy religion or belief, sex and sexual orientation and
is necessarily different in aspects, as it covers all marriage or civil partnership status. The Armed
our people, including Service Personnel and the Forces are exempt from certain protections
Ministry of Defence Police. contained in parts of the Act, such as its age and
disability discrimination provisions.
This Strategy also links to wider Civil Service
initiatives such as the Mission Critical inclusion
toolkit developed for the national security
community. This will provide an important
resource for us to draw on as we seek to
implement the priority areas of activity set
out in Section 3.

14 A Force for Inclusion

2. Our Future
Ambitions
The remaining parts of this strategy set out We will achieve this vision by focussing on
a response to the context outlined in the three strategic goals:
previous section.

2.1 D&I Vision and Goals Goal 1

The renewed way forward for D&I in Defence To be an inclusive employer
is based on delivering a vision that reflects where all staff can fulfil their
our recognition that the recruitment, retention potential and feel confident
and inclusion of individuals with diverse skills,
perspectives and backgrounds will bring that their unique perspectives
real strength to the organisation, wider Civil and talents will be valued
Service and society.

Our vision is that:

Goal 2
Defence harnesses the To be an organisation that,
power of difference to deliver at all levels, appropriately
capability that safeguards our represents UK society
nation’s security and stability.

Goal 3
To be recognised as a force
for inclusion in wider society

Defence Diversity and Inclusion Strategy 2018 – 2030 15

2.2 Objectives and Commitments Until such time as these metrics and standards
are published, we will monitor Single Service and
We will understand whether we are making Civil Service scores against relevant inclusion
progress towards this vision and our goals by related questions in the following surveys:
measuring progress against the objectives and
supporting commitments set out below. These • Armed Forces Continuous Attitude
focus on the areas to which we need to pay most Survey (AFCAS)
attention in order to ensure we are having the
greatest impact on our D&I performance. • Reserves Continuous Attitude
Survey (RESCAS)
The complexity of Defence means that different
parts of the organisation will be able to achieve • People Survey
very different levels of performance against
these objectives and commitments. Specific, Objective 2 – Understanding the
measurable and achievable 2030, 2025 and 2020 diversity of our people
levels of ambition will therefore be set for each
Defence organisation. These will be reviewed By 2030 we want at least 98% of Service
periodically to ensure they take into account the Personnel and Civil Servants to have recorded
changing Defence and external context. personal diversity data3 for ethnicity, gender,
sexual orientation, religion/belief and disability.
There are some objectives and commitments for
which we cannot currently collect data. The baseline Objective 3 – Eliminating bullying,
for these will necessarily be later than 2018. harassment and discrimination

2.2.1 Key Strategic Objectives in By 2030 we aim to have achieved significant

support of Goal 1 reductions in bullying/harassment/discrimination
(measured through scores reported in the AFCAS/
RESCAS and People Survey).
Goal 1
To be an inclusive employer
where all staff can fulfil their
potential and feel confident
that their unique perspectives
and talents will be valued

Objective 1 - Engaging and valuing

Defence People

By 2030 we aim to achieve significant1

improvements in Single Service and Civil Service
performance against the Cabinet Office’s inclusion
metrics and standards2.

1 The term ‘significant’ in all objectives/commitments will be defined by specific and measurable 2030, 2025 and 2020 levels of ambition.
2 These are due to be developed by 2020
3 Positive declarations excluding “prefer not to say”

16 A Force for Inclusion

2.2.2 Commitments in support of Goal 1 • All Service Personnel and Civil Servants being
held to account for D&I in their performance
By 2030 we aim to have achieved: reporting processes (by 2020).

• Significant reductions in the gap between • Improved recognition of Civil Service and Single
scores for men and women; BAME and non- Service D&I performance in relevant external
BAME; Lesbian/Gay/Bisexual (LGB)4 and diversity, inclusion and equality indexes.
heterosexual; disabled and non-disabled
for the AFCAS, RESCAS and People Survey • Reductions in any gender and BAME pay gap
questions in objectives 1 and 3. for Civil Servants and Service Personnel.

• Significant reductions in gaps between annual 2.2.3 Key Strategic Objectives in

appraisal performance scores for men and support of Goal 2
women; BAME and non-BAME; LGB and
heterosexual; disabled and non-disabled in the
Civil Service and Single Services. Goal 2

• At least 95% of staff up to date with

To be an organisation that,
mandatory D&I training (by 2020). at all levels, appropriately
represents UK society
• Significant reductions in the number of upheld
service complaints, employment tribunals and
grievances successful against MOD related to Objective 4 – Increasing representation of
discrimination. under-represented groups at all levels

• All Defence decisions that may affect people By 2030 we aim to have achieved significant
are taken with reference to an accurate and improvements in:
meaningful Equality Analysis (EA).
• The percentage of female, BAME and LGB
• A better understanding of the Armed Forces personnel in the Single Services (Regular and
population with a disability and of how the Reserve) and Civil Service and percentage of
skills and talents of people with disabilities disabled staff in the Civil Service.
can be utilised to maximum effect by the
Single Services.5 • The percentage of female, BAME and LGB
personnel at OF6/1*/SCS levels in the
• The introduction of Civil Service measures Single Services (Regular and Reserve) and
for socio-economic background within our Civil Service and the percentage of disabled
data collection and performance management staff in the Senior Civil Service (SCS).
systems (from 2018 onwards). We will look at
their applicability for Service Personnel. • The percentage of female, BAME and LGB
recruits to the Single Services (Regular and
• The establishment of a baseline and targets Reserve) and Civil Service and disabled
for improving socio-economic diversity within recruits to the Civil Service.
Defence (by 2020).
• The percentage of female, BAME and LGB
• An improved understanding of the relationship entrants to OF6 and the SCS and disabled
between age and inclusion. entrants to the SCS.

4 Transgender is not a sexual orientation, so is not included in these declarations. People who have transitioned can declare any
changes under gender.
5 The Equalities Act 2010 excludes members of the Armed Forces from disability legislation. However, as a commitment to its people,
Defence will endeavour to better understand and support those living with, or supporting Service Personnel living with a disability.

Defence Diversity and Inclusion Strategy 2018 – 2030 17

2.2.4 Supporting Commitments for Goal 2 2.2.5 Key Strategic Objective in
support of Goal 3
By 2030 we aim to have achieved:

• Increases in the percentage of female, BAME Goal 3

and LGB promotees to OF4/5 in each Service.
To be recognised as a force
• Increases in the percentage of female, BAME, for inclusion in wider society
LGB and disabled promotees to Band B.

• Increases in the percentage of BAME, Objective 5 – Improvements in the

female and LGB staff at OF4 and 5 in the reputation of Defence
Single Services.
By 2030 we aim to have achieved:
• Increases in the percentage of female, BAME,
LGB and disabled staff at Band B. • Significant improvements in external MOD/
Armed Forces (AF) reputation poll scores.
• Reductions in the difference in average length
of service between men and women; BAME • Significant reductions in the gap between
and non-BAME; LGB and heterosexual for ‘favourability’ scores for men and women;
officers and other ranks. BAME and non-BAME; LGB and heterosexual;
disabled and non-disabled personnel for
• Reductions in the difference in average length the statement ‘regard MoD; Armed Forces;
of service between men and women; BAME Army; Royal Navy and Royal Marines;
and non-BAME; disabled and non-disabled; RAF favourably’.
LGB and heterosexual staff for SCS and other
grades of Civil Servants.

• Increases in the percentage of female, BAME

and LGB personnel in the recruitment pipeline
stages for Officers and Other Ranks in the
Single Services.

18 A Force for Inclusion

3. Realising
our ambitions
Our future ambitions will be delivered through four The priority areas are intended to provide a high-
priority areas of activity: level framework for identifying more specific
initiatives. These will be set out in individual
• Mainstreaming D&I in the Defence Defence organisation6 and central delivery plans.
Operating Model
As we identify these initiatives, we will seek to
• Mainstreaming D&I in Defence quantify how they will contribute to the specific
culture and behaviours goals, objectives and commitments in Section 2.

• Developing D&I policies and guidance 3.1 Priority Area 1: Mainstreaming D&I
within the Defence Operating Model
• Outreach
Improvements in Defence’s D&I performance will
Each of these priority areas, and their associated not be achieved solely by the actions of staff in
high-level actions, has the potential to contribute niche areas of the Department. If we are to effect
to a wide range of the objectives in Section 2. For real change, D&I must be considered by staff at
example, the commitment of our leaders to D&I all levels as an integral part of every part of the
will aid inclusion, representation and our impact Defence Operating Model and its associated
on wider society. decision making processes, programmes, policies
and strategies. This will be achieved in the
following ways.

Equality Analysis

Rigorous equality analysis (EA) will be undertaken

as part of all new Defence decisions that
may affect people, to ensure they support
our D&I objectives and comply with MOD’s
legal obligations.

EAs will focus on the potential positive and

negative D&I impacts of decisions on wider
society, as well as on the organisations and
people within Defence.

In addition to providing clear guidance and

educating our leaders in the necessity of
undertaking an EA, audits will be undertaken
across Defence to ensure compliance.

6 eg. Top Level Budget (TLB) Arms Length Body (ALB)

Defence Diversity and Inclusion Strategy 2018 – 2030 19

3.1.2 Reviewing existing Defence business 3.1.5 Governance

Existing Defence strategies, policies, processes For D&I to be considered as an integral part of
and programmes will be reviewed to identify all Defence business, it needs to be embedded
whether adaptations can be made to better throughout Defence governance rather than
support our D&I aspirations. treated separately. Section 4 sets out how we
intend to achieve this.
For example, work will be undertaken to determine
whether there are elements of our policies,
programmes or processes that pose barriers to 3.2 Priority Area 2: Mainstreaming D&I
diversity of thought or which inadvertently exclude in Defence culture and behaviours
or disadvantage particular groups of people.
There might also be opportunities to include Whilst mainstreaming D&I throughout our
incentives or disincentives in existing policies and Operating Model will achieve improvements
processes in order to drive improvements in D&I. in performance, we will only be able to realise
our challenging future ambitions fully if we also
Considering D&I within the ‘People’ areas of ensure that D&I is at the heart of the culture and
Defence business (e.g. recruitment, performance, behaviours of Defence. We need to change the
career, talent and profession management way we ‘are’, as well as what we ‘do’. We will
processes), will be a key element of both work achieve this by focussing on the following areas.
streams 3.1.1 & 3.1.2. However, it will be equally
important for all other areas of the organisation to 3.2.1 Leadership
identify and to respond to the potential positive
and negative D&I impacts of their area of business. Leadership is widely regarded as a crucial driver
It will, for example, be important to understand any of any form of change programme. A visible
D&I opportunities and challenges that are likely to be commitment to D&I will therefore continue to
presented by the future Defence strategic context. be at the heart of expected Defence leadership
behaviours, and will be a prerequisite for
The needs of specific protected characteristic groups promotion within any part of the organisation.
will be considered as part of this mainstreaming
work, in addition to D&I issues more broadly. Examples of actions expected of leaders
include: mandatory D&I training; promoting
3.1.3 Coherence and gap analysis and ensuring completion of Equality Analyses;
encouraging team members to use best practice
Work will be undertaken to ensure that Defence D&I toolkits such as ‘Mission Critical’; having a
processes, programmes, policies, etc. are reverse mentor; recognising and rewarding good
coherent from a D&I perspective. We will seek to practice and behaviours; calling out inappropriate
understand whether the different ways in which behaviours; undertaking and responding to 360
we operate mutually reinforce or contradict degree feedback; and ensuring they and their
each other from a D&I perspective. We will also staff are operating performance management and
undertake work to assess whether there are any reward policies in ways which do not discriminate.
gaps in the way in which we operate that might
hinder or offer opportunities for progressing D&I. Work will also be undertaken to ensure that any
Defence leadership models and programmes are
3.1.4 Supply chain consistent with a commitment to D&I.

We will further promote D&I within Defence 3.2.2 Defence Values and belonging
and externally by looking beyond our internal
ways of operating and continuing to ensure Organisational values promoted effectively have
D&I is embedded within the management of real power to influence behaviours. D&I will
the supply chain.

20 A Force for Inclusion

therefore be integrated within Defence values and
standards at all levels of the organisation.

A sense of belonging to a wider organisation

can also aid inclusivity. Work will therefore be
undertaken to break down potential barriers
between different parts of Defence and to
ensure staff can relate to the Defence vision and
understand their part in delivering it.

3.2.3 Engagement and Training

Training and engaging the whole organisation

with D&I will be essential to changing our culture
and behaviours. 3.2.5 Targeted interventions

In particular, we need to ensure that all Defence Best practice and external benchmarking activities
people recognise the relevance and importance will be used to assess progress and to identify
of D&I to them as individuals and the organisation specific interventions that will promote culture and
through appropriate training and guidance behaviour change.
e.g. on religious practices. We need people to
understand and adopt the behaviours that are Different interventions will be ‘right’ for different
expected of them. parts of the organisation and different groups at
particular times, and we can learn from the good
The need to engage Defence people will be work that has already started in many areas of the
met through the development of stakeholder Department. Examples of likely areas of action
engagement and communication strategies that include: role modelling; mentoring circles; reverse
identify targeted, appropriately timed messages mentoring; coaching; positive action programmes;
and delivery channels. promotion of D&I toolkits and planned courses of
action for areas reported to be suffering from high
D&I specific training will continue to be offered, but levels of bullying and harassment.
wider Defence training courses such as leadership
training will be reviewed to ensure they include an 3.2.6 Reporting and completeness of data
appropriate level of engaging material on D&I.
Being able to understand and articulate how we
3.2.4 D&I Advocacy are making progress in becoming a more diverse
and inclusive organisation will be an important
We want everyone in Defence to be an advocate for factor in building momentum for change across
D&I as part of good leadership behaviour. Advocates the organisation.
and senior D&I champions, for specific protected
characteristics, will act as ambassadors for culture Work will continue to be undertaken to
and behaviour change. Staff networks and Trade improve the quality, coverage, reporting and
Unions (TUs) also have a crucial role to play in communication of data. This will include ensuring
advancing D&I through supporting staff, promoting that Single Services and civilian HR systems are
change and challenging policies and processes. able to collect the necessary data for meaningful
Management Information to be generated.
We will continue to resource this important
area of action through regular engagement and
consultation with TUs and the development
of more effective means of supporting our
champions, advocates and staff networks.

Defence Diversity and Inclusion Strategy 2018 – 2030 21

3.2.7 Roles and responsibilities aspirations for D&I, as well as our long and short
term ambitions in this area.
Individuals and organisations are more
likely to adopt D&I behaviours if they are 3.3.2 Policies on issues concerning
given clear responsibility (and are held to protected characteristic groups
account) for doing so.
Where required, policies and guidance will be
Section 4 sets out D&I roles and responsibilities developed for D&I issues relating to particular
for key senior people in the organisation. protected characteristics, as well as wider issues
However, more work will be undertaken to such as social mobility. Benchmarking, best
produce clear and engaging guidance that practice and specialist advice will all have a role to
ensures that staff at all levels of the organisation play in the development of these documents.
understand and adhere to what is expected of
them in promoting D&I.
3.4 Priority Area 4: Outreach

3.3 Priority Area 3: D&I Outreach has the potential to improve

policies and guidance understanding and foster support for Defence
as well as attracting people to the organisation
Mainstreaming D&I throughout the Defence and helping Defence to be a force for inclusion in
Operating Model, culture and behaviours is at wider society.
the centre of this strategy. However, there is
still a need to have policies in place that clearly Our single Services, tri service and Civil Service
state our D&I intent and provide direction outreach teams, already undertake a significant
and guidance on issues affecting protected amount of work in this area. However, encouraging
characteristic groups.7 more staff to be visible in different parts of society
through outreach and volunteering action will
3.3.1 Policy Statement further aid us in attracting talented people from
diverse backgrounds to work in Defence, as well
A short D&I policy statement/narrative will set as to promote social cohesion within society and
out Defence’s commitment, expectations and improve the reputation of Defence.

7 Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

22 A Force for Inclusion

4. Implementation
This Strategy will be delivered as an integral part 4.2 Governance
of the Defence operating model.
4.2.1 Roles and Responsibilities
It will be aligned with the governance, planning,
monitoring and reporting arrangements Everyone in Defence has a part to play in
associated with the Defence People Strategy delivering this strategy and will be held to account
and Defence People Plan. for this through the performance management
process. Particular individuals will have specific
4.1 Delivery Planning roles and responsibilities.

As noted in Section 3, TLB/ALBs will create high Chief of Defence People (CDP)
level Delivery Plans setting out what they intend to
do within each of the three priority areas for action CDP is the Defence Task Owner and Defence
(Section 3) to deliver against their objectives, Authority for all people issues, including D&I,
commitments and associated levels of ambition. and is responsible and accountable to the
Defence Board for:
Key TLB and ALB Levels of Ambition, actions
and milestones will be included within the • Putting in place corporate strategy, policies,
Defence People Plan; Defence Plan and individual standards, rules and structures that will
Command and Corporate Plans. They will also be drive improvements in the Department’s
collated into a single high-level D&I plan, together D&I performance.
with any pan-Defence initiatives being managed
centrally, Progress against this will be monitored • Understanding and challenging progress being
collectively by a D&I Board (see below). made on D&I across Defence using
a portfolio approach.

• Reporting progress to the Defence Board and

advising them on risks to delivery.

• Identifying if corporate strategy, policies,

rules and guidance need to change to enable
improved delivery across the organisation.

CDP will also:

• Work with TLBs and other Defence

organisations to identify and lead on other
pan-Defence initiatives that will contribute to
the delivery of D&I across the organisation.

• Identify, advise and enable more effective

sharing of best practice through the setting up
of a best practice ‘incubator cell’.

MOD Civilian Disability Champion promoting International Day

of Persons with Disabilities.

Defence Diversity and Inclusion Strategy 2018 – 2030 23

Top Level Budget holders and Heads of that the views of champions and networks are
Arms Length Bodies and Trading Funds represented on the Board.

TLB holders will be responsible and accountable 4.5 Resourcing

to the Defence Board through departmental
holding to account mechanisms for delivering The costs of delivering this strategy are difficult
against the objectives; commitments; levels to quantify as the main focus for delivering D&I is
of ambition and milestones reflected in their on integrating D&I considerations with Defence
Command Plans. Heads of ALBs will be business and behaviours.
responsible and accountable to Ministers.
Where specific D&I costs are identified, they will
All leaders in Defence be captured in the delivery plans that will underpin
this strategy. It is anticipated that any upfront
All leaders in Defence have a responsibility costs will, in time, be offset by the longer term
to drive improvements in D&I and to lead by benefits that D&I will bring to the organisation
example in encouraging their teams to engage (see Section 1).
with the initiatives and interventions associated
with this Strategy. 4.6 Equality Analysis

4.3 Performance Reporting An Equality Analysis has been carried out in

support of this Strategy.
Regular performance reporting will be required
to assess progress against the objectives, Trade Unions and staff networks will continue to be
commitments and areas of activity in the strategy consulted during the development of supporting
Delivery Plans, and in the implementation of actions.
CDP will be responsible for providing an overall
assessment of progress to the Defence Board
and its supporting committees as part of broader
Defence reporting processes.

TLB/ALBs will be responsible for reporting their

performance against their levels of ambitions and
delivery plan milestones through Departmental
holding to account mechanisms associated with
the Defence People Plan, Defence Plan and
Command/Corporate Plans.

Performance reporting data will be used to

determine whether levels of ambition and/or
elements of delivery plans need to be adjusted.

4.4 D&I Delivery Board

A senior D&I Board will support CDP in their role

as Defence Task Owner and Defence Authority
for D&I, and provide a mechanism for aiding TLB/
ALBs to discharge their roles and responsibilities.

Civ(HR) and each TLB/ALBs will be represented

on the Board, along with a non‑executive director.
A mechanism will also be developed to ensure

24 A Force for Inclusion

Quotes
“ I am pleased that importance of D&I is
emphasised for everyone. I look forward
“Forces
This strategy demonstrates the Armed
commitment to create a modern
to seeing the realisation of Objective 4 and inclusive culture which attracts,
so that the services and the Civil Service
depict a more balanced reflection of
retains and values its people.
”
Mandy – Service Personnel Policy
our society.
” Jennifer – Head Office

“theMainstreaming of D&I depends on setting

“
right tone, lifting rocks on our behaviour
What leaps out of this strategy is
and attitudes, and active integration, all
the relevance of D&I to everyone. There
is an abundance of talent in Defence,
clearly supported by this new strategy.
”
Jill – Army
at every rank and grade, and we must
ensure that all our people can be
themselves, draw on their strengths,
and fulfil their potential.
” “ It’s great to be in a position where
we are recognising the importance of
Rod – Head Office Operations
Diversity & Inclusion in everything we
do particularly if we want to contribute
to a shift in MOD’s culture. This can
“Belonging
I welcome the intent in the Strategy -
is the feeling of psychological
only be a good thing.
” Maria – HR lead
safety that allows employees to be their
best selves at work. Even at the most

“
diverse of companies, employees will
This strategy is just what we need
disengage and leave if they don’t feel
to make a step change in our culture
included and accepted.
”
Sarah – Army Training Assurance
and behaviour
” Thomas – Head Office

“ I really welcome the intent to mainstream D&I across the business and the focus
on advocacy. Too many people fall back on the existence of departmental policies
and processes as having ‘done the job’ when what is needed is an everyday
commitment to act, and be seen to act, to embrace diversity and inclusivity as an
everyday part of the job. A small investment in personal effort can result in improved
outcomes across the board and contribute to changing culture permanently, imagine
if we all did that?.
” Mandy – Joint Force Development

Defence Diversity and Inclusion Strategy 2018 – 2030 25

26 A Force for Inclusion
A Force for Inclusion