NAVAL SERVICE REPORT
1. As part of the Armed Forces Equal Opportunities
goal, the Naval Service aims to achieve universal acceptance and
application of a working environment free from harassment, intimidation
and unlawful discrimination. This is consistent with our legal
obligations where all personnel have equal opportunity to realise
their full potential in contributing to the maintenance and enhancement
of operational effectiveness. Every individual is valued for his
or her unique contribution to the Naval Service, irrespective
of race, ethnic origin, religion or gender and without reference
to sexual orientation or social background. The principals of
equality of opportunity in employment, promotion and trainingbased
on ability, performance, experience and aptitudenow underpin
all Naval Service personnel policies.
2. The Naval Personnel Strategy (NPS), introduced
in October 2000, encapsulates the vision of the future of Naval
Service personnel. It identifies a set of strategic goals, together
with the objectives and initiatives necessary to achieve the goals,
and provides direction for our personnel policies covering the
management of all personnel. These are closely linked with, and
complement, the Armed Forces Overarching Personnel Strategy (AFOPS).
NPS also explains how we are taking forward the People Pillar
of the Navy Strategic Plan by bringing together, and giving coherent
direction to, the processes necessary to sustain the vital personnel
element of Operational Capability. Significant areas of work demonstrate
our commitment to placing people at the centre of our plans.
3. The Naval Service has been entirely supportive
of the CRE/MoD Partnership Agreement signed on 25 March 1998,
and significant progress has been achieved over the past four
years. This report provides detailed information on Naval Service
initiatives, analysis and future activity against paragraph 13
of the Agreement.
4. Percentage Intake was as follows:
|Royal Air Force||1.0%
|2000-01 estimate||3.2% (12)
|* Excluding St Helena entrants.
5. The figures show a doubling of both officer and rating
entrants over the three year period. Percentage improvement is
very much dependent upon overall success but here too we are showing
a steady if not spectacular reward for recruiting effort.
NON WHITE CONVERSION RATES 1996-2000
NB. The figures have been adjusted to discount Commonwealth
entrants. They represent those who were selected and actually
entered the Service during the financial year.
B. CONTINUING OBJECTIVE
6. Measures to improve recruiting success have focussed
on six key areas:
Raising awareness of careers among candidates,
peer group and parents.
Allaying fears about bullying and harassment.
Emphasising high status of Naval careers in marketing
Providing role models for direct interaction with
Providing greater access to Naval ships and establishments.
Reducing barriers to recruitment, to improve conversion
7. In practice this has led to a wide variety of measures
in addition to normal recruiting activity which has also been
ramped up to meet demographic pressures and record low unemployment.
The combined effect of these measures in FY 1999-2000 was 98 per
cent success in meeting overall RN recruiting targets.
FY 1999-2000 year EM recruiting activity
8. Examples of recruiting activity are as follows:
Marketing and publicity activity increased by
30 per cent with the introduction of a third permanent EM Liaison
Team based in Leeds/Manchester area, the increase in officer recruiters
by three and a 30 per cent uplift in the dedicated EM marketing
RN Student Presentation Teams made 490 presentations
at schools speaking to some 71,728 pupils of which 9 per cent
(6,456) were from ethnic minority backgrounds.
During the year, DNR recruiting teams attended
170 EM events (fairs, kabaddi tournaments, temples, melas and
carnivals) 82 Careers fora, 22 PR events and supported a four-week
recruiting cruise by HMS LONDON.
The period saw the production of five new radio
commercials, two new cable TV adverts and a major recruiting PR
drive at the Mega Mela (NEC in Birmingham).
Significant sponsorship included the National
Kabaddi League in collaboration with Sony TV, the Windrush Awards
(celebrating minority contributions to the community at large),
the Hindu Half Marathon, Musical Explosion into the Millennium
A summer Fun Day was arranged in Bradford.
RN Carnival floats appeared at the final Royal
Tournament and seven major regional carnivals.
Two undergraduate mail shots were conducted via
16 Personal Development Courses were successfully
run for school leavers capitalising on sustained effort in 30
schools and 10 community/religious centres.
Change in activity since 1996
9. Several measures were taken to improve EM Marketing:
EM recruit advertising has been managed
as a separate entity from mainstream marketing to ensure discrete
targeting is achieved. Now managed by a newly recruited marketing
specialist in co-operation with a marketing company (the Watch-Men
Agency) the Central Office of Information.
Specific Advertising. Three new cable TV
adverts and a new print media advertising campaigns launched last
month. Radio Adverts on VEM channels in inner cities. Advertising
during the interval in "Bollywood" Movies.
Targeted VEM recruiting campaigns in London,
West & East Midlands, Leeds/Bradford Conurbation and Glasgow.
PartnershipsNaval Recruiters working
on partnerships in Newham, Hounslow, Brent, Neasden, Tower Hamlets,
Notting Hill, Luton, Peterborough, Leicester, Bristol, Sandwell,
Preston, Glasgow, Dundee, Newcastle, Cardiff, Southampton, Manchester,
Co-operationWorking in co-operation
with Sony TV, Independent Newspapers, New Impact Journal, COI
and the Ethnic Media Group to increase impact.
Sponsorship (some with TV coverage) of
Asian Hockey Gymkhana, Hindu Half Marathon, National Kabaddi League,
Birmingham Bengal Tigers Cricket Team and British Diversity Awards
to improve brand awareness.
Meet your NavyA very significant
Millennium visit programme by a fleet of Royal Navy warships which
will take place from May to July this year. Target 12-15 per cent
New RN experience simulator and Film aimed
specifically at Ethnic Minorities.
Major adjustment in Outreach activity to
include more events is EM communities.
Co-operation with the Army and RAF to maximise
impact for specific events.
Regular attendance at key inner city Job Centres.
Targeting of inner city schools by the
three RN student presentation teams.
Sales training, including an EM sales package,
has been introduced to recruiting field force marketing effectiveness.
Development of diversity trainingRN
School of Recruiting conducts diversity and EO awareness training
and is under a remit to ensure continuous development of both.
All recruiters visit Mosques and temples to increase
Personal development course programme introduced
in 1999 for EM potential Candidates. Programme includes confidence
building measures and familiarisation with naval ethos and training.
Expect to run 35 courses in FY 00-01 15-20 candidates per course.
Capacity increasing to 800 candidates per year from FY 01-02.
Currently advertising for directly employed civilian
youth workers to take recruiting message to EM communitiesthis
is a new pilot programme.
We have conducted and will continue to conduct
two major Mail-shots (August and February) to potential
EM officer candidates highlighting sponsorship opportunities.
We have conducted and will continue to improve
enquiries by direct mailing all EM names in the 17 to 24
Introduced (30k) direct mailing to parents
in FY 2000-01 (July/August 2000) explaining benefits of service
careers to improve awareness.
10. Several measures were also taken to improve selection
and reduce conversion rates:
Improving enquiries and conversion rates in
London by creating three Navy/Army satellite offices in London
based close to EM communities. Navy/Army office opened in Ilford
on Thurs 25 October 2000.
The rating recruit test has been thoroughly
examined for bias, by independent experts. Adverse impact on female
and non-white candidates was discovered but this was not as a
result of the questions asked. To overcome the possible adverse
impact caused by anxiety, a new test taking regime is being designed,
for progressive implementation from the new year, which will reduce
anxiety in advance of testing. For the first time, this will allows
mock papers to be tacked in advance of candidates sitting the
recruit test and a degree of coaching to be given.
Cross-cultural communications training
for officer selection board members was introduced in June 2000.
This has added value and is being introduced as best practice
across naval recruiting.
Admiralty Interview Board is progressively increasing
the number of VEM boarding head teachers to from 1 per
cent to 5 per cent on an opportunity basis.
EM Liaison teams and Careers Advisors increasing
efforts have reduced "no shows" at interview
by 50 per cent, particularly among rating candidates.
Response handlingWe have changed
our response handling company to improve turn round times and
business information. Now working to improve conversion of information
seekers to genuine enquirers.
11. The use of Role Models has been maximised in the
We now maintain three permanent EM liaison
Teams based in London, E & W Midlands and Leeds/Manchester
regions and encourage black ratings to join the Careers service
Since 1998 we have maintained EM representation
in the recruiting Field Force at 8 per cent.
We work hard to ensure proper representation of
role models in recruiting and other Naval Service PR literature.
With DCCN ensure that Naval news stories
reach the ethnic press and that Naval ethnic stories reach mainstream
12. Measures have been taken to Improve EM Recruiting
We have linked the EM Liaison Teams to regions
to ensure maximum synergy with mainstream recruiters. By closer
targeting we are able to increase interaction with the recruiting
field force in London, Midlands, North England, Cardiff, Bristol
Expanding Personal Development Courses at
RALEIGH and EXCELLENT (Target 35 courses in FY 00/01). Aiming
for a throughput of 50 courses800 potential candidates
in FY 01/02.
Manpower shortagesWe have filed
almost all gaps in the recruiting field force to maximise effort.
We encourage satisfied young sailors (of
any race) to work out of careers offices with the EM liaison teams.
We are developing an Recruiting Action Grid
to maximise the recruiting potential of the whole Naval Service.
C. RETENTION OF
13. Between 1 April 1996 and 1 August 2000 Naval Service
manpower reduced by 2,296 personnel (5 per cent). By comparison
the total of ethnic minorities has increased by 7 per cent and
now stands at 384 people, an increase from 0.7 per cent of the
total Naval strength to 0.9 per cent. EM officers now represent
1 per cent of Naval officers and EM ratings represent 0.9 per
cent of the total rating population. Details are shown below:
|Naval Service Total||45,072
|EM Total||349 (0.7%)
||327 (0.7%)||363 (0.8%)
|EM Officer Total||74 (0.9%)
||71 (0.9%)||75 (1%)
|EM Rating Total||275 (0.7%)
||256 (0.7%)||288 (0.8%)
14. 35.9 per cent of EM officers are in the Engineering
Branch compared to 29.9 per cent of white officers. Only 3.8 per
cent of EM officers are in the Royal Marines compared to 9 per
cent of white officers. The branch with the largest percentage
of EM officers is Warfare, with 43.6 per cent compared to 44.5
per cent for white officers. The Engineering Branch accounts for
30.2 per cent of EM ratings compared with 36.2 per cent of whites,
while the Royal Marines account for 26.4 per cent of EM ratings
compared to 17.6 per cent of white ratings.
15. In comparison with the white population in the Naval
Service, there is a significantly higher percentage of EM officers
in the Engineering Branch, but a lower percentage in the Royal
Marines. The situation is reversed for ratings, with a significantly
higher percentage in the Royal Marines and a lower percentage
in the Engineering Branch. Otherwise, the percentages of EMs serving
within each branch and/or specialisation very much mirror those
for white officer and ratings. Such observations should assist
in targeting analysis in recruiting and thus benefit promotional
16. Despite much improved EM recruiting figures, numbers
of EM personnel in-service have not increased significantly to
reflect this, which is due to the outflow of EM personnel as shown
|Outflow from Naval Service||1996-97
17. Analysis on the outflow of EM personnel is covered
at Sub-heading D below. Where analysis has identified policies
and practices within the Naval Service, which have inhibited EM
recruitment and retention, they have been addressed and removed.
Measures to embrace ethnic diversity and thus improve retention,
have focused on religious diversity in three particular areas:
Religious practice. People of each of the five
main non-Christian faith groups (Hindu, Buddhist, Sikh, Jewish,
Muslim) have been encouraged to practise their religious observances,
with the provision of areas of worship in all military establishments
including ships and submarines at sea. Detailed religious guidance
notes were prepared and forwarded to all Commanding Officers and
the fundamental principles of all religious faiths are explained
during new entry training.
In 1999 BR 81, Dress Regulations for the Royal
Navy, was rewritten and now includes a complete section entitled
" Cultural and Religious Differences" which lays down
the regulations, inter alia, for Muslims and Sikhs. Individuals
are encouraged to wear items of religious significanceserving
Sikhs are allowed to wear the 5Ks and male Sikhs can wear a turban,
although some restraints still exist. The restraint on wearing
a turban at all times is imposed because duty of care and health
and safety are paramount. The Health and Safety at Work Act places
statutory obligations on employers to ensure, as far as is reasonably
practicable, the health and safety of all employees. Sikh and
Muslim men are permitted to grow facial hair and Muslim women
are allowed to cover their arms and legs in all aspects of their
work. Muslim women who are required to carry out the RN swimming
test will be able to carry out the test in an all-female environment.
The Naval Service aims to cater for all special
religious dietary requirements and vegetarian options. Given reasonable
notice, Halal and Kosher meat is provided in any messing facility.
Equally, when personnel are on operations or exercises in the
field, vegetarian, Halal and Kosher Operational Ration Packs are
18. Further ways of identifying and removing additional
barriers to EM recruitment and retention are actively sought.
The Naval Service EO Action Plan 2000 places a remit on the Directorate
of Naval Service Conditions (DNSC) to review formally regulations
biannually to ensure that there are no unreasonable barriers to
the employment of ethnic minorities.
19. The Royal Navy has the tri-service lead in developing
the provision of spiritual care for non-Christian faith groups.
A means of providing Specialist Religious Advisers (SRA) for each
faith group by regions throughout the country is being investigated.
SRAs would offer guidance to individuals of their particular faith,
and also Service Chaplains and those in the chain of Command.
The Divisional Officers Handbook (BR1992) and the Chaplains Handbook
(BR439) are also to be revised to provide detailed religious guidance.
20. Policy on, training in, and funding for, EM catering
is recognised as ad hoc and inadequate. Specific career training
for food services personnel at all levels to ensure EM dietary
requirements can be professionally met by every unit requires
to be formally defined and provided. The Defence Training Review
team and the Defence Catering Group have been asked to undertake
the necessary work. Depending on their overall schedule, an interim
plan for the Naval Service will be developed to cater better for
EM requirements at every unit.
21. A Royal Navy Commander (East African Asian origin)
has just been appointed as the Ethnic Minority Liaison Officer
on DNSC's staff to complement the work of the Ethnic Minority
Recruiting Teams. His primary task is to raise awareness of diversity
issues across the Service as well as developing closer relations
with the ethnic minority communities.
D. CONTINUING OBJECTIVE
22. There is little difference, in terms of percentages,
between the numbers of white personnel who have left the Service
and the numbers of non-whites. Of the total leaving there is also
a close match between the percentages of whites and ethnic minorities
who request to leave before completion of their full engagement
(ie those who choose to take premature voluntary release). Where
the percentages for EM Officer outflow is slightly higher than
that for white officers, it is evident that actual EM numbers
are far too small to be statistically significant.
23. A numerical analysis of EM and white personnel leaving
the Naval Service is shown below:
||291 (4%)||257 (3%)
||4 (6%)||2 (3%)
||1,172 (3%)||1,191 (3%)
||1,165 (3%)||1,118 (3%)
||14 (5%)||6 (2%)
||11 (4%)||4 (1%)
||169 (2%)||165 (2%)
||2,420 (7%)||2,446 (7%)
||7 (3%)||14 (5%)
||27 (9%)||24 (7%)
||155 (2%)||113 (1%)
||1 (1%)||3 (4%)
||1,103 (3%)||1,434 (4%)
||3 (1%)||8 (3%)
||13 (4%)||20 (6%)
24. The Naval Service is not complacentretaining
our good people is a high priority and not just ethnic minorities
but all personnel. Losing personnel early is a serious drain on
resources and lost opportunity. There are many initiatives in
place to reduce the number of all personnel leaving prior to the
completion of their full engagement. Considerable effort is expended
in trying to understand the reasons why people leave early so
that the Service conditions package can be adjusted where necessary.
25. All premature leavers on the trained strength are
invited to complete a "Notice Giving Questionnaire",
which is analysed by DERA as part of a continuous study to collect,
summarise and report the views of Naval Service personnel leaving
the Service voluntarily and their reasons for leaving. The questionnaire
is anonymous, but the individual is invited to indicate their
ethnic origin and gender. Specific questions as to their own personal
experience regarding harassment, bullying or discrimination have
been included for ratings and other ranks since 1997 and officers
26. An analysis of the returns is shown below:
|Returned PVR Questionnaire Numbers
||6 (5%)||16 (13.8%)
||0||10 M (8.9%)& 0 F
|RATINGS & OTHER ||1997-98
||14 (2.1%)||103 (15.7%)
||14 M (2.1%)& 0 F||134 (21%)
||11 M (1.6%)& 0 F||67 M (10%)& 13 F (17.6%)
||31 M (4.6%)& 10 F (13%)
* Not necessarily racial discrimination or racial bullying.
27. It should be noted that completion and return of
the questionnaire is entirely voluntary, and the above data is
based on completed questionnaires received. In 1999-2000, for
example, 2,464 ratings left the Service (PVR), but only 458 returns
(19 per cent) were received, and 123 returns from 238 Officers
(52 per cent). Nevertheless, analysis of the questionnaires suggests
that the crucial factors of Service life that lead people to leave
early relate to separation and the desire to pursue another career.
28. Despite a significant number of EM PVRs, particularly
over the last two years, there is little evidence to suggest that
ethnicity is a significant factor in premature wastage of either
ratings or officers. A zero tolerance policy to harassment, discrimination
and bullying continues to be promulgated and implemented, with
harassment or bulling treated very seriously and robust action
taken against offenders where there is sufficient evidence. The
complaints procedure and guidance (discussed at sub-paragraph
G ) are kept under review to ensure their effectiveness and that
there is confidence in the system.
29. Besides time expiry and PVR, a number of EM ratings
left the Naval Service, particularly in the last two years, for
"other" reasons. Further analysis has revealed the causes
|"OTHER" EM Rating Outflow
|Attested, not Approved (RM)||
|Promotion to Officer||1
30. With the exception of Discharge SHORE, these other
categories in percentage terms match very closely, or are better
than, the equivalent statistics for white ratings. Discharge SHORE
is the appropriate method of removing ratings from the Service
who are either inadequate, unhappy juniors (under age 18), suffer
medically (enuresis, unstable temperament, chronic VD, chronic
seasickness, alcoholism, drug addiction) or financial irresponsibility.
As shown below, in percentage terms compared to white ratings,
a significant number of EM ratings were discharged Shore over
the last two years. Although specific details are not currently
known, within the constraints of the system for protecting ethnic
identity, the reasons will be very carefully analysed to identify
any corrective action.
|Ratings Discharged SHORE||1996-97
|EM(% of total EM outflow)||1(4%)
|White(% of total White outflow)||576(8%)
31. A questionnaire for personnel at new entry training
establishments, who choose to leave the Service from the untrained
strength, is to be introduced. Amongst other things, it will seek
to identify issues of ethnicity that have resulted in, or contributed
to, the decision to leave. The additional need for an interview
in a relaxed environment with a recognised impartial advisor to
explore the issues is being considered. Extending such an interview
to all EMs who PVR is also being considered.
32. Due to the significant increase in EM ratings discharged
SHORE over the past two years, a method to capture and assess
the reasons for this is to be researched. Closer monitoring of
numbers of EM personnel leaving the Service for other reasons
has been introduced and deeper analysis of the causes will be
initiated when warranted.
E. INCREASED NUMBERS
33. Despite a significant decrease in the total number
of Senior officers within the Naval Service over the past four
years, there has been an increased representation of EM officers
at higher ranks. In April 1996 there were no EMs at OF5 (Captain
RN/ Colonel RM) or above and only one OF4 (Commander RN/Lieutenant
Colonel RM). There are now nine OF4 and one, increasing to two
in December 2000, OF5 EM Officers in the Naval Service. Moreover,
as shown below, the proportion of EM officers at OF4 and above
is now 14 per cent of the EM officer strength, an improvement
of 8 per cent over the past four years. Compared with the 18 per
cent proportion of white officers at OF4 and above, the gap has
reduced considerably over the period.
|Cdr & above Total||1,630
|EM Cdr & above Total||5(0.3%)
|% EM OfficersCdr & above||6%
|% White OfficersCdr & above||20%
34. 34 per cent of the EM officer strength are OF3 (Lt
Cdr RN/Maj RM) and above compared with 48 per cent of white officers.
The gap between EM and white officers at these levels has improved
by over 13 per cent in the past four years, and as the many capable
younger EM officers work their way through the system, it is expected
that this imbalance will continue to erode year on year.
|Lt Cdr & above Total||3,670
|EM Lt Cdr & above Total||18(0.5%)
|% EM OfficersLt Cdr & above||21%
|% White OfficersLt Cdr & above
35. The total number of EM senior rates in the Naval
Service has decreased with the significant downsizing of Naval
Service personnel over the past four years, as shown below. Nevertheless,
in percentage terms of the total number of EM ratings in the Service,
the proportion has remained fairly constant and reasonably commensurate
with that of the white senior rate proportion. A particularly
notable achievement was the appointment of a black Regimental
Sergeant Major to 40 Commando Royal Marines. As the most senior
non-officer position in a Commando of 650 men, the RSM is the
ambition of most marines and consequently only the very best reach
this position. With the encouraging influx of EM junior ratings
recently, it is anticipated that the numbers of EMs in the middle
management level will increase further over the near term.
|Senior Rate Total||15,100
|EM Senior Rate||151(1%)
|% EM RatingsSenior Rate||34%
|% White RatingsSenior Rate||38%
36. Although promotion rates are comparable, time in
rank is more difficult. In general, there are so few ethnic minorities
on promotion lists that it is impossible to make meaningful comparisons
between their time in the previous rank and that of whites. Such
differences are most likely due to random fluctuations. Some have
less time in their previous rank, some more. There are as yet
no readily identifiable trends.
F. CONTINUING OBJECTIVE
37. A complete audit of the promotion and appointing
procedures was completed in late 1997. Analysis of the audit's
findings failed to identify any practices that offered scope for
discrimination. In tandem with the audit, the Naval Service adopted
an Open Reporting system for all its personnel. By showing individuals
their personal reports, a degree of self-regulation as regards
showing no bias one way or the other is applied to the originator
of the report. This reinforces the absolute need to be fair, honest
and accurate when assessing an individual in this way. Clearly,
any discriminatory remarks or practices would now be exposed to
the individual being reported on, offering them the opportunity
to challenge it and state a complaint, if necessary.
38. Officers' Career Regulations (BR 8373) now states
that it is essential that reports do not unlawfully discriminate
between officers on the grounds of race, gender, religion, or
any other unlawful or improper way. All reports are thereafter
scrutinised by the Senior Officer who is required to complete
a later Section of each report, and again by staff of the Naval
Secretary to ensure no discrimination. Advancement Regulations
(BR1066) for ratings and similarly regulations for RM Other Ranks
are in the process of being amended to ensure the same fairness.
39. The ethnicity of candidates for promotion or transfer
is not identified to Selection Board members, nor are photographs
included in candidates' Personal files. Such selection is based
entirely on the merits of each individual in competition with
peers of the same rank/rate and branch or specialisation. Moreover,
each promotion and transfer Selection Board receives written instructions,
which each member is required to sign stating that they have complied
with the EO instructions.
40. All staff involved in the management of personnel
are reminded at regular intervals of the need to be both fair
and open in all appointing, reporting and selection processes.
Career managers in particular are required to have had appropriate
EO training. All new or revised procedures, prior to being incorporated
into existing personnel appointing, reporting or selection routines,
are required to be audited to ensure that no discriminatory practices
41. The Rating and Officer Corps Study Groups carefully
examined the skills and experience necessary for promotion to
the higher ranks. For ratings these are laid down in the Advancement
Regulations (BR1066) and for officers in the Officers Career Regulations
(BR8373). In developing the Rating & Other Ranks Reporting
System (RORRS), introduced in September 1998, and the Officer
Joint Annual Report (OJAR), to be introduced summer 2001, the
way to report on such skills and experience was carefully considered
42. Recognising that further analysis is always valuable,
a study into promotion and transfer rates (numbers and seniority)
of EM against white officers and ratings is planned. The work
will also aim to identify potential or actual barriers for further
43. Additional work is required to review all personnel
regulations, procedures and practices to identify whether EMs
could be disadvantaged and thus what remedial action may be necessary.
G. ACTION TO
EO Policy, Strategy and its Communication
44. After the 1996 MoD review of in-service EM procedures,
a Joint Service Defence Council Instruction was produced (DCI(JS)
76-96). The Naval Service based its Equal Opportunities policy
on this DCI and published it in DCI(RN) 127-96 on 28 June 1996
which was widely distributed throughout the Service. A copy of
"A Personal Guide To Equal Opportunities In The Naval Service"
was also distributed to every serving member of the Naval Service
in October 1996. The Queen's Regulations for the Royal Navy (BR2)
were amended to incorporate the Equal Opportunities policy.
45. The EO Policy for the Naval Service has since been
continuously reviewed in order to update it to reflect amendments
to statutes and gained as a result of on-going monitoring and
analysis. It has the endorsement of the highest management board
within the Naval Service and is issued annually in June by letter
from the Chief of the Naval Staff to all Flag/General Officers,
Commanding Officers and Naval Advisors/Attaches. Copies are widely
distributed throughout the Service and it is also published as
46. The Policy Document is an unequivocal statement of
EO policy to be set in place throughout the Naval Service. It
sets out the legal obligations of all serving personnel and states
the Navy Board's commitment to embracing diversity. It defines
EO terms and sets out the unacceptable face of discrimination,
racial and sexual harassment and bullying, and leaves no reader
in any doubt that the Navy will exercise a policy of zero tolerance
to any such behaviour or activity. It defines the main statutes
covering equal opportunities along with the Codes of Practice
issued by the CRE. It includes information on the complaints procedure
and what to do in the event of being a victim of harassment, including
the mechanism for referring a complaint to an Employment Tribunal.
47. The EO training policy, responsibility for monitoring
the effectiveness of the policy and reporting complaints are also
set out in the statement. It lists addresses and telephone numbers
for sources of support and advice, including the Naval Supportline,
Commission for Racial Equality (CRE) and the Equal Opportunities
Commission (EOC). A most informative document, it is a useful
aide memoire for commanders, managers, EO advisers and, indeed,
everyone in the Naval Service.
48. All personnel within the Naval Service received in
December 1998 (and all new entrants each continue to receive)
a copy of a colour, pocket size, user friendly "Equal Opportunities
and You" booklet which details the Equal Opportunities policy
statement. This built upon the success and lessons learnt from
the 1996 "Personal Guide to EO in the Naval Service".
49. The Armed Forces Overarching Personnel Strategy (AFOPS)
was issued in February 2000 and contains 28 Personnel Strategy
Guidelines (PSG) of which No 15 outlines EO Policy. The Naval
Service prepared its own Naval Personnel Strategy (NPS) which
was released in October 2000. Using PSG 15 as a basis, Naval Standard
15 articulates the Naval Service EO goal and the strategy to achieve
it. 5,000 copies of NPS have been distributed to senior managers
throughout the Naval Service. Personnel Functional Standards (PFS)
for the Naval Service identify essential terms and conditions
of service which govern the lives of Naval Service personnel irrespective
of where they serve. Since 1993, these PFS have been contained
in a single handy booklet, issued by Second Sea Lord. A comprehensive
review, including EO functional standards, was completed during
2000 and some 20,000 copies of the updated booklet were widely
distributed around the Naval Service in October.
50. Every media source available has been used to reinforce
the message on EO and diversity. Naval in-house magazines are
excellent vehicles for disseminating information and continue
to be widely used. Articles have been published in "People
Matters", with 25,000 copies distributed widely to Naval
Service personnel and their families. Full use has also been made
of the Second Sea Lord's Personnel Liaison team, which delivers
presentations to some 10,000 Naval Service personnel and their
families annually, in ships and units around the world, to emphasise
every individual's personal responsibility.
EO Action Plan
51. A Naval Service EO Action Plan was developed in 1997,
which details objectives under each of eight key areas. These
are Policy, Training, Recruitment, Monitoring, Working Environment,
Communication/Image/Barriers, Career/line management and Complaints.
Against each objective are the required actions, lead organisation
and target dates. Progress is monitored quarterly and together
with EO performance reported to the Navy Board annually. The Action
Plan is reviewed, updated and revised in the light of experience,
and issued annually with the EO policy.
52. A Training Needs Analysis (TNA) was carried out during
the early part of 1997 which detailed the level of training required
by each group, e.g. new entrants, EO Policy Desk Officers, Commanding
Officers, Executive Officers, Heads of Department, Divisional
Officers etc. The Royal Naval School of Leadership and Management
(RNSLAM) then carried out a Training Gap Analysis which identified
what training could be met through resources that existed in the
Naval Service and what needed to be carried out elsewhere. The
result was a structured approach to EO training, which has evolved
into the system present today.
53. Since September 1996, all new entrants have received
formal Equal Opportunities training as part of their new entry
course. This is conducted at one of four establishments using
a module based teaching system, each module being designed and
validated by RNSLAM, the lead school on EO within the Naval Service.
This approach to in-Service training serves to ensure that all
Naval Service personnel receive the same initial training regardless
of where they are being taught. Over the past four years 18,000
new entrants at HMS RALEIGH, 2,100 at CTCRM LYMPSTONE and 1,729
at BRNC DARTMOUTH have received formal EO training.
54. Since 1997, all career courses, including leadership
and management courses, have progressively had an element of Equal
Opportunities training incorporated. The aim remains to capture
all personnel who have missed Equal Opportunities training on
entry and to educate/update all ranks and rates on the EO policy
and issues. RNSLAM, where all of this training takes place, is
charged with the responsibility for producing, monitoring and
amending the various EO modules. This ensures that all personnel
receive the correct level of training to reflect their experience
and future employment responsibilities. Details of the numbers
of Naval Service personnel that have attended these courses over
the past four years is shown below:
|Commanding Officers' Course||3 hours
|Small Ship CO & XO Course||3 hours
|Heads Of Department Course||3 hours
|Divisional Officers Course||¼ day
|Divisional Refresher Course||¼ day
|Junior Officer DivisionalManagement Acquaint
|Warrant Officers Staff Course||¼ day
|Petty Officers Leadership Course||½ day
|Leading Rates Leadership Course||½ day
55. The Tri-Service Equal Opportunities Training Centre
(TSEOTC) at Shrivenham was opened in April 1998. Since then 178
RN and 54 RM officers and senior ranks/rates have attended the
comprehensive 5-day Equal Opportunities Advisor (EOA) training
course. This includes, since March 1999, all Executive Officers
(second-in-command of a unit), who are mandated to attend the
course prior to taking up their appointment, and in most instances
become the unit EOA.
56. The Centre is also responsible for running one day
EO Awareness Seminars for Senior Officers. In the Naval Service
it is mandatory for all officers of one star rank and above to
attend this course within one year of promotion to one star. Subsequent
attendance is required every four years. Personnel at Captain
RN and Colonel RM rank occupying Command appointments or certain
policy desks are also required to attend. To date the TSEOTC has
trained 115 RN and 9RM senior officers, achieving the following:
100 per cent Vice Admirals;
96 per cent Rear Admirals;
48 per cent Commodores/Captains.
57. All members of the Royal Navy Special Investigation
Branch (SIB) received EO training over the past year. The officers
and senior ratings have all attended the EOA course at TSEOTC,
whereas the Leading Regulators have completed bespoke SIB EO training.
58. Thus, some 32,000 Naval Service personnel have received
formal EO training over the past four years, or approximately
75 per cent of the Naval Service (42,900), allowing for some outflow
post training. Despite all the formal EO training measures implemented,
it is recognised that there is a significant proportion of personnel
in the Naval Service that has not received training. This will
include those who passed through new-entry training prior to the
inclusion of EO as a subject and have not since been to RNSLAM
for career courses. Although this number continues to dwindle,
low-level awareness training in all units is an action identified
in the EO Action Plan. This includes Divisional meetings, which
are mandated three times a year, at which EO training is required
to be a standing agenda item, to help maintain the profile of
the subject and give people the opportunity to discuss EO issues
in an informal environment.
59. An in-house training video was produced and distributed
throughout the Naval Service in October 1998. Entitled "GBH",
it uses scenarios based on actual in-service incidents to cover
many aspects of racial harassment, sexual harassment and bullying.
All units were provided with detailed guidance on how best to
use the video and instructed that 100 per cent of personnel should
watch it, providing feedback on the content and issues raised,
back up the Command chain. The video was designed for use in a
dual role, firstly to support a more formal teaching scenario
as part of one of the RNSLAM modules. Secondly, in a smaller,
less formal setting, to assist in generating constructive dialogue
and to keep the whole issue of the effects of harassment at the
forefront of peoples" minds. It can therefore be effectively
used at any Divisional meeting to review the subject. It contributes
to the range of training aids available across the Naval Service
to provide fundamental EO training that can be adapted to suit
60. EO awareness training, which includes what constitutes
unacceptable behaviour, details of the Naval Support-Line and
the Complaints procedure, is required by the EO Action Plan to
be incorporated into all Induction Courses for all new joiners
to every establishment, ship, submarine, squadron, RM or other
61. Within the Naval Service, the complaints procedure
enables a statement to be made either orally or in writing of
a grievance relating to alleged specific injustice suffered by
the individual concerned. Not confined to matters of an EO nature,
the procedure is widely promulgated and all Naval Service personnel
are trained in its use from the first day of joining the Service.
Nevertheless, all EO training, regardless of the level, includes
instruction on the procedure, both in terms of how to state a
complaint and how to handle the complainant's allegations.
62. The Divisional System or RM Regimental System underpins
and supports the complaint system should an individual believe
that he or she has been the subject of racial discrimination,
harassment, abuse or bullying. The system has existed and successfully
evolved since 1755 to support and protect the individual throughout
their Service career. All complaints are dealt with seriously,
sensitively and as quickly as possible, at as low a level as possible
and informally if desired by the complainant. If a formal complaint
is made, it is handled through the command chain (to the Admiralty
Board if necessary) under the statutory complaints procedure.
In certain circumstances, where the complainant remains unhappy
with the outcome, they may also take action through an Employment
63. If it is alleged that an offence has been committed,
a Commanding Officer may direct that a disciplinary investigation
is conducted which could lead to the alleged perpetrator facing
disciplinary action or even dismissal. For misconduct, which is
inappropriate to handle through the disciplinary process, the
CO can use the administrative system to take corrective action,
up to and including discharge. If the evidence is not sufficient
to meet the higher criminal standards of evidence (burden of proofbeyond
reasonable doubt) it is always open to the commanding officer
to take administrative action on the lower standard of balance
64. A detailed guide, reviewed and rewritten in 2000,
to Commanding Officers on handling complaints on sexual and racial
harassment and bullying has been incorporated into the Personnel,
Legal, Administrative General Orders (Royal Navy) and into the
Divisional Officer's Handbook (BR 1992). The regulations for the
handling of complaints are reviewed periodically to ensure that
they remain pertinent.
65. All members of the Royal Navy Special Investigation
Branch (SIB) received EO training over the past year. Thus a trained,
independent EO investigator can be, and has been, deployed anywhere
in the world at short notice without diverting precious resources
to man a full time EO Inquiry Team. The way complaints are dealt
with are reviewed regularly to ensure the best possible support
to Commanding Officers in meeting their EO remit.
EO Routine Orders
66. Since 1997 all Commanding Officers receive EO statements
annually covering racial and sexual harassment, discrimination
and bullying to incorporate into new General and Standing Orders.
To ensure that every member of the Naval Service receives a regular
reminder of the importance of Equal Opportunities, all personnel
are required to read such orders on a regular basis. Moreover,
each unit's Daily Orders are required to include, at least once
every three months, statements on discrimination, harassment and
bullying. This serves to remind individuals of the Service's policy
and helps to maintain an appropriately high profile.
67. The Naval Service set up in 1996 an EO Steering Group
(NSEOSG) under the auspices of the Second Sea Lord, chaired at
Director level, with overall responsibility for EO matters. Meeting
six monthly, the group is charged with keeping the EO policy and
Action Plan under review and to ensure that the most senior levels
of the Naval service are aware of areas of perceived shortcomings.
The Naval Service has also been a full participant in the development
of Joint Service EO policy and initiatives, co-ordinated through
the Armed Forces Diversity & Equality Steering Group, meeting
every two months.
68. Additional forums have been encouraged to generate
new ideas, consider EO issues, promote equality, identify and
share best practice. The Naval Recruiting and Training Agency
has provided a good lead example by holding quarterly meetings
chaired by the Deputy Chief Executive for agency establishment
EO Advisors. Owning all the Naval Service training establishments,
including those for new entrants, the NRTA is an especially important
business area for EO. With its own EO Action Plan, incorporating
relevant actions from the Naval Service EO Action Plan, the group
considers progress, issues and the effectiveness of EO training,
EO policy generally, complaints procedures, and awards. A recent
review included the training that trainers received in EO awareness,
which promoted an aid detailing a Code of Conduct for Instructors.
69. In April 1998, the Naval Service set up a general
Support-Line, for both Service personnel and their dependants.
The line is open 365 days per year, from 1200-2359 daily, and
is staffed by specially trained civilian operators, helping callers
to discuss their concerns and to reach their own solutions based
on current procedures. Callers can remain anonymous if so desired.
The line has received calls from personnel serving in the USA,
Gibraltar and mainland Europe as well as from within the UK.
70. At introduction, publicity for the line was widespread
via posters, in-house magazines, formal signal and official correspondence.
In December 1998, every serving person received by mail shot a
"Support-Line leaflet". Detailed information on the
Support-Line was also incorporated into both the Naval Service
EO Policy and the "EO & You" brochure discussed
earlier. Similar information is required by the EO Action Plan
to be included in Routine unit orders. An analysis of calls received
on the subjects of harassment, discrimination and bullying is
shown at sub-paragraph J.
71. The Naval Service, in tandem with the other two Services,
introduced the Equal Opportunities Adviser (EOA) in early 1998.
Each establishment, ship, submarine, squadron, RM and other Naval
unit now has at least one EOA, who is a commissioned officer and
received comprehensive EO training at the TSEOTC. In exceptional
circumstances where complements are too small to warrant individual
EOAs, units have been grouped together and a single EOA nominated
with the authorisation of the Type Commander. Their purpose includes
advice to the Command on an effective unit policy on EO training,
education, attitude measurement, feedback and incident support.
72. The Naval Service played a full part in the MoD EO
Conference in Birmingham in December 1999 and thereafter organised
a Naval Home Command EO conference entitled "The Diversity
Challenge', held on 10 May 2000. It included a number of expert
speakers from outside the Navy, including Mr Bob Purkiss, and
EO practitioners from within the Service. A hard-hitting and at
times soul-searching event, it generated much food for thought
and an additional Action Plan for several major issues. An EO
conference held at HMS Drake in Plymouth for West Country employers
on 31 January 2000 was also well supported and very successful
at promoting equality and diversity, and identifying regional
issues to address.
Acknowledging and Celebrating Achievements
73. After being short-listed as finalists in the British
Diversity Awards in 1997, the Naval Service successfully won five
awards at the 1998 awards despite only being nominated for three.
These awards were:
Personal award to the Ethnic Minority Liaison
Personal award to LSA Mohammed in recognition
of his MBE.
Award to 2SL/CNH for leadership in the community.
Award to the RN for improving employer potential.
Award to the RN for improvement as a Diversity
74. In January 1999 the Naval Service was certified as
a "divas" Register "Advanced Practitioner"
and at the 2000 British Diversity Awards, the Naval Service was
delighted to win the Best Diversity Practitioner award in competition
with all public and commercial candidates.
75. A signatory since 1997, the Chief of Naval Staff
has demonstrated his commitment to the CRE led "Leadership
Challenge" by his personal involvement and support. The Second
Sea Lord visited Major General Webb-Carter at the Household Cavalry
in July 2000 to discuss the changes introduced, the difficulties
encountered, and the successes achieved. Similarly, the Naval
Service became a member of the Race For Opportunity campaign in
1997, gaining championship status in 1998, and took advantage
of the experience and expertise of other large organisations,
many which had successful EO policies and work practices. Through
wide consultation, best practice continues to be adopted and shared
not just with the other Armed Forces, but through a closer working
relationship with the Metropolitan Police and Fire & Rescue
Service. Additionally, through Leadership Challenge networking
and events like the British Diversity Awards, best practice and
novel ideas are sought from a much wider spectrum of the commercial
and public sectors.
76. In recognition of emerging initiatives and changing
practices, a new booklet to replace the "EO and You"
guide for all Naval Service personnel is to be introduced in January
77. A new in-house EO training video is to be produced
by April 2001. It will be a follow up to "GBH" and again
using scenarios will focus on the Complaints procedure, providing
guidance on how best to deal with different situations.
78. A review of all Naval Publications is to be carried
out to identify which Books of Reference (BR) need amendment to
reflect diversity and EO policy. The review will ensure that any
sexist or racist language is removed, women are not depicted in
stereo typed roles and photographs and illustrations reflect a
79. To improve communications, extend the information
flow and contribute further to the education and awareness of
the Naval Service on diversity and equality issues, it is intended
to develop a comprehensive Website on the MoD Intranet. Regular
updates on EO policy development, new and changing EO legislation,
best practices, news and views will be posted with an opportunity
for e-mail traffic to raise issues and offer advice.
80. A new EO Working Group, reporting to the RNEOSG,
but meeting more frequently is to be initiated. Membership will
include Desk Officers from Personnel Departments within each of
the Type Commanders' Headquarters, thus covering the range of
ships, submarines, squadrons, RM and RNR units. This working group
will be charged with providing the necessary feedback to underpin
the policy Directorate in formulating and developing effective
EO policies and implementing quality assurance checks on the mandatory
requirements of the Action Plan. Consulting widely, it will also
assist in the monitoring of the effectiveness of the EO policy,
training and support to the Fleet, advising on suggested changes.
81. Other means are to be considered of how better to
advertise the Support-Line, promote confidence in the anonymity
and support offered and survey attitudes and perceptions to this
service. Incorporating the Support-Line telephone number onto
the back of all Naval Service ID cards is a new initiative to
be gradually introduced as old cards are replaced.
82. A number of middle managers, particularly at the
Lieutenant Commander and Commander level, have not had any EO
training. As key managers within the Naval Service it is recognised
how instrumental they could be in promoting equality and implementing
EO policy. The means of providing suitable training is presently
83. The significant contribution played by British ethnic
minorities, members of the Commonwealth and their forbears in
the Armed Forces of this country is not particularly well known.
Consequently, a MoD exhibition to highlight and celebrate this
contribution was produced and publicly launched by Minister of
State for the Armed Forces on 28 November 2000. It is intended
to incorporate the information into a presentation for maximum
accessibility to raise cultural awareness in the Naval Service.
84. A Naval Service EO and Diversity newsletter is to
be produced three times a year. It will be primarily aimed at
keeping Unit EOAs abreast of emerging changes in policy and legislation,
latest MoD and national diversity and equality news and identified
best practices from the Armed Forces, other public bodies and
commerce. Presenting articles from outside experts and views from
readers, it will be widely distributed for the overall benefit
and information of Naval Service personnel and will be aimed particularly
at stimulating discussion at thrice yearly Divisional Meetings
where EO is a standing agenda item.
85. In order to support Equal Opportunities Advisors
throughout the Naval Service and better to inform policy development,
the first EOA seminar will be held in January 2001. This will
provide all EOAs with a valuable opportunity to be updated on
many topical issues, legislation and policy changes. It will also
enable EOAs to meet each other, network and exchange ideas and
best practice. The Naval Service EO policy directorate will gain
essential feedback and identify common problems, while offering
advice and discussing evolving EO policy.
86. In addition to the Naval Service EOA Seminar, it
is intended to participate fully in a number of tri-Service Regional
EOA Seminars planned for May 2001. Co-ordinated by the TSEOTC,
four Naval Service establishments around the country have been
offered as venues. The sharing of ideas and best practices between
the Services at unit level has been welcomed, providing an opportunity
for wider networking and greater feedback.
87. It is intended to use the EOA Seminars to review
the role of the EOA, to expand it to include offering advice to
line managers, Divisional Officers and complainants, to co-ordinate
and support a unit EO training plan and to provide greater feedback
to Headquarter personnel staff. Whilst the requirement may be
identified, additional resources will undoubtedly become an issue.
Consequently, the advantages and possibility of a second EOA trained
person at senior rate/rank level in each unit will also be explored.
In support of the complaints database, the status and use of the
EOA's Log, which is used to record details of all unit EO incidents,
is to be reviewed and formalised.
88. Instead of a Conference, Second Sea Lord intends
to host an EO Seminar in March 2001. Recognising that changes
to policy generated from such forums can have far reaching implications,
it is planned to widen attendance to senior Commanders and their
personnel staff from across the Naval Service. With support from
suitable external advisers, it is also intended to adopt a workshop
approach to enable maximum participation from attendees in tackling
a number of live issues, seeking practical and sensible solutions.
89. The next phase of the Leadership Challenge was launched
by the CRE Chair in November 2000 and was attended by First Sea
Lord. A framework consultation document, which sets out the rigorous
requirements from signatories and their organisations to make
the Challenge more effective, was presented at the launch. Invited
to comment on the new proposals, 1SL is keen to build on the achievements
and initiatives already in progress in the Naval Service towards
the CRE/MoD Partnership Agreement in meeting this remit. Envisaging
a positive and constructive response, 1SL will reaffirm in April
2001 his continuing commitment to fully participate in the demanding
90. A series of visits to a number of Naval establishments
and units are to be planned with the CRE for the new Chair, Mr
Gurbux Singh, to provide a broader understanding of the working
and living environment.
H. EFFECTIVE ACTION
91. The fundamental approach towards preventing racist
abuse, bullying and harassment in the Naval Service has been strong
leadership, proper training and good awareness education. Training
has focused on what the Naval Service Policy is, what constitutes
unacceptable behaviour and what to do if such behaviour is experienced
or witnessed. Details of the training, education and the Complaints
procedure are provided at sub-paragraph G.
92. From the outset, the Naval Service has declared a
policy of zero tolerance to all forms of harassment. This has
been clearly articulated through the EO Policy, is a key point
in all EO training modules, and continues to be widely communicated
through all the EO articles and media sources (discussed at sub-paragraph
G). In proven cases, a robust line is taken against offenders
and the incident examined for learning points to review policy
and training. Serious cases of any bullying or harassment are
used as a teaching point for all Naval Service personnel.
93. All Commanding Officers are required under the EO
Action Plan to ensure that work places are free of potentially
offensive literature, pictures and posters and free from racist
comments and language, and unwelcome nicknames which tend to depict
ethnic origin, colour or sex.
94. The role of the EOA in every unit is to advise the
Command on all aspects of EO, which includes monitoring for inappropriate
attitudes likely to lead to abuse, harassment or bullying, and
recommending remedial action where necessary. Naval Service analysis
of reported incidents, PVR rates and reasons, Support-Line calls
and attitude surveys, which are discussed in sub-paragraph J,
have provided a reasonable indication of the effectiveness of
EO policy and training. Areas requiring more attention have been
identified and suitable action initiated.
95. The Naval Service will continue to promote vigorously
the policy of zero tolerance to any form of harassment or bullying
and take firm action against offenders.
I. CLEAR LINES
96. All training, education and EO promotional material
makes it very clear what kind of behaviour constitutes racist
discrimination, harassment or bullying and that each individual
is personally accountable for their own comments, actions and
behaviour towards others.
97. Typical of most military organisations, lines of
accountability within the Naval Service are very clearly structured,
defined and promulgated as the Chain of Command. All cases of
discrimination, harassment, bullying or racist behaviour are reported
up through this chain of command. The Divisional System or RM
Regimental System underpins and supports the Chain of Command,
and is recognised as fundamental to the implementation and maintenance
of good EO practises.
J. EFFECTIVE AND
98. The requirement for effective assessment of EO policy,
training and the many new and ongoing initiatives in the Naval
Service is fully recognised. Over the past four years, ethnic
monitoring has enabled much data to be collected and analysed.
Statistics and assessment on recruitment (A/B), retention and
outflow (C), PVR (D), and promotion (E) have already been presented
earlier in this report.
99. The number of reported cases of racial harassment,
discrimination or bullying since 1996 are shown below:
|High Court Writs||1
100. Although the low number of cases is encouraging,
there is no room for complacency. It is well recognised that despite
the very small number of cases in comparison to the size of the
Naval Service, the damage to the perception of the Service in
the eyes of the EM communities is disproportionately large.
101. The Support-Line for Service personnel and their
dependants has proven to be a well advertised and frequently used
initiative. All calls that are related to harassment and bullying
are logged in a separate category and promulgated to the relevant
2SL/CNH departments. Statistics here must be interpreted with
some caution since calls are anonymous and any one individual
and/or their family may call several times to discuss the same
problem further. Nevertheless, while the line continues to receive
many calls, harassment and bullying together register as an issue
in just 5 per cent of the calls from Service personnel and their
families. Although any such calls are regretted, indications of
the low level of racial harassment are particularly encouraging.
Details are shown below:
| ||Relativ pouse(included in Bullying stats)
Continuous Attitude Survey
102. The need to measure attitudinal change in order
to assess the effectiveness of our policies and training is well
understood. The Naval Service has a Continuous Attitude Survey
(CAS) which is sent out randomly to 2000 Naval Service personnel
every three months. The responses, which are anonymous, are carefully
analysed to identify problem areas or other difficulties that
may have an impact on the development of personnel policy. In
1998 the CAS was modified to include a significant section on
diversity and equal opportunities, and now provides a more comprehensive
analysis on discrimination, harassment and bullying as a source
of both quantitative and qualitative data.
103. The CAS also provides a useful guide to the ethnic
make up of the Naval Service and helps to promote the importance
of Equal Opportunities within the Service, asking personnel if
they have encountered offensive behaviour, which draws attention
to race, religion or colour of skin. An analysis of the respondents
who have experienced discrimination, sexual or racial harassment,
or bullying is shown below:
||Aug 1998||Feb 1999
||Aug 1999||Nov 1999
||Feb 2000||May 2000
|Number of ||Male
Notice Giving Questionnaire
104. As stated earlier, all premature leavers on the
trained strength are invited to complete a "Notice Giving
Questionnaire", which is analysed by DERA as part of a continuous
study to collect, summarise and report the views of Naval Service
personnel leaving the Service voluntarily and their reasons for
leaving. Details, including numbers of respondents who have experienced
discrimination, harassment or bullying, are shown at sub-paragraph
105. How the CAS might be enhanced to elicit further,
relevant information, is kept under active review. The questions
will continue to be refined in the light of responses to them
to ensure we get a valuable source of information that will contribute
to the evolution of our strategy. Tri-Service common EO questions
are under development to be incorporated into the CAS.
106. It is recognised that for all Naval Service personnel,
confidence in the Complaint procedure (covered in sub-paragraph
G) is essential if it is to remain an effective system for addressing
perceived injustice. Consequently, with specific respect to racial/sexual
harassment, discrimination and bullying, a range of questions
are being introduced into both the CAS and the Notice Giving Questionnaire.
These aim to establish the reason for not reporting such behaviour,
if the individual has personally experienced it. Although sufficient
data to identify accurately any cause for concern will not be
available for some time, it will contribute significantly towards
targeting effort to improve confidence in the system.
107. Data mechanisms are to be examined to devise a more
coherent method of gathering relevant data to produce the necessary
statistics and conduct the vital analysis to assess the effectiveness
of the Naval Service EO policy, training and the many initiatives
108. A method is to be devised to scope the severity
of an offence and ensure that all proved or admitted offences
are reported for the complaint's database, even when resolved
informally and at the lowest possible level. This applies to administrative
and disciplinary cases. Together will the data from courts martial,
SIB investigations, the Naval Support-Line and employment tribunals,
it will enable a more accurate assessment of the extent of racial
harassment and bullying in the Naval Service.
K. ASSESSMENT OF
109. As discussed earlier, a tri-service Officer's Joint
Appraisal Report (OJAR) is presently being developed for introduction
in the summer 2001. This will embrace Equal Opportunities performance
within two of the ten Personal Attributes ("Subordinate Development"
and "Courage and Values"), for which grades will be
allocated for each officer. Elements of these attributes assess
"awareness of and commitment to, upholding Equal Opportunity
values and codes of conduct". Guidance notes also demand
that "comment is made (in the Performance text box) on any
officer, whose awareness of and commitment to Equal Opportunities
is anything other than of the highest order".
110. Similarly, assessment of commitment to EO policy
is incorporated into the new Ratings" and "Other Ranks"
Reporting System (RORRS) which has now been implemented across
the Naval Service. RORRS identifies nine competence areas that
are common to every job and on which every incumbent is graded.
The Leadership Competence has the following definition:
"The degree of ability to inspire, direct and support
others, moral courage to maintain discipline and equal opportunities;
contribute to team effort."