June 2022
(Replaces AEL 141 dated Oct 21)
ARMY GENERAL AND ADMINISTRATIVE INSTRUCTIONS
VOLUME 2
CHAPTER 75
INCLUSIVE BEHAVIOURS – DIVERSITY, INCLUSION AND BEHAVIOURS
POLICY, GUIDANCE AND INSTRUCTIONS
This Chapter is sponsored by the Army D&I Team.
It covers
Diversity, Inclusion and Behaviours. These instructions apply to
the Regular Army and the Army Reserve and should be read in
conjunction with The Queen’s Regulations for the Army 1975
(QR(Army)).
UK MOD © Crown copyright 2022.
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VOLUME 2
CHAPTER 75
INCLUSIVE BEHAVIOURS – DIVERSITY, INCLUSION AND BEHAVIOURS
POLICY, GUIDANCE AND INSTRUCTIONS
[Pers Pol(A)]
INDEX
Contents
Page
Paras
INCLUSIVE BEHAVIOURS – DIVERSITY, INCLUSION AND BEHAVIOURS
POLICY, GUIDANCE AND INSTRUCTIONS
Chief of the General Staff D&I End State
v
Aim
75-1
75.001
Introduction - What is D&I and why is it important to the Army?
75-1
75.002
Direction, Guidance and Training
75-4
75.009
Individual, Unit/CO/HoE/Dept Head and Formation
75-4
75.014
Responsibilities
Bullying, Harassment and Discrimination
75-6
75.018
Policies and Guidance for specific aspects of D&I
75-6
75.019
Protected Characteristics
75-6
75.019
Religion & Belief (including Non-Belief)
75-7
75.020
Marriage and Civil Partnerships
75-8
75.025
Gender Reassignment
75-8
75.027
Disability
75-8
75.028
Pregnancy, Maternity & Paternity
75-8
75.029
Complaints - Informal and Service (Formal)
75-9
75.035
Command, Control and Governance
75-10
75.041
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LIST OF ANNEXES
Responsible/Technical
Annex
Title
Authority
Bullying, Harassment and Discrimination – Army
A
Policy and Guidelines
Outline of Army Diversity, Inclusion & Behaviours
B
Training & Virtual Bookshelf
C
Guidance on the Management of Gender Identity
Responsibilities of an Army Diversity & Inclusion
D
Adviser
Responsibilities of an Army Diversity & Inclusion
E
Practitioner
F
Army Employee Support Networks
G
Army Speak Out Policy
H
Army Mediation Policy
I
Army Climate Assessments
J
Diversity Champions, Advocates and Allies
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RECORD OF AMENDMENTS
AEL
Amendment
Authority
Amendment
Number
Date
Issue 168
Mar 12
DM(A)
General review and update
AEL 92
Sep 17
DM(A)
General review and update
AEL 103
Aug 18
DM(A)
Update of policy link and addition of Annex C
AEL 104
Sep 18
DM(A)
Addition of Annex D
AEL 108
Jan 19
DM(A)
Minor amendment to Para 75.015
Update to reflect DM(A), EDIA and AEDIA
name changes
AEL 117
Oct 19
Pers Pol (A)
Update to Annex B, D&I training and addition
of Annex E, Speak Out Policy
General review and update
Addition of annexes covering Responsibilities
AEL 128
Sep 20
Pers Pol (A)
of D&I Practitioners, Army Mediation Policy,
Army Climate Assessment Policy and Diversity
Champions, Advocates and Allies
Update to Mandatory Civil Service Training
AEL 129
Oct 20
Pers Pol (A)
and change to the D&I(P) and D&I(A) course
application process.
Amendment to Mandatory CS Trg and D&I(P)
AEL 132
Jan 21
Pers Pol (A)
and D&I(A) course application process.
AEL 136
May 21
Pers Pol (A)
Addition of Unit D&I Board Requirements.
Addition of inclusion example.
AEL 141
Oct 21
Army D&I
Update to Annex F.
General review and updates of all sections.
Review of gender neutral language and PSED
considerations included.
Notably;
• links updated, reference JSPs/
AGAIs/other documents updated
• POC and D&I structures updated
• Religion and Belief/ Marriage and civil
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Army D&I
partnership updated
• Annex B – details on course application
updated
• Annex G+H - updated
• Annex I - updated in-line with new CA
ACSO
• Annex J – amended to reflect updated
TOR.
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1.
Equality Analysis. As directed by Head of Diversity & Inclusion, this AGAI 75
(Inclusive Behaviours) has been considered against the Public Sector Equality Duty and
whilst it does impact on people it does not impact adversely on any protected
characteristic group and thus an Equality Analysis Impact Assessment (EQIA) was not
completed. The initial assessment is archived and available from the author / owner.
2.
Inclusive Language. As directed by the Executive Committee of the Army Board, all
new Army policies and services must, where possible, use inclusive language. The
sponsor of this AGAI 75 (Inclusive Behaviours) confirms that the content of this ACSO
complies with the MOD’s inclusive language guidance.
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VOLUME 2
CHAPTER 75
INCLUSIVE BEHAVIOURS – DIVERSITY, INCLUSION AND BEHAVIOURS
POLICY, GUIDANCE AND INSTRUCTIONS
The Chief of the General Staff's D&I End State
An Army that is justifiably recognised as a demonstrably inclusive employer that respects
difference, attracts talent from all areas of society, overtly embraces equality of opportunity
and always challenges unacceptable behaviour.
If we are to be a combat ready and adaptable army, we must get the most out of our people. Key
to this is creating a culture where all our people thrive. As an army:
• We must attract, train and retain the best talent capable of working in the complex,
contemporary, operating environment.
• We must allow all personnel - both civilian and military to be themselves.
• We must create an inclusive and open culture and exploit the opportunities presented by
employing a diverse workforce.
The British Army is a great institution. Let’s make it great to be in for everyone.
Gen Sir Mark Carleton-Smith KCB CBE ADC Gen
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Aim
75.001.
The aim of this instruction is to outline Army policy on D&I and to give guidance
and instruction on its implementation in order to maximise operational capability through
enhancing diversity and generating an inclusive working environment for all.
Introduction – What is D&I and why is it important to the Army?
75.002.
Definitions.
a.
Diversity is the recognition of differences between individuals or groups; some
differences are protected in law but others, e.g. being a Reservist or a Regular, or
wearing different cap-badges, are not. The UK has an increasingly diverse population
including greater racial diversity and a more varied expression of non-traditional
family structures and gender identities.
b.
Inclusion reflects good diversity management; ensuring that all individuals, no
matter their unique differences, feel they belong to the wider team. Fundamental to
the business of warfighting is operational effectiveness. This is delivered through the
maintenance of fighting power which comprises three main components: conceptual,
physical and moral. Respect for others and D&I directly impacts upon the physical
and moral components.
'Diversity is being invited to the party, inclusion is being asked to dance', Veran Myers
75.003.
The Case for D&I. D&I in the Army is about delivering operational effectiveness
by maximising talent and getting the very best from our people.
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75.004.
The importance of getting D&I right is recognised across both public and private
sectors and comprises four elements:
a.
Legal Case. Compliance with the
Equality Act 2010 and the Army’s obligations
under the
Public Sector Equality Duty requires action that seeks to:
(1) Eliminate discrimination, harassment and victimisation;
(2) Advance equality of opportunity between persons who share a relevant
protected characteristic1 and persons who do not share it;
(3) Foster good relations between persons who share a relevant protected
characteristic and persons who do not share it.
(4) Army personnel may be held personally liable either by the Army, an
Employment Tribunal (ET) or even a criminal court for their behaviour, if their
actions are judged to have been discriminatory.
b.
Business Case. Attracting and retaining the very best talent irrespective of
protected characteristics is vital. With rapidly changing UK demographics, it is
important that the Army reflects the society is serves and attracts talented individuals
from all minority groups and communities. This approach makes good business
sense, by contributing to diversity of thought, and enhances the Army’s reputation as
an inclusive employer.
c.
Moral Case. Providing equality of opportunity for all and treating everyone
fairly, with dignity and respect is simply good leadership and is the right thing to do.
d.
Operational Effectiveness. The Army cannot function effectively without
exceptional teamwork. If we fail to treat people properly, maximise the talent in our
teams and genuinely seek to balance the needs of the Army with the needs of the
individual, the team will be unable to function to its full potential. It is widely
recognised that diverse teams, if well led by inclusive leaders, perform better.
Diversity brings different perspectives to decision making, improved cultural
awareness and avoids groupthink. Furthermore, an inclusive environment will ensure
happier, more engaged and more productive staff which is positive for recruiting and
retention. An example of a practice that promotes an inclusive environment can be
seen at Figure 1.
75.005.
Diversity and Inclusion is about:
a.
Treating everyone fairly, with dignity and respect.
1 Protected Characteristics are listed in the Equality Act as Race, Religion and belief, Sex, Sexual
Orientation, Gender Reassignment, Age, Disability, Marriage and Civil Partnership, Pregnancy and
Maternity. For operational reasons, the Army currently has limited exemptions from elements of the Equality
Act (Para 75.019 refers).
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b.
Recognising that we are all different and using those differences to benefit the
team.
Figure 1. Example of a practice for promoting an inclusive environment: Use of
pronouns
Service personnel and civil servants are welcome and encouraged to include gender
pronouns in their email signatures and elsewhere, such as this:
CSjt R Nelson RIFLES (he/him)
This contributes to promoting an inclusive environment both by helping others to
communicate with you, particularly if your gender is not obvious by your name (e.g. Jamie,
Jo, Alex, Chris), and also helps to include people who may not conform to gender
stereotypes, transgender and non-binary colleagues. Furthermore, it demonstrates a desire
to promote an inclusive environment; people who share their pronouns help create a
respectful and inclusive culture and encourage their colleagues do the same. Individuals
may also consider introducing themselves with their pronouns where appropriate:
"Hello, my name is Sgt Smith and my pronouns are she/hers."
“Hi, I’m Capt Harris, my pronouns are they/them.”
The inclusion of pronouns often prompts questions and conversations about the importance
of inclusion and signals the user as an ally. Pronoun use in email signatures should
therefore be encouraged but never made compulsory: this can undermine the intent. Some
personnel, including LGBT+ personnel, may not feel comfortable including their pronouns in
an email signature, and nobody should be pressured to do so.
c.
Removing all forms of bias, prejudice and stereotyping that lead to unfair and
unlawful discrimination.
d.
Eradicating unacceptable behaviours, all forms of bullying, harassment and
discrimination, thereby fostering an inclusive environment.
e.
Maximising talent.
f.
Good leadership - embodying and modelling the Army Values and Standards
and the Civil Service Code.
75.006.
Diversity and Inclusion is not about:
a.
Treating everyone exactly the same.
b.
Giving unfair advantage to minority groups or those with specific protected
characteristics.
c.
Lowering standards of performance or discipline.
d.
Setting quotas.
e.
Being lenient on individuals who do not meet required standards.
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75.007.
Behaviour. Underpinning the creation of an inclusive environment is ensuring
that individuals behave in accordance with the Values and Standards of the British Army
and the Civil Service Code. Equally, it is important that people understand what to do if
they experience or witness unacceptable behaviour, which may include bullying,
harassment, discrimination or victimisation. Full details are included
in JSP 763 (The MOD
Behaviours and Informal Complaint Resolution Policy) but are summarised below:
a.
Seek Support. Speak to your local D&I Adviser or Practitioner, line manager,
chain of command, Trade Union, welfare staff or Padre as soon as possible.
Additionally, Speak Out (Annex G), the Employee Assistance Programme (EAP)
Helpline (for CS only) or the Defence BHD helpline.
b.
Report it. If criminal, MOD, Service or Civilian Police should be informed as
soon as possible. An informal complaint can be made in accordance with JSP 763, a
formal or Service complaint can be made in accordance with JSP 831 for Service
Personnel, or via the civilian grievance process for Civil Servants. These provide
details about how to make a complaint about bullying, harassment, discrimination or
victimisation and assistance should be sought from your D&I(A).
75.008.
Army Diversity and Inclusion Framework. The Army has developed a simple
D&I framework around which behaviours and actions should be based. It is driven by good
leadership and founded upon the Army's Values and Standards and the Civil Service
Code.
D&I – Direction, Guidance and Training
75.009.
The Army D&I Team, working alongside Personnel Policy within the Personnel
Directorate is responsible for D&I direction, policy and training guidance. Current D&I
Team post holders and contact details can be found on the Arm
y D&I Sharepoint Site. Individuals in need of advice or guidance should, in the first instance, send the query to the
D&I shared mailbox -
xxxxxxxxxxxxxxxxxx@xxx.xxx.xx.
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75.010.
Diversity and Inclusion is a whole force activity and the term covers all Army
personnel, Civil Servants and Contractors working in Army organisations.
75.011.
D&I publications, leaflets, ABNs and DINs are published regularly and reflect
important changes to laws or policy, and to promote events and activities. All current D&I
policies, publications and resources can be found in the D&I Toolkit on the
Army -
Diversity, Inclusion & Behaviours Sharepoint
and published on the Army D&I( Defence
Connect Page when released.
75.012.
Units are required to publish
Annex A to this AGAI on Unit Orders every 6
months in order to ensure that personnel are reminded of Army policy on BHD and made
aware of what constitutes unacceptable behaviour.
75.013.
D&I training is mandatory for all personnel. Full details are at Paras 75.014,
75.015 and Annex B.
Individual, Unit CO/HoE/Dept Head and Formation Responsibilities
75.014.
Individual Service Person. Everyone has a duty to live by and demonstrate
the Values and Standards of the British Army which includes demonstrating Respect for
Others. The following must be completed annually:
a.
Training. Completion of annual ITR Behaviours training is mandatory. This will
include attending a central brief delivered by the Commanding Officer or Department
Head and completion of additional DI&B trg from the Virtual Bookshelf as part of the
Unit D&I plan. In extremis, where individuals cannot attend the CO's brief, ITR
Behaviours training may be completed on the DLE.
b.
OJAR/SJAR D&I Objective. Annex A to Chapter 2 of JSP 757, Part 1 provides
direction on the inclusion of a mandatory D&I Objective. Whilst templated D&I
objectives are provided in the JSP, subjects and reporting officers are strongly
encouraged to work together to tailor the objective to reflect individual circumstances
and hold individuals to account where required.
75.015.
Individual Civil Servant. All Civil servants have a duty to live by and
demonstrate the
Civil Service Code.
a.
Mandatory D&I Training (annual).
(1) Diversity & Inclusion (2020). This course has been updated to include
Unconscious Bias training. Available on
Civil Service Learning.
(2) Active Bystander Fundamentals. Available on the
DLE.
b.
Optional Training. Defence Diversity & Inclusion Fundamenta
ls (DLE).
75.016.
Unit Commanding Officer/Head of Establishment/Department.
Responsibilities include:
a.
CO’s/HoE's D&I Policy Statement. Each CO/HoE/Dept Head is to have a
publicly displayed D&I policy statement which outlines the law, Army policy, their
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personal commitment and the responsibilities of all Unit personnel in creating an
inclusive culture and climate.
b.
Provide Trained D&I personnel. Appoint 2 x D&I(A)s (for both Regular and
Reserve Units) and 1 x D&I(P) per Sub Unit. Where units do not have qualified
D&I(A)s, units should request support from a qualified D&I(A) nearby or in a
supporting HQ. D&I(P)s are not to undertake the role although can signpost issues to
the D&I(A). It should be clear and obvious who the D&I(A)s and D&I(P)s are and how
anyone requiring advice can get in touch with them. D&I(A) and D&I(P) roles can be
carried out by both military and Civil Service personnel.
c.
Review Monthly D&I Logs. As per JSP 763, Appx 3, Annex I the lead D&I(A)
is to provide an anonymised D&I report highlighting formal and informal complaints
submitted and ongoing. This allows the CO to determine if there are any areas of
concern that they may wish to address in their training plan.
d.
Mandatory Training. Lead and deliver annual ITR Behaviours Training and
ensure all personnel are in date. In conjunction with the lead D&I(A), create a Unit
D&I Plan to promote inclusion, celebrate diversity and improve behaviours.
e.
Climate Assessments (CA). All Army Commanders should expect their
unit/establishment to undertake a minimum of one Climate Assessment during their
tenure, for best effect this should be within 6 months of assuming command. A CA is
designed to provide all those in command with an independent assessment of the
lived experience of personnel in their unit and the opportunity to address issues
which may exist or arise during their command. In addition, civil servants and
contractors working in the unit will be invited to participate in CAs. Annex I provides
further detail and guidance.
f.
Bullying Harassment & Discrimination Policy. The Army has a zero
tolerance policy for BHD; Annex A to this AGAI is to be published on Unit Part One
Orders every 6 months.
g.
G1 Support Inspection (G1SI). An element of this unit inspection is focused on
D&I. Questions relate to policy compliance, D&I(A) and D&I(P) appointments, training
and complaint handling.
h.
Unit D&I Board. Units and Formations are to have a Unit D&I Board (which can
be physical and/or virtual) which can be accessible by all.
It must include the following:
▪
CO's D&I statement.
▪
Signpost local D&I(A) and D&I(P).
▪
Information about support organisations including; Employee Support
Networks, Army Mediation Service, the Speak Out Confidential Helpline
and the BH&D helpline.
It could also include:
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▪
D&I training opportunities.
▪
Forthcoming Army and Unit D&I events.
▪
Unit Diversity Allies details and information.
i.
Complaints. Ensure that all personnel understand the available support
mechanisms in place and the process for submitting formal (service) and informal
complaints.
j.
Complaints Management. In the event of a BHD complaint being made by an
individual, the CO is responsible for processing and handling the complaint quickly,
confidentially and appropriately. Swift and proper handling of BHD complaints is of
benefit both to the individual and to the Army and informal resolution should be
considered at the outset of all complaints.
75.017.
Formation. Responsibilities include:
a.
Support and review the effectiveness of the CO's Climate Assessment Plan
(submitted to 1* HQ following each Level of Climate Assessment), and other
mandated D&I actions/interventions.
b.
Direct Unit level Climate Assessments when a requirement is identified.
c.
Ensure that mandatory G1 assurance and auditing of D&I is conducted. An
element of the G1SI is focussed on D&I policy compliance.
Bullying, Harassment and Discrimination 75.018.
The MOD and Army has a zero tolerance approach to Bullying, Harassment
and Discrimination (BHD) which explicitly includes a zero-tolerance approach to
unacceptable sexual behaviours. Full details, definitions and guidelines on the Army's
approach to BHD are included in Annex A.
Policies and Guidance for Specific Aspects of D&I 75.019.
Protected Characteristics. The Equality Act 2010 prohibits discrimination on
the basis of a list of protected characteristics as listed below. The Act applies to the Armed
Forces, with some specific exceptions, including the ‘blanket’ exception for age and
disability discrimination. Also excepted is discrimination to assure the fulfilment of another
statutory obligation, such as in relation to health and safety as required by the Health and
Safety at Work Act 1974. At all times, the Army strives to meet its legal obligations in
relation to unlawful discrimination.
a.
Race.
b.
Religion or belief (including non-belief).
c.
Sex.
d.
Sexual Orientation.
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e.
Gender Reassignment.
f.
Marriage and Civil Partnership.
g.
Pregnancy and Maternity.
h.
Disability.
i.
Age.
Whilst all policy is written in accordance with the Equality Act, there are additional Defence
and Army policies and guides which are directly linked to some of these protected
characteristics.
Religion & Belief (including Non-Belief) 75.020.
All those with command or line management responsibility should make
themselves aware of the main features of the religions and beliefs observed by their
personnel and staff.2 Useful publications available on the internet, Defence Intranet or
through Sharepoint include the
Guide on Religion and Belief in the MOD and the Armed
Forces and
AGAI 59, Dress and Personal Appearance.
75.021.
MOD policy conforms with the
Equality Act 2010 such that reasonable requests
from personnel to accommodate religious observances and beliefs should be met, where
practicable; bearing in mind that refusal may be discriminatory if it cannot be sufficiently
justified. In exceptional circumstances it may not be possible for legitimate requests to be
agreed, for example where it would create the strong likelihood of an adverse impact on
operational effectiveness or would jeopardize health and safety. However, in most
circumstances it should be possible to resolve difficulties through sensible local
management and dialogue with the individual affected. The Royal Army Chaplain's
Department is responsible for the provision of religious ministrations to the personnel of
the Army in peace and war, as well as to their families. It will also promote, by all practical
means, the spiritual and moral welfare of the entire military community.3 Furthermore,
chaplains are responsible for ensuring that appropriate provision is made for the moral
guidance, spiritual support and pastoral care of SP of Christian denominations, religious
affiliations and recognised belief systems different from their own. This includes ensuring
that, where appropriate, suitable opportunity for religious observance is provided.4 Further
advice can be obtained from the Army D&I team. In addition, the Armed Forces employ
Civilian Chaplains to the Military, representing Buddhist, Hindu, Jewish, Muslim and Sikh
faith leaders. They provide pastoral care and are an expert source of authoritative advice
and assistance and can be contacted via the Armed Forces Chaplaincy Centre at Beckett
House, UK Defence Academy. There are several other Defence Networks who act to
support SPs of other faiths, beliefs, traditions and philosophies.
75.022.
The law does not stipulate that employers must provide time or facilities for
religious or belief observance in the workplace. The MOD policy, however, seeks to enable
personnel of different religions or beliefs to undertake religious observance wherever
2 QR(Army) para
J5.261
on MODNET and Defence Connect. 3 QR(Army) Annex B to Chapter 4 para 1 on
MODNET and Defence Connect. 4 QR(Army) para 5.274.a on
MODNET and
Defence Connect.
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practicable and to respect and accommodate their religious requirements. COs are
responsible for initiating administrative action for the provision of churches and World Faith
Prayer Rooms under approved policy.5 Individuals are often content to agree a course of
action that balances their needs against the needs of the Army to the benefit of both.
75.023.
Acts of Remembrance. Acts of Remembrance, on Armistice Day and others,
should be inclusive and seek to avoid being conducted as a wholly religious event. Acts of
Remembrance should be agnostic of religious elements and separated from
Remembrance Services. This may be achieved by holding a religious service after the Act
of Remembrance. No officer or soldier on such a parade is to be expected to take part,
against their wishes, in a service of any religion, denomination or recognised belief system
other than their own or in any joint service.6
75.024.
Remembrance Sunday. Remembrance Services around the country mirror the
formal Act of Remembrance which takes place at the Cenotaph in London. It is common
for units to support local services and events and doing so is positive for the Army. It is
important that those who do not adhere to the faith of the supported religious service are
not forced to attend such services, although they may choose to do so as part of Respect
for Others, supporting colleagues and unit cohesion. Those who elect not to attend a
religious service which does not align with their faith must not experience discrimination as
a result. An example of such discrimination might be an individual being given additional
duties during the service/event and being unable to join in the Act of Remembrance.
Members of different faiths should be supported in attending other Acts of Remembrance;
for example, the Defence Humanist Network hold an annual secular Remembrance event
for non-religious Defence personnel.
Marriage/Civil Partnership
75.025.
Civil Partnership and Same Sex Marriage. Since the introduction of the Civil
Partnership Act in 2004 and the Marriage (Same Sex Couples) Act in 2014, a same sex
couple in a marriage or civil partnership are afforded the same rights as couples in a
heterosexual marriage. The MOD complies with this legislation.
75.026.
Use of Military Venues for Same-Sex Marriage. Local advice should be
sought as to the use of military venues for same-sex marriage ceremonies. The use of
military churches for same-sex marriage requires the church to be registered with the
General Registrar’s Office, which has jurisdiction in England and Wales. For military
churches in Northern Ireland, Scotland and overseas, the process is different. Currently
only St Barbara’s in HMS Excellent, St Barbara’s in Chatham and St Barnabas in Dhekelia
are registered. If couples wish to use another military church, they are required to apply for
Ministerial permission; advice should therefore be sought from Unit/ formation chaplains as
early as possible. It should be noted that same-sex marriage ceremonies or blessing
ceremonies are not currently permitted within Church of England or Roman Catholic
consecrated churches and chapels. Furthermore, only chaplains who consent to conduct
same-sex marriage and are from specific Sending Churches, are permitted to conduct
same-sex marriage.
5 QR(Army) para 5.268.b on
MODNET and
Defence Connect. 6 QR(Army) para 5.268.d on
MODNET and
Defence Connect.
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Gender Reassignment
75.027.
Transgender Personnel. The policy for the recruitment and management of
transgender personnel in the Armed Forces is laid down
in JSP 889 – Policy for the
Recruitment and Management of Transgender Personnel in the Armed Forces.
Management of transgender personnel is a sensitive and complex matter hence early
discussion with the Army D&I Team
(xxxxxxxxxxxxxxxxxx@xxx.xxx.xx) and the
transgender representative of the
Army LGBT+ Network is recommended. Additional
guidance is given on the management of gender identity a
t Annex C. Disability
75.028.
Disability Toolkit. A comprehensive toolkit to assist in supporting those with
disabilities, contribute to an inclusive environment and allow all reasonable adjustments to
be made can be found
on DefNet.
Pregnancy, Maternity & Paternity
75.029.
Policy for the management of personnel who are pregnant and for maternity
and paternity arrangements can be found in
JSP 760 - Tri-Service Regulations For Leave
And Other Types of Absences, including details of chain of command/line management
responsibilities. It is important to note that all Leave policy is applicable to eligible
personnel in same-sex relationships. The policy provides detailed guidance on the
management of individuals both before and after childbirth, particularly in respect of time
off, leave, appraisals and appointments. Additional support and guidance can be found in
Pregnancy and Maternity - A Guide for Servicewoman and
Pregnancy and Maternity -
Guide for Commanders and Line Managers . 75.030.
The guiding principle is that personnel should not be disadvantaged in any way
as a result of being pregnant or taking parental leave. Careful consideration must be made
in respect of reporting periods for OJARs and SJARs and no mention should be made of
an individual’s status or circumstance, as pe
r JSP 757 Part 1. Consultation with the
relevant Army Personnel Centre (APC) desk officer is advisable in order to avoid any
unintended consequences as a result of unit administrative or reporting arrangements.
75.031.
Another key requirement is to allow opportunity for the individual to return to
their current appointment following parental leave unless they wish to do otherwise or are
due to be assigned. Agreeing a planned course of action with the individual, and with their
APC desk officer, is recommended in order to identify and resolve potential difficulties.
Units should also be mindful of the need to allow time off for medical appointments and to
arrange a graduated return to work following parental leave.
75.032.
Childcare and Flexible Working. Policies and guidance in respect of childcare
and flexible working are not specifically D&I issues nor are they a protected characteristic
in accordance with the Equality Act and the criteria in Para 75.019. However, Paras
75.033 & 75.034 are linked to those relating to Pregnancy and Maternity and are included
here to assist in supporting Service parents.
75.033.
Childcare policy is outlined in
AGAI Vol 3 Ch 81 which highlights the need for
serving parents to provide a childcare plan and the requirement to allow sufficient time for
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individuals to make childcare arrangements, in order that they can fulfil their obligations as
an Army employee. Policy and guidance relating to flexible working can be found in
JSP 750 - Centrally Determined Terms of Service, Flexible working and alternative work
schedules, a
nd JSP 760 - Tri-Service Regulations For Leave And Other Types of
Absences. 75.034.
Flexible Working and Flexible Service. The range of different working
patterns and terms of Service are covered in
JSP 750 - Centrally Determined Terms of
Service. Flexible working is an adjustment to normal working patterns, agreed with line
managers, in order to accommodate individual needs. Flexible working must not be
interpreted as meaning reduced working time, it is working at different times. Flexible
Service allows eligible service persons to work reduced hours with a commensurate
reduction in certain entitlements. Full details and definitions are in JSP 750.
Complaints - Informal & Service (Formal)
75.035.
It is important that all Personnel have a clear understanding of the fundamentals
of the Army's policy towards Inclusive Behaviours and the process for making a complaint.
All personnel are entitled to submit a complaint if they believe they have been wronged in
any way, treated inappropriately or unfairly. There are two key policy documents listed
below that provide direction on complaints; the first for all types of complaints and the
second outlining the informal complaints resolution process.
a.
JSP 831 – Redress of Individual Grievances: Service Complaints.
b.
JSP 763 – The MOD Behaviours and Informal Complaints Resolution Policy.
c.
Civilian Formal Bullying, Harassment, Discrimination and Victimisation
Complaints Policy and Procedures -
For Civil Servants.
75.036.
Informal Resolution. Every allegation of bullying, harassment or discrimination
is serious and will be treated as such. In the first instance, having witnessed or
experienced BHD, individuals should consult with their line manager or unit D&I(A).
Options for informal resolution should always be considered, which does not prevent
submission of a formal complaint, and may allow satisfactory resolution as quickly as
possible. Options for informal resolution are covered in detail in
JSP 763 but include
speaking to the Respondent directly, writing to the Respondent, asking for the CoC/
management chain to intervene, using an MOD Colleague or TU Official, or by using
mediation (full details of the Army Mediation Service are at Annex H). Unit D&I(A)s can
provide further information and support.
75.037.
Early and informal resolution to complaints is often the best approach, however
care must be taken to avoid dismissing a serious issue when more formal action is
required (this may include Administrative Action or involving the Service Police). An
individual should never be dissuaded, or prevented, from making a Service Complaint or a
formal complaint if that is what they wish to do but it is important they understand all the
options available. It is also noteworthy that delays to making complaints must be avoided
as there is a 3-month time limit in which formal complaints must be made.
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75.038.
Service (
Formal) Complaints. Where the outcome of informal resolution is
unsuccessful or its use deemed inappropriate, a Service Complaint may be submitted in
accordance with
JSP 831, either via the Commanding Officer, direct to the Service
Complaints Secretariat (SCS) or externally through the Service Complaints Ombudsman
for the Armed Forces.
75.039.
The Service Complaints Ombudsman for the Armed Forces (SCO) may be
contacted by any service person. They will refer the complaint to the appropriate person in
the Chain of Command.
Telephone: 0300 369 0689
Email
: xxxxxxx@xxxxx.xxx.xx
Website
: https://www.scoaf.org.uk/
Twitter: @SCOAF_UK
75.040.
Under the
Equality Act 2010 an Employment Tribunal does not have jurisdiction
to hear a case involving a claim of discrimination by a member of the Armed Forces unless
that person has made a service complaint about the matter within the relevant time limits
(usually 3 months). Failure to do so will render a complaint to an Employment Tribunal
inadmissible.
Command, Control and Governance
75.041.
D&I Policy Formulation and Governance. Director Personnel (D Pers) is
responsible, on behalf of the Army Board, for the formulation and implementation of D&I
policies for the Army. This responsibility is delegated to the Army D&I Team, which
provides the Army focus for D&I advice and policy. Routine delivery of improvements to
Army DI&B policy and measures of success will be delivered through the Diversity and
Inclusion Campaign Plan.
75.042.
Diversity Statistics. Biannually, the MOD publicly publishes diversity statistics
for gender, ethnicity, age, religion and sexual orientation. This can be found on
gov.uk. 75.043.
Equality Analysis. All MOD policies, processes and services are subject to an
Equality Analysis which is designed to check potential effect of that policy on protected
groups within the Army. Responsibility for and conduct of Equality Analysis is explained in
ACSO 3252 - The Conduct and Assurance of Equality Analysis for Army Policies and
Services. This can also be used at unit level to ensure activity is inclusive.
75.044.
Awareness Training and Education. The scope of all Army D&I training is
outlined in
Annex B. Specialist training is provided by the Defence Leadership Centre
Delivery Team (DLCDT) at the Defence Academy for those assuming the roles of D&I(A)
and D&I(P) within units, and for senior officers (Brigadier and above, plus Colonels with
Command responsibilities).
75.045.
Recruiting and Initial Training. GOC Army Recruiting & Initial Training
Command (ARITC) is responsible for ensuring that all personnel involved in recruiting and
initial training have the appropriate training, skills, and knowledge with respect to D&I
policies and practise.
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75.046.
Career Management. Pers Pol (A) is responsible for ensuring career policies
and management processes have due regard to openness, fairness, clarity and equality of
opportunity. MS is responsible for ensuring that all personnel involved in the
implementation of these policies and practices have the appropriate training, skills, and
knowledge with respect to D&I policies and practise.
75.047.
Complaints Procedures. The Army Service Complaints Secretariat,
Army
Personnel Services Group (APSG) is responsible for processing Army Service Complaints,
procedures for which are published in
JSP 831. 75.048.
Legal Advice. Legal advice to the CoC may be sought from formation legal
advisors or from Army Legal Services (ALS) SO1 Employment Law (Army Legal-Adv-
Empl-Law-SO1).
Conclusion
75.049.
It is important that the Army maximises the talent of every individual. It is
required by law to provide equality of opportunity for all regardless of their differences.
Everyone should be able to bring their whole self to work and not be disadvantaged in
doing so. Embracing a diverse workforce, creating an inclusive environment, and ensuring
that the Values and Standards of the Army and the Civil Service Code are upheld is
everyone's responsibility and, in delivering this, the Army will be a better place to work and
an adaptable, combat ready and operationally effective Service.
Annexes:
A.
Bullying, Harassment and Discrimination – Army Policy and Guidelines.
B.
Outline of
Army Diversity, Inclusion and Behaviours Training and Virtual Bookshelf.
C.
Guidance on the Management of Gender Identity.
D. Responsibilities of an Army D&I(A).
E.
Responsibilities of an Army D&I(P).
F.
Army Employee Support Networks.
G.
Army Speak Out Policy.
H.
Army Mediation Policy.
I.
Army Climate Assessments.
J.
Diversity Champions, Advocates and Allies.
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ANNEX A TO CHAPTER 75
BULLYING, HARASSMENT AND DISCRIMINATION (BHD)
ARMY POLICY AND GUIDELINES
Policy and Legal Definitions
1.
Bullying, harassment and unlawful discrimination (BHD) is never justifiable or
acceptable in the Army. Those found guilty of unacceptable behaviour will be subject to
administrative7 or disciplinary action in accordance with
AGAI Vol 2 Ch 678, the
JSP 830 -
Manual of Service Law and
The Queen’s Regulations for the Army 19759. Commanding
Officers are entitled to initiate such action where there is evidence of wrongdoing,
irrespective of whether a formal or informal complaint is made. Bullying covers
unacceptable behaviour against an individual or group whether they are protected by the
equality act (Race, Religion, belief or non-belief, Sex, Age, Disability, Sexual Orientation,
Gender reassignment, Marriage & Civil Partnership, Pregnancy & Maternity), or not. For
example, gender identity and gender expression, speaking with an accent, having a
different cap badge or being injured are not protected characteristics but can still be the
basis for bullying for which the Army has zero tolerance.
a.
Bullying. Bullying has no legal definition but can be described in general terms
as -
“offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of
power through means that undermine, humiliate, denigrate or injure the recipient’.
The perception of bullying can differ from person to person
”.
b.
Harassment. Harassment is defined as being unwanted conduct related to a
protected characteristic which has the purpose or effect of violating the recipient’s
dignity or of creating an intimidating, hostile, degrading, humiliating or offensive
environment for the recipient.
c.
Protected Characteristics. All personnel must recognise that a number of
personal characteristics are protected by law under the
Equality Act 2010. It is
noteworthy that all personnel have at least five of the protected characteristics listed
below:
(1) Race.
(2) Religion or belief (including no belief).
(3) Sex.
(4) Age.
(5) Disability.
(6) Sexual Orientation.
7 The Service Test - Have the actions or behaviour of an individual adversely impacted or are they likely to
impact on the efficiency or operational effectiveness of the Service?
8 Alternative link t
o AGAI 67 on Defence Connect.
9 Alternative link t
o QR(Army) on Defence Connect.
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(7) Gender Reassignment.
(8) Marriage & Civil Partnership.
(9) Pregnancy & Maternity.
d.
Discrimination. In simple terms, unlawful discrimination occurs where,
because of a protected characteristic:
(1) A person is treated less favourably than someone else (direct
discrimination).
(2) A working condition or rule disadvantages one group of people more than
another and that working condition or rule cannot be shown to be a
proportionate means of achieving a legitimate aim (indirect discrimination).
2.
In addition,
2022DIN01-035, Zero Tolerance to Sexual Offences and Sexual
Relationships Between Instructors and Trainees sets out Defence’s zero tolerance policy
to unacceptable sexual behaviours.
3.
BHD must not be confused with the requirement and authority of the Chain of
Command to issue legitimate orders and provide military discipline where appropriate.
The difference between the two is something that a leader might need to explain to those
under their command.
Combating Bullying, Harassment and Discrimination
4.
Commanders and line managers at all levels, (Civil Servants, Officers, Warrant
Officers and all Non-Commissioned Officers) have a responsibility to ensure the protection
of their subordinates from BHD. Any abuse of, or disregard to this responsibility amounts
to neglect.
5.
All personnel are to be made aware of help that is available if they believe they are
being subjected to bullying, harassment or discrimination or any other unacceptable
behaviours. The range of help, advice and guidance includes the following:
a.
As a first step, personnel should speak to their immediate line manager or
higher commander. If approaching the immediate Chain of Command is difficult or
unsuitable, help can be sought in confidence from several other sources:
b.
The unit Diversity and Inclusion Adviser (D&I(A)) or Practitioner (D&I(P)).
c.
The unit Welfare Officer (UWO).
d.
The unit Padre or relevant Civilian Chaplains to the Military (representing
Buddhist, Hindu, Jewish, Muslim and Sikh).
e.
Speak Out, the Army’s confidential BHD Helpline, Tel:
0306 770 4656 or
96770
4656, Email:
xxxxxxxxxxxxx@xxx.xxx.xx, Mon-Fri 0830-1700.
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f.
Defence BHD helpline: 0800 7830334
g.
The Army Mediation Service, Tel:
0306 770 7691, Email:
Army-Mediation-
xxxxxxxx@xxx.xxx.xx.
h.
The Civil Service
Employee Assistance Programme (EAP)
6.
All personnel are entitled to consult the Service Complaints Ombudsman for the
Armed Forces (SCO) directly if they believe that their complaint has not been handled
correctly, or they feel unable to complain through their own unit:
Telephone: 0300 369 0689
Email
: xxxxxxx@xxxxx.xxx.xx
Website
: https://www.scoaf.org.uk/
Twitter: @SCOAF_UK
7.
Where an individual wishes to make either a formal or informal complaint, advice on
the complaints procedure is available from those listed above and detailed guidance is
contained in
JSP 831 - Redress of Individual Grievances: Service Complaints and
JSP 763 - Behaviours and Informal Complaint Resolution. It is important to note that
formal complaints must be submitted within 3 months of the last occasion when any
alleged unacceptable behaviour took place.
8.
It is recognised that personnel will sometimes be treated differently to others either to
account for specific needs of an individual (or group) or due to the needs of the Army.
Treating people differently is perfectly acceptable, if individuals are treated fairly and dealt
with in a manner that is lawful and can be objectively justified.
9.
Fostering an aggressive spirit in soldiers is necessary to train them for operations
and war. Soldiers must be self-reliant and robust, mentally and physically, and be capable
of resisting pressure if they are to prevail in battle. Controlled aggression, self-sufficiency
and strong leadership are very different to the use of intimidation or violence which
characterise bullying. The difference between the two is clear:
a.
Positive encouragement in training develops individuals and groups and raises
morale.
b.
Bullying is destructive to individual self-esteem and undermines unit morale and
confidence in the Chain of Command. The effect of bullying on team cohesion and
operational effectiveness is always destructive.
Description and Examples of Bullying
10. Bullying can exist between peers, be directed downwards to subordinates and
upwards to seniors. Any abuse or misuse of power intended to undermine, humiliate,
denigrate or injure the recipient is of concern and most damaging to the Army’s reputation.
Initiation ceremonies come under the category of bullying and are not permitted.
11. Bullies may attempt to make excuses for unacceptable behaviour and bullying,
referring to incidents in terms such as; a personality clash, a strong or robust leadership
style, an attitude problem or an autocratic management style. However, bullying can
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generally be recognised where the treatment of others cannot be objectively justified and
by its effect which is always negative.
12. Bullying may be sustained over time or may be a single act of intimidation. It can
never be justified by claims that the result of the bullying behaviour was improved
performance by an individual or a unit. Such claims might even be believed by those
behaving unacceptably towards others, but the reality is that motivation, mutual trust and
respect are diminished and ultimately replaced by fear.
13. Examples of unacceptable behaviour include:
a.
The use of personal insults or labelling of individuals or groups with nicknames
designed to undermine, humiliate or denigrate others.
b.
Unfair work allocation or exclusion from certain types of work.
c.
Unfair pressure about the speed and quality of work, for example, the use of
double standards to ensure failure.
d.
Over-supervision and persistent criticism especially in front of subordinates.
e.
Blocking applications for leave or training without good reason.
f.
Use of physical force.
g.
Initiation ceremonies.
Description and Examples of Harassment
14. Harassment may affect an individual's ability to perform their duties and,
consequently, affect the performance, efficiency and safety of others. Harassment may
take the form of persistent unwanted attention which continues after the recipient makes
clear that he/she wants it to stop. However, a single incident can also constitute
harassment, if sufficiently serious.
15. Examples of unacceptable conduct amounting to harassment include:
a.
Unwelcome sexual or other attention in the form of physical or verbal conduct.
b.
Subjecting an individual to insults or ridicule because of a Protected
Characteristic or other characteristic.
c.
Suggestions that sexual favours may further an individual's career or that
refusal may hinder it.
d.
Unfair work allocation or exclusion from certain types of work based on
stereotypes related to a Protected Characteristic.
e.
Other behaviour of a consistent and offensive nature involving physical conduct
such as touching, patting, pinching or brushing against another's body.
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f.
Circulating or displaying sexually explicit material where it is intended, or has
the effect of causing offence to others, is likely to constitute sexual harassment.
g.
Direct or indirect exposure to language or action of a suggestive or sexual
nature.
h.
The inclusion of stories or jokes and illustrative material in formal presentations
or lectures that may cause offence in relation to a Protected Characteristic.
i.
Comments such as ‘there is no place for women/gays in the Army’ are classed
as harassment.
j.
Excluding an individual from conversation or social occasions because of a
Protected Characteristic.
k.
The use of unacceptable language, e.g. the casual use of racist, sexist, or
derogatory homophobic, biphobic or transphobic10 terms, even if not directed at an
individual, examples of this include use of words like “tranny”, “freak”, “bender”, etc.
16. It should be noted that a claim that offence was not intended, is not a defence to a
claim of harassment. The fact that other officers or soldiers have not objected to behaviour
that the complainant finds offensive or objectionable is also not a defence. In addition, a
person need not have one of the Protected Characteristics themselves in order to be
offended or raise a claim of harassment.
Victimisation 17. Victimisation generally means treating a person worse than others because they
have made a complaint or allegation about something or somebody. Victimisation is
unlawful and considered to be a very serious matter. Those found guilty of victimisation
are likely to receive significant sanction either through administrative action or formal
disciplinary action.
False Allegations
18. False or malicious allegations of BHD or unacceptable behaviour is serious personal
misconduct and offenders may be subject to administrative action or formal disciplinary
action.
10 Homophobia is defined as ‘dislike of, or prejudice against, homosexual people’; Biphobia is defined as
‘dislike of, or prejudice against, bisexual people’ and Transphobia is defined as ‘dislike of, or prejudice
against, transgender people or those who have non-binary identities’.
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ANNEX B TO CHAPTER 75
OUTLINE OF ARMY DIVERSITY, INCLUSION AND BEHAVIOURS TRAINING &
VIRTUAL BOOKSHELF
Introduction
1.
D&I training is important to ensure the success of the Army’s D&I policy. Formal
training takes place at key career stages and a CO's brief is mandated on an annual basis
as part of ITR Behaviours. To effect cultural change, commanders must incorporate
diversity and inclusion in all they do and recognise the value and contribution to
operational effectiveness; D&I should be embedded into all aspects of unit life and training.
The Armed Forces D&I training policy is laid out in
JSP 822 - Defence Training and
Education Leaflet. For Civil Servants, mandated training is laid out in
Summary of
Mandatory Learning.
2.
The Army's DI&B training objectives will be met through a variety of training delivery
means. Some of the objectives will be met by the provision of formal courses; others will
be met by delivering informal and formal, in-Unit training. All D&I training will be evaluated
on a frequent basis to ensure it delivers Service personnel trained and informed to meet
the Army's DI&B requirements.
3.
Effective DI&B training should seek to instil an inclusive culture where BHD and
unacceptable behaviours are not tolerated and are challenged where they are identified. It
should also provide information on the law, MOD and Army policy, and the procedures to
be followed. This is particularly important in the content of leadership and management
courses.
4.
Annual mandated training, training at key career stages and specialist D&I training is
articulated in this annex.
Mandated Individual Training
5.
Military personnel are mandated to complete the following D&I training:
Training
Training Delivery
Mandatory
Frequency of training
Annually (All ranks). Whilst
not mandatory, Civil
ITR Behaviours
Commanding Officer
Yes
Servants should be
encouraged to attend.
On arrival in unit and every
Workplace Induction
Unit Trg Team
Yes
3 years thereafter
Programme (WIP)
(All ranks)
6.
Behaviours Training. In support of ITR Behaviours, Commanding Officers must
direct additional activities from the D&I Trg Virtual Bookshelf. These can be chosen to
support the Unit's specific climate, circumstances and training programme. Full details of
the available training activities are detailed in para 18.
7.
D&I training for Military Managers of Civil Service (CS) Personnel. Military
personnel with Line Management (LM) reporting responsibilities for Civil Service personnel
are mandated to complete Diversity & Inclusion (2020) available on Civil Service Learning.
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8.
Training for Army personnel sitting on promotion and selection boards. All
personnel who are required to act as board members on promotion or selection boards are
to complete the following mandatory pre-board training:
a.
Diversity & Inclusion (2020) available through Civil Service Learning (valid for 3
years).
b.
ITR Behaviours (annually).
Career Stage Training
Training
Training Delivery
Mandatory
Frequency of Training
Initial Training D&I
Initial Trg
Once during initial training
Yes
Presentation
Establishments
(All ranks)
A&S delivered. Use of
Dilemma and the
Challenging Behaviours
JNCO ALDP
Yes
Once
scenarios to discuss D&I
and V&S during the
course.
A&S delivered Part 1
Yes
SNCO ALDP
(Includes interactive
(for those selected for
Once
scenario-based training)
promotion to Sgt)
Interactive scenario-
Yes (for all SSgts
WO ALDP
Once
based training
selected to WO2)
Yes (for all selected for
RSM Course
Army D&I Team
Once
RSM appointments)
Late Entry Officers
Army D&I Team
Yes (for all LE Capts)
Once
Course
Yes
All Arms Adjt Cse
Army D&I Team
(for those selected for
Once on Adjt Cse
Adjt appointments)
ICSC(L) Presentation
Yes
and Syndicate Room
Army D&I Team
(for those selected for
Once during ICSC(L)
Discussions
ICSC(L))
Commanding Officer
Yes
Designate Course
Army D&I Team
(for those selected for
Once during CODC
(CODC) Presentation
CO appointments)
Yes
On promotion to OF6 and
Leading Diverse and
(OF6 and above, all OF5 every 3 years thereafter.
Inclusive Organisations
DLCDT
Comd Appts, APC
(OF5 not in a Comd Appt
(LDIO)
OF5s)
by exception)
D&I Specialist Training
Training
Training Delivery
Mandatory
Frequency of Training
Diversity and Inclusion
DLCDT
No
No expiry
Practitioner (D&I(P))
Diversity and Inclusion
Valid for 5 years from
DLCDT
No
Adviser (D&I(A))
completion
Eligibility, Suitability and Requirement for Specialist D&I Training
9.
Specialist D&I training is available as follows:
a.
Diversity & Inclusion Fundamentals (D&I(F)) The D&I (F) course is
a self-
enrolment online course that is available to all through the DLE to anyone who has
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an interest in Diversity & Inclusion. This course does not require Chain of Command
approval to complete. Available on DLE as a ‘one-stop shop’ for people to use as
required. Completion, and a minimum pass of 80% on the final test, is a pre-requisite
for attendance on the D&I(P) Course.
b.
Diversity & Inclusion Practitioner (D&I(P)). Suitable for those responsible for
D&I at sub-unit level. All Army sub-units are to have one trained D&I Practitioner.
c.
Diversity & Inclusion Advisor (D&I(A)). Suitable only for those who will
specifically conduct the role of Diversity & Inclusion Advisor within their unit or
establishment. All Army Units, both Regular and Reserve, are to have two in-date
D&I Advisers. Volunteers with an active interest in D&I should be sought rather than
tying the requirement to specific posts. Consideration should be given to an
individual's ability to be proactive in the role and ability to be accessible to all
members. In most instances, RSM, Adjt or similar should be avoided. There is no
rank restriction on the role, but nominations must be able to support unit level activity
including updates to the CO. This qualification can be accredited by CMI and
individuals can apply for a Level 4 Award in Managing Equality, Diversity & Inclusion.
Further information will be given to students on course.
d.
Legacy training. Equality, Diversity & Inclusion Advisers (EDIA) remains valid
until the expiry date listed on the JPA competency. The qualification can be extended
in accordance with Para 11 of this Annex. The Assistant Equality, Diversity &
Inclusion Advisers (AEDIA) competency has no expiry date.
Applying for D&I Training
10.
Application process. Applications for both D&I(P) and D&I(A) are to be submitted
as follows:
a.
Confirm unit/formation requirement. In the first instance, anyone wishing to
become a D&I(A) or D&I(P) should speak to their D&I(A) (or Adjt/G1 Rep if there is
no D&I(A)), and CoC who can confirm the unit/formation requirement and offer advice
on applying. Units/formations should also check if they have qualified personnel not
currently in a D&I role that could undertake the roles as this may affect prioritisation
of places.
Where gaps exist in Units and Formations, it is advisable to inform formation D&I
reps (HC / Fd ArmySO2 D&I) so course loading by Home Command/Field Army can
be prioritised accordingly.
b.
D&I(A) Requirements. Criteria for attending D&I(A) Courses are:
(1) Applicants are
not required to have completed D&I(P) or AEDIA prior to
attendance on this course.
(2) Complete D&I Fundamenta
ls (D&I(F)) on the DLE within one year of the
course date. Pass certificate with 80%+ to be provided when applying to your 1*
formation.
(3) Confirm dates for which the nominee is available. Flexibility on availability
will increase the chances of receiving a place.
(4) The D&I(A) Course is delivered remotely by the Defence Academy using
Adobe Connect and is not Modnet compatible.
Applicants must have access
to a non-modnet laptop or PC not a tablet or phone.
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(5) Nominees must be willing and available to undertake pre-course work
ahead of attendance on the course as directed by the Defence Academy.
Failure to complete this will result in removal from the course and the Army will
lose the training place. In this instance, disciplinary action may be taken.
(6) If allocated a place, it is not possible for units or individuals to amend
attendees. Any changes must be staffed through the appropriate lines of
communication to their respective 3* (HC / Fd Army) SO2 D&I.
c.
D&I(P) Requirements. Criteria for attending D&I(P) Courses are:
(1) Complete D&I Fundamenta
ls (D&I(F)) on the DLE within one year of the
course date. Pass certificate with 80%+ to be provided when applying to your 1*
formation.
(2) Confirm dates for which the nominee is available. Flexibility on availability
will increase the chances of receiving a place.
(3) The D&I(P) Course is delivered remotely by the Defence Academy using
Adobe Connect and is not Modnet compatible.
Applicants must have access
to a non-modnet laptop or PC not a tablet or phone.
(4) Nominees must be willing and available to undertake pre-course work
ahead of attendance on the course as directed by the Defence Academy.
Failure to complete this will result in removal from the course and the Army will
lose the trg place. In this instance, disciplinary action may be taken.
(5) If allocated a place, it is not possible for units or individuals to amend
attendees. Any changes must be staffed through the appropriate lines of
communication to their respective 3* (HC / Fd Army) SO2 D&I.
d.
Course bidding process. D&I(A) and D&I(P) course loading calling notices will
be disseminated through formation G1 branches / SO2 D&I. Units and formations are
to submit nominations in accordance with the direction provided.
Applications are
not to be submitted directly to the Defence Academy or Army HQ.
e.
Confirmation. Once course places have been prioritised and allocated by the
Formation SO2 D&I, individuals selected for the course and nominated reserves will
be informed and will need to:
(1) Complete self-enrolment as directed by formation SO2 D&I / G1 branches.
(2) Complete all pre-course work as directed by the Defence Academy.
(3) Be available to attend the training on the dates and times you have been
allocated.
Failure to complete the course pre-requisites will result in you being RTU'd.
Course places are limited and being RTU'd as a result of a failure to complete
pre-course training will lead to administrative or disciplinary action.
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f.
Course Joining Instructions. Once the enrolment process is complete, the
Defence Academy will send out the joining instructions to those with course places
and information about being a reserve. A training place is only confirmed once this
has occurred.
g.
Contact. In the first instance,
all queries are to be addressed by unit / formation
G1 branches / SO2 D&I. Only in extremis, should you contact the Army D&I Team on
xxxxxxxxxxxxxxxxxx@xxx.xxx.xx regarding training.
Extensions to Existing Qualifications
11. In accordance with
2020DIN07-050, extensions to existing Equality, Diversity and
Inclusion Advisor (EDIA) qualifications for Army TLB personnel may be granted by the
Army D&I Team. Individuals should apply to
xxxxxxxxxxxxxxxxxx@xxx.xxx.xx with the
following information:
a.
Service Number, Rank and Name.
b.
Date of expiry of existing D&I(A) qualification (extensions will only be
considered where existing qualifications have expired or have less than 3 months
remaining).
c.
D&I(F) Completion Certificate with 80%+ pass (Course available on the DLE).
d.
Evidence of CPD/currency in a D&I(A) role.
Where suitable evidence and currency is provided, the Army D&I Team will request an
extension of 5 years to the qualification and the JPA Competency will be updated to reflect
this. Please note, this extends the EDIA qualification for a period of 5 years from the expiry
date, it does not convert it to the D&I(A) qualification.
Army Diversity Allies Training
12.
General. The role of a Diversity Ally is to understand and actively support colleagues
from diverse backgrounds, particularly those from a minority group within the organisation
e.g. LGBT+, ethnic minority, female or disabled.
13.
Aims. The aims of the awareness days are to help attendees:
a.
Understand the diversity of the Army.
b.
Understand why it’s important to have visible and active allies in the workplace.
c.
Increase your diversity awareness.
d.
Explore ways to be a visible ally.
e.
Challenge unacceptable behaviour.
f.
Understand the lived experience of others including minority groups.
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14.
Suitability. Training is open to all ranks including Army civil servants but is best
suited to junior service personnel and key influencers at the tactical level. All attendees
must be volunteers.
15. Training is not aimed at:
a.
Active members of Army Support Networks.
b.
D&I Advisors or Practitioners.
c.
Chain of Command.
16.
Prerequisites. The only criteria that is needed to be an ally is to have a desire to
improve life for everyone in an inclusive Army and to support diversity and inclusion
through visible actions. Formal D&I training or experience is not required.
17.
How to Apply. Course dates will be disseminated by formation G1 branches / SO2
D&I to unit D&I(A)s for individuals to register their interest.
Diversity, Inclusion and Behaviours Virtual Bookshelf
18. As part of ITR Behaviours, additional training is mandated to be delivered in Unit
which is to be selected from a range of training products. These are outlined below with full
details on trainer requirements, target audience, group size, duration and resources
required available at ITR Behaviours - Virtual Bookshelf accessible from the
D&I Toolkit.
a.
Unconscious Bias
b.
Challenging Behaviours
c.
Bystander Training
d.
Padre Character Development Sessions
e.
RMP Consent Training
f.
Respect for Others
g.
D&I Fundamentals
h.
Civil Service D&I 2020
i.
Centre for Army Leadership Cards
j.
Bespoke Unit Delivered Training
k.
Additional Training Support
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ANNEX C TO CHAPTER 75
GUIDANCE ON THE MANAGEMENT OF GENDER IDENTITY
Introduction
1.
People who declare an intention to transition from their assigned gender (gender at
birth) to their affirmed gender (the gender they identify as) have legal protection against
discrimination under the Equality Act 2010 under ‘Gender Reassignment’ and may also
apply for a Gender Recognition Certificate to have their gender change legally
recognised11.
JSP 889 – Policy for Management and Recruitment of Transgender
Personnel provides detailed information on the steps the Army must take to manage this
process appropriately.
2.
JPA provides a binary choice between male and female and therefore all personnel
are categorised in that way. Other non-binary gender identities are not currently recorded
or recognised which can cause confusion at local level. This Annex provides guidance to
commanders and line managers to enable them to meet some of the needs of Army
personnel who indicate they have a non-binary gender identity.
Gender Identity Language
3.
Transition. The process by which an individual begins to live as a member of
another gender can be complex.
It may include the following: changes to legal documents,
alterations to physical appearance, name and pronoun changes, hormone therapy and
surgery. The changes made by the person undergoing transition are unique to that
individual.
4.
Gender Identity. This can be described as an individual’s sense of self: the way they
interact with others and relate to themselves. Gender identity is not the same as biological
sex which is physiological and generally relates to an organism’s biological reproductive
function. Gender Identity is regarded in parts to be both culturally shaped and innate to the
individual. As such, gender is self-determined by each of us and generally exists
somewhere on a scale with female at one end and male at the other. Generally, people
are close to one end of the scale or other, but there are natural variations along that scale.
5.
Transgender. An umbrella term to describe people whose gender identity is not in
line with their physical sex at birth and is often shortened to ‘trans’.
Trans personnel may
refer to themselves as a trans woman or trans man, woman, man or non-binary.
6.
Non-Binary Identity. Non-binary is a term for people whose gender identities do not
fit into the gender binary of male and female. A non-binary person might consider
themselves to be neither male nor female, or to be in some sense both male and female,
or to be sometimes male and sometimes female (gender fluid). People who identify as
non-binary will sometimes prefer to refer to themselves using pronouns which are not
gender specific, for example ‘they’ or ‘ze’.
7.
Gender Expression. This is how an individual expresses their gender to the world.
This expression may involve physical and social attributes such as body shape, hair,
11 The Army is required to comply with equality legislation, although the Armed Forces have certain limited exemptions from legislation,
which may or may not be utilised, relating to sex, age, gender reassignment and disability (Para 75.019 refers).
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voice, mannerisms and behaviours, and cultural expressions such as choice of jewellery,
clothes, makeup or haircut.
Local Management of Non-Binary Personnel
8.
Pragmatic and considered actions by the CoC can make life considerably easier for
those personnel who are not transitioning but whose gender identity is non-binary. The
following examples provide Commanding Officers with ways in which they might manage
non-binary individuals sympathetically without adversely impacting on operational
effectiveness, all are taken from real-life issues that have been solved at a local level:
a.
Provision of a Gender-Neutral Toilet. Where existing infrastructure provision
allows, an additional toilet should be re-designated as a gender-neutral facility, by
replacing gendered with non-gendered signage, (a key principle is to provide
additional choice not to reduce existing provision). This can be done with minimum
effort and expense and a change of signage. In some organisations the toilet for
disabled staff is re-designated to include gender-neutral; in this case, some level of
consultation should take place with other stakeholders. i.e. Civilian Workforce
Advisors or Trade Union Representatives.
b.
Dress and Appearance. While most Army personnel routinely wear MTP,
which is gender free, there are occasions when Service Dress or Barrack dress
should be worn. Commanding Officers have permitted the wearing of Service Dress
trousers for female soldiers who do not wish to wear skirts on parade. In one
instance, where a male soldier wished to express themselves in a more female
manner, the Commanding Officer permitted them to follow the same rules for
appearance that are applied to female personnel, that is to say: minimal make-up
and hair that is kept off the collar. The guiding principle being that the individual
maintains the high standards expected of any soldier or officer in uniform.
c.
Titles. Use of gender specific pronouns can be difficult for non-binary
individuals, using the pronouns, ‘they’, ‘them’ and ‘their’ is an easy way of getting
around this issue. In addition, using an individual’s rank can also be a good way of
avoiding gender specific language.
d.
Accommodation. A non-binary individual should be accommodated in line with
their gender assigned at birth. Where the individual has expressed an alternative
preference, the Commander should consider the available real estate options to
inform their decision.
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ANNEX D TO CHAPTER 75
RESPONSIBILITIES OF AN ARMY DIVERSITY & INCLUSION ADVISOR
Introduction
1.
The primary MOD roles and responsibilities of a D&I(A) are detailed in Annex C to
Part 2 o
f JSP 763 and D&I(A)s will have familiarised themselves with this prior to applying
for a place on the D&I(A) course. In addition, this Annex outlines the Army’s expectations
of their D&I(A)s and highlights where additional support and information can be sought.
Responsibilities
2.
In addition to the MOD roles, Army D&I(A)s are required to:
a.
Be pro-active in the D&I(A) role, promote the role of a D&I(A)/D&I(P) and
provide an appropriate forum for unit/establishment personnel to raise Diversity &
Inclusion (D&I) issues. For example, drop-in sessions or drop boxes.
b.
Lead D&I(A)s should provide coaching and mentoring for their D&I(A)/(P)
colleagues and should encourage the sharing of best practice, particularly in
neighbouring/Reserve units. For example, what has worked well, e.g. did drop boxes
work well as a forum to raise D&I issues in the unit?
c.
Maintain a complaints log in accordance with the responsibilities listed in
JSP 763 Annex I. The unit Lead D&I(A) is required to maintain a complaints log,
which is submitted to the CO monthly, and ensure that details of complaints (both
formal and informal) are entered on JPA12. This requirement, and the process for
recording complaints on JPA are both included in the Diversity & Inclusion training
delivered by DLCDT.
d.
Attend at least two Continuous Professional Development (CPD) events per
year, one of which should be the annual Army Inclusion Conference. Attendance at
Army or Defence Network events, in person or online, are also excellent ways to gain
insight into current D&I Issues.
e.
Conduct at least one training activity per reporting year that is not ITR
Behaviours. This could be in relation to a subject that is relevant to their own
unit/establishment or a new education piece. A range of Army D&I resources that
may be used in-Unit can be found in Annex B, which details the 'Virtual Bookshelf'.
f.
Assist the CO in monitoring the current atmosphere of their unit/establishment
and, if appropriate, recommend to the CO that a Climate Assessment (CA) is
required. The D&I(A) should then be prepared to support the CO when putting
together the CO Action Plan following the results of the CA.
g.
Engage regularly with the CO, this should include at least one monthly office
call and inclusion on CO prayers. The D&I(A) should also work with the CO to ensure
12 This is to be completed by the unit SSA with information supplied by the Lead D&I(A).
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their D&I statement has been produced, is displayed within the unit/establishment
and remains current.
h.
Ensure that they familiarise themselves with updated guidance, direction and
policies as appropriate13.
i.
Lead a network of D&I(P)s within their unit or establishment who can provide
support and assistance to the D&I(A)/Lead D&I(A) as appropriate. D&I(P)s are not to
be employed or be expected to carry out the duties of a trained D&(A)14.
j.
Utilise the annua
l National Inclusion Week campaign to promote inclusion within
the unit/establishment.
k.
Promote and advertise the Army Mediation Service as a means of resolving
conflict in the workplace.
l.
Promote and advertise confidential support helplines such as; Speak Out
Defence BHD Helpline.
Support
3.
D&I Advisers should remind themselves of the support and/or advice that is available
to them following on from their D&I(A) course, these are listed but not limited to:
a.
Formation SO2 D&I posts (1 UK XX and 3 UK XX posts are currently gapped).
b.
Army D&I Team, Personnel Directorate
, xxxxxxxxxxxxxxxxxx@xxx.xxx.xx and
Public SharePoint page. c.
Army Unacceptable Behaviours Team, Personal Services, Army Personnel
Services Group, SO1 Unacceptable Behaviou
rs, APSG-persSvcs-UnaccBeh-
xxx@xxx.xxx.xx, (Mil) 94393 6810 (Civ) 01264 886810.
d.
Army Mediation Service: (Civ) 030 6770 7691 (Email
) Army-Mediation-
xxxxxxxx@xxx.xxx.xx. Annex H has further information.
e.
Speak Out confidential helpline (Mil) 96770 4656 (Civ) 030 6770 4656 (Email)
xxxxxxxxxxxxx@xxx.xxx.xx. Annex G has further information.
i.
Defence BHD helpline: (Civ) 0800 7830334
f.
Climate Assessment helpline (Mil) 96770 1174 (Civ) 030 6770 1174 (Email)
xxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx. g.
Online courses available through personal Defence Learning Environment
(DLE) and Civil Service Learning (CSL) accounts. Optional training opportunities are
highlighted in Annex B.
13 D&I Advisers are required to maintain records of incidents of bullying, harassment and discrimination. Full
details and examples can be found at Annex I of Part 2 of JSP 763.
14 As specified in Annex C of Part 2 of JSP 763: Roles and Responsibilities of the D&I Practitioner.
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h.
Employee Support Networks. Annex F refers.
i.
Diversity and Inclusion Practitioners.
j.
Army D&I(A) Network on Defence Connect (available via the
Defence
Gateway). k.
Defence Leadership Centre Delivery Team (DLCDT)
, Defence Academy (Mil)
96161 5003, (Civ) 01793 785003.
l.
ACSO 3358 - Service Complaints.
m.
Service Complaints Ombudsman’s website.
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ANNEX E TO CHAPTER 75
RESPONSIBILITIES OF AN ARMY DIVERSITY & INCLUSION PRACTITIONER
Introduction
1.
The main role of the D&I(P) is to act as the point of contact on D&I issues at sub unit
level or within their area of responsibility. D&I(P)s are there to signpost individuals towards
resources that may assist in resolving low level Diversity, Inclusion and Behaviours issues
or to direct someone to one of the Unit D&I(A)s.
Responsibilities
2.
Army D&I(P)s are required to:
a.
Provide appropriate support to all personnel on D&I issues and signpost, as
required, for further support (which may be the Unit D&I(A)) and help in relation to
raising complaints relating to discrimination, bullying, harassment and unacceptable
behaviour.
b.
Highlight their role to the Unit D&(A) to ensure that D&I policy updates and
information are disseminated to them, as required.
c.
Ensure that all personnel within your sub unit and Unit are aware that you are a
qualified D&I(P) and are available to assist with D&I matters.
d.
Demonstrate the Values & Standards of the British Army in order to lead by
example and promote an inclusive environment where everyone is treated fairly with
dignity and respect.
e.
Call out instances of unacceptable behaviour, which may include bullying,
harassment or discrimination.
f.
Be aware of the latest Army D&I policies and guidelines.
g.
Ensure that details of the Army Speak Out helpline are prominently displayed in
your areas of responsibility, including the workplace and accommodation.
3.
Be prepared to support and assist the D&I(A) with D&I training.
NB: Under no circumstances are D&I(P)s to be employed or be expected to carry out
the duties of a trained D&I(A).
Support
4.
See para 3 of Annex D.
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ANNEX F TO CHAPTER 75
ARMY EMPLOYEE SUPPORT NETWORKS
1.
The Army Employee Support Networks bring employees with mutual characteristics
such as gender, race, sexual orientation or those who are serving parents together to offer
support and other opportunities for their members. These include conferences and events,
social and development opportunities, mentoring, both formal and informal, sharing of best
practice and a chance to gain understanding and experience that may not be possible in
their day job. It is important to emphasise that the work of these groups is not limited to
those sharing the characteristics, they run events open to all within the Army (regular,
reserve, civil servant or contractor) as well as being able to provide advice and guidance to
individuals, allies and the Chain of Command.
Army Networks
2.
Army Servicewomen's Network (ASN). The ASN provides a focus for
Servicewomen across the Army. The Network enables Servicewomen to come together,
share experiences, opportunities and knowledge, offer mutual support and discuss issues
that are important to them. The Network seeks to support and inspire Servicewomen to
reach their full potential and to inform the development of Army policy and procedures
relating to women and their Service life.
Defence Connect: Army Servicewomen’s Network
SharePoint: Army Servicewomen's Network (PUBLIC) (sharepoint.com)
3.
Army Multicultural Network. The purpose of the network is to offer an environment
where service personnel can develop and expand both personally and professionally. The
Network is a platform for hosting events and using inspiring speakers to promote
multicultural role models. This presents an opportunity for personnel to have their voice
heard in an environment that offers support and guidance on all multicultural issues.
Email: xxxxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx Facebook: Army Multicultural Network
Twitter: @Army_MCN
Defence Connect: Army Multicultural Network
Instagram:
army_mcn
SharePoint: Army Multicultural Network (AMCN) (PUBLIC) (sharepoint.com)
4.
Army Lesbian, Gay, Bisexual and Transgender+ (LGBT+) Network. Creating a
network for discussion, support and advice to serving personnel and commanders, around
the world, on Sexual Orientation (SO) and Gender Identity (GI) inclusion. Supporting
inclusive leadership and encouraging ‘Respect for Others’ to enhance operational
effectiveness.
Email: xxxxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx Website: http://armylgbt.org.uk/
Facebook: British Army LGBT+ Network
Twitter: @ArmyLGBT
Defence Connect: Army LGBT+ Network
Instagram: British_Army_LGBT
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SharePoint: Army Lesbian, Gay, Bisexual and Transgender + (LGBT+) Network
(PUBLIC) (sharepoint.com)
5.
Army Parents' Network (APN). The aim of the APN is to support Serving Army
Parents and the Chain of Command by providing access to information, advice and peer
support. The Network Facebook page will promote information on relevant topics
(including policy updates and useful articles). The network has a sub group providing
breastfeeding support and advice.
Email: xxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx
Facebook: The Army Parents’ Network
Website:
https://www.army.mod.uk/personnel-and-welfare/army-parents-network/
SharePoint: Army Parents' Network (PUBLIC) (sharepoint.com)
Defence Networks
6.
In addition to the Army Networks covered in this Annex, there are also several Quad
Service Networks which are operated by MOD as Defence Networks. Details of Defence
Networks can be found in the
D&I Toolkit. Setting Up a Network
7.
If you identify a support requirement that is not currently being met by Army or
Defence Support Networks, please contact the Army D&I Team who can assist in
determining if it may be advantageous to establish a network and who would be best
placed to support it.
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ANNEX G TO CHAPTER 75
ARMY SPEAK OUT POLICY
Tel:
0306 770 4656 or
96770 4656
Email
: xxxxxxxxxxxxx@xxx.xxx.xx, Mon-Fri 0830-1700
Background
1.
The Army remains committed to eradicating Bullying, Harassment and Discrimination
(BHD). Speak Out was introduced as a confidential telephone helpline in 2011. The Speak
Out team have three key aims:
a.
Provide an independent and impartial means for all Army personnel to talk
about their issues and concerns.
b.
Offer confidential advice and support to those who believe they are being
bullied, harassed or discriminated against or feel they are being treated unfairly.
c.
Provide expert advice on policy and process to unit D&I(A)s and the Chain of
Command (CoC).
Purpose
2.
The Speak Out team aims to ensure that everyone knows where to seek advice and
guidance if required. It offers a trusted, safe independent and impartial space to discuss
issues and for signposting to other agencies. Speak out will support individuals dealing
with any work place issue.
3.
Speak Out staff are trained to talk callers through a range of options, from speaking
to the individuals concerned to mediation and advice on informal complaints resolution
options and Service Complaints (SC). In the first instance callers are directed toward
resolution at the lowest suitable level. Staff will also advise on the reporting of incidents to
the Service Police where criminal behaviour is suspected.
4.
Speak Out staff will explore resolution options within a Unit and signpost to personnel
who can assist them (Unit D&I(A)s, CoC or welfare staff). When callers are uncomfortable
or even fearful of speaking to personnel in their unit, they are to be provided with details of
external D&I(A)s and welfare agencies.
Direction and Guidance
5.
Home Command is responsible for operating the Army Speak Out helpline with
Military Personnel run by the Unacceptable Behaviours (UB) Team.
6.
Staff answering the Speak Out helpline are to undergo formal induction, including a
period of shadowing and mentoring reinforced by regular case conferences to ensure
consistency of advice. Furthermore, personnel are to attend a D&I(A) course, a Mediation
Awareness Session and Samaritans training, as well as visiting a Sexual Assault Referral
Centre (SARC). The Speak Out team should also attend the Army Mental Health
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Awareness Training and the Mental Health Resilience training. Additionally, Speak Out
staff are highly likely to have extensive previous experience in G1 and Welfare roles.
7.
The Army’s Speak Out Helpline is operated from 0830-1700 Mon to Fri, except for
block leave and bank holidays. During silent hours and weekends the Speak Out voicemail
message invites callers to leave a message or to email; it advises when their
message/email will be acted upon. Additionally, 24-hour support services must be sign-
posted in case the caller needs urgent assistance.
8.
With permission, all calls are to be logged on a secure tracker with restricted access.
Callers are encouraged to provide only those details they feel comfortable disclosing. All
information is confidential and not divulged unless the caller gives permission.
9.
The UB Team must ensure that they have an in-date Speak Out Service Data
Protection Policy which is compliant with GDPR.
Target Audience
10. All Army personnel, (both serving and retired), regular and reserve, including cadet
officers but not cadets themselves. The Speak Out team advises and signposts Civil
Servants and family members as appropriate.
11. It should be noted that line managers have primary responsibility for the wellbeing of
their staff. However, if an individual feels that their line manager cannot help with, or it
would be inappropriate to be involved in a personal or work-related issue, then they should
contact the Speak Out team for advice.
Confidentiality
12. The Speak Out Team cases are confidential, and information will not be disclosed
unless it relates to criminal offences or harm of self or others, or national security issues.
In these cases, the team have, by law, a duty to pass such information to the appropriate
authorities.
13. Reports of calls will not be provided to the CoC and, unless specifically agreed by the
caller, or otherwise required by way of a court order, information relating to the call
(including the fact that a call has taken place) will not be disclosed in any administrative or
disciplinary proceedings or related investigations, including Service Complaints
Investigations. Additionally, information relating to Speak Out is not disclosable under a
Freedom of Information request or Subject Access Request as it falls under section 41 of
the Freedom of Information Act.
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ANNEX H TO CHAPTER 75
ARMY MEDIATION POLICY
Tel:
0306 770 7691
Email
: xxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx, Mon-Fri 0830-1700
Background
1.
The Army remains committed to tackling unacceptable behaviours. Mediation sits
within the informal range of resolution options offered in JSP 763. The revised Army
Mediation
2020DIN01-019 - Dispute Resolution – A Guide to Workplace Mediation in the
Army provides full details on the Army Mediation Service (AMS), its processes and
guidance on how to become a mediator. The AMS Team sits within the Unacceptable
Behaviours (UB) Team within APSG.
Aim
2.
The aim of mediation is to resolve workplace conflict and restore operational
effectiveness. Mediation seeks to provide a neutral and supportive environment, facilitated
by two trained mediators, where parties can raise their views and concerns on issues in
dispute. The mediators do not offer solutions; they enable parties to reach mutually agreed
resolutions. Mediation can be between two or more individuals/groups. Full details can be
found in the Mediation DIN from para 1.
Mediators
3.
Army mediators are personnel selected by the AMS by a rigorous process to
undergo formal accredited training. Mediators are required to attend the Annual AMS
Conference and some CPD as agreed by AMS. Mediators will be updated on the
requirement at the start of each Training Year. Mediators are selected from the pool
comprising military and Civil Service personnel, and the mediator pool ranges in rank
from Sergeant and Executive Officer upwards.15 Mediators are dispersed across the
Army and are called on by the AMS as and when required. One of the key factors for
mediation success is that mediators remain impartial, and a key part of the selection
process for each mediation is on the basis that they have no direct connection to the
unit(s) or parties involved.
4.
The AMS will run mediator training courses as required. Currently this ranges
from 1-2 courses per year. Expressions of interest should be forwarded to the AMS
mailbox. If units would like to request a presentation about the mediation process or
attendance at a mediation awareness session, they should contact the AMS by email
for further information.
Direction and Guidance
5.
The AMS are responsible for staffing the AMS helpline. The number is 0306 770
7691) and is operational 0830-1700hrs Mon to Fri, except for Christmas leave and bank
15 Routinely applications are considered from individuals of the rank of Sgt or Executive officer and above and candidates who do not
meet the rank criteria may be accepted if they have other appropriate experience and their line manager’s endorsement.
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holidays. During silent hours, weekends and when staff are otherwise engaged, callers are
invited to leave a message. AMS are also contactable by email and will endeavour to
answer all enquiries as quickly as possible. The email address
is Army-Mediation-
xxxxxxxx@xxx.xxx.xx.
6.
When contacting AMS, personnel are encouraged to provide only those details they
feel comfortable disclosing. The mediation process is confidential, and information will not
be disclosed unless it relates to criminal offences or harm to one of the parties or others.
In these cases, mediators have a duty to pass such information to the appropriate
authorities. Parties involved in mediation are required to sign, and adhere to, a
confidentiality clause which prohibits the disclosure of information discussed during the
mediation process, unless explicitly agreed otherwise by both parties. Information
regarding mediation will not be communicated to the CoC unless specifically agreed by the
individual. Additionally, information relating to mediation is not disclosable under a freedom
of information request or Subject Access Requests (SAR) as it falls under section 41 of the
Freedom of Information Act.
Target Audience
7.
The target audience is Army TLB personnel, (Regular and Reserve, cadet officers
(not cadets) and MOD Civil Servants). The AMS is also available, on request, to personnel
from the other Services and Joint units.
Service Complaints
8.
Mediation can be conducted on its own or alongside a Service Complaint
(SC). Further information on SC and mediation can be obtained by emailing or calling the
AMS team.
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ANNEX I TO CHAPTER 75
ARMY CLIMATE ASSESSMENTS
Background
1.
Climate Assessment (CA) policy is owned by the Army D&I Team. CAs are designed
to provide all those in command with an independent assessment of the lived experience
of personnel in their unit and the opportunity to address issues which may arise during
their command. In addition, civil servants and contractors will be invited to participate in
CAs.
2.
CA highlight key issues, indicating risks and actions for future work as well as
instances of good practice. The outcome of the CA is a Commander’s Action Plan, against
which they will be held to account for delivery. As one of the non-specialist Assurance and
Inspection (A&I) regimes, CA serve as a 2nd Line of Defence Assurance (LoDA), reporting
to the Army Audit and Inspection Steering Group (A&ISG).
Direction and Guidance
3.
All Army commanders should expect their unit, establishment, formation HQ or higher
HQ 1* directorates to undertake Climate Assessments during their tenure, for example a
Commander will have a Level 1 CA within their first few months of command and will
follow it up with either another Level 1 or a Level 2 CA later in their tenure. Units and
establishments outside of the Army TLB, Permanent Joint Operating Bases (PJOBs),
lodger units, Training Establishments and Ops may request a CA by exception directly to
the Unacceptable Behaviours (UB) Team. CA are to be scheduled through the Annual
Assurance Estimate. Cadets and Service Schools are not required to undergo a CA.
4.
Levels of CA. Unlike other non-specialist regimes, CA do not conform to the LIGHT,
MEDIUM and FULL levels of intensity. Rather CA comprises three levels.
a.
Level 1 – A Level 1 CA is a routine CA which consists of an online survey
accessible through both DII/MODNet and personal electronic devices (PEDs),
requiring no access to DII/MODNet. This allows all personnel in a unit, establishment,
formation HQ or higher HQ 1* directorate to be involved in the process, unlike Level
2 and 3 where participation is limited by the size and number of Focus Groups (FGs)
and those people available in camp on the day. Commanders are to encourage
participation to ensure that the survey response rate is maximised16.
b.
Level 2 – Facilitated face-to-face FGs. A Level 2 CA is a routine CA delivered
through FGs at the unit, establishment, formation HQ or higher HQ 1* directorate
conducted by trained personnel. The UB team will generate a cadre of suitably
qualified and experienced military personnel (SQEP) to fulfil Climate Assessor roles.
c.
Level 3 – Facilitated face-to-face FGs, led by APSG. A Level 3 CA is
essentially an enhanced Level 2 CA, again based on facilitated FGs, but in this case
16 For a snapshot to be statistically valid at least 10 personnel must respond to each question and there
should be an overall response rate of 30% of unit, establishment formation HQ or higher HQ 1* directorates
personnel to achieve statistical validity.
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the team will be led by Army Personnel Services Group (APSG). Level 3 CA will be
run in response to triggers that are worrying in their own right and might indicate a
wider scale problem17.
5.
Each level of CA is used to inform a commander’s feedback to their CoC and a
subsequent Action Plan, against which they will be held to account for delivery. Examples
of good practice will be identified and shared by the UB team.
Points of Contact
6.
Enquiries regarding ACSO 9012 policy should be address to SO1 Behaviours Policy,
Army Pers-Diversity-Behav-SO1
(ACSOs) 7.
Enquiries relating to the delivery of CA’s should be addressed to the Climate
Assessment Mailbo
x: xxxxxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxx.xx. 8.
A series of CA Guides can be found on the
UB Sharepoint Site.
17 Level 3 CAss will be delivered either on request/direction of a Commander, their higher CoC or APSG if
certain criteria are met, e.g. a spike in Service Complaints to a unit / HQ, a high-profile discipline case that
causes particular concern (for example initiation ceremonies), a spike in AWOL / discipline cases, a spike in
self harm or suicide cases or a ‘sense’ from the CoC that something is amiss, but the precise nature of the
problem is unclear.
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ANNEX J TO CHAPTER 75
DIVERSITY CHAMPIONS, ADVOCATES AND ALLIES
Introduction
1.
Champions, Advocates and Allies have an important role in promoting diversity and
inclusion through their example, influence and reach across the organisation. This annex
is designed to help individuals carry out these roles.
Champions
2.
The Army champions (currently for Race, Gender, LGBT+ and Parents) play an
important role within the Army D&I Framework, specifically by setting the tone at the very
top of the organisation. A key strand of D&I Strategy is around the positive impact that
senior leaders (2* and 3* Officers), through their visible action on D&I, can have on culture
and behaviours. By being exemplars of inclusive behaviour, not just in their wider
“Champion” activities but in their daily interaction with staff, leading by example to
encourage inclusive behaviours in others, Champions can improve culture.
3.
Role. The role of a D&I Champion is to:
a.
Act as a visible Champion for the Protected Characteristic (PC) or group they
represent within the Army and externally, using their senior position to raise
awareness and represent issues at board level where appropriate.
b.
Understand the 'lived experience' of personnel through the available data
sources
(D&I Sharepoint), using the assistance of the Army D&I Team, the
employee support networks, focus groups and personal reverse mentors.
c.
Provide support and challenge for their relevant employee support network(s),
including advising on the development and delivery of the network’s annual action
plan, and meeting with the network chairs and committees throughout the year as
required.
d.
Supporting internal and external events for their cohort e.g. network
conferences, wider diversity events available via the Army membership of Business
in the Community (BITC) (Race and Gender) and Stonewall (LGBT+).
e.
Challenge unacceptable behaviours or biases at all levels of the organisation.
4.
Appointment. Army Champions are appointed by CGS. The selection of a
Champion should consider whether the individual has the rank and reach to influence at
ECAB Level and whether they have a genuine interest and enthusiasm for taking on the
additional responsibility. On taking up their appointment, all Champions should have the
following:
a.
Terms of Reference – example at
Appendix 1.
b.
Specific objective in their annual report covering this work, the mandatory D&I
Objective could be a suitable vehicle for recognition of the role.
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5.
Length of Tenure. Appointment as Champion will usually be for the duration of the
Champion’s MS-appointed role, or until a change is directed by CGS. In all cases, the
Champion’s continued appointment will be reviewed by the 36-month point.
6.
Relationship with the Networks. While Champions should maintain interest in
Employee Support Networks and their members, it is important to clarify that they are to
champion the interests and concerns of all personnel of that characteristic, not purely the
network members.
7.
Champions’ support to Army Networks. As well as receiving support from the
chair of the network, Champions are expected to provide guidance and support for their
network. This should include:
a.
Meetings with the networks throughout the year as required.
b.
Act as a critical advisor, providing senior leadership advice and support to the
network in developing and delivering their action plan (and associated financial
planning) and end of year evaluation.
c.
Provide feedback on performance to networks and recognise and celebrate
successes. This can be a simple thank you by e-mail (copied to the individual’s Line-
Manager or Chain of Command) right through to submitting national honours and
awards.
d.
Supporting network conferences and events, as well as wider D&I events as
required.
8.
Support to champions. The Army Champions will be supported by the Army D&I
team, which is responsible for setting policy and providing guidance on D&I and
behaviours, acting as an advocate for D&I both within Defence and externally, and leading
on the delivery of the Army D&I Campaign Plan. Biannual meetings for all Champions and
Advocates will be facilitated by the D&I team.
9.
Training. In line with defence policy, Champions should complete the Leading
Diverse and Inclusive Organisations (LDIO) Course every three years.
10.
Links to Chief Defence People (CDP) and Defence Champions. The Army
Champions will routinely be invited to meetings with CDP and other Champions to be
updated on Defence issues and feed in single Service perspectives on D&I and their PC
cohort. Further guidance for Defence Champions is on
defnet.
Advocates
11. Diversity Advocates have a very similar role to play as the Champions, however at a
less senior level (2*,1* SCS and Comd SM). They should support, supplement and
collaborate with the Champions’ efforts and similarly use their influence and reach to
promote their cohort’s interests. It is possible to for one cohort to have multiple Advocates.
Advocates are formally appointed by the Champion in conjunction with the Army D&I team
and should agree the details of their role with the Champion at regular touchpoints using
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the guidelines in
Appendix 1. The Army D&I team can update Advocates on request and
Advocates are expected to support internal and external D&I events throughout the year
as required.
Army Diversity Allies
12. This network of volunteers sits at every level of the organisation and broadly echoes
the work of Champions and Advocates by providing active support to improving
behaviours and ensuring under-represented cohorts are included at a more tactical level.
Their impact is particularly strong because they routinely come from the majority and their
visible support can strengthen the message of inclusion for under-represented groups
within their unit. Allies are empowered to call out unacceptable behaviour and bullying,
harassment and discrimination. Allies can be powerful at every level and every rank.
13.
Selection. Allies are volunteers and individuals of any rank or grade can step
forward, most importantly, an ally should
want to carry out the role. The motivation for
being an ally can often stem from personal values and the desire to make an impact on
people’s behaviour to make the Army a more inclusive place. Some allies may be inspired
by their knowledge of the experience of family or friends of unequal treatment e.g. a
daughter receiving sexual material on social media, a brother bullied for being gay. Most
people want to stand up for what is right, allies take that impulse one step further and are
willing to be a visible ally for a cohort.
14.
Role. Allies can act in any way they feel improves the inclusive culture of the
organisation. They may choose to be an ally for a particular cohort or just to promote
inclusive behaviours across the army. Their role includes the following (but is not limited
to):
a.
Talk about diversity and inclusion openly – start conversations and encourage
others to engage.
b.
Be an example of inclusive behaviours.
c.
Challenge unacceptable behaviours and biases.
d.
‘Call out’ bullying, harassment and discrimination.
e.
Champion underrepresented groups and speak up for minorities
openly/publicly.
f.
Demonstrate commitment through amending signature blocks to include an
army diversity allies logo or wearing an Army Ally wrist band
g.
Develop a deeper understanding of underrepresented cohorts.
h.
Mentor individuals from underrepresented cohorts and encourage reverse
mentoring opportunities.
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i.
Support the D&I(A) and (P) in delivering an inclusive culture in the unit, assist
with training and awareness and signpost these individuals when additional support
is required.
15.
Visibility. Diversity allies will be issued with a wrist band once they have completed a
suitable training event. They are encouraged to wear this in order to make themselves
visible. A logo is also available for signature blocks and correspondence to ensure
maximum visibility of allies.
16.
Allies Network. A diversity allies network is in place on Defence Connect and all
interested and trained individuals are encouraged to sign up to receive the latest advice
and events.
17.
Training. Training opportunities exist for allies through the Army D&I Team with
assistance from the Army Employee Support Networks. Regular awareness training is run
to prepare allies for their role, online and in person. Awareness training can also be
booked regionally and is aimed at all ranks. Details of the latest training events will be
promulgated by Army Briefing Notes, D&I(A) and networks.
Appendix:
1.
Diversity & Inclusion Champions - Example TORs.
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APPENDIX 1 TO ANNEX J TO CHAPTER 75
DIVERSITY AND INCLUSION (D&I) CHAMPIONS - EXAMPLE TORs
Purpose
• Champion for
[insert protected characteristic/underrepresented group]; helping level
the playing field through appropriate positive action, advocating respect, fair treatment,
equality of opportunity, and fostering good relations in an inclusive workplace.
• Assist Defence in the implementation of the Defence D&I Strategy18 and challenge
culture and behaviour to create a more inclusive working environment in which
everyone can fulfil their potential.
• Support activity ensuring the Army is adhering to the Public-Sector Equality Duty under
the Equality Act 201019.
Main Role of D&I Champion
• Act as Champion for
[insert protected characteristic/underrepresented group] ensuring
intersectionality is considered wherever possible.
• Provide support and challenge to the
[insert name of appropriate] network.
• Promote Defence’s D&I agenda to all members of the organisation, but particularly
providing influence with senior colleagues, other relevant SMEs or Champions.
• Act as both role model and change agent, raising awareness and building and
engaging a community of interest for
[insert protected characteristic/underrepresented
group] and wider diversity and inclusion issues.
• Be aware of the “lived experience” of personnel and support the wider D&I agenda and
its links to wider corporate responsibility.
• Advocate for D&I issues being considered in activity – influencing key policy/strategy
decision making.
• Highlight and address perceived barriers to encourage the embedding of inclusion
across Defence.
Key activities to include:
• Represent the concerns and views of
[insert protected characteristic/underrepresented
group] at Army Boards.
• Represent the Army at linked Defence Champion meetings.
• Establish an Action Plan communicating commitment which links to the broader
strategic focus and the D&I campaign plan end state. These will be shared with ECAB.
• Meet biannually with other Champions and Advocates as facilitated by the D&I team
enabling a forum for discussion, advice and guidance as required. It is important to
meet with the Army (insert protected characteristic) Advocates as required to discuss
current D&I issues.
• Meet with network chairs and committees throughout the year as required to discuss
current D&I issues that affect the networks and their Protected Characteristics.
• Act as a critical advisor, providing senior leadership advice and support to the network
in developing and delivering their action plan (and associated financial planning).
18 Defence D&I Strategy: A Force for Inclusion 2018-2030
19 Public Sector Equality Duty Guidance
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• Liaising with key stakeholders within the organisation and with fellow D&I Champions
from other organisations to share best practice and draw on lessons learned.
• Establish a reverse mentoring relationship with a member of your supported cohort
(ideally from outside the network).
• Run periodic focus groups to garner further understanding of your supported cohort.
• Receive regular policy updates from the Army D&I team and provide direction in the
setting of policy linked to
[insert protected characteristic].
• Recognise and celebrate the success of the [network] as well as work done by others
in promoting diversity and inclusion.
• Support internal and external D&I events as required.
Length of Tenure
• Appointment to the champion role will usually be for the duration of the Champion’s
MS-appointed role, or until a change is directed by CGS. In all cases, the Champion’s
continued appointment will be reviewed by the 36-month point.
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