Select Committee on Armed Forces Appendices to the Minutes of Evidence

Annex A

NAVAL SERVICE REPORT

INTRODUCTION

  1.  As part of the Armed Forces Equal Opportunities goal, the Naval Service aims to achieve universal acceptance and application of a working environment free from harassment, intimidation and unlawful discrimination. This is consistent with our legal obligations where all personnel have equal opportunity to realise their full potential in contributing to the maintenance and enhancement of operational effectiveness. Every individual is valued for his or her unique contribution to the Naval Service, irrespective of race, ethnic origin, religion or gender and without reference to sexual orientation or social background. The principals of equality of opportunity in employment, promotion and training—based on ability, performance, experience and aptitude—now underpin all Naval Service personnel policies.

  2.  The Naval Personnel Strategy (NPS), introduced in October 2000, encapsulates the vision of the future of Naval Service personnel. It identifies a set of strategic goals, together with the objectives and initiatives necessary to achieve the goals, and provides direction for our personnel policies covering the management of all personnel. These are closely linked with, and complement, the Armed Forces Overarching Personnel Strategy (AFOPS). NPS also explains how we are taking forward the People Pillar of the Navy Strategic Plan by bringing together, and giving coherent direction to, the processes necessary to sustain the vital personnel element of Operational Capability. Significant areas of work demonstrate our commitment to placing people at the centre of our plans.

  3.  The Naval Service has been entirely supportive of the CRE/MoD Partnership Agreement signed on 25 March 1998, and significant progress has been achieved over the past four years. This report provides detailed information on Naval Service initiatives, analysis and future activity against paragraph 13 of the Agreement.

A.  ACHIEVEMENT OF RECRUITMENT TARGETS

  4.  Percentage Intake was as follows:

Service	1997-98	1998-99	1999-2000
Royal Navy	0.9%	1.6%	1.7%
Army	1.4%	2.0%	2.1%
Royal Air Force	1.0%	1.4%	1.5%
Target	1.8%	2.0%	3.0%

Year	Officers	Ratings	Total
1997-98	1.6% (6)	0.8 (35)	0.9
1998-99	1.5% (6)	1.5 (62*)	1.6
1999-2000	2.9% (12)	1.6 (71)	1.7
2000-01 estimate	3.2% (12)	2.0 (85)	2.1
* Excluding St Helena entrants.

  5.  The figures show a doubling of both officer and rating entrants over the three year period. Percentage improvement is very much dependent upon overall success but here too we are showing a steady if not spectacular reward for recruiting effort.

NON WHITE CONVERSION RATES 1996-2000

	1999-2000			1996-97			1997-98			1998-99
	No	%	Convert rate	No	%	Convert rate	No	%	Convert rate	No	%	Convert rate
Enquiry	493	2.2	23.0	424	2.2	12.1	425	2.3	6.3	559	3.1	7.8
Application	129	1.1	6.1	208	1.6	5.9	294	2.3	4.4	419	3.0	5.8
Entrant	21	0.6	1.0	35	0.8	1.0	61	1.4	1.0	71	1.5	1.0

  NB.  The figures have been adjusted to discount Commonwealth entrants. They represent those who were selected and actually entered the Service during the financial year.

B. CONTINUING OBJECTIVE EXAMINATION OF POSSIBLE BARRIERS TO ETHNIC MINORITY RECRUITMENT AND ACTION TO REMOVE ANY SUCH BARRIERS

  6.  Measures to improve recruiting success have focussed on six key areas:

—  Raising awareness of careers among candidates, peer group and parents.

—  Allaying fears about bullying and harassment.

—  Emphasising high status of Naval careers in marketing campaigns.

—  Providing role models for direct interaction with communities

—  Providing greater access to Naval ships and establishments.

—  Reducing barriers to recruitment, to improve conversion rates.

  7.  In practice this has led to a wide variety of measures in addition to normal recruiting activity which has also been ramped up to meet demographic pressures and record low unemployment. The combined effect of these measures in FY 1999-2000 was 98 per cent success in meeting overall RN recruiting targets.

FY 1999-2000 year EM recruiting activity

  8.  Examples of recruiting activity are as follows:

—  Marketing and publicity activity increased by 30 per cent with the introduction of a third permanent EM Liaison Team based in Leeds/Manchester area, the increase in officer recruiters by three and a 30 per cent uplift in the dedicated EM marketing budget.

—  RN Student Presentation Teams made 490 presentations at schools speaking to some 71,728 pupils of which 9 per cent (6,456) were from ethnic minority backgrounds.

—  During the year, DNR recruiting teams attended 170 EM events (fairs, kabaddi tournaments, temples, melas and carnivals) 82 Careers fora, 22 PR events and supported a four-week recruiting cruise by HMS LONDON.

—  The period saw the production of five new radio commercials, two new cable TV adverts and a major recruiting PR drive at the Mega Mela (NEC in Birmingham).

—  Significant sponsorship included the National Kabaddi League in collaboration with Sony TV, the Windrush Awards (celebrating minority contributions to the community at large), the Hindu Half Marathon, Musical Explosion into the Millennium in Leicester.

—  A summer Fun Day was arranged in Bradford.

—  RN Carnival floats appeared at the final Royal Tournament and seven major regional carnivals.

—  Two undergraduate mail shots were conducted via UCAS.

—  16 Personal Development Courses were successfully run for school leavers capitalising on sustained effort in 30 schools and 10 community/religious centres.

Change in activity since 1996

  9.  Several measures were taken to improve EM Marketing:

—  EM recruit advertising has been managed as a separate entity from mainstream marketing to ensure discrete targeting is achieved. Now managed by a newly recruited marketing specialist in co-operation with a marketing company (the Watch-Men Agency) the Central Office of Information.

—  Specific Advertising. Three new cable TV adverts and a new print media advertising campaigns launched last month. Radio Adverts on VEM channels in inner cities. Advertising during the interval in "Bollywood" Movies.

—  Targeted VEM recruiting campaigns in London, West & East Midlands, Leeds/Bradford Conurbation and Glasgow.

—  Partnerships—Naval Recruiters working on partnerships in Newham, Hounslow, Brent, Neasden, Tower Hamlets, Notting Hill, Luton, Peterborough, Leicester, Bristol, Sandwell, Preston, Glasgow, Dundee, Newcastle, Cardiff, Southampton, Manchester, Leeds, Bradford.

—  Co-operation—Working in co-operation with Sony TV, Independent Newspapers, New Impact Journal, COI and the Ethnic Media Group to increase impact.

—  Sponsorship (some with TV coverage) of Asian Hockey Gymkhana, Hindu Half Marathon, National Kabaddi League, Birmingham Bengal Tigers Cricket Team and British Diversity Awards to improve brand awareness.

—  Meet your Navy—A very significant Millennium visit programme by a fleet of Royal Navy warships which will take place from May to July this year. Target 12-15 per cent EM attendance.

—  New RN experience simulator and Film aimed specifically at Ethnic Minorities.

—  Major adjustment in Outreach activity to include more events is EM communities.

—  Co-operation with the Army and RAF to maximise impact for specific events.

—  Regular attendance at key inner city Job Centres.

—  Targeting of inner city schools by the three RN student presentation teams.

—  Sales training, including an EM sales package, has been introduced to recruiting field force marketing effectiveness.

—  Development of diversity training—RN School of Recruiting conducts diversity and EO awareness training and is under a remit to ensure continuous development of both.

—  All recruiters visit Mosques and temples to increase cultural awareness.

—  Personal development course programme introduced in 1999 for EM potential Candidates. Programme includes confidence building measures and familiarisation with naval ethos and training. Expect to run 35 courses in FY 00-01 15-20 candidates per course. Capacity increasing to 800 candidates per year from FY 01-02.

—  Currently advertising for directly employed civilian youth workers to take recruiting message to EM communities—this is a new pilot programme.

—  We have conducted and will continue to conduct two major Mail-shots (August and February) to potential EM officer candidates highlighting sponsorship opportunities.

—  We have conducted and will continue to improve enquiries by direct mailing all EM names in the 17 to 24 age group.

—  Introduced (30k) direct mailing to parents in FY 2000-01 (July/August 2000) explaining benefits of service careers to improve awareness.

  10.  Several measures were also taken to improve selection and reduce conversion rates:

—  Improving enquiries and conversion rates in London by creating three Navy/Army satellite offices in London based close to EM communities. Navy/Army office opened in Ilford on Thurs 25 October 2000.

—  The rating recruit test has been thoroughly examined for bias, by independent experts. Adverse impact on female and non-white candidates was discovered but this was not as a result of the questions asked. To overcome the possible adverse impact caused by anxiety, a new test taking regime is being designed, for progressive implementation from the new year, which will reduce anxiety in advance of testing. For the first time, this will allows mock papers to be tacked in advance of candidates sitting the recruit test and a degree of coaching to be given.

—  Cross-cultural communications training for officer selection board members was introduced in June 2000. This has added value and is being introduced as best practice across naval recruiting.

—  Admiralty Interview Board is progressively increasing the number of VEM boarding head teachers to from 1 per cent to 5 per cent on an opportunity basis.

—  EM Liaison teams and Careers Advisors increasing efforts have reduced "no shows" at interview by 50 per cent, particularly among rating candidates.

—  Response handling—We have changed our response handling company to improve turn round times and business information. Now working to improve conversion of information seekers to genuine enquirers.

  11.  The use of Role Models has been maximised in the following way:

—  We now maintain three permanent EM liaison Teams based in London, E & W Midlands and Leeds/Manchester regions and encourage black ratings to join the Careers service on retirement.

—  Since 1998 we have maintained EM representation in the recruiting Field Force at 8 per cent.

—  We work hard to ensure proper representation of role models in recruiting and other Naval Service PR literature.

—  With DCCN ensure that Naval news stories reach the ethnic press and that Naval ethnic stories reach mainstream press.

  12.  Measures have been taken to Improve EM Recruiting Organisation:

—  We have linked the EM Liaison Teams to regions to ensure maximum synergy with mainstream recruiters. By closer targeting we are able to increase interaction with the recruiting field force in London, Midlands, North England, Cardiff, Bristol and Glasgow.

—  Expanding Personal Development Courses at RALEIGH and EXCELLENT (Target 35 courses in FY 00/01). Aiming for a throughput of 50 courses—800 potential candidates in FY 01/02.

—  Manpower shortages—We have filed almost all gaps in the recruiting field force to maximise effort.

—  We encourage satisfied young sailors (of any race) to work out of careers offices with the EM liaison teams.

—  We are developing an Recruiting Action Grid to maximise the recruiting potential of the whole Naval Service.

C.  RETENTION OF SERVICE PERSONNEL FROM ALL ETHNIC BACKGROUNDS

  13.  Between 1 April 1996 and 1 August 2000 Naval Service manpower reduced by 2,296 personnel (5 per cent). By comparison the total of ethnic minorities has increased by 7 per cent and now stands at 384 people, an increase from 0.7 per cent of the total Naval strength to 0.9 per cent. EM officers now represent 1 per cent of Naval officers and EM ratings represent 0.9 per cent of the total rating population. Details are shown below:

	1996-97	1997-98	1998-99	1999-2000
Naval Service Total	45,072	44,395	43,626	42,776
EM Total	349 (0.7%)	327 (0.7%)	363 (0.8%)	384 (0.9%)
Officer Total	7,914	7,752	7,706	7,661
EM Officer Total	74 (0.9%)	71 (0.9%)	75 (1%)	73 (1%)
Rating Total	37,232	36,714	35,995	35,188
EM Rating Total	275 (0.7%)	256 (0.7%)	288 (0.8%)	311 (0.9%)

  14.  35.9 per cent of EM officers are in the Engineering Branch compared to 29.9 per cent of white officers. Only 3.8 per cent of EM officers are in the Royal Marines compared to 9 per cent of white officers. The branch with the largest percentage of EM officers is Warfare, with 43.6 per cent compared to 44.5 per cent for white officers. The Engineering Branch accounts for 30.2 per cent of EM ratings compared with 36.2 per cent of whites, while the Royal Marines account for 26.4 per cent of EM ratings compared to 17.6 per cent of white ratings.

  15.  In comparison with the white population in the Naval Service, there is a significantly higher percentage of EM officers in the Engineering Branch, but a lower percentage in the Royal Marines. The situation is reversed for ratings, with a significantly higher percentage in the Royal Marines and a lower percentage in the Engineering Branch. Otherwise, the percentages of EMs serving within each branch and/or specialisation very much mirror those for white officer and ratings. Such observations should assist in targeting analysis in recruiting and thus benefit promotional strategies.

  16.  Despite much improved EM recruiting figures, numbers of EM personnel in-service have not increased significantly to reflect this, which is due to the outflow of EM personnel as shown below:

Outflow from Naval Service	1996-97	1997-98	1998-99	1999-2000
Total	7,131	5,271	5,531	5,796
EM Officers	0	7	3	9
EM Ratings	24	28	51	48

  17.  Analysis on the outflow of EM personnel is covered at Sub-heading D below. Where analysis has identified policies and practices within the Naval Service, which have inhibited EM recruitment and retention, they have been addressed and removed. Measures to embrace ethnic diversity and thus improve retention, have focused on religious diversity in three particular areas:

—  Religious practice. People of each of the five main non-Christian faith groups (Hindu, Buddhist, Sikh, Jewish, Muslim) have been encouraged to practise their religious observances, with the provision of areas of worship in all military establishments including ships and submarines at sea. Detailed religious guidance notes were prepared and forwarded to all Commanding Officers and the fundamental principles of all religious faiths are explained during new entry training.

—  In 1999 BR 81, Dress Regulations for the Royal Navy, was rewritten and now includes a complete section entitled " Cultural and Religious Differences" which lays down the regulations, inter alia, for Muslims and Sikhs. Individuals are encouraged to wear items of religious significance—serving Sikhs are allowed to wear the 5Ks and male Sikhs can wear a turban, although some restraints still exist. The restraint on wearing a turban at all times is imposed because duty of care and health and safety are paramount. The Health and Safety at Work Act places statutory obligations on employers to ensure, as far as is reasonably practicable, the health and safety of all employees. Sikh and Muslim men are permitted to grow facial hair and Muslim women are allowed to cover their arms and legs in all aspects of their work. Muslim women who are required to carry out the RN swimming test will be able to carry out the test in an all-female environment.

—  The Naval Service aims to cater for all special religious dietary requirements and vegetarian options. Given reasonable notice, Halal and Kosher meat is provided in any messing facility. Equally, when personnel are on operations or exercises in the field, vegetarian, Halal and Kosher Operational Ration Packs are readily available.

Future Initiatives

  18.  Further ways of identifying and removing additional barriers to EM recruitment and retention are actively sought. The Naval Service EO Action Plan 2000 places a remit on the Directorate of Naval Service Conditions (DNSC) to review formally regulations biannually to ensure that there are no unreasonable barriers to the employment of ethnic minorities.

  19.  The Royal Navy has the tri-service lead in developing the provision of spiritual care for non-Christian faith groups. A means of providing Specialist Religious Advisers (SRA) for each faith group by regions throughout the country is being investigated. SRAs would offer guidance to individuals of their particular faith, and also Service Chaplains and those in the chain of Command. The Divisional Officers Handbook (BR1992) and the Chaplains Handbook (BR439) are also to be revised to provide detailed religious guidance.

  20.  Policy on, training in, and funding for, EM catering is recognised as ad hoc and inadequate. Specific career training for food services personnel at all levels to ensure EM dietary requirements can be professionally met by every unit requires to be formally defined and provided. The Defence Training Review team and the Defence Catering Group have been asked to undertake the necessary work. Depending on their overall schedule, an interim plan for the Naval Service will be developed to cater better for EM requirements at every unit.

  21.  A Royal Navy Commander (East African Asian origin) has just been appointed as the Ethnic Minority Liaison Officer on DNSC's staff to complement the work of the Ethnic Minority Recruiting Teams. His primary task is to raise awareness of diversity issues across the Service as well as developing closer relations with the ethnic minority communities.

D.  CONTINUING OBJECTIVE EXAMINATION OF REASON FOR PREMATURE VOLUNTARY RELEASE (PVR)

  22.  There is little difference, in terms of percentages, between the numbers of white personnel who have left the Service and the numbers of non-whites. Of the total leaving there is also a close match between the percentages of whites and ethnic minorities who request to leave before completion of their full engagement (ie those who choose to take premature voluntary release). Where the percentages for EM Officer outflow is slightly higher than that for white officers, it is evident that actual EM numbers are far too small to be statistically significant.

  23.  A numerical analysis of EM and white personnel leaving the Naval Service is shown below:

			1996-97	1997-98	1998-99	1999-2000
TIME EXPIRY	OFFICERS	White	292 (4%)	291 (4%)	257 (3%)	214 (3%)
	RATINGS	EM	0	4 (6%)	2 (3%)	3 (4%)
		White	1,172 (3%)	1,191 (3%)	1,165 (3%)	1,118 (3%)
		EM	14 (5%)	6 (2%)	11 (4%)	4 (1%)
PVR	OFFICERS	White	136 (2%)	169 (2%)	165 (2%)	235 (3%)
		EM	0	2 (3%)	0	3 (4%)
	RATINGS	White	2,429 (7%)	2,420 (7%)	2,446 (7%)	2,440 (7%)
		EM	7 (3%)	14 (5%)	27 (9%)	24 (7%)
REDUNDANCY	OFFICERS	White	364	0	0	0
		EM	0	0	0	0
	RATINGS	White	1,477	0	0	0
		EM	0	0	0	0
OTHER	OFFICERS	White	128 (2%)	155 (2%)	113 (1%)	112 (1%)
		EM	0	1 (1%)	1 (1%)	3 (4%)
	RATINGS	White	1,197 (3%)	1,103 (3%)	1,434 (4%)	1,737 (5%)
		EM	3 (1%)	8 (3%)	13 (4%)	20 (6%)
TOTAL	OFFICERS	White	920	615	535	561
		EM	0	7	3	9
	RATINGS	White	6,275	4,714	5045	5,295
		EM	24	28	51	48

  24.  The Naval Service is not complacent—retaining our good people is a high priority and not just ethnic minorities but all personnel. Losing personnel early is a serious drain on resources and lost opportunity. There are many initiatives in place to reduce the number of all personnel leaving prior to the completion of their full engagement. Considerable effort is expended in trying to understand the reasons why people leave early so that the Service conditions package can be adjusted where necessary.

  25.  All premature leavers on the trained strength are invited to complete a "Notice Giving Questionnaire", which is analysed by DERA as part of a continuous study to collect, summarise and report the views of Naval Service personnel leaving the Service voluntarily and their reasons for leaving. The questionnaire is anonymous, but the individual is invited to indicate their ethnic origin and gender. Specific questions as to their own personal experience regarding harassment, bullying or discrimination have been included for ratings and other ranks since 1997 and officers from 1998.

  26.  An analysis of the returns is shown below:

		Returned PVR Questionnaire Numbers
	Year	Total	Male	Female	EM	RacialHarassment	Discrimination*	Bullying*
OFFICERS	1998-99	119	116	3	2	6 (5%)	16 (13.8%)	NotRecorded
	1999-2000	123	117	6	0	0	10 M (8.9%)& 0 F	6 (5%)
RATINGS & OTHER	1997-98	656	583	73	5	14 (2.1%)	103 (15.7%)	55 (8.3%)
RANKS	1998-99	638	569	69	8	14 M (2.1%)& 0 F	134 (21%)	64 (10%)
	1999-2000	670	496	74	7	11 M (1.6%)& 0 F	67 M (10%)& 13 F (17.6%)	31 M (4.6%)& 10 F (13%)

  * Not necessarily racial discrimination or racial bullying.

  27.  It should be noted that completion and return of the questionnaire is entirely voluntary, and the above data is based on completed questionnaires received. In 1999-2000, for example, 2,464 ratings left the Service (PVR), but only 458 returns (19 per cent) were received, and 123 returns from 238 Officers (52 per cent). Nevertheless, analysis of the questionnaires suggests that the crucial factors of Service life that lead people to leave early relate to separation and the desire to pursue another career.

  28.  Despite a significant number of EM PVRs, particularly over the last two years, there is little evidence to suggest that ethnicity is a significant factor in premature wastage of either ratings or officers. A zero tolerance policy to harassment, discrimination and bullying continues to be promulgated and implemented, with harassment or bulling treated very seriously and robust action taken against offenders where there is sufficient evidence. The complaints procedure and guidance (discussed at sub-paragraph G ) are kept under review to ensure their effectiveness and that there is confidence in the system.

  29.  Besides time expiry and PVR, a number of EM ratings left the Naval Service, particularly in the last two years, for "other" reasons. Further analysis has revealed the causes shown below:

"OTHER" EM Rating Outflow	1996-97	1997-98	1998-99	1999-2000
Discharge SHORE	1	2	9	12
Dismissal	—	3	1	1
Attested, not Approved (RM)	—	—	1	2
Medical Invaliding	1	2	2	4
Promotion to Officer	1	1	—	1
Totals	3	8	13	20

  30.  With the exception of Discharge SHORE, these other categories in percentage terms match very closely, or are better than, the equivalent statistics for white ratings. Discharge SHORE is the appropriate method of removing ratings from the Service who are either inadequate, unhappy juniors (under age 18), suffer medically (enuresis, unstable temperament, chronic VD, chronic seasickness, alcoholism, drug addiction) or financial irresponsibility. As shown below, in percentage terms compared to white ratings, a significant number of EM ratings were discharged Shore over the last two years. Although specific details are not currently known, within the constraints of the system for protecting ethnic identity, the reasons will be very carefully analysed to identify any corrective action.

Ratings Discharged SHORE	1996-97	1997-98	1998-99	1999-2000
EM(% of total EM outflow)	1(4%)	2(9%)	9(22%)	12(27%)
White(% of total White outflow)	576(8%)	432(8%)	702(13%)	801(14%)

Future Initiatives

  31.  A questionnaire for personnel at new entry training establishments, who choose to leave the Service from the untrained strength, is to be introduced. Amongst other things, it will seek to identify issues of ethnicity that have resulted in, or contributed to, the decision to leave. The additional need for an interview in a relaxed environment with a recognised impartial advisor to explore the issues is being considered. Extending such an interview to all EMs who PVR is also being considered.

  32.  Due to the significant increase in EM ratings discharged SHORE over the past two years, a method to capture and assess the reasons for this is to be researched. Closer monitoring of numbers of EM personnel leaving the Service for other reasons has been introduced and deeper analysis of the causes will be initiated when warranted.

E.  INCREASED NUMBERS OF ETHNIC MINORITY OFFICERS AT HIGHER RANKS THROUGH THE SUCCESSFUL APPLICATION OF RACIAL EQUALITY POLICIES

  33.  Despite a significant decrease in the total number of Senior officers within the Naval Service over the past four years, there has been an increased representation of EM officers at higher ranks. In April 1996 there were no EMs at OF5 (Captain RN/ Colonel RM) or above and only one OF4 (Commander RN/Lieutenant Colonel RM). There are now nine OF4 and one, increasing to two in December 2000, OF5 EM Officers in the Naval Service. Moreover, as shown below, the proportion of EM officers at OF4 and above is now 14 per cent of the EM officer strength, an improvement of 8 per cent over the past four years. Compared with the 18 per cent proportion of white officers at OF4 and above, the gap has reduced considerably over the period.

	1996	1997	1998	1999	2000
Cdr & above Total	1,630	1,465	1,438	1,432	1,412
EM Cdr & above Total	5(0.3%)	7(0.5%)	7(0.5%)	10(0.7%)	10(0.7%)
% EM Officers—Cdr & above	6%	9%	10%	13%	14%
% White Officers—Cdr & above	20%	19%	19%	19%	18%

  34.  34 per cent of the EM officer strength are OF3 (Lt Cdr RN/Maj RM) and above compared with 48 per cent of white officers. The gap between EM and white officers at these levels has improved by over 13 per cent in the past four years, and as the many capable younger EM officers work their way through the system, it is expected that this imbalance will continue to erode year on year.

	1996	1997	1998	1999	2000
Lt Cdr & above Total	3,670	3,691	3,674	3,705	3,687
EM Lt Cdr & above Total	18(0.5%)	20(0.5%)	18(0.5%)	24(0.5%)	25(0.7%)
% EM Officers—Lt Cdr & above	21%	27%	25%	32%	34%
% White Officers—Lt Cdr & above	43%	47%	47%	48%	48%

  35.  The total number of EM senior rates in the Naval Service has decreased with the significant downsizing of Naval Service personnel over the past four years, as shown below. Nevertheless, in percentage terms of the total number of EM ratings in the Service, the proportion has remained fairly constant and reasonably commensurate with that of the white senior rate proportion. A particularly notable achievement was the appointment of a black Regimental Sergeant Major to 40 Commando Royal Marines. As the most senior non-officer position in a Commando of 650 men, the RSM is the ambition of most marines and consequently only the very best reach this position. With the encouraging influx of EM junior ratings recently, it is anticipated that the numbers of EMs in the middle management level will increase further over the near term.

	1996	1997	1998	1999	2000
Senior Rate Total	15,100	14,076	13,607	13,048	12,585
EM Senior Rate	151(1%)	107(0.8%)	103(0.8%)	99(0.8%)	98(0.8%)
% EM Ratings—Senior Rate	34%	39%	40%	34%	32%
% White Ratings—Senior Rate	38%	38%	37%	36%	36%

  36.  Although promotion rates are comparable, time in rank is more difficult. In general, there are so few ethnic minorities on promotion lists that it is impossible to make meaningful comparisons between their time in the previous rank and that of whites. Such differences are most likely due to random fluctuations. Some have less time in their previous rank, some more. There are as yet no readily identifiable trends.

F.  CONTINUING OBJECTIVE EXAMINATION OF POSSIBLE BARRIERS TO ETHNIC MINORITY PROMOTION AND ACTION TO REMOVE ANY SUCH BARRIERS

  37.  A complete audit of the promotion and appointing procedures was completed in late 1997. Analysis of the audit's findings failed to identify any practices that offered scope for discrimination. In tandem with the audit, the Naval Service adopted an Open Reporting system for all its personnel. By showing individuals their personal reports, a degree of self-regulation as regards showing no bias one way or the other is applied to the originator of the report. This reinforces the absolute need to be fair, honest and accurate when assessing an individual in this way. Clearly, any discriminatory remarks or practices would now be exposed to the individual being reported on, offering them the opportunity to challenge it and state a complaint, if necessary.

  38.  Officers' Career Regulations (BR 8373) now states that it is essential that reports do not unlawfully discriminate between officers on the grounds of race, gender, religion, or any other unlawful or improper way. All reports are thereafter scrutinised by the Senior Officer who is required to complete a later Section of each report, and again by staff of the Naval Secretary to ensure no discrimination. Advancement Regulations (BR1066) for ratings and similarly regulations for RM Other Ranks are in the process of being amended to ensure the same fairness.

  39.  The ethnicity of candidates for promotion or transfer is not identified to Selection Board members, nor are photographs included in candidates' Personal files. Such selection is based entirely on the merits of each individual in competition with peers of the same rank/rate and branch or specialisation. Moreover, each promotion and transfer Selection Board receives written instructions, which each member is required to sign stating that they have complied with the EO instructions.

  40.  All staff involved in the management of personnel are reminded at regular intervals of the need to be both fair and open in all appointing, reporting and selection processes. Career managers in particular are required to have had appropriate EO training. All new or revised procedures, prior to being incorporated into existing personnel appointing, reporting or selection routines, are required to be audited to ensure that no discriminatory practices are present.

  41.  The Rating and Officer Corps Study Groups carefully examined the skills and experience necessary for promotion to the higher ranks. For ratings these are laid down in the Advancement Regulations (BR1066) and for officers in the Officers Career Regulations (BR8373). In developing the Rating & Other Ranks Reporting System (RORRS), introduced in September 1998, and the Officer Joint Annual Report (OJAR), to be introduced summer 2001, the way to report on such skills and experience was carefully considered and incorporated.

Future Initiatives

  42.  Recognising that further analysis is always valuable, a study into promotion and transfer rates (numbers and seniority) of EM against white officers and ratings is planned. The work will also aim to identify potential or actual barriers for further action.

  43.  Additional work is required to review all personnel regulations, procedures and practices to identify whether EMs could be disadvantaged and thus what remedial action may be necessary.

G.  ACTION TO ESTABLISH AND MAINTAIN ENVIRONMENT AND STANDARDS OF BEHAVIOUR AT EVERY LEVEL WHICH ARE NON-RACIST AND NON-DISCRIMINATORY

EO Policy, Strategy and its Communication

  44.  After the 1996 MoD review of in-service EM procedures, a Joint Service Defence Council Instruction was produced (DCI(JS) 76-96). The Naval Service based its Equal Opportunities policy on this DCI and published it in DCI(RN) 127-96 on 28 June 1996 which was widely distributed throughout the Service. A copy of "A Personal Guide To Equal Opportunities In The Naval Service" was also distributed to every serving member of the Naval Service in October 1996. The Queen's Regulations for the Royal Navy (BR2) were amended to incorporate the Equal Opportunities policy.

  45.  The EO Policy for the Naval Service has since been continuously reviewed in order to update it to reflect amendments to statutes and gained as a result of on-going monitoring and analysis. It has the endorsement of the highest management board within the Naval Service and is issued annually in June by letter from the Chief of the Naval Staff to all Flag/General Officers, Commanding Officers and Naval Advisors/Attaches. Copies are widely distributed throughout the Service and it is also published as a DCI.

  46.  The Policy Document is an unequivocal statement of EO policy to be set in place throughout the Naval Service. It sets out the legal obligations of all serving personnel and states the Navy Board's commitment to embracing diversity. It defines EO terms and sets out the unacceptable face of discrimination, racial and sexual harassment and bullying, and leaves no reader in any doubt that the Navy will exercise a policy of zero tolerance to any such behaviour or activity. It defines the main statutes covering equal opportunities along with the Codes of Practice issued by the CRE. It includes information on the complaints procedure and what to do in the event of being a victim of harassment, including the mechanism for referring a complaint to an Employment Tribunal.

  47.  The EO training policy, responsibility for monitoring the effectiveness of the policy and reporting complaints are also set out in the statement. It lists addresses and telephone numbers for sources of support and advice, including the Naval Supportline, Commission for Racial Equality (CRE) and the Equal Opportunities Commission (EOC). A most informative document, it is a useful aide memoire for commanders, managers, EO advisers and, indeed, everyone in the Naval Service.

  48.  All personnel within the Naval Service received in December 1998 (and all new entrants each continue to receive) a copy of a colour, pocket size, user friendly "Equal Opportunities and You" booklet which details the Equal Opportunities policy statement. This built upon the success and lessons learnt from the 1996 "Personal Guide to EO in the Naval Service".

  49.  The Armed Forces Overarching Personnel Strategy (AFOPS) was issued in February 2000 and contains 28 Personnel Strategy Guidelines (PSG) of which No 15 outlines EO Policy. The Naval Service prepared its own Naval Personnel Strategy (NPS) which was released in October 2000. Using PSG 15 as a basis, Naval Standard 15 articulates the Naval Service EO goal and the strategy to achieve it. 5,000 copies of NPS have been distributed to senior managers throughout the Naval Service. Personnel Functional Standards (PFS) for the Naval Service identify essential terms and conditions of service which govern the lives of Naval Service personnel irrespective of where they serve. Since 1993, these PFS have been contained in a single handy booklet, issued by Second Sea Lord. A comprehensive review, including EO functional standards, was completed during 2000 and some 20,000 copies of the updated booklet were widely distributed around the Naval Service in October.

  50.  Every media source available has been used to reinforce the message on EO and diversity. Naval in-house magazines are excellent vehicles for disseminating information and continue to be widely used. Articles have been published in "People Matters", with 25,000 copies distributed widely to Naval Service personnel and their families. Full use has also been made of the Second Sea Lord's Personnel Liaison team, which delivers presentations to some 10,000 Naval Service personnel and their families annually, in ships and units around the world, to emphasise every individual's personal responsibility.

EO Action Plan

  51.  A Naval Service EO Action Plan was developed in 1997, which details objectives under each of eight key areas. These are Policy, Training, Recruitment, Monitoring, Working Environment, Communication/Image/Barriers, Career/line management and Complaints. Against each objective are the required actions, lead organisation and target dates. Progress is monitored quarterly and together with EO performance reported to the Navy Board annually. The Action Plan is reviewed, updated and revised in the light of experience, and issued annually with the EO policy.

Training

  52.  A Training Needs Analysis (TNA) was carried out during the early part of 1997 which detailed the level of training required by each group, e.g. new entrants, EO Policy Desk Officers, Commanding Officers, Executive Officers, Heads of Department, Divisional Officers etc. The Royal Naval School of Leadership and Management (RNSLAM) then carried out a Training Gap Analysis which identified what training could be met through resources that existed in the Naval Service and what needed to be carried out elsewhere. The result was a structured approach to EO training, which has evolved into the system present today.

  53.  Since September 1996, all new entrants have received formal Equal Opportunities training as part of their new entry course. This is conducted at one of four establishments using a module based teaching system, each module being designed and validated by RNSLAM, the lead school on EO within the Naval Service. This approach to in-Service training serves to ensure that all Naval Service personnel receive the same initial training regardless of where they are being taught. Over the past four years 18,000 new entrants at HMS RALEIGH, 2,100 at CTCRM LYMPSTONE and 1,729 at BRNC DARTMOUTH have received formal EO training.

  54.  Since 1997, all career courses, including leadership and management courses, have progressively had an element of Equal Opportunities training incorporated. The aim remains to capture all personnel who have missed Equal Opportunities training on entry and to educate/update all ranks and rates on the EO policy and issues. RNSLAM, where all of this training takes place, is charged with the responsibility for producing, monitoring and amending the various EO modules. This ensures that all personnel receive the correct level of training to reflect their experience and future employment responsibilities. Details of the numbers of Naval Service personnel that have attended these courses over the past four years is shown below:

Course	CourseLength	1996-97	1997-98	1998-99	1099-2000	Apr-Nov2000	Total
Commanding Officers' Course	3 hours		31	55	43	11	140
Small Ship CO & XO Course	3 hours		59	41	58	21	179
Heads Of Department Course	3 hours		103	114	107	63	387
Divisional Officers Course	¼ day		203	745	804	416	2,168
Divisional Refresher Course	¼ day		144	121	160	142	567
Junior Officer DivisionalManagement Acquaint	1 hour		20	16	22	11	69
Warrant Officers Staff Course	¼ day		75	84	77	39	275
Petty Officers Leadership Course	½ day	404	725	822	845	424	3,220
Leading Rates Leadership Course	½ day	287	668	633	827	407	2,822
Totals		691	2,028	2,631	2,943	1,534	9,827

  55.  The Tri-Service Equal Opportunities Training Centre (TSEOTC) at Shrivenham was opened in April 1998. Since then 178 RN and 54 RM officers and senior ranks/rates have attended the comprehensive 5-day Equal Opportunities Advisor (EOA) training course. This includes, since March 1999, all Executive Officers (second-in-command of a unit), who are mandated to attend the course prior to taking up their appointment, and in most instances become the unit EOA.

  56.  The Centre is also responsible for running one day EO Awareness Seminars for Senior Officers. In the Naval Service it is mandatory for all officers of one star rank and above to attend this course within one year of promotion to one star. Subsequent attendance is required every four years. Personnel at Captain RN and Colonel RM rank occupying Command appointments or certain policy desks are also required to attend. To date the TSEOTC has trained 115 RN and 9RM senior officers, achieving the following:

—  100 per cent Admirals;

—  100 per cent Vice Admirals;

—  96 per cent Rear Admirals;

—  48 per cent Commodores/Captains.

  57.  All members of the Royal Navy Special Investigation Branch (SIB) received EO training over the past year. The officers and senior ratings have all attended the EOA course at TSEOTC, whereas the Leading Regulators have completed bespoke SIB EO training.

  58.  Thus, some 32,000 Naval Service personnel have received formal EO training over the past four years, or approximately 75 per cent of the Naval Service (42,900), allowing for some outflow post training. Despite all the formal EO training measures implemented, it is recognised that there is a significant proportion of personnel in the Naval Service that has not received training. This will include those who passed through new-entry training prior to the inclusion of EO as a subject and have not since been to RNSLAM for career courses. Although this number continues to dwindle, low-level awareness training in all units is an action identified in the EO Action Plan. This includes Divisional meetings, which are mandated three times a year, at which EO training is required to be a standing agenda item, to help maintain the profile of the subject and give people the opportunity to discuss EO issues in an informal environment.

  59.  An in-house training video was produced and distributed throughout the Naval Service in October 1998. Entitled "GBH", it uses scenarios based on actual in-service incidents to cover many aspects of racial harassment, sexual harassment and bullying. All units were provided with detailed guidance on how best to use the video and instructed that 100 per cent of personnel should watch it, providing feedback on the content and issues raised, back up the Command chain. The video was designed for use in a dual role, firstly to support a more formal teaching scenario as part of one of the RNSLAM modules. Secondly, in a smaller, less formal setting, to assist in generating constructive dialogue and to keep the whole issue of the effects of harassment at the forefront of peoples" minds. It can therefore be effectively used at any Divisional meeting to review the subject. It contributes to the range of training aids available across the Naval Service to provide fundamental EO training that can be adapted to suit local needs.

  60.  EO awareness training, which includes what constitutes unacceptable behaviour, details of the Naval Support-Line and the Complaints procedure, is required by the EO Action Plan to be incorporated into all Induction Courses for all new joiners to every establishment, ship, submarine, squadron, RM or other unit.

Complaints Procedure

  61.  Within the Naval Service, the complaints procedure enables a statement to be made either orally or in writing of a grievance relating to alleged specific injustice suffered by the individual concerned. Not confined to matters of an EO nature, the procedure is widely promulgated and all Naval Service personnel are trained in its use from the first day of joining the Service. Nevertheless, all EO training, regardless of the level, includes instruction on the procedure, both in terms of how to state a complaint and how to handle the complainant's allegations.

  62.  The Divisional System or RM Regimental System underpins and supports the complaint system should an individual believe that he or she has been the subject of racial discrimination, harassment, abuse or bullying. The system has existed and successfully evolved since 1755 to support and protect the individual throughout their Service career. All complaints are dealt with seriously, sensitively and as quickly as possible, at as low a level as possible and informally if desired by the complainant. If a formal complaint is made, it is handled through the command chain (to the Admiralty Board if necessary) under the statutory complaints procedure. In certain circumstances, where the complainant remains unhappy with the outcome, they may also take action through an Employment Tribunal.

  63.  If it is alleged that an offence has been committed, a Commanding Officer may direct that a disciplinary investigation is conducted which could lead to the alleged perpetrator facing disciplinary action or even dismissal. For misconduct, which is inappropriate to handle through the disciplinary process, the CO can use the administrative system to take corrective action, up to and including discharge. If the evidence is not sufficient to meet the higher criminal standards of evidence (burden of proof—beyond reasonable doubt) it is always open to the commanding officer to take administrative action on the lower standard of balance of probability.

  64.  A detailed guide, reviewed and rewritten in 2000, to Commanding Officers on handling complaints on sexual and racial harassment and bullying has been incorporated into the Personnel, Legal, Administrative General Orders (Royal Navy) and into the Divisional Officer's Handbook (BR 1992). The regulations for the handling of complaints are reviewed periodically to ensure that they remain pertinent.

  65.  All members of the Royal Navy Special Investigation Branch (SIB) received EO training over the past year. Thus a trained, independent EO investigator can be, and has been, deployed anywhere in the world at short notice without diverting precious resources to man a full time EO Inquiry Team. The way complaints are dealt with are reviewed regularly to ensure the best possible support to Commanding Officers in meeting their EO remit.

EO Routine Orders

  66.  Since 1997 all Commanding Officers receive EO statements annually covering racial and sexual harassment, discrimination and bullying to incorporate into new General and Standing Orders. To ensure that every member of the Naval Service receives a regular reminder of the importance of Equal Opportunities, all personnel are required to read such orders on a regular basis. Moreover, each unit's Daily Orders are required to include, at least once every three months, statements on discrimination, harassment and bullying. This serves to remind individuals of the Service's policy and helps to maintain an appropriately high profile.

EO Forums

  67.  The Naval Service set up in 1996 an EO Steering Group (NSEOSG) under the auspices of the Second Sea Lord, chaired at Director level, with overall responsibility for EO matters. Meeting six monthly, the group is charged with keeping the EO policy and Action Plan under review and to ensure that the most senior levels of the Naval service are aware of areas of perceived shortcomings. The Naval Service has also been a full participant in the development of Joint Service EO policy and initiatives, co-ordinated through the Armed Forces Diversity & Equality Steering Group, meeting every two months.

  68.  Additional forums have been encouraged to generate new ideas, consider EO issues, promote equality, identify and share best practice. The Naval Recruiting and Training Agency has provided a good lead example by holding quarterly meetings chaired by the Deputy Chief Executive for agency establishment EO Advisors. Owning all the Naval Service training establishments, including those for new entrants, the NRTA is an especially important business area for EO. With its own EO Action Plan, incorporating relevant actions from the Naval Service EO Action Plan, the group considers progress, issues and the effectiveness of EO training, EO policy generally, complaints procedures, and awards. A recent review included the training that trainers received in EO awareness, which promoted an aid detailing a Code of Conduct for Instructors.

Naval Support-line

  69.  In April 1998, the Naval Service set up a general Support-Line, for both Service personnel and their dependants. The line is open 365 days per year, from 1200-2359 daily, and is staffed by specially trained civilian operators, helping callers to discuss their concerns and to reach their own solutions based on current procedures. Callers can remain anonymous if so desired. The line has received calls from personnel serving in the USA, Gibraltar and mainland Europe as well as from within the UK.

  70.  At introduction, publicity for the line was widespread via posters, in-house magazines, formal signal and official correspondence. In December 1998, every serving person received by mail shot a "Support-Line leaflet". Detailed information on the Support-Line was also incorporated into both the Naval Service EO Policy and the "EO & You" brochure discussed earlier. Similar information is required by the EO Action Plan to be included in Routine unit orders. An analysis of calls received on the subjects of harassment, discrimination and bullying is shown at sub-paragraph J.

EO Adviser

  71.  The Naval Service, in tandem with the other two Services, introduced the Equal Opportunities Adviser (EOA) in early 1998. Each establishment, ship, submarine, squadron, RM and other Naval unit now has at least one EOA, who is a commissioned officer and received comprehensive EO training at the TSEOTC. In exceptional circumstances where complements are too small to warrant individual EOAs, units have been grouped together and a single EOA nominated with the authorisation of the Type Commander. Their purpose includes advice to the Command on an effective unit policy on EO training, education, attitude measurement, feedback and incident support.

EO Conferences

  72.  The Naval Service played a full part in the MoD EO Conference in Birmingham in December 1999 and thereafter organised a Naval Home Command EO conference entitled "The Diversity Challenge', held on 10 May 2000. It included a number of expert speakers from outside the Navy, including Mr Bob Purkiss, and EO practitioners from within the Service. A hard-hitting and at times soul-searching event, it generated much food for thought and an additional Action Plan for several major issues. An EO conference held at HMS Drake in Plymouth for West Country employers on 31 January 2000 was also well supported and very successful at promoting equality and diversity, and identifying regional issues to address.

Acknowledging and Celebrating Achievements

  73.  After being short-listed as finalists in the British Diversity Awards in 1997, the Naval Service successfully won five awards at the 1998 awards despite only being nominated for three. These awards were:

—  Personal award to the Ethnic Minority Liaison Officer.

—  Personal award to LSA Mohammed in recognition of his MBE.

—  Award to 2SL/CNH for leadership in the community.

—  Award to the RN for improving employer potential.

—  Award to the RN for improvement as a Diversity practitioner.

  74.  In January 1999 the Naval Service was certified as a "divas" Register "Advanced Practitioner" and at the 2000 British Diversity Awards, the Naval Service was delighted to win the Best Diversity Practitioner award in competition with all public and commercial candidates.

Leadership Challenge

  75.  A signatory since 1997, the Chief of Naval Staff has demonstrated his commitment to the CRE led "Leadership Challenge" by his personal involvement and support. The Second Sea Lord visited Major General Webb-Carter at the Household Cavalry in July 2000 to discuss the changes introduced, the difficulties encountered, and the successes achieved. Similarly, the Naval Service became a member of the Race For Opportunity campaign in 1997, gaining championship status in 1998, and took advantage of the experience and expertise of other large organisations, many which had successful EO policies and work practices. Through wide consultation, best practice continues to be adopted and shared not just with the other Armed Forces, but through a closer working relationship with the Metropolitan Police and Fire & Rescue Service. Additionally, through Leadership Challenge networking and events like the British Diversity Awards, best practice and novel ideas are sought from a much wider spectrum of the commercial and public sectors.

Future Initiatives

  76.  In recognition of emerging initiatives and changing practices, a new booklet to replace the "EO and You" guide for all Naval Service personnel is to be introduced in January 2001.

  77.  A new in-house EO training video is to be produced by April 2001. It will be a follow up to "GBH" and again using scenarios will focus on the Complaints procedure, providing guidance on how best to deal with different situations.

  78.  A review of all Naval Publications is to be carried out to identify which Books of Reference (BR) need amendment to reflect diversity and EO policy. The review will ensure that any sexist or racist language is removed, women are not depicted in stereo typed roles and photographs and illustrations reflect a diverse Service.

  79.  To improve communications, extend the information flow and contribute further to the education and awareness of the Naval Service on diversity and equality issues, it is intended to develop a comprehensive Website on the MoD Intranet. Regular updates on EO policy development, new and changing EO legislation, best practices, news and views will be posted with an opportunity for e-mail traffic to raise issues and offer advice.

  80.  A new EO Working Group, reporting to the RNEOSG, but meeting more frequently is to be initiated. Membership will include Desk Officers from Personnel Departments within each of the Type Commanders' Headquarters, thus covering the range of ships, submarines, squadrons, RM and RNR units. This working group will be charged with providing the necessary feedback to underpin the policy Directorate in formulating and developing effective EO policies and implementing quality assurance checks on the mandatory requirements of the Action Plan. Consulting widely, it will also assist in the monitoring of the effectiveness of the EO policy, training and support to the Fleet, advising on suggested changes.

  81.  Other means are to be considered of how better to advertise the Support-Line, promote confidence in the anonymity and support offered and survey attitudes and perceptions to this service. Incorporating the Support-Line telephone number onto the back of all Naval Service ID cards is a new initiative to be gradually introduced as old cards are replaced.

  82.  A number of middle managers, particularly at the Lieutenant Commander and Commander level, have not had any EO training. As key managers within the Naval Service it is recognised how instrumental they could be in promoting equality and implementing EO policy. The means of providing suitable training is presently being examined.

  83.  The significant contribution played by British ethnic minorities, members of the Commonwealth and their forbears in the Armed Forces of this country is not particularly well known. Consequently, a MoD exhibition to highlight and celebrate this contribution was produced and publicly launched by Minister of State for the Armed Forces on 28 November 2000. It is intended to incorporate the information into a presentation for maximum accessibility to raise cultural awareness in the Naval Service.

  84.  A Naval Service EO and Diversity newsletter is to be produced three times a year. It will be primarily aimed at keeping Unit EOAs abreast of emerging changes in policy and legislation, latest MoD and national diversity and equality news and identified best practices from the Armed Forces, other public bodies and commerce. Presenting articles from outside experts and views from readers, it will be widely distributed for the overall benefit and information of Naval Service personnel and will be aimed particularly at stimulating discussion at thrice yearly Divisional Meetings where EO is a standing agenda item.

  85.  In order to support Equal Opportunities Advisors throughout the Naval Service and better to inform policy development, the first EOA seminar will be held in January 2001. This will provide all EOAs with a valuable opportunity to be updated on many topical issues, legislation and policy changes. It will also enable EOAs to meet each other, network and exchange ideas and best practice. The Naval Service EO policy directorate will gain essential feedback and identify common problems, while offering advice and discussing evolving EO policy.

  86.  In addition to the Naval Service EOA Seminar, it is intended to participate fully in a number of tri-Service Regional EOA Seminars planned for May 2001. Co-ordinated by the TSEOTC, four Naval Service establishments around the country have been offered as venues. The sharing of ideas and best practices between the Services at unit level has been welcomed, providing an opportunity for wider networking and greater feedback.

  87.  It is intended to use the EOA Seminars to review the role of the EOA, to expand it to include offering advice to line managers, Divisional Officers and complainants, to co-ordinate and support a unit EO training plan and to provide greater feedback to Headquarter personnel staff. Whilst the requirement may be identified, additional resources will undoubtedly become an issue. Consequently, the advantages and possibility of a second EOA trained person at senior rate/rank level in each unit will also be explored. In support of the complaints database, the status and use of the EOA's Log, which is used to record details of all unit EO incidents, is to be reviewed and formalised.

  88.  Instead of a Conference, Second Sea Lord intends to host an EO Seminar in March 2001. Recognising that changes to policy generated from such forums can have far reaching implications, it is planned to widen attendance to senior Commanders and their personnel staff from across the Naval Service. With support from suitable external advisers, it is also intended to adopt a workshop approach to enable maximum participation from attendees in tackling a number of live issues, seeking practical and sensible solutions.

  89.  The next phase of the Leadership Challenge was launched by the CRE Chair in November 2000 and was attended by First Sea Lord. A framework consultation document, which sets out the rigorous requirements from signatories and their organisations to make the Challenge more effective, was presented at the launch. Invited to comment on the new proposals, 1SL is keen to build on the achievements and initiatives already in progress in the Naval Service towards the CRE/MoD Partnership Agreement in meeting this remit. Envisaging a positive and constructive response, 1SL will reaffirm in April 2001 his continuing commitment to fully participate in the demanding next phase.

  90.  A series of visits to a number of Naval establishments and units are to be planned with the CRE for the new Chair, Mr Gurbux Singh, to provide a broader understanding of the working and living environment.

H.  EFFECTIVE ACTION TO PREVENT RACIST ABUSE, BULLYING AND HARASSMENT

  91.  The fundamental approach towards preventing racist abuse, bullying and harassment in the Naval Service has been strong leadership, proper training and good awareness education. Training has focused on what the Naval Service Policy is, what constitutes unacceptable behaviour and what to do if such behaviour is experienced or witnessed. Details of the training, education and the Complaints procedure are provided at sub-paragraph G.

  92.  From the outset, the Naval Service has declared a policy of zero tolerance to all forms of harassment. This has been clearly articulated through the EO Policy, is a key point in all EO training modules, and continues to be widely communicated through all the EO articles and media sources (discussed at sub-paragraph G). In proven cases, a robust line is taken against offenders and the incident examined for learning points to review policy and training. Serious cases of any bullying or harassment are used as a teaching point for all Naval Service personnel.

  93.  All Commanding Officers are required under the EO Action Plan to ensure that work places are free of potentially offensive literature, pictures and posters and free from racist comments and language, and unwelcome nicknames which tend to depict ethnic origin, colour or sex.

  94.  The role of the EOA in every unit is to advise the Command on all aspects of EO, which includes monitoring for inappropriate attitudes likely to lead to abuse, harassment or bullying, and recommending remedial action where necessary. Naval Service analysis of reported incidents, PVR rates and reasons, Support-Line calls and attitude surveys, which are discussed in sub-paragraph J, have provided a reasonable indication of the effectiveness of EO policy and training. Areas requiring more attention have been identified and suitable action initiated.

Future Initiatives

  95.  The Naval Service will continue to promote vigorously the policy of zero tolerance to any form of harassment or bullying and take firm action against offenders.

I.  CLEAR LINES OF ACCOUNTABILITY FOR DISCRIMINATION AND RACIST BEHAVIOUR

  96.  All training, education and EO promotional material makes it very clear what kind of behaviour constitutes racist discrimination, harassment or bullying and that each individual is personally accountable for their own comments, actions and behaviour towards others.

  97.  Typical of most military organisations, lines of accountability within the Naval Service are very clearly structured, defined and promulgated as the Chain of Command. All cases of discrimination, harassment, bullying or racist behaviour are reported up through this chain of command. The Divisional System or RM Regimental System underpins and supports the Chain of Command, and is recognised as fundamental to the implementation and maintenance of good EO practises.

J.  EFFECTIVE AND ROBUST MONITORING OF RACIAL EQUALITY POLICIES

  98.  The requirement for effective assessment of EO policy, training and the many new and ongoing initiatives in the Naval Service is fully recognised. Over the past four years, ethnic monitoring has enabled much data to be collected and analysed. Statistics and assessment on recruitment (A/B), retention and outflow (C), PVR (D), and promotion (E) have already been presented earlier in this report.

Complaints Database

  99.  The number of reported cases of racial harassment, discrimination or bullying since 1996 are shown below:

	1996	1997	1998	1999	2000
Formal Complaints	2	2	3	4	3
Employment Tribunals	1	1	0	0	0
High Court Writs	1	0	0	0	0
Total	4	3	3	4	3
Resolved	4	3	3	4	1

  100.  Although the low number of cases is encouraging, there is no room for complacency. It is well recognised that despite the very small number of cases in comparison to the size of the Naval Service, the damage to the perception of the Service in the eyes of the EM communities is disproportionately large.

Support-line

  101.  The Support-Line for Service personnel and their dependants has proven to be a well advertised and frequently used initiative. All calls that are related to harassment and bullying are logged in a separate category and promulgated to the relevant 2SL/CNH departments. Statistics here must be interpreted with some caution since calls are anonymous and any one individual and/or their family may call several times to discuss the same problem further. Nevertheless, while the line continues to receive many calls, harassment and bullying together register as an issue in just 5 per cent of the calls from Service personnel and their families. Although any such calls are regretted, indications of the low level of racial harassment are particularly encouraging. Details are shown below:

Subject	Call Location	1998-99	1999-2000	2000-01
Racial Harassment	RN/RM	4	3	0
	Relative/Spouse	0	0	0
Bullying	RN/RM	22	24	2
	Relative/Spouse	17	18	3
Harassment General	RN/RM	3	2	3
	Relativ pouse(included in Bullying stats)
Total Calls		849	893	1,026

Continuous Attitude Survey

  102.  The need to measure attitudinal change in order to assess the effectiveness of our policies and training is well understood. The Naval Service has a Continuous Attitude Survey (CAS) which is sent out randomly to 2000 Naval Service personnel every three months. The responses, which are anonymous, are carefully analysed to identify problem areas or other difficulties that may have an impact on the development of personnel policy. In 1998 the CAS was modified to include a significant section on diversity and equal opportunities, and now provides a more comprehensive analysis on discrimination, harassment and bullying as a source of both quantitative and qualitative data.

  103.  The CAS also provides a useful guide to the ethnic make up of the Naval Service and helps to promote the importance of Equal Opportunities within the Service, asking personnel if they have encountered offensive behaviour, which draws attention to race, religion or colour of skin. An analysis of the respondents who have experienced discrimination, sexual or racial harassment, or bullying is shown below:

CAS Period		Aug 1998	Feb 1999	Aug 1999	Nov 1999	Feb 2000	May 2000
Number of	Male	1,003	877	822	938	857	911
Respondents	Female	70	58	74	77	46	70
	EM	18	8	11	6	12	5
% experienced	Male	9.7	7.2	6.2	8.3	9.0	6.4
Discrimination	Female	15.7	6.9	18.9	18.2	17.4	11.4
	EM	11.1	25.0	27.2	33.3	8.3	0.0
% experienced	Male	2.0	0.5	0.4	0.5	0.4	1.4
Sexual	Female	10.0	17.2	6.7	9.1	10.9	8.6
Harassment	EM	0.0	25.0	0.0	16.7	0.0	0.0
% experienced	Male	2.4	0.5	0.6	0.9	0.6	1.8
Racial	Female	12.9	17.2	10.8	9.1	15.2	10.0
Harassment	EM	0.0	25.0	9.1	16.7	0.0	0.0
% experienced	Male	3.8	2.3	2.0	3.5	4.7	3.1
Bullying	Female	7.1	3.5	10.2	6.5	8.7	5.7
	EM	0.0	12.5	0.0	16.7	8.3	0.0

Notice Giving Questionnaire

  104.  As stated earlier, all premature leavers on the trained strength are invited to complete a "Notice Giving Questionnaire", which is analysed by DERA as part of a continuous study to collect, summarise and report the views of Naval Service personnel leaving the Service voluntarily and their reasons for leaving. Details, including numbers of respondents who have experienced discrimination, harassment or bullying, are shown at sub-paragraph D.

Future Initiatives

  105.  How the CAS might be enhanced to elicit further, relevant information, is kept under active review. The questions will continue to be refined in the light of responses to them to ensure we get a valuable source of information that will contribute to the evolution of our strategy. Tri-Service common EO questions are under development to be incorporated into the CAS.

  106.  It is recognised that for all Naval Service personnel, confidence in the Complaint procedure (covered in sub-paragraph G) is essential if it is to remain an effective system for addressing perceived injustice. Consequently, with specific respect to racial/sexual harassment, discrimination and bullying, a range of questions are being introduced into both the CAS and the Notice Giving Questionnaire. These aim to establish the reason for not reporting such behaviour, if the individual has personally experienced it. Although sufficient data to identify accurately any cause for concern will not be available for some time, it will contribute significantly towards targeting effort to improve confidence in the system.

  107.  Data mechanisms are to be examined to devise a more coherent method of gathering relevant data to produce the necessary statistics and conduct the vital analysis to assess the effectiveness of the Naval Service EO policy, training and the many initiatives in progress.

  108.  A method is to be devised to scope the severity of an offence and ensure that all proved or admitted offences are reported for the complaint's database, even when resolved informally and at the lowest possible level. This applies to administrative and disciplinary cases. Together will the data from courts martial, SIB investigations, the Naval Support-Line and employment tribunals, it will enable a more accurate assessment of the extent of racial harassment and bullying in the Naval Service.

K.  ASSESSMENT OF EQUAL OPPORTUNITY PERFORMANCE AS PART OF THE ANNUAL APPRAISAL OF EACH SERVICEMAN OR WOMAN

  109.  As discussed earlier, a tri-service Officer's Joint Appraisal Report (OJAR) is presently being developed for introduction in the summer 2001. This will embrace Equal Opportunities performance within two of the ten Personal Attributes ("Subordinate Development" and "Courage and Values"), for which grades will be allocated for each officer. Elements of these attributes assess "awareness of and commitment to, upholding Equal Opportunity values and codes of conduct". Guidance notes also demand that "comment is made (in the Performance text box) on any officer, whose awareness of and commitment to Equal Opportunities is anything other than of the highest order".

  110.  Similarly, assessment of commitment to EO policy is incorporated into the new Ratings" and "Other Ranks" Reporting System (RORRS) which has now been implemented across the Naval Service. RORRS identifies nine competence areas that are common to every job and on which every incumbent is graded. The Leadership Competence has the following definition:

"The degree of ability to inspire, direct and support others, moral courage to maintain discipline and equal opportunities; contribute to team effort."

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Prepared 19 March 2001