House of Commons - Armed Forces - Appendices to the Minutes of Evidence

Select Committee on Armed Forces Appendices to the Minutes of Evidence

Annex B

ARMY REPORT

A. ACHIEVEMENT OF RECRUITING GOALS

Soldier Recruiting

1. Current Progress. Progress against recruiting goals has been considerable since 1996, with the notable exception of the failure to achieve 3 per cent during the year 1999-2000. The results of for the last four years are shown at Table 1. Table 2 shows this year's progress up to 23 December 2000.

Table 1

EM RECRUITMENT SINCE APRIL 1996

	1996-97			1997-98			1998-99			1999-2000
	White	EM	%	White	EM	%	White	EM	%	White	EM	%
Enquirers	50,956	1,172	2.3	57,016	1,379	2.4	55,291	1,551	2.7	44,899[10]	1,578	3.5
Applicants	34,944	629	1.8	39,302	787	2.0	40,462	927	2.2	36,720	1,251	3.4
Enlistments	14,000	98	0.7	13,927	239	1.7	15,295	314	2.0	14,721	305	2.2

Table 2

EM RECRUITMENT PROGRESS TO 23 DEC 2000

	White	EM	%
Enquirers	25,287	1,051	3.99
Applicants	22,827	939	3.95
Enlistments	8,714	331	3.66

OFFICER RECRUITING

2. RCB Passes. 3 per cent of those selected for officer training in financial year 1999-2000 were from a minority ethnic background. There was a higher percentage of successful EM candidates for Professionally Qualified Officer (PQO) (ie doctors, lawyers, vets, dentists and chaplains) training than for successful mainstream officer selections. On 1 April 1999, the Royal Military Academy Sandhurst (RMAS) assumed responsibility for processing all Regular Commissions Board (RCB) applicants, loading all RCB boards and nurturing successful candidates from selection until the time they commence training at Sandhurst. During the current year, RMAS have been establishing the support cell and developing their procedures for this nurturing to be effective.

3. The tables below show the percentages of EM potential officer candidates recruited for 1998-99, 1999-2000 and for the current financial year (up to 23 December 00).

Table 3

RCB PASSES

Year	Category	Target	OverallAchievement	EM
1998-99	RCB Pass	2%	576	2.1%
1999-2000	RCB Pass	3%	999	3%
2000-01 to date(23 Dec 00)	RCB Pass	4%	654	3.6%

4. Although the level of interest in Army officer careers by candidates from an ethnic minority background is high, the success rate through the recruiting process is below that for white candidates. At RCB Briefings some 30 per cent of EM candidates fail to be recommended to attend RCB Main Board selection, against only 9.5 per cent for white. Similarly only 34 per cent of EM candidates received an unqualified recommendation to attend RCB Main Board against 52 per cent for whites. Research is being carried out through the Central Office of Information (COI) to identify the reasons for this higher failure rate. In addition, RCB has requested external validation of their psychometric test to check for cultural bias. However, at first sight this appears to be an issue of quality rather than bias.

Table 4

CURRENT LOADING FOR RMAS

Year	Category	Target	Overall Achievement	EM
1996-97	Commissioning Cse Intake		664	0 (0%)
1997-98	Commissioning Cse Intake	1.7	730	8 (1.1%)
1998-99	Commissioning Cse Intake	2	610	8 (1.3%)
1999-2000	Commissioning Cse Intake	3	649	7 (1.1%)
2000-01 to date	Commissioning Cse Intake	4	427	8 (1.9%)

5. Achievements for RMAS entrants reflect the impact of recruiting activity both in-year and in earlier years. Successful candidates at RCB selection take on average two years before attending Sandhurst, whilst they complete their academic studies. Hence, it is useful to measure in-year EM recruiting activity against the number of successful EM candidates at officer selection, rather than just referring to entrants to training at RMAS. Table 5 consolidates this information and because of the time lag the gradual increase in RCB passes from 1998-99 should start to show in the number of RMAS entrants from 2001 onwards. Effective nurturing of EM POs is of course implicit in this.

Table 5

EM STATISTICS

Year	EM RCB Passes	EM Entered RMAS
1996-97	9	0
1997-98	5	8
1998-99	14	8
1999-2000	18	7
2000-01 to date	14	8see note (1)

Note:

(1) There are a further four EM POs loaded onto January 2001 RMAS Cse.

EVALUATION OF OFFICER AND SOLDIER RECRUITING ACTIVITY

6. The successes in the earlier years of the CRE Partnership Agreement can be attributed to a combination of the following:

(a) An early recruiting Action Plan in January 1997 that gave co-ordination and focus to the EM recruiting effort and set Army targets that were more challenging than those contained within the Departmental Plan at the time.

(b) Research in 1996 that looked at views of an Army career by EM youth. The recommendations became the tenets of the subsequent Army Equal Opportunities (EO) Directive, including the associated Army recruiting plan. The research recommended that the Army should:

— Admit they have a problem with racism.

— Say what the Army is doing about it.

— Show a clear commitment to recruiting black and Asian youths.

— Fill the information gap about the Army.

(a) The news-worthiness of the EM recruiting campaign, including the launch by the Chief of the General Staff in October 1997 of the new EO Directive, and the trial of the Community Partnership Model in Brent in early 1998.

(b) A creative, imaginative and challenging series of TV, press and radio advertisements.

(c) Strong leadership from senior Army officers in both admitting that there was a problem and taking positive steps to address it.

(d) The establishment of the Ethnic Minorities Recruiting Team (EMRT) and their positive impact as part of the recruiting campaign. Their main focus is to conduct core recruiting activities in areas of high EM population.

7. The centre of gravity of the campaign shifted markedly during 1999-2000 from core recruiting to changing perceptions, building credibility for the Army's message of diversity and image generation. As a result, the Army fell short of its targets. Nevertheless, the following points are worthy of note:

(a) Recent research into the campaign showed that the initiative has helped inform black and Asian youth about Army careers, and has had some success in boosting levels of interest in them.

(b) Recruiting Group gave insufficient attention to exploiting this interest and nurturing the potential recruits into and through the recruiting process. A great deal of time, effort and resources went into the campaign events, but these raised awareness and invested in future response rather than creating enquiries at the time.

(c) The position was not helped with the roll-out of a new Management Information System across Recruiting Group between May and December 1999. During the re-equipment programme there were serious data migration problems that resulted in flawed data being produced. For example, in July 1999, the Management Information System was reporting 2.8 per cent EM soldier enlistments when in reality the achievement was 2.1 per cent. Had earlier sight of this under-achievement been available this would have resulted in remedial action being taken in a more timely manner.

(d) EM enquirers do not convert as readily into enlistments as their white counterparts. For example, the white conversion rate for 1998-99 is 3.6 enquirers: 2.6 applicants: one enlistment. The EM conversion rate is 4.9 enquirers: three applicants: one enlistment. Research into this lower conversion rate conducted through COI in late 1998/early 1999 led to two main recommendations:

— Provide direct access to the Army and in particular to successful black and Asian serving personnel. This would involve continuing the Army's very successful outreach programme, reiterating the Army's anti-racist stance during the enquiry process and the fact that all races are welcome.

— Take a more proactive approach to enquirers, encouraging them to return, re-contacting them and reassuring them that the Army challenge, although demanding is achievable.

DELIVERY OF OUTCOMES

8. While the Army failed to deliver against its target of 3 per cent in 1999-2000, Table 2 shows clearly that significant progress is being made this year towards achieving the higher targets.

HOUSEHOLD DIVISION

9. The activities of ethnic minority recruiting in the Household Division merit a separate mention. The EM recruiting campaign was personally backed by Major General Sir Evelyn Webb-Carter involved the Division in a great deal of work and numerous initiatives. It was approached on a number of key levels.

10. The first, at the strategic level initiatives by the headquarters Household Division included contacting Members of Parliament which in turn led to a series of useful meetings and enabled further contacts to be developed with influential figures in the EM community. A close relationship was established with Bob Purkiss and as a result of early EM recruiting success and the obvious commitment by the Division, the threat by the CRE to serve a notice of Institutionalised Racism against them was lifted. A Regional Co-ordination Committee (RCC) for London District was set up to monitor and advise all the various military organisations on EO and racial issues as part of their general recruitment activities and the consultancy engaged by RG worked closely with them in establishing a fast hold in the EM community in the London area.

11. Of particular interest and importance was their attendance at the Schools Conference at Wembley in March 2000 and the Media Days, one in London in May 1998 and one in Windsor in February 2000. These have resulted in a number of school children volunteering to do their two week summer work experience with the Household Division.

12. Tactically, a great deal has been done to physically impress and persuade young men to join the Division. They provide team leaders for the Princes' Trust, encourage visit to the battalions, the Guard Mount and their Guards Museum. Each Regiment produces a six monthly progress report on their recruiting activities locally and that of their nation-wide recruiting staff. Project PANORAMA, which is a four day work experience course run at Pirbright has proved to be very popular with schools and is booked well in advance.

13. The Household Cavalry (ie the Household Cavalry Regiment based in Windsor and the Household Cavalry Mounted Regiment based in London) have been particularly successful and have established semi-permanent links with a number of schools, fostering interests, trust and enthusiasm. They are very active and efficient. A slick recruiting operation has been introduced involving videos and this is followed up. All newly trained soldiers are sent on satisfied soldier scheme after they have completed Phase 2 training.

14. As a result of this commitment EM numbers have risen from eight serving soldiers within the Division in October 1997 to 42 in October 2000.

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

Review of Activities

1. During the first year of the CRE Action Plan (1996-97) the Army carried out research into the views of black and Asian youths about careers in the Army. The findings are set out in Section A of this report. Importantly the Chief of the General Staff also accepted these findings, which helped shape the development of the EO Directive during 1997.

2. As part of this and other research it was concluded that there was a need to present serving soldiers as role models to the EM communities. The first EMRT came together in September 1997 and, after training were presented as part of the EO Directive and EM recruiting campaign launched by the Chief of the General Staff in October 1997.

3. A key tenet of the recruitment campaign has been educating the recruiting field force, in order to remove any possible attitudinal barriers amongst recruiting staff in offices. Evaluation of the selection processes is covered separately in this report. All serving recruiters were trained by means of a roadshow conducted in late 1996/early 1997 by staff from HQ RG, as part of the CRE Action Plan. All newly commissioned recruiters have, since early 1998, received two days EO training at the Army School of Recruiting in Bovington. Further training was given during the roadshow across England and Wales in early 2000.

4. The achievement of the Army ethnic minority recruitment target in 1997-98 was the product of two aspects of recruit marketing:

— The internal action plan produced in January 1997 provided the framework for activity based marketing in the regions. The creation of EM Liaison Officers and the focusing of Outreach activities helped generate interest in the Army.

— The ethnic minority recruiting campaign provided the national advertising backdrop that assisted all regions but particularly Brent where the EMRT operated within the framework of the Community Partnership Model developed by Focus Consultancy. The Brent trial, which took place between January and March 1998 helped the Army to achieve its targets in 1998-99, and shaped the development of future Army recruitment policy. Post-event evaluation also recorded that the events had helped to change perceptions about the Army as a career of relevance to the black and Asian communities.

5. In April 1999 Recruiting Group contracted the services of Focus Consultancy at a cost of £5.5 million from the total recruiting budget over three years. The Consultancy developed the Community Partnership Model in Brent in early 1998. The task of the Consultancy is to build bridges into the EM communities by facilitating the community partnerships across the EM communities in England and Wales.

6. The Community Partnership Model is a long-term method aimed at changing social perceptions on cultural diversity. It is based on the idea of mutual interest and respect between the Army and the communities from which it seeks to recruit, based on the Army's new, inclusive position on diversity set out in the Chief of the General Staff's Equal Opportunities Directive.

7. The Army launched the current stage of the EMRC in April 1999 at Sandwell. The launch was facilitated by the Consultancy and was led by the Minister for the Armed Forces. It was attended by Sir Herman Ouseley and the Director General Army Training & Recruitment.

8. Two large Regional Conferences were held, in London and Nottingham in 1999-2000. The highlight was the London Regional Conference at Wembley, which led to the campaign being officially endorsed by HRH The Prince of Wales. In addition to the Regional Conferences, many local events have taken place.

9. The Army has created over 30 community partnerships in London, the Midlands, the North, the South-West and Wales, in partnership with the Consultancy. These partnerships are being consolidated all the time through regular meetings, attendance at events, and local sponsorship.

10. A photographic exhibition of "Black and Asian Soldiers contribution to the British Army", has been touring Britain since March 2000.

11. Graduate recruitment fairs are targeting universities with a high proportion of high quality EM undergraduates.

12. Since February 2000, the EMRT have been re-tasked to:

— Concentrate on London and the West Midlands—the greatest centres of black and Asian populations in the UK.

— Priorities have been re-ordered to:

(1) Priority 1—Core recruiting activities.

(2) Priority 2—Nurturing of Black and Asian enquirers.

(3) Priority 3—Image support activities.

13. Evaluation.

— The first years of the partnership saw the Army achieve its targets, through a combination of high profile PR, specific EM advertising and core recruiting activity by the EMRT.

— 1999-2000 saw a shift towards greater image generation and less core recruiting. This resulted in a less steep rise in the number of recruits from black and Asian communities, and in failure to achieve recruitment targets.

— Since February 2000, and the re-tasking of the EMRT, EM recruiting has risen from 2.2 per cent to over 3.2 per cent of the total intake into the Army.

Research

14. The Action Plan has been underpinned throughout by research, in order to ensure that internal and external barriers are being targeted and broken down effectively:

— Counterpoint Research (November 1996) to establish how best to market the Army to young people and influences of an EM background.

— Evaluation of Army EM Initiatives (August 1998) to evaluate the effectiveness of the Brent Initiative.

— Conversion Rate research (February 1999) to investigate the reasons for lower conversion by EM enquirers to enlistment than their white counterparts.

— About Face (May 1999) to establish young people's attitudes to the Army.

— Evaluation of the Army's EM Recruiting Initiative (June 2000).

15. Research continues into all aspects of recruiting and in particular into exploring the racial and cultural differences in the recruitment process.

16. Evaluation. The campaign has been driven by research. The initial research in 1996 shaped the formulation of the Action Plan in 1997, the Conversion Rate research resulted in the publication of the EM Nurturing Op Order, issued in August 1999, and the other research allows subtler changes to be made to the marketing and operational effort as the recruitment campaign continues.

Management Structure

17. During the last four years the pan-Army Management Structure has continued to evolve. This structure is set out in the Army Recruiting Policy Statement, which is co-signed by the Adjutant General and Commander-in-Chief Land Command. This policy document brings cohesion to the efforts of both commands in the recruiting arena. The benefit of this has been to ensure that the EM recruiting campaign is brought into sharp focus within the Regional Brigade structure. Regional Brigade Commanders have thus been able to bring the resources of the Field Army to bear in the campaign to improve the representation of EM Britons in the Army.

18. The Regional Recruiting Co-ordination Committees, which are chaired by the Brigade Commander, will, in time, assume responsibility for the maintenance of the community relationships established by Recruiting Group and Focus Consultancy.

19. Evaluation.

— It is not possible to evaluate the effectiveness of these measures. However, the engagement of the Regional Brigade Commanders in the process of EM recruiting is raising the level of profile in the recruiting arena from Lieutenant Colonel (senior recruiting staff) to Brigadier (regional brigade commanders).

— Brigade commanders are driving the involvement in EM recruiting from members of the Field Army under their command. This is spreading the diversity message through the Army and is getting Field Army units into the EM communities.

Selection

20. Review of Selection.

— British Army Recruit Battery of Tests. Adverse impact was identified in the British Army Recruit Battery of tests (known as BARB) where scores in excess of 42 were identified. As a result, pending the procurement of a new selection test, RG issued comprehensive instructions for the administration of BARB, to ensure that the effect of the adverse impact in the test was minimised. These procedures are aimed at minimising the affects of possible adverse impact in relation to BARB for scores in excess of 42 for EM applicants in order to improve EM conversion rates. Monitoring and quality control procedures will underpin existing measures outlined in the Army's "Best Practice" Policy.

— Personal Qualities Assessment Profile. A report by the Defence Establishment Research Agency into possible adverse impact in the Personal Qualities Assessment Profile (PQAP) Version 1, which was published in January 1999, concluded that no adverse impact was identified against ethnic minorities. These findings are encouraging for the Army and go some way to counter-balance the possible adverse impact operating with the BARB.

— Future Selection Processes. The Army is investigating enhancements to existing selection systems and these are being assessed by Human Sciences (Army). These include the extension of the time spent in the Recruit Selection Centre to provide a realistic job preview, and the examination of personality, motivation and team working measures. No new measure will be introduced in the short term and not before a full validation (subject to external review) has been conducted.

Written Instructions

21. The following main instructions have been issued since the start of the partnership:

— January 1997—The Recruiting Group Ethnic Minority Recruiting Action Plan.

— September 1998—EM Officer Recruiting Action Plan.

— February 1999—Tri-Service Religious Guidance for Commanding Officers/NCOs/Recruiters.

— April 1999—EM Recruiting Campaign 1999-2000 Operations Order.

— August 1999—EM Nurturing Operations Order.

— Spring 2000—The entire recruiting field force was re-briefed on the background to the ethnic minority element of the recruiting campaign, their role in it and their targets.

22. Evaluation. It is not possible to evaluate the effect of each instruction. Written instructions are effective when prescribing co-ordinated activities, or setting out policy, but in even within the recruiting organisation there are over 700 servicemen involved in the process, and face-to-face briefings are most effective in communicating policy and orders. Part of the recovery in EM recruiting seen since the start of the year can be attributed to the road show, which took place earlier this year.

Positive Action

23. EMRT Activity. The core of the campaign is the EMRT.

— Task. The aim of the EMRT is to provide a further resource to recruiting that is focused on the requirement to increase recruitment from ethnic minority groups, in particular through the use of role models.

— Objectives. The team works nationally, promoting awareness of career opportunities in the Army to members of the public from an EM background, working alongside Recruiters, Army Careers Advisers and civilian agencies such as Focus. The team has three main objectives:

(1) To enhance core recruiting activities in support of the EM recruiting campaign in areas of high concentration.

(2) To nurture young EM recruits, ensuring appropriate follow up action is taken.

(3) To support image and PR activities as directed by HQ Recruiting Group to enhance the EM recruiting effort, on an individual, group or team basis.

— Establishment. The planning figure for the EMRT is one Officer and 13 soldiers.

— Events EMRT Attended. The EMRT has attended over 500 events since its formation. The events have been attended by over 1.2 million people.

24. Outreach Activities. Outreach provides an opportunity for personal contact between young people and the Army. It is planned to extend provision for this activity in the current year. The overall trend is that the figure for EM attendance at outreach activities is rising again and is due to the drive to expand outreach activities across the UK.

25. National Mentoring Consortium (NMC). The Army joined the NMC in 1997 in order to contact ethnic minority undergraduates. We continue to be involved with the organisation and attended their Careers Day on 2 November 2000.

26. Race for Opportunity. The Army is a Race for Opportunity Champion and continues to make huge efforts within the organisation. In the Midlands Major Barry Williams has recently taken up a post as Chairman of the Employment Group.

27. The Household Division has introduced a number of initiatives:

— Ethnic Minorities Liaison Officer (EMLO). The EMLO has been established primarily to change the perception of ethnic minorities towards the Household Division in London, Nottingham, Bristol, Leicester and Bradford. Other tasks include liaison between regiments and the Headquarters, liaison with FOCUS Consultancy and convening Racial Equality Meeting every six months to discuss progress and the way ahead.

— Ethnic Minorities Liaison Warrant Officer (EML WO). The EML WO has been established to work directly with Youth Club leaders and Gatekeepers with the aim of persuading high quality young men to join the Household Division. He also acts as a mentor for those joining to alleviate any concerns that they or their parents might have.

— Discussion Groups. The Headquarters convenes a discussion group to discuss racial issues every six months. The attendees, approximately 25-30 at each event, have ranged from Sgt-Maj and the hosts have included Bob Purkiss (CRE) and Inspector Paul Wilson (Chairman Black Policemen's Association). The aim of these meetings is to educate those within the Household Division who are then well placed to influence attitudes when they return to their posts.

Marketing

28. Soldier and Officer Activity:

— An integrated recruiting marketing campaign especially focused upon diversity issues and supporting black and Asian recruiting has been implemented. The advertisements within the Phase 2 marketing campaign, which commenced on 8 September 2000, also have a clear ethnic minority and diversity thread running through them.

— PR and relationship marketing strategies have taken the lead over advertising as the means to communicate our messages. PR has continued to raise and maintain the profile of the Army within the target EM communities.

(1) Coverage for the Household Division on the front page of the Evening Standard of 15 February 2000 with the banner headline, " Army winning war on Racism".

(2) Coverage in 23 titles for the attendance of HRH The Prince of Wales at its recruiting event on 14 and 15 March 2000.

(3) The black members of the British Olympic team (John Regis, Tony Jarett and Keith Richardson) took part in Project Olympian—a training exercise with the British Army.

(4) Captain Sal Ahsan appeared on Channel East Television's women's programme to discuss Asian women in the Army.

(5) A full-page feature appeared in the Evening Standard on Lt Os Muhammad, who was part of the British Force in Sierra Leone.

29. Publications.There have been four editions of Future Force, the ethnic minority recruiting newspaper, produced by FOCUS. The following publications are in progress:

30. Army Fact Sheet. This will be an information leaflet for Gatekeepers. There will be an English master version that will translated into minority languages as required, it will cover specific points on cultural integration and is designed to belay parental anxieties.

31. Career Opportunities in the Army. This can be used as a stand-alone flyer or as an insert. It is a first level general information leaflet. It covers the fact that the Army has an EO Directive, Confidential Helpline, Investigation Team, Complaints Procedure and provides EO Training and Unit EO Advisers.

32. Websites. The Army website now includes EM representation. The London recruiting campaign includes features on young black and Asian soldiers. A link is being developed between the Army and UK Black Links websites.

33. Evaluation. Marketing activity alone will not generate recruits from black and Asian communities. It will raise awareness of the fact that the Army is recruiting, communicate its key messages, and in part will drive a response to encourage young black and Asian men and women. However, it is part of the overall recruiting effort, and will not be effective without a comprehensive programme of outreach activity.

C. RETENTION OF SERVICE PERSONNEL FROM ALL ETHNIC BACKGROUNDS

Manpower Overview

1. The proportion of EM personnel serving in the Army, and the quality of their life, is significantly better now than it was at the beginning of the MoD/CRE Partnership. This is because there is now a real will to correct the wrongs of the past and senior levels of the Army are committed to achieving this. The message that the colour of someone's skin, or their ethnicity, makes no difference to the potential they have to contribute to operational effectiveness, together with our policy of zero tolerance, is now understood and practised. The lesson has been learnt that it is not sufficient to say that we have a policy of zero tolerance for it to happen, the Army's internal discipline system has to be able to deliver it. Significant developments have taken place in this area since 1996 moving away from the need to provide a burden of proof required to criminal charges to a system which relies on the balance of probabilities. The Army's disciplinary system now reflects best practice in those civilian companies who are at the cutting edge of race relations polices, and provides a range of sanctions for behaviour which complies with the Race Relations Act and the Army's Values and Standards.

2. The last few years have seen great improvements in developing the Army's policies on race relations. Care has been taken to maintain operational effectiveness while managing the change to ensure that morale has not been affected. It has been important therefore, only to implement those polices which are not perceived by the majority as indirectly discriminatory and in doing this we have learnt from some of our allies, for whom political correctness has been more important than operational effectiveness.

3. The hard facts are that in 1996-97 only 1 per cent of the Army were from EM with a net outflow, but by 1998-99 although the Army was still at 1 per cent there was a marginal net gain with more joining than leaving. The Army is now showing a year on year increase in EM representation (see tables below) and in 1999-2000 initiatives began to bear fruit reaching 1.5 per cent. The September 2000 of 1.75 per cent of the Army were from EM[11] shows a significant improvement on the 1996 figure.

4. Capturing the data for the TA was a lengthy process due to a less sophisticated data capture system, but 78 per cent was achieved by June 1998 with 97 per cent surveyed by 1999. Figures show that approximately[12] 2.7 per cent of the TA (and Reservists) are from EM. This higher figure is in part because EM volunteers remain in their communities and with their support systems. This has the advantage of promoting the Army's imagine in ethnic communities and providing a source of personnel who serve on short-term regular engagements (there are currently six TA EM soldiers serving with the regular Army).

Retention

5. The key to improving EM retention in the Army has been to improve the environment in which they serve. The Army has led the way in introducing a variety of positive action measures designed specifically to improve numbers and quality of life, they stress education and consultation, focus groups, EOA seminars and advice lines for Commanding Officers.

6. Between 1 October 1996 and 1 October 2000 Army EM manpower has increased by 1,021 and stands at 2,082.[13] This past year has seen an increase of non-whites serving in the Army and represents our successful efforts to recruit both UK Nationals and Commonwealth citizens. In addition there has been an encouragingly marked increase in the recruitment of EM females who, at 1 September 2000, represent 2.1 per cent of the total female strength. The total figures year on year, are as follow:

	1997-98		1998-99		1999-2000		2000-01[14]
In-Service at the start of the period	1,066	1.0%	1,146	1.0%	1,245	1.1%	1,660	1.5%
Intake[15]	216	1.4%	332	2.0%	338	2.1%	122	2.8%
Trained Voluntary outflow	63	1.0%	56	0.9%	53	0.9%	22	0.9%
Trained In-Voluntary outflow	45	1.2%	43	1.1%	57	1.4%	26	1.6%
Untrained Outflow	48	1.2%	100	1.6%	112	1.8%	51	2.4%
Total EM Outflow	156	1.1%	199	1.19%	222	1.34%	99	1.61%

7. The CRE and MoD are now working in partnership, not opposition, and the difference in the relationship is having an obvious impact on the attitudes of EM to the image and perception of the Army as a suitable employer. There are short-term problems to overcome however because, although the above table is positive, the EM population of the Army is more senior in terms of years served[16] and a higher proportion are now leaving the Army on completion of their service. The situation will improve but not in the medium-term. A graph showing a comparison of EM and whites against years served is a Annex A. This reflects the success over the past three years and the historic figures represented in the years 19+ against the lean years in between. Retention of EM is better than that of whites, however, as many long-serving EM soldiers are due to complete their service in the next few years; care is being taken to assess the impact that the lack of role models may have in the short-term on the junior soldiers. This will be undertaken through continuous attitudinal surveys. A graph showing a forecast of the future ethnicity of the Army based on achieving both recruiting goals and maintaining the current rates of retention are at Annex B.

D. CONTINUING OBJECTIVE EXAMINATION OF REASONS FOR PREMATURE VOLUNTARY RELEASE

1. The reasons for premature voluntary release are examined on a regular basis and the following table shows the EM inflow and trained outflow rates over the past four years as a percentage of the whole compared with whites. The outflow rates, both voluntary and involuntary, for EM are in most cases less than their overall representation in the Army and inflow rates are significantly higher (key figures in bold). It is interesting and encouraging to see that the figures indicate that very few EM choose to leave the Army prematurely and that this figure is reducing over time (figure in normal text). Figures for the remainder of the Army do not show a similar pattern.

	1997-98		1998-99		1999-2000		2000-01[17]
	Offrs	ORs	Offrs	ORs	Offrs	ORs	Offrs	ORs
EM representation	0.9%	1.1%	1.0%	1.15%	1.1%	1.6%	1.2%	1.8%
EM intake[18]	1.5%	1.4%	2.5%	2.0%	0.86%	2.2%	4.5%	2.7%
EM outflow	0.6%	1.1%	0.7%	1.2%	0.8%	1.4%	1.0%	1.7%
EM Trained Voluntary	0.7%	1.0%	0.8%	0.9%	0.7%	0.9%	0.4%	1.0%
Trained In-Voluntary	0.4%	1.3%	0.4%	1.2%	0.7%	1.5%	1.3%	1.7%

2. Given that the rates of premature wastage (voluntary outflow) of EM officers and soldiers are lower than both their overall representation in service and the rates at which they are currently being recruited, there is no evidence to suggest that ethnicity is a factor in premature wastage of either soldiers or officers. This does not mean that we are complacent, all soldiers who wish to terminate their service are interviewed by their Commanding Officer to establish the reasons and whether anything can be done to retain them. This process is also carefully monitored by the Chain of Command and the Military Secretary's staff.

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

1. We have not been as successful in attracting EM to be Officers as we have in attracting soldiers. There is an inevitable time lag in officer recruiting compared to soldier recruiting because most officer cadets are graduates. A young officer passing RCB at 18 may not be available to start training for 3-4 years (delay can be up to nine years), until he or she has completed university education. This was not identified initially as a problem but is now being addressed. At present however, there is a lack of representation at the highest level. The last main stream EM General retired in 1989.

2. This year however there has been an increased representation with a further 2 EM Lieutenant Colonels being selected for promotion to Colonel as well as increased representation at all the officer ranks from subaltern to Lieutenant Colonel. Less encouraging is the reduction of middle ranking EM NCOs, as predicted two years ago, caused by a large percentage of EM soldiers coming to the end of their service. The legacy of poor EM recruiting and retention in the 1980s and early 1990s means that there will be a gap in these ranks until more junior soldiers progress. There is an encouraging influx of junior soldiers, which should redress the in-balance. Details are shown in the table below:

Rank	EM(M&F)1 Apr 98		EM(M&F)1 Apr 99		EM(M&F)1 Apr 00		EM(M&F)1 Sep 00		ChangeinNumber	Changein EMrepresentation
OFFICERS	Nos	%	Nos	%	Nos	%	Nos	%	Nos	%
Brig+	0	0.0	0	0.0	0	0.0	0	0.0	0	0
Col	2	0.5	2	0.5	2[19]	0.5	[20]	0.2	-1[21]	-0.3
Lt Col	22	1.4	20	1.2	22	1.4	24	1.4	+2	0.0
Maj	28	0.6	32	0.7	37	0.8	42	1.0	+14	+0.4
Capt	51	1.2	54	1.3	62	1.4	63	1.5	+12	+0.3
Sub	26	0.9	30	1.2	28	1.0	31	1.2	+5	+0.3
TOTAL	129		138		151		161		+32
SOLDIERS
WO1 and 2	93	1.6	99	1.6	97	1.6	98	1.6	+5	0.0
SSgt	97	1.7	82	1.4	81	1.4	76	1.3	-21	-0.4
Sgt	136	1.3	119	1.1	106	1.0	96	1.0	-40	-0.3
Cpl	160	1.0	140	0.9	123	0.8	128	0.8	-32	-0.2
LCpl	134	0.8	127	0.8	125	0.8	121	0.8	-13	0.0
Pte (OR2)	217	0.8	277	1.0	410	1.4	483	1.7	+266	+0.9
Pte (OR1)	180	1.4	263	1.9	567	4.0	724	5.8	+544	+4.4
Total	1,017		1,107		1,509		1,726		+709

3. Ethnic Minority Promotion. Statistics show that at a finite point in time after April 2002, 5 per cent of Privates and Second Lieutenants should be from ethnic minorities; at a later point, 5 per cent of Corporals and Captains should be ethnic minorities; and so on, until 5 per cent of Warrant Officers Class 1 and General officers are ethnic minorities.[22] To achieve this overarching goal the Army will have to continue to meet its ethnic minority recruitment goals, and continue to operate fair and unbiased promotion procedures which in turn should encourage retention of both ethnic minorities and white soldiers.

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

1. The Army has a structure based on age, rank and length of service. The unique skills, experience and competencies required to maintain an operationally effective Army make it impossible to buy-in people, therefore, any fundamental change in the personnel balance can only be made at the recruitment level. As soldier careers are 22 years and officer careers are up to 37 years, holistic change is unfeasible. Progress is being made however, at the recruitment level the ethnicity of the Army is now at approximately 7 per cent of which 3-3.5 per cent is expected to be achieved by UK EM recruiting and 3.5-4 per cent by recruiting EM Commonwealth citizens. Although as yet this change in ethnicity has only a marginal effect on the total Army, it should however, be embraced as positive change. The CRE have argued that promotion to middle management is slow (ie it takes 11 years[23] on average to reach Sergeant) and the requirement to produce role models and support systems are suffering. This is somewhat out of context. For people with appropriate skills, intellect and qualifications there are a number of fast track systems; commissioning, service in technical corps where promotion is quicker (average time to Sergeant in Int Corps is seven years five months), commissioning from the ranks, and fast track promotion within the ranks (the very best can reach Sergeant in approximately five years). The Army is a meritocracy, the best person gets the job. It is also a training organisation which delivers high calibre training to address shortfalls. Attempts to reduce standards and experience for promotion for EM would be flawed, and possibly unlawful, run the risk of damaging operational effectiveness and create barriers to the acceptance of diversity. It is however vital to look for areas where EM are discriminated against or barriers exist preventing equality of opportunity.

2. Detailed statistics inform us where there are anomalies in representation, career development and promotion and allow informed decisions to be taken for our recruiting efforts, and allow us to examine processes and working practices which may be proving to be indirect barriers to minority groups in the Army. The initial 1996 statistics highlighted two areas for further analysis, JNCO promotions and the Staff training selection process. In 1997-98 two disparities were highlighted, conversions from short-service to regular commissions for EM and white officers, and the lack of career progression for EM officers in the Army Medical Services (AMS). However some of these problems were at the time exaggerated by the comparatively small statistical database. This data has enabled detailed analysis in selected areas with the following results:

a. JNCO Promotions. This is an area of concern. Historically the number of EM at SNCO rank have been higher than average, but due to the poor EM recruiting of the late 1980s and early 1990s there is a deficit of JNCOs. Qualification for JNCO promotion is a complicated area with each arm having its own trade and career tests for promotion that has made it impossible to do cross arm comparisons. This is an area of weakness which requires improved analysis and it is currently being studied. Quantitative data does not indicate a problem in this area.

b. Staff Selection Process. There are very few EM eligible for selection for Staff College where Majors are trained for higher staff and command appointments. Entry is through open competition, dependent on passing a work related examination and holding a regular commission. At present only two[24] EM are eligible. Statistically this is too small to be analysed against a white pool of 1,786. Analysis is therefore based on quantitative data, as yet there is no evidence of discrimination, but this is an area which is under observation.

c. Conversion Rates. Army Medical Services (AMS), have a comparatively high incidence of EM officers. They operate a different conversion system to the rest of the Army, from Short Service Commission (SSC) to Regular Commission (Reg C). This is because all AMS officers join on a Short Service Commission (SSC), and remain on SSC until professionally qualified. The rest of the Army has a system whereby an officer may join on either a Reg C or a SSC and convert at some stage within the first eight years of his or her service. As a result, within the AMS generally, the proportion of SSC officers is significantly higher than the rest of the Army and since a high proportion of EM officers in the Army are in the AMS this explains the lack of EM conversions to Reg C. The statistics excluding officers of the AMS show that there is still a proportional discrepancy between EM and white officer take-up of Reg C and Special Regular Commissions (SRC). All officers are now commissioned onto SSC on leaving RMAS. Conversion to Reg C or Intermediate Regular Commission (IRC—the new SRC) will begin approximately three years after commissioning. We intend to continue monitoring and analysing the figures.

d. AMS Officers. To allay concerns that EM officers were promoted at a later age in the Army Medical Services, a new table was introduced in 1999 specifically for the AMS. The differences in career progression between EM officers and white officers have now been resolved. EM officers tend to join the AMS at a later stage in their medical careers and since promotion in the AMS is based on time rather than qualifications (although that is set to change shortly), they are promoted, on average, at a later age. In terms of years served to promotion, however, they outperform whites.

3. The factual situation, explained above, can be ascertained from the various statistics that are prepared, perceptions are more difficult to gather and analyse, but they are actively reviewed during focus groups and attitude surveys, with mixed results. Positively, focus groups give a "guarded welcome" to race initiatives. Serving EM soldiers say there has been a noticeable improvement in conditions, and that overt racism has been largely eradicated from the work place. The more negative aspect is that that racism has now become more covert, and is still apparent during social events and sport.

4. Results from the Continuous Attitude Survey (CAS) show that approximately 48 per cent of all EM personnel questioned have been the victim of some form of racial harassment in their careers. The data does not indicate at what stage they received this harassment, but it does perhaps suggest why our current policies are only given a guarded welcome. With this in mind CAS has been updated this year to ask the question "have you been subjected to harassment in the last 12 months?"

5. Key initiatives to remove barriers and redress the balance are centred on recruitment, education and training and censure.

a. Training and Education. Training and education is now included at all levels. The mandatory annual training package is being reviewed with the intention of widening the scope of the subject. Feedback from this year's COs' survey and the focus groups showed that some of the Equal Opportunities Advisers were not suited to the appointment. This has led to the establishment of a Regimental Career Management Officer (RCMO or HR officer). This individual will be carefully selected and will be responsible for all aspects of HR including EO and the delivery of unit EO training.

b. Censure. Currently there are two options available to deal with the perpetrators of racial harassment. Individuals may be criminally prosecuted under the disciplinary system if, amongst other considerations, there is sufficient evidence to prove the offence beyond doubt. There is also an administrative system whereby administrative action can be taken. In the past it has been based on "incontrovertible evidence", however, a new instruction Army General and Administrative Instruction (AGAI) 67, has now been issued, lowering the standard of evidence required for administrative action to that which would prove that events occurred on a "balance of probability" ie the same standard of evidence required by Employment Tribunals.

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

1. Real progress has been made at a number of levels to establish and maintain the correct environment. The partnership between MoD and CRE is proving beneficial in this respect and is not just a paper tiger. The Army has also benefited from the public support of Sir Herman Ouseley, Dame Jocelyn Barrow and Gurkux Singh. On another level the relationship in London between Sir Evelyn Webb-Carter and Bob Purkiss has been of great value and has been instrumental in ensuring that perceptions, especially outside the Household Division have been positive in nature. Visits have also been made by senior officers to EM communities throughout the country and GOC London District has spoken at a number of the Gurdwara, most notably at Britain's largest Sikh temple in Southall in November 1999.

Policy Statements and Communication

2. General Sir Charles Guthrie, as Chief of the General Staff (CGS), issued an EO Directive for the Army on 20 December 1995. Since then the Directive has become an AGAI (Chapter 75 volume 2, which is currently being updated). Each successive CGS has continued to put his seal of approval on EO policy. The policy has been dynamic and has reacted to changes in legislation and policy to become more corporate in its approach.

3. In October 1998 the EO Directive was redrafted as an operations order. The Mission Statement read:

"The Army is to achieve a working environment free from discrimination, harassment and intimidation in which every individual has an equal opportunity to contribute to the Army's operational effectiveness."

4. General Sir Michael Walker, the current Chief of the General Staff (CGS) issued his EO directive to the Army on 20 April 2000 (six days after taking post). This directive is an unequivocal statement of EO policy setting out responsibilities and actions across the Chain of Command. It sets out the legal obligations of commanders and reinforces the Army Board's commitment to diversity. CGS's policy is as follows:

"The Army is committed to the continuing development and use of Service policies, practices and procedures which respect and value every individual's unique contribution, irrespective of their gender, marital status, race, ethnic origin or religious belief, without reference to social background or sexual orientation."

5. The directive tasks the Adjutant General (AG) with production of EO Policy and the EO Action Plan. Implementation, review and monitoring of the Plan are the responsibility of Director of Personnel Services (Army). The Action Plan is a detailed report on the EO achievements and failures for the previous year and future initiatives for the Army. It sets out specific targets for the chain of command to achieve over the following 12 months.

6. Since July 1997 the Army Equal Opportunities Action Plan has been issued annually by the Executive Committee of the Army Board (ECAB). Each unit in the Army has since then been directed to produce their own action plans cascading down from the Army plan. These plans are followed by verbal briefings of support from commanders at all levels. ECAB review the action plan on a six monthly basis thus ensuring that actions are addressed and resourced. In essence 16 per cent of ECAB meetings involve EO issues.

7. Since April 1996 the Army has issued EO Newsletters to keep Unit Equal Opportunities Advisers abreast of any policy changes and best practice. This newsletter is on wide circulation and includes articles from outside experts and from readers. Feedback from the units indicate that the Newsletter is a much appreciated form of communication as it fills the role of providing an informal conduit for cross-structure communications and allows for top-down and bottom-up flow of information.

Positive Action 1996-2000

8. The Continues Attitude Survey (CAS) . The CAS provides us with valuable data but due to the relatively small sample of EM soldiers it does not represent a panacea as the information gathered requires judgement and interpretation. From 1996 questions of EO issues have been included and the replies serve as a source of both quantitative and qualitative data, modifications were introduced in 1998 by the addition of a series of supplementary questions to address specific areas. This year the CAS is being revised and will include some more specific questions on EO issues.

9. Monthly Case Return. Introduced in 1996 to raise the profile of monitoring of EO cases and improve monitoring.

10. Equal Opportunities Inquiry Team (EOIT). The EOIT was established in October 1997, to investigate claims of harassment of racial and sexual nature. Their main aim is to assist with zero tolerance. They have also proved to be a very useful EO tool to help develop EO policies. Any lessons learned by the team are reported back in formal reports.

11. Record of Formal Complaints EOIT Cases. The Army keeps a record of serious cases which allow them to gauge the environment. This is submitted monthly to the MoD, allowing them to monitor those serious complaints that result in either formal redress of complaint or Employment Tribunal application

12. Redress of Complaints. A revised and simplified complaints system was introduced in the autumn of 1997, to comply with the changes in the Armed Forces Act. This was issued in the form of AGAI volume 2 Chapter 70 (which was updated in September 2000). It was supported with two leaflets "Harassment—How to complain about it", and "EO in the Army" which were issued to all officers and soldiers in the Army in November 1997. These leaflets receive periodic updates and are still being issued. This policy represented a sea change in the EO climate as individuals who felt aggrieved were now encouraged to air their views.

13. Confidential Helpline. The Confidential Helpline was established in December 1997 to provide confidential support and advice for anyone who felt they did not want to use other channels. It is independent of the chain of command and is run by SSAFA Forces. Its launch was widely publicised by the distribution of 200,000 leaflets and articles in Army publications. The Helpline is now well known, it receives up to 100 calls per month but it is interesting to note that the majority of the calls are not on EO issues. Helpline details are regularly published on unit orders, and elsewhere. An annual report is produced by the Helpline staff which is a useful indicator of the general morale of the Army.

14. Focus Groups. Focus Groups were introduced in 1997-98 as a system to assess the EO climate. They allow EM soldiers to be directly involved in policy making and give them an opportunity to say how they feel about the EO environment in a protected environment away from the chain of command. 12 focus groups were conducted in the first year (six x EM and six x Gender). A further 12 focus groups were run in 1998-99 and 1999-2000. The first two reports have the same themes running throughout the groups: that there was a need for better EO training throughout the Army, and that the selection of the right person for Unit EO Adviser was crucial in implementing EO policies. These two issues have been addressed. Other issues are that positive action is seen in a negative light, and that positive action programmes will need careful handling when being implemented across the Army. Comparisons are difficult as we only now have three years' worth of data but some conclusions are stark especially in the most recent focus groups conducted in 1999-2000. EM give a guarded welcome to the initiatives, but now feel that there are elements of overexposure of race issues. They believe that overt racism and racism in the workplace is no longer tolerated but there still remains some covert racism in the form of social exclusion. More detailed analysis of the social exclusion issue has led to suggestions from Royal Holloway University of London (the facilitators), that this may be, in part, due to a lack of trust from EM to get involved. This trust could be the result of experiences outside the Army.

15. Survey of Commanding Officers (COs). In 1998 we wrote to the COs of all units where an incident had taken place, to ascertain what lessons could be learned from those incidents. The results were not particularly surprising:

a. COs were generally satisfied that the complaints procedures worked well, although it was clear that the personal commitment of the CO was a critical element of that process.

b. The catalyst for COs to institute proactive EO measures in their units tended to be the occurrence of an incident, rather than a wish to avoid incidents taking place.

c. Some COs commented that joining the Army was, for many of their soldiers, the first time that they had operated in a multi-racial environment. This reinforced, in their eyes, the need for education.

d. There were a number of comments that pressure to take immediate and (in the opinion of some COs) disproportionate action against alleged offenders had resulted in unfair treatment. In one case, the level of punishment meted out (by the CO, but at the clear direction of his commander) to an offender was so severe that it caused a loss of confidence in EO policies in the remainder of the unit.

e. All COs agreed that the way to prevent similar incidents reoccurring was by education. In training units, that training has been in place for some time, and closely mirrors the style and content of ITD (A) 10.

16. Re-survey of COs (COs EO Questionnaire). A questionnaire was sent out to all COs in LAND and the ATRA (the majority of COs in the Army) in April 2000, asking whether they felt that they were prepared and resourced to meet CGS's EO mission. 93.7 per cent said that they were. The replies to this questionnaire raised a number of other routine issues that are being incorporated into EO policy. The questionnaire encouraged COs to give further thought to EO matters within their Units. It showed that there had been a substantial improvement from the initial survey.

17. Regional Seminars. A new initiative, in 2000, has been the institution of a series of 11 regional Army seminars; at which, Unit EOAs throughout the Army are gathered to be updated on policy changes and developments, and to offer their feedback on issues of concern. EO Advisers are being imaginative and proactive in seeking ways to achieve CGS' Mission; and most appeared suited to the job (belaying some earlier fears).

18. CO's EO Guide. We propose issuing a "Commanders Guide to Equal Opportunities in the Army" in 2001.

19. The Values and Standards for the British Army. The Values and Standards for the British Army—Directive and booklet was introduced in March 2000. This Directive sets clear guidelines for behaviour and conduct. Discipline and administrative action underpin this. It has led to the revision of a number of AGAIs associated with EO and the processing of complaints, which have been delayed pending the production of the new AGAI 67. The new AGAI will support the Code by facilitating administrative action against perpetrators of racial and sexual abuse or harassment. The introduction of the Code of Social Conduct has resulted in a change to the Tri-Service EO Goal (amendments in bold):

"The Services Equal Opportunities Goal is to achieve universal acceptance and application of a working environment free from harassment, intimidation and unlawful discrimination, in which all have equal opportunity, consistent with our legal obligations, to realise their full potential in contributing to the maintenance and enhancement of operational effectiveness. The Armed Forces respect and value every individual's unique contribution, irrespective of their race, ethnic origin, religion or gender and without reference to social background or sexual orientation."

External Relationships

20. Since 1996 the Army has been an active member of the following organisations:

a. RfO.

b. CRE's Leadership Challenge.

c. National Mentoring Campaign.

The Army has continued to be involved with developing EM organisations such as the Race Equality in Employment Project which is headed by Bishops Wood and Sheppard. This project should launch by 2001. The Community Partnership Model run on the Army's behalf by Focus Consultancy is actively working in the community to change perceptions. Last year Focus spread the message at events attended by 191,000 people from the ethnic communities. This included people from business, education establishments and the community in general. They are having a real and measurable effect which will lead to long-term change.

21. AG's Conference. AG held a conference 15-16 April 1998, attended by 400 delegates from Government, MoD, Service Charities and the services. Key EO issues were discussed and policy was developed. After the conference a newspaper produced by AG carried details of the conference and key messages to 20,000 people targeted at decision-makers, opinion-formers and gate-keepers.

Effective Action to Prevent Racist Abuse Bullying and Behaviour

22. Training. We believe the key to the Army's success in achieving a better environment which is free from harassment intimidation and unlawful discrimination is in training. A great deal of effort has been expended in this direction. Since 1996 the following training initiatives have been instigated:

a. Individual Training.

MRO Staff. On-site training for all Manning and Records Office staff.

Officer and Soldier Recruit Training in EO. By 1997-98 this had evolved to formal instruction at RMAS followed by syndicate discussions. In the Army Training Regiments (ATRs) this had evolved to training on EO policy and their rights to complain.

EO training on Career courses. Initially this included soldiers education for promotion courses and for regular officers Army Junior Division of staff college for Captains. By 1997-98 this also included directed reading for Lieutenants for their promotion to Captain exams.

COs. COs on CODC were given a half days' training directly by Col EP(A) the senior staff officer responsible for the delivery of EO.

b. Specialist training.

EOAs. They initially attended a one day course that was conducted by EP(A). In April 1998 this course was increased to five days and was conducted at the new Tri-Service Equal Opportunities Training Centre at Shrivenham. Progress on this training is reported six monthly to ECAB. The TSEOTC has now trained 1,366 Army EOAs.

Recruiting Staff. They initially attended a half day EO module on their recruiting course, this was increased to two days in April 1998.

c. Collective Training.

Individual Training Directive (ITD). An ITD package was developed introduced in July 1998. ITDs are training packages which ensure that everyone is trained annually as part of the units collective training requirement. Initially this was done by a team from HQ Land Command who conducted training until enough EOAs could be trained. They trained 90 per cent of the Army and were disbanded in Oct 99. By 1 January 1999 a training package was produced which included a video, notes, and lesson plans. This gave the chain of command the ability to provide detailed EO training which could be adapted to suit their individual needs. The training is split into two parts, a formal presentation and an informal discussion of scenarios, tailored to deal with local issues. The ITD system ensures that over 100,000 soldiers are trained in EO matters every year. It is a radical approach to training, designed to move away from the presentational style in order to promote discussion. The package is designed to have a shelf-life of two years, after which it will need updating. The process of updating this package began on the Regional seminars where local EOAs ie the users of the package commented on what they want. The package will be updated in the new year.

23. The Facts.

a. The Army is committed to enforcing the administrative process—two soldiers have been discharged this year for suspected links to racist groups.

b. The number of formal complaints has risen consistently over the past three years, suggesting increased confidence in the complaint procedure and a more open environment for reporting inappropriate behaviour.

c. The number of race-related discipline cases has dropped over the same period. This is a crude-measuring tool, but when compared with the general indications from the focus groups that the nature of racism is becoming less overt, this provides a more positive assessment on racism in the Army.

d. Focus groups found that the nature of racist behaviour is less direct. Where comments such as "guarded welcome to the EO policies" were made. This would seem to indicate that our policies are on the right track. This is also consistent with the conservative nature of the organisation.

The Future

The Army considers that it has made, and continues to make, progress in changing the attitudes and perceptions to the ethnic minorities, however it is not complacent and acknowledges that there are still problems ahead.

As discussed a high proportion of middle ranking SNCOs are reaching the end of their service. There will be a gap until the newly recruited EM soldier reach this level of seniority. This lack of representation will have to be managed. To date we are doing this by increasing awareness that this is going to happen and why, and preparing commanders at all levels for the situation. There will be a need to monitor the impact on junior soldiers very carefully through the continued use of attitude surveys.

There is a danger of increased "donor fatigue" or EM overexposure, in the war against racism in the Army. We believe it will become increasingly difficult to find volunteers to be role models for EM; racism must not become yesterdays problem. We must, and will, maintain the initiative at the very top of the Army. AG is determined to retain the present practice of ECAB taking a report on EO every six months and is personally committed to the task.

In summary recruiting has achieved favourable results, particularly in the Household Cavalry, and retention rates are a positive indicator of our success.

10 With the introduction of TAFMIS , enquiries are recorded at a later stage in the recruiting process than was the case with its predecessor MARCH. Consequently, this figure is not directly comparable to those for enquirers in previous years. Back

11 In-Service ethnicity measures include Commonwealth citizens serving in the British Army, but does not cover Gurkha soldiers whom have different conditions of service under the Tri-partite agreement. Back

12 Currently only 93.1 per cent of the TA has been surveyed, this percentage fluctuates as TA service has a relatively high turnover. DASA figures. Back

13 DASA Army headline figure, only strength figures available. Back

14 This year to date, 1 September 2000. Back

15 From April 1999, these figures exclude Fijians entering the Army. Back

16 This reflects the poor recruitment of EM in the late 1980s and early 1990s. Back

17 ? copy EM. Back

18 ? copy EM. Back

19 2 x Lt Cols have been selected for promotion next year. Back

20 2 x Lt Cols have been selected for promotion next year. Back

21 2 x Lt Cols have been selected for promotion next year. Back