United Nations Security Council Resolution 1325 on Women, Peace & Security

UNSCR 1325 Reload

An Analysis of Annual National Reports to the
NATO Committee on Gender Perspectives from 1999-2013:
Policies, Recruitment, Retention & Operations
Findings & Recommendations

1 June 2015

Rey Juan Carlos University

Australian Human Rights Commission
Australian Chief of Defence

 TABLE OF CONTENTS
ABOUT THE PROJECT.. ........................................................................................................................................... 3
ABOUT THE RESEARCH GROUP .................................................................................................................... 3
EXECUTIVE SUMMARY.......................................................................................................................................... 5
INTRODUCTION TO THE PROJECT........................................................................................................... 11
Background .......................................................................................................................................................................... 11
Objectives .. ........................................................................................................................................................................... 12
Methodology . . ...................................................................................................................................................................... 13
Method.. ................................................................................................................................................................................ 14

I. GENDER INTEGRATION IN THE ARMED FORCES OF NATO MEMBERS...................... 17

Policies to Implement a Gender Perspective in the Armed Forces....................................................................................... 17
Human Resources................................................................................................................................................................. 20
Gender in Operations........................................................................................................................................................... 21
Sexual Assault Prevention..................................................................................................................................................... 22

II. WOMEN IN THE ARMED FORCES OF NATO MEMBERS......................................................... 25

Female Participation ............................................................................................................................................................ 26
Women & Military Services: Army, Air Force & Navy. . ...................................................................................................... 27
Women and Ranks The Glass Ceiling............................................................................................................................. 28

III. CASE STUDY: AUSTRALIA .......................................................................................................................... 31

The Australian Defence Force (ADF)................................................................................................................................... 32
Women and future capability .............................................................................................................................................. 33
Principles and recommendations from the ADF. . ................................................................................................................ 33
Principle 1 Strong Leadership Drives Reform .................................................................................................................. 34
Principle 2 Diversity of Leadership Increases Capability.................................................................................................. 35
Principle 3 Increasing Numbers Requires Increasing Opportunities................................................................................ 35
Principle 4 Greater Flexibility Will Strengthen the ADF.................................................................................................. 36
Principle 5 Gender Based Harassment and Violence Ruins Lives, Divides Teams And Damages Operational
Effectiveness.......................................................................................................................................................................... 36

CONCLUSION.. ........................................................................................................................................................... 41
AKNOWLEDGEMENTS ........................................................................................................................................ 42
Senior Researchers. . ............................................................................................................................................................... 42
Junior Researchers................................................................................................................................................................. 42

ABOUT THE LEAD INSTITUTIONS. . ............................................................................................................ 43

 ABOUT THE PROJECT

In 2014, Rey Juan Carlos University in Spain and the Australian Human Rights Commission, in collaboration with
the Australian Defence Force, launched the project UNSCR 1325 Reload: Research on the Annual National Reports
to the NATO Committee on Gender Perspectives: Policies, Recruitment, Retention & Operations. The project is
supported within the framework of the NATO Science for Peace & Security (SPS) Programme and will be completed in
November 2015. This document offers some findings and lessons learned from the project to be shared with experts within
the framework of the NATO Committee on Gender Perspectives 2015 Annual Conference. The theme for this years
Conference is The 15th Anniversary of UNSCR 1325 and its Impact on Recruitment and Retention in the Armed Forces.
The main objective of the UNSCR 1325 Reload Project is to map the current situation of women within the armed forces
of the 28 NATO member countries using data provided by each NATO country in annual national reports provided to
the NATO International Military Staff (IMS) Office of the Gender Advisor. In doing so, the project will also map the
current level of implementation of United Nations Security Council Resolution 1325 (hereafter UNSCR 1325) through
monitoring and evaluating the evolution of the status of women in the armed forces of NATO member countries from
1999 to 2013. A final goal of the project is to provide recommendations and best practices with a view to improving the
status of women in the armed forces in the future.
The project was launched in collaboration with Australia, a non-member country. NATO cooperates with non-member
countries on a range of political and security-related issues, and these partner countries contribute to NATOs goals and
tasks, including NATO-led operations. Cooperation with Australia proved vital for the conclusions of this project. Australia
is strongly committed to increasing the participation of women and girls in the prevention, management and resolution
of conflicts, including increasing the participation of women in the Australian military, police and civilian deployments to
fragile, conflict and post-conflict situations. The Australia case study illustrates that through strong leadership, a willingness
to adopt bold and innovative strategies, flexibility and a foundation of respect, meaningful change can be achieved within
the armed forces. Many of the recommendations from the project are based on the successes of the Australian Defence Force.
The final report will be delivered in October 2015. This report presents the findings from independent research conducted
by Rey Juan Carlos University, the Australian Human Rights Commission, and the Australian Chief of Defence. The
views and opinions expressed in this report represent the opinions of the researchers. The research and findings have been
reviewed by NATO civilian and military staff, including the IMS Office of the Gender Advisor.

ABOUT THE RESEARCH GROUP

The project is led by Cristina Figueroa and Jesus Palomo, Professors at Rey Juan Carlos University in Spain, and Elizabeth
Broderick, Sex Discrimination Commissioner at the Australian Human Rights Commission (AHRC). Support has also
been provided by co-directors Lieutenant Colonel Jesus Gil-Ruiz, Spanish Army, Head of the NATO IMS Office of the
Gender Advisor, Alexandra Shehadie, Director of the Review into the Treatment of Women in the Australian Defence
Force at the AHRC, and Captain Jennifer Wittwer, Royal Australian Navy, Director of the National Action Plan for
Women, Peace and Security at the Australian Defence Force. A full list of experts and researchers participating in the
project is provided at annex.

 EXECUTIVE SUMMARY
Adopted in October 2000, United Nations Security Council Resolution 1325 on Women, Peace and Security recognises
the disproportionate impact conflict and post-conflict situations have on women and girls. It also acknowledges the
importance of the participation of women and the inclusion of a gender perspective in preventing, managing, and resolving
conflicts and maintaining international peace and security. Marking the 15th anniversary of UNSCR 1325, 2015 provides
an opportunity for actors to assess the pace of implementation, as well as its impact.
In October 2014, Rey Juan Carlos University in Spain and the Australian Human Rights Commission in collaboration
with the Australian Defence Force (ADF) launched the project UNSCR 1325 Reload: Research on Annual National
Reports to the NATO Committee on Gender Perspectives: Policies, Recruitment, Retention & Operations. The main
objective of the project is to map the current situation of women within the armed forces of NATO members using data
on gender related issues provided by each country in annual national reports to the NATO International Military Staff
(IMS) Office of the Gender Advisor. The research exclusively analyses data provided between the years 1999 and 2013.
Through a content analysis of 273 unclassified documents, the researchers have achieved a comprehensive and more precise
understanding of the position of women within the armed forces of NATO members, in addition to progress on the
implementation of UNSCR 1325 and related Resolutions.
The project was also launched in collaboration with Australia, a non-member country. NATO cooperates with non-member
countries on a range of political and security-related issues, and NATOs partners contribute to the Alliances goals and
tasks, including NATO-led operations. Cooperation with Australia proved vital for the conclusions of this project. Australia
is strongly committed to increasing the participation of women and girls in the prevention, management and resolution
of conflicts, including increasing the participation of women in the Australian military, police and civilian deployments to
fragile, conflict and post-conflict situations. The Australia case study illustrates that through strong leadership, a willingness
to adopt bold and innovative strategies, flexibility and a foundation of respect, meaningful change can be achieved within
the military.
To fully understand the situation of women in the armed forces of NATO members, the researchers first set out to map the
various actions taken by the 28 NATO members with regards to gender integration in the armed forces. NATO members
implement a range of measures to increase and enhance the participation and retention of women in the armed forces.
Key Findings on Gender Integration in the Armed Forces of NATO Members:
Legislation: All NATO members1 accept women into their armed forces, however seven members still limit full access
for women to all positions. Within these seven countries, positions not open to women include combat roles and
positions on submarines. Denmark was the first country to enlist women in 1934, followed by Greece and Canada, in
1946 and 1968 respectively. As a whole, the average year in which NATO members accepted women into their armed
forces was 1982. Excluding the seven countries that still limit full access rights to women, the average year in which the
remaining NATO members granted full access rights to women was 1999. On UNSCR 1325 and related Resolutions,
a total of 17 NATO members have developed a National Action Plan to support implementation.
Human Resources: Between 1999 and 2013, NATO members rapidly increased their focus on recruitment and
retention policies for women in the armed forces. In 1999, around one third of NATO members were reporting equal
enlistment processes for men and women; by 2013, this number had increased to 93%. Another positive trend was
the creation of dedicated positions or departments supporting gender integration in the armed forces; by 2013 almost
half of NATO members had such entities in place. A similar trend was noted for the creation of womens professional
networks, which are now present in over half of NATO members. According to the research, very few NATO member
were reporting on work-life balance actions within the armed forces an area of known importance to women.
Gender in Operations: It is widely recognized that the implementation of a gender perspective can increase operational
effectiveness as well as mission success. In recent years, NATO has successfully established policy frameworks, gender
advisors, gender focal points and gender enablers to improve the integration of a gender perspective in military operations
in the future. By 2013, 75% of NATO members mentioned gender training in the national reports, compared to only

1 Excluding Iceland who does not have armed forces.

11% in 2002. There was also a steady increase in the number of gender advisor figures, and 43% of NATO members
reported to have them by 2013. However, only 18% of NATO members had deployed gender advisors by 2013.
Sexual Assault Prevention: Sexual assault remains a significant challenge for armed forces all over the world, and
strong prevention mechanisms would certainly act as a catalyzer to increase womens participation in the military.
There remains a public perception that the issue of sexual assault within the military could have a significant impact on
overall recruitment and retention of women. Consequently, there is a strong focus by countries, including many NATO
member countries, to develop and implement policies and programmes to prevent and respond effectively to sexual
assault within the armed forces. Though important actions have taken place in NATO member countries regarding
Sexual Assault Prevention, a lack of available data and transparency on the issue limits the information available for
analysis. Providing more information on this issue should be focus for NATO members in the future.
Following the analysis on gender integration within the armed forces of NATO members, the researchers were better able
to assess the impact and results of these actions on the number of women within the armed forces of NATO members, in
addition to the distribution of women within the different military services.
Key Findings on Women in the Armed Forces of NATO Members:
Female Representation: In 2013, women represented 10.6% of the armed forces of NATO members, compared to
7.14% in 1999. While the data shows a clear increase, womens representation increased at a very slow pace of 3.5
percentage points since 1999. There was a very low standard deviation, which means that the difference among countries
was stable throughout the years. The countries with the highest representation of women as a percentage are Hungary
(20.3%), the United States (18%) and Latvia (16.5%).
Women in the Air Force, Navy and Army: In 2013, the representation of women in the different military services
of the armed forces of NATO members was Air Force (9.46%), Navy (9.04%) and Army (8.46%). Since 1999, the
standard deviation did not change dramatically, meaning that NATO members had been following similar paces. Since
1999, all three of the Services have experienced a positive trend in womens participation, but the Air Force remains the
preferred service for women.
Women & Military Rank: A full analysis of gender and military rank is challenging due to the limited data provided
by NATO members. Based on the information available, a longitudinal analysis showed that over the past four years the
percentage of women in officer positions remained at a steady figure of around 20-25%. This information supports the
existence of a glass ceiling within the armed forces of NATO members that is proving difficult to break.
The UNSCR 1325 Reload Project includes a case study on Australia to identify best practices and lessons learned. For
several years the Australian Defence Force (ADF) grappled with similar issues on the status of women within their own
military. Australia provides an excellent case study for NATO members because the ADF has been able to achieve significant
cultural change and has accelerated efforts to increase the representation of women in its three Services Navy, Army and
Air Force across all ranks.
Australia Case Study Key Recommendations from the ADF:
Strong Leadership Drives Reform: Military leaders must actively demonstrate a strong and visible commitment to
increasing the representation of women in their forces. Senior leaders should champion reform and must communicate
the message throughout all ranks. A gender inclusive military is one that includes a broad range of talent and skill and
is therefore a stronger and more capable military.
Diversity of Leadership Increases Capability: Military leaders should closely examine career paths and develop a
range of strategies that will enhance womens opportunities to enter leadership positions. The skills and different life
experiences that women bring to leadership will enrich and strengthen decision-making and increase capability.
Increasing Numbers Requires Increasing Opportunities: Military leaders should develop, implement and evaluate
a range of targeted recruiting strategies designed to increase the number of women across the Services. Strategies that
create opportunities for women to enter combat roles and, in particular, those roles that feed into leadership positions,
should also be developed, implemented and evaluated. Women entering combat and other areas that are predominantly
male dominated should be actively supported. The environments into which women enter must be appropriately briefed
and trained, and both leadership and the team must be fully engaged and educated about how they can contribute to
effective performance in mixed gender environments.

 Preventing Early Separations Will Strengthen Militaries: Military leaders should develop and implement targeted
strategies designed to retain members and prevent their unnecessary separation from the armed forces, particularly
women who may feel compelled to leave because of caring responsibilities.
Gender Based Harassment and Violence Ruins Lives, Divides Teams And Damages Operational Effectiveness:
Military leaders should implement strong, evidence-based measures that prevent violence and harassment against
women in the military. Leaders must adopt a zero tolerance approach to sexist and demeaning attitudes and behaviours.
Perpetrators must be held to account and women supported so that they can confidently report any harassment or
violence committed against them and be assured that action will be taken. In such cases, the womens wishes should be
at the forefront of any action and decision-making.
A Transparent and Accountable Military is a Strong and Confident Military: Military leaders should ensure accurate
and current data is gathered that shows trends in relation to womens representation and their experience in the military.
Use of this data will inform leadership action, allow for the identification of any obstacles and the development and
implementation of appropriate strategies to address these obstacles. Publication of this data will enhance military
transparency and accountability and in so doing contribute to strong and confident forces.
The UNSCR 1325 Reload Project aims to provide a better understanding of the status of women in the armed forces of
NATO members. Through a thorough analysis of raw data provided by NATO members themselves between 1999 and
2013, the researchers have achieved a comprehensive and more precise understanding of the position of women within the
armed forces of NATO members, in addition to progress on the implementation of UNSCR 1325 and related Resolutions.
The UNSCR 1325 Reload Project is still on-going and is set to be completed by November 2015. However, based on the
preliminary findings the researchers can present some preliminary recommendations for NATO:
Preliminary Recommendations:
A gender perspective should be seen as a holistic framework. Progress on this issue cannot depend upon action being
taken in just a few areas; it will require action across a broad range of areas. An efficient strategy will require action in
various dimensions, including: legislation, recruitment, retention, career development, work-life balance, sexual assault
and harassment prevention.
The military should be a reflection of society. It is important to promote gender integration and diversity as a way to
improve efficiency and operational effectiveness.
Development and implementation of national action plans (NAP) on the implementation of UNSCR 1325 would
enhance progress. National action plans should include aspects specific to the armed forces, including the allocation of
proper funds. Beyond a NAP, the armed forces of NATO members should also look into the developments of roadmaps
and other strategy documents to both implement and measure gender integration in the armed forces.
Slow progress means lost opportunities: The Women, Peace and Security discourse acknowledges that women are
an untapped resource for promoting and maintaining international peace and security. For NATO members, slower
progress on integrating gender and increasing female participation means that many opportunities will be lost, including
in terms of capabilities.
More research is needed: To better understand gender integration in the armed forces and to better measure progress
for women in the armed forces it is crucial that actors continue to provide data on the status of men and women within
the military. Moreover, it is essential that organizations have the capacity to analyze data for monitoring purposes. One
important objective of the project was to support the development of a new questionnaire for the annual national reports
collected by the NATO IMS Office of the Gender Advisor. To enhance future gender analysis for NATO, the researchers
developed a new questionnaire that was successfully distributed to NATO members and partner countries in January 2015.
This new questionnaire will ensure that NATO members and partner countries can report on gender in a comparable and
consistent way. Furthermore, it includes requests for information about sexual harassment and sexual prevention.
Change requires leadership: The representation of women within the armed forces of NATO members is increasing,
but at a slow pace. If change is to increase at a faster pace, the commitment of leaders will be required at all levels. NATO
has made progress, especially through the appointment of a Special Representative on Women, Peace & Security.
Improving results together: One interesting finding from the research was that when a new country joined NATO,
membership appeared to have a positive effect on future gender integration. For example, when NATO welcomed

seven new member countries in 2004, the overall percentage of countries with gender-related recruitment and retention
strategies fell. However, after a few years the overall percentage began to increase again, suggesting that NATO
membership had a positive effect on gender-relevant policies in new member countries. This preliminary research
implies that NATO membership can help to raise the profile and importance of gender integration among members.
NATO should more actively serve as a platform, for both NATO and partner countries, to share lessons and progress
on gender integration in the military.
Recruitment policies should consider the utilisation of social media mechanisms in order to appeal to young people and
facilely reach a larger pool of qualified candidates.
Based on current trends, it is expected that the representation of women in the armed forces of NATO members will
improve over time. However, according to the preliminary findings from this project this change will occur at a very slow
rate. For NATO members, this means that many opportunities will be lost, especially in terms of capabilities, and it
is here where successful best practices, such as presented in the Australian case study, can pave the way. The Australian case
study illustrates how much progress can be achieved through strong leadership, a willingness to adopt bold and innovative
strategies, flexibility and a foundation of respect. Furthermore, embracing the link between cultural change and capability
supports the fact that increasing the participation of women is not just a womens issue but something that concerns and
will benefit the entire armed forces and their future capability.

 INTRODUCTION TO THE PROJECT

BACKGROUND
Adopted unanimously in October 2000, United Nations Security Council Resolution 1325 on Women, Peace and Security
recognizes the disproportionate impact conflict and post-conflict situations have on women and girls. It also acknowledges
the importance of the participation of women and the inclusion a gender perspective into all aspects of conflict prevention,
peacebuilding and postconflict reconstruction. UNSCR 1325 and related Resolutions2 cover a wide-ranging set of activities
related to improving the status of women in conflict and post-conflict settings and encouraging the integration of a gender
perspective.

UNSCR 1325 CAN BE BROKEN DOWN INTO FOUR CORE PILLARS:

Participation of women in all peace processes and public decision-making processes linked to making and
building peace;
Prevention of conflict through incorporating womens perspectives into early warning systems, public education,
and prosecution of violators of womens rights;
Protection of women during and after conflict by community, national and international security personnel;
Peacebuilding that engages women and addresses their needs in relief and recovery, redress for injustice and
investment in economic and social security.

2 Subsequent United Nations Security Council Resolutions adopted on Women, Peace and Security include: 1820 (2008); 1888 (2009); 1889 (2009);
1960 (2010); 2106 (2013); 2122 (2013).

11

Since its passage, a wide range of national and international actors have advocated for the implementation of UNSCR
1325, among them national governments, international organizations, non-governmental organizations, and womens
rights activists. Marking the 15th anniversary of the resolution, 2015 provides an opportunity for actors, including NATO,
to assess the pace of implementation as well as the impact of UNSCR 1325 and all subsequent related resolutions on
Women, Peace and Security.
While UNSCR 1325 was adopted in 2000, NATO has made important strides toward the integration of a gender
perspective within its structures since the 1960s. Some key milestones include:
1961 The first NATO Conference of Senior Women Officers took place in Copenhagen, with delegates from
Denmark, the Netherlands, Norway, the United Kingdom and the United States.
1976 The NATO Military Committee formally recognized the Committee on Women in the NATO Forces
(CWINF).
1997 The NATO Military Committee approved the establishment of an advisory office within the International
Military Staff (IMS), the so-called Office on Women in the NATO Forces (OWINF), today referred to as
the IMS Office of the Gender Advisor.
2007 The first NATO/Euro-Atlantic Partnership Council (EAPC) Policy for the Implementation of UNSCR
1325 on Women, Peace and Security and Related Resolutions is adopted.
2009 The CWINF is renamed the NATO Committee on Gender Perspectives (NCGP) and the mandate is
extended to support the integration of a gender perspective into NATOs operations, in support of the
implementation of UNSCR 1325 and any future related Resolutions.
2012 The first NATO Secretary Generals Special Representative on Women, Peace and Security is appointed.
The position is institutionalized in 2014.
2013 The Review of the Practical Implications of UNSCR 1325 for NATO-led Operations and Missions is
presented and published.
2014 The NATO Wales Summit endorses the revised NATO/EAPC Policy and Action Plan on the
Implementation of UNSCR 1325 and related Resolutions.
The work undertaken through this project will become another positive contribution toward gender integration at NATO.
In particular, the findings and recommendations from this project will support the UNSCR 1325 core pillar participation,
addressing womens engagement within the armed forces and increasing their participation in preventing, managing, and
resolving conflicts. Covering the years from 1999 to 2013, this project will provide a thorough longitudinal analysis of
womens participation in the armed forces of NATO members with a view to providing best practices and recommendations
to increase womens participation in the future.

OBJECTIVES
The main objective of the UNSCR 1325 Reload Project is to map the current situation of women within the armed forces
of the 28 NATO member countries using data provided by each NATO country in annual national reports to the NATO
International Military Staff (IMS) Office of the Gender Advisor. In doing so, the project will also map the current level of
implementation of United Nations Security Council Resolution 1325 through monitoring and evaluating the evolution
of the status of women in the armed forces of NATO member countries from 1999 to 2013. A final goal of the project is
to provide recommendations and best practices with a view to improving the status of women in the armed forces in the
future. The objectives can be broken down into four main areas:
1. Proposal of a new method for enhanced evaluation of womens participation in the armed forces, specifically relating
to NATO and partner countries;
2. Mapping and evaluating the current situation of women in the armed forces of NATO member countries from
1999 to 2013 through a comprehensive analysis of the annual national reports published by the IMS Office of the
Gender Advisor. The researchers will also include findings on the evolution of the status of women in the armed forces
and a more precise understanding of the level of implementation of UNSCR 1325 within the NATO context;

3. Development of best practices and recommendations for enhancing the status of women within the armed forces,
especially based on analysis and recommendations from the Australia case study;
4. Promotion of future research and monitoring of UNSCR 1325 and related Resolution within the NATO context
through the development of user-friendly gender disaggregated statistical data. The new method will be used for future
national reports sent to the NATO Committee on Gender Perspectives, as requested by IMS Office of the Gender
Advisor.

METHODOLOGY
In order to fulfill each of the objectives of the UNSCR 1325 Reload Project, the researchers utilized two methodologies
of analysis:
1. Content Analysis
Since 1999, the IMS Office of the Gender Advisor has been collecting unclassified annual national reports from each of
the 28 NATO members on the status of women within the armed forces. All of the reports are made available to the public
and can be accessed through the NATO website3. These reports provide valuable information on national programmes,
policies, and procedures undertaken on gender-related issues within NATO members, in addition to information on
the implementation of UNSCR 1325 and related Resolutions. The reports also contain information on actions taken by
NATO toward the integration of a gender perspective within its activities. NATOs actions are not limited to activities
undertaken by armed forces, but also cover security-relevant cooperation with civilian ministries and crisis responders etc.
The findings and conclusions from the UNSCR 1325 Reload Project are based on information provided by NATO members
from 1999 to 2013 in the annual national reports. Through a content analysis of these reports, the researchers examined a
total of 273 documents from 28 countries. The research provided longitudinal scanning analysis of the situation of women
within the armed forces of NATO members, as well as valuable insight into the impact and pace of the implementation of
UNSCR 1325 and related Resolutions.
2. Case Study
To provide best practices and recommendations to NATO, the project also worked with the Australian Human Rights
Commission (AHRC) and the Australian Defence Forces (ADF). This cooperation provided added value and proved vital
for the conclusions of this project. Australia provides an excellent case study for NATO members to learn from, and many
of the recommendations from the project are based on a comprehensive study of the successes of the Australian Defence
Forces, in particular:
The Australian Human Rights Commission has conducted a review into the treatment of women at the Australian
Defence Force Academy: Australian Human Rights Commission (2012). Review into the Treatment of Women in the
Australian Defence Force;
Australia is committed to increasing the participation of women and girls in the prevention, management and resolution
of conflicts, including increasing the participation of women in Australian military, police and civilian deployments to
fragile, conflict and post-conflict situations.
The Australian Defence Forces are working to ensure that women are included in responses in conflict and/or postconflict situations, both as members of these forces and in their interactions with communities overseas;
Australian women have been serving in the Armed Forces for over 100 years and are deployed to operational theatres,
selected for command positions and promoted to star rank on a merit basis;
The potential contribution of women in the ADF was extended in September 2011, when the Australian Government
formally agreed to the removal of gender restrictions for ADF combat roles.

3 See, IMS Office of the Gender Advisor page [Link]

13

METHOD
The main aim of the UNSCR 1325 Reload Project is to map the current situation of women within the armed forces of
the 28 NATO member countries with a view to providing best practices and recommendations for the future. Following a
comprehensive analysis of the content of the national reports the researchers developed a theoretical model called UNSCR
1325 Reload Method, which in particular supports analysis and evaluation of the participation pillar of UNSCR 1325.
The UNSCR 1325 Reload Method considers the actions taken by nations and the subsequent results of those actions
on the status of women in the armed forces. Within the UNSCR 1325 Reload Method, actions are classified in the
following categories: Legislation, Human Resources Strategies, Gender in Operations and Sexual Assault Prevention. It
is acknowledged that these actions have certain results on both the number of women in the armed forces, and their
representation across different ranks as well as across the different services and operations. As shown in Figure 1, the
UNSCR 1325 Reload Method allows the researchers to measure both the number of women in the armed forces, and also
the quality and distribution of those positions.
Figure 1: The UNSCR 1325 Reload Method

STEP 1. ACTIONS
Policies to implement a gender perspective :

women were accepted into the Armed Forces

women were granted full rights to all positions
Specific gender legislation & workgroups supporting womens integration
Training on the integration of a gender perspective

STEP 2. RESULTS
N women in the Armed Forces

Year
Year

Human Resources actions & strategies :

Recruitment

policies
policies
Work-life balance
Retention

Gender in operations :
Gender

Training

advisors
on the integration of a gender perspective in operations

Sexual assault prevention :

Sexual

harassment policies & strategies

and type cases

Number

Rank distribution: N women

in the Armed Forces
Services distribution: N women
in the Armed Forces

15

 I. GENDER INTEGRATION IN THE

ARMED FORCES OF NATO MEMBERS
To fully understand the situation of women in the armed forces of NATO members, the researchers first set out to map
the various actions taken by the 28 NATO member countries with regards to gender integration in the armed forces. The
participation of women often depends upon a range of measures taken to increase their participation and retention in the
armed forces. The first step of the UNSCR 1325 Reload Project was to map these actions by focusing on the following four
categories: legislation, human resources strategies, gender in operations, and sexual assault prevention.

POLICIES TO IMPLEMENT A GENDER PERSPECTIVE IN THE ARMED

FORCES
One important area to consider when assessing the status of women with the armed forces is the role of legislation in
promoting increased female participation. The project first set out to identify when NATO member countries first passed
legislation allowing women to join the armed forces. Table 1 provides the years in which women were first accepted into the
armed forces of each NATO member country; it also shows the year in which they were granted full rights to any position
within the armed forces.

17

Figure 2: The year women were accepted into the armed forces of NATO members and granted full access to all
positions
NATO Country
Women accepted into

the armed forces (year) to all positions (year)

Women granted full rights

NATO

Year country joined

1 Albania

2011 2009 2009

2 Belgium

1975 1981 1949

3 Bulgaria

1988 2004 2004

4 Canada

1968 2005 1949

5 Croatia

1991 1991 2009

6 Czech Rep.

1980 2002 1999

7 Denmark

1934 1978 1949

8 Estonia

Not available

9 France

1972 Limited4

10 Germany

1975 2000 1955

11 Greece

1946 Limited5

1952

12 Iceland

NO ARMED FORCES

1949

13 Italy

1999 Limited

14 Hungary

1996 1996 1999

15 Latvia

2002 2002 2004

16 Lithuania

2000 2000 2004

17 Luxembourg

1987 1987 1949

18 Netherlands

1944 Limited7

19 Norway

1977 1985 1949

20 Poland

1988 2003 1999

21 Portugal

1992 2009 1949

22 Romania

1973 2002 2004

23 Slovakia

2003 2003 2004

24 Slovenia

1993 2005 2004

25 Spain

1988 1999 1982

26 Turkey

1992 20138

27 United Kingdom

1992 Limited

1949

28 USA

1976 Limited10

1949

4
5
6
7
8

2013

2004

NO ARMED FORCES
6

1949

1949

1949

1952
9

Positions not open to women: Mobile Gendarmerie units and submarines.

Positions not open to women: Submarines, Hovercrafts and Patrol boats.
All positions open to women excluding submarines.
Positions not open to women: Marine Corps and Submarines.
In accordance with the Turkish Constitution, every male Turkish citizen is obliged to complete military service. Female Turkish citizens are not under such
an obligation. Regular female officers and non-commissioned officers serving in the Turkish Armed Forces join the armed services voluntarily.
9 Positions not open to women: Close Combat Roles.
10 Positions not open to women: Direct ground combat units below the brigade level. In January 2013, the Secretary of Defense announced the rescission of the
1994 Direct Ground Combat Rule for women and directed the development of plans to execute full implementation by January 2016.

According to the findings, Denmark was the first country to enlist women into their armed forces in 1934, followed by
Greece, in 1946, and Canada, in 1968. The data as a whole shows that the average year in which NATO members accepted
women into their armed forces was 1982 and the average year in which NATO members granted full rights for women to
access any position was 1999. This figure represents an average time of 17 years from womens initial incorporation in the
armed forces until they are granted full access rights. Nevertheless, it is important to note that several NATO members
continue to restrict womens participation in certain positions, especially military combat roles.
Figure 3: Percentage of NATO member countries reporting on integrating a gender perspective through gender
legislation, workgroups and training 1999-2013
100%
93%

89%

90%

74%

74%

80%
70%

65%

59%
62%

50%

60%

56%
48%

48%
48%

40%
21%

26%

30%

16%

23%

23%

19%

19%

2007

2008

41%

33%
33%

26%

20%
12%
10%
0%

63%

50%

50%

30%

74%

67%

65%

5%

4%

5%
1999

2000

2001

2002

2003

Training on gender perspective

4%
2004

2005

12%
2006

Gender specific legislation

2009

2010

2011

2012

2013

Workgroups on gender perspective

According to Figure 3, in the year 1999, 21% of NATO members reported specific
Gender Legislation for gender participation in the armed forces, whereas in 2013
What is a gender perspective?
almost all NATO members (93%) reported such policies (i.e. Strategic Plans for
the Equality of Opportunities between Women and Men in the Armed Forces,
The consideration of gender-based
Gender Policies, etc.). The creation of Workgroups (i.e. working groups devoted to
differences between women and men
the promotion of the Defence Action Plan on the implementation of UNSCR 1325)
as reflected in their social roles and
that support women in the armed forces seems to be an important issue, according
interactions, in the distribution of
to the data provided. In 2013, 74% of NATO members were highlighting the usage
power and the access to resources.
of this mechanism, compared to only 4% in 2005. Regarding Training, one of the
key actions considered in UNSCR 1325, data reveals that this area has been well
considered and implemented by NATO members. In the year 2000, no NATO
member reported specific training on gender awareness; but by 2013, 63% included training on gender perspectives.
Figure 4: Timeline on the adoption of a UNSCR 1325 National Action Plan from 2005-2013
2005

Denmark

2006

2007

UK

Spain

Norway

Netherlands

2008

Iceland

2009

2010

2011

Italy

Lithuania

Portugal

France

Croatia

Belgium

Estonia

Slovakia

Canada

USA

2012

Germany

The development and implementation of a National Action Plan (NAP) on UNSCR 1325 and related Resolutions, along
with other strategic national initiatives, also provides a measure for assessing progress on gender integration within the
armed forces of NATO members. As shown in Figure 4, the first NATO member (Denmark) developed a National Action
Plan in 2005, and by 2013 a total of 17 NATO members had developed National Action Plans. While these numbers
indicate progress on gender integration, 39% of NATO members have not implemented a NAP on UNSCR 1325.

19

HUMAN RESOURCES
Another important area relating to gender integration in the armed forces is human resources. In recent years there has been
improvement in the actions and strategies taken by human resources departments on recruitment and retention policies in
the armed forces. Often these actions and strategies to increase gender balance have focused on work-life balance actions,
but the topic has also been a factor in areas like conscription.
Figure 5: Percentage of NATO member countries reporting enlistment and retention policies, 1999-2013
100%

100%

93%

90%
80%

79%

73%

73%

70%

67%

60%

58%

40%

59%

56%

54%

50%

32%

30%

26%

26%

20%
10%
0%

78%

69%

11%
1999

2000

2001

2002

16%

11%

2003

4%
2004

8%

2005

Retention policies women-men

8%

4%

2006

8%

12%

2007

11%
7%

4% 4%
2008

Retention policies women

2009

7%

15%

2010

22% 19%

30%22%
11%11%

2011

2012

2013

Equal elistment process

Figure 5 looks at recruitment and retention policies in NATO member countries between 1999 and 2013. In 1999, only
26% of NATO members were reporting equal enlistment processes for women and men, meaning there were no differences
between men and women in the recruitment processes; by 2013, around 93% of NATO members were reporting equal
enlistment processes for women and men. Equal enlistment processes are important in guaranteeing career development
in the armed forces, however they have only been reported in 26% of NATO members by 2013. In 2013, only 23% of
NATO members reported using specific retention policies and turnover analysis, either for both women and men or just
for women. One interesting trend is that when a country joins NATO, membership appears to have a positive effect on
future equal enlistment processes. For example, when NATO welcomed seven new member countries in 2004, the overall
percentage of members with gender-related recruitment and retention strategies fell. However, after a few years the overall
percentage began to increase again, suggesting that NATO membership had a positive effect on the implementation of
equal enlistment processes in the new member countries.
Figure 6: Percentage of NATO member countries reporting the use of positions and professional networks to support
women in the armed forces, 1999-2013
60%

48%

50%

40%

37%

30%

26%
23%

21%
20%

16%

15%

10%

22%

15%15%

12%

11%

23%
15%

1999

2000

2001

2002

2003

2004

22%

19%
15%

12%
4%

0%

19%

2005

Figure, position or department promotion gender perspective

2006

2007

4%

2008

4%

2009

4%

2010

4%

2011

Professional Networks supporting women in the Armed Forces

2012

2013

Figure 6 looks at the creation of new military positions promoting a gender perspective in the armed forces and networks in
order to support womens participation in the armed forces. In 2013, 48% of NATO members had a dedicated position or
department supporting gender mainstreaming in the armed forces, with the first countries introducing these positions and
departments in 2002. Another important area is the creation of a womens network as a tool for promoting the integration
and increased participation of women. By 2013, over 50% of NATO members had created such a network. Finally, worklife balance actions do not seem to be a priority for Nations, as almost no countries are highlighting their usage in the
National Reports.
A final area with a direct impact on recruitment and retention is conscription. At present, the only NATO members with
conscription policies are Norway, Greece, Estonia and Turkey (in Turkey and Greece conscription applies only to men). In
June 2013, the Norwegian Parliament required that women must participate in national military service and in January
2015 they became the first NATO country to introduce mandatory female conscription. Meanwhile, in Estonia men and
women have equal rights and responsibilities in the military service. Male citizens between 18-27 years, and who have
passed through specific medical examinations, are requested to participate in compulsory military service. Women between
the age of 18 and 27 are allowed to voluntarily enter the military service for the purpose of military training on the same
basis as male compulsory service.

GENDER IN OPERATIONS
It is widely recognized that the implementation of a gender perspective can increase operational effectiveness as well as
mission success. Therefore, it remains critical to better understand the role and impact of gender on conflict-prevention
and conflict-resolution. In 2013, NATO commissioned a Review of the Practical Implications of UNSCR 1325 for the
Conduct of NATO-led Operationsand Missions. The Review concluded that clear progress had been made through the
establishment of policy frameworks, positions for gender advisors, gender focal points and gender enablers. However, there
was room for improving the integration of a gender perspective in military operations in the future.
Figure 7: Percentage of NATO member countries reporting on the use of deployed gender advisors, non-deployed
gender advisors, and training for gender in operations, 2002-2013
18%

2013

43%

11%

2012

39%

7%

2011
2010
4%

12%

19%

4%

2005

12%
8%

5%
0%

15%

12%
11%
11%

2003
2002

23%

19%

12%

2004

18%
19%

4%

2006

54%

25%
25%
14%

2008
2007

57%

25%
11%

2009

75%

11%
11%
10%

20%

Gender Advisor Deployed

30%

40%

Gender Advisor (deployed or non-deployed)

50%

60%

70%

80%

Training: Gender Perspective in Operations

As shown in Figure 7, the researchers looked at the use of deployed gender advisors, non-deployed gender advisors and
gender training in operations. By 2013, 75% of NATO members mentioned actions of gender operations training in their
national reports. There was also a steady increase in the mention of gender advisor figures and 43% of NATO members
reported to have them by 2013. However, only 18% of NATO members had deployed gender advisors by 2013.

21

SEXUAL ASSAULT PREVENTION

Sexual assault remains a significant challenge for armed forces all over the world and strong prevention mechanisms would
certainly act as a catalyzer to increase womens participation in the military. There remains a public perception that the
issue of sexual assault within the military could have a significant impact on overall recruitment and retention of women.
Consequently, there is a strong focus by countries today to develop and implement policies and programmes to prevent and
respond effectively to sexual assault within the armed forces. Importantly, such policies and programmes should respond to
the needs of both men and women as victims. It is therefore important to understand the importance and impact of sexual
abuse and harassment in the military with a view to improve the recruitment, retention, and ultimately the effectiveness
of female troops.
Figure 8: Percentage of NATO members reporting the use of sexual assault prevention advisors and training for
sexual assault prevention, 1999-2013
35%
29%

30%

23%

20%
16%

16%

15%
11%

11%

10%

0%

11%
5%

1999

25%
19%

19%
15%

15%

12%

12%

14%
12%

12%

11%

5%

2000

2001

29%
29%

25%

25%

5%

29%

27%

14%

7%

2002

2003

2004

2005

Training Sexual Assault Prevention

2006

2007

2008

2009

2010

2011

2012

2013

Advisors Sexual Assault Prevention

According to the national reports, sexual assault prevention strategies in NATO member countries have been implemented
at the training level and within specialized departments for sexual assault and harassment prevention. According to figure
8, and although progress is positive, in the year 2013 only 29% of NATO members reported the use of sexual assault
prevention advisors and training for sexual assault prevention. Based on the findings, the researchers found that the United
States and Australia provide two strong examples of countries that have addressed sexual assault within the military.

23

 II. WOMEN IN THE ARMED FORCES

OF NATO MEMBERS
The researchers first set out to map the situation of women in the armed forces of NATO members by analyzing the various
actions taken by the 28 NATO members on gender integration. This analysis was based on four categories linked to gender
integration: legislation, human resources strategies, gender in operations, and sexual assault prevention. Following this
analysis, the researchers were better able to assess the impact and results of these actions on the number of women within
the armed forces of NATO members, in addition to the distribution of women within the different military services.

25

FEMALE PARTICIPATION
As seen in Figure 9, women represented 7.14% of the armed forces in 1999 and the percentage had increased to 10.6%
in 2013 (based on provisional data). There was a very low standard deviation, which means that the difference among
countries was stable throughout the years. These results confirm a 7.5% variation rate in 14 years and an increase of 3.5
percentage points.
Figure 9: The percentage of women in the armed forces of NATO members, from 1999-2013
12.0%
10.2%

10.2%

10.0%

10.2%

8.9%

8.8%

10.5%

10.0%

9.6%

10.6%

10.4%

9.9%

8.7%

8.0%
6.8%
7.1%

6.0%

6.1%

4.0%

2.0%

0.0%

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

Figure 10: The percentage of women in the armed forces of NATO members, by country in 2013
25.0%

20.0%

20.3%
18.0%
16.5%
14.6% 14.4% 14.1%

15.0%

13.9% 13.6% 13.5%

12.4% 12.0%

11.2% 11.1%

10.6%

10.0%

10.1% 9.8% 9.7%

9.4% 9.2%
7.6%
5.9%

5.0%

5.3% 5.2%

4.0%

2.8%
0.9%

ey

nd

Tu
rk

ly
Ita

la
Po

an
ia

m
Ro

ur
g

xe
m

bo

ar

m
D

en
m

Lu

iu

ki

lg
Be

tia

va
Sl
o

UK

Cr
oa

ia

ua
n

th
Li

E
G

er
m

an

G
RA

re
ec

AV
E

AT
O

ni
a

Es

to

in

rtu
ga

Sp
a

Po

an
ce

Fr

ep

ve
ni

Sl
o

Cz
ec
h

_R

na
d

Ca

ia

ni

ar

ba

Al

tv
ia

lg

La

Bu

ry
ga
H
un

US
A

0.0%

Figure 10 provides a breakdown of female representation with the armed forces of each of the 28 NATO member countries.
The data shows that Hungary (20.3%), the United States (18%), Latvia (16.5%), Bulgaria (14,6%) and Canada (14.1%)
have the largest number of women serving in their armed forces.

WOMEN & MILITARY SERVICES: ARMY, AIR FORCE & NAVY

Another important area to consider is the distribution of women between the different military services. Figure 11 shows
the representation of women in the different military services of the armed forces of NATO members in 2013. The results
show that overall women represent: Air Force (9.46%), Navy (9.04%) and Army (8.46%). Since 1999, the standard
deviation did not change dramatically, meaning that NATO members had been following similar paces. In each of the
different military services the overall trend on womens participation is positive and the Air Force remains the preferred
service for women.
Figure 11: The percentage of women in the armed forces of NATO members, by service from 1999 to 2013
9.0%

2013

9.1%

2012

9.4%
8.2%

9.7%

8.5%

2010

10.3%

8.3%
8.6%

2009

10.1%

8.0%
7.9%

2008

9.9%

8.8%
8.9%

2007

10.6%

8.8%
9.3%

2006

10.8%

8.2%
7.9%

2005

10.2%

7.6%
9.5%

2004

10.7%

7.5%
8.7%

2003

11.3%

7.1%
7.8%

2002

11.8%

7.2%
10.9%

2001

8.9%
10.4%

2000

8.7%
10.2%

1999

8.6%
7.0%

8.0%

9.0%
NAVY

27

12.6%

9.6%

2011

6.0%

11.5%

9.0%

10.0%
AIRFORCE

ARMY

11.5%

10.9%

10.5%
11.0%

12.0%

13.0%

WOMEN AND RANKS THE GLASS CEILING

A look at rank:

A full analysis of gender and military ranks is challenging due to limited data
availability11. Taking into account the limited information available, a longitudinal
analysis of the available data shows how the percentage of women in officer (OF)
positions has remained at around 20-25% over the past 4 years, and the tendency is
quite stable (Figure 12). This information supports the existence of a glass ceiling12
within the armed forces of NATO members that is proving difficult to break. For
the year 2013, the researchers found that the two NATO members with the highest
percentage of women in senior ranks were Canada (4.1% of OF- 6 were women) and
Belgium (2.78% of OF-6 were women). Meanwhile, the US hasthe highest number
of women in the highest ranks (OF- 6 and higher) with 1.455 General Officers.

In accordance with STANAG 2116,

2010 (Edition 6):
Officers (OF):
OF-6 and above: Officer Generals.
OF 1-5: Officers.
Other ranks (OR):
OR 59: Non-Commissioned
Officers (NCOs).
OR 1-4: Private and Corporal
Ranks.

Figure 12: Women in the armed forces of NATO members, percentage by rank 2000-2013
90.0%
78.9%

80.0%

74.2%

76.6%

74.2%

70.0%

73.4%

73.2%

81.5%

77.2%
79.4%

74.5%
75.7%

71.8%

69.1%

60.0%
50.0%
40.0%
26.8%

25.8%

30.0%
23.4%

20.0%

30.9%

25.8%

26.6%
21.1%

0.0%

2000

2001

2002

2003

2004

2005

2006

OFFICERS

2007

2008

2009

24.3%

20.6%

18.5%

10.0%

25.6%

22.8%

28.2%

2010

2011

2012

2013

OTHER RANKS

The available research on gender and military ranks implies a a glass ceiling for women in the armed forces. This glass ceiling
applies to both womens representation in the different military services and when referring to womens representation in
leadership positions. Figure 12 shows that in 2013, 75% of women in the armed forces of NATO members were noncommissioned officers, private and corporal ranks while 25% were officers and above. Importantly, these figures have been
stable between 2000 and 2013.
Figure 13: Women in the armed forces of NATO members, percentage by rank in 2013
14.0%
12.0%

11.2%

11.5%

11.6%

OF 1-2

OR 5-9

OR 1-4

10.0%
8.0%
5.1%

6.0%
4.0%
2.0%
0.0%

0.6%
OF6

OF 3-5

11
12 Term used to describe a situation in which progress, especially promotion, appears to be possible but restrictions or discrimination create a barrier that
prevents it, regardless of qualifications or achievements

Figure 13 shows how the percentage of women remains quite stable in operational ranks (NCOs and soldiers) until they
reach OF1-2 rank. From that rank and onwards, the number of women decreases dramatically until the average in OF-6
(Officer General) is 0.6%. Time will hopefully prove to be an important variable for improving these results, but likely at
a very slow pace.

29

 III. CASE STUDY: AUSTRALIA

Many countries across the world have been strengthening efforts to increase the participation of women in the armed
forces. Changing public attitudes on the role of women in society, shifting patterns and imperatives in the workplace, and
new laws and policies regarding womens participation in the armed forces have all contributed to this progress. This report
has focused extensively on the status of women within the armed forces of NATO members and, so far, the results have
shown that while female participation is increasing, progress has been slow and in some instances has stalled all together.
Across all armed forces of NATO members women are underrepresented, especially in leadership roles.
For NATO, is the lack of female representation in the armed forces an important issue? Should the armed forces, in general,
be concerned about gender balance?
One important aspect of the UNSCR 1325 Reload Project was to look at potential best practices and lessons learned from
a case study on Australia, a non-NATO country. For several years the Australian Defence Force (ADF) grappled with
similar questions on the status of women within their own military. Australia provides an excellent case study for NATO
members because the ADF has been able to achieve significant cultural change and has accelerated efforts to increase the
representation of women in its three Services Navy, Army and Air Force across all ranks.
This section will focus on the changes made by the ADF, demonstrating that such changes can benefit both individual
members and to military as a whole. The reforms undertaken by the ADF provide a useful case study for NATO, including
best practices and recommendations.

31

THE AUSTRALIAN DEFENCE FORCE (ADF)

The Australian Defence Force (ADF) consists of the Royal Australian Navy (RAN), the Australian Army, and the Royal
Australian Air Force (RAAF). The ADF comprises of 56,922 permanent members and 23,232 reserve members in 2014.
The RAN consists of 13,921 members, the Army has 29,010 members and RAAF has 13,991 permanent members. A
civilian, public service staff of 19,988 members also supports the ADF.
Women have a long and extensive history within Australias armed forces. Since 1899 they have been deployed overseas as
nurses. The Australian Army Nursing Service (AANS) was formed in 1940 and more than 2,000 members of the AANS
were deployed overseas during World War II. The role of women expanded when each of ADF service established female
support branches during World War II and by 1944 almost 50,000 women were serving in one of these support units.
However, after World War II the female branches were disbanded.
The role for women in the military within womens services was very limited up until the 1970s when a period of
integration began. In 1975, the Service Chiefs established a committee to explore options to increase the participation
of women, leading to changes such as equal pay for women in 1979 and reforms to allow women to deploy in support
roles. Additionally, pregnancy was no longer deemed a ground for automatic termination of service. In 1985, the separate
womens services were disestablished and all women were fully integrated into the RAN, Army and RAAF.
Today, women represent 15% of the permanent ADF (8,568 members). By distribution, the Navy has 18.6% female
representation (2,561 members); the Army has 11.8% (3,422 members) and RAAF has 18.2% (2,585 members).
Over the last four years more attention has been given to the representation and inclusion of women in the ADF. This
reform began with an initial ADF Action Plan on the Recruitment and Retention of Women in the ADF in 2009. By 2011 the
Australian Government lifted the remaining gender restrictions on ADF combat roles, and since this time all roles in the
military have been open to women. In 2012, reform was accelerated following the release of Australian Sex Discrimination
Commissioner Elizabeth Brodericks Review into the Treatment of Women in the Australian Defense Force and following the
implementation of strategies under Defenses Pathway to Change: Evolving our Culture, A Strategy for Cultural Change and
Reinforcement.
Commissioner Brodericks Review identified a number of barriers that prevented womens full participation and
advancement in Australias military:
The lack of critical mass of women in the ADF, stemming from attraction and retention difficulties;
The rigid career structures and high degree of occupational segregation;
The difficulties combining work and family;
A culture still marked, on occasion, by poor leadership and unacceptable behavior including exclusion, sexual harassment
and sexual abuse.
Commissioner Brodericks review made 21 recommendations calling for sweeping reforms on the recruitment and retention
of women in the armed forces, their opportunities to rise to leadership positions, the prevention of sexual harassment,
sexual abuse and rape and improved responses to victims who suffer these offences. The Chief of the Defence Force (CDF)
and the three Service Chiefs accepted all 21 recommendations, and since then significant progress has been made on
cultural reform and increasing the participation of women. Some eighteen months later when releasing her audit of the
ADFs progress in implementation the Reviews recommendations, Commissioner Broderick stated:
Across the ADF reform is in motion. Senior leaders are determined to shape a constructive, inclusive workplace,
while visits to bases revealed genuine commitment on the part of many thoughtful personnel. The foundations
are in place to ensure that women stand on equal footing to men in the military.

WOMEN AND FUTURE CAPABILITY

Reinforcing ADF reform is the understanding that increasing the representation of women across all ranks is fundamental
to its future capability. Certainly, reform is motivated by a genuine support for the equal treatment of all people in an
organisation. Still, the strategic focus on capability and ensuring the future operational effectiveness of a modern, relevant
defence force has also provided strong impetus for change. The Reviews research showed that the ADF had to address the
problem of a shrinking talent pool, the significant cost of unwanted departures and the lack of diversity at leadership level
if it was to be a first class employer with a first class reputation.
Traditionally, over 80% of defence members have been English- speaking men. Until the reform process began, the ADF
had been failing to effectively tap into 50% of the workforces potential talent pool through because of an inability to attract
a sufficient number of women. This made it difficult to satisfy workforce requirements, particularly given the tight labour
market and competition for young skilled workers.
The Review also found that increasing the participation of women is not just about making up numbers. It is also about
increasing the quality of operational outcomes for the ADF. As the research from the civilian workforce shows, drawing a
workforce from a narrow segment of the population leaves any organisation at a disadvantage in an increasing complex and
fast-paced world. Recruitment by the ADF from a wider demographic one reflected more accurately across many civilian
industries was therefore critical.
Additionally, the changing nature of the defence environment demands a breadth of skills and a wider range of expertise
and experience. Todays military requires a range of skills adaptability, strategic thinking, working in small teams with
minimal direction, working remotely, gathering intelligence, reaching out to local populations etc. Traditional military
typecasts of say, soldier, sailor or pilot, and the predominant requirements of manual skill or physical strength, are no longer
as relevant today as they once were.
Studies demonstrate that diverse and gender balanced teams perform better, particularly where innovation and problemsolving are important, as they anticipate risk more accurately, and thus deliver better outcomes. Without a sustainable
workforce strategy one that embraces 100% of the available talent over time the military risks becoming less and less
effective. Contemporary threats, such as cyber warfare, urban warfare etc., will require a wider range of skills for operating
successfully in complex environments. To achieve success, militaries require the skills and contributions from both men and
women, and this fact is not just true for Australia but for other nations as well.

PRINCIPLES AND RECOMMENDATIONS FROM THE ADF

The link between increased participation of women and capability reinforced the recommendations of the Review, which
found that success is driven by five key principles:
Figure 14: Key principles from Australias Review into the Treatment of Women in the ADF

Principle 1 - Strong leadership

drives reform

Principle 2 - Diversity of leadership

increases capability

Principle 5 - Gender based harassment

and violence ruins lives, divides teams
and damages operational effectiveness

Principle 4 - Greater flexibility

will strengthen the ADF

33

Principle 3 - Increasing numbers

requires increasing opportunities

Principle 1 Strong Leadership Drives Reform

Strong statements and examples by leadership are vital to the success of increasing gender diversity. For women who are
striving to ascend to senior positions, personal commitments from leaders who understand the imperative for change are
essential. Senior leadership within the ADF has been committed to and acted on reform. As well as accepting the Reviews
recommendations, the release of the ADFs, Pathway to Change: Evolving our Culture, A Strategy for Cultural Change and
Reinforcement in 2012, provides the blueprint for change and underpins reform processes.
The senior leaderships visible commitment to change has also been manifested in a range of public statements, reinforcing
the message that women are fundamental to the future capability of the ADF. For instance, Chief of Army LTGEN David
Morrison gave a powerful address to his troops in 2012. This statement, recorded on YouTube, received widespread
national and international coverage:
I have stated categorically, many times, that the Army has to be an inclusive organisation in which every soldier,
man and woman, is able to reach their full potential, and is encouraged to do so. Those who think that it is okay
to behave in a way that demeans or exploits their colleagues have no place in this Army. Our Service has been
engaged in continuous operations since 1999, and in its longest war ever in Afghanistan. On all operations,
female soldiers and officers have proven themselves worthy of the best traditions of the Australian Army. They are
vital to us maintaining our capability, now and into the future. If that does not suit you, then get out If we are
a great national institution, if we care about the legacy left to us by those who have served before us, if we care
about the legacy we leave to those who, in turn, will protect and secure Australia, then it is up to us to make a
difference. If youre not up to it, find something else to do with your life. There is no place for you amongst this
band of brothers and sisters.
A range of policies and processes also brought changes that have led to vigorous recruitment campaigns targeting women,
and the elevation of meritorious serving women to senior leadership roles. In 2012, the CDF and senior leadership team
released a statement stating that:
Targets are required to create an environment that is optimal for, and takes full advantage of, the strengths of both men
and women;
Leaders will be held to account for the wellbeing and culture of their teams;
Every sexual offender and harasser will be held to account together with leaders who fail to appropriately address the
behavior;
Flexible working arrangements underpin capability and are an important recruitment and retention tool;
Women are essential to the sustainability and operational effectiveness of the ADF because they contribute to a diverse
workforce that strengthens the ADFs ability to be an effective, modern, relevant and high performing organisation.
This statement was subsequently supported by a Performance Framework for Gender Inclusion in the Australian Defence Force,
which outlines the accountabilities and responsibilities at all levels of the organisation in relation to the six key areas of
focus: leadership support for gender inclusion; targets to support increased participation by women; career progress; career
and personal support; workplace flexibility; and, appropriate behavior. Senior leaders have promoted greater transparency
and accountability, in relation to the policies and practices, which impact on the greater representation through the
Performance Framework.
In addition to these statements and policy, the annual publication of the Women in the ADF Report, first released in 2013,
tracks progress of women in Australias military against a range of key indicators. It provides an important public baseline
against which to measure gender equality and an important management and decision-making tool.
The Review confirmed that leadership is not merely the domain of those in the most senior roles. Middle ranking members
exercise a critical leadership role and have significant responsibilities in relation to cultural reform. They play a critical
role in ensuring that the military is a well- functioning organisation that treats men and women equally. The ADF is
strengthening its efforts to ensure that all leaders are accountable for creating and maintaining a healthy organisational
culture on their base and within their teams.

Principle 2 Diversity of Leadership Increases Capability

Harnessing all available leadership talent and ensuring a mix of skills, perspectives and experience is critical to increasing
capability. Capitalising on diversity of thought and experience provides powerful leverage to problem solve more effectively,
make sound decisions and to innovate. The rigid, linear, one-size-fits-all career continuum models did not serve the ADF
well as it did not enable it to actively and creatively manage its talent in a flexible way. The result was that too many highly
trained and talented people separated from the military.
Across all militaries, and the ADF has been no exception, women are significantly under-represented in leadership positions.
Women have also been under-represented in key developmental roles that have acted as gateways to senior leadership.
Senior leadership positions in all three Services are traditionally appointed from categories in which women have been
previously excluded, or in which they are under- represented. Women have also been under-represented in command
positions, and given the importance of command positions for career progression, this suggests a structural barrier to
women moving into senior leadership roles.
In some categories in which women are well represented, there are structural impediments which impact on a womans
ability to progress to the most senior positions. Moreover, a shortage of women in leadership roles also means other female
personnel are deprived of role models (you cant be what you cant see) and of potential mentors and sponsors. The
importance of role models cannot be overstated if cultural change is to be sustained.
Targeted interventions were therefore needed for the ADF to increase the representation of women and build pathways
for women into leadership. In responding to the Reviews recommendations, the ADF has since implemented a range of
strategies, including:
Every promotion board or selection panel for senior ranking positions (defined as Lieutenant Colonel, Colonel or
equivalent and above, and Warrant Officer Class 2 or equivalent and above) includes a minimum of one woman, and
one person external to the Service1;
A significant number of senior leadership positions, which were previously reserved for those with a combat/operator/
pilot background (i.e. those until recently not open to women or roles where women are vastly under-represented), have
been opened up to generalists.2 This provides enhanced opportunities for women to advance to the most senior ranks;
Career gateways, which provide opportunities for progression, have been broadened to allow for greater access by women.
The Review recommended a target be set to ensure this access is realised. The ADFs Performance Framework that
requires each Service to ensure womens representation on pre-requisite leadership courses for command positions, such
as command and Staff College and other career/training opportunities is proportionate to their overall representation in
the competitive pool from which they are drawn.3
Principle 3 Increasing Numbers Requires Increasing Opportunities
To enhance capability and operational effectiveness, the Review found that the ADF must draw on a broader talent pool,
of which women were a critical part. However, the Review also found that there had only been a 1% increase in the
recruitment of women in the previous ten years, and a 2% increase in the previous 20 years.4 New opportunities were
required to substantially increase the number of women in the ADF.
In response to the Reviews recommendations, the ADF has implemented a number of bold and innovative strategies. Each
of the Services has set a representation target for women (25% for Navy, 25% Air Force and 15% for Army by 2023). There
has been a strong message communicated by the senior leadership to ADF recruiters, that women are a priority group.
Addressing the Service obligations that women face at the commencement of an ADF career serves to reduce the step into
the unknown, which may act as a deterrent to enlistment. Try before you buy models have been important initiatives
for the recruitment of women. A recruit to area model has also been put in place, which allows members, particularly
women, to enlist without having to move so regularly. The recruit to area model acknowledges that choice or stability of
location may be attractive to women who would be deterred by having to commence their career at a location that they
find undesirable, or by the pressures that posting instability could place on personal and family life.
In relation to the Army, for example, very promising results can be seen. For example, in 2013/14, the Army recruited more
women in the first six months of the year than it had in the previous 12 months.5

35

The Review also found that women were not proportionally represented in all the categories open to them. Women
were predominantly clustered in administrative, clerical, logistical or health service roles. This occupational segregation
slowed the progress of gender equality and, in turn, affected the number of women who reached senior leadership levels.
Dismantling occupational segregation, which perpetuates gender stereotypes and slows the progress of gender equality, has
therefore been essential.
Based on the recommendation of the Review, the senior leadership of the ADF has committed to apply gender targets to
employment groups with less than 15% representation of women (excluding, in the short-term, the roles that have recently
had gender restrictions removed).6 Services will set these targets for select operational groups on the basis of an analysis of
industry representation, historical data, capability factors and other relevant considerations.
To successfully implement the removal of gender restrictions for combat roles, the Review found that the focus should be
on ensuring that leaders, and teams as a whole, were engaged and educated about how they could contribute to effective
performance in mixed gender environments. The success of womens entry into previously restricted roles should not be
the responsibility of individual women, but a collaborative endeavour instead. Appropriately skilled and trained leaders and
teams are vital for successful integration.
Principle 4 Greater Flexibility Will Strengthen the ADF
Workplace flexibility is imperative for many ADF members, and a lack of flexible work options can act as a serious
impediment to retention. For any organisation to achieve and retain a diverse workforce, where both women and men thrive,
strong policies and practices need to be implemented that assist them to balance their work and caring responsibilities. The
Review found that for many women in the ADF, they had a stark choice a military career or family, but not both. This
was most evident at the more senior levels where the vast majority of men had children. However, only a relatively small
percentage of the women who had reached senior ranks were mothers.
The Review found that there was an increased propensity for women to leave the ADF during child bearing and child rearing
years.7 The ADF, like most militaries, invests considerably in members from entry level and onwards. When members leave
because they cannot balance their work and family commitments, it takes a long time and a great deal of investment to
train replacements. Flexibility is an important retention tool and critical to ensuring the ADFs capability. It is not possible
to increase the representation of women and the diversity of the ADF workforce and leadership without better enabling
members to balance work and family.
In response to the Reviews recommendations on flexibility, the ADF committed to a target of 2% of their workforce
accessing flexible work options, which includes temporary home based work, variable working hours, and part-time leave
without pay. This target was achieved by December 2014. The ADF has also adopted a tri-Service approach to flexible
work, with the establishment of the Workforce Development Directorate, which provides a central hub for data collection,
policy development and education about flexible work.8
In addition to Service-specific programs, the ADF more broadly has developed Plan SUAKIN, a whole-of-Defence Total
Workforce Employment Model designed to contribute to capability by giving the ADF the strategic flexibility to manage
the workforce. Plan SUAKIN aims to move individual and localised Flexible Working Agreements to a more enduring
solution that will offer casual, part-time and full-time work options. This allows the ADF to draw on both the permanent
and Reserve workforce components more flexibly, with much more mobility between them.
Principle 5 Gender Based Harassment and Violence Ruins Lives, Divides Teams And Damages
Operational Effectiveness
It is a reality that women in militaries across the world experience gender based harassment and, in the worst cases, sexual
violence. For many of these women it is the catalyst for their decision to discharge from the military. The Review found that
many victims of this abuse never report the incidents for fear of victimisation, ostracism from colleagues, and a negative
impact on their careers. The fear of being re-traumatised by an investigation process was also identified as a disincentive to
reporting sexual abuse or violence.
The Review also found that sexual abuse and violence occurs on a continuum. The risk of sexual abuse and violence
increases where there are sexualised work environments, where demeaning attitudes to women are allowed to flourish, and
where there is overall gender inequality. In addition, the Reviews research demonstrated that poor leadership is a common
element when instances of sexual harassment, sex discrimination and sexual abuse occur.

The Reviews recommendations relating to the prevention of and proper response to sexual misconduct in the military
were among the first to be accepted and implemented by the ADF. As a result the ADF established the specialised, Sexual
Misconduct Prevention and Response Office (SeMPRO). SeMPRO is headed by a one star general and includes specialists
in trauma and sexual assault, who respond on a twenty-four hour and seven days per week basis to victims (male and
female) of sexual abuse in Australias military. SeMPROs aim is to make the complaints and reporting system victimfocused and therefore more responsive and sensitive to the victims needs and wishes. As well as providing advice, SeMPRO
coordinates specialist support for victims.
One of the most critical elements of SeMPRO is its ability to accept, restricted or confidential disclosures, as a means of
encouraging greater reporting. It is envisaged that with the right support and advice victims will later change their restricted
disclosure to an unrestricted report and therefore enable an investigation of the incident to occur.
A SeMPRO Support Officer network is also being established, initially in recruit and training environments, consisting
of trained volunteers who live on or near bases. SeMPRO also plays an educative role. SeMPRO experts provide sexual
ethics and sexual misconduct prevention training to military personnel across the country, and importantly in recruit and
training environments.
The establishment of SeMPRO and of the ability of victims to make restricted disclosures is a critical step in preventing
sexual misconduct in Australias military and, when it does occur, providing sensitive and victim-focused responses to those
who have suffered this behaviour.

37

KEY RECOMMENDATIONS FOR WOMENS INTEGRATION IN THE

ARMED FORCES FROM THE ADF
1. Strong Leadership Drives Reform
Military leaders must actively demonstrate a strong and visible commitment to increasing the representation of
women in their forces. Senior leaders should champion reform and must communicate the message throughout all
ranks. A gender inclusive military is one that includes a broad range of talent and skill and is therefore a stronger
and more capable military.
2. Diversity of Leadership Increases Capability
Military leaders should closely examine career paths and develop a range of strategies that will enhance womens
opportunities to enter leadership positions. The skills and different life experiences that women bring to leadership
will enrich and strengthen decision-making and increase capability.
3. Increasing Numbers Requires Increasing Opportunities
Military leaders should develop, implement and evaluate a range of targeted recruiting strategies designed to
increase the number of women across the Services. Strategies that create opportunities for women to enter combat
roles and, in particular, those roles that feed into leadership positions, should also be developed, implemented
and evaluated. Women entering combat and other areas that are predominantly male dominated should be
actively supported. The environments into which women enter must be appropriately briefed and trained, and
both leadership and the team must be fully engaged and educated about how they can contribute to effective
performance in mixed gender environments.
4. Preventing Early Separations Will Strengthen Militaries
Military leaders should develop and implement targeted strategies designed to retain members and prevent their
unnecessary separation from the armed forces, particularly women who may feel compelled to leave because of
caring responsibilities.
5. Gender Based Harassment and Violence Ruins Lives, Divides Teams And Damages Operational Effectiveness
Military leaders should implement strong, evidence-based measures that prevent violence and harassment against
women in the military. Leaders must adopt a zero tolerance approach to sexist and demeaning attitudes and
behaviours. Perpetrators must be held to account and women supported so that they can confidently report
any harassment or violence committed against them and be assured that action will be taken. In such cases, the
womens wishes should be at the forefront of any action and decision-making.
6. A Transparent and Accountable Military is a Strong and Confident Military
Military leaders should ensure accurate and current data is gathered that shows trends in relation to womens
representation and their experience in the military. Use of this data will inform leadership action, allow for the
identification of any obstacles and the development and implementation of appropriate strategies to address
these obstacles. Publication of this data will enhance military transparency and accountability and in so doing
contribute to strong and confident forces.

39

 CONCLUSION
The participation of women in armed forces across the world has been increasing steadily over the past decades. Changing
public attitudes on the role of women in society, shifting patterns and imperatives in the workplace, and new laws and
policies regarding womens participation in the military have all contributed to this progress. This report has focused
extensively on the status of women within the armed forces of NATO members and the results have so far shown that
female participation is increasing, but progress has been slow and in some instances has stalled all together. Across all armed
forces of NATO members women are underrepresented, especially in leadership roles.
The UNSCR 1325 Reload Project, based on a content analysis and comparative case study analysis, has identified and
measured important improvements on the situation of women in the armed forces of NATO members, especially in areas
like legislation, recruitment and retention policies, and sexual harassment prevention. Today women make up 10.6% of the
armed forces of NATO members and their participation is steadily improving, but at a slow pace. The analysis also supports
the idea that a glass ceiling, continues to exist for women across the armed forces of NATO members, but especially within
certain services and leadership positions.
NATO members have made promising advances in certain areas, such as in the development of legal frameworks and other
national mechanisms to improve female participation in the armed forces. Training and education opportunities are now
available in most NATO member countries, in addition to the development of a range of working groups to support the
implementation of UNSCR 1325 and related Resolutions. However, there are also areas that will require additional focus
and attention in the future. For example, work-life balance actions do not appear to be a priority issue for many NATO
members and very few of them referenced these measures in their annual national reports to NATO Committee on Gender
Perspectives. A similar trend was noticed regarding sexual harassment prevention policies and strategies.
Change has been progressing in a positive direction and it is only expected that womens representation in the armed forces
of NATO members will continue to improve with time. However, the research indicates that because progress will continue
at a slow pace, the armed forces of NATO members risk losing many of the opportunities that come with increased
female participation in armed forces. The Australia case study supports the belief that diversity, including gender diversity,
supports future capability. NATO can benefit greatly from the lessons and recommendations forwarded by the Australian
Defence Force on improving female participation within all services.
The Australia case study presents NATO members with an excellent example to learn from. The Australian Defence Force
(ADF) is committed to transformational cultural change to increase the participation of women within the military.
Moreover, the ADF has acknowledged the importance of gender balance in enhancing future capability. The ADF
identified important principles for enhancing womens integration, including the importance of strong leadership and the
need for dedicated efforts to address sexual harassment and assault. The case study illustrates how much can be achieved
through strong leadership, a willingness to adopt bold and innovative strategies, flexibility and a foundation of respect.
Furthermore, embracing the link between cultural change and capability supports the fact that increasing the participation
of women is not just a womens issue but a benefit for the entire armed forces.
Over recent years, NATO members have shown greater interest in the issue of gender integration within the military and
support for the implementation of UNSCR 1325. It is hoped that the analysis undertaken by the researchers for this
project will catalyse further interest in this topic in the future.

41

 AKNOWLEDGEMENTS
The success of this project is the result of an international cooperation between several institutions and organisations from
several countries. It is led by Cristina Figueroa and Jesus Palomo, Rey Juan Carlos University in Spain, and Elizabeth
Broderick, Sex Discrimination Commissioner at the Australian Human Rights Commission (AHRC) and co-directed by
Lieutenant Colonel Jesus Gil-Ruiz, Spanish Army, Head of the NATO IMS Office of the Gender Advisor, Alexandra
Shehadie, Director of the Review into the Treatment of Women in the Australian Defence Force at the AHRC, and
Captain Jennifer Wittwer, Royal Australian Navy, Director of the National Action Plan for Women, Peace and Security
at the Australian Defence Force. Additionally, the project would like to acknowledge the work and contributions from its
lead research partners:
Senior Researchers

Pilar Laguna, Dean, Faculty of Social Sciences and Law, Rey Juan Carlos University (Spain)
Beln Castro, Rey Juan Carlos University (Spain)
Sabina Csanoova, NATO
Stephanie Foggett (United Kingdom)
Gudrun Thorbjornsdottir, NATO
Monica Segovia, Rey Juan Carlos University (Spain)
Captain Rosa Vinciguerra, Italian Armed Forces (Italy)
Concepcin de la Fuente, Rey Juan Carlos University (Spain)
Marlene Krasovitsky, Australian Human Rights Commission (Australia)
Outi Nieminen, NATO.
Lt. Col. Brad Orchand, Chief of Defence Force (Australia)
Mercedes Ruiz-Garijo, Rey Juan Carlos University (Spain)
Rosa Santero, Rey Juan Carlos University (Spain)
Ana Vico, Rey Juan Carlos University (Spain)
Teresa Villac, Rey Juan Carlos University (Spain)
Nina Wustemann, Leibniz University Hannover (Germany)
Col. Luigi Viel, Italian Armed Forces (Italy)
Stefanie Von Hlatky, Queens University (Canada)

Junior Researchers

Marta del Campo, Rey Juan Carlos University (Spain)

Ricardo Daz-Garca, Rey Juan Carlos University (Spain)
Laila Gonzalez Gmez, Rey Juan Carlos University (Spain)
Juan Ruitia, Rey Juan Carlos University (Spain)
Silvia Santos, Rey Juan Carlos University (Spain)
Carla Segovia, Rey Juan Carlos University (Spain)
Erik Trefftz, Rey Juan Carlos University (Spain)

The project was made possible through funding and support provided by the NATO Science for Peace & Security (SPS)
Programme.

 ABOUT THE LEAD INSTITUTIONS

Rey Juan Carlos University
Created in 1996, Rey Juan Carlos University (URJC) is based in Madrid and currently
enrolls over 38,000 students, including over 4,000 international students (11%)
from over a hundred different countries, and has a staff of over 1,900 members. The
university fosters and supports research activities in the field of social science field,
both nationally and internationally, and international relations research in the area of
peace and security remains an important focus of the university.
The Faculty of Social Sciences and Law has for many years contributed to the study of security and defence at the university.
A Permanent Seminar on Security and Defence Francisco Villamartn is supported by the Spanish Ministry of Defence,
along with the creation of the ReAS Research Group, which includes an research area on women, peace and security, and
organizes several conferences with high level speakers from NATO, Ministry of Defence, Embassies, etc.
Another important contribution from the university was their support for the creation of the Spanish Youth Atlantic
Treaty Association (YATA). The Dean, Mrs. Pilar Laguna, was instrumental in the establishment of Spanish YATA and has
actively encouraged students to participate in international modules and to seek training in an international environment.
Australian Human Rights Commission
The Australian Human Rights Commission (AHRC) was established in 1986 by
an act of the Australian Parliament. Its goal is to foster greater understanding and
protection of human rights in Australia and to address the human rights concerns
of a broad range of individuals and groups. The AHRC is an independent statutory
organisation and reports to the Parliament through the Attorney-General. Its
responsibilities include: education and public awareness; resolving discrimination
and human rights complaints; promoting human rights compliance; and supporting policy and legislative development.
The AHRC also work closely with other national human rights commissions, particularly through the Asia Pacific Forum
of National Human Rights Institutions, to address major human rights issues in the region. The Commission is a collegiate
body made up of a President and seven Commissioners. The President is the chief executive officer.
The AHRC has undertaken a range of Reviews of national significance. One of the most notable has been the Review
into the Treatment of Women in the Australian Defence Force (ADF), led by the Sex Discrimination Commissioner,
Elizabeth Broderick. The Review began in 2011 when it first examined the treatment of women in the Australian Defence
Force Academy. Since then, four reports have been released, including an audit into the implementation by the ADF of
the recommendations contained in the reports of the Review. The Review has led to widespread reform across Australias
military and the reports of the Review have been referred to extensively in overseas countries. As a result of the Sex
Discrimination Commissioners work with the ADF, she was asked to lead a collaborative project with the military on
cultural reform. This project focused on gender aspects as well as issues of race and sexual orientation.
The Australian Defence Force
The Australian Defence Forces primary focus is to protect and advance Australias strategic interests
by providing military forces and supporting those forces in the defence of Australia and its strategic
interests. The ADF consists of the three Services, Navy, Army and the Air Force (including Reserves),
and is commanded by the Chief of the Defence Force (CDF). The ADF operated with a budget of
around $29 billion in 2014-2015, representing 1.8% of Australias GDP.9
The Navy provides maritime forces that contribute to the ADFs capacity to defend Australia, contribute to regional
security, support Australias global interests, shape the strategic environment, and protect our national interests. This is
achieved by providing maritime patrol and response; interdiction and strategic strike; protection of shipping and trade
and off-shore territories and resources; maritime intelligence collection and evaluation; hydrographic and oceanographic
operations; and escort duties. As well as conducting training to meet its key roles, peacetime activities include maritime
surveillance and response within Australias offshore maritime zones; hydrographic, oceanographic and meteorological
support operations; humanitarian assistance; and maritime search and rescue.

43

The Army contributes to the achievement of the Governments Defence objectives through the provision of capabilities for
land and special operations. The Army also provided forces for peacetime national tasks, including forces with a capability
to enhance the national domestic security response to terrorist, chemical, biological, radiological or explosive incidents. The
Army provided capabilities that centred on Special Forces, combined arms operations, army aviation, combat and logistic
support. The Army also provided significant contributions to disaster relief operations through Defence Aid to the Civil
Community tasks.
The Air Force mission includes providing immediate and responsive military options through the key air power roles of
control of the air including: precision strike; intelligence, surveillance and reconnaissance; and air mobility enabled by
combat and operational support.

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