Is this the best time to be a woman in the British Army?
Dr Victoria Carr, CAL Senior Research Fellow
Just like many civilian and military organisations, the British Army continues to face a challenging recruitment environment, replete with age-old conundrums of how to attract, select, and bring the best people – who need to reflect an increasingly diverse society – onboard to achieve ambitious (and contentious) government targets. (1) As a large organisation steeped in history and tradition, for the Army this challenge is compounded by the expectations of the next generation, financial cuts, societal changes and persistent national press coverage about misogyny and inappropriate treatment of women. In addition, the Army must take into account seismic shifts in geopolitics, advances in warfare technology, and the impact of the pervasive use of Artificial Intelligence. (2)
This Insight examines the progress made in the British Army toward inclusivity and gender equality, which underpin recruitment and retention of women. It outlines the challenges that remain and assesses whether today is truly the best time to be a woman in the Army.
A Brief History
Over the past few decades, the journey for women in the British Army has been progressive, yet fraught with obstacles. For Defence, navigating those obstacles culminated in a series of reforms and inclusion initiatives. Those initiatives reflect efforts to modernise the forces in response to both evolving societal values as well as operational requirements, and as such were part of a broader framework to support Service Personnel as they navigated the societal shift towards gender equity. It was, however, only in 2018 that women were offered the unprecedented opportunity to operate in infantry and all ground close combat roles. (3) This change, requiring a cultural shift as the Army worked to break down traditional stereotypes, was long advocated for by gender equality proponents, who emphasised that women should have the opportunity to serve in all military roles. As a result, provided all Service Personnel can achieve the requisite training standard and pass the summative assessments, they can join any arm they wish, regardless of their gender. Those who have done so send a clear message to any aspiring women that it is now within reach. (4)
In addition to policy reform and increased opportunity, the Ministry of Defence (MoD) has set recruitment targets to increase the representation of women in the Armed Forces. However, while there has been an increase in the proportion of women, the MoD has encountered challenges in achieving its targets, both in recruitment and retention. For example, as of 2021, women comprised only around 11% of the UK Regular Forces, with higher representation in support and administrative roles than combat roles. On 1 April 2024, women still comprised 11.7% of the total trained and untrained strength (in the Army alone, the percentage of women sits at approximately 17%). The proportion of women in the Reserve Forces was higher, at 15.9%. This, however, is a very long way off the ambitious, some would say unrealistic, target of 30% by 2030. (5)
Current Progress and Opportunities
There are now more opportunities for women in the British Army than ever before. The Army has, along with industry leaders across Defence, developed specific initiatives to promote gender diversity and inclusion, including mentorship programs. The Army has also developed multiple networks, such as the British Army’s Women’s Network, and endorsed ambassadors for women’s health such as the lead role in the Defence Breastfeeding Network, which together provide specific support for female Service Personnel. In recent years, the MoD has also made concerted efforts to encourage women to pursue leadership positions and eliminate barriers to career progression. This endeavour has been unofficially championed by Major General Sharon Nesmith, an influential figure in British military leadership and currently Vice-Chief of the Defence Staff. Maj. Gen. Nesmith is known for advocating for gender equality and for setting a powerful example for women. Her contribution underscores the potential for women to excel in high-ranking positions and influence the evolution of Army culture. However, she has also been open about some of the constraints and obstacles that she has experienced and observed.
In its attempts to meet recruitment targets set for female representation defence-wide, a holistic approach has been developed by the MoD. This includes bespoke recruiting activities and female-centric marketing campaigns as well as proactive and increased use of diverse female Service Personnel as role-models and recruiters. Yet, recruitment is only one aspect that required attention in order to satisfy targets. In clear recognition of this, the MoD has placed a greater emphasis on several other elements including retention, behaviour, and inclusion. This included celebrating the outstanding work and successes of both female officers and soldiers, such as Pte Addy Carter, Captain Philippa Tattersall, and Colonel Lucy Giles. It also brought about a much more open discussion on behaviours and expectations, not least through Op TEAMWORK, and actively encouraging inclusion by removing barriers to success, like introducing tailored body armour and uniform (such as the Virtus Scalable Tactical Vest- STV) and looking closely at women’s health.
Following the vital work of the Servicewomen’s Health Improvement Focus Team (SHIFT), a six-month Women’s Health Sprint which brought military and civilian experts together to collaborate on policy instruments, several key women’s health initiatives were delivered across Defence. The Army remain committed to normalising discussions about women’s health topics such as menstruation and menopause and there are several events publicised regularly, although attendance at them is voluntary and few participant statistics are available. Whilst still contentious, as evidenced by social media which provides a platform for disgruntled male Service Personnel to voice negativity about increasing the profile of supportive strategies designed to enable females, those events have been positively received by Servicewomen, and their male advocates who have embraced the opportunity to better understand and support female colleagues.
The Service Complaint Reform introduced a range of necessary improvements to the existing Service Complaints system, theoretically increasing both efficiency and confidence in the system. Counterintuitive when trying to celebrate female lived-experience in the forces, public acknowledgement of the occurrence of serious crime through creating the Defence Serious Crime Unit (DSCU) is also a significant step towards complete transparency, supporting women who come forward and report crimes.
Following the 2021 Atherton Report, further recommendations were made to improve the treatment of women in the military, and to address reports of harassment and abuse more effectively. The report led to a review in 2022, which underscored the importance of holding commanders accountable and implementing mandatory training to prevent harassment. Subsequent gender and diversity reforms have undoubtedly enhanced provision for women.
Persistent Challenges
In recent years, the MoD launched several initiatives based on recommendations from both the Wigston Review and the subsequent Gray Review. These measures were intended to ensure that any Service Person felt emboldened to challenge inappropriate behaviour they experienced or observed. While these interventions have had some success, and the British Armed forces are indeed more inclusive, reports such as the Atherton Report, in addition to multiple negative incidents covered in the media, still raise questions about the authentic lived experience of women in the British military.
Despite many positive developments, women in the British Armed Forces continue to face challenges. The Atherton Report exposed troubling issues related to harassment and abuse, revealing that nearly two-thirds of female Service members had experienced some form of discrimination, with one in ten specifically reporting incidents of sexual harassment. Moreover, several UK news outlets have covered disturbing cases of harassment and assault, reflecting broader issues of sexism and abuse within the ranks that some may argue are systemic and symptomatic of an ingrained culture of misogyny. While policies have evolved, cultural and structural biases appear to continue to affect women’s experiences.
The need for enhanced understanding of female leadership and gendered perspectives, remains extant. As recently as 2021, women were a notable minority within British Forces leadership positions, their career advancement described as ‘glacial’ with, as of April 2021, only 5.2% of senior officers or starred ranks (OF-6 to OF-9) and 13.9% of all other officers being female. This compares poorly with figures from civilian life. Some female Service Personnel still believe career progression is limited by gender-based biases, an issue indicative of the broader challenges women face in male-dominated environments. In her book, The Authority Gap, Mary Ann Sieghart explores the pervasive biases that contribute to the underrepresentation of women in leadership roles across various sectors, including the military. Sieghart’s research provides insights into how societal perceptions of authority can affect women’s experiences and limit their progression in fields like the Armed Forces. This also resonates with findings from the Atherton Report, which highlighted that female soldiers often face additional scrutiny and have to prove themselves more rigorously compared to their male counterparts.
In addition, family responsibilities still create unique challenges for female personnel, who remain the main caregivers for children. The British Army has improved support for Service personnel, offering maternity leave and family programmes such as Shared Parental Leave (SPL). However, some women still perceive taking maternity leave as a potential career setback, which almost certainly influences retention rates.
Yet our society recognises that women have an enormously positive impact in the workplace. As such, there are a number of policies to enhance their ability to remain in the workforce, despite having a family. To support a contemporary and diverse workforce, the Army, embracing the UK Armed Forces Families Strategy, and its spin-off policies, hoped to ensure the children of its Service personnel would have access to free before and after-school childcare. Yet to be fully realised, this four-year old policy was set to revolutionise childcare for Service families.
The Road Ahead: Sustained Efforts for Equality
There is evidence of the positive impact of having women in the armed forces both operationally and strategically. Over the past decades at lot of progress has been made to ensure that female Service Personnel are treated with dignity and allowed to achieve their full potential. Yet, the question of whether today is the best time to be a woman in the armed forces in the UK remains complex. On one hand, women now have access to a broader range of roles and more support than ever before. On the other, unresolved issues with sexual harassment, online trolling, underrepresentation in leadership, and challenges in balancing family and career demands indicate that the journey towards true gender equality is far from complete.
By emphasising the importance of stricter accountability measures for harassment and abuse, mandatory training programmes, and support structures that promote equality across the ranks, long-term gender equality will undoubtedly be more achievable. Creating a culture where female Service members feel safe, respected, and empowered to succeed is essential to attracting and equally importantly, retaining diverse talent, and working towards recruitment targets.
It is essential that the Army continues to prioritise gender diversity as a strategic asset, recognising that a diverse force enhances problem-solving capability and operational effectiveness. Whilst historically the experiences of female Service Personnel were, at best, overlooked and marginalised, our contemporary Armed Forces now benefit from the specific perspectives, strengths and skills women bring to the table, whether in combat roles, intelligence, or leadership positions, building on a long and successful history. This inclusion marks an improvement in gender representation, with initiatives across the Services actively promoting career advancement for women, that is gaining momentum and recognition. The future is bright.
Questions:
1. What is the impact of more diversity in leadership roles within the British Army?
2. How does the presence of more female Army leaders affect the organisation as a whole?
3. Following on from the Atherton Report and its Review, what steps are needed to attract and retail female talent?
(1) Williams, J., Yates S., Connor J., ‘Creating a new pathway for change in the military using gender as process.’ Gender, Work & Organization 31/1 (2023), pp. 211–226.
(2) Global Britain in a Competitive Age: The Integrated Review of Security, Defence, Development and Foreign Policy, 16 March 2021. Integrated Review Refresh 2023 Responding to a more contested and volatile world, March 2023.
(3) ‘Women to serve in close combat roles in the British military’ BBC News, 8 Jul 2016.
(4) ‘A timeline of women in the Army’, National Army Museum website.
(5) House of Commons Library, UK Defence Personnel Statistics, 13 August 2024. House of Commons Library, Representation of Women in the Armed Forces, 15 December 2021.
(6) Women in Defence Mentoring Programme (MoD SharePoint), 7 July 2024. See also Women In The Army: Inclusion and Values
(7) See for example: MOD Gender Network (SE); MOD Women’s Network (SW); MOD Menopause Network; Army Servicewomen’s Network; Navy Servicewomen’s Network; RAF Servicewomen’s Network; MDP Gender Network; DIO Gender Forum. See also the Defence Breastfeeding Network.
(8) Centre for Army Leadership Podcast, Episode 3 – Maj Gen Sharon Nesmith.
(9) BFBS Forces News, Sandhurst Women: Leading the Fight, Ep. 1, 26 September 2024.
(10) Written evidence submitted by Colonel Lucy Giles, WIF0036.
(11) Servicewomen's Health Handbook and Lt Col Andy Child, ‘How Do We Truly See Women in Service? The Consequences of Looking but Not Seeing’, CAL Leadership Insight No. 31, July 2022.
(12) Redress of individual grievances: Service complaints (JSP 831), 2 February 2012; last updated 8 April 2024. MOD Accredited Official and Official Statistics by Topic, updated 8 October 2024.
(13) Defence Serious Crime Unit (DSCU), 21 March 2023.
(14) House of Commons Defence Committee, ‘Protecting those who protect us: Women in the (Armed Forces from Recruitment to Civilian Life’, (Atherton Report), HC 154, 25 July 2021.
(15) Wigston Review into inappropriate behaviours, 15 July 2019. Unacceptable Behaviours Progress Review, 8 December 2020.
(16) Micklewright, C. Female Leadership in the Military Context: Exploring Complexities. No date.
(17) Atherton Report, HC 154, 25 July 2021.
(18) Vinnicombe, S., Tessaro, M., What works? The Female FTSE Board Report 2022.
(19) Sieghart, M.A., The Authority Gap: Why women are still taken less seriously than men, and what we can do about it (London: Doubleday, 2021).
(20) Atherton Report, Chapter 5. Transition and Resettlement: Reasons for leaving the Armed Forces.
(21) MoD, Armed_Forces_Families_Strategy_2022_to_2032, January 2022. MoD, Free ‘wraparound’ childcare for the armed forces, 7 July 2020
(22) ‘Women Soldiers are changing how armed forces work’, The Economist, 24 Apr 21.
(23) MoD, Defence demonstrates significant progress made for women in the Armed Forces, 16 October 2022.
(24) Fry, H., Women in Intelligence: The Hidden History of Two World Wars (London: Yale University Press, 2023).