Canada’s National Action Plan on Women, Peace and Security - Department of National Defence progress report - 2021-2022

On this page

• Department of National Defence and the Canadian Armed Forces
• Section I: Governance and accountability
  • Target 1.1: Fully institutionalize the integration of gender perspectives using GBA Plus in DND and CAF
  • Target 1.2: Effective support for and implementation of the CAF Employment Equity Plan
  • Target 1.3: DND and CAF engage with like-minded foreign defence and security organizations on implementing the tenets of Women, Peace, and Security.
  • Target 1.4: Target 1.4: Enhanced DND/CAF monitoring and reporting on the integration of gender perspectives and GBA Plus.
• Section II: Recruitment and retention
  • Target 2.1: Increase the percentage of women in the Canadian military by 1% per year to achieve a desired goal of 25.1% by the end of FY 2026.
  • Target 2.2: Understand the major reason for women releasing from the CAF and eliminate/mitigate any issues if they are identified.
  • Target 2.3: Increase the number and proportion of women at senior levels, Non-Commissioned Members, Officers and executive levels in DND and CAF.
• Section III: Training and education
  • Target 3.1: Increased completion rate of the online GBA Plus Introduction course by all National Defence military and civilian staff.
  • Target 3.2: Assess current gender and GBA Plus training and scope any additional training required.
• Section IV: Integration into operations
  • Target 4.1: Promote and increase the number of uniformed women deployed to international operations (NATO, UN, and Coalition).
  • Target 4.2: Increased awareness within CAF of the importance of gender considerations on military operations.
  • Target 4.3: Support an increase in the number of military staff employed as GENADs/CAF gender focal points.

Department of National Defence and the Canadian Armed Forces

The Department of National Defence and the Canadian Armed Forces (DND/CAF) recognize that armed conflict, natural disasters, and humanitarian crises affect diverse groups of women, men, girls, boys and gender-diverse people differently. As noted in Canada’s 2017 defence policy, Strong, Secure, Engaged (SSE), diversity in participation is vital to achieving and sustaining peace, and has a tangible impact on the operational effectiveness of our forces. Diverse military personnel broaden the range of skills and capacities, improve the delivery of peace and security tasks, enhance situational awareness and early-warning by facilitating outreach to communities, and improve a military force’s accessibility, credibility, and effectiveness in working among local populations.

As such, DND/CAF is committed to being a strong partner with Global Affairs Canada (GAC) in putting diversity at the centre of Government of Canada (GC) efforts to prevent and resolve conflict. Implementing United Nations Security Council Resolution (UNSCR) 1325 and related resolutions and conducting Gender-based Analysis Plus (GBA Plus) to inform our policies, training/education, and operations are moral and operational imperatives that will contribute to a culture of respect internally while increasing DND/CAF effectiveness as it delivers on its mandate.

DND/CAF support for Canada’s Action Plan builds on a number of directives and initiatives – as set out in SSE – aimed at informing our internal policies and operations at home and abroad with findings from GBA Plus, notably as it relates to recruitment, diversity, culture and professional conduct, training/education, and military operations plans and execution. DND/CAF is using targets and indicators to track our progress as we implement our strategies.

Over the course of Canada’s renewed Action Plan 2017-2022, DND/CAF is focusing on implementing and tracking these initiatives with a view to delivering results – for example, to further integrate GBA Plus requirements within DND/CAF infrastructure, procurement and science processes, meet diversity recruitment and retention targets, and increase the number of uniformed women deployed on international operations and in decision-making positions. DND/CAF is also committed to enhancing a safe and inclusive work environment for all employees, addressing systemic misconduct, including sexual misconduct, hateful conduct, harassment and discrimination. DND/CAF, as a committed partner, has identified a number of priority activities to support the ongoing implementation of the Action Plan, consistent with SSE.

These activities are organized around the following themes:

• Governance and accountability
• Recruitment and retention
• Training and education
• Integration into operations

Each of these themes have specific targets that are reported on annually. Below is a detailed list of DND/CAF targets for the Action Plan 2017-2022 – including baselines, activities, and indicators to measure progress.

The departmental report below covers the period of April 1, 2021, to March 31, 2022.

Section I: Governance and accountability

Context

DND/CAF continues to establish and update departmental directives, policies and guidelines to ensure that the tenets of the Women, Peace and Security Agenda, using GBA Plus, are embedded in all processes, policies, plans, and associated documentation.

• Continue to mainstream GBA Plus throughout policies, plans, processes and programs – taking into account the different needs of diverse women, men, and gender-diverse people for better outcomes.
• Continue to advance the Employment Equity (EE) Plan^{Footnote 1} to be more reflective of the composition of Canadian society, and to contribute to the enhancement of defence and security missions at home and abroad.
• Continue DND/CAF efforts to eliminate sexual misconduct and other harmful behaviours within the DND/CAF and to evolve institutional culture so that all men, women and gender-diverse people feel safe, respected and included. DND/CAF’s Chief Professional Conduct and Culture (CPCC) is defining the scope of work and priorities, and developing a detailed plan to align defence culture and professional conduct with the core values and ethical principles we aspire to uphold as a National Institution.

DND/CAF is committed to the implementation of UNSCR 1325 and to ensuring that we continue to advance gender equality, both within the institution at home, and abroad. The Defence Team leadership will continue to work with like-minded partners to promote human rights, advocate for the advancement of the WPS Agenda when we engage bilaterally or in multi-national fora and ensure that gender perspectives are woven into our daily activities.

Target 1.1: Fully institutionalize the integration of gender perspectives using GBA Plus in DND and CAF

Target achieved to date as of March 31, 2022

On track (on-going)

Baseline

The January 2016 Chief of the Defence Staff (CDS) Directive for Integrating UNSCR 1325 and Related Resolutions into CAF Planning and Operations, and the January 2018 Deputy Minister (DM)’s Policy Statement on Diversity and Inclusion provide direction for the implementation of the WPS Agenda through the mainstreaming of GBA Plus in all DND/CAF activities.

Activities

1.1.1 Integrate gender perspectives^{Footnote 2} using GBA Plus into Memoranda to Cabinet, Treasury Board and associated Cabinet submissions, policy documents, appropriation directions, procurement requirements, project proposals, strategies, operational plans, operational orders, exercises, and related peace and security activities.

1.1.2 Establish the DND Gender Diversity and Inclusion Directorate^{Footnote 3} to support the integration of GBA Plus and gender and diversity into all Defence activities as directed in SSE.^{Footnote 4}

1.1.3 Publish a Joint Directive to provide guidance to the Assistant Deputy Ministers (ADMs) and Commanders (CAF L1s) on systematically integrating GBA Plus within each organization.^{Footnote 5} 

1.1.4 Mandate ADMs to establish senior Gender Focal Points and to develop a GBA Plus transition plan for integrating GBA Plus into existing and future policies, projects, programs, and initiatives.^{Footnote 6}

1.1.5 Establish a Gender Advisor (GENAD) and/or gender focal point within each DND and CAF organization, and large operation.^{Footnote 7}

Indicators

1.1.1 Number of CAF L1s that have established a GENAD.

1.1.2 Number of DND Senior Gender Focal Points.

Completed activities and results

Given completion of Activity 1.1.2, 1.1.4. and 1.1.5 in prior years and the removal of 1.1.3, reporting below is against 1.1.1.

• DND/CAF continues to strengthen efforts to improve GBA Plus allowing for the integration of gender perspectives throughout procurement initiatives and personnel policy engagements and put in place initiatives to evolve the culture within the Defence Team. As part of this effort, L1s have continued to build capacity to support the use of GBA Plus and integrate gender perspectives into decision-making by increasing the number of GBA Plus Analysts, GENADs and GFPs. One example is in the Royal Canadian Navy (RCN), where a GBA Plus Analyst Team is currently being formed and will be in place end FY 22/23, which will be available to guide and support in better integrating gender perspectives and conducting GBA Plus throughout RCN initiatives.
• Within HQ, staff were assembled to establish a permanent Royal Canadian Air Force (RCAF) Professional Conduct and Culture Team (RCAF PCC Team) for the strategic oversight and implementation of programs and policies directed by the Chief Professional Conduct and Culture, to synchronize RCAF initiatives in pursuit of cultural reform, and to organize and report on activities mandated by current legislation. Part of the portfolio managed by the RCAF PCC Team is to monitor RCAF implementation of GBA Plus objectives within the RCAF. The role of RCAF Gender Focal Point is held by the team lead. Additionally, within headquarters staff, a new Reserve position was established within the directorate responsible for strategic management of personnel, to look at future workforce issues through a GBA Plus lens.
• RCAF made significant steps in FY21/22 to improve GBA Plus governance. Progress was made to develop a network of Gender Focal Points within the RCAF via the creation of Formation and Wing PCC Officers. These positions at the local Wing level will act as a distributed network of the RCAF PCC Team to advance conduct and culture files utilizing GBA Plus. By end FY 21/22, 18 new Reserve positions were created for this purpose.
• A GFP network was developed at the Canadian Defence Academy (CDA) to assist in mainstreaming GBA Plus and gender perspectives into all CDA programs, policies, and plans. The GFP network and working group was developed to support college leadership, and faculty and staff to integrate Women, Peace, and Security, GBA Plus, and Equity, Diversity, Inclusion, and Indigeneity (EDII), in policy, programs, governance, curricula, pedagogy, learning environments, and work environments.
• DND/CAF successfully completed a Treasury Board Secretariat process to enter into contractual arrangements with North Atlantic Treaty Organization (NATO) Agencies that is expected to positively contribute to NATO’s achievement of its gender equality objectives, in particular the acquisition of logistics support, supplies, and services during the execution of combined exercises, training, deployments, operations, or other cooperative efforts. This process will allow DND/CAF to be able to increase participation in multinational support contracts, thereby presenting an opportunity to influence the leveraging of such contracts to achieve gender equality objectives by playing a more active role in defining logistic support requirements and influencing the conditions of these contracts.
• A GBA Plus was conducted in support of the requirement to procure training services for CF188 pilots using the Advanced Distributed Combat Training System (ADCTS). This included consulting with senior representatives and subject matter experts within the Defence Team as to any ongoing efforts in identifying and addressing systemic barriers in diverse communities accessing required training. The Future Aircrew Training (FAcT) project Request for Proposal mandated compliance with all GBA Plus informed criteria. The RFP also states that the Contractor must develop and implement a GBA Plus Plan which will include initial design for and continuous monitoring and improvement within the entirety of the FAcT Program timeframe, to include but not be limited to, aircraft, GBTs, training systems, accommodations, messing, and infrastructure; these for both DND and contractor personnel.
• RCAF’s Directorate Air Requirements (DAR) Major Capital and Minor Projects made use of available resources to ensure that they benefit from a GBA Plus and Human Factor Engineering analysis. The goal is to limit or remove gender-based, cultural, or racial biases or inequalities in the operators and maintainers populations, and to accommodate 90-95% of the CAF population, when practical. This also applies to ensuring that training scenarios do not unfairly disadvantage or target specific groups of people.
• Many RCAF Wings are now in the process of establishing lactation rooms and other necessary infrastructure to support lactating mothers. Additionally, many RCAF Wings established expectant mother parking spaces nearest to building access points to better support pregnant members.
• Gender perspectives continue to be integrated in key Canadian Army (CA) personnel policy engagements, such as the Defence Team (DT) Total Health and Wellness Strategy. This has carried over into the CA’s part of the CAF HR Strategy, CAF Retention Strategy, the review of Universality of Service and Living Accommodation policies, and the Adaptive Career Path initiative. Initiatives under way to eliminate barriers to the inclusion of women, included new policies and directives to address barriers in the workplace, such as the lactation plan to support CAF members nursing and/or pumping.

Target 1.2: Effective support for and implementation of the CAF Employment Equity (EE) Plan

Target achieved to date as of March 31, 2022

Attention required

Baseline

CAF Diversity Strategy and the CDS approved Action Plan as per January 2017.

Activities

1.2.1 Promote attainment of (EE) within the CAF through a better understanding of barriers and the use of tools to support EE.

1.2.2 Allocate, with support and commitment of leadership, appropriate resources and capabilities to effectively implement the CAF EE Plan.

Indicators

1.2.1 Number of cyclical meetings of EE supporting committee and Defence Advisory Group (DAG) meetings conducted.

1.2.2 Number of EE Implementation Task Table initiatives implemented.

1.2.3 Percentage of Bases/Wings with active DAGs.

1.2.4 Trends in EE and Diversity based on surveys conducted during the reporting period.

Completed activities and results

• A Directive on Inclusion and Performance in September 2021 was established, in line with efforts to mainstream inclusivity, which provides guidance on incorporating and measuring inclusive behaviors inherent in the Public Service Core Competencies and the DND and CAF Values and Code of Ethics within existing performance evaluation frameworks.
• The commitment to diversity and inclusion has underpinned several executive engagement events including Executive Virtual Power Hours and Executive town halls with topics such as Anti-Racism, Understanding Indigenous Worldview through the Lens of a 60’s Scoop Survivor, Beyond Pride: Creating a High-Trust and Safe Workplace.
• The Civilian Indigenous Recruitment and Retention Strategy was developed based on the objectives identified in the “Many Voices One Mind: A Pathway to Reconciliation” strategy, which includes recommendations for the recruitment, retention, representation, and inclusion of Indigenous employees. Various actions have been undertaken to make recruitment and career development practices more equitable. These include but are not limited to, consulting with Indigenous stakeholders, hiring Indigenous Student Ambassadors and establishing an Indigenous Student Network.
• The Anti-Racism Staffing Taskforce was temporarily established to support scaling up DND’s increase in its representation of Black people and other racialized groups, Indigenous People, and persons with disabilities in the Department while ensuring that internal and external policies and programs are inclusive and free of systemic racism and barriers within staffing. Additionally, to address systemic barriers in employment policies and practices, all sub-delegated staffing managers completed training on unconscious bias and all staffing advisors received training on and participated in group discussions regarding EEDI as an organizational need.
• The Defence Team Mentoring Program, open to employees, military members and students, is a Mentor-Mentee online matching tool that includes reverse mentoring to encourage sharing of diverse perspectives. It also offers preferences in the matching system that speak to the perspectives of women, members of racialized communities, persons with disabilities, Indigenous people, or members of 2SLGBTQIA+ communities.
• A GBA Plus process was carried out across public service workforce reporting and tracking, with analyses focusing on potential impacts on equity seeking groups including the way in which these groups are represented in Flexible Work Arrangement data, their usage rates of 699 Leave, and vaccination attestation responses to COVID-19 and positive attestation rates in comparison to non-equity-seeking peers. Public service retirement and exit forecasting included equity seeking group data analysis at the organizational level and lower levels, where possible. This supported the identification of possible future challenges to achieving and maintaining our desired representation levels for equity seeking groups.
• A Diverse Selection Board Inventory (DSBI) was created by DND Human Resources which is comprised of a roster of 84 fully trained individuals who can bring diverse perspectives to candidate assessments.
• CAF efforts to implement EE initiatives have included the drafting of the RCN Employment Equity, Diversity and Inclusion Action Plan, which was consulted with all Defence Advisory Groups at end FY 21/22 (a Directive is expected to be released by the end of FY 22/23). Additionally, RCAF released a Professional Conduct Action Plan and are currently working on a Cultural Evolution Implementation Plan and GBA Plus Implementation Plan; and the Army is finalizing their draft of an EEDI action plan.
• The Army has appointed EE and Diversity officers who hold meetings to identify, understand, and support EE issues among CAF members. The groups continue to receive support from their respective command teams to further advance these initiatives.
• Many female RCAF members participated in a virtual edition of the biennial Canadian Women in Aviation (CWIA) Conference for continued engagement and mentorship during the COVID-19 pandemic.
• RCN commanders on a bi-annual basis are holding local Defence Advisory Group (DAG) meetings on a varying basis (based on membership availability). Both CFB Halifax and Esquimalt have active DAGs (x5).
• The Future Fighter Capability Project (FFCP) held consultations with the Defence Aboriginal Advisory Group (DAAG) on requirements related to the Indigenous Smudging Ceremony. FCO assessed and endorsed specific FSF room locations and designs for Smudging Ceremonies (in accordance with operational, security and fire safety protocols) for Infrastructure design in 3 Wing Bagotville and 4 Wing Cold Lake.
• The commencement of the RCN Diversity and Inclusion Advisory Council in FY 21-22 has opened the lines of communication even further between members of disproportionately impacted communities and leadership who can remove systemic barriers in policies. In addition, ideas are shared between communities, and intersectional impacts are identified which helps to prioritize initiatives across the RCN.
• Bases and Wings remained active in supporting the DAGs. The breakdown of DAG presence on the CAF Bases/Wings is as follows:

DAGS representation by locations

• EE DAGs participated in meetings and were engage in a high number of consultations, such as:
  • Briefing on the removal of gender identity from the back of the National Defence Identification (NDI) card.
  • Review the updated Duty with Honour for the Canadian Defence Academy (CDA).
  • CAF Retention Strategy briefed the DAGs on the intent and scope of the upcoming CAF Retention Strategy.
  • Briefing to the new Director General Culture Change (DGCC).
  • Update on Universality of Service and DAOD 5023-2 (Common Military Tasks Fitness Evaluation).
  • Minister’s Advisory Panel on Systemic Racism, Discrimination.
  • Meeting with the Honourable Louise Arbour.
  • Canadian Air Division brief on RCAF professional conduct initiatives and Director General Integrated Conflict and Complaint Management (DGICCM) brief on Workplace Harassment and Violence Prevention program.
• Despite the pandemic, the CAF has increased its recruitment, from 4012 new recruits in 2020/2021 to 7878 in 2021/2022^{Footnote 8}.
• CAF enrolments as a percentage of designated groups for 2021/2022 are as follows (2020/2021 in brackets for comparison):
  • Women: 15.5% (22.9% previous year).
  • Aboriginal Peoples: 3.4% (1.8% previous year); and
  • Visible Minorities: 11.3% (8.9% previous year).
• From 2020-2021 to 2021-2022 the CAF overall enrolment by designated groups increased (in pure numbers), but as a percentage share of total enrolment, women decreased from 22.9% to 15.5%; while percentages for Aboriginal peoples and visible minorities increased in both absolute and percentage terms. The CAF is working to meet the CAF Employment Equity Long Term and Short-Term Goals and close the gap vis-à-vis current representation rates.
• During the COVID-19 pandemic, the Canadian Forces Recruiting Group (CFRG) continued to process applicants at a reduced rate. In December 2021, the Omicron variant of COVID-19 negatively impacted CFRG operations, and processing capacity was again reduced. During typical recruiting year, CFRG engages in several strategic activities to attract applicants and support enrollments for Canadian Forces such as Women in Forces initiatives. These were drastically limited due to the Pandemic and had to be conducted virtually which did not optimize typical face to face attraction efforts. FY 21/22 also saw a high rate of offer rejections. The offer acceptance rate for FY 21/22 (86%) was quite low (conversely the offer rejection rate was high), perhaps due to concern about the economic impacts of the pandemic.

CAF EE long term goals for 2026

• Women: 25.1%
• Aboriginal peoples: 3.5%
• Visible minorities: 11.8%
• Persons with disabilities: N/A

CAF EE short term goals for December 1, 2022

• Women: 18.7%
• Aboriginal peoples: 3.2%
• Visible minorities: 10.4%
• Persons with disabilities: N/A

CAF EE representation rates for 2021-2022

• Component - Reg F
  • Women: 16.0%
  • Aboriginal peoples: 2.9%
  • Visible minorities: 9.6%
  • Persons with disabilities: 1.2%
• Component - P Res
  • Women: 17.0%
  • Aboriginal peoples: 2.8%
  • Visible minorities: 13.4%
  • Persons with disabilities: 1.0%
• Component - Reg F + P Res
  • Women: 16.3%
  • Aboriginal peoples: 2.9%
  • Visible minorities: 10.8%
  • Persons with disabilities: 1.1%

• Historical CAF Employment Equity representation rate from 2017/2018 to 2021/2022 is as follows:

CAF Representation rates for Reg F and Pres

• Women
  • 2017 to 2018: 15.4%
  • 2018 to 2019: 15.7%
  • 2019 to 2020: 15.9%
  • 2020 to 2021: 16.3%
  • 2021 to 2022: 16.3%
• Visible minorities
  • 2017 to 2018: 8.4%
  • 2018 to 2019: 9.0%
  • 2019 to 2020: 9.4%
  • 2020 to 2021: 9.5%
  • 2021 to 2022: 10.8%
• Aboriginal peoples
  • 2017 to 2018: 2.8%
  • 2018 to 2019: 2.9%
  • 2019 to 2020: 2.8%
  • 2020 to 2021: 2.8%
  • 2021 to 2022: 2.9%
• PWD
  • 2017 to 2018: 1.3%
  • 2018 to 2019: 1.3%
  • 2019 to 2020: 1.2%
  • 2020 to 2021: 1.1%
  • 2021 to 2022: 1.1%
• In February 2022 the Canadian Journal of Military Veteran and Family Health published DND/CAF research, titled “Socio-cultural dynamics in gender and military contexts: Seeking and understanding change. The volume is dedicated to diversity, and several contributions were made by the Director General Military Personnel Research and Analysis (DGMPRA).
• DND/CAF research, titled “Spousal Psychological Health: The Role of Military Spouse Health and Protective Factors” was published in Military Behavioral Health, specifically looking at the spouses of CAF military members with two key objectives: to explore the role of military members’ illness – from both members’ and spousal perspectives – on spousal well-being; and to explore the potential buffering role of good relationship quality and social support from the military member, family, friends, and CAF in general.

Target 1.3: DND and CAF engage with like-minded foreign defence and security organizations on implementing the tenets of Women, Peace, and Security.

Target achieved to date as of March 31, 2022

On track (on-going)

Baseline

DND/CAF engages with partner nations who have committed to increasing engagement in promoting the WPS agenda through several bilateral and multilateral meetings.

Activities

1.3.1 Engage with the international defence community to support the participation and leadership of women in delivering peace and security efforts.

1.3.2 Continue to support the engagement of senior DND and CAF champions and key staff in leading and promoting the WPS agenda in international fora, such as UN, NATO, Five Eyes (FVYE – coalition comprised of Australia, Canada, New Zealand, the United Kingdom, and the United States).

1.3.3 Share knowledge and expertise on gender equality and gender norms with Canadian defence and military experts and stakeholders.

Indicators

1.3.1 Number of gender conferences conducted or participated in.

1.3.2 Number of senior/key leaders’ resources to speak at international forums on gender practices with National Defence.

1.3.3 Membership on international committees, such as the NATO Committee on Gender Perspectives (NCGP), UN committees and subcommittees, and senior Defence related meetings that provide the opportunity to contribute to dialogue on gender perspectives in the military.

Completed activities and results

• Canada passed the Chair of the Women, Peace & Security (WPS) Chiefs of Defence (CHoDs) Network to Bangladesh in 2022. The virtual ceremony was held on 8 February 2022 between Canadian Chief of the Defence Staff (CDS) General Wayne Eyre and Lieutenant General Waker-Uz-Zaman. The Dallaire Centre of Excellence for Peace and Security (DCOE – PS) finalized the exportable WPS Curriculum Framework, Mainstreaming Gender Perspectives in Operations, for the Chief of Defence Staff (CDS) in support of his role as Chair of the WPS Chiefs of Defence Staff (CHOD) network. The curriculum framework will help mitigate an identified gap in gender perspectives training and education opportunities for junior Offices and Non-commissioned Members (NCMs), thus increasing awareness and capacity to include gender perspectives in military operational planning and missions.
• As part of Canada’s support to the Elsie Initiative, the CAF deployed a new Canadian Training Assistance Team (CTAT) to Ghana. The CTAT team consisted of a gender-balanced task force of four CAF members currently deployed on Operation PRESENCE to contribute to Ghana’s ongoing efforts to increase the meaningful participation of uniformed women in United Nations Peace Operations.
• The CAF continued to build on prior successes in its partnership with the Jordanian Armed Forces (JAF). The JAF program and training increases the meaningful participation of women in the Jordanian Armed Forces by encouraging them to serve in occupations other than historically predominantly-women dominated occupations within their forces, such as clerical or administrative roles, enabling them to perform in operational functions.
• The Canadian Task Force Jerusalem GFP became the technical authority (TA) for the TF's ongoing Unified Gender Training Program (UGTP). The aim of this program is to enable the integration of women in all aspects of the Palestinian Security Forces. The program started in June 2020.
• The NATO Mission Iraq (NMI) helped to strengthen Iraqi security forces (ISF) and Iraqi military education institutions. The NMI GENAD provided GENAD and GBA Plus training to Iraqi military members at various rank levels about the importance of women’s meaningful participation in conflict and post-conflict settings to enable lasting stability in Iraq and enhance the ISF’s operational effectiveness in interacting with all segments of the Iraqi population.
• As part of a NATO Human Factors and Medicine (HFM) panel, DND/CAF led an initiative to learn about diversity-related challenges and strategies of other participating NATO nations with respect to the selection and assessment of diverse groups. This group ended in April 2022, documenting its findings in a NATO Technical Report.
• As part of the NATO HFM Exploratory Team on Gender, Peace and Sustainable Security, DND/CAF members participated in the identification of status quo gender issues, approaches, and regulations in member nations; analyzed the best and worst gender-related practices; and identified gender gaps that NATO must bridge in order to function more effectively for sustainable peace and security. This initiative is in progress, with meetings that began in Fall 2022.
• DND/CAF continued to provide coaching opportunities for women in science, technology, engineering, and mathematics (STEM) through the Women in STEM Coaching Coalition launched in April 2021, also hosting a variety of Women in STEM events on a number of issues such as becoming a more inclusive leader, challenges and opportunities for women in STEM fields, and the importance of attracting, retaining, and succession planning for women in STEM fields.
• RCN continued involvement within the Five Eyes (FVEYs) Navies (at the Captain(N), level) through the FVEYs Personnel Steering Group (FEPSG) which includes discussions on the diversity and inclusion of all employment equity groups (Women, Indigenous, Visible Minorities, 2SLGBQ2+, People with Disabilities). This group has a goal of sharing lessons learned/identified as well as ideas throughout the FVEYs community.
• Comd RCAF and RCAF Exec conducted bilateral and trilateral meetings with Five Eyes counterparts (RAF, RAAF, RNAF, and USAF), comparing notes on challenges/best practices regarding personnel generation, culture, and integration of women.
• The Defence Team continued its ongoing engagement and support to the Swedish Armed Forces’ Nordic Centre for Gender in Military Operations (NCGM) through various contributions, including: Provided CAF Syndicate Leaders for the Gender Advisor (GENAD) course; CAF Lecturers for GENAD and Gender Focal Point (GFP) courses; Posted a CAF Training Development Officer to NCGM; and provided WPS SME contributions to a new online course on the Prevention and Response to Sexual Exploitation and Abuse (SEA).
• Through CDA, Canada continued to lead an effort within the Partnership for Peace Consortium of Defence Academies that examines how to use adult-centered learning methodologies to advance the WPS Agenda in Professional Military Education (PME). This effort will be important to elevate the WPS Agenda in the defence and security sectors education in empowering partner and armed forces to mainstream gender perspectives institutionally and operationally.

Target 1.4: Enhanced DND/CAF monitoring and reporting on the integration of gender perspectives and GBA Plus.

Target achieved to date as of March 31, 2022

On track

Baseline

A GBA Plus planning and reporting section is integrated into the DND and CAF Departmental Plan and Departmental Results Report, and the UNSCR 1325 Implementation Working Group (UIWG) is established.

Activities

1.4.1 Continue to hold quarterly UIWG meetings to discuss, solicit input, and share challenges and best practices in implementing UNSCR 1325 and related resolutions in the CAF.

1.4.2 Hold quarterly DND GFP Network meetings to monitor the progress of the department in   integrating GBA Plus and gender perspectives^{Footnote 9}.

1.4.3 Collect gender and diversity-sensitive data across DND/CAF.

Indicators

1.4.1 Number of intra-departmental and interdepartmental working groups with a GBA PLUS or WPS agenda nexus

Completed activities and results

• CJOC held GBA Plus Working Groups to sustain its efforts towards gender equity and integration into operations. The CJOC GENAD and GFP Working Group is made up of representatives of Deployed Task Forces and CJOC L2s. This Working Group met three times via virtual means during FY21-22. The aim of this working group has been to determine the best ways to include WPS agenda issues and GBA Plus findings in every aspect of CJOC activities and decision making. The impact of this WG was limited due to COVID-19 restrictions during FY21-22.
• The CANSOFCOM GENAD led, organized and contributed to four quarterly teleconferences dedicated to gender perspectives, intersectional analysis and impact assessments with the CANSOFCOM GFPs. During the 21/22 reporting period, the CANSOFCOM GENAD participated in at least 10 distinct intra-departmental and interdepartmental working groups with a GBA Plus or WPS agenda nexus.
• With the assistance of the CANSOFCOM Senior GFP and GFP network, the CANSOFCOM GENAD collected data not limited to gender, but also age, ethnicity, language and education and were cross-referenced internally to identify vulnerabilities and develop mitigating strategies, as applicable. The GENAD created a central repository to establish a long-term legacy to be used across all lines of effort. At the end of 2021-2022, the repository’s content was limited to key points of contacts and punctual intersectional reports in specific domains, such as gender mainstreaming in counterterrorism, but was technologically set-up to be augmented with complex GBA Plus analysis reports and remits such as fact research findings from primary and secondary sources, lessons learned and data monitoring.

Section II: Recruitment and retention

Context

Further to the CDS Directive on Recruitment, the CAF continues to seek to increase the number of women within the CAF, and in turn the number of women available to be promoted to senior positions, and for deployment. Recruiting processes including advertising, wait process times, job availability, application procedures, testing, and medical and fitness standards are all aspects that affect the decision process of a potential new recruit. In addition, aspects such as family balance, job enjoyment, selection for professional development, velocity of promotion, and having a safe and harassment free work environment are all factors that contribute to making the CAF an attractive employer for potential new members.

Target 2.1: Increase the percentage of women in the Canadian military by 1% per year to achieve a desired goal of 25.1% by the end of FY 2026.

Target achieved to date as of March 31, 2022

Attention required

Baseline

Percentage of women in the Canadian military was 15.5%^{Footnote 10} as of March 2018.

Activities

2.1.1. Identify barriers in order to streamline the application process, including wait times for testing, medical examination, offer of employment, and enrollment to support the recruitment of women who select a career in the military.

2.1.2 Enhance the recruiting campaign and advertising to target women to join the military with emphasis on both common and unique employment opportunities.

2.1.3 Increase the availability of both Women Champions as well as a cross section of serving women to attend and participate in events that promote women in the military and their achievements within all trades, with emphasis on non-traditional jobs such as the infantry, artillery, and related combat arms employment.

2.1.4 Establish a Strategic Intake Plan (SIP) for women by year to include women-centric recruiting programs.

Indicators

2.1.1 Number of women who apply to the CAF out of total number of applications received.

2.1.2 Number of women who are given an offer of employment out of the total number of women who apply.

2.1.3 Percentage of women who join for non-traditional employment.

2.1.4 Reasons for which applicants disengaged from the recruitment process.

Completed activities and results

• The overall representation rate for women in the CAF for 2021-2022 (effective 31 Mar 22) – is 18.2% (including the Regular Force and Reserve Force).
• CAF Recruiting survey (CAFRS): The CAFRS results were published in May 2022. It was designed to assess recruiting initiatives and service satisfaction by asking questions to post-interview applicants, surrounding their experiences during the recruitment process, their reasons for wanting to join the CAF, and the factors that influenced their decision to contact the CAF for employment. Of the total number of individuals sampled, 20.2% were women. Women generally reported high levels of satisfaction with aspects of recruiting and the recruitment centre dynamic. The survey indicates that women found CAF information sources (including the Forces.ca website, CAF social media, internet advertising, and recruiting events) to be slightly more influential on their decision to contact the CAF regarding career opportunities than men. There was no meaningful difference in non-CAF information sources (including knowledge of other militaries, media, movies, TV shows) between respondents, disaggregated by gender. These findings may suggest that recruitment advertising and marketing campaigns that increasingly feature women has contributed to increased satisfaction among women recruits. Research in this space has found that women’s decision to join the CAF is most influenced by family and friends with CAF experience. The survey found that women were more likely than men to be unsure about their employment and component preferences. Women showed a preference for traditional trades associated with the RCAF and RCN like administration, logistics and finance and not those trades associated in the CA like the Combat Arms (Infantry/Artillery/Armored). The survey indicated that women are more likely than men to be influenced by occupation-related factors including pay and benefits, educational opportunities, career opportunities, and encouragement from family and friends.
  • Priority processing: CFRG continues to priority process women applicants. Women applicants receive priority booking for processing activities (including aptitude testing, medical screenings, and interviews). Special measures are carried out during the selection process in order to ensure that all qualified women applicants are selected. Specifically, qualified women applicants are selected as an EE group prior to any other applicant and as required, additional SIP positions are established in order to enroll women applicants.
  • Results and progress: CFRG observed that the number of women applying to the CAF has remained relatively stable since FY 2019-2020. CFRG witnessed an increase in the number of women enrolments over the last two years; however, the number remains lower compared to pre-COVID-19 years. Despite the year-over-year increase in women enrolments, growth still remains relatively low when compared to overall enrolments in the CAF. CFRG highlighted the current applicant crisis, which, based on projected intake capacity to this point in the FY, has significantly impacted recruiting operations which in turn is affecting women recruitment. In 2021/2022, women enrolment into the CAF overall was 16.2% of the total intake. Of the 688 women enrolments within the CAF Reg F, 64 enrolled into the Combat Arms, representing 4.5% of the total enrolment for those occupations. The CAF Reg F observed 356 women enrolments into non-traditional ^[1] occupations in FY 2021/022, representing 10% of the total intake for those occupations. A lack of women CAF members in non-traditional occupations remains a challenge for overall representation within the CAF. Until such time that there is an increase in women participation in these non-traditional occupations, the CAF will continue to struggle to achieve its goal of 25.1%.

• Women-focused advertising campaigns: Canadian Forces Recruiting Group (CFRG), with Assistant Deputy Minister (Public Affairs) carried out a targeted national advertisement, “Women’s Recruitment Campaign,” from January to March 2022. These campaigns are expected to continue until March 2023. An increase to in-year funding by the Privy Council Office (PCO) of $1.5M will allow for the extension of all advertising campaigns including the Women’s Recruitment Campaign at the start of the next fiscal year (FY).
• The campaign aimed to increase women’s awareness of CAF employment opportunities, including skilled trades, in an effort to increase enrolment and work towards the goal of 25% female effective strength by 2026.
• Any paid advertising directed viewers to the Women in the CAF webpage.
• The Women’s Campaign video ad was also featured on the homepage on forces.ca
• Other advertising campaigns, including Priority Occupations, Indigenous, Reserves and Paid Education, also featured women in these trades, as research suggests that women are more likely to join or try if they see other women in these roles.
• The Advertising Campaign Evaluation Tool (for the Awareness campaign only) revealed that:
• Unaided recall increased 8% from the baseline (16% Aug 2020, 24% Feb 2022)
• Aided recall increased by 2% from the baseline (24% Aug. 2020, 24% Feb 2022)
• 29% of respondents did something as a result of seeing the CAF advertisement with the number one action taken after seeing a CAF ad being to visit the recruitment website. This number, 29%, decreased from the baseline (44% in Aug 2020)
• Key performance indicators for the Women’s Advertising Campaign, targeting women specifically:
  • 88 million impressions, representing the number of times the ad was seen
  • Out of these impressions, 43 million were generated by a 3-day TikTok takeover in March 2022
  • 21 million Complete Video Views, representing how many times video ads were viewed to completion
  • 23.71% view through rate
  • 175,775 web visits to forces.ca as a result of this campaign
• Woman-centric recruiting programs have been in place since 2016. For example: The 2020-2021 Strategic Intake Plan (SIP) included an annex that DGMPRA developed on intake goals for women, in order to help achieve the representation target of 25.1% women by 2026. CANSOFCOM established a Strategic Intake Plan (SIP) that includes women-centric recruiting initiatives.
• RCAF continued collaboration with the Elevate Aviation organization in FY 21/22. Elevate Aviation shares RCAF’s commitment to advancing women in the field of aviation. RCAF also regularly participates in “Girls Fly Too” events and showcases the diversity of our teams by sending aircraft and crews to display/perform during annual Air Shows and training competitions held throughout Canada and (occasionally) the US. Also, a RCAF “attractions team” was consolidated and strengthen to enhance RCAF ability to recruit talented members.
• RCAF submitted a request to CMP’s common medical standards working group to re-examine the medical enrollment standards required for transgender applicants given the recruiting barrier they present.
• The RCN attractions team comprises of individuals who accurately represent Canadian society and were created to better support OP GENERATION, the CAF operation focused on recruitment efforts including increasing the number of women within the CAF. In FY 21/22, the attractions team held virtual engagements with colleges, universities, and other community events. Naval Reserve Divisions (NRDs) have also been engaged, who have been successful in recruiting a more diverse group into occupations that are historically underrepresented in the Regular Forces.

Target 2.2: Understand the major reason for women releasing from the CAF and eliminate/mitigate any issues if they are identified.

Target achieved to date as of March 31, 2022

On track

Baseline

In FY 2017/2018, 15.2% (1,091 out of 7,200) of CAF personnel who voluntary released were women.

Activities

2.2.1 Conduct departure/exit surveys/interviews.

2.2.1 Track and review release data.

2.2.1 Consult and exchange information with other militaries on trends and retention strategies and programs.

Indicators

2.2.1 Annual ratio of women to men who release from the CAF.

2.2.2 Trends or cluster issues causing women to release from the CAF.

Completed activities and results

• Directorate Air Personnel Strategic conducted work in FY 21/22 to better understand the impacts of RCAF-specific factors on the retention of women, with the goal of developing retention strategies targeting female and gender-diverse members. Flexible working hours and location: RCAF have a variation of family situations that lead to adjusted work-day schedules, or the flexibility to work from home from time-to-time or on a more regular basis. It is believed that this had a positive impact on the retention of women.
• Historical data from the Exit Survey has shown very few differences between the leave reasons of men and women (exceptions being that women are less likely to cite geographic stability and more likely to report lack of fit with the military lifestyle as leave reasons) but shows that there is a requirement for additional CAF-wide research to consider other factors such as environment, occupation, and location. Examination of the 2021/2022 CAF release data revealed the following:
  • 13.6% (848 out of 6251) of CAF personnel who voluntarily released from the Reg F and P Res (excluding component transfers between them) were women. This is roughly the same proportion as in the previous reporting period.
  • The attrition rate for the CAF Reg F and P Res (excluding component transfers between them) was 8.8% for women and 9.3% for men. Taken separately and including component transfers, the attrition rates for the Reg F were 8.4% for women and 8.6% for men; and the attrition rates for the P Res were 12.7% for women and 13.6% for men (although these numbers may increase further as retroactive transactions continue to be entered into the system of record). These rates are considerably higher than in 2020/2021, which was expected since attrition was far lower than normal in 2020/2021, at least in part as an indirect result of the pandemic (e.g., reduced recruiting and training interruptions).
• The CAF Retention Strategy was developed to target “unhealthy” attrition. That is, problematic attrition that which is voluntary, avoidable, and dysfunctional; when high performers leave, particularly those who are trained but still have many years of service. As part of the Strategy, Unit Retention Interviews became mandatory in Summer 2022as a tool to gain more data on member attrition.
• In 2021, DND/CAF announced the creation of the Chief Professional Conduct and Culture (CPCC), a new organization to unify, inform and coordinate culture change efforts across the institution within DND/CAF. CPCC’s role is to establish an enduring capability to continuously align Defence Team culture to ensure professional conduct meets expected standards. Following its creation, CPCC commissioned an Independent External Comprehensive Review of institutional policies, practices, procedures, and culture in DND/CAF, led by former Supreme Court Justice, the Honourable Louise Arbour, and committed $236.2M over five years to address sexual misconduct, SGBV in the military, and to support survivors.

Target 2.3: Increase the number and proportion of women at senior levels, Non-Commissioned Members, Officers and executive levels in DND and CAF.

Target achieved to date as of March 31, 2022

Attention required

Baseline

CAF EE Report 2015-2016 Schedule 6.

Activities

2.3.1 Select women for leadership and education training opportunities.

2.3.2 Maintain 15% presence of CAF women on UN operations as staff officers and in observer positions.

2.3.3 Develop a mentoring framework for all CAF members.

2.3.4 Monitor career progression of women in the CAF.

2.3.5 Incorporate GBA Plus considerations/review into CAF career management.

Indicators

2.3.1 Annual percentage of women officers by Military Occupation Groups promoted to the ranks of Lieutenant-Colonel/Commander (LCol/Cdr) and higher.

2.3.2 Annual percentage of women NCM by Military Occupation Groups who are promoted to the ranks of Master Warrant Officer/Chief Petty Officer or higher.

2.3.3 Percentage of women holding senior positions and appointments (Colonel/Captain (Navy) (Col/ (Capt (N)) or above).

2.3.4 Number of women appointed/filling Command team positions during the reporting period.

Completed activities and results

• In FY 21-22, CAF women were 18.15% of members deployed on UN missions. (More details on this are reported under Target 4.1)
• In FY 2021-22, the Executive Development Program was launched with a first cohort in June 2021 and second cohort in February 2022. The Program was designed to increase representation and develop the Department’s talent pipeline of aspiring executives in employment equity groups, including Indigenous Peoples. The program fostered inclusive leadership by focusing on increased representation in its Executive Cadre through a Diversity and Inclusion Strategy for the executive Community that aims to address employment equity and diversity gaps at the most senior levels of the Department, particularly via recruitment and talent management initiatives.
• DND partnered with the Association of Professional Executives of the Public Service of Canada to enhance the onboarding of executives through the Brave Space pilot project, a one-year series of bilingual and dynamic small group discussions to help new executives, from diverse backgrounds and communities, thrive in their new roles and enhance our culture of inclusion at Defence.
• In 2021, 50.8% of DND public service executives were women, which surpassed the 45.5% workforce availability by 5.3%.

DND Public Service EXs

• Group: Women
• Workforce availability target: 45.5%
• o DND actual as of March 31, 2022* 50.8%

* Self-ID data as of 31 March 22.

• Career progression – GO/FOs, Cols/Capt(N)s, and Chief Warrant Officers (CWO), and Chief Petty Officers First Class (CPO): Overall, the proportion of women in those ranks has increased in 2021/2022, except for the rank of MGen, which decreased as a result of promotions. As the number of personnel at the GOFO level is small, two women LGen promotions has had a large effect on the ratio. Current efforts and commitments are underway to assist in increasing the representation of women in higher ranks, including the application of GBA Plus to selection criteria for promotions, the continued development and application of the concept of inclusive leadership, and EE members on selection boards to address implicit bias.

Percentage of women

2019 to 2020

• General: 0%
• Lieutenant General/Vice Admiral: 18.2%
• Major General/Rear Admiral: 7.9%
• Brigadier General/Commodore: 10.7%
• Colonel/Captain (Navy): 10%
• Chief Warrant Officer/Chief Petty Officer 1st class: 9.4%

2020 to 2021

• General: 0%
• Lieutenant General/Vice Admiral: 7.7%
• Major General/Rear Admiral: 7.7%
• Brigadier General/Commodore: 11.2%
• Colonel/Captain (Navy): 9.7%
• Chief Warrant Officer/Chief Petty Officer 1st class: 8.6%

2021 to 2022

• General: 0%
• Lieutenant General/Vice Admiral: 25%
• Major General/Rear Admiral: 5%
• Brigadier General/Commodore: 11%
• Colonel/Captain (Navy): 12%
• Chief Warrant Officer/Chief Petty Officer 1st class: 12%
• Senior NCMs are those holding the rank of Sergeant and above (Petty Officer Second Class for the RCN). Military ranks - Canada.ca
• Senior Appointments are those Chief Warrant Officers and Chief Petty Officer who fill senior positions within the CAF either as the senior non-commission member at in higher headquarters within the CAF.
• Senior NCMs are those holding the rank of Sergeant and above (Petty Officer Second Class for the RCN). Military ranks - Canada.ca
• The RCAF placed a renewed focus on talent management through its work on the RCAF Strategy and Reconstitution Plan. Changes were made to ensure that women’s pregnancies did not negatively affect succession planning into a command position.
• Representation of women within RCAF L1 uniformed members as of 20 Oct 22:
  • 14% of all RCAF L1 uniformed personnel identified as women.
  • Officers: Col level - 15.8% were women. There are no women members above the rank of Col.
  • NCMs: There were 12.3% of Chief Warrant Officers (CWO) (highest rank of the NCM corps identified as women.
  • The greatest representation of women members in the RCAF is at the rank of Ocdt (38.9%) for officers and Pte(recruit) (27%) for NCMs, indicating that recruiting efforts have successfully targeted women in recent years.
• Leadership and education training: Women represented 21.5% of all members selected to attend the Joint Command and Staff Program (JCSP) at the Canadian Forces College. Five women were selected for the National Security Programme (NSP), which prepares senior leadership for employment as a General Officer/Flag Officer (GOFO), an increase from two women selected in 2021.

Section III: Training and education

Context

DND/CAF continues to integrate gender perspectives and awareness of the GBA Plus analytical tool as part of the curriculum for all relevant leadership, planning, and procurement courses provided to military and civilian staff. Training provided to foreign military staff through the Military Capability Training Program (MCTP) also includes this, as well as awareness and training on the prevention of Sexual Exploitation and Abuse (SEA).

Target 3.1: Increased completion rate of the online GBA Plus Introduction course by all National Defence military and civilian staff.

Target achieved to date as of March 31, 2022

On track (on-going)

Baseline

Mandatory for all designated Canadian Armed Forces members.

Activities

3.1.1 Monitor GBA Plus related training received by DND/CAF members.

3.1.2  Through a Training Needs Assessment, identify if a National Defence focused GBA Plus advanced course for both the Operational and Strategic/Institutional level is warranted.

3.1.3 Promote the importance of GBA Plus analysis and support special GBA Plus information sessions such as GBA Plus Awareness week activities.

3.1.4 Actively support ADMs and CAF L1s by providing GBA Plus information briefs and presentations by gender advisors and gender focal points.

Indicators

3.1.1 Percentage of DND/CAF members that have completed the online GBA Plus Introduction Course.

3.1.2 Number of GBA Plus information briefs and presentations provided.

Completed activities and results

• In addition to the WAGE online GBA Plus Introduction course that all CAF members are required to take, a review of the CAF Professional Military Education system was started to ensure that curriculum includes GBA Plus as a critical and required analytical tool from the beginning of a member’s career. Learning on WPS agenda issues and GBA Plus are included in various senior officer Professional Development courses – such as those provided by the Canadian Forces College, Canadian Army Staff College, as well as the Navy, and Air Force educational institutions in order to ensure that gender perspectives are integrated into pre-deployment training and operation planning.
• Most deploying CAF members are now required to complete online courses on gender perspectives in military operations provided by the Nordic Centre for Gender in Military Operations.

Target 3.2: Assess current gender and GBA Plus training and scope any additional training required.

Target achieved to date as of March 31, 2022

On track

Baseline

Gender Perspectives training is currently incorporated into 11 CAF courses, including pre-deployment training provided by the Peace Support Training Centre (PSTC) in Kingston, as well as courses provided by the Military Training and Cooperation Program (MTCP).

Activities

3.2.1 Continuous review of all CAF leadership and pre-deployment training to ensure updated material on gender perspectives and GBA Plus is included.

3.2.2 Assess the need for periodic refresher training on GBA Plus.

3.2.3 Where possible, post CAF members to foreign peace support centers to enhance DND knowledge of gender.

Indicators

3.2.1 Number of CAF Developmental Period and DND courses that have curricula focused on gender perspectives.

3.2.2 Number of Military Training and Cooperation Program (MTCP) courses delivered that have curricula focused on gender.

3.2.3 Number of CAF and DND staff who have completed gender courses, including at the Nordic Centre for Gender in Military Operations, Gender Focal Point training, and courses offered by likeminded nations.

Completed activities and results

• The CDA, in its role in overseeing CAF common professional development training and education continued to provide the entry point for the incorporation of GBA Plus, EDII initiatives and WPS agenda issues into CAF professional development, training, education, governance, and functions in CDA HQ and across the formation. An integration of gender perspectives and issues within the WPS agenda are beginning to be normalized in all parts of the curriculum, such as its incorporation into the operational planning process. As the qualification standards are reviewed for each Developmental Period (DP), lessons on GBA Plus and WPS agenda issue were added to the standards for these programs and training activities. This included looking beyond specific programs, to take into account the span of an Officer’s or NCM’s Developmental Period (DP), and the supporting pillars within (education, training, job experience, and self-development). Specifically, the Officer/NCM Qualification Standard (QS) review boards for CAF-common professional development (in DP2, which focuses on training and job experience oriented to occupation and environmental requirements) were supported with GENAD advice, in particular on issues relating to WPS. The Path to Dignity and Respect will be a mandatory training gateway to granting all DP2 leader qualifications in 2022.
• DND/CAF is increasing efforts to bolster education on integrating gender perspectives; both Royal Military Colleges Kingston and Saint-Jean are incorporating gender perspectives into their key academic events, as well as establishing specific committees based on equity and inclusion to consider and identify systemic issues regarding sexual misconduct, hateful behavior, diversity and inclusion, and prioritize tangible solutions. One such committee is made up of Officer Cadets (OCdts) to provide them a space to voice their perceptions, views and opinions. RMC Saint-Jean includes gender perspectives as part of the Intermediate Leadership Program (IPL) and Advanced Leadership Program (ALP) and Senior Leadership Programs (SLP) where it is discussed as part of the number of elements of the curriculum including the operational planning process overview.
• CFC continues to conduct entry and exit surveys of students from its programs to assess and evaluate student learning and experience through a GBA Plus lens. These surveys provide evidence-based analyses used by CFC to optimize its programming and learning environment.
• CJOC HQ Readiness staff commenced reviewing the Canadian Forces Taskings, Plans and Operations (CFTPOs) for all CAF operations to ensure that all deployed CAF personnel are trained to better understand the gendered perspectives and dynamics that play out in issues identified in the WPS agenda, as well as learning how to respond and report on them.
• The CAF Peace Support Training Centre has incorporated education on the prevention and response to Sexual Exploitation and Abuse (SEA) into pre-deployment training.
• Key leaders selected for operational deployment are mandated to take a list of diversity, GBA Plus and Employment Equity courses to contribute to the building of a more inclusive and gender-neutral workplace and raise awareness of their responsibilities with regard to gender equality. CJOC members selected for deployment continued to receive pre-deployment briefings and training on gender perspectives and GBA Plus as appropriate and based on the GBA Plus analysis of the mission. CANSOFCOM members selected for deployment continue to receive mandatory pre-deployment briefings and training on GBA Plus and impact assessment. On a yearly basis, all CANSOFCOM mandatory briefs sessions have integrated refreshing training lectures on GBA Plus.

Section IV: Integration into operations

Context

Modern international and domestic operations require members of the CAF to interact with host nation forces and local populations. It is critical that CAF members understand how conflict can affect diverse populations of women, men, boys, girls, and gender-diverse people differently, and can identify risks by specific groups of people within local communities that could be incurred by engaging with military forces. As such, we must ensure our members have the right tools and mindset to deal effectively with diverse and often vulnerable populations. Due to cultural norms, religious affiliations or past experiences, some segments of the population may have difficulty interacting with military forces that are predominantly men. Thus, there is a need to ensure that adequate numbers of women military members are represented in key functions that may interact with diverse segments of the population. Integrating gender perspectives into military operations as well as deploying women at all rank levels is essential to achieving mission success - both in terms of contributing to peace and security and advancing gender equality.

Target 4.1: Promote and increase the number of uniformed women deployed to international operations (NATO, UN, and Coalition).

Target achieved to date as of March 31, 2022

Mostly on track

Baseline

Women in conventional forces deployed on international operations calculated at approximately 10%.

Activities

4.1.1 Support the increase of women in Command of operations at the senior level.

4.1.2 Appoint women for senior command billets/positions.

Indicators

4.1.1 Number of senior women, officers and Non-Commissioned Members, deployed on operations.

4.1.2 Number of women posted Outside Canada program (OUTCAN) positions.

4.1.3 Number of women attending foreign staff colleges.

Completed activities and results

• With the objective of overcoming barriers to the meaningful participation of uniformed women in UN peace operations the Elsie Initiative Barrier Assessment Identifying Barriers for Women in UN Peace Operations was conducted between January 2021 and March 2022, with the report being published in August 2022. External consultants used the Measuring Opportunities for Women in Peace Operations (MOWIP) methodology to comprehensively assess 10 issue areas related to the meaningful participation of women in UN peace operations. Of the ten issue areas examined (Eligible Pool; Deployment Criteria; Deployment Selection; Household Constraints; Peace Operations Infrastructure; Peace Operations Experiences; Career Value; Top-Down Leadership; Gender Roles; and Social Exclusion), CAF findings indicated that Deployment Selection, Peace Operations Infrastructure and Social Exclusion are the most significant issue areas.
• 53 CAF women were deployed on UN missions in FY 21-22, which represents 18.15% CAF representation on UN missions.
• 7 CAF women senior officers commanded UN missions during FY 21-22, accounting for 35% of CAF senior officers in command of UN missions during this timeframe. The missions commanded by CAF women senior officers were:
  • Op PRESENCE (TSPO-Training Support to Peace Operations) (Uganda) (Rwanda);
  • Op KOBOLD (Kosovo);
  • Op SOPRANO (Sudan);
  • Op CROCODILE (DRC); and
  • Op UNIFER (Ukraine).
• DND/CAF continued to make efforts to remove barriers and increase opportunities to deploy diverse women to international operations. Of note has been RCAF and Op PRESENCE Roto 22-1, where 30% of the mission’s Air Detachment were women. This is one example where the RCAF is outpacing international partners and the United Nation’s target of 15% for women serving in military contingents by 2028.
• The Canadian Army continued efforts to grow female representation in leadership roles, in turn contributing to the deployment of more women in key leadership positions. A woman was appointed the Commanding Officer of Joint Task Force – Ukraine (JTF- U) from March 2021 to October 2021, in OP UNIFIER (the CAF mission to support Ukrainian Security Forces.
• Women represented: 8 out of a total of 43 Sr NCOs (19%) at the rank of Sgt and above); 2 out 9 (22 %) as MWO and CWO; and 22 out a total of 99 Sr Officers (22%) as Maj and above) of those who were deployed on UN Operations during FY 21-22.
• Nearly half of expeditionary deployments were women Public Affairs Officers (PAOs), including the Snr PAO of Op IMPACT (October 2021 to May 2022). Additionally, a woman Senior PAO commanded the two UN Operations in Africa linked to the development, implementation and operationalization of UN Engagement Platoons as part of all UN PKO UNIBATs.
• CJOC HQ Operations staff continues to actively review the CFTPOs for all CAF operations to ensure that there are no positional requirements that limit women’s deployment opportunities. The table below is the representation of women in operations.

Target 4.2: Increased awareness within CAF of the importance of gender considerations on military operations.

Target achieved to date as of March 31, 2022

On track (on-going)

Baseline

CAF members receive Theatre and Mission Specific Training (TMST) as well as pre-deployment training with content on gender perspectives in operations.

Activities

4.2.1 Promote the importance of gender considerations in military operations.

4.2.2 Publish handbook or ready reference pocket guide for CAF gender focal points and commanders.^{Footnote 11}

Indicator

4.2.1 Percentage of military missions that receive gender perspective training, including Theatre and Mission Specific Training and training provided through the Peace Support Training Centre (PSTC), as well as CJOC/CANSOFCOM Key Leader Engagements (KLEs).

Completed activities and results

• Gender advisors (GENAD) were involved in every aspect of the planning for Op UNIFIER. This included active participation of GENADs in the preliminary Strategic Operations Planning Groups (SOPG) and mission planning sessions. The contributions made by the GENAD allowed SJS to integrate gender perspectives as a core component of UNIFIER’s renewal, including the new CDS Directive. More specifically, GENADs identified the need for a dedicated, full-time gender advisor for the mission who would be responsible for assessing operational activities and for providing gender-based advice to the command element. The GENAD’s advice has also enhanced mission effectiveness through the delivery of capacity building and military assistance.
• Educational resources were utilized to further the promotion of the importance of gender considerations in military operations included the NATO Gender Education and Training Package for Nations, the Nordic Centre for Gender in Military Operations (NCGM)’s courses and seminars as well as the Peace Support Training Centre (PSTC), notably on Theatre and Mission Specific Training.
• The creation of a central repository where existing handbook and/or ready reference pocket guide generated from within the CAF for gender focal points and commanders enabled the advancement of the optimization of internal resources on all joint and collateral operational activities and meet the needs of CANSOFCOM’s significantly high-operational tempo.

Target 4.3: Support an increase in the number of military staff employed as GENADs/CAF gender focal points.

Target achieved to date as of March 31, 2022

On track (on-going)

Baseline

There are three gender advisors in the CAF (one at the strategic level and two at the operational level).

Activities

4.3.1 Continue to identify prospective staff to serve as gender advisors to be able to grow the capability.

4.3.2 Administer training for CAF GFPs and for GENADs.

Indicator

4.3.1 Percentage of GENAD deployed on operations and exercises or ready for deployment.

4.3.2 Number of CAF GFPs trained and ready for deployed operations.

4.3.3 Number of CAF GFPs deployed.

Completed activities and results

• CAF HQ has maintained 2 operational-level GENADs.
• CJOC maintained three full time GENADs for major missions (Op UNIFER (Ukraine), Op PROTEUS (Jordan) and Op IMACT (Iraq)) and 18 secondary-duty GFPs for all minor missions (Op KOBOLD (Kosovo), Op PRESENCE (Mali), Op FOUNDATION (USA, Qatar, Bahrain, UAE), Op JADE (Lebanon), Op REASSURANCE (Latvia,), Op UNIFER (Ukraine), Op CARIBBE (Caribbean region), Op NEON (Pacific Ocean) resulting in 100% coverage (maintained from FY20-21). On some missions multiple GFPs were trained and deployed to ensure total coverage in various focus area and locations.
• Canadian GENADs and GFPs have been advising host country militaries in Ukraine and Jordan, and also assisting in the development of their respective GENAD training.
• All deployed GFPs and GENADs complete 4 NATO distance learning courses (ADL 166 Children in Armed Conflict, ADL 168 Role of the GENAD, ADL 169 Gender Awareness; and ADL 171 Gender Focal Point) to allow them to understand their role and be more effective learning about gender issues in conflict and how to integrate gender perspectives into military operations.
• At a minimum, the Command Teams of all deploying units within the CAF are being briefed and trained on the WPS agenda, gender perspectives and in particular their obligations with regards to Sexual Exploitation and Abuse, Conflict-Related Sexual Violence and Child Soldiers. The integration of GBA Plus and WPS Agenda-related content into pre-deployment training continues to improve the skillset of CAF personnel in order to support deployed operations, both domestic and international. The incorporation of GBA Plus and the WPS agenda into both formal courses as well as all aspects of foundational and pre-deployment training, contributes to the elimination of blind spots in the planning and execution of operations.