Specialist teams alone can’t repair the Forces’ culture of silence on sexual violence and unacceptable behaviour - Natasha Mason
The Ministry of Defence’s decision to deploy specialist teams to tackle sexual violence and unacceptable behaviour across the Armed Forces is, on its face, a welcome step. Embedding civilian experts at bases such as Catterick and HM Naval Base Devonport signals an acknowledgement that this is not a marginal issue, but a systemic one requiring focused intervention.
As someone who served in the Royal Navy and who now works with survivors as a solicitor, and still has close family and friends in uniform, I recognise the intent behind this move. But I also recognise the scale and persistence of the problem, and I cannot help but ask, will this really be enough?
The evidence suggests otherwise. Reports over many years have consistently shown that unacceptable behaviour, including sexual harassment and assault, remains widespread. This is not about a few bad apples. It is about culture, one shaped by hierarchy, loyalty, and a chain of command that still plays a central role in how complaints are handled.
The MOD’s new teams are designed to identify root causes of sexual violence and unacceptable behaviour and work alongside personnel for a defined period. That focus on prevention is important. But culture is not something that can be diagnosed and fixed over the course of a 12-month deployment. It is reinforced daily, in mess halls, training environments, and through behaviours that are tolerated or challenged by those in authority.
One of the most significant barriers facing victims is a lack of confidence in the system itself. Many do not report what has happened to them, fearing the impact on their careers, their relationships, and their futures. From my work with survivors, that fear is not misplaced. Too often, complaints are dealt with by a system that lacks independence and transparency.
This is why more fundamental reforms have been called for repeatedly. One key issue is jurisdiction. Serious sexual offences are still often dealt with within the service justice system, despite longstanding concerns about whether this delivers the same level of independence and rigour as civilian courts. Moving such cases out of the chain of command entirely would be a significant step towards rebuilding trust.
There are also persistent concerns about the service complaints process, which many feel is slow, complex, and ultimately ineffective. There are signs that this is beginning to be recognised at a structural level. Proposals within the Armed Forces Bill to strengthen the role of an independent Armed Forces Commissioner could offer a more robust route for oversight and accountability. But such measures will only succeed if they are given real authority and earn the trust of those they are designed to protect.
Alongside this, clearer structural safeguards are needed. The question of relationships between trainees and instructors, for example, has been raised repeatedly. Where there is a clear imbalance of power, the line between consent and coercion becomes blurred, and the system must reflect that reality.
The introduction of specialist teams may help shine a light on these issues and provide valuable expertise. But they cannot, on their own, deliver the systemic change that is required. There is a real risk that, without deeper reform, this becomes another well-intentioned initiative that fails to shift the underlying culture.
For a change to be meaningful, it must be owned and driven from within the Armed Forces themselves, led consistently and visibly at every level of command, and backed by structural reforms that inspire confidence.
These teams may be a step forward. But they are only a first step. Until the system is seen as independent, effective, and fair, trust will remain fragile, and without trust, lasting change will remain out of reach.
Natasha Mason is a solicitor in the Military Claims Team at Bolt Burdon Kemp.