Recognition as a Most Improved Charter Signatory finalist gave BAE Systems an opportunity to do something that is often difficult during day-to-day delivery: pause and reflect.
While workforce data remains important, the organisation believes its most meaningful progress has come through something less tangible but ultimately more sustainable - changing how people think about gender balance. Rather than being viewed as an issue for women alone, responsibility has increasingly become shared across the workforce.
Throughout our conversation with Amanda Wood, one message remained consistent: lasting progress happens when inclusion becomes part of organisational culture, not simply a collection of initiatives.
What does being recognised in the Most Improved Charter Signatory category say about the journey your organisation has been on?
Recognition provided validation that the organisation's long-term commitment is moving in the right direction.
When organisations are immersed in delivering programmes, policies and initiatives, it can be difficult to recognise how much progress has actually been made. Bringing those activities together through the award process creates an opportunity to reflect on the wider picture and acknowledge that meaningful change is happening.
Rather than signalling that the work is complete, being recognised reinforces that the organisation is taking gender balance seriously, making progress and continuing to build on that momentum.
Looking back over the past few years, where do you feel your organisation has made the most meaningful progress?
The biggest shift has been cultural. Several years ago, conversations around gender balance were often viewed as something led by women or employee networks. Today, there is far greater shared ownership across the organisation, with men increasingly recognising their role as allies and champions for inclusion.
That change in mindset is viewed as one of the organisation's most significant achievements. While representation data remains important, creating a culture where everyone feels responsible for improving gender balance is what ultimately supports long-term progress.
What has helped turn your commitment to the Women in Defence Charter into practical action within your organisation?
The Charter has provided more than a statement of intent; it has created accountability.
Having clear commitments encourages the organisation to review progress regularly, identify where further work is needed and ensure ambitions are backed by practical action. Rather than seeing the Charter as something to achieve once, BAE Systems views it as an ongoing framework that continually raises expectations.
The organisation has also deliberately allowed time for initiatives to mature before seeking further external recognition, ensuring that future progress reflects genuine organisational change rather than isolated activity.
Are there particular approaches, initiatives, or ways of working that have been especially valuable in supporting that progress?
One of the most valuable shifts has been moving beyond dedicated inclusion groups and engaging the wider workforce.
Leadership communications, employee engagement, Lunch and Learn sessions and visible sponsorship from senior leaders have helped reinforce that gender balance is a business priority rather than a specialist topic.
Alongside this, BAE Systems has invested heavily in developing its people managers. Recognising that line managers have the greatest influence on day-to-day employee experience, the organisation has focused on equipping them with the confidence, flexibility and skills to support individuals while balancing business needs.
This has been supported by a broader culture built on trust, recognising that empowering people and giving managers the confidence to make informed decisions creates stronger engagement, retention and performance.
What insight from your experience might be helpful for other organisations working to strengthen gender balance and inclusion?
One of the strongest lessons has been the importance of moving from individual diversity initiatives towards creating an inclusive culture for everyone.
Rather than treating different characteristics separately, BAE Systems increasingly focuses on creating environments where everyone feels they belong. This recognises that individuals bring multiple experiences and identities to work, and that many of the actions which improve inclusion benefit the workforce as a whole.
The organisation has also found value in bringing employee networks together around shared objectives, encouraging collaboration rather than working in isolation.
For organisations considering putting themselves forward for the Most Improved Charter Signatory category this year, what would you say to them?
The award process offers far more than the possibility of recognition. Preparing an entry provides an opportunity to take stock, evaluate progress honestly and identify where further improvements can be made. It also helps organisations recognise achievements that may otherwise be overlooked during the pace of everyday business.
Most importantly, it encourages organisations to share their experiences with the wider defence community, helping others learn from both successes and challenges while continuing to strengthen gender balance across the sector.