For Rheinmetall, progress around gender balance has been shaped by deliberate action and a willingness to focus on long-term change rather than quick wins.
The Women in Defence Charter has provided a clear ambition, but the work itself has centred on creating visible leadership, strengthening culture and building environments where women are supported to progress. Throughout our conversation with Laura Perry, Chief Financial Officer UK, one message remained consistent: improvement is continuous, and meaningful progress often happens gradually.
What does being recognised in the Most Improved Charter Signatory category say about the journey your organisation has been on?
Recognition reinforced something Rheinmetall believes strongly: the work is never finished. Progress around representation and inclusion is viewed as an evolving journey rather than a destination. Participation in the Charter has helped create accountability and provided a clear target to work towards but equally important has been the reflection that comes alongside it.
Being a Most Improved Charter Signatory Award finalist offered reassurance that deliberate actions were beginning to translate into visible progress. It also created momentum internally, reinforcing that sustained effort matters even when the overall ambition remains some distance away.
Looking back over the past few years, where do you feel your organisation has made the most meaningful progress?
Leadership visibility stands out as one of the most meaningful changes. Women now hold several senior positions within the UK organisation, including at executive level. Seeing women in those roles influences perception and helps create confidence that progression is achievable.
Alongside this, Rheinmetall has broadened its reach through Rheinmetall BAE Systems Land (RBSL), bringing together a larger workforce and expanding its influence across the UK defence sector. This has created an opportunity to champion inclusion and gender balance on a greater scale, ensuring that progress is embedded across all areas of the business. Rheinmetall is proud to be driving this work across a broader organisation, recognising that meaningful and lasting change comes from creating opportunities for everyone to succeed.
What has helped turn your commitment to the Women in Defence Charter into practical action within your organisation?
Turning commitment into action has required a more joined-up approach across attraction, progression and retention. Work has included strengthening recruitment approaches, improving flexibility, supporting return-to-work experiences and creating more visible conversations around progression and career development.
Leadership involvement has also mattered. Senior women engaging openly with colleagues on topics such as career progression, parenting and workplace experience has helped normalise discussions that might previously have remained private.
Together, these changes have helped move inclusion away from aspiration and closer to everyday practice.
Are there particular approaches, initiatives, or ways of working that have been especially valuable in supporting that progress?
Reinvigorating women’s networks and expanding activity across the wider business has been particularly valuable in supporting progress. Current priorities include women’s health, outreach, career development, visibility and inclusion, supported through clear ownership and action planning. Male allyship also remains an important area of focus, recognising that cultural change requires broader participation.
Policy changes around parental leave and menopause support have continued, but there is a strong view that policy alone does not drive progress. Lasting change comes when culture evolves alongside it.
What insight from your experience might be helpful for other organisations working to strengthen gender balance and inclusion?
Progress is rarely straightforward and often happens more slowly than organisations would like.
Targets are important, but numbers alone do not tell the full story. Understanding culture, workforce experience and barriers to progression matters just as much.
There is also value in recognising incremental improvement. Sustained change is more likely when organisations acknowledge progress along the way rather than focusing only on the final outcome.
For organisations considering putting themselves forward for the Most Improved Charter Signatory category this year, what would you say to them?
There is no expectation to have solved every challenge before entering. The process encourages reflection and helps organisations recognise progress that may otherwise go unnoticed. It also creates opportunities to share learning and contribute to wider conversations across the defence sector.
Importantly, entering is not only about recognition. It is also about taking stock of where you are, understanding how far you have come and identifying what still needs to happen next.