In 2023, Vanguard published an article exploring the future of cultural transformation in the Canadian Armed Forces (CAF). https://vanguardcanada.com/military-cultural-changes-on-our-horizon/
At the time, the CAF was in the early stages of broadening its handling of systemic issues such as sexual misconduct, racism, discrimination, and counterproductive leadership. Since then, the effort to understand the challenge space has become a comprehensive culture evolution program with clear structures, sustained momentum, and demonstrable action. This update explores where the CAF stands in 2025 against the aspirations and challenges identified in the original piece.
Leadership at the Core of Cultural Evolution
Leadership remains central to the CAF’s ongoing culture evolution, which is essential to strengthening operational effectiveness. The CAF continues to deepen its commitment to transforming its culture by embedding conduct and culture principles directly into command decision-making and performance assessment. This approach recognizes that cultural leadership is integral to operational leadership, not separate from it. Through accountability, measurable action, and a framework that includes consultative feedback loops, the CAF is working to advance meaningful change. The implementation of 194 recommendations from multiple independent reviews has shifted cultural clarity from an aspirational goal to a foundational element of leadership doctrine, fostering trust and integrity at all levels of command.
From Framework to Implementation: The Culture Evolution Strategy (CES) and the Comprehensive Implementation Plan (CIP)
The 2023 article called for more than just policies; it demanded an actionable roadmap. Today, the CAF operates under two pillars of cultural evolution: the Culture Evolution Strategy (CES) and the Comprehensive Implementation Plan (CIP 2023–2028). The CES outlines the vision: to create a workplace environment where Defence Team members feel psychologically safe, respected, and empowered to contribute. It focuses on values-based leadership, dignity in service, and modernized institutions. The CIP is the operational backbone. It outlines 194 recommendations drawn from four key external review reports.
Phase 1 of the CIP (2023–24) focused on foundational actions such as revising the definition of sexual misconduct and amending the chain of command’s responsibility in disciplinary procedures. In total, 53 recommendations were implemented by December 2023 with work advanced across the four reports. Key actions included amending processes related to providing enhanced support and services to affected persons and further embedding equity and justice in our structure and procedures. Prioritizing our people through better services with inclusiveness is foundational to achieving the desired culture change.
In Phases 2 and 3, the CAF focused on restorative efforts to support survivors and affected persons, while addressing recruitment and training challenges. Equity and justice remain central to these efforts, with progress on major policy initiatives, including grievance system transformation aimed at improving the member experience through a more efficient, digitally enabled, and transparent process.
Expanded Tools, Resources and Services
One of the CAF’s most visible actions has been the expansion of foundational work to support better conduct. The CPCC continues to evolve as the CAF’s conduct and culture hub with integrated teams focused on conflict management, equity, ethics, and systemic analysis.
Several tools introduced or expanded since 2023 include the Sexual Misconduct Support and Resource Centre (SMSRC), which has broadened its services. It now offers groups and activities through its Peer Support Program, direct legal support through its Independent Legal Assistance Program, and Community Consultations in addition to its 24/7 Support Line, Response and Support Coordination Program, Community Support for Sexual Misconduct Survivors Grant Program, and Restorative Engagement Program.
Improvements to support in matters of conflict and complaint include expanding access with enhanced digital tools, improved complaint tracking, and engagement opportunities for Defence Team members. These actions have made it easier to understand, report, and navigate conflict and complaint processes. The Defence Workplace Well-being Surveys continue to capture longitudinal data on morale, workplace harassment, discrimination, and leadership climate. Additionally, there is a priority to deliver on Grievance System Transformation and Complaint Process Transformation.
New frameworks introduced include separate yet integrated definitions for harassment of a sexual nature, conduct deficiency of a sexual nature, and crimes of a sexual nature. These changes provide better coherence and clarity, reduce confusion, and better capture the range of inappropriate conduct.
Inclusion, Representation and Equity
The Defence Team has embraced the Employment Equity, Diversity and Inclusion (EEDI) lens in recruitment, retention, and workplace policy. The Employment Equity, Diversity, and Inclusion Plan (2024–2026) establishes hiring and promotion goals specifically for Employment Equity designated groups – including Indigenous and racialized employees within the DND civilian public service. The CAF continues work toward diversity and equity targets for women, Indigenous peoples, and racialized communities, aiming to achieve these goals by March 31, 2026.
Ongoing efforts include diverse merit boards with bias awareness training, and an updated dress and appearance policy that includes religious and cultural accommodations. Additionally, the rollout of the new CADPAT-MT (Multi-Terrain) uniform pattern, designed to fit a broader range of body types, reflects an inclusive approach to equipping our military members. All Government of Canada public servants and CAF members are required to ensure that their decisions, whether related to institutional or operational policies, programs, budgets, priorities, or orders, are informed by a Gender-based Analysis Plus (GBA+) analysis. GBA+ is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives.
Recruitment and Retention
The CAF has implemented various recruitment initiatives addressing persistent shortfalls in personnel. It is modernizing to recruit the best talent, provide a better applicant experience, and maintain its position as a world-class military force.
These initiatives include the acceptance of Permanent Residents, enabling more individuals within Canadian society to enlist and serve alongside Canadian citizens. The CAF instituted a probationary period for new recruits this past December, allowing applicants to enroll and begin training while the administrative work related to their application file is completed. During this period, applicants must pass the required security clearance, meet medical standards, and demonstrate adherence to the CAF’s ethos and values. Those who don’t meet these requirements are released as soon as possible.
In addition to recruitment efforts, the CAF is also working on several retention initiatives, such as improved housing support and the introduction of new parental leave policies. This reflects a culture shift toward expanding access to careers in the CAF and valuing the long-term well-being of service members.
Modernization of Military Justice and Ethics
The Third Independent Review of the National Defence Act (2021) and the Independent External Comprehensive Review (2022) called for changes in military justice. Many of these have now been implemented through policy review and modernization, as well as updates to the Queen’s Regulations and Orders (QR&O).
Key actions include the full implementation of Bill C-77, which simplifies and enhances military discipline at the unit level, and the introduction of the Justice Administration Information Management System (JAIMS)—an electronic case management system that tracks the full lifecycle of an alleged infraction. These changes demonstrate an action-oriented response to critiques surrounding internal investigations and bring the CAF closer to the legal norms of civilian society.
Conclusion: From Talk to Transformation
In 2023, cultural evolution in the CAF was still largely in the early stages. Today, it is structural, measurable, and increasingly visible. Leadership is adapting. Policies are progressing. Tools have been deployed. The foundational work has largely been created to allow our institution to learn and grow. Cultural evolution is now not just a horizon, it is an active, institutional journey.
Whilst there is still work to be done, there has been an incredible amount of work over the last few years within the Defence Team to ensure the sustainability and systematization of culture evolution efforts. The CAF are not only acknowledging past failures; they are institutionalizing a future where dignity, equity, justice, and operational excellence are integrated and mutually reinforcing. Facing an ever-evolving threat environment at home and on the global stage, these efforts aim squarely at strengthening the team and ensuring the CAF remains a ready, resilient, and relevant fighting force.
Culture evolution is not a milestone—it is how we rebuild trust, strengthen our team, and follow through on the Government of Canada’s promise to deliver the Armed Forces Canadians expect: one that is operationally ready.
