By Faye Copp

The Armed Forces Covenant is society’s commitment to ensuring that those who serve, or have served, and their families, are treated with fairness, respect, and gratitude. Yet despite more than 13,000 organisations pledging their support, over 2,000 military charities and a host of well-meaning initiatives, transition from a military to civilian way of life remains challenging for too many veterans and their families; and for some, it is very challenging.

It also begs the question: how much impact does the Covenant really have on the people it is designed to support? As highlighted in the House of Commons Defence Select Committee (HCDC) Inquiry, and echoed in the Forces in Mind Trust (Decade of the Covenant) report, because it’s not measured the answer is – we don’t know.

Contrary to the views of many in the military community, support and a world of opportunities exist for Service leavers, veterans, spouses and cadets. However, as the Office for Veterans’ Affairs ‘Public Perceptions’ report concluded, it is the visibility and access to that support and those opportunities that is the primary issue. Therefore there is much we can do to improve the lot of a community that deserves better.

Key Challenges:

  • Measurement: Despite high levels of engagement, neither the Ministry of Defence nor many signatory organisations can currently demonstrate the impact of their work to deliver their Covenant pledges. A lack of clear data frameworks and shared metrics limits understanding, improvement and accountability.

  • Visibility and Access: Many veterans and their families report being unaware of  support and opportunities available or how to find them. Navigating a complex landscape populated by a plethora of organisations and activities becomes ever more difficult.

  • Pledges into Practice: The Armed Forces Covenant and the linked Defence Employer Recognition Scheme are also invisible to the majority of organisations that are not part of the Defence community. Furthermore, some Covenant signatories are quick to sign a pledge but much slower to deliver on their promises.

“Understanding of the Covenant needs to be deeply embedded in our institutions and in wider society so that those who have served can be in no doubt that the Covenant is there to support them.” — HCDC Inquiry Report (2024)

Overcoming these challenges is key to improving support for people from across the UK military community. Some organisations have embedded programmes that not only deliver on their promises, but bring a range of benefits to their organisations – and their bottom lines. This white paper celebrates the work of those who are doing the most – but it also challenges all organisations to match their pledges of support with structured, sustainable and deliverable initiatives that can be measured and sustained.

This Year’s Top 50: More than a pledge

This year’s Top 50 GREAT British Employers of Veterans guide recognises organisations going beyond pledges and policy statements to deliver real, measurable impact for the Armed Forces community.

From data-led strategies and structured Armed Forces programmes to flexible policies for reservists and families, these employers aren’t just ticking boxes, they’re transforming the civilian workplace for veterans, reservists, Cadet Force Adult Volunteers (CFAVs), and military families.

The Top 50 guide is packed full of good practice. Entries this year were judged against strict criteria, evidenced by data required as part of organisations’ submissions. This white paper highlights the programmes and activities that sets the top performers apart.

1. Real support, not just statements

Veterans bring adaptability, discipline, and leadership, but traditional recruitment processes often overlook these strengths. The best employers recognised this and acted. Many employers demonstrate strong commitment to the Armed Forces community by offering Guaranteed Interview Schemes (GIS) for veterans, service leavers, reservists, and sometimes their families, ensuring they receive fair consideration when meeting essential job criteria. These schemes are often embedded within broader Diversity, Equity & Inclusion (DE&I) policies, highlighting the value placed on military skills and experience.

Stand-out employers:

  • Mears Group introduced a Guaranteed Interview Scheme, ensuring veterans aren’t overlooked due to unfamiliar CVs or terminology.

  • Babcock developed the Train to Fit programme to mentor high-potential veterans who may not meet every job requirement but demonstrate the values and mindset needed to thrive.

2. Structured programmes deliver results

The highest scoring organisations are those with structured Armed Forces programmes to support talent attraction, onboarding, and progression.

Top-scoring examples:

  • Babcock (Joint 1st)

  • BAE Systems (Joint 1st)

  • AtkinsRéalis

  • Expleo Group

  • Fujitsu

  • John Deere UK

  • Lloyd’s of London

  • Roke

These programmes typically include:

  • Tailored processes for veterans: BAE Systems interviews every applicant early to understand their background, skills, and experience. This lets them advise veterans on the most suitable business units and roles for their qualifications. By listening and guiding them from the start, they help veterans focus on roles that fit them, saving time and improving hiring success.

  • Skills translation tools: SUEZ runs an internal program that supports veterans and military personnel by helping translate their skills and develop careers through Personal Development Plans. It offers job opportunities, mentoring, apprenticeships, and other support to help them transition their military expertise into civilian roles, creating tailored pathways and an inclusive environment that values their unique abilities.

  • Armed Forces Champions and support of Armed Forces networks: Frazer-Nash Consultancy has an active internal Community of Interest for Armed Forces personnel and allies, with 159 members led by a committee of nine, including Armed Forces Champions and various leads. Supported by a Senior Leadership Team sponsor, the group drives engagement through regular meetings, organizing charity events and company-wide activities to support and celebrate the Armed Forces community as part of the company’s strategic growth.

3. Education of hiring teams

Misconceptions about military experience can be a major barrier. Leading employers addressed this through targeted education and familiarisation training for hiring managers and HR professionals.

Standout in this area:

  • MBDA UK: MBDA emphasises educating hiring teams about ex-forces candidates through a dedicated recruiter, who is ex-military, managing an ongoing Ex-Forces Talent Community role. This recruiter reviews veterans’ CVs, provides feedback, and connects suitable candidates with relevant hiring managers. In 2024, MBDA also launched a Military Transition Scheme offering 8 to 12-week unpaid placements for service members leaving the military. While not guaranteeing jobs, this scheme helps candidates build networks, gain experience, and prepares hiring teams to better understand and support veterans transitioning into civilian roles.

4. Strong retention and tailored development

Few employers measure Armed Forces-specific retention, but those who do see the value:

  • Carbon60: Their retention rate for employees from the Armed Forces community is consistently better than their company-wide retention rate. On a rolling annual basis, they retain 98% of our veterans compared to a 85% overall retention rate.

  • Expleo Group: +19% above company average

  • SA Group: +7%

  • Serco: +6%

  • Centrica: +1.5%

 

5. Flexible policies for reservists and military families

Many organisations have established strong policies to support Reservists and Cadet Force Adult Volunteers (CFAVs). These include additional paid leave (typically 10 days for Reservists and 5–15 for CFAVs), unpaid leave, and flexible working to support training and mobilisation. Employers often guarantee post-mobilisation employment and ensure benefits continuity. Equally, military spouses and partners are supported through flexible leave and working arrangements, including remote work, adjusted hours, and unpaid leave for deployment-related responsibilities. Relocation support and role flexibility help ensure continuity during postings, and growing numbers of organisations are developing or updating dedicated military spouse policies. Support is often tailored case-by-case, with access to Employee Assistance Programmes and Armed Forces employee networks providing additional welfare and wellbeing support. Together, these efforts help build an inclusive, resilient workforce that values and supports the whole Armed Forces community.

Support for Reservists and CFAVs:

  • Airbus, Centrica, and AtkinsRéalis: 10+ days paid leave

  • MBDA UK and Vodafone: additional flexibility for CFAVs

Support for Military Families:

  • Northrop Grumman: flexible leave for partner deployments

  • BAE Systems: two days paid leave for family needs

  • Centrica: reviewing policies to aid career continuity

6. Internal communities create belonging

Transition can be isolating. Many top employers foster Armed Forces employee networks to provide connection, mentorship, and advocacy. For example, Leonardo’s Armed Forces Network supports around 220 formal members, including veterans, Reservists, military spouses/partners, Cadet Force Adult Volunteers, and those with family ties to the Armed Forces. The Network brings together colleagues with shared military connections to foster community, mark key events like Remembrance and Armed Forces Day, and support Leonardo’s commitments as an Armed Forces Covenant signatory and Gold ERS holder. It also serves as a platform to raise work-related issues via the Inclusion and Diversity Committee, ensuring that the experiences and needs of the Armed Forces community are recognised and addressed within the company.

7. External engagement and advocacy

Great employers don’t keep their knowledge in-house. They share best practices and contribute to national transition efforts.

Notable examples:

  • Vodafone: Vodafone supports 8–10 Transition Courses annually at Tedworth House for medically discharged service personnel. Veterans and Talent Acquisition staff run job-search workshops, offering practical insights from both recruiter and candidate perspectives. Selected sessions include visits to Vodafone’s Secure Business offices in Farnborough, with site tours, Q&As, and informal networking with veteran employees. Though not recruitment-focused, the sessions have led to successful hires and provide valuable peer-to-peer guidance for transitioning personnel.

  • SA Group: supports the CTP and Royal Marines through bespoke webinars and events.

Turning Lessons into Action: Recommendations

This year’s Top 50 proves that truly Forces-friendly employers do more than sign pledges. They act — and measure the impact.

Top Recommendations:

  1. Embed Armed Forces support into core strategy, not just Corporate Social Responsibility.

  2. Measure and report Armed Forces recruitment and retention data, and link it to organisational performance.

  3. Prioritise hiring manager education to remove unintentional barriers.

  4. Support veterans post-hire with tailored training, coaching, and career pathways.

  5. Champion the cause publicly, through events, policy input, and peer mentoring.

Beyond applause – A national responsibility

The best employers in this year’s list demonstrate what real support for the Armed Forces community looks like: not just promises, but policies. Not just pledges, but progress.

But this isn’t a task for employers alone. The implementation of the Armed Forces Covenant must be system-wide, consistent, and measurable. As the HCDC Inquiry concluded:

“The Covenant gives us all a duty to our service men and women; we must take it as seriously as they have taken their duty to us.”

Support from employers is essential. But it must be backed by robust data collection, stronger central coordination, and easier access for those who need help.

If your organisation wants to be part of the solution, SMJ Consulting Services can help.

As veterans and military spouses ourselves, we understand the challenges and the opportunities. We work side-by-side with employers to help them build and implement meaningful Covenant pledges, backed by data, driven by experience, and tailored to your sector and workforce.

Together, we can raise the bar — and build a fairer, more inclusive future for those who serve.