mistreatment. In this regard, the introduction of special advisors/counsellors for women should be taken into consideration (see the example of Danish counsellors, Box 13.6). 266 Box 13.8 The Dutch Defence Women’s Network266 Since 1992, the Defence Women’s Network has been trying to influence policy makers and to promote the interests of women in the Dutch Armed Forces. The network has two goals: • To inspire, stimulate, inform, and motivate women who are employed in the Dutch Ministry of Defence; • To strengthen the position of women and to stimulate their advancement to higher positions within the armed forces. The Defence Women’s Network consists of active female service personnel. Meetings, discussions, and a newsletter organized by the network facilitate contacts between members of the network. It is an informal “old girls” network for the benefit of both the armed forces and women working in the armed forces. The network is a source of knowledge and expertise that is often consulted by defence policy makers. Awareness-raising and training Because officers are the custodians and shapers of organizational culture, gender training is essential for military officers in order to eradicate the prevailing male-dominated culture and to enhance awareness of the problem among male peers. Training could also reinforce the role of the chain of command in preventing and punishing cases of discrimination and mistreatment. Training alone, however, is insufficient. It is only helpful if it is part and parcel of a comprehensive culture of learning, and if participants integrate the lessons learned into their work. Affirmative action Some countries have launched affirmative action within the military, especially for women in higher ranks. In Germany, for example, the armed forces have had to apply quasi-preferential treatment for women soldiers since January 2005. If a male and a female applicant for a position in the Federal Armed Forces have the same performance, the position will be given to the female soldier.267 National and international monitoring Both national and international monitoring (for comparing best practices) are important. It is important that data be produced frequently (as part of the yearly defence budget, for example) on recruitment, promotion, and retention of women in the armed forces. If women leave the armed forces, their responsible manager/commander or personnel officer should conduct exit interviews in order to assess why they are leaving. International monitoring, such as by the UN Committee of the Convention on the Elimination of Discrimination against Women, is also relevant for fostering women’s integration in society and, consequently, in the military. The Committee monitors measures adopted by states parties to promote women’s equality with men before the law. The Committee comprises 18 experts “of high moral standing and competence”, selected by states parties. States parties are required to submit a report to the Secretary-General, for consideration by the Committee, on the various measures adopted in order to meet the objectives of the Convention. Any disputes between two or more states parties that cannot be settled by negotiation should be resolved by arbitration (Art. 29). 266  See <www.defensievrouwennetwerk.nl>. 267  See <www.bundeswehr.de/portal/a/bwde>. 127 Handbook on Human Rights and Fundamental Freedoms of Armed Forces Personnel