Micheál Martin (Cork South Central, Fianna Fail) | Oireachtas source

I propose to take Questions Nos. 68 and 109 together.

As the Deputies are aware, retention is not influenced by a single factor. Rather, multiple interconnected factors are responsible for retaining people in any organisation. In common with other militaries internationally, the Defence Forces are facing a challenging environment. As Minister for Defence, in addition to a programme of cultural transformation, my focus has been on stabilising the numbers of personnel and facilitating the capacity for further increases.

In light of the reports of the Commission on the Defence Forces and the independent review group, I have prioritised a significant programme of reform and culture change within the Defence Forces to ensure they are an equal opportunities employer, reflective of contemporary Irish society and providing a workplace underpinned by dignity, equality and mutual respect. The Strategic Framework Transformation of the Defence Forces, which I published last September, sets out clear targets for the vital work that is under way relating to the transformation of the Defence Forces and outlines the necessary actions to be delivered by the end of 2024.

A number of specific actions in the area of retention have been delivered, including significant progress on pay in recent years; an increase in the mandatory retirement age to 60 years for all personnel with a retirement age of under 60, which is a huge development we announced in recent months; an increase in the maximum recruitment age to 39; increases to the patrol duty allowance to incentivise sea-going in the Naval Service; the extension of a Naval Service personnel tax credit for this year; the extension of private healthcare to all ranks in the Defence Forces, for the first time; access to free medical, physiotherapy and dental care; the provision of fitness, training and sports facilities across the Defence Forces' installations; the provision of fully funded opportunities to continue education to gain professional and academic qualifications; progress on the 2023-27 Defence Forces infrastructure development plan, with the highest level of financial resources in the State’s history; a revised policy on maternity and associated protected leave that is fully aligned with national legislation; a new policy on personal appearance standards; and significant progress on the removal of the blanket exemption for the Defence Forces from the provisions of the Organisation of Working Time Act, legislation for which is being drafted and on which I got agreement with the Defence Forces representative bodies. Following my approval of a final management position, formal engagement has commenced with the Department of Enterprise, Trade and Employment, which will lead on the development of the appropriate legislative mechanism. There is also the implementation of a range of work-life balance and harmony initiatives.

Further measures that are being progressed include a review of medical services in the Defence Forces, with the review itself being progressed during 2024, and associate membership of ICTU for the representative associations to be underpinned by legislation, which is nearly complete in the other House. Following a competitive tendering process, Deloitte has been selected to support the Defence Forces in changing and developing a number of strategic human resource processes, including targeted retention practices. We are also facilitating the return of people who may have exited the Defence Forces to go into the private sector, who can now come back in. We have been fortunate in the past two years to have got a number of skilled specialists back into the Defence Forces after stints in the private sector.

Recruitment and retention are the key issues, along with cultural transformation, and we have prioritised them in the strategic framework we have set out.

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