I would like to thank the Deputy for his question.
As Minister for Defence, I am deeply committed to the transformation of the Defence Forces into a modern, fit for purpose organisation. Increasing recruitment and improving retention rates in the Defence Forces is a core priority for me, and in order to achieve this, it is essential that a strategic approach to HR and meaningful cultural change is achieved in the Defence Forces.
Last week, I published the Strategic Framework for the Transformation of the Defence Forces and an Update to the Detailed Implementation Plan for the Commission on the Defence Forces.
The Strategic Framework sets out priority actions for the year ahead, including boosting recruitment and retention, regenerating the Naval Service and Air Corps, improving equipment and working environments, progressing legislative reform and accelerating digital and data transformation.
The Detailed Implementation Plan for the Report of the Commission on the Defence Forces is a multi-annual plan setting out wide-ranging reform across every facet of the Defence Forces.
Government has introduced a range of key enabling measures to support and drive Defence Forces recruitment and retention. These include increases in the maximum ages of recruitment and retirement respectively, the extension of private secondary healthcare to all personnel and the application of the provisions of the Working Time Directive across the Defence Forces subject to certain exemptions.
In addition to the considerable reform of allowances in recent years, there continues to be significant progress on pay with all personnel benefiting from a pay award delivered earlier this month with a further increase due in June 2026.
Underpinning these and other measures, Budget 2026 has provided a record allocation of €1.49 billion for Defence, an increase of €145 million on 2025. Funding provided to the Defence Vote has increased by €338 million (40%) since 2022, from €836 million to €1.174 billion. These funds include provision for the recruitment of a net 400 additional PDF members per annum.
Significant strides continue to be made on a number of fronts and the allocation of record levels of expenditure along with the multitude of initiatives in train is illustrative of my commitment to meaningful change in both culture and capability for the women and men of our Defence Forces.
The key actions and outcomes that I will prioritise delivery of include, among others:
• Transformative career and talent processes, and transparent promotion systems.
• Responsive and accountable Culture Surveys.
• The continued realisation of Family Friendly Policies
• Gender Perspective Policies and Actions.