An Cosantóir

| 9 www.military.ie THE DEFENCE FORCES MAGAZINE Defence, and we're supporting them jointly with tendering processes, EOIs and analysing the potential of government to government procurement. In the last couple of months alone, we've seen the Software Defined Radio rollout which will be issued out to all arms and all units over the next couple of years. The contracting around new uniforms is in place. The Individual Modular Body Armour System (IMBAS) is very close to going to contract and should happen very shortly. There is a very clear priority both within the DF and Government on our primary radar systems. We are looking at primary radar in a holistic sense including air, maritime, coastal as well as Ground Based Air Defence. However, we must take this project one step at a time and allow the project evolve in a structured manner. We must look at all of these individual projects holistically. As an example we cannot just purchase armoured vehicles. We need to ensure we have the infrastructure to house it, the doctrine to implement it and the appropriate kit for the soldiers who will work in it. This comprehensive approach to capability development enables us to become an interoperable force. In line with the recommendations of the Commission on the Defence Forces, we must strive to meet NATO standards and that's why we're engaging in OCC level 1 and will aspire to OCC level 2 into the future as these new capabilities reach full operating capacity. We are and always have been a professional volunteer force with significant capability for our size commensurate with the resources we have. We remain a military that is a preferred partner for many countries, however, we must ensure that we maintain parity with our partners and stay agile in terms of our capabilities. It is evident that the environments to which we deploy are becoming more hostile towards peacekeepers. Therefore, the upgrades in armour, equipment and force protection are required and well justified. Given the ongoing situation in Lebanon it is important to acknowledge the increases in force protection measures which have been implemented by the DF over the last year. These increases were implemented by all branches and Directorates of the DF and I am grateful for their support to ensure that our troops are well protected. The deployment of an extra force protection platoon, hardened TOC and increased provisions and supplies have proven their worth given the recent degradation in the security environment in UNIFIL. My priority is and always has been the safety and welfare of our troops deployed overseas given the environments to which they deploy. I engage and maintain a very high level of situational awareness on a daily basis with regard to developments in Lebanon and the wider Middle East. I have huge confidence in our leadership deployed there, huge confidence in our troops and the utmost belief in what they are doing. Implementing the recommendations of the Commission requires buy in from current and future serving members of the DF. It's worrying that we are still continuing to lose members. If that continues, will some of these changes become very difficult or almost impossible? It is not just a question of saying we are going to transform, you have to have an understanding of what transformation means and what real transformation actually looks like. This is something that I engage in with troops during my Chats with the Chief. I think the word transformation can have negative connotations. It reminds our personnel of previous times where the DF were downsized, barracks were closed and capabilities reduced. This transformation is very different and provides the organisation with great opportunity. The investment by government with a commitment to a 50% increase in our budget is unprecedented. We have tried to capture as much of the low hanging fruit on the transformation process as we can to make some visible and physical changes. For example, we have been successful in increasing our CS4 establishment for the first time in over a decade from 9,500 to 9,600 last year and to 9,750 this year. It is a fair comment to make that we currently have 7,500 in the organisation but that is not the point. We have to create the structures such as CAPDEV, Cyber Command, Strategic HR, JITC, Office of Reserve Affairs etc. in order to populate them thereby ensuring our transformation. They didn't exist previously in our CS4 and they do now. We will decide what is required to suit our new structural design to reach the goal of 11,500 personnel and build new structures such as our Strategic Headquarters, new Army Command and transition from the Naval Service to the Navy and the Air Corps to the Air Force and their subsequent new headquarters. When I meet the troops I use the example that, 2 years ago, a private soldier was paid between €27,000 and €29,000. Today, a private soldier is paid over €39,000, they now have private medical health care which they were not entitled to 12 months ago. Now our personnel can serve until they are 62. Just 2 years ago most personnel could only serve until they were 50 years of age. These are examples of key enablers to ensure retention of our people because it gives them security of tenure, and security of tenure is also captured in my priorities. I'm very conscious that retirement at the age of 62 has closed the gap between 62 and 66 for the "post-2013 personnel" in particular. Now that that has been delivered, I can focus on the other stressors on people and what is pushing them out of the organisation. Do you feel there's a place for a Retention Office within the Defence Forces? I am aware of several examples of personnel being mandatory selected for overseas service that cannot serve overseas due to their family situation, and are instead being forced to leave. A lot of experience is being lost in these situations. COS pictured with the members of CMU who won exercise Ardent Serpent COS pictured with Head of Strategic HR Mr Declan Carville COS pictured with Head of Transformation Mr Brian Molloy

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