An Cosantóir

www.military.ie THE DEFENCE FORCES MAGAZINE | 11 S ince the publication of the Report of the Commission on the Defence Forces (CoDF) in February 2022, the Defence Forces has been engaged in the most significant programme of reform in its history. Importantly, many of the reforms discussed over the past number of years are no longer proposals; they are completed actions now shaping daily service life. In 2025, the Joint Cyber Defence Command was formally established, a new programme of regular climate and attitude surveys has been initiated, gendered regulations were removed and grooming and fitness standards modernised. Female personnel were provided with appropriate clothing and equipment as standard issue. Mentoring programmes were expanded, unconscious bias training became mandatory, and direct-entry pathways were increased for specialist roles. The removal of the blanket exclusion from the Working Time Directive and the implementation of 'non-financial labour hour budgeting' measures have also had practical effects on workload management and career progression. In parallel, the publication of the Reserve Defence Force Regeneration and Development Plan, the embedding of the Office of Reserve Affairs, and streamlined recruitment processes (including fast-track entry to the First Line Reserve) are strengthening the integration and relevance of the Reserve across the organisation. This is an ongoing process, 53 of the 130 recommendations have been completed and there are a further 22 recommendations due for completion in 2026. Alongside this, a structured approach to benefits realisation is now embedded within the transformation programme, ensuring that progress is measured not only by completed actions but by tangible improvements in capability, culture and our day to today service experience. That scale of activity reflects something important. This is not symbolic change; it is sustained reform. But what does that actually mean for those serving and for the public we protect? Culture: The Starting Point The most important element of transformation is not equipment or infrastructure; it's our people and the culture that shapes how we serve. For the Defence Forces to be effective, it must be professional, fair, and trusted both internally and externally. Over the past two years, significant steps have been taken to rebuild confidence in systems and leadership. A statutory External Oversight Body (EOB) is now in place, and an Independent Grievance Process has been introduced. Promotion systems are being reformed to ensure transparency and merit-based progression, while performance management and career pathways are being redesigned. Annual climate surveys are measuring morale and organisational health. They are about ensuring that every member, be they recruit, private, NCO, officer, reservist, or civilian employee, is treated with dignity and respect, and that talent is recognised fairly. Our Chief of Staff, Lt Gen Rossa Mulcahy has been explicit on this matter – "there is a zero-tolerance policy to inappropriate behaviour in our Defence Forces". Trust is rebuilt through consistent action and that work is ongoing. Regenerating Maritime and Air Capability The global security environment has changed dramatically in recent years, and Ireland's role within it has evolved accordingly. The protection of our nation across the land, air, maritime, cyber and space domains, as well as the protection of our critical infrastructure, has become more complex than ever before. In response, the regeneration of the Naval Service and growth of the Air Corps have become central priorities. Progress is visible: new C-295 aircraft and the Strategic Reach platform have entered service; phased delivery of the Military Radar Programme has commenced; Counter-Uncrewed Aerial Systems capability is being introduced; and investment in subsea domain awareness is underway, alongside planning for the growth of our naval fleet. This regeneration agenda is now aligned with the State's new Maritime Security Strategy (MSS), which reinforces the need for integrated maritime and air capability and a more coherent national approach to maritime security. But this goes beyond simply buying platforms. It is about restoring operational predictability; ships at sea, aircraft flying, crews trained, maintenance systems functioning, and technical expertise rebuilt. The goal is a Defence Forces capable of sustained, credible operations in an increasingly demanding global security environment. Growing the Organisation A capable organisation depends on its people. At the end of 2025, the Permanent Defence Forces strength stood at 7,756 personnel. The ambition under Level of Ambition 2 is to increase that to 11,500 personnel and beyond. Recruitment pipelines are expanding with Direct Entry pathways being increased for specialist roles. A comprehensive Workforce Plan is being developed to align recruitment, retention and future capability needs. Civilianisation strategies are being advanced to ensure that military personnel are focused on military tasks. Equally important is retention. The establishment of flexible service options, enhanced family-friendly policies and clearer career progression pathways are part of ensuring that those who serve see a future for themselves within the organisation. Growth is not about short- term spikes; it is about building a force structure that is sustainable and resilient.

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