2025 Luach a Chur ar Ár nDaoine

INTRODUCTION

In a world defined by volatility, uncertainty and complexity, transformation without insight is guesswork. The Value our People Survey is a critical tool that gives us the information we need to understand, measure and implement cultural transformation in the Defence Forces. 5,332 members (60%) of the Defence Forces took part in the 2025 Value Our People Survey demonstrating their willingness to play an active part in this transformation. The survey confirms much that we can be proud of, yet it also reveals certain behaviours that fall short of our values and this will be addressed without delay. The results of both parts of this Survey provide actionable data that everyone in the organisation, regardless of rank or position, can use to play their part in driving meaningful change.

INITIAL SUMMARY OF FINDINGS

Part 1 - EY Culture Health Index

We partnered with Ernst & Young Consultants (EY) who have experience in running large scale employee surveys. This helps us measure our Culture within a broader context, using EY’s global external benchmarks. In the first of our series of surveys, the Defence Forces achieved an overall Culture Health Index Score of 57 on the EY Global Benchmark Scale.

The Culture Health index is a measure of the overall health and effectiveness of our culture, comprised of 3 metrics: Positivity; Workforce Motivation; and Behavioural Risk. While the overall global benchmark for the Culture Health Index is 73 and the Global Government and Public Sector Benchmark is 55, we now have a measurable framework against which we can track the progress of our culture change journey.

The survey highlighted a number of challenging areas: our people feel undervalued, overworked, and they feel the organisation is stuck in its ways and can be slow and resistant to change. The findings also identified positive traits; our people feel a strong sense of camaraderie and friendship, we value the active and challenging work environment within the Defence Forces, which gives us a sense of purpose, pride in service and the feeling of being part of a team.

Part 2 – Defence Forces Specific Questions

Part 2 of the survey is separate to the EY Culture Health Index, here we sought members inputs to customised questions that relate to the Defence Forces. These questions do not have comparative external data available, but progress can now be tracked on a multi-year basis. The results provide insight to key areas of our organisation and will be instrumental in shaping how we approach and measure culture change and how we transform towards Level of Ambition 2 and beyond. They offer credible insights to our day-to-day satisfaction with how our people are treated, valued and provided with the necessary tools and skills to perform their duties, as well as the factors affecting people’s intent to leave the Defence Forces before reaching mandatory retirement age.

Our members have called for better career development structures, with clear and fair opportunities for progression and professional development, and we are committed to delivering on this priority action. The data provides insights into root causes effecting psychological safety, engagement, motivation and key priorities for change such as recognition and reward, work-life balance and wellbeing issues, talent & development and leadership behaviours. We must address these findings to retain skilled and committed members.

In that vein, tackling unacceptable behaviour is a high priority for everyone in the Defence Forces. Despite the efforts over the last number of years, in the survey responses 24% of our people reported experiences of unacceptable behaviour, while a lack of trust in our grievance process and fear of reprisal and retaliation continues to be are the main reasons why people choose not to report. This includes abuse of rank and power, , bullying, discrimination, assault, sexual harassment and sexual assault, amongst other forms of inappropriate behaviour. In this regard, the Defence Forces Chief of Staff, Lt Gen Rossa Mulcahy, has reiterated his commitment to change and zero-tolerance to any form of inappropriate behaviour. The Chief of Staff has called on every member of the Defence Forces to be equally accountable for their actions and for enforcing this position. For the Defence Forces Board, dealing with these issues is non-negotiable, and they are acting upon the challenging findings in this survey.

The results also provide evidence that our sustained efforts are beginning to have the desired effect. While challenges have been outlined, the data shows our people recognise that transformation is underway and that our actions are delivering real progress. There is still a lot to do, but the survey gives us a clear message that we are on the right path to culture change and transformation.

WHAT WE HAVE DONE

Significant steps are being taken to address the long-standing cultural challenges and foster a more inclusive, respectful, and accountable organisational environment. We have been committed to meaningful reform, with a strong focus on dignity, equity, and professional conduct across all ranks.

Unacceptable Behaviour

The Defence Forces is committed to holding members of all ranks accountable for their actions and conduct. The primary function of the military justice system is the maintenance of discipline in the Defence Forces. Allegations of misconduct that may constitute a breach of military discipline are addressed through the military justice system. Where appropriate, matters are investigated in accordance with the Defence Acts and charges instigated by the Director of Military Prosecution, which may then be referred to court-martial for hearing and determination. The court-martial system is independent of the chain-of-command. The Defence Act provides for a range of punishments including custodial sentences, discharge or dismissal from the Defence Forces, reduction in rank, seniority or pay, monetary fines and formal reprimands. Punishments are proportionate to the circumstances of each individual case. The full range of punishments are available to the court-martial in each case and are awarded as deemed appropriate.

The Defence Forces continue to monitor Civil Court proceedings involving serving members. Where a member is convicted, the outcome is formally assessed and may result in administrative action up to and including discharge from the Defence Forces.

All allegations of sexual misconduct are now referred to An Garda Siochána for investigation.

Mandatory Sexual Ethics and Respectful Relationships Training has been developed and more than 3,000 of our members have completed this training. The training educates members on appropriate behaviour, consent, and respectful communication, and promotes a culture in which all individuals feel safe, valued, and heard.

An Unconscious Bias Training syllabus has also been developed. Over 4,600 members completed this training to date. This training helps personnel increase awareness of their biases and assists with fostering a more equitable and respectful workplace culture.

The recruitment of new occupational social workers along with existing occupation social workers strengthens our ability to deliver this training organically and at scale, while also enhancing the Defence Forces capacity to provide professional support to members.

Local Leave, special leave, restricted duties or reassigned duties continue to be utilised, where appropriate, on foot of alleged misconduct or inappropriate behaviour.

Grievance Management Reform

We have a new independent Interim Grievance Manager offering members a non-statutory process to have a complaint investigated outside the chain of command.

We have introduced professional training for Military Investigating Officers to ensure they have the skills and competence required to investigate complaints that are raised through the chain of command.

Organisational Cultural Standing Committee

The Organisational Cultural Standing Committee is a symbol of our institutional commitment to cultural transformation. The committee provides strategic direction, monitors progress and ensures accountability in implementing cultural change communicated through initiatives such as ‘IT STOPS NOW’ Key Messages, Operations and Training Musters.

Working Time Directive

The Implementation of the Working Time Directive, in 2025 has been an important retention measure, which sets out statutory rights in respect of daily breaks, weekly rest, and maximum working time over a given period with protections for exempted activities. A number of additional health and safety provisions have also been implemented, including the provision of WiFi in UNIFIL, and the provision of 1 x home reunion flight to Ireland per 6 month deployment where it is not possible for security reasons to take annual leave in the area of operation.

Inclusion and Policy Updates

Defence forces Policy for Maternity and Associated Protected Leave has been updated and published.

Military Officer instructors of inductees receive specialised inclusion training aimed at ensuring a greater understanding of inclusion and the challenges faced by personnel coming from under represented or marginalised communities.

Increased mandatory retirement age to 62 years and recruitment age to 39 years.

Extension of the provision of private secondary healthcare to all members of the Permanent Defence Forces in addition to the existing dental care, physiotherapy, and pharmacy services.

We have updated our Personal Appearance Standards to align with best practice in modern militaries and 21st Century Irish societal norms.

Retention

Retention in the Defence Forces is addressed through an integrated framework of measures spanning pay, conditions of service, career structures, workforce planning, and quality of life initiatives. These include:

• Implementation of pay and allowance improvements under successive Public Service Pay Agreements, including targeted military allowances.
• Progression of retention measures through the Local Bargaining process, in engagement with the Representative Associations, within public pay policy parameters.
• Development and implementation of non-pay retention initiatives, including improvements to training pipelines, enhanced career mobility, leadership development, and improved access to education and accreditation.
• Structural reforms arising from the Commission on the Defence Forces, including increased establishment ceilings, enhanced promotion opportunities, and modernised human resource governance.
• Ongoing development of a Defence Forces Strategic Workforce Plan, which will provide a long-term, evidence-based approach to workforce regeneration, retention, and capability sustainment across all Services.

NEXT STEPS

Value Our People Strategy

Following a comprehensive analysis of the survey results we are developing a dedicated Value our People strategy under the umbrella of the HR Strategy. This strategy brings together all of the important activities already underway, while also introducing new initiatives based on what our people have told us through the Value Our People Survey.

Grievance Management Reform

Building on the introduction of the Interim Grievance Manager in 2025 and the review of the Redress of Wrongs process, we will commence the design of a new digitally enabled, Grievance Management system, which will be transparent, accessible and will create greater levels of trust for our people. This reform will build trust in our systems and empower personnel to report issues with greater confidence and to ensure that grievances are addressed promptly and impartially.

Reprisal and Retaliation

We will formally address workplace reprisal and retaliation. In that context, we will develop a policy around issues related to reprisal so that we foster a culture where people feel safer to speak up.

Powers of Suspension

We are working with the Department of Defence to put measures in place so that the Chief of Staff will also be given authority and responsibility to suspend personnel, if required.

Redeveloped Career and Talent Management Systems

We will design and implement revised promotion processes, career development plans and career course selection processes that recognise each individual’s contribution through a new, digital, performance appraisal system.

Digital Time Management System

We will introduce a new digitalised time management system to enhance work life balance and support the recording of working hours as required by the Working Time Directive. The system will reach full operational capability by 30 SEP 2026 and will include;

• ~250 Scanners for ‘Clocking in/out’ with DF ID Card
• Software for Clerks and Leaders that will support administration
• Mobile Phone Application available for self–service by users
• Training to be delivered to >300 personnel (Trainers, Supervisors, Clerks)

Working Time Directive Strand 2 Measures

Additional health and safety protections associated with Working Time Directive implementation are in the process of being implemented including;

• Continued progress on physical infrastructure, including Welfare & Recreational Facilities, Recreation Rooms, Gym/Training Sports and Equipment upgrades,
• Enhanced extension of WiFi in O/S missions where possible and in line with security constraints,
• Extension of Tele-medical facilities where required and appropriate,
• Additional bottled water to overseas missions where required,
• Provision for additional Care Packages for Overseas missions,
• Enhanced Supplementary rations for troops missions,
• Enhanced hygiene Items and medical supplies.

Inclusion and Modern Ways of Working

We will launch an Inclusion Strategy. This will provide a deliberate approach to cultivating a culture where inclusion is deeply embedded in every facet of operations, setting out a methodology for attracting, developing, and retaining diverse personnel and embedding inclusion in our ways of working & communication.

We are considering the introduction of more modern, family-friendly and appropriate flexible work options to facilitate better work-life balance at times when our people need it most. Types of Flexible Work Arrangements that are under consideration include;

• Part-time work,
• Job-sharing,
• Blended Working,
• Shorter Working Year,
• Career Breaks.

Infrastructure Development

The DF in partnership with the DOD remains committed to delivering the remainder of the Infrastructure Development Plan up to 2027 within the financial resource of the Subhead, after which installation masterplans are being developed across the DF to ensure that the DF continues to transform and develop its infrastructure for the future force. Infrastructural priorities will be focused on existing and new capability requirements as well as facilities to support welfare, recruitment, and retention.

New projects will include accommodation centres, dining complexes, and gymnasiums for the Army, Naval Service and Air Corps, significant capability supporting infrastructure such as the new hangar at Casement aerodrome and the ground remediation works at Haulbowline, a new National Stores Reception Centre in the Defence Forces Training Centre, further development of the Joint Induction Training Centre, and the new Army Ranger Wing HQ.

Equipment & Capability Development

We will continue to work collaboratively with the Department of Defence on the development of long-term capability. Alongside major capability developments, the dress, appearance, weaponry, communications and personal protective equipment utilised by the Defence Forces will be modernised significantly over the next 2 years and will be visually noticeable and provide a boost to the morale of all DF personnel. These capability development and equipment acquisition projects include;

• Sub Sea Domain Awareness (SSDA) towed array programme,
• The Military Radar Programme (MRP),
• Defence Force Combat Uniform System (DFCUS),
• Integrated Modular Body Armour Systems (IMBAS),
• Designated Marksman Rifles (DMR),
• Software Defined Radio (SDR).

In addition to the above-mentioned projects there are a range of other procurement activities the Defence Forces and Department of Defence will engage on including Super Medium Helicopters, Naval Service Secondary Gun Replacement, UAV Capability, Multi Weapon Direct Fire Sighting System and Night Vision Equipment.

CONCLUSION

This is just a snapshot of the activities designed to improve the working lives of Defence Force members. The Chief of Staff, together with the DF Board, have emphasised that the Defence Forces are fully committed to supporting this work and building a culture of accountability, delivering operational excellence, through teamwork, dignity, trust and respect for everyone. Our actions will be rooted in dignity, driven by respect and united by teamwork, so that our people can continue their valuable work, every day, in service of the State.