Found: 2024–25, Draft Legislative Reform (Disclosure of Adult Social Care Data) Order 2025; Armed Forces Commissioner Bill

Found: Mr Tan Dhesi MP Chairperson House of Commons Defence Committee Finally, the Armed Forces Commissioner Bill

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, whether (a) appointments to the Armed Forces Commissioner will be included in the Public Bodies Order in Council and (b) the chair appointment will be classified as a significant appointment.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Armed Forces Commissioner Bill is in the final stages of its Parliamentary passage. Once the Bill achieves Royal Assent we will place the Armed Forces Commissioner on the Public Appointments Order in Council (subject to the necessary approvals) and therefore subject, in principle, to the Governance Code for Public Appointments. It is proposed that this appointment will be treated as a ‘significant’ appointment.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, with reference to his Department's press release entitled Homes fit for heroes: Raft of new measures to improve military family housing, published on 18 April 2025, how the Armed Forces Commissioner will be involved in the two stage complaints process for service housing.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

We are committed to listening to our people and we are establishing an Armed Forces Commissioner to act as a strong, independent champion for personnel and their families to improve Service life. The role of the Commissioner and the process for the investigation of complaints will be confirmed when the Armed Forces Commissioner Bill comes into force with the Armed Forces Commissioner Act.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 50 on allowing heads of professions to immediately identify where skills-based career pathways should be established in their areas of responsibility.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 61 to establish a design authority to define technical and functional requirements, manage, track and evaluate all design elements of the solution.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 58 to trust commanders to identify, where reasonable, additional funds can be best employed.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 45 on developing a head office investment approvals process for human capability.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 61 to conduct pilots on a representative sample set of (a) Head Office, (b) single Service and (c) Top Level Budget areas to (i) test and (ii) iterate the technology solution.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement the element of the element of recommendation 56 on delivering access to (a) broader and (b) up-to-date information about (i) professional career paths and (ii) skills development opportunities to career managers.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 54 on (a) researching and (b) setting an approach that identifies what are known as moments that matter for conversations referenced in recommendation 53 of that review.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 55 on making data on (a) the individual, (b) their aptitudes and (c) wider context immediately available to career managers.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 66 to ensure senior leaders (a) have committed to and (b) clearly communicated how they intend to go about delivering on the review’s recommendations.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 67 to put in place a system to (a) understand, (b) monitor and (c) improve the key conversations that matter around (i) recruitment, (ii) starting a family and (iii) careers.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 on (a) improving and (b) exploiting data (i) capture and (ii) baseline across all workforce types.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 on to communicating the intent to embark on a substantial cultural change across workforce planning.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 60 to enable Head Office to focus on ensuring the necessary consistency in process, alongside strategic, long-term and pan-government workforce interventions.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 60 on defining (a) core objectives, (b) design principles and (c) the overall operating model.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 56 on empowering career managers to (a) discuss and (b) offer individuals opportunities to (i) move between employment type, (ii) upskill and reskill, (iii) access talent management initiatives, (iv) move professions, and (v) consider a temporary or permanent move outside the service.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 53 on creating a mechanism to ensure discussions known as personalised conversations that matter happen at events-driven intervals for all personnel during their career.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 51 on designing career pathways that holistically incentivise (a) skills acquisition, (b) reskilling and (c) upskilling by using all elements of total reward approach.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 52 on reorganising career management around skills groups rather than rank groups for professions.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 65 to make supporting the creation of an inclusive culture an explicit objective of the (a) people system, (b) data it collects and (c) tools it applies.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 to integrate strategic workforce planning fully with other parts of the (a) incentivisation and (b) people systems.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 to integrate (a) process and (b) policy first.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 63 on making the requirement to build an inclusive culture a core part of expected leadership behaviours against which leaders are judged.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 on exploiting data available to (a) enhance and (b) feedback to (i) organisation design and (ii) structured establishments.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 62 on (a) pivoting and (b) refocusing workforce planners on activities that add value to the organisation.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 63 on moving inclusion from being a stand-alone diversity and inclusion activity.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 61 to engage a third party to conduct an agnostic vendor selection market assessment to determine which products, functionalities and services are available and aligned to user requirements.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 59 to ensure the whole strategic workforce planning ecosystem remains balanced and coherent by light-touch governance with shared ownership that ensures coherence.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 61 on introducing a new whole-force workforce planning technology and data solution.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 61 to define the design principles for the technology and data solution.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 64 on creating a human resource advice service that can provide independent support to (a) the chain of command and (b) personnel of all ranks.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 6 on the uplift of the new contractual trust with consequences limit to £100,000 within all top level budgets.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 63 on experimenting with new training methods to find the best practice that works in the military context.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask His Majesty's Government what definition they use for "family members" in the Armed Forces Commissioner Bill.

Answered by Lord Coaker - Minister of State (Ministry of Defence)

The full definition of ‘relevant family members’ for the purposes of this Bill will be included in secondary legislation. This is being done to mirror the approach taken elsewhere in legislation relating to the Armed Forces.

A draft of the definition of ‘relevant family members’ will be shared with Peers as part of Committee Stage in the House of Lords, scheduled for 19, 24 and 26 March 2025.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 6 on removal of all bureaucratic barriers to the use of the contractual trust with consequences limit.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 8 on the empowerment of Single Services.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department implement recommendation 9 on the Future Accommodation Model approach.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 7 on the improved approach to service delivery.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 1 on the creation of a new people-value-proposition.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 2 on the people-value-proposition hand-in-hand with personnel.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 11 on the improved communication of the value of the accommodation element of the wider offer.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January 2025 to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 10 on the recognition of long-term partners.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 11 on the update of the charging mechanism for accommodation.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 12 on the hybrid working accommodation trial.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 6 on the uplift of the new contractual trust with consequences limit to £100,000 within all Top Level Budgets.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 6 on the reintroduction of a focus on empowerment and adding value into commercial service delivery.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 5 on the test of changes outlined in recommendation 4 at a specific site.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 5 on the identification of a site to conduct the test of Delivering Defence Dining Quality.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 16 on creating a spectrum of service categories that avoid any suggestion of less commitment or reduced capability.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 14 on reviewing the number, scope and scale of allowances.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 15 on creating a spectrum of service framework.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 13 on the zero-based review of the overseas package.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 3 on further investment in service accommodation.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the answer of 30 January to Question 20673 on Haythornwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 4 on the improvement of food service provision.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 40 on (a) conducting systematic benchmarked aptitude tests on all joiners and (b) recording them as part of the Personal Digital Profile.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 37 on ensuring sufficient welfare megabit allowance to enable at least one video call per week.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 40 on ensuring all recruits are tested for aptitude (a) on joining and (b) are updated throughout their career.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 37 on setting a clear connectivity goal on operations.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 58 to empower single Services and Top Level Budget holders to (a) own, (b) plan and (c) manage their optimum employment mix within an overall workforce cost envelope by implementing the five key process changes.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 58 to free up the Army’s headcount constraint, moving to a workforce cost envelope approach that will increase focus on capability outputs.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 57 to produce a gap analysis to better understand the (a) strengths and (b) weaknesses of the current performance management approach.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 38 on building connections and understanding in broader society through a newly reinvigorated outreach and engagement capability.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 38 to apply a five-step approach that combines innovative, risk-taking engagement online with real-life opportunities.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 39 on targeting (a) newly engaged, (b) more diverse and (c) skilled populations to bring more recruits into the Services.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 36 on setting out a clear day-to-day connectivity goal based on broader Government ambition.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 33 on planning for (a) long-term capability and (b) introducing a personal digital profile.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 34 on the trial of a revolutionised approach to recruit digital aptitude into the uniformed force.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 35 on ensuring that appropriate effort is dedicated to internal skills development.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 32 on commissioning new data sources.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 30 on Head Office ensuring interoperability as Single Services continue to deliver other capabilities.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 22 to establish a sustainable costing methodology for the reward framework to understand the (a) cost and (b) value of the reward strategy.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 29 on delivering a path toward policy simplification before the digital solution is fixed.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 31 on delivering digital capability to create a people data strategy.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 20 to implement a reward framework that (a) rewards mobility and (b) rewards those engaged in (i) risky and (ii) rigorous activity outside operational theatres.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 28 for a Head Office led delivery of an agreed set of core capabilities that are (a) consistent and (b) unified across the organisation.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 27 to deliver digital capability to encompass all service delivery functions to (a) veterans and (b) other personnel.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 21 to conduct longitudinal research to understand the value service personnel place on all elements of the reward package.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 59 to create a strategic workforce planning coherence committee for (a) single service and (b) top level budget holder coordination, including financial planners in Head Office and elsewhere.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 58 to adapt and endorse processes which promote changing workforce types as needed by (a) single service and (b) top level budget holders.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 58 to include robust workforce planning assessments in the evidence needed for options analysis in outline business cases.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 58 to integrate (a) regular and (b) reserve strategic workforce planning.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 41 on (a) refreshing the Armed Forces Covenant as a two-way relationship and (b) beginning a conversation with today’s members about how this can be done.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 42 on developing a coordinated approach to (a) retain a relationship with and (b) increase understanding of veterans within the broader labour market.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 37 on creating separate allowances for (a) chain of command, (b) management and (c) training responsibilities.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, if his Department plans to implement recommendation 47 on recording skills-based information on (a) regular and (b) reserve personnel to enable career managers to match skills to roles.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 46 on creating a new and integrated governance structure for the Defence People Function.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January 2025 to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement recommendation 16 on creating a spectrum of service categories that do not come with specific constraints on reward package of membership.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 26 on delivering a single front end, single sign-on portal available on (a) personnel’s own devices, (b) his Department's intranet, and (c) approach and use terminals when deployed.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Question to the Ministry of Defence:

To ask the Secretary of State for Defence, pursuant to the Answer of 30 January to Question 20673 on Haythornthwaite Review of Armed Forces Incentivisation, whether his Department plans to implement Recommendation 19 on implementing a Pan-Defence Skills Framework.

Answered by Al Carns - Parliamentary Under-Secretary (Ministry of Defence) (Minister for Veterans)

The Government acknowledges the important work done in the Haythornthwaite Review of Armed Forces Incentivisation (HRAFI) report completed under the previous Government.

The Government is delivering a comprehensive portfolio of work to fix the people system, and this captures many of the recommendations of the HRAFI report, but goes much further. The portfolio is organised around five Missions aligned to the key themes of the report. These Missions will form the basis of all future work delivered across the People Function.

Defence has been taking forward work that directly addresses the majority of the reports 67 recommendations. To deliver a workforce that is highly skilled and productive, meeting the demands Defence is likely to experience, and helping ensure benefits are felt by our people as soon as possible.

Progress is constantly monitored and reported on through the governance structure to ensure real time oversight.

The progress made within each Mission is summarised below:

1. Workforce Agility. Delivering the right people with the right skills in the right place at the right time will result in a reduced number of gaps across the workforce, increase the percentage of deployable Suitably Qualified and Experienced People and enable more effective and intelligent management of the workforce to support operational effectiveness. This will, in turn be a more rewarding use of Service personnel’s skills, supporting their development and becoming a key lever to satisfaction and retention.

Work is underway to improve engagement with veterans, understand how to make better use of the Reserve forces and make improvements to the workforce planning. The Armed Forces Recruitment Programme will deliver a tri-service recruitment solution by 2027.

2. Skills. This Government will build Defence as a world-class engine for a skills-based approach to recruitment, workforce planning and increased operational effectiveness. This includes the Pan-Defence Skills Framework (PDSF) which will start to be implemented later this year, will represent the first important milestone towards becoming a truly Skills-Based Organisation. A PDSF skills-based pay supplement is being developed to be tested with a cohort of engineers from spring 2025.

3. Reward. In direct response to recommendation 24 of the report, work has begun to trial aspects of a Total Reward Approach with a cohort of engineers to help understand what our people really value in their reward and benefits package, and to inform prioritisation of initiatives. Release 1 initiatives are starting to be rolled out and will see improvements for the cohort of engineers and more widely, including targeted Financial Retention Incentive payments to some of this cohort as well as to junior ranks across the Army. The evaluation of initiatives within Release 1 will inform and shape future reward packages across Defence; an approach advocated by HRAFI.

Within this Mission, we have also recently announced an improved offer for overseas families, with the expansion of the wraparound childcare scheme. We are also continuing our work to strengthen the Armed Forces Covenant in law. This Government also awarded personnel the highest pay rise in 20 years.

Taking a future-focused approach, understanding what drives the retention and recruitment of target generations and using financial and non-financial levers to stabilise and motivate the workforce we aim to attract new talent, incentivise reward and develop a bespoke reward landscape for a better experience for our people and their families.

4. Digital. This focuses on providing a consumer-grade, user experience, which was a big emphasis within the report (chapter three was devoted to this). Delivery of the objectives under the well-established Corporate Services Modernisation and Defence Human Resources Services programmes will go some way to achieving the intent of the report. In line with this, progress is being made with the simplification of policy across military and Civilian systems, supported by the roll out of consistent HR taxonomy. This will deliver an improved lived experience enabled through intuitive, accessible and responsive HR and digital services that meet employee needs in a timely and user-friendly manner; ultimately driving enhanced employee satisfaction.

5. One Defence. This Mission recognises the extent of the cultural challenge that we face in many areas and much of this is captured under our Raising our Standards programme. More specifically, work is underway to review the Service Justice System and Service Complaints process. Defence Reform will make recommendations for a more effective People Department. Underlining the government’s commitment to addressing welfare concerns within the Armed Forces, the Armed Forces Commissioner Bill continues its passage through Parliament. The ultimate goal is to deliver a workforce that harnesses all talents.

Apprenticeships APPG
Wednesday 11th June 2025

Found: Pam Cox MP drew a comparison between the Skills England transition and the Armed Forces Commissioner Bill

Found: essential care and support under the new VALOUR system, and passed through Parliament the Armed Forces Commissioner Bill

Found: You will also be aware that in the King’s Speech, the government announced an Armed Forces Commissioner Bill

Found: You will also be aware that in the King’s Speech, the government announced an Armed Forces Commissioner Bill

Found: essential care and support under the new VALOUR system, and passed through Parliament the Armed Forces Commissioner Bill

Found: 2025 from Baroness Smith of Newnham to Lord Coaker regarding issues raised during the Armed Forces Commissioner Bill

Found: Letter dated 23/04/2025 from Lord Coaker to Baroness Ramsey regarding the Armed Forces Commissioner Bill

Found: Letter dated 22/04/2025 from Lord Coaker to Lord Stirrup regarding the Armed Forces Commissioner Bill

Found: Switchboard) 4.8.2.3 23 April 2025 Dear Timothy, Armed Forces Commissioner Bill

Found: Letter dated 14/04/2025 from Lord Coaker to Lord Lancaster of Kimbolton regarding the Armed Forces Commissioner Bill