To ask Her Majesty's Government what incentives there are to improve retention rates in the Armed Forces for (a) specialist personnel for whom there is a shortage in manning, (b) mid-career officers, and (c) mid-career non-commissioned officers. [HL1506]

Retention is generally satisfactory across the Armed Forces. Nevertheless in some important areas, exit rates are still too high and require us to work hard at retaining people in these areas. Retention measures such as commitment bonuses, re-engagement packages, financial retention initiatives and initiatives to improve work/life balance and working conditions at the front line, continue to be used with the aim of discouraging outflow.

No specific retention incentives are aimed at service personnel at their mid-career point other than the attractive terms and conditions of service and remuneration package offered by the Armed Forces. Our general aim is to maintain stable levels of retention through policies that genuinely reflect the priorities of our people and their families whilst optimising their operational effectiveness. For example, the Service Personnel Command Paper was designed to end any disadvantage imposed by the unique demands of service life today, and provide for special treatment where appropriate.