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Armed Forces Personnel

That is one of the great successes of the defence academy at Shrivenham. It is truly multinational, as I am sure my hon. Friend saw, and that involves integration among not only NATO allies and associated friendly countries but other countries with which we want to share a global interest. All those countries can participate in the courses. My hon. Friend asked about other Government Departments. In any post-conflict situation, whether related to peacekeeping or something short of peacekeeping, there has to be a comprehensive approach that involves all the agencies of Government having the best possible understanding of each other. We are encouraging that approach. I know that those who participate in the courses find them of great benefit, as do those who serve in the armed forces. I do not know which course my hon. Friend undertook, but whatever the level, participants increasingly understand that they must work in concert with other Departments. That is one of the key areas of improvement. There is no doubt that we currently face a difficult recruitment and retention environment. Our manning strategies focus on four aims: attracting more recruits, encouraging more to stay, using those whom we have more effectively, and reducing the commitments that they face. On the first of those aims, I can report some success. In 2006-07 we recruited 97 per cent. of our increased target—an increase of more than 1,000. That equates to 1,210 extra people, including 300 more female recruits, and compares to a 96 per cent. success rate in the previous year. This year’s Army recruitment figures are up 12 per cent. on last year’s figures. Infantry and Royal Artillery specific recruiting initiatives during 2006-07 have paid dividends, with 25 per cent. more enlistments for each arm than last year. While recruitment is important, retention is equally important or more so. Turnover is healthy for any organisation, but we do not want to lose highly skilled and experienced people. Owing to the quality of our service personnel, they are in high demand throughout industry when they leave the services. We must ensure that we have measures in place to encourage our people to stay. According to the latest figures available, on 1 May the total full-time strength of our armed forces was 176,920, some 96.4 per cent. of the requirement. The Royal Navy was manned to 94.7 per cent. of its requirement, the Army to 97.5 per cent., and the Royal Air Force to 95.1 per cent. I do not think that we have hit 100 per cent. in the modern armed forces. It certainly has not happened in my time, and it had not happened for some time before that, if ever. It would be an unusual development, for reasons that I will give shortly.