Thursday,
26 November 2009
DELIVERING DEFENCE
CAPABILITY THROUGH OUR SERVICE PEOPLE
Speech by the Minister
for Defence Personnel, Materiel and Science,
the Hon Greg Combet AM MP to the Australian Command and Staff Course
Australian Defence
College
Check against delivery
It is with
great pleasure that I deliver this speech today to the future leaders
of the Australian Defence Force, as well as many of your peers from
other nations represented in this room. As you put all the lectures
and assignments behind you and head towards your graduation, I am sure
that you are all looking forward to your new postings. For many of you,
this will no doubt involve commanding personnel in difficult and dangerous
situations. I am sure that the skills that you have acquired during
the year will help you overcome many of these challenges.
However, as I contemplate your futures
today it reinforces to me that we in government ask and expect much
from our Service personnel and their families. As Defence Personnel
Minister my responsibility is to ensure that members of the ADF have
conditions of employment that reflect the unique circumstances of your
work. So today I intend to inform you of how this government will deliver
the defence capability that Australia needs by investing in and supporting
our Service personnel.
In our short history as a nation, Australia's
service personnel have forged a formidable reputation throughout the
world.
Places like Gallipoli, Passchendaele,
Kokoda, Tobruk, Kapyong and Long Tan are all well known to Australians,
and are part of the Army’s rich history. Similarly, the past
achievements of the Navy including actions in the Coral Sea, Mediterranean,
and Indian Ocean and the Air Force in the skies over Europe, the Middle
East, Asia and the Pacific, combine to present a proud and rich heritage
of which Australians can be justifiably proud.
In these, and other areas of conflict,
our sailors, soldiers, airmen and airwomen have repeatedly demonstrated
their fighting spirit, skill and courage in protecting Australia, our
people and our values.
That work continues today.
Since 2005, we have deployed just over
45,000 people to a number of theatres across the world, including the
Middle East, East Timor, Solomon Islands and Africa. Closer to home,
border protection operations and assistance to the Australian community
in times of need remain ongoing and the work of all three Services in
this vital task has been outstanding.
Accordingly, our Service personnel have
and continue to fulfil a variety of roles including conventional battle
operations, peace-keeping, humanitarian assistance, border protection
and anti-terrorism.
They continue to be very well supported
by Defence's civilian workforce, whose men and women undertake a variety
of crucial roles across the organisation.
The Workforce Challenge – What do we
need?
I would like to start today by outlining
the challenge we face to get the workforce we need.
Defence cannot expect to meet its mission
of defending Australia and its national interests without a well-trained
and modern workforce at its disposal.
The 2009 White Paper describes the security
capability the Government expects Defence to provide.
To support the Government's future capability
plan, the full time ADF will be required to grow to approximately 57,800
members and non-military members will grow to around 21,900 in the next
decade.
The ADF strives to attract and retain
the best people to ensure that we have the workforce needed to meet
our goals. To meet this objective, the ADF has to compete in a
competitive domestic and global labour market.
Our young people today are presented
with many different employment options. Attracting them to join, and
remain in, the ADF in such a competitive environment will be an ongoing
challenge for both the Government and Defence.
A Compelling Employment Offer
If we are to do this successfully we
must recognise the increasing expectations that workers have with respect
to both their employment and their employer.
They want to be engaged by their work.
They want greater control over their lives, and they want to be able
to balance personal and family matters.
The Defence White Paper highlighted this
and identified the need for Defence to re-mix its employment package
into a compelling and competitive employment offer.
I am of the view that Defence must seek
to promote the total ADF employment package if it wishes to maintain
a competitive advantage.
This approach means that Defence should
examine the employment life-cycle from when an ADF member joins to the
day they retire and transition out of their service.
This would involve a comprehensive assessment
of what attracts people to Defence, what conditions of service and remuneration
should apply to retain them, what support services should be available
to them and their families, and what benefits are available once they
retire.
Defence's workforce strategies should
therefore be targeted at ensuring that every aspect of a member's working
life is considered and addressed.
In other words, Defence will need to
encompass remuneration, benefits, career and talent management, support
to families, health, rehabilitation and compensation, and work-life
balance as being integral to the Defence employment offer.
We have made some good progress in developing
such an employment offer, but there are still many challenges ahead.
I would like to acknowledge the efforts
of the Service Chiefs at this point who were tasked by the Prime Minister
last year with improving recruitment and retention. Navy, Army
and Air Force have all been extremely active in these areas achieving
excellent results.
Current Workforce Trends
As I indicated previously, the Defence
White Paper 2009 mandates that Defence will need to grow the full-time
force to 57,800 over the next decade.
I am pleased to inform you today that
we have already reached a full-time strength of over 57,100 personnel.
This result far exceeds our expectations and is mainly attributable
to a continuing decline in separation rates – which is testament to
the success of a range of policies and strategies that have been put
in place to retain people.
Early recruitment figures for this financial
year are also encouraging.
This reflects the work that has been
done by the Services and Defence Force Recruiting in providing information
on the diversity of Defence Force careers, while establishing a long
term brand position for each Service and dispelling common misperceptions
about Service life.
Given the importance that Defence places
on attracting new recruits to meet its current and future workforce
requirements, it is essential that it maintains a robust and viable
recruiting capability.
Accordingly, I would like to reassure
people about the state of current Defence Force Recruiting operations.
As the Government advised recently, Chandler
MacLeod Group (CMG) sought for its own reasons to terminate the
current Defence Force Recruiting Services contract which it signed with
Defence in July last year.
Defence subsequently agreed to this termination,
subject to certain conditions being met, and is now working with CMG
to ensure the successful transition into new arrangements by February
of next year.
Although the Government is disappointed
by this development, I am confident that Defence Force Recruiting will
continue to deliver a first-class recruiting service. Defence has a
robust continuity plan in place and is currently progressing an alternative
commercial arrangement.
Importantly, all current applicants for
enlistment and appointment are assured that their applications will
continue to be processed and that this current situation will not affect
them joining the Navy, Army or Air Force.
Similarly, new applicants can continue
to apply during this period. Defence is not turning any suitable
applicants away whilst this transition takes place.
I am also greatly encouraged by the improvement
in ab initio recruiting so far this financial year. This
is a testament to the professionalism of all Defence Force Recruiting
staff during a difficult time.
I will touch further on some of the other
work that is occurring in recruitment shortly.
Retaining high quality personnel is another
key component of Defence’s overall workforce improvement strategy
and the focus for Defence is aimed at improving retention across the
board.
Feedback from members via recent research
indicates that, overall, perceptions of remuneration, conditions of
service, job satisfaction and career management, are both positive and
improving. This suggests that concerted effort over a number of years
in the personnel arena by the Services to retain people have been well
received.
ADF Separation rates have continued to
decrease over the last 12-months. As at 1 October 2009, the ADF
12-month rolling separation rate of 8.1 per cent is over 2 per cent
lower than 12 months ago. In fact, Mr Speaker, it is the lowest
separation rate in the last 18 years for the ADF. However,
we cannot be complacent as separations are likely to increase in the
future as the Australian economy grows.
There are, of course, still challenges
within particular workgroups across the organisation but these are being
addressed and progress is being made.
Generally, these shortages continue to
mirror those of the wider Australian workforce. Doctors, engineers,
maritime professionals and technical trade categories are particularly
in short supply.
We have implemented strategies such as
the Defence Technical Scholarships program to help overcome these shortfalls,
and will continue to closely monitor these areas.
I have also recently commented on some
the workforce challenges involved in manning the future submarine fleet.
As I have indicated the best way we can
address the workforce challenge is to provide and demonstrate the compelling
employment offer that the ADF is. To this end I now want to discuss
some of the work we are doing across the personnel spectrum.
Remuneration
Firstly, I want to touch on remuneration.
Although it is not the primary consideration for members joining the
ADF, given the type of work that they do, our Service personnel rightly
expect to be appropriately remunerated. And we have made good progress
in this regard.
Recent Defence Attitude Survey results
have revealed very positive trends and improving satisfaction with remuneration
packages.
Recent initiatives in remuneration include
new pay structures for all soldiers, sailors, airmen and airwomen
that more appropriately recognise and reward rank and skill advancement.
Last year the Government began a $2.4
billion investment to modernise and competitively position over 196
trades and categories within ADF ranks.
Referred to as the Graded Other Ranks
Pay Structure, over 37,000 non-commissioned members have been moved
into a differentiated pay structure that competitively values their
skills, experience and contribution to delivering ADF capability.
This new structure offers greater reward,
through promotion, for developing command, leadership, and management
skills and expertise.
In addition, the rates of pay for trainees
have been improved and a new 'trainee allowance' has been introduced
which will assist in attraction and retention of trainees.
Further work is also underway to simplify
and restructure a wide range of ADF allowances.
Military Superannuation
The Government views military superannuation
as a key component of the benefits provided to ADF members.
The Government undertook to release the
Review of Military Superannuation Arrangements, the Podger Review, which
was commenced by the previous government, and then conduct an extensive
consultation process on this report.
We have done that and we continue to
consider the report's recommendations, a task complicated by the recent
Global Financial Crisis which has drawn into sharp relief the inherent
problems of accumulation funds such as recommended by Podger.
However, we have also recently announced
improvements to invalidity/death benefits provided under the Military
Superannuation and Benefits Scheme.
The increase to Compulsory Retirement
Age from 55 to 60 on 1 July 2007 means that a further five years of
prospective service is used to calculate the invalidity benefits for
those eligible members of the Military Superannuation and Benefits Scheme.
This potentially increases the overall
invalidity benefit payable under the scheme.
These superannuation increases complement
the support provided to injured members through rehabilitation and compensation.
The increase to Compulsory Retirement
Age and recent pay increases also make the superannuation package for
all members more attractive and provides incentives to remain part of
the organisation.
The Health of our ADF Personnel
The Government is committed to ensuring
that our ADF personnel have the very best support and health care services.
The ADF’s Joint Health Command is currently
implementing a range of reforms to ensure that our personnel have a
world class health service.
Two key reviews of Defence Health Services
have occurred in the last 18 months. They are the Alexander Review
into Healthcare in the Australian Defence Force and the Dunt
Review into Mental Health Care in the Australian Defence Force.
Along with that work has been ongoing
in changing the way we go about rehabilitation and providing healthcare
to ADF families.
I would now like to discuss some of these
in more detail.
Healthcare
The Alexander Review recommendations
address the provision of clinical care, increased operational health
capability and improved opportunities for health care professionals
across the ADF.
Of note, the review advocated the development
and implementation of a comprehensive e-health system that will improve
patient care by ensuring health practitioners have access to all the
relevant information for an individual.
This system will be in-line with the
recently announced “National e-Health Strategy” and will provide
significant benefits for ADF members given their frequent movements
due to postings.
Mental Health
Mental health is a key element in a serving
member’s overall health status and, in recognition of this, a review
was undertaken into “Mental Health in the ADF and transition through
Discharge” by Professor David Dunt of the University of Melbourne.
That report and its recommendations were
released on 1st May 2009. The Government has accepted or
partially accepted all of the recommendations of this report and implementation
of these initiatives has already commenced.
To ensure that the recommendations are
progressed urgently, funding of $83 million has been allocated over
the next four years.
This includes significant work being
done in enhancing the mental health workforce, with a focus on regional
area support.
The Dunt review recommended increased
engagement with Defence member’s families. Discussions are currently
being held with Defence groups to determine the best process to ensure
families are included in the mental health care of ADF members.
ADF Rehabilitation Program
In addition to the work being undertaken
in healthcare and mental health, Joint Health Command has continued
to expand and refine the ADF Rehabilitation program.
Since its inception, this program has
decreased the number of medical discharges through retraining of staff
for alternative duties within the ADF.
I am pleased to advise that this program
had a return to work rate during the 2008-09 financial year of 87 per
cent which is above the national average.
In early 2009, streamlined procedures
and a risk management process were introduced for health staff and rehabilitation
providers and this is proving to be a successful strategy.
ADF Family Health Care Trials
In conjunction with these reform programs
for serving Defence personnel, the Government also made a commitment
to extend free basic medical and dental care to the spouses and children
of ADF personnel.
The ADF Family Health Care Trial forms
part of the Government’s recruitment and retention strategy for Defence.
The trial to deliver basic health care to the dependants of Military
personnel has been introduced in two stages and caters to approximately
22 per cent of the ADF dependant population.
Stage one commenced on 1 May 2009 in
the Katherine, Cairns, Sale, Singleton and Pilbara regions. Stage two
commenced on 1st October this year and includes 13, 300 dependants
in Townsville, Darwin and Puckapunyal.
I can advise that approximately 2500
dependants are currently participating in the trial, and this figure
continues to increase daily.
The number of participating Medical practitioners
is currently 238 across all regions.
Testing for Cadmium Exposure
Apart from these initiatives, the ADF
also strives to provide a safe and healthy workplace and to respond
quickly to any health related concerns.
Recently, when it was discovered that
there was a risk that our ADF personnel could have been exposed to dangerous
levels of cadmium aboard the Collins Class submarines, the Government
acted immediately to ensure the health and safety of our ADF personnel
was not compromised.
All 6 submarines were tested for airborne
contamination. This testing revealed that airborne cadmium levels within
the Collins Class Submarines are well below the Australian Standard
and at a safe level.
All 6 submarines were also tested for
surface contamination. Testing revealed that cadmium surface contamination
does exist in proximity to some cadmium components on the submarines.
I have been advised that the cadmium
surface contamination poses little threat and the necessary hygiene
and safety procedures have been reinforced.
However, to ensure the safety of both
submariners and maintenance workers, all 6 submarines have now been
cleaned.
The Government’s primary concern throughout
has been to protect the health of our sailors and maintenance workforce.
I can also advise that ASC has tested
52 of their personnel for elevated cadmium levels with all results below
Australian defined standards.
The ADF has run an information campaign
for personnel informing and educating them about cadmium exposure.
This information also informed personnel
about the availability of screening for anyone who was concerned about
exposure.
I understand that so far no results from
this screening have been received above the Australian defined standards.
Voluntary testing still remains open
for any submariner who may wish to undergo this practice.
I would like to conclude on health by
responding to recent media reports suggesting that members of the ADF
are using illicit drugs while deployed on tours of duty in Afghanistan
and returning home addicted.
The Chief of the Defence Force responded
to these allegations on 22 November. He confirmed that what was reported
in the media is baseless. The ADF has conducted Prohibited Substance
Testing in Afghanistan since 2005 and all test results for deployed
ADF members have been negative.
I am advised that overall more than 35,000
tests have been conducted between 16 June 2005 and 31 August 2009, involving
the random and targeted testing of ADF members both in Australia and
while on operations. The average rate of positive tests over that period
was 1.54 per cent, while the figure of 0.98 per cent for the current
Fiscal Year is the lowest recorded so far. This reinforces the low use
of substance abuse in the ADF and the positive steps taken to manage
this issue.
Family Support
Finally, but most importantly we are
also working on ensuring that we provide support to the families of
our ADF members, as part of our employment offer.
The life of the ADF family is very challenging.
We require them to relocate regularly, we require them to sacrifice
family time when we deploy ADF members for up to 8 months at a time
and we know they are often separated from the support of extended family
and friends.
We are also conscious that ADF children,
throughout their schooling, attend twice the number of schools as are
attended by non-ADF children.
All of this has driven research into
whether our support services for families are sufficient.
The research recently conducted demonstrates
our ADF families are overall satisfied with their health, standard of
living, relationships, and achievements. The research also demonstrates
the value placed by families on the provision of modern, community standard
Defence housing located near bases.
The Defence Housing Australia (DHA),
for which I am also responsible, is aware of the importanceof housing
to ADF members and their families.
DHA delivers quality housing by managing
around 17,300 residences across Australia, worth around $7.8 billion.
It is especially important, especially in a time of high operational
tempo, that these homes reflect the desired work/life priorities of
ADF members, taking into consideration transportation routes, community
infrastructure and proximity to ADF bases.
Under the Government’s Nation Building
Stimulus Plan the DHA has added an extra 802 houses to their schedule.
I am happy to say that DHA are progressing
well with the delivery of these houses. 716 of them have been contracted.
589 houses have commenced major site works and 173 have now been completed
and are ready for Defence families to move into in the next posting
cycle in early 2010. This is a wonderful achievement.
While housing and many aspects of our
support to families is going well we can be doing better.
We still have some issues around effective
communication with families, sometimes they feel isolated with nowhere
to turn. To assist families with this, Defence has identified ways of
improving our communication with ADF families, and how to be more responsive
to families with increasingly diverse circumstances, needs and preferences
for the level of involvement that they wish to have in the ADF community.
To help ADF families feel more connected
to the Defence community, we are doing more to foster and support a
sense of shared responsibility for this between families, ADF members,
ADF commanders, senior leaders and Defence. Our efforts include
improving the quality and reach of communications with families, and
encouraging members and their families to take advantage of opportunities
to be involved in unit and ship activities and pre-deployment preparation.
Meeting the Challenge - Expanding the
Pool through Diversity
I would now like to turn to some of the
key initiatives that we are undertaking to meet the recruitment and
retention challenge.
The Government would like to see the
ADF become more representative of our community. By itself this is a
worthwhile aim. However, it also allows us to have a more stable base
from which we can recruit and retain our people.
To this end, and with the full support
of the ADF leadership, we are encouraging a diverse workforce. We are
also seeking to expand the pool of our potential recruits.
I would now like to outline some of the
initiatives that we are undertaking in this area.
Recruiting and Retaining Women in the
ADF
With women making up only 13.4 per cent
of our ADF, it is evident that this is an area we can do better, and
which the Government is committed to doing better.
Last week, I was pleased to be able to
launch the Chief of the Defence Force’s Action Plan for the Recruitment
and Retention of Women.
This Plan is aimed at breaking down the
barriers to women joining and remaining in the Defence Force. This is
a very significant initiative that gives a sharper focus to the vital
contribution that women make in the ADF.
It is targeted at recruiting more women,
introducing more initiatives to allow career choice for women, examining
how working arrangements can be more flexible to facilitate a more ‘family
friendly’ workplace, and striving for cultural change.
While Defence is implementing a range
of initiatives on this front, the Action Plan will drive a much more
detailed analysis of the reasons for low female recruitment rates and
how we can improve retention rates.
I am confident that this Plan is the
beginning of a strong drive for change. We can engage women in our workforce.
We can give them choice. And we can afford them every opportunity
to have a rewarding career. In fact, this is how it has to be
if we are to have an effective 21st century ADF.
At the heart of this Plan is the clear
recognition that the ability to have and raise their families is a key
consideration for women in the ADF. It is also a key consideration
for men in the ADF. This is where choice and flexibility is so
important.
We need to recognise that the ADF is
not the most family friendly profession. We must appreciate that
family life demands stability, and that posting cycles and employment
conditions need to recognise that critical fact.
I am hopeful that the CDF’s Action
Plan will address some of these issues. For example, under the Plan,
ADF members will be able to purchase up to four weeks additional annual
leave each year and have the right to work part-time after maternity
or adoption leave.
All of these initiatives are vital if
we are to increase the participation of women in the ADF. This Action
Plan is a commitment to the women of the ADF.
Indigenous Australians and the ADF
The Government is also working to improve
the recruitment and retention of Indigenous Australians.
In 2008 the previous Minister for Defence
Science and Personnel, Mr Warren Snowden, launched both the ADF Indigenous
Recruitment Strategy and the Directorate of Indigenous Affairs.
The ADF Indigenous Recruitment Strategy
aims to:
Steadily grow the number of
Indigenous Australians recruited into the Australian Defence Force.
Improve the satisfaction levels
of Australian Defence Force Indigenous members; and
Better integrate Indigenous
culture into Australian Defence Force values and lifestyle.
In addition to this, Defence Force Recruiting,
with assistance from the Directorate of Indigenous Affairs, has developed
an Indigenous microsite for the Defencejobs internet site. The new microsite
showcases currently serving Indigenous servicemen and servicewomen as
positive role models.
A Multicultural ADF
Defence wants to be recognised as an
employer that values diversity of cultures in its workforce.
Just as a diversity of cultures has greatly
benefited our community, further diversification of the ADF will greatly
benefit our military.
While Defence has military members originating
from over 20 ancestral backgrounds and speaking over 30 different languages
at home, only 6.5 per cent of military personnel speak a language other
than English at home, compared to 21.5 per cent of the wider Australian
population.
That is why Defence is conducting work
on a Multicultural Recruitment Strategy to assist with attraction and
recruitment to make the ADF more representative of the Australian community.
I am hoping to make further announcement on this strategy in the course
of 2010.
Getting in early – targeting Australia’s
Youth
In addition to these other initiatives,
the Government has also been keen to promote the early engagement of
young people with the ADF so that they can learn and inform themselves
of the many roles and careers available within the ADF.
For instance, the Gap Year Program offers
young people up to 12 months military training and experience, without
committing to a full career in the Defence Force.
There are 700 available positions in
2009, and the full 700 positions will be filled. Female participation
in this program is very high, while the take-up rate to the full-time
force is also encouraging. As at 1 October 2009, 231 of the 700 participants
from 2008 were serving in the permanent forces.
Other initiatives, such as the Defence
Work Experience Program and the ADF Youth Connection program are helping
to promote the values of the ADF to young people across the country.
The Future Reform Agenda – Making it
work properly
So far I have outlined the comprehensive
work program the Government is undertaking to meet our workforce challenge
by providing a compelling employment offer and expanding our recruitment
and retention targets.
This will not work, however, if we do
not reform the defence ‘backbone’ - the core areas that are
involved in the delivery of these services.
Strategic Reform Program and Shared
Services Agenda
The Government's Defence White Paper
outlined Force 2030. The associated Strategic Reform Program outlined
how we will achieve this.
This agenda of deep reform is focused
on three key areas: improved accountability; improved Defence planning
and improved productivity.
With respect to improving productivity,
Defence needs to implement smarter, tighter and more cost effective
business processes and practices that will make sustainment and support
management more efficient and effective. This will also be true of the
personnel area.
This reform is very important for our
people. It is essential that they are supported by effective and efficient
administration.
In the past, Defence has been burdened
with cumbersome administrative processes, particularly in the area of
human resource support.
Under the Strategic Reform Program Defence
will revise the level of services provided and increase the use of shared
services across the organisation. This is important work integral to
reforming the way Defence does business. Through this process, we can
expect to see our ADF members being supported more effectively.
Reforming our Human Resources Systems
A key component of the shared services
agenda involves modernising Defence's payroll processes and personnel
information and communications technology (ICT) systems.
It is true to say that Defence currently
has inefficient and antiquated payroll arrangements that are not supporting
the needs of its personnel.
This became evident when Defence implemented
a range of pay-related initiatives over the course of the last twelve
months. As a result, we have seen problems with SAS pay, Army Reserve
Pay and the provision of flying allowance.
There were also recently issues surrounding
the application and payment of Special Forces Disability Allowance to
Air Force forward air controllers belonging to 4 Squadron.
Although this was not an issue involving
systemic problems with Defence's pay system, it demonstrates how important
it is for Defence to continuously improve their business support processes.
As I indicated to the parliament on 20
October 2009, I requested Defence to resolve this situation urgently,
and wrote to the then acting Chief of Defence Force in that regard.
I can advise that in relation to this
situation, the Chief of Air Force has approved the business rules for
the payment of SFDA to eligible 4 Squadron members.
I also understand that retrospective
payment of Special Forces Disability Allowance has now been provided
to all eligible 4 Squadron members.
I am now waiting on advice from the Chief
of Air Force to confirm whether any other action is required to conclude
this matter but I am confident the major issues have now been resolved
in respect of these individuals.
The Government is committed to ensuring
that our service personnel and families are paid their correct entitlements
on time.
The move towards a shared services model
for managing human resource functions will help reduce inefficiencies
in the system and determine clear lines of accountability and responsibility
for payroll processing and management in Defence.
It is important that Defence owns a modern
personnel ICT system that can be easily accessed and used by all Defence
staff.
Defence is doing two things to reach
this goal. It will first implement a technical refresh of its current
personnel systems to build a stable platform for further software development.
Further capability will be delivered through Defence's Personnel Systems
Modernisation project also known as Joint Project 2080 Phase 2B.1.
Conclusion
The Rudd Government is of the view that
an increasingly strong and adaptable workforce in the Department of
Defence is central to national security.
That is why it is essential that we provide
a compelling and total employment offer that attracts, retains and rewards
personnel.
It is also why we must expand the targets
of our recruitment and retention areas through providing more flexible
and smarter practices to encourage greater diversity.
Finally, we need to press on with ensuring
that Defence’s systems are finally updated and are able to deliver
the services that we need.
Defence needs to attract and keep people
through offering more than just a wage or just a job. Rather,
it is profession, a vocation and a way of life. And because it
is so, its professionals need the highest levels of personnel services
and support.
The men and women of Defence deserve
nothing less.
I wish each and every one of you the
best for your graduation and future careers.
Media contacts:
Rod Hilton (Greg Combet):02 6277 4771
or 0458 276 619
Defence Media Liaison:02 6127 1999 or
0408 498 664
THE HON.
GREG COMBET MP
Minister for Defence
Personnel, Materiel and Science
www.defence.gov.au