Why Does The Australian Military Need To Know Spouse Occupation – The new forces will be deployed to submarines and other areas including space, cyber operations and naval assets. Photo: Paul Miller / dpa / piatcure alliance
Australian Prime Minister Scott Morrison said Thursday that Australia will increase its active defense personnel by about 30% by 2040, calling it the country’s largest military build-up in peacetime.
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The prime minister said during a visit to the army barracks in Brisbane that the expansion would cost around A$38 billion ($28 billion, €25 billion).
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“Our world is becoming increasingly uncertain, so it is important that we take steps now to protect our people and our national interest over the coming decades,” he said.
Over the course of 18 years, the size of the Australian Defense Force will rise to 80,000 – a level not seen since the Vietnam War.
Morrison said the rally was in response to “the threats and the environment we face as a country, as a liberal democracy in the Indo-Pacific”.
Australia has boosted its defense spending in recent years amid growing Chinese influence in the Indo-Pacific region.
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Last year, the country entered into an agreement to purchase nuclear-powered submarines from the United States and Britain under a new defense alliance, AUKUS.
Defense Minister Peter Dutton said complementing Australia’s defense capabilities was critical to making it a “reliable partner” with the US, UK and NATO.
“If people think that ambitions within the Indo-Pacific are limited to Taiwan only and that there will be no spillover effects if we don’t provide a deterrent effect and work closely with our colleagues and with our allies, then they don’t understand the lessons of history,” Dutton said.
Australia is set to declare a national emergency after floods on the country’s east coast claimed 22 lives. The new situation means flood victims can receive help faster.
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Prime Minister Scott Morrison condemned Beijing for pointing a laser at an Australian surveillance plane, saying it was an “act of intimidation”. Australian forces said they put the crew’s lives at risk.
Tens of thousands of people have been told to evacuate as heavy rains cause severe flooding in southeastern Australia. The death toll reached 10, and more people were told to prepare to flee. The Australian Defense Force (ADF) has often been defined according to the dominant masculine ideal, where notions of brotherhood and the “warrior spirit” flourish. Within this, male privilege dominated the force, with any recruit welcome to join as long as they could perform to the same standard as the man. However, over the past decade, the ADF has pioneered a change in the hyper-masculine culture of the military. This report will detail this shift by examining the Australian Human Rights Commission-led collaboration with the ADF and the implementation of the Path to Change: Evolving Culture of Defense strategy. He will then provide an overview of the major cultural initiatives brought about by change, the ADF’s total workforce model and service-specific female-oriented programmes. The report will then conclude with a discussion on the importance of women’s participation in the military.
From 2014 to 2015 the Australian Human Rights Commission collaborated with the ADF to help promote and cultivate cultural change within the Australian Army. The collaboration built on a previous examination in the treatment of women at the ADF and the Defense Forces Academy which ran from 2011 to 2013. This examination was conducted by the Sex Discrimination Commissioner at the time, Elizabeth Broderick.  After examination, Broderick made 21 recommendations, all of which were later accepted by the ADF, and focused on issues such as recruiting and retaining women in the ADF, preventing sexual harassment and assault, and improving leadership opportunities.  Following reviews by Broderick, the HRC, in collaboration with the ADF, aimed to embed cultural reform in all three military services (Navy, Army, and Air Force). 
The 2014-2015 collaboration was led by the current Commissioner for Combating Sexism, Kate Jenkins, and involved monitoring some military bases and units to identify their cultural environments. For example, Jenkins looked at the culture within the Army’s combat brigades and the rapid training of jet pilots, in order to make recommendations on ways to enhance female involvement.  By the end of the collaboration, Kate Jenkins had worked with more than 30,000 ADF individuals to identify areas necessary for improvement and make recommendations designed to promote cultural reform and diversity.  Overall, the collaboration has helped inculcate an inclusive culture for the ADF, with an emphasis on cultural diversity and reform.  This collaboration also highlights the Australian Army’s commitment to building a more inclusive and culturally aware environment. The ADF’s steps towards ensuring cultural change can also be seen through the entire Military Cultural Change initiative,
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(The Plan) was issued in 2012 and implemented as a strategy to create an organizational culture of inclusiveness, collaboration and professionalism in all ADF services.  The plan was additionally enacted to address the findings of initial reviews from Broderick in 2011. In addition to serving as a tool for addressing necessary cultural changes, the plan identified the importance of strategies for recruiting and retaining future women. The plan also prioritized women’s representation in senior and middle management roles and in decision-making bodies as a whole. Five years into the plan’s implementation, women’s representation has begun to improve.
As of 30 June 2019, the total percentage of women in the ADF is 18.9%, which is an increase of 4.2% from 2013.  There are also 70 senior officer positions held by women, and they are gradually increasing. 
By 2023, the Navy, Air Force, and Army have set specific goals for female participation. These include 25% for the Navy and Air Force, and 15% for the Army. To achieve these new goals, the plan is built on the foundation of updating the Australian defense sector’s cultural values, which have been published under the Defense Cultural Statement of Intent.  This cultural reform focused primarily on promoting an inclusive and diverse work environment, underpinned by mutual respect and accountability. In conjunction with this cultural reform, each service within the ADF has developed its own cultural change initiatives.
The Navy’s 2018-2023 Strategic Workforce Plan (Navy Plan) has increased the Navy’s ability to ensure diversity and gender inclusion.  The Navy plan focuses on ensuring that military personnel are provided with the necessary support measures in order to increase recruitment and retention. Measures include support for resettlement, updating of conditions of service (reunion visits for single parents with sole custody of a child), and consideration of school holiday periods. Actions under the Navy’s plan also include sponsorship of the “Future Through Collaboration” program for women in the engineering mentor and mentor program, and sponsorship of the Australian Institute of Corporate Directors’ board-ready program for senior Navy personnel.
Australian Defence Force
New Horizons, which began in 2012, has established overarching values for the Air Force which include achieving a diverse, inclusive and safe work environment.  Within this, the Air Force ensures that women have the same opportunities for training and career advancement as men, and provides support and flexibility for women with family obligations.  For example, the Air Force offers extended leave and part-time work options, the ability to “put on hold” one’s career, and access to child care and education services.
Beginning in early 2019, the Army Commander implemented a cultural change program, Good Soldiering. The program is built on four guiding principles: Courage, Initiative, Respect and Teamwork. These principles laid a foundation for mutual trust, understanding of diverse opinions, acceptance of individual differences, and incorporated the need for a collaborative, people-first approach. Good Soldering aims to completely change the culture of the military, working towards a more inclusive military.
In addition to the three cultural programs, a three-service model has been created to provide diverse and appropriate service options for military personnel.
In a survey conducted in 2014, both men and women were found to choose to leave the ADF to start a family, or to spend more time with their families.  In order to prevent the loss of military personnel, and to continue working towards equal gender representation, the Total Workforce Model (TWM) was introduced in 2016. TWM offered full-time and part-time tracks for military personnel, in order to allow a balanced career. TWM has also offered flexible working arrangements (FWAs). FWAs are available to individuals serving under Service Category 6, which allows the option of varied and flexible work hours, the ability to work from home, and the choice to work on a four-day-per-week schedule.
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To further ensure the retention and support of ADF staff – primarily women – women-specific initiatives have been established in each ADF sector.
Since 2018, the Navy, Air Force, and Army have sought to facilitate the integration of women in typically underrepresented workplaces.  This was done through the provision of mentoring, care and networking opportunities. These are shown in the table below:
The service-specific and TWM initiatives and cultural changes discussed thus far represent the steps the ADF has taken to create a more diverse and equal military where the specific needs of women are brought to the fore. However, the latest step by the Australian government to ensure gender equality around the world is just as important
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