Service personnel marching illustrating HRAFI - Haythornthwaite Review of Armed Forces Incentivisation

Tuesday 20th June 2023

A review of UK Armed Forces incentivisation by Rick Haythornthwaite:

What is the Haythornthwaite review?

The Haythornthwaite report is an independent review of the offer for our Service personnel. It examines ways to attract and retain new and next generations to the Armed Forces to 2035 and beyond, commissioned by the Secretary of State for Defence.

The 2021 Integrated Review identified a changing world and a changing security environment. It also endorsed an ‘Integrated Operating Concept’ for our Armed Forces so they could continue to defend the nation against new and emerging threats. The Armed Forces require a different size, shape, skills mix and approach for this purpose. The current offer has evolved in a piecemeal way over time and is complex, rigid, and predominantly a ‘one size fits all’ approach. This will be revised and updated to ensure the offer is forward-looking and fit for purpose.​

What are the findings of the Haythornthwaite review?

The report’s 67 evidence-based recommendations are the results of a comprehensive consultative review. Defence will establish a holistic reward and incentivisation strategy to attract and retain skills, maximise operational effectiveness and provide a modern, flexible and people-centric system fit for the future which is shaped around emerging generations’ needs.

Haythornthwaiter Review of Armed Forces Incentives cover

View the Haythorthwaite Report here >

The RAF Families Federation contributed views and evidence to the Review and we are pleased to see some of the main headlines below:

  • Significant investment in families accommodation and expanded choice for all families beyond traditional models.
  • A delegated approach to accommodation maintenance that enables a ‘listen and act’ approach for family occupants.
  • Reviewing opportunities to expand Forces Help to Buy provisions (within the spectrum of service) to support home ownership as an alternative to subsidised service accommodation.
  • Expanding models that allow proper flexible working (e.g. one day a week at work location) to give support to families who live away from the Service person’s place of work, enabled by digital infrastructure and functionality.
  • More support for partners accompanying personnel overseas.
  • More choice in allowances, for example, to allow more flexibility around UK moves.
  • A spectrum of service to enable individuals, families and the Service to have more control over their lives, whether through incentivising stability or enabling different working patterns.
  • Creating a system for ‘conversations that matter’ that would see more concerted investment and action around key family moments.
  • Compensating for the compound impact of being held on readiness to personnel and their families.

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