The 18th International Conference on Ombuds Institutions for the Armed Forces Sydney

I begin by acknowledging the traditional owners of the land, the Gadigal people of the Eora Nation. I pay my respects to their Elders past and present, and extend that respect to Aboriginal and Torres Strait Islander peoples joining us today.

I also pay my respects to all those who have served our nation in the past and continue to do so today.

This morning I also acknowledge:

• James Gaynor CSC, Inspector-General of the Australian Defence Force
• Ambassador Nathalie Chuard, Director DCAF – Geneva Centre for Security Sector Governance
• Distinguished Ombuds, Commissioners and Inspectors-General, 
• Ladies and gentlemen.

Welcome to Sydney, Welcome to Australia!

I’m honoured to open this Conference and I am very proud Australia is hosting it this year.

And I thank Mr Gaynor and his team for their efforts in organising this event.

Working closely with our co-hosts the Geneva Centre for Security Sector Governance…- DCAF –

…who have, for 26 years supported governments around the world who uphold accountability and strive to improve the governance of their security and military sectors.

The value of working together has never been more important, as this year’s very prescient conference these suggests.

In 2026, we are navigating a rapidly evolving geo-strategic environment.

So much is in question – the international rules-based order is under great strain, and the integrity and durability of our deeply valued institutions under attack. 

This is only matched by the rapid pace of technological development together with rapid increases in military spending.

When we merely just look at what the concept of our geostrategic environment now entails it is not just land, sea and air but also now cyber and space.

And as we all address these circumstances, of course we are working ever more closely together, both within our own Defence Forces with more integration and services working jointly but also because we have more personnel from one nation’s defence force working along-side or embedded with other forces from other nations. 

This brings with it more complex inter-service and international cultural differences on top of differing rules of engagement, discipline systems and other interoperability dynamics.

There are also the new difficulties presented in understanding and determining responsibility and accountability that come with operating in a new AI and automated environment in every domain but most obviously with drones and weapon systems.

How to find solutions to shared challenges is more important than ever.

And why we mustn’t lose sight of the important work undertaken in each of our systems by armed forces ombuds institutions.

Our communities rightly hold us to the highest levels of scrutiny, and institutional accountability and improvement.

However, the work is essential to creating and maintaining trust and confidence not only of personnel but also Governments and the broader population of a nation.

Therefore, it is also essential that Ombuds operate in a way that maintains that trust and confidence, in a way that provides as much transparency and reasoning as possible, in not only the processes they oversee but of their own processes as well. 

I am sure many of you are all too aware of how the “court of public opinion” has ever evolving views and expectations. 

Militaries are no longer something that can get away with not meeting the “pub test” of what meets community expectations of behaviour and justice not only being done but being seen to be done. 

And of course, this all brings with it the ever-thinning line of what constitutes appropriate accountability versus patriotic fervour.

Adding to all of these responsibilities, which are difficult enough as it is when focused on uniformed services, we see responsibilities expanding to also include public servants, contractors and industry working with defence forces as well. 

I recently opened a conference focused on moral injury – an increasingly important area of research for understanding, diagnosis and treatment amongst our armed forces.

Moral injury is generally defined as the psychological, social and spiritual impact of events that involve a betrayal or transgression of a person’s deeply held moral beliefs and values in high-stakes situations.

It is not uncommon for such impacts to be felt with Defence Force members who feel that their command or discipline systems have operated or failed to operate in an appropriate way that upholds their personal values and the values of their organisation.

At the conference I was asked about what leaders could do to reduce such incidences of moral injury. My response was to try and make the right decisions – much easier said than done of course.

The backstop to this, in some circumstances, is you. 

As Minister for Veterans’ Affairs and Defence Personnel my focus is always on the men and women who have served, and continue to serve the nation to protect Australia and its interests.

Ensuring that they are respected and well supported by their leadership and the broader defence organisation in service and by our veterans’ agencies after service to ensure they are properly looked after and acknowledged is front and centre to my work.

Royal Commission

This has meant listening to our broader community and acknowledging their expectations and concerns as well. 

One such concern has been that the rate of veteran suicide in Australia is a national tragedy.

In July 2021, the Royal Commission into Defence and Veteran Suicide commenced its investigation into systemic issues…

…contributing to unacceptably high rates of suicide among current and former serving Australian Defence Force personnel.

In 2024, in their Final Report to Government, the Commissioners made it abundantly clear that significant, cultural and systemic change was required…

…within Defence, within the Department of Veterans’ Affairs and across the Australian Government more broadly.

Its recommendations went to the lifetime wellbeing of serving members and veterans, rather than a single point in time.

Recommendations that sought to improve the experience of serving for Australian Defence Force members, and set veterans up for success.

Recommendations that took into account not just the impact of the unique nature of military service on ADF men and women, but on their families as well.

The Royal Commission highlighted the need for urgent and lasting change…

…to improve the safety, wellbeing, and support of ADF members and veterans.

This was a once-in-a-generation opportunity to listen first-hand to the impacts of service life and to reform our systems…

…and improve our culture, so ADF members can thrive during and after service.

If there is one message, I would like you to take away from my speech this morning it is this:

Systemic cultural change is underway in the ADF as a matter of national priority.

I know you will all appreciate that we still have a significant journey ahead of us…

… but the Royal Commission is bringing systemic reform to our Defence organisation.

Especially given our focus here today on defence force accountability and governance.

The Royal Commission’s Final Report, delivered on 9 September 2024, set out 122 recommendations to drive systemic reform.

In December, 2024, the Government released its response.

We agreed or agreed-in-principle to 104 recommendations

Last month, we updated our response to the Royal Commission’s Final Report.

There is now a total of 113 recommendations which have been agreed or agreed-in-principle to by Government…

…with a further 8 recommendations to be noted.

Among these are 13 recommendations that have direct implications for the Office of the IGADF…

…reflecting its critical role in strengthening accountability, oversight and trust within Defence.

These recommendations are intended to enhance the Office's independence, capability and transparency…

…through measures such as independent leadership, increased staffing control, trauma-informed practices and expanded oversight responsibilities.

The Royal Commission’s findings came from the lived experiences of those who gave evidence throughout the hearings…

…and the impact of decisions, policies and legislation across decades.

Defence remains focused on reforms that improve the immediate health, safety and wellbeing of current serving personnel…

…including those impacted by sexual violence.

Importantly it is also strengthening the care, services and support available to serving personnel, veterans and their families.

At its core, Defence's reform program reflects its responsibility and commitment to deliver meaningful and enduring change in how we support our people.

The loss of our serving and ex-serving members to suicide is felt deeply across the Defence and veteran communities.

People

Caring for our people and maintaining accountability must be inextricably linked.

The men and women of the Australian Defence Force place an extraordinary degree of trust in their leaders and Defence.

How do we earn that trust? 

By creating a workplace where concerns can be raised safely, decisions can be scrutinised, and failures can be identified and addressed.

You are here today to continue to make the case as to why independent oversight is so important.

Ombuds provide an essential avenue for scrutiny and for strengthened leadership.

Ombuds provide organisations the opportunity to learn, adjust and continually improve. 

In Australia, our work to protect and empower our defence personnel is guided by the Government's blueprint for reform.

One that marks a generational shift in how we ensure the Australian Defence Force is fit for purpose in a world almost unrecognisable from even a few years ago.

The defence of our country depends on a growing and highly capable ADF and Defence workforce.

Ensuring our people want to join our Defence Force also requires it’s a Defence Force they have trust in joining.

It depends on an ADF willing to embrace reform.

In the current strategic environment, defence forces around the world are reforming.

I challenge you all to think about how Ombuds work with organisations who are constantly reforming to meet the needs of our new geostrategic and community expectation environments.

Conclusion

I thank you all for the work you do and I look forward to hearing some of the outcomes of discussions.

Thank you.

ENDS