Personnel statistics for the Norwegian Armed Forces – 2018–2025

The Norwegian Armed Forces is a major employer in the Norwegian labour market, and the long-term defence plan calls for a substantial increase in personnel. This expansion requires targeted efforts, and the ability to recruit, develop and retain skilled personnel will be critical to operational capability.
This report analyses developments in selected key indicators for personnel policy in the Armed Forces. It provides a status assessment at the start of the long-term plan period and a fact-based foundation for monitoring progress and informing future decisions and priorities.
The report first analyses developments in key indicators for military and civilian personnel. It then examines attrition patterns and internal mobility, including who leaves and the scale and nature of job rotation and promotions. The analysis covers 2018–2025, with an emphasis on 2025.
The personnel indicators show that the Armed Forces is progressing well against its planned increase in both military and civilian personnel. The share of military personnel employed on long-term contracts has risen, alongside the share of women in the military workforce. At the same time, the age profile points to a future need for recruitment and knowledge transfer, particularly among officers.
Young specialists and women have higher attrition rates than other groups. The officer corps also faces a persistent challenge, as many experienced officers will reach the Armed Forces’ special retirement age in the coming years. Although overall officer attrition is low, it is highest among those aged 30–39. Sustained attrition in this experienced mid-career group could eventually result in shortages of qualified officers for key leadership roles positions requiring specialised expertise.
The analysis of internal mobility shows that job rotation has increased over the past two years for all military personnel groups except senior officers. Average tenure in a position is also short. As new personnel are primarily recruited and trained at lower organisational levels while growth occurs across several levels, substantial internal mobility will be needed to fill new positions. The underlying structural drivers therefore suggest that job rotation and promotion rates are unlikely to decline. Instead, continued growth and attrition may require sharper prioritisation between positions that need longer tenure, personnel who should rotate frequently, and positions that may have to remain vacant for extended periods.