Mr. Bryan Bourke:

It is slightly early to talk about opportunities because so much work went into the transfer and putting policies and technical stuff in place. We have had ten board meetings since April. The management team has been working on commercial plans and possibilities. They have met with the Department to discuss its view as to breadth of what can be done. It is all very much aligned with the current AirNav business. They are working on proposals to bring to the board early next year. I am on the strategic planning committee. I saw some early thinking on those proposals but it is early days. Those are considerations around business opportunities.

In the company itself, there is probably scope for a little bit of cultural regeneration. That is not to say there is anything wrong with the culture that was in place. I am a firm believer that cultural regeneration should be looked at by the management, particularly in a business that is so people-focused. It is similar to when I worked in a law firm and recognised the importance of keeping the people engaged. That is on the opportunity side.

It is reasonably well documented that the biggest challenge was presented by the Covid-19 pandemic. There was a significant loss of cash from the business at that time because we had to keep it running and retain people to the extent we could. Training was suspended during the lockdown periods. One of the challenges we have is getting back to the desired level of air traffic controllers. The management team has been working very hard on that through the training courses in Shannon and going out and recruiting qualified staff.