Mr. Rossa Mulcahy:

As Ceann Foirne of Óglaigh na hÉireann, I thank members of the committee for the invitation and opportunity to address them today on recent developments in the Irish Air Corps, our operations, challenges and strategic priorities. I am accompanied by general officer commanding the Air Corps, Brigadier General Rory O’Connor and assistant secretary Mr. Declan Carville, our head of HR. I want to directly address the current situation regarding military air traffic services, ATS, in the Air Corps, as both ATS and airspace management underpin the defence and security of national airspace control.

The Air Corps requires a 24-7 ability to provide military air traffic services to ensure the safe and sovereign control of military aircraft, and provide a trusted, co-ordinated link between the military airspace operated by the Air Corps, and civilian airspace controlled by the civilian aviation authorities. In practice, this supports high-profile events, as well as air support to Army, Naval Service and special operations forces. Air Corps assets are also play a vital role in national resilience operations, including climate event responses and on a daily basis in supporting the National Emergency Aeromedical Service and the Garda air support unit, both based in Baldonnel. While military ATS is a key enabler of today’s operations, its capability will be critical as the Air Corps fleet expands and as the Defence Forces enhances its capabilities in the air domain. From a strategic perspective Casement Aerodrome itself as the only secure military airfield within the State and therefore is a national strategic asset. As an island nation this asset ensures sovereign airspace control and contributes to the State’s overall air connectivity and resilience.

Turning to the challenges with ATS, the 2021 report of the ATC working group set out a series of recommendations of which a number of measures were adopted. However, despite extensive efforts, staffing challenges have persisted as a competitive commercial aviation market has targeted this highly specialised, highly trained stream within the Air Corps. For example there is an estimated shortage of 700 to 1,000 ATS personnel across Europe alone.

While I wish to acknowledge the significant uplift in the remuneration package for the Defence Forces in general over the past number of years, a disparity between the pay rates of highly specialised military personnel and their civilian equivalents remains. This disparity makes it extremely difficult to retain the services of such personnel, including our ATS personnel. These are not excuses. This is the reality of the environment the Defence Forces and indeed the wider public sector are operating in but the committee should be assured we continue to seek solutions to these challenges.

Significant positive measures are under way, including the extension of the pilot service commitment scheme to qualified ATS personnel; agreement to offer commission-from-the ranks for all qualified controllers; the introduction of a panel of qualified civilian controllers into a first line reserve in future. The introduction of a direct entry scheme for qualified civilian controllers will also be looked at. In the meantime, plans are in place to mitigate the current restrictions on flight operations.

Beyond ATS, I would like to highlight some of the other developments within the Air Corps. A programme of aircraft replacement is well underway to replace some of the aging aircraft within the fleet. This programme has seen new aircraft brought into service in recent years, with ongoing plans for additional new aircraft over the next five years, significantly enhancing the military capabilities of the Defence Forces in the air domain.

In the area of human resources within the Air Corps, we are advancing recruitment and training across all career streams from general service recruits, to NCO training, to direct entry aeronautical engineer officers, to specialised aircrew training and we continue to examine foreign training and education opportunities. Additionally, delivery on the infrastructure development plan is progressing, which will significantly enhance the facilities and capability across the aerodrome. This plan will comprise both the Casement Aerodrome masterplan and the Baldonnel airside masterplan.

As part of the Defence Forces transformation agenda, the Air Corps is actively engaged in reviewing structures, capabilities and staffing through our force design teams. This work is complemented by the establishment of a fleet replacement office that is actively engaged with the civilian-military capability development unit to advance future air domain capabilities.

In conclusion, the Defence Forces remain committed to serving the people of Ireland. The Air Corps continues to deliver high-value national services on a daily basis across a broad spectrum of operational activities. To maintain and grow the Air Corps operational capability, especially the retention of highly skilled personnel, we require sustained investment and the continued support of members.

I want to close by acknowledging the women and men of Óglaigh na hÉireann, whose professionalism, devotion to duty and commitment to the profession of arms is demonstrated every day. They continue to enable our transformation into a joint, agile and fit for purpose military force. My responsibility and that of the board of the Defence Forces is to provide them with the required tools, structures, and leadership to realise our vision.

I thank the committee for this opportunity. I look forward to its engagement and to working with it in the future.