Dáil Éireann debate -
Tuesday, 15 May 2001

Vol. 536 No. 2

Written Answers - Rapid Reaction Force.

John Gormley

Question:

80 Mr. Gormley asked the Minister for Defence the financial expenditure which will be incurred by his Department in preparations for the new European rapid reaction force; if he will give a breakdown of the expenditure; and the amount of increase he anticipates in Ireland's defence budget as a consequence. [13812/01]

Minister for Defence (Mr. M. Smith)

I would like to clarify any confusion arising from the description of the capabilities for the EU headline goal, a voluntary target which EU member states aim to meet by the year 2003, as a rapid reaction force. The response capacity currently being developed by the EU, and frequently described as a rapid reaction force, is emphatically not a standing army. Rather, it constitutes a catalogue of capabilities to be available by 2003 to provide the means to carry out Petersberg Tasks – tasks of crisis management, peacekeeping and humanitarian activities – the national elements of which can only be deployed on foot of decisions by each potential contributor.

Ireland has offered to contribute up to 850 members of the Defence Force to the headline goal from within our existing commitment of 850 personnel to the United Nations stand-by arrangements system. The largest element of the commitment involves a light infantry battalion of up to 750 personnel, along with an Army ranger wing platoon of 40, in addition to small numbers in national support, headquarters and observer elements which make up the remainder. Participation in any potential EU Petersberg Tasks operation, in keeping with the Government's stated position in this area, will be considered on a case by case basis and Ireland will only participate in operations authorised by the UN as comprehended by the appropriate legislation, that is, the Defence Act (1954), the Defence (Amendment) No. 2 Act (1960) and the Defence (Amendment) Act 1993.

The Government, contrary to misguided speculation, remains determined to continue to contribute actively to UN peacekeeping. Our future contribution will take into account the changing and more complex nature of peacekeeping, which involves additional tasks such as humanitarian assistance, the protection of human rights and civilian police work. The commitments made in relation to the EU headline goal must be seen in the context of Ireland's long-standing support for overseas peace support operations authorised by the United Nations. It is a lesson of the appalling events in the Balkans that we need to be able to move quickly and effectively in response to humanitarian crises. In its emphasis on cooperation, and not on confrontation, the new patterns of security cooperation reflect values which have always been at the heart of Irish foreign policy.

It was the Amsterdam Treaty, as approved by the Irish electorate in May 1998, that defined the operational focus of the EU on tasks of peacekeeping and crisis management, the so-called Petersberg Tasks. Based on the provisions of the Maastricht and Amsterdam Treaties, the Union's practical approach in this area was guided first by the Cologne European Council in June 1999. Then, through decisions taken at successive European Councils at Helsinki, Feira and Nice, the Union has gradually set up decision-making structures so that it can undertake humanitarian and crisis management tasks. Ireland, in common with our partners in the EU, is participating in these structures and can bring a great deal of expertise to bear. In particular, we can offer the wide experience we have acquired in the humanitarian and crisis management area through our participation in UN missions. In this way, we can play a constructive role in promoting peace and stability in Europe.

In this regard, the White Paper on Defence, published last year, sets out key elements of the Government's approach to overseas peace support operations and I wish to refer to a number of the most important and relevant elements. The White Paper sets out a comprehensive strategy for a reshaping and re-equipping of the Defence Forces to ensure that they are geared for the opportunities and challenges of the changing security and defence environment. This strategy embraces organisation, equipment, training and technology aspects. In this context, the White Paper contains the strategy for the Defence Forces strength and organisation for the next ten years and concluded that the Permanent Defence Force requires a strength of 10,500 personnel, ready to fulfil current tasks at home and abroad. On military training, the White Paper recognised that the primary focus of the Defence Forces, when not engaged in operations, is training and preparation. As a reflection of the evolving defence and security environment, increased emphasis will be placed on exercises stressing interoperability, procedures and doctrine. As regards the financial position generally, the White Paper acknowledged the trend for many overseas peace support missions to be financed by the participating countries. While this may increase the overall net cost of overseas operations in a situation where the proportion of missions with a reimbursement facility declines, the general strategy for the management of the Defence Vote within existing resources will set the context for all defence programmes, including overseas operations. The White Paper on Defence sets out a very positive, developmental approach to defence in Ireland and will ensure that Ireland has a modern, sustainable defence organisation, second to none, with the depth and flexibility to respond to future demands.