§ Mr. HancockTo ask the Secretary of State for Defence what assessment he has made of the impact of the merging of the Royal Air Force's and Royal Navy's trade structures resulting from the Joint Force Harrier programme; and if he will make a statement. [134255]
§ Mr. SpellarThe Joint Force Harrier (JFH) initiative does not require the aircraft engineering trade structures of the Royal Air Force and Royal Navy to be merged. For the present, Royal Air Force Harrier squadrons and Royal Navy Sea Harrier squadrons will employ engineering personnel of their own services, organised within their existing trade groups and specialisations. It would not be practicable, nor is it desired, to introduce new trade structures for JFH that do not align with wider RAF and RN arrangements.
However, the desirability of converging aircraft engineering trade structures has been recognised, and the training and employment of aircraft engineering personnel is under review at many levels within MOD departments on a tri-service basis. The potential for JFH to act as a sounding board and catalyst for this is clear, especially 157W after collocation in 2003 when RAF and RN engineers will be working alongside each other at RAF Cottesmore and RAF Wittering.
§ Mr. HancockTo ask the Secretary of State for Defence what the cost is to(a) the Royal Air Force and (b) the Royal Navy of the Joint Force Harrier programme; when the programme is expected to be completed; and if he will make a statement. [134249]
§ Mr. SpellarThe Joint Force Harrier programme is being managed by Royal Air Force Strike Command (STC), under the auspices of Air Officer Commanding No. 3 Group. Under current plans (as agreed by the Joint COS), the programme is due to be completed in the summer of 2003, when the FA2 Sea Harrier squadrons based at RNAS Yeovilton will have relocated to RAF Stations Cottesmore and Wittering. Work is already under way to prepare the two sites for the arrival and collocation of the Royal Naval elements. The present budget for the additional capital works (and other relocation-related costs) is approximately £11 million, the costs of which are being borne by RAF Strike Command.
§ Mr. HancockTo ask the Secretary of State for Defence what assessment he has made of the impact of the joint force Harrier programme on the operational capability and engineering efficiency of the RAF's GR7 and the Royal Navy's FA2 Harriers; and if he will make a statement. [134251]
§ Mr. SpellarThe advances made in Joint Force Harrier (JFH) operational capability have already been demonstrated on the world stage. In the first six months of its existence, No. 3 Group of RAF Strike Command which own JFH and, in particular, its embarked RAF Harrier GR7 and Navy Sea Harrier FA2 squadrons, have made major contributions to Operation Palliser (Sierra Leone) as well as the recent Mediterranean deployment by the aircraft carrier HMS Invincible. As an international means of power projection, an aircraft carrier with fully integrated JFH units embarked is a considerable national asset and one which has already proved its potent deterrent value. The benefits have also been significant in the supporting areas where a slim, but truly joint staff organisation allows for rapid planning and execution of integrated operations. This arrangement also benefits exercise planning and will lead to more integrated—and therefore considerably improved—use of training opportunities.
At station and squadron level, the engineering efficiency of JFH units will not be affected in the short term, as the units remain at their current air stations. In the longer term, direct engineering efficiencies are limited by the significant differences between the Harrier GR7 and the Sea Harrier FA2 aircraft and their systems. However, maximum use is being made of collocation in 2003 to develop integrated support facilities for RAF and RN aircraft, an example being a combined facility for the repair and test of Pegasus engines. In the longer term, convergence of trade structures is expected to deliver a more flexible and deplorable workforce. Within RAF Strike Command, the Joint Force Harrier Role Office now discharges a number of engineering functions that were previously split between a number of departments and commands. This Role Office is built as a lean, joint organisation and provides key support to joint force Harrier staffs and other departments.
158WFor the future, JFH will take part in the development of new support concepts and technologies associated with the Future Carrier Borne Aircraft (FCBA). These are intended to deliver significant through-life savings compared to current Harrier and Sea Harrier aircraft by large reductions in the engineering effort required in service.
§ Mr. HancockTo ask the Secretary of State for Defence how the single service identities of the RAF's Harrier GR7 and the Royal Navy's Harrier FA2 are maintained within the joint force Harrier programme; and if he will make a statement. [134250]
§ Mr. SpellarIn the Joint Force Harrier (JFH), single service ethos and identity will continue to be fostered within the individual communities. In tandem, a joint force ethos is developing. Both RN and RAF JFH squadrons will wear the uniform and ranks of their parent service and will be commanded by officers from the relevant service. Each service element of the JFH remains under full single-service command, including terms and conditions of service, disciplinary matters, and individual career development. These arrangements are planned to continue up to, and beyond, the Future Carrier Borne Aircraft/ the future aircraft carrier (CVF) era. Higher Command initiatives, such as the Armed Forces Overarching Personnel Strategy underpin the implementation of JFH. The integration of RAF and RN personnel as 'one company' is a clearly stated objective, and HQ 3Gp of RAF Strike Command sponsors a number of Working Groups that address various subject-related topics. In particular, the CVS/JFH Integration Working Group receives comprehensive debriefings after JFH operational and exercise detachments; from these reports 'best practice' is identified and adopted (after full consultation has taken place with the relevant single-service authorities).