The case for retaining Galway Airport has rarely been made with as much urgency, clarity, and imagination as it was last Friday morning under the bright skies at Claregalway Castle when a cross section of Galway business, politicians, aviation specialists and visionaires gathered inside the historic walls for a presentation by the Galway Aviation and Innovation Advocacy Group that might yet form part of the future history of Galway city and county.
What unfolded there was not a conventional campaign to “reopen” an airport in the nostalgic sense. This is not a ‘flights to Luton’ scenario. Rather, it was a compelling argument for rethinking what aviation infrastructure can mean in a modern regional economy—and why disposing of such an asset in a cut-price sale would be a profound strategic mistake.
At the heart of the discussion lies a stark contrast. On one hand, the Carnmore airport—spanning 115 acres and jointly owned by Galway City and County Councils—is estimated to have a value in the region of €110 million when considered as aviation infrastructure. On the other, there are suggestions that it could be sold on the open market for somewhere closer to €10 million, potentially for non-aviation uses. That disparity alone has raised eyebrows, but for those gathered in Claregalway, the issue runs far deeper than financial arithmetic. It is about vision, legacy, and the kind of region Galway intends to be in the decades ahead.
The argument presented is simple but powerful: infrastructure like this should not be discarded simply because its original model has become outdated. As was noted during the meeting, history offers cautionary lessons. Decisions made in the 1960s to dismantle parts of Ireland’s rail network were considered pragmatic at the time, yet are now widely viewed as short-sighted. The same risk looms again. Technology evolves, needs shift, and infrastructure that may appear underutilised today can become indispensable tomorrow—provided it is allowed to adapt.
This philosophy was captured in the oft-quoted sentiment: infrastructure should never be closed, only changed. That principle underpins the alternative vision now being proposed for Galway Airport—not as a commercial passenger hub in competition with larger airports, but as a multi-functional aviation and innovation ecosystem.
Immediate practical use
What makes this vision particularly persuasive is its grounding in immediate, practical use cases rather than abstract ambition. One of the strongest pillars is emergency medical care. Galway University Hospital serves as the primary critical care hub for the west of Ireland, handling more than 40% of the country’s air ambulance missions.
Yet the case made by Dr Eamonn O’Donoghue shows that the nearest helicopter bases are located in Athlone and Sligo. In life-or-death situations—cardiac arrests, strokes, serious road traffic accidents—minutes matter. A dedicated helicopter emergency medical service (HEMS ) base at Galway Airport would place rapid response capability directly beside the region’s most important hospital.
The implications are not abstract. Faster response times translate into lives saved and disabilities prevented. Moreover, such a base could relieve pressure on existing search and rescue operations out of Shannon, provide a forward operating location during major incidents, and support fixed-wing medical flights to and from the UK and Europe—something helicopters alone cannot achieve. In a region where geography and distance already present challenges, the argument that Galway Airport could significantly enhance resilience is difficult to ignore.
Unique pilot training conditions
Beyond healthcare, the proposal identifies aviation training as another immediate and scalable opportunity. Ireland is already a global leader in aviation leasing and training, yet capacity constraints are becoming increasingly evident, said Captain Mark Casey of Atlantic Flight Training Academy.
Training organisations are actively seeking less congested airspace and additional airfields. Galway, with its challenging Atlantic weather conditions, is uniquely positioned to offer high-quality pilot training, . As one contributor noted, learning to fly in demanding conditions produces better pilots—just as learning to sail in open water builds stronger seamanship than training on a calm lake.
Commitments from training providers such as Atlantic Flight Training indicate that activity could begin quickly, bringing aircraft, instructors, and students to the site. This would not only create direct employment—pilots, engineers, ground staff—but also stimulate demand for accommodation, services, and local business. Crucially, it would anchor the airport in daily, productive use, reinforcing its viability.
The business aviation case is equally compelling. Galway and its surrounding region host a dense cluster of high-value industries, particularly in medtech. Companies such as Medtronic employ thousands and operate in a global environment where time is often the most critical resource. When a production line fails or a technical issue arises, the ability to fly in specialised personnel quickly can mean the difference between hours of disruption and days of costly downtime.
At present, reliance on distant airports introduces delays and inefficiencies. A functioning Galway Airport, even at a modest scale, would provide direct access for corporate aviation, enabling rapid response and reinforcing the region’s attractiveness for investment. Estimates presented at the meeting suggest that 800 to 1,200 corporate jet movements annually are realistic, generating between €2 million and €4 million in revenue. That alone could cover a significant portion of operating costs.
The importance of perception
Tourism and hospitality also stand to benefit. High-end destinations such as Ashford Castle increasingly cater to international visitors who expect seamless, bespoke travel options. Direct aviation access enhances not only convenience but perception—signalling that Galway is a globally connected destination rather than a peripheral one.
Then there is the growing opportunity in specialised air freight. Modern supply chains, particularly in sectors like medical devices and electronics, rely on the rapid movement of high-value, time-sensitive goods. Galway’s industrial base produces precisely this type of cargo—surgical instruments, diagnostic components, temperature-controlled pharmaceuticals. A dedicated air freight operation, using smaller twin-engine aircraft, could link directly into larger hubs like Shannon and Dublin while also serving urgent routes to the UK and Europe. This is not about competing with major cargo airports, but about carving out a niche in high-value logistics where speed and reliability are paramount.
The vision does not stop at aviation in the traditional sense. Proposals include drone research and manufacturing, search and rescue training, aircraft maintenance, and even a national fuelling hub. There is talk of integrating creative industries, film production, and startup incubation—transforming the site into a broader innovation campus. Comparisons were drawn with international models such as Paris’s Station F, suggesting that Galway could develop a uniquely Irish version of a multi-sector innovation ecosystem built around connectivity.
Group seeking a meeting with councils
Importantly, the group behind this vision is not seeking to purchase the airport outright. Chaired by Dr Fidelma Healy Eames, their request is more measured: that the councils pause any potential sale, engage with them directly, and consider a leasing arrangement. Such an approach would allow the concept to be tested in practice, generating revenue for the councils while preserving public ownership of the asset. Within a relatively short timeframe, they argue, the viability—and value—of the airport could be clearly demonstrated.
This proposal also addresses one of the central concerns facing local authorities: financial pressure. Selling the site may offer a short-term injection of funds, but at the cost of permanently losing a strategic asset. Leasing, by contrast, creates ongoing income while retaining long-term control over an asset that will multiply in value over the next decade. It is a more patient approach, but one aligned with the scale and significance of the decision.
There is also a broader regional dimension to consider. Galway is on track to become the only major city in Ireland without direct air access. In an era where connectivity underpins economic competitiveness, that absence could become a significant disadvantage. While airports like Shannon and Knock play vital roles, they cannot fully meet the specific needs of a growing, innovation-driven city. Even limited aviation infrastructure within Galway provides flexibility, resilience, and strategic optionality.
The meeting at Claregalway Castle brought together a diverse coalition—politicians, business leaders, aviation experts, and community representatives. What united them was not nostalgia for the past, but a shared recognition of future potential. The airport, as one speaker put it, is not just land; it is a platform. Once the runway is gone, that platform cannot be easily rebuilt. Estimates suggest it would cost tens of millions—if not more—to recreate what already exists.
Don’t rush into sale
In that context, the plea made at the close of the meeting carries considerable weight: hold fire. Do not rush into a sale that could lock Galway out of opportunities for generations. Engage with those who have put forward a credible, multi-faceted plan. Explore alternatives that preserve the asset while unlocking its value.
Major decisions about infrastructure are rarely reversible. They shape not only economic outcomes but the identity and ambition of a place. Galway now stands at such a crossroads. The choice is not simply between selling or retaining an airport; it is between short-term expediency and long-term vision.
If the arguments presented in Claregalway are taken seriously, the conclusion becomes difficult to avoid. Galway Airport, reimagined and repurposed, has the potential to become far more than it ever was in its previous form. To let it go for a fraction of its worth—financially and strategically—would not just be a missed opportunity. It would be, as several speakers warned, a mistake that future generations would struggle to understand, let alone forgive.
