Wednesday, 30 Apr 2014

Written Answers Nos. 238-256

Inland Waterways Maintenance

Questions (238)

Michael Healy-Rae

Question:

238. Deputy Michael Healy-Rae asked the Minister for Public Expenditure and Reform the position regarding the cleaning of the Brown Flesk river. [19320/14]

Written answers

Minister of State at the Department of Public Expenditure and Reform

The Office of Public Works (OPW) has no responsibility for the maintenance of this river. It is open to the Local Authority to apply for funding under the Minor Works scheme to carry out some cleaning of the river.

Flood Prevention Measures

Questions (239)

Michael McNamara

Question:

239. Deputy Michael McNamara asked the Minister for Public Expenditure and Reform if he will provide details of previous studies carried out by the Office of Public Works into flooding at Ballycar Lough, near Newmarket-on-Fergus, County Clare, and proposals to carry out works to, or adjacent to, the swallow hole in order to increase the capacity to take the outfall from Ballycar Lough during periods of prolonged rainfall; if he will further provide details of any works carried out and costings for proposed works, together with the basis for any such costings; and if he will make a statement on the matter. [19527/14]

Written answers

Minister of State at the Department of Public Expenditure and Reform

The Office of Public Works (OPW) has not carried out or commissioned any formal studies into flooding at Ballycar Lough. A report was prepared in 2011 for Iarnrod Eireann setting out a number of possible measures to address this problem which primarily affects the main Ennis to Limerick railway line. A copy of this report was made available to the OPW.

The report identified as a preferred solution the provision of a piped culvert to increase the discharge from the Lough, with an eventual discharge into a back-drain system behind flood-defence embankments maintained by the OPW. The OPW has some concerns with this proposed option. This is a tide-locked area containing, amongst other things, some internationally critical low-lying transport infrastructure. The back-drain system can fill with water and, on occasion, it overflows onto the land when the tide prevents discharge through the embankment. The preferred solution identified in the report would increase the flow into the back-drain system and would therefore increase the flood levels when the system is blocked by the tide.

The report however did not consider the cost of measures that would be necessary to mitigate this risk. The option of raising the railway line must be considered as an alternative. The estimated cost of raising the railway line is only marginally higher than the cost of the solution preferred by Iarnrod Eireann. When the additional cost of implementing the further mitigating measures that would be required for the Iarnrod Eireann preferred option are taken into account, this tilts the economic argument in favour of raising the railway line.

The Office of Public Works has consistently stated that this flooding impacts primarily on the railway line, that the railway line would be the main beneficiary of flood mitigation measures and that it is therefore a matter for Iarnrod Eireann, as owners of the railway line, to resolve their problem.

I stated in the Dáil recently that the OPW will work constructively with the relevant parties to find a solution to the problem but that Clare County Council should take the lead in the matter. The OPW will participate in any meetings to be organised by Clare County Council with Iarnród Éireann, and the local community.

Public Sector Reform Implementation

Questions (240)

Jerry Buttimer

Question:

240. Deputy Jerry Buttimer asked the Minister for Public Expenditure and Reform if there has been any analysis undertaken on the time it takes Civil Service employees to speak to a person in PeoplePoint or on the costs incurred by having such employees put on hold while trying to speak to a person in PeoplePoint; and if he will make a statement on the matter. [19608/14]

Written answers

Minister for Public Expenditure and Reform

PeoplePoint is committed to developing a culture of continuous improvement which seeks to enhance all aspects of its operational performance over time.  While monitoring takes place on a daily basis of how long it takes for individual calls to be answered, no mechanism is currently in place to provide the specific information set out in the Deputy's question.  Information on a number of key measures of customer service and customer satisfaction is, however, collected and analysed on an ongoing basis to seek to ensure that a good standard of service is provided by PeoplePoint.  This information will provide the basis for the finalisation of key performance indicators for the organisation.  It is a priority for management and staff in PeoplePoint to deal effectively and efficiently with all telephone queries received by the organisation.  These calls by their nature relate to HR and pension issues which are of concern to the caller and the Deputy will appreciate that in those circumstances it is important that sufficient time is allocated by the HR adviser in PeoplePoint to ensuring that each call is properly dealt with, consistent with the maintenance of PeoplePoint's operational effectiveness overall.  In addition there have been particular periods where reflecting specific circumstances the volumes of calls into PeoplePoint has created longer waiting time for telephone callers. PeoplePoint management is continuing to work with my Department to address this issue in the future.

Public Sector Reform Implementation

Questions (241)

Jerry Buttimer

Question:

241. Deputy Jerry Buttimer asked the Minister for Public Expenditure and Reform the reason individual Civil Service Departments continue to have their own sections dealing with HR and pension issues when such functions are supposed to be performed by the centralised PeoplePoint unit; and if he will make a statement on the matter. [19609/14]

Written answers

Minister for Public Expenditure and Reform

The Deputy may wish to note that in overall terms the provision of Human Resource (HR) and pension services involves both transactional (i.e. administrative) and non-transactional HR and pension activities (e.g. HR strategy, workforce planning, career management, employee and industrial relations, etc.). PeoplePoint, the Civil Service Human Resources and Pensions Shared Service Centre (HRSSC), consolidates the transactional HR and pensions services which are within the scope of the shared service initiative in one location with the objective of carrying out these activities in an efficient, uniform and streamlined way. Responsibility for all other aspects of HR functions and for all aspects of HR decision-making not transferring to PeoplePoint remains with Departments and Offices participating in PeoplePoint and these activities continue to be carried out by their individual HR Units.

Public Sector Reform Implementation

Questions (242)

Jerry Buttimer

Question:

242. Deputy Jerry Buttimer asked the Minister for Public Expenditure and Reform if the staff working in PeoplePoint carry out overtime work; the total amount spent on such overtime by PeoplePoint; if the overtime policy in PeoplePoint differs from the overtime policy in other sections of the Civil Service; and if he will make a statement on the matter. [19610/14]

Written answers

Minister for Public Expenditure and Reform

During the period March to April 2014, some staff in PeoplePoint availed of the opportunity to work overtime.  The total cost of this overtime was €16,056 gross. The request for overtime was sanctioned in accordance with the relevant guidelines for my Department. The overtime was applied for in advance to the Head of Strategic HR and was sanctioned on the basis of specific business needs pertaining at that time. Again, in accordance with standard practice in my Department, each individual overtime claim form is subject to authorisation by the HR Strategy Unit. Any further requests for overtime that may arise in PeoplePoint will be subject to the same sanction procedures.

The need for overtime can, on occasion, arise within certain Divisions and Business Units given the nature of the functions they carry out and issues of timing and deadlines. The approval of overtime is therefore sometimes necessary to ensure the effective operations of the Department. Nonetheless, I would like to assure the Deputy that every effort is made to limit and minimise the necessity for overtime, and PeoplePoint, like all other Business Units and Divisions across my Department, is required to restructure and adapt procedures and work practices where necessary to curtail the need for overtime.

Public Sector Reform Implementation

Questions (243)

Jerry Buttimer

Question:

243. Deputy Jerry Buttimer asked the Minister for Public Expenditure and Reform the savings generated to date by PeoplePoint; and if he will make a statement on the matter. [19611/14]

Written answers

Minister for Public Expenditure and Reform

The 2012 financial appraisal underpinning the decision to proceed with this project estimated that, when fully operational, savings of €12.5m per annum and a reduction of 149 full time equivalents (FTEs) could be made in the resources assigned to delivering transactional (i.e. administrative) HR and pensions services to the Civil Service.  PeoplePoint is also intended to yield important non-financial benefits, including improved efficiency, consistency and service delivery.  Carrying out a detailed financial appraisal for any project of the scale of PeoplePoint is an essential element of project governance and accountability.

A key driver of savings in this project is a reduction in the number of staff providing transactional HR and pension services.  My Department has been engaged in tracking and reviewing the progress achieved to date in securing reductions in the number of staff providing transactional HR and pensions services from HR Units to the Civil Service on a tranche by tranche basis with a view to reporting to Government on progress. The Deputy may wish to note that the projected reductions in FTEs set out in the financial appraisal would only be expected to be achieved once PeoplePoint is stable and fully operational.

Sports Facilities Provision

Questions (244)

Mary Lou McDonald

Question:

244. Deputy Mary Lou McDonald asked the Minister for Public Expenditure and Reform if any GAA club is currently using the old Garda playing pitch in the Phoenix Park since the Garda GAA team moved to its new facility in Westmanstown; and if the Office of Public Works plans to make, or will consider making, the pitch in the Phoenix Park available to local GAA clubs. [19636/14]

Written answers

Minister of State at the Department of Public Expenditure and Reform

The pitch allocated to the Garda GAA Club continues to be used by the Club. It has recently upgraded the playing surface and goalposts.

Flood Relief Schemes

Questions (245)

Éamon Ó Cuív

Question:

245. Deputy Éamon Ó Cuív asked the Minister for Public Expenditure and Reform if, in view of recent flooding problems, it is intended to carry out remedial works to release water from the lough in Ramolin, near Shrule in County Mayo, as the level of the water is still blocking the Ramolin Road, which is used by 20 houses; and if he will make a statement on the matter. [19667/14]

Written answers

Minister of State at the Department of Public Expenditure and Reform

The Ramolin area, near Shrule, is a turlough which is subject to a natural flooding process each winter. The flood extent this year has been greater than normal and the water has taken a longer time to recede. Engineering officials from the Office of Public Works (OPW) met with a delegation from Shrule last month to consider the situation. One solution that has been suggested would be to drain the turlough into an OPW drainage scheme channel. This would involve 500m long excavation up to 1500mm deep through rock and clay including a culvert under a national primary road. This would be a very costly solution. A similar solution was proposed in 1995 by the OPW but was rejected by Mayo County Council on environmental grounds. There was a legitimate concern at the time that the proposal would affect the quality of a local potable water supply. Therefore, for an overground engineering solution that could resolve the problem, the costs and environmental implications would appear to be prohibitive.

It is, of course, open to Mayo County Council to apply for funding under the OPW's Minor Flood Mitigation Works and Coastal Protection Scheme for any mitigation measures that meet the eligibility criteria of the Scheme but, in this instance, it is difficult to see how the cost benefit could be justified as no homes were flooded during this recent event. All applications are assessed under criteria which include a requirement that any measures are cost beneficial, and having regard to the overall availability of funding. It is also open to the Local Authority to carry out works using its own resources.

Notwithstanding any of these options, the OPW Arterial Drainage Division in Headford will continue to maintain all maintainable scheme channels in the area, some of which have been included as part of the 2014 works programme.

Question No. 246 answered with Question No. 234.

Departmental Agencies

Questions (247)

Marcella Corcoran Kennedy

Question:

247. Deputy Marcella Corcoran Kennedy asked the Minister for Jobs, Enterprise and Innovation his plans to formally acknowledge the contribution and impact made by Shannon Development during its 55 years of work in the region; and if he will make a statement on the matter. [19062/14]

Written answers

Minister for Jobs, Enterprise and Innovation

Shannon Development was set up as Shannon Free Airport Development Company by the Government in 1959 to promote the airport and region. Over the last 55 years the staff and management of Shannon Development have made a very considerable contribution to the growth and success of the Mid West Region. The enactment of the State Airports (Shannon Group) Bill will establish Shannon Group Plc. Shannon Development and Shannon Airport Authority Plc will become subsidiaries of Shannon Group Plc. Shannon Castle Banquets and Heritage Limited (trading as Shannon Heritage) remain a subsidiary of Shannon Development and therefore also becomes a subsidiary of Shannon Group. A restructured Shannon Development will be renamed Shannon Commercial Enterprises Limited to reflect its new mandate.

Shannon Group Plc will comprise four strategic business units focused on delivering economic benefits for the west of Ireland and the wider national economy. It will combine the property ownership and management activities of Shannon Development together with the activities of Shannon Heritage, Shannon Airport and an International Aviation Services Centre (IASC). The vision for Shannon Group Plc is for a revitalised Shannon Airport encompassing not only the airport and its airline activities but also a broad-based aviation industry cluster centred on the airport and on the adjacent Shannon Free Zone lands. IASC will work to establish a globally recognised and internationally competitive aviation industry cluster at Shannon, building on the 40 aviation companies who have already chosen Shannon as their preferred base.

Small and Medium Enterprises Supports

Questions (248)

Brendan Griffin

Question:

248. Deputy Brendan Griffin asked the Minister for Jobs, Enterprise and Innovation if he has engaged with successful indigenous Kerry companies (details supplied) to learn from their approach in order to see if it can be applied in other cases; and if he will make a statement on the matter. [18536/14]

Written answers

Minister for Jobs, Enterprise and Innovation

I am informed by Enterprise Ireland that they have an active engagement with the companies concerned that the Deputy has referred to. Enterprise Ireland’s objective in working with all of its client companies is to bring the best expertise, advice and support to bear on the company’s development plan. Given its role of assisting companies to grow and internationalise, Enterprise Ireland, through its interactions and by addressing business opportunities and challenges with companies, evolves and tailors its approaches to working with its clients. This is an ongoing process and each company presents its own development plan and journey which is unique to that company.

Enterprise Ireland consults regularly with its clients and is active in taking feedback about the challenges facing Irish companies, in addition to the factors underlying the many success stories which exist across the country. Enterprise Ireland places considerable importance on sharing the experience of successful entrepreneurs and business leaders with nascent entrepreneurs and start-ups as well as companies striving to scale and enter new markets. In essence, Enterprise Ireland promotes experience and knowledge sharing among companies and peers in business. Enterprise Ireland does this through the establishment of networks, peer-to-peer groups and by supporting mentoring of businesses.

The Deputy will be aware that yesterday, on behalf of the Government and together with the Taoiseach, the Tánaiste and the Minister for the Environment, Community and Local Government, I formally launched the 31 Local Enterprise Offices (LEOs) throughout the country. The LEOs represent a transformation of the support structure for micro and small enterprises across every county. The new service means that national enterprise policy and local business supports have been brought together to strengthen the local business culture and environment, combining the best of the former County and City Enterprise Boards and the Local Authorities, overseen by the Centre of Excellence in Enterprise Ireland. The 31 LEO Offices are now the local hub for enterprise support and will deliver not just the existing range of supports that were available from the CEB network, such as mentoring, but in addition will provide:

- An enhanced advice and guidance service embracing all other local and national supports, backed by protocols relating to information exchange, mutual contacts and client referrals with other key agencies – (Revenue, Social Protection, and the Credit Review Office);

- Seamless progression of clients to Enterprise Ireland;

- Direct referral to the Microfinance Ireland and Loan Guarantee Schemes and;

- Direct advice and guidance on Local Authority rates, procurement and regulations affecting business.

I should also point out that I have been very active in seeking the input and views of a broad cross-section of companies and entrepreneurs in Ireland, particularly as part of the development each year of the Action Plan for Jobs.

Industrial Development

Questions (249)

Brendan Griffin

Question:

249. Deputy Brendan Griffin asked the Minister for Jobs, Enterprise and Innovation if his Department has explored ways that Ireland can benefit more from the automotive industry, if he sees further opportunity for us in this field due to our close proximity to Britain; and if he will make a statement on the matter. [18568/14]

Written answers

Minister for Jobs, Enterprise and Innovation

I am very conscious of the prospects for job creation and exports presented by the automotive sector and I agree with the Deputy that the UK automotive industry represents a considerable opportunity for companies based in Ireland, as it is the fourth largest vehicle manufacturer in the EU. Currently, more than 60% of the sub supply into that automotive industry is sourced from international suppliers, the majority of which are within the EU, so there are opportunities to be pursued.

Ireland has already secured a strong foothold in this sector, which we wish to expand, and through active engagement by both IDA Ireland and Enterprise Ireland we are seeking to maximise the economic benefits for companies located here. The sector is largely based in regional locations and has had a strong positive impact on local towns and surrounding areas. Many of the companies have close working relationships with the main automotive manufacturers and collaborate on the development of new features and models. Indeed some companies based in Ireland are currently working with the major European and US auto manufacturers on developing technologies for cars yet to be launched.

Existing multinational operations in this sector in Ireland employ over 3,000 people with companies such as Kostal, Autolaunch, Valeo, Lisk, Kirchoff and Bruss, all supplying the main European auto manufacturers. This relationship is encouraged and supported by IDA through the Research, Development & Innovation Programme which enables companies to become active in developing new products for the industry. IDA is actively engaged with these existing companies and is marketing Ireland as a location for new investment in this sector in Britain, Europe, US and the Far East. Success to date is supported by Ireland’s strong position in converging technologies such as software, electronics, sensors and communications, all of which have growing importance to the global car manufacturers who are developing the next generation of products.

We also have a thriving group of Irish-owned companies in this sector, currently employing over 1,400, and Enterprise Ireland provides support to these indigenous companies who supply both the automotive and aviation industries in respect of precision engineering, toolmaking, plastics and metal fabrication. Enterprise Ireland also holds specific events for this sector e.g. the Automotive Cluster Information Day held in January 2014 brought together a group of Irish companies with the capabilities to target growing opportunities in the UK automotive sector. Building on this, in June 2014, Enterprise Ireland will participate in a ‘Meet the Buyer’ event hosted by the UK Society of Motor Manufacturing and Traders. In addition, Enterprise Ireland has engaged with a cluster of Irish companies to take the lead in the development and deployment of electric car chargers and systems for ‘e-cars’. Also, applications were open this year to new start-ups in the automotive sector under Enterprise Ireland’s Competitive Start Fund. Successful applicants may be awarded €50k investment in their business plans.

In relation to the Manufacturing Sector in Ireland generally, I commissioned Forfás to produce a Strategy for the growth and development of this key economic sector. This Strategy, entitled ‘Making it in Ireland: Manufacturing 2020’ contains recommendations that address all key aspects of manufacturing capability in Ireland, and work is on-going on their implementation. The Strategy identifies that 20,000 additional jobs can be created in the Manufacturing Sector by 2016 and I support the work of the enterprise agencies and stakeholders in pursuing this objective.

IDA Supports

Questions (250)

Brendan Griffin

Question:

250. Deputy Brendan Griffin asked the Minister for Jobs, Enterprise and Innovation if he will establish a task force to secure replacement use for an empty facility (details supplied) in County Kerry; and if he will make a statement on the matter. [18569/14]

Written answers

Minister for Jobs, Enterprise and Innovation

I consider that it is not practicable or effective to establish jobs task forces or specific jobs plans around the country as a general mechanism to address high unemployment. I believe that to embark on such a course would involve diverting the various State Agencies from their on-going efforts to create jobs. A considerable administrative commitment is involved in servicing any additional committees and groups which may be set up and, given the constrained staff resources facing all public sector bodies at present, I am strongly of the opinion that establishing such additional groups, except in very exceptional circumstances, would not be in the best interests of using the State’s resources effectively.

I am informed by IDA Ireland that the property mentioned by the Deputy is not in the ownership of the Agency. The Agency has assured me that it will continue to promote and market all available land and buildings in Co. Kerry including its own 12 acre Business and Technology Park at Tiernaboul, Killarney and Kerry Technology Park in Tralee to overseas clients wishing to invest in Co. Kerry.

At present, there are 12 IDA Ireland client companies in Kerry employing 1,638 people. IDA Ireland has strong relationships with all these companies and works closely with them to ensure their long term sustainability and to encourage their growth, development and continuing re-investment in their sites. The primary opportunity for regional locations is in respect of the existing client base and potential further investment opportunities from same. Approximately 70% of all FDI investments won by IDA Ireland is from the existing client base. When marketing Kerry for new inward investment IDA Ireland particularly focuses on the ICT (incl. software), International Financial Services and Globally Traded Business sectors.

Industrial Development

Questions (251)

Brendan Griffin

Question:

251. Deputy Brendan Griffin asked the Minister for Jobs, Enterprise and Innovation his views that the Irish economy may be becoming overly dependent on the IT-tech sector, if he is concerned about possible future shock events that could have a profound impact on the Irish economy; his views on whether we can protect ourselves from such eventualities; and if he will make a statement on the matter. [18571/14]

Written answers

Minister for Jobs, Enterprise and Innovation

The ICT sector forms a key part of the Government’s plans for jobs and growth, and since we have come to office we have seen an increase of more than 11,000 in the number of people at work in this sector. International research has shown that every high-tech job created leads to an additional 4-5 jobs elsewhere in the economy. The Expert Group on Future Skills Needs predicts that there will be a total of 44,500 job openings in the ICT sector over the period to 2018. We have set out the ambition of making Ireland the most attractive location in the world for ICT skills, and we are delivering on that through a combination of Irish educated people and talent from abroad. Through collaborative actions identified in both the Action Plan for Jobs and the ICT Skills Action Plan for delivery by Government Departments, State Agencies and, most importantly, industry stakeholders, we can ensure that we continue to foster the growth of Irish companies and attract multinational companies in this area, and ultimately help deliver the jobs in Ireland that we so badly need.

IDA's Horizon 2020 strategy is based on attracting FDI from a number of different sectors. By achieving on the delivery of a diverse range of FDI investment into Ireland, one can avoid over reliance on any particular sector. The following table outlines the main area of job growth by IDA client companies in 2013, new jobs by sector.

Table shows 2013 Main Areas of Growth – New Jobs by Sector

Sector	Number of New Jobs	Net Gain
Content, Consumer & Business Services	3,590	2,342
ICT	2,910	1,815
Lifesciences	3,097	1,167
Financial Services	2,436	1,267

International Agreements

Questions (252)

Finian McGrath

Question:

252. Deputy Finian McGrath asked the Minister for Jobs, Enterprise and Innovation if his attention has been drawn to the major consequences for small coffee producers and agricultural farmers in Colombia whose markets are being flooded with the subsidised European and US goods that are undercutting local produce as a result of an EU-US free trade agreement. [18584/14]

Written answers

Minister for Jobs, Enterprise and Innovation

I am not aware of the detail referred to in the question. The Free Trade Agreement between the EU and Columbia contains important tariff free access to EU markets for key interests of Colombia. These include access to the EU market for key agricultural exports from Colombia including sugar, flowers, coffee, bananas and other fruit and beef, whilst also protecting Columbia’s sensitive products such as pork, poultry, corn and rice. For some products that are important for Colombia’s farmers, the trade agreement provides lengthy transition periods, some up to 15 years, before EU exporters can obtain tariff and quota free access to the Colombian market. Studies undertaken on behalf of the EU indicate that the Agreement will increase Columbia’s GDP by 14%.

The question of the European Union’s Common Agricultural Policy comes within the remit of the Minister for Agriculture, Food and the Marine. However, I am informed that by 2013, at least 93 % of direct payments paid in the EU were decoupled from a requirement to produce a specific agricultural product, with the result that farmers produce for market opportunities. Studies and economic modelling have shown that direct and decoupled payments do not influence production decisions, and for this reason, they are regarded as non-trade distorting in the context of World Trade Organisation rules. Additionally, the role of export refunds is almost marginal in the context of EU agricultural exports. The EU-Colombia Agreement foresees the elimination of export subsidies.

The EU-Colombia Agreement also contains provision for agricultural safeguards which can be activated by a quantity trigger mechanism when imports exceed a specific level. This allows for additional import duties to be applied by Colombia to protect its agriculture sector in the event of a sudden and significant increase in imports. The agreement also provides for the setting up of an agriculture committee to monitor the impact of the agreement on this sector. I have no role in any trade agreement between Colombia and the US.

Work Permit Applications

Questions (253)

Bernard Durkan

Question:

253. Deputy Bernard J. Durkan asked the Minister for Jobs, Enterprise and Innovation if a work permit application in the case of a person (details supplied) in Dublin 1 will be granted in view of their residency here for the past seven years and the fact that they have been in regular employment on a part-time basis; and if he will make a statement on the matter. [18670/14]

Written answers

Minister for Jobs, Enterprise and Innovation

An application in respect of the person named by the Deputy was refused by my Department on 11th April 2014 for the following reasons. It appeared from the information received supporting the application that the position on offer was one of the occupations currently ineligible for a new employment permit. In addition it appeared that insufficient efforts were made to recruit an Irish or EEA/Swiss National for this position by advertising with DSP Employment Services/EURES and also in national or local newspapers or on a job website (other than DSP). Finally, the level of remuneration offered in respect of a post for which a permit was sought was less than the minimum remuneration of €30,000 per annum required.

The applicant in this case may request that this decision be reviewed in accordance with Section 13 the Employment Permits Act, 2006, within twenty-one days from the date of the refusal letter that issued in respect of this application. Any such submission, addressed to the Appeals Officer, Employment Permits Section, Department of Jobs, Enterprise and Innovation, Davitt House, Adelaide Road, Dublin 2, will be considered on the basis of the evidence available to my Department and any further information of relevance that the applicant may wish to submit.

Enterprise Ireland

Questions (254)

Thomas P. Broughan

Question:

254. Deputy Thomas P. Broughan asked the Minister for Jobs, Enterprise and Innovation if he will report on the recent event, Ones to Watch: Connecting Irish Innovation to UK Industry, hosted by Enterprise Ireland as part of the State visit by the President of Ireland to the United Kingdom. [18685/14]

Written answers

Minister for Jobs, Enterprise and Innovation

This inaugural Ones to Watch event held on Wednesday 9th April 2014, at the Irish Embassy in London focused on supporting Irish High Potential Start-Up (HPSU) companies aiming to accelerate their sales growth and consolidate relationships in the UK market. The event followed on from the HPSU Showcase held in Dublin Castle on 19th February 2014.

These early stage companies have been supported through investments from Enterprise Ireland in 2013 and represented the latest wave of innovation across all sectors, from retail and health care to HR and cleantech.

A significant number of Enterprise Ireland HPSU clients have indicated that the UK is a key priority for them. Enterprise Ireland both at home and overseas, work in partnership to actively support businesses to develop new market entry and sustainable market growth strategies. The objective of this event was to help ensure that Irish companies are thoroughly prepared and capable of success in this highly competitive global market.

The event had 2 elements to support this objective:

1. A workshop attended by 40 HPSUs who have identified the UK as their key export market. The workshop provided practical assistance on the development and implementation of a UK market entry strategy; and

2. An evening networking event attended by 160 guests, which included 60 of the HPSU client companies’ key UK customers and partners; Strategic UK experts across a range of disciplines who can assist companies in their UK market development; Leading British Investment institutions.

Eamon Gilmore, Tánaiste and Minister for Foreign Affairs & Trade, welcomed guests to the evening networking event.

Unfair Dismissals

Questions (255)

Joe Higgins

Question:

255. Deputy Joe Higgins asked the Minister for Jobs, Enterprise and Innovation the average current waiting time for a person to have his or her case for unfair dismissal heard by the Employment Appeals Tribunal or the rights commissioner. [18765/14]

Written answers

Minister for Jobs, Enterprise and Innovation

The Employment Appeals Tribunal and the Rights Commissioner Service are independent in the exercise of their quasi-judicial functions and I have no direct involvement in their day to day operations. In terms of Rights Commissioners, at the end of 2013, an offer of a first hearing for a referral under the Unfair Dismissals Acts to the Rights Commissioner Service was generally made in the region of 8-12 weeks, inclusive of the statutory 3 week ‘holding’ provided for in legislation. This is still the position in 2014.

I believe that more can be done and is being done to reduce waiting times. An Early Resolution Service was introduced by the Labour Relations Commission on a pilot basis in mid-2012 to provide parties in dispute with an early opportunity of resolving their issues with the help of a Case Resolution Officer (CRO). If the case remains unresolved following the intervention of the CRO, it is scheduled for hearing within four weeks of it being returned to the Rights Commissioner Service. The Tribunal hears claims under 18 separate pieces of legislation, some of which are lodged as direct claims to the Tribunal and others which come to the Tribunal by way of appeal or implementation of a Rights Commissioner’s recommendation/decision.

I am informed that at the end of March the waiting period for a hearing, including unfair dismissals, from the date of application was 61 weeks for Dublin and an average of 70 weeks for the rest of the country. The Tribunal conducts hearings in about 29 locations around the country. Where the number of cases is relatively small, the Tribunal may wait until a sufficient number of cases are on hand to make a visit worthwhile. In such areas, 5 days of Hearings may reduce the “waiting time” in the area concerned by 30 to 40 weeks. As such the waiting times fluctuate on an ongoing basis. I understand that the Tribunal targets those areas with the longest waiting period and highest level of claims outstanding; within the resources it has currently available. The Tribunal has been pro-active in driving efficiencies. Divisions of the Tribunal are sitting longer, hearing more cases per hearing and seeking to manage the caseload to maximise efficiency. As part of the drive for efficiencies, the Tribunal streams cases that are envisaged to be more straight-forward.

I am also undertaking a root and branch reform of all five Workplace Relations Bodies. My objective is to deliver a world-class workplace relations service which is simple to use, independent, effective, impartial, cost effective and provides for workable means of redress and enforcement, within a reasonable period of time. A new two-tier Workplace Relations structure will be established comprising two statutorily independent bodies replacing the current five. This will comprise of a new single body of first instance to be called the Workplace Relations Commission (WRC) and a separate appeals body, which will effectively be an expanded Labour Court. All complaints will be dealt with by a single body of first instance where the aim will be to have a hearing within three months from the time the case is lodged.

The preparation of the legislation which will give effect to the new workplace relations structures is at an advanced stage. My intention is to publish the Workplace Relations Bill during the Spring/Summer Dáil session 2014 with a view to having the new structures in place during 2014.

Unfair Dismissals

Questions (256)

Joe Higgins

Question:

256. Deputy Joe Higgins asked the Minister for Jobs, Enterprise and Innovation in instances where findings are made by the Employment Appeal Tribunal or rights commissioner against employers resulting in compensation for unfair dismissal or orders to pay unpaid wages the rate of employer compliance with those findings and how often subsequent enforcement measures are required. [18766/14]

Written answers

Minister for Jobs, Enterprise and Innovation (Deputy Richard Bruton)

An employee may make a complaint directly to the Rights Commissioner Service and the Employment Appeals Tribunal under employment legislation. The enforcement of both Employment Appeal Tribunal (EAT) determinations and Labour Court rulings is a matter for the courts. The National Employment Rights Authority (NERA) is not in a position to provide details of the number of cases where the findings of the bodies referred to have not been honoured by the employers.

In cases other than those covered by the Payment of Wages Act, the Enforcement Services Unit of the National Employment Rights Authority (NERA) has some capacity to have a determination of the Employment Appeals Tribunal enforced through the civil courts. In all cases the party to whom an award is made may pursue the matter of enforcement of an unpaid award directly with the courts service. The following table provides a summary of the cases in respect of which requests were made to the Minister to institute civil enforcement proceedings in 2012 and 2013.

Enforcement requests	-	-
-	2012	2013
Cases on hand start of year	89	105
New Cases Received	75	64
Cases Closed	59	71
Cases on hand end of year	105	98

As you will be aware I am currently undertaking a major reform programme of all of the Workplace relations bodies. It is hoped that we can deliver a "fit for purpose" workplace relations system that will be supported by proportionate, effective and efficient compliance and enforcement measures. It is my view that the current system of enforcement of employment rights awards is cumbersome, expensive and, accordingly, not "fit for purpose". For this reason, I am proposing to make provision in the Workplace Relations Bill for a range of enhanced compliance measures, including the use of Compliance Notices, Fixed Charge Notices and a new mechanism for enforcing awards of the WRC Adjudicators and Labour Court Determinations. I am confident that the introduction of these measures will provide for more proportionate, efficient and effective enforcement of employment law.