I propose to take Questions Nos. 70 and 71 together.
Table 1 details changes in the permanent, core staff of my Department in the years 2011 through 2016 due to recruitment, retirement and/or resignation. It should be noted that, in addition to filling vacancies that arose due to resignations and retirements, the new hires in each year listed also filled vacancies that arose due to interdepartmental transfers, secondments and promotions; career breaks; and special leave.
Table 1
Year
|
No. of staff resigned/retired - (WTE)
|
Staff Turnover (based on resigned/retired staff)
|
No. of new hires - (WTE)
|
2011
|
3
|
1.97%
|
0
|
2012
|
4.5
|
2.85%
|
5.58
|
2013
|
2
|
1.32%
|
0
|
2014
|
1
|
0.64%
|
4
|
2015
|
2
|
1.13%
|
14
|
2016 (to end May)
|
1
|
0.57%
|
6
|
Table 2 details the change in annual salary costs for my Department resulting from recruitment, retirement and/or resignation of permanent, core staff in the years 2011 through 2016. It should be noted that the annual salary costs in each year listed also covers the cost of filling vacancies that arose due to interdepartmental transfers, secondments and promotions; career breaks; and special leave.
Table 2
Year
|
Annual salary costs of resigned/retired staff
|
Annual salary costs of new hires
|
Difference
|
2011
|
€356,962
|
€0.00
|
€356,962 (saving)
|
2012
|
€218,178
|
€163,145
|
€55,033 (saving)
|
2013
|
€80,265
|
€0.00
|
€80,265 (saving)
|
2014
|
€98,995
|
€94,344
|
€4,651 (saving)
|
2015
|
€65,924
|
€339,257
|
€273,333
|
2016 (to end May)
|
€45,616
|
€153,129
|
€107,513
|