STATEMENT OF STRATEGY 1998 - 2000

TABLE OF CONTENTS

Foreword

The promotion of an environment conducive to enterprise, economic growth and employment creation is one of the key goals of this Government. As globalisation of the world economy continues, the development of public policy must evolve to match this development and facilitate improved competitiveness.

During this period of unprecedented growth we have a historic opportunity to make a lasting contribution to our nation’s development. We will seek through these policies to support the continued growth of our economy and share this growth more equitably. In particular through the policies contained in this Strategy Statement we will seek to help those currently unemployed find their way back into paid employment and thereby reverse the social exclusion that has blighted the lives of so many of our people.

This is the first Strategy Statement to be produced under the Public Service Management Act, 1997. This Department is fully committed to the change programme, which is now well underway in the civil service, and which is spelled out in the Strategic Management Initiative, Delivering Better Government and in Partnership 2000. The objectives set in this document reflect the Government’s policies and targets set out in An Action Programme for the Millennium and the Department’s ongoing business, services and long-term goals.

The preparation of this statement is part of the management change process. It involved staff at all levels in its preparation to encourage ownership of the goals and objectives and of the changes to be implemented. The document will also form the basis for the drawing up of annual business plans at divisional level in the Department. The production of this Strategy Statement and of the proposed business plans are not once-off exercises but steps in an ongoing process: we will continue to review our progress, performance and direction in order to ensure the achievement of highest levels of efficiency and effectiveness.

The people who work in this Department are its most critical resource. It is their commitment, experience and professionalism that will contribute most to the delivery of a high quality service to all our clients. The ability of management and staff to deal with ongoing pressures and with new and additional workloads will determine whether or not we can deliver on the goals and objectives set out in this statement.

For the first time, strategy statements produced by Government Departments will be laid before the Houses of the Oireachtas and scrutinised by a Committee of the Oireachtas. This can only enhance the operation of the wider democratic process. The publication of this statement also affords the opportunity to outline to the public the Department’s goals and objectives and its approach to achieving them. I will also submit a progress report on the contents of this strategy statement on an annual basis. I am satisfied that mechanisms are in place in my Department for the implementation and monitoring of these policies and believe the objectives set are realistic given the constraints of time and the availability of resources set by the Government.

Paul Haran

Secretary-General

April 1998

Business and Structure of the Department

The Department of Enterprise and Employment was established in December 1993. In July 1997, the Department was renamed the Department of Enterprise, Trade and Employment following the allocation of responsibilities for trade matters.

The mandate of the Department is to implement Government policy in five key areas - development of enterprise, employment promotion, trade development, protection of workers and the regulation of businesses and these are further reflected in the strategic goals outlined in this Statement.

An outline of the main schemes and services provided by the Department and its Offices, together with contact points, is provided at Appendix 1. A table indicating how staff are allocated over the various ongoing activities of the Department is provided in Appendix 2.

A large element of the work of the Department arises from Ireland’s membership of a number of international organisations, in particular the European Union (EU) and the World Trade Organisation (WTO). EU and WTO policy and operational decisions influence virtually all of the Department’s activities, in particular employment, trade, industrial policy, competition, consumer affairs, employment rights, company law, insurance, occupational safety and health and industrial relations. The Department plays an active role in the development of EU and WTO policies in these areas to ensure that Ireland’s interests are protected. A number of personnel of the Department are assigned to the Permanent Representation of Ireland to the EU in Brussels and the WTO in Geneva. Officials are also assigned to the Irish embassy in London.

The Department also assists the Tanaiste, the Minister for Labour, Trade and Consumer Affairs and the Minister for Science, Technology and Commerce in the performance of governmental, parliamentary and departmental duties.

In addition, the Department is the National Authority for the European Social Fund. The Fund currently provides some £300m funding annually to programmes and projects run by public, private and community bodies.

Structure

The Department is organised into seven Divisions which broadly reflect distinct functional units but there is also a substantial degree of co-operation and interaction between Divisions. An outline of the Department’s structure is provided as Appendix 3. There are over 900 staff employed in the Department in eight different locations in Dublin. The Patents Office will be relocating to Kilkenny during 1998 as part of the Government’s decentralisation policy.

The Offices which come under the aegis of the Department are :

• Companies Registration Office
• Patents Office
• Office of the Director of Consumer Affairs
• Office of the Registrar of Friendly Societies
• Labour Court
• Labour Relations Commission
• Competition Authority
• Employment Appeals Tribunal

An outline of the structure of the Department and its Offices is provided in Appendix 3.

The Department also has policy responsibility for a number of state-sponsored bodies - Forfas, IDA Ireland, Shannon Development, Forbairt, ABT, FAS, the Health and Safety Authority (HSA) and National Standards Authority of Ireland (NSAI).

Managing Policy Tensions

As can be expected in such a large Department with a wide remit policy tensions do arise. These are often reflected in the competing demands of the various client groups of the Department including:-

• Promoting enterprise while at the same time ensuring an adequate level of protection for workers and consumers.
• Encouraging the development and growth of business while maintaining public confidence in its operation through an acceptable and transparent regulatory system.
• The industrial relations system in Ireland is essentially a voluntary one underpinned by a framework of basic rights. In recent years there has been an increasing emphasis on a more regulated approach driven in particular by our membership of the EU.

The challenge to the Department is to strike a balance between competing interests reflecting the best interests of our society under the direction of the Government.

Context

The Strategic Management Initiative, which is being implemented across the civil service, is pursuing a broad agenda for change designed to ensure that the civil service delivers better government to the citizens of Ireland. The Initiative is founded on three objectives:

• contribution to national development
• excellent service to the public
• efficient and effective use of resources.

A major element in the reform programme was the introduction of the Public Service Management Act in September 1997. A feature of this Act is that all Departments are to produce three year strategy statements. This Statement, which covers the three year period 1998 - 2000, outlines the goals of the Department of Enterprise, Trade and Employment and the means by which they will be achieved.

This Strategy Statement reflects Government policy as outlined in the Government’s “Action Programme for the Millennium”. Its preparation was guided by the commitments contained in the National Agreement “Partnership 2000 for Inclusion, Employment and Competitiveness”. A number of other reports were also taken into account:

• Small Business Task Force Report
• Report of the Company Law Review Group
• White Paper on Human Resource Development
• Growing and Sharing our Employment: Strategy Paper on the Labour Market
• White Paper on Science, Technology and Innovation
• Statement of National Trade Policy
• Shaping our Future: A Strategy for Enterprise in Ireland in the 21st Century

The goals, objectives and the measures designed to achieve them have been prepared on the basis of the resources available to the Department. The Statement concentrates on the key goals and objectives and does not list all the ongoing activities of the Department which are important in their own right and contribute to the achievement of the key goals.

Each Division of the Department will also produce annual business plans based on the Strategy Statement which will detail the key tasks and activities to be undertaken.

Monitoring and progress

The preparation of the Statement is not a once-off exercise, but is part of a continuous process with constant examination and revision of policies and programmes. The Department will report on progress beginning with the 1998 annual report and at twelve monthly intervals thereafter.

The External Environment

This Strategy Statement is formulated against the backdrop of a favourable current economic environment and a positive three year outlook. Maintaining this positive outlook is contingent on meeting significant challenges, both globally and domestically, over the period.

The Enterprise Environment

A sense of confidence and enterprise has been engendered throughout the economy. It is envisaged that this favourable climate will continue over the lifetime of this Statement with growth rates remaining considerably above the EU average. At the same time, the creation of the single currency in the EU from 1 January 1999, together with the enlargement of the Union itself, will open up new business opportunities for Irish firms. In addition, the further reduction in trade and investment barriers under the auspices of the World Trade Organisation (WTO) offer opportunities for export growth outside the EU. Of particular benefit to the Irish economy will be the rate of economic growth in the United Kingdom and increasing signs of economic recovery in Europe.

The adoption of a consensus approach to economic management has contributed to the economic and budgetary performance of the Irish economy since 1987. Partnership 2000 which runs up to the end of 1999 covers two years of the three year period of this Statement. Adherence to this agreement will significantly contribute to continued good economic performance. These opportunities also bring challenges in their wake. We need to begin now preparing for the post Partnership 2000 era and to form a view as to how partnership should develop and what the nature of any new agreement might be, especially in the context of EMU.

The broadly favourable international outlook is tempered by the difficulties being experienced by the economies of South East Asia at present. While it is not possible to be certain it now seems unlikely that these will impact to any great extent on the Irish economy.

EMU will represent a fundamental change in the environment faced by Irish business and will accentuate the need for improved competitiveness. While overall our entry into EMU will be a positive development, there may be difficulties, in terms of inflationary pressures in particular, to be overcome both in the pre-entry stage and in the transition period. On the positive side, a reduction in interest rates to bring them in line with our EMU partners is anticipated. The fact that the UK, which is still our largest trading partner, will not be a member of the first group moving to monetary union is the issue of greatest concern.

The narrowness of our exporting base is a potential weakness which needs to be addressed. Our high dependence on trade also makes us vulnerable to reduced economic activity in our main markets, notably the EU and the USA.

The pace of technological change presents a particular challenge. If Ireland is to remain competitive we must continue to develop our scientific and technological capability. We must ensure that technological developments are converted into marketable new products. Innovation and product development is critical to the development of Irish industry, especially our indigenous sector.

An issue of concern is the emergence of infrastructural bottlenecks which could put a brake on economic development. Of particular importance in this regard is an efficient telecommunications and transport infrastructure.

The Labour Market Environment

The favourable economic environment presents us with a unique opportunity to address our major problem of unemployment, in particular long-term unemployment, and promote social inclusion. Labour force growth was 12.2% (ILO) in the last 5 years and is projected to continue at an annual average of 2.5% up to the year 2000. The factors underlying these increases are:-

• demographic changes, resulting in a strong inflow of young people into the labour market;
• increasing female labour force participation (which has risen from 39% of the 15-64 age cohort in 1990 to 46% in 1997);
• changing patterns of migration (with the substantial net outflows which characterised much of the 1980’s contrasting with the estimated net immigration of 15,000 in the year to April 1997).

Employment growth is estimated to average around 45,000 per annum over the next few years leading to a sustained reduction in unemployment. Despite sustained economic growth, increased employment and falling unemployment, long-term unemployment (comprising 56% of all unemployed) remains a serious problem. The goal is to reduce unemployment to 7% by the year 2000 and long-term unemployment to below 4%. The development of effective policies to tackle the social and economic waste of long-term unemployment is a central priority for this Department.

A significant factor in Ireland’s economic growth has been the quantity and quality of the supply of labour. The continued availability of skilled labour is essential for Ireland to maintain and increase its international competitiveness. The paradox of labour and skill shortages in various sectors while unemployment remains at an unacceptably high 9.4% must be addressed vigorously.

The Regulatory and Consumer Environment

The Department continually keeps under review legislation in relation to company law. Amending legislation to give effect to changes proposed by the Company Law Review Group is being prepared on a phased basis. In recent times, the emergence of strong indications of abuse of company law poses a particular problem for the integrity of the system of company regulation. For example, the McCracken Tribunal pointed to questionable conduct in a number of areas of Irish commercial life. The consequential public concerns must be allayed if the social consensus and Ireland’s standing as a reputable place to do business which underlies our present economic success is to be maintained in the future. The recommendations which may be made by the Moriarty Tribunal in the company law area with the object of improving standards of corporate governance will be taken into account.

Consumers and their representative bodies are playing an increasingly active and important role in relation to consumer protection. Issues such as food safety, demands for a streamlined system of financial regulation and greater transparency in the sale of financial products, serve to emphasise the importance of developing an appropriate response to consumer concerns. Such concerns must now form a central part of the business and planning process. The EU is critically involved in shaping the regulatory environment in this area. An extensive body of consumer protection legislation, much of it deriving from EU Directives, has been enacted, compliance with which now constitutes a significant challenge to business. Firms which develop products and services that meet consumer needs can gain significant competitive advantages in domestic and overseas markets.

EU Transfers

Ireland has benefited significantly from the inflow of EU funds which were made available to facilitate convergence within the EU. It is now clear that the existing level of funding will not be available after 1999. While a transitional period will be negotiated to ensure a gradual reduction in the flow of funds the likely new situation will require forward planning for the allocation and use of the funds. This will be particularly important for this Department, as indeed other Departments, as many of our activities (and those of our agencies) are currently substantially funded with EU assistance.

We are already engaged in the preparation of scenarios in the context of less favourable post 1999 EU structural funding levels than at present under both the European Social Fund (ESF) and the European Regional Development Fund (ERDF). The ESF provides large scale financial support for a wide range of Irish training and education programmes. The ERDF co-funds the industrial development programmes, including Science, Technology and Innovation programmes. In addition, we are engaged in negotiations with the EU Commission on the new Regional Aid Guidelines which will have a significant effect on the incentives offered by the development agencies.

Cross-departmental Issues

Certain areas of the Department’s work intersect with the work of other Government bodies and the extent of this kind of interaction has increased significantly in recent times. The Department has a significant involvement in the implementation of the commitments and recommendations in Partnership 2000, working actively with the Department of the Taoiseach, and participates in the various monitoring bodies set up under the Programme.

One of the major cross-departmental issues for the Department is tackling unemployment and promoting social inclusion. This Department is strongly represented on cross-departmental structures such as the Strategy Group on Employment and Unemployment, the Inter-Departmental Group on Local Development, the Drugs Strategy Group and the Working Group on Basic Income. The Department is committed to the National Anti-Poverty Strategy and takes account of the social inclusion goals of the Strategy in policy decisions. Close links with the Departments of Social, Community and Family Affairs, Education and Science, Justice, Equality and Law Reform and Tourism, Sport and Recreation are of increasing importance in ensuring an effective, co-ordinated and integrated approach to addressing such issues.

A key concern of this Department is the area of taxation, and particularly direct tax, where we work with various departments, particularly the Department of Finance and the Revenue Commissioners. This Department promotes the continuation of tax reform and participates on the High level Tax Strategy Group led by the Department of Finance.

In the area of skills provision, the Department maintains close contact with the Department of Education and Science and will work very closely with that Department in the management of the Education and Technology Fund. A new Business, Education and Training Partnership has also been established which includes a Business/Education Partnership Forum, an Expert Group of Future Skills and a Management Implementation Group. The Secretaries General of this Department and the Department of Education and Science are members of the Management Implementation Group overseeing developments in this area.

The Department has a close working relationship with the Department of Public Enterprise in relation to public utilities and competition as well as the telecommunications infrastructure and the development of an Information Society in Ireland.

Ireland’s trade policy approach is developed in close co-operation with other departments, notably the Department of Foreign Affairs and the Department of Agriculture and Food. The Foreign Earnings Committee and the Trade Advisory Forum also make important contributions to the development of trade policy.

Departmental Capability

The Department’s capacity and capability in achieving the goals set out in this Statement will depend to a significant extent on our ability to marshal our resources effectively. This Section analyses the Department’s capabilities and devises a number of success factors that are considered critical to the successful implementation of this Strategy Statement.

The most important resource of the Department is its staff. These are over 900 staff located in its various offices in Dublin. The Department has a dedicated and committed workforce. This is borne out in a recent civil service wide survey carried out by independent consultants which showed that staff were proud to work for the Department and were happy to put in extra effort when required. The Department has a strong commitment to the training and development of staff and this will continue. The focus will be on addressing change programme needs of the Department to achieve the objectives outlined in this Strategy Statement with maximum participation by all grades.

Overall performance is affected by certain constraints particularly in relation to staff. A major issue which has an effect on the delivery of services is the very high turnover of staff in recent years due to a number of factors including the decentralisation programme. Apart from the loss of experienced and trained staff, the situation is exacerbated by the considerable difficulties experienced by the Civil Service Commission in filling the consequential vacancies.

The large size of the Department with its 900 staff working in eight different locations strengthens the need to ensure effective systems of communication and of co-ordination. Allied to this, the diverse range of functions carried out by the Department gives rise to certain creative tensions between the different policy areas of the Department, which need to be managed. The remit of the Department has been altered significantly in recent years arising from changes in Government. This Statement assumes that the Department’s current remit will continue.

Over the years the Department has developed an extremely efficient and effective computer network and it now has a modern and up-to-date system. This is of enormous assistance not only in the processing of work but in improving communication across the various locations of the Department. The Information Technology Unit will continue to enhance the existing facilities and develop new systems. For the IT system to be fully effective it is vital that staff at all levels are fully aware and conversant with the full range of facilities available.

In the Section on “Cross-departmental Issues” the growing level of interdependence between the Department and other Departments and agencies which is required to achieve our policy objectives is highlighted. Our staff and systems must be capable of working co-operatively across departmental boundaries and with outside interests.

Critical Success Factors

Commitment to change: Staff’s commitment to the change programme

is vital. It is essential, particularly in such a large organisation, that staff are kept up-to-date and well informed on the change process and that the process itself is as participative and inclusive as possible.

Policy Continuity: A great deal of commitment is required at both management and political level to ensure that policy continues to be developed along the lines identified in this Statement.

Staffing: It is essential that turnover be minimised and that the Civil Service Commission provide replacement staff within a reasonable period. It is also important to achieve flexibility in the allocation of staff resources to the priority areas of the Department and a better match between the capability of staff and the requirements of the function.

Devolution of responsibilities: A major issue for the Department is the absence of adequate control over the allocation and use of its resources. In order for the Department to successfully implement its programme of change, it is critical that certain responsibilities surrounding human resource management issues and administrative budgets are devolved as envisaged under Delivering Better Government.

Relations with other Organisations: Much of the Department’s work involves close contact with other Departments, agencies, international bodies, the social partners and a range of representative organisations.

The Department also depends on the continued active support of the

Attorney General’s Office, both in the drafting of legislation and the provision of legal advice. In order to succeed the Department must have strong and good relations with all these bodies and an ability to exert influence to achieve the Department’s policy goals.

MISSION STATEMENT AND STRATEGIC GOALS

The mission is derived from the mandate and core functions of the Department and is influenced by the opportunities and challenges in the external environment set out earlier:

Promoting employment, enterprise, economic growth, employee welfare and the rights of consumers.

Strategic goals

Business Goals

1. To promote the ongoing development of an environment within which enterprise can flourish.
2. To foster a fair and effective business regulatory system which promotes and enforces competition and protects public and consumer interests.
3. To promote fairness and efficiency in the labour market thereby maximising employment, protecting the welfare of workers and promoting social inclusion.

Support Goals

1. To implement the business goals of the Department within a culture which promotes openness and transparency towards customers, and which emphasises high quality service delivery.
2. To further develop staff skills, support structures and systems to assist the Department in implementing a programme of change.

Performance Indicators

Where possible we have identified performance indicators under the various measures. We have not yet, however, developed detailed indicators in all areas. The process of developing these will be undertaken in the context of the Divisional Business Plans. The major performance measures by which this Strategy Statement will be judged are:

• Competitiveness : We must continue to improve our position in the World Economic Forum Competitiveness League. We ranked 11th in 1998, up from 15th in 1997 and 22nd in 1996.
• Industrial Performance : Performance under this heading will be measured by increased employment, output, exports and profitability while reducing the cost per job sustained/grant cost per job year.
• Unemployment : Our aim is that unemployment should fall to 7% by the year 2000. We also envisage that long-term unemployment will fall below 4%.

STRATEGIC GOAL 1:

TO PROMOTE THE ONGOING DEVELOPMENT OF AN ENVIRONMENT WITHIN WHICH ENTERPRISE CAN FLOURISH.

Objective 1 (i)

To strengthen overall competitiveness by improving the business environment and reducing cost burdens in industry

Maintaining competitiveness, particularly cost competitiveness, is essential for businesses to grow and develop. This involves the identification and enhancement of key competitiveness factors in areas such as infrastructure, skills and fiscal policy. To enhance Ireland’s competitive position the Department will:-

1. Identify threats and opportunities for enterprise and develop initiatives by working with industry associations, individual companies and the development agencies.
2. Ensure that the evolution of international law on state aids takes account of the developmental needs of firms and the competitiveness of the economy through dialogue with the EU Commission and other international bodies.
3. Support the Department’s agencies and other Government Departments in meeting their obligations under the EU State Aids code.
4. Assist businesses in the adoption of the EURO by preparing and implementing legislative and promotional measures.
5. Identify constraints and develop policy responses to facilitate balanced regional development.
6. Ensure that Irish companies assess the compatibility of their computer systems with the Year 2000. An awareness campaign on the Year 2000 IT problem will be undertaken.
7. Assist competition and afford protection to consumers by eliminating technical barriers to trade through the EU Standards Programme and the transposition of EU Directives into Irish law.
8. Develop and improve policy on regional participation in employment growth building on the existing regional structures of the development agencies, the County Enterprise Boards and the Local Employment Service.
9. Encourage the development of teleworking employment opportunities through the establishment of a National Advisory Council.

The National Competitiveness Council which has been established to identify what is needed in competitiveness terms for the future successful performance of the Irish economy has an important role to play in determining action in this area. The measures outlined above, together with the implementation of the recommendations of the National Competitiveness Council, will contribute to an improved competitiveness rating for Ireland. This will ensure that Ireland is a competitive location for enterprise, both for indigenous companies and for overseas companies choosing to invest here.

Objective 1 (ii)

To attract continuing high levels of foreign investment

Foreign direct investment (FDI) has made a significant contribution to the development and modernisation of the Irish economy and much of our recent high growth has been driven by exports from the foreign-owned sector. Foreign owned firms have had a positive impact on the development of indigenous companies through the purchase of goods and services. They also have had a role in the upgrading of Ireland’s infrastructure and skills base. In manufacturing and internationally traded services more people are now employed by overseas-owned companies than in Irish companies. Ireland, with only 1% of the EU’s population has been particularly successful in attracting FDI and is currently securing up to 14% of FDI projects locating in Europe. To ensure that Ireland continues to attract high levels of FDI the Department will:

1. Assess Ireland’s FDI performance in terms of market share, international competition, sectoral and regional spread, and the costs incurred and the benefits delivered.
2. Encourage, through the development agencies, the expansion of the existing base of foreign owned companies, increased linkages with the economy and the locating of key strategic business functions in Ireland.
3. Address, together with the Department of Finance, the early introduction of the single Corporation Tax rate of 12.5% through negotiations with the EU Commission.
4. Strengthen the development of the International Financial Services Centre as an attractive location for transferable securities (UCITS) by drafting and implementing amending Regulations dealing with undertakings for the collective investment in such funds.

The Department will seek to ensure that these objectives will be successfully pursued at minimum cost. To this end, it is currently undertaking, in conjunction with the Department of Finance, a review of IDA expenditure. Achievement of our goals in the above areas should ensure that, in a increasingly competitive and rapidly changing environment for overseas investment, Ireland continues to attract mobile international investment at a high level quite disproportionate to our size, thus providing growing employment, greater exports and linkages to the indigenous sector and the diffusion of best practice and world class standards. The target for job approvals in IDA assisted companies for the three year period 1998 - 2000 is 58,000.

Objective 1 (iii)

To strengthen the performance and competitiveness of individual firms, especially indigenous firms

The competitiveness of individual firms is the cornerstone of success in a modern market economy. It is a vital component of any policy intended to promote employment, greater prosperity and higher living standards. While primary responsibility for the competitiveness of any individual enterprise lies with the enterprise itself, the State can play a major role in providing an environment conducive to entrepreneurship, risk-taking investment and reward. The Department has an essential part to play in creating conditions which help firms to continually upgrade their competitive advantage through developing new products and processes and capturing market share especially in export markets. It is vitally important for Ireland to have a strong indigenous sector. There is, therefore, a need to further develop this sector by the provision of assistance to enable firms upgrade their development, management and skills capabilities. In pursuit of this objective we will:-

1. Provide a range of supports to Irish enterprise on a one-stop shop basis by creating a new client centred support agency for Irish owned firms incorporating ABT, Forbairt and the Services to Business function of FAS with a target establishment date of 1 July, 1998.
2. Improve the capacity and competitiveness of Irish firms through the following measures in the areas of training and skills development:
3. • a new business-led Training Networks Programme;
   • new structures to identify future skills needs;
   • assistance to small enterprise to overcome business development skill barriers; and
   • better quality management training.
4. Identify emerging competitive difficulties in companies through the Early Warning System and arrange for appropriate response.
5. Reduce input costs to industry through the EU Tariff Suspension/Quotas Schemes. Irish industry (primarily electronics and chemical/pharmaceutical sectors) benefit substantially from custom’s duty savings on imports of raw materials/components for further processing.
6. Encourage flexible working and gainsharing through such mechanisms as the scheme of tax relief for pay reductions under restructuring agreements.

Successful implementation of policy in the above areas should help individual enterprises in their efforts to become more competitive and efficient and should contribute towards the creation of an environment where investment is encouraged and risk and effort is rewarded. For example the duty savings for Irish firms are estimated at £27 million under the Tariff Suspension Scheme in 1996.

Objective 1 (iv)

To promote export growth.

Ireland is a small open economy and is uniquely dependent on trade for its economic well-being. Information technology has opened a global business and communications revolution. The key task is to ensure that we reap the benefits of globalisation and maximise the opportunities for increased trade. In a global trading environment competitiveness will remain central to achieving continued success in export growth. To ensure continued growth in trade we will:

1. Promote Ireland’s trade and investment interests in the development of the EU Internal Market, in the evolution of the EU’s Commercial Policy towards third countries, and in bilateral agreements with third countries.
2. Ensure compliance with Single Market rules and with the rules of the World Trade Organisation through the transposition of obligations into Irish law, including the substantial reduction of the existing backlog.
3. Organise Ireland’s participation in the World Exposition, EXPO 2000 in Germany by developing and implementing a project management strategy.

These actions will maximise the benefits from trade and attain a forecasted 37% increase in exports to £55bn in 2000.

Objective 1 (v)

To promote innovation and product development

Research and development is critical for a country such as Ireland and a major challenge is to cope with the scientific and technological change which is taking place on a global basis. To encourage a science, technology and innovation culture we will:

1. Undertake a range of initiatives including in-company training schemes, technology transfer and collaborative research by firms and support programmes for science graduates.
2. Ensure the availability of a range of financial supports for research by negotiating and maximising Ireland’s participation in the Fifth EU Framework Programme for Research and Development.
3. Promote the development of an Information Society in Ireland through active collaboration with other Departments and agencies.
4. Stimulate Ireland’s Science and Technology spend, across all Departments, through the provision of a £2.5 million innovation fund.
5. These measures will lead to the development of Ireland’s technology infrastructure and enhance the R&D and innovative performance of Irish firms.

Objective 1 (vi)

To create an environment and develop supports which will ensure a dynamic and growing small business sector

The small business sector is a vital part of the Irish economy accounting for over 98% of enterprises in Ireland. Small businesses make a very real contribution to job creation accounting for around half of all employment in the private sector. The fastest growing sector in job creation terms is the services sector, most of which is comprised of small businesses.

The Department is committed to the continued improvement of the operating environment for small business. To this end we will:

1. Develop a new agenda for the small business sector, in conjunction with the Small Business Forum, and taking into account the recommendations in the Small Business Task Force Report not yet implemented.
2. Ensure that the growth potential of the services sector is more fully exploited and its employment capacity maximised by building on the areas identified in the report of the National Economic and Social Forum and the Government Strategy for Services.
3. Advance a strategy on administrative simplification in line with Partnership 2000.
4. Assist small firms to access public markets and ensure the availability of finance and other supports through the implementation of the Small Business Operational Programme.
5. Develop support structures and strategies to promote the formation, growth and competitiveness of micro enterprises by providing advice, mentoring, training and finance via the County Enterprise Boards.
6. Re-focus the Business Enterprise Scheme (BES) on small businesses through a reduction on the investment ceiling from £1m to £250,000. This was implemented in the Finance Act, 1998.

These actions will result in the improvement of the operating environment for small business so that the significant potential of the sector to contribute to employment creation and economic growth can be further developed. The target for employment growth in services is 117,000 net new jobs by the end of the year 2001.

STRATEGIC GOAL 2:

TO FOSTER A FAIR AND EFFECTIVE BUSINESS REGULATORY SYSTEM WHICH PROMOTES AND ENFORCES COMPETITION AND PROTECTS PUBLIC AND CONSUMER INTERESTS

Objective 2 (i)

To provide and implement a more modern and effective statutory framework for the development and supervision of companies, co-operatives and credit unions.

The Department has responsibility for the enactment of the legislation which governs companies, co-operatives and credit unions. In conjunction with the Registrar of Companies, the Registrar of Friendly Societies and the Courts as appropriate, we are also involved in the administration and enforcement of such legislation. Attention has recently been drawn to the scope which exists for commercial malpractice and for persons to evade their statutory duties. Consequently, there is need to give greater attention to the investigation of possible abuses and to the enforcement and development of commercial legislation. In this context, the Department has responded to a number of allegations of business malpractice by the appointment of authorised officers.

Over the next three years, we will:

1. Implement a number of the recommendations in the Report of the Company Law Review Group through the Companies (Amendment) Bill which will:
2. • remove from certain small firms the statutory requirement that accounts must be audited annually and
   • refine the examinership framework for companies in financial difficulties.
3. Ensure that Ireland’s good reputation as a commercial location is protected by working with other Government Departments to identify and implement solutions to eliminate the problems associated with Irish Registered Non Resident Companies.
4. Develop further company law measures, taking account of:
5. • EU and international developments in areas such as the European Company Statute;
   • the recommendations of the Company Law Review Group for amending legislation in areas such as company investigations and the restriction and disqualification of persons from acting as company directors where they have been found in the past to have breached their duties under company law;
   • recommendations of the current Moriarty Tribunal for the reform of company law.
6. Pursue the investigation of the possible company law breaches indicated in the McCracken Tribunal Report and facilitate the prosecution by the appropriate authorities of any persons who appear to have contravened companies or other legislation.
7. Ensure greater compliance by companies of their reporting obligations through improved enforcement procedures by the Companies Registration Office .
8. Facilitate structural change in the food industry and update the statutory framework governing co-operative and similar enterprises through the Industrial and Provident Societies (Amendment) Bill.
9. Ensure the more effective supervision of credit union affairs and enable the development of the credit union movement. This will be achieved by the phased implementation of the Credit Union Act, 1997.

As a result of these measures, greater public confidence in the way companies, co-operatives and credit unions conduct their affairs will be fostered.

Objective 2 (ii)

To promote the efficient and effective regulation of the insurance market and protect policy holders and claimants.

The Department has responsibility for the supervision of a competitive insurance market so as to safeguard the solvency of insurance companies in a manner which protects the rights of policyholders and claimants. In exercise of the Department’s functions in this area, we will:-

1. Ensure that the authorisation of new insurance companies comply with statutory requirements by means of a rigorous assessment of applications.
2. Ensure that Irish-authorised insurance companies are in a position to meet their liabilities to policyholders and claimants by complying with the provisions of the Insurance Acts and Regulations.
3. Provide prospective purchasers of life insurance products with realistic investment and surrender value projections, transparency in the areas of charges and expenses and improved consumer redress by introducing new Regulations.
4. Seek to reduce insurance costs by:
5. re-establishing the Motor Insurance Advisory Board. This will help in identifying the possible reasons for change in insurance premiums;
6. Examining the merits of a Personal Injuries Tribunal and undertaking a detailed investigation of “no fault insurance” and alternative personal injury compensation systems.
7. Develop a better alignment between the Department’s insurance regulatory functions and the general regulation of the financial sector.
8. Allocate responsibility for insurance intermediaries to the Central Bank which already has responsibility for investment intermediaries. This will be achieved through the enactment of legislation.
9. Improve the supervision of insurance undertakings through the development of further statutory measures, taking account of the forthcoming EU Insurance Groups Directive.

These measures will ensure a more effective, coherent and consumer orientated framework for the regulation of the insurance market.

Objective 2 (iii)

To promote a legal and regulatory framework for Intellectual Property

The Department has responsibility for the enactment of legislation which regulates Intellectual Property. Over the next three years we will:

1. Ensure that Intellectual Property legislation is brought in line with EU and International law and best practice. Legislation will be introduced in 1998 dealing with Copyright and Related Rights followed by legislation in relation to Designs. A review of existing Patents and Trade Marks legislation will also be undertaken.
2. Ensure, via the Patents Office, the provision of an Intellectual Property protection regime with service provision standards comparable with those in place in other developed countries.
3. Modernise the procedures and systems of the Patents Office in line with the recommendations arising from the completion of the Business Process Re-engineering.

The result will be an Intellectual Property protection regime for the ‘Information Society’ which keeps abreast of international developments, meets the needs of Irish industry and business and promotes knowledge-based employment.

Objective 2 (iv)

To promote competition in all areas of the economy.

Competition is important not only as a mechanism for protecting consumers by maximising choice and minimising prices but also as a means of ensuring efficiency with firms. The Competition Acts, 1991 to 1996, prohibit anticompetitive arrangements between undertakings and the abuse of a dominant position and provide for enforcement of these provisions. In furtherance of this objective, the Department will:

1. Remove anti-competitive practices in the economy through increased enforcement and information dissemination by the Competition Authority.
2. Ensure that an adequate legislative framework is in place through the review of legislation on competition and mergers, having regard to any recommendations of the Competition and Mergers Review Group.
3. Minimise the prospect of distortions to competition resulting from mergers and take-overs through evaluation of proposals notified to the Department under the Mergers, Take-overs and Monopolies (Control) Act, 1978, as amended (approximately 200 proposals are notified each year).
4. Undertake an examination to identify sectors in which restrictive practices continue to exist and the measures necessary to ensure that competition operates throughout the economy.

These actions will help to ensure that the potential of competition to maximise efficiency in the economy and to benefit consumers is realised.

Objective 2 (v)

To promote and administer legislation to protect consumers.

The Department has responsibility for consumer protection. The process involves the development of legislation, including the transposition of EU Directives, in consultation with various interest groups and the Office of the Director of Consumer Affairs which has responsibility for enforcement. Accordingly we will undertake the following actions:

1. Provide greater consumer protection by the introduction of legislation on hallmarking, quantitative ingredients, textile names, distance contracts, comparative advertising, consumer credit and unit pricing;
2. Secure the greatest possible level of compliance with consumer legislation by means of enforcement and information dissemination through the Office of the Director of Consumer Affairs.

These actions are aimed at achieving a level of consumer protection equivalent to best practice in the European Union.

STRATEGIC GOAL 3:

TO PROMOTE FAIRNESS AND EFFICIENCY IN THE LABOUR MARKET THEREBY MAXIMISING EMPLOYMENT, PROTECTING THE WELFARE OF WORKERS AND PROMOTING SOCIAL INCLUSION.

Objective 3 (i)

To secure the maximum re-integration of the unemployed into employment and to upgrade the skills of the labour force.

Employment is central to the health and well-being of individuals, households, communities and society as a whole. The present level of unemployment, in particular long-term unemployment, remains unacceptably high. Paradoxically labour shortages are emerging in various sectors. We are committed to evolving the labour market policy framework in a way which will better relate supply to demand. Accordingly we will undertake the following actions:-

1. Ensure the provision of higher quality interventions to help the unemployed back to work by strengthening and developing the State’s employment service activity, including the Local Employment Service component. This may involve changes in institutional structures to ensure a more effective delivery of service to unemployed people.
2. Ensure, as far as possible, that every unemployed person genuinely seeking employment will be provided with a quality response in the form of guidance, training or work experience to enhance their prospects of returning to work as outlined in the Employment Action Plan. This approach will complement a strengthened enforcement of income support conditionality rules by the Department of Social, Community and Family Affairs.
3. Complete a review of Community Employment to ensure its continued relevance to the changing labour market environment having regard to the commitment in the Government’s “Action Programme for the Millennium” to create a 25,000 place programme, paying the going rate for the job, and the development of the social economy.
4. Ensure enhanced labour-force employability and adaptability through greater investment in the skills of the workforce. Investment in improved or new skills will help people to secure employment and to adjust more easily to labour market changes
5. Ensure that it is always more beneficial for unemployed people to take up employment rather than remain on welfare by continuing to influence taxation and income support policies.
6. Develop, through FAS, appropriate measures which will lead to increased labour market opportunities for people with disabilities. Responsibility for the training and employment of people with disabilities is being transferred to this Department from the Department of Health and Children.
7. Ensure, through the Development Agencies and the County Enterprise Boards, that all employers are encouraged to employ people with disabilities.
8. Bring about increased co-ordination and convergence of employment policies throughout the EU by working with the European Commission and the other Member States. In this context, the Action Plan on Employment was prepared during 1998, as mandated by the European Summit in Luxembourg in December 1997, in consultation with other Government Departments and agencies.

These actions will result in a more efficient functioning of the labour market, lower unemployment and a more skilled workforce. Our target is to reduce unemployment to 7% by the year 2000. The reducing trend in the rate of long-term unemployment (from 9% in 1994 to 5.6% in April 1997) will be maintained and our aim is to reduce the rate below 4%.

Objective 3 (ii)

To promote and safeguard the employment rights and occupational safety and health of workers.

The Department discharges a range of functions in relation to protective provisions for employees covering such matters as hours of work, conditions of employment, unfair dismissal, redundancy and insolvency payments and occupational health and safety. In this area we will:-

1. Prepare a plan for Government, in consultation with other Departments and the social partners, on the implementation of a minimum wage arising from the Report of the Minimum Wage Commission.
2. Improve the standard of occupational health and safety through the Health and Safety Authority by means of inspections and information dissemination; and further develop develop the legislative framework.
3. Ensure that workers assigned by employers to another Member State have the same terms and conditions as comparable workers in the host State. This will be achieved by the transposition into Irish law of the EU Directive on Posting of Workers by end 1999.
4. Ensure that part-time workers are not treated less favourably in employment than full-time workers by the transposition of the EU Directive on Part-time Workers by the beginning of 2000.
5. Ensure compliance with the legislation on employment rights by means of inspections, assisting complainants to enforce their entitlements and information dissemination
6. Mitigate the effects on employees of company failures and company restructuring by ensuring the speedy and efficient administration of the Redundancy Payments Schemes and the Insolvency Payments Scheme.
7. Introduce transparency in the processing of work permit applications by placing it on a statutory basis.

These measures will help ensure a more positive environment and create better conditions for people in the workplace.

Objective 3 (iii)

To foster a good industrial relations environment.

The role of the State is to provide the framework (policy, machinery for the resolution of disputes, legislation) within which good industrial relations prosper. The primary responsibility for the conduct of industrial relations lies with employers, workers, and their representatives. In coming years the major challenges will be to manage change and to develop a high trust environment between employees and employers. In this connection we will:

1. Ensure optimum operation and appropriate development of industrial relations policy and institutions by working closely with the LRC, the Labour Court and the social partners.
2. Influence the development of EU policies and initiatives on employment relationships so as to complement and enhance Irish policy and practice by working with the EU Commission, other Member States and other interested parties.
3. Extend the scope of the LRC/Labour Court to certain public service groups currently covered by conciliation and arbitration commencing in 1998 with health workers.
4. Complete the legislation on information and consultation of employees which provides for European Workers Councils.
5. Encourage and promote workplace competitiveness and enterprise level partnership through information dissemination programmes in association with the National Partnership Centre.
6. Examine the issues arising from the P2000 conclusions on trade union recognition.
7. Assess trends in industrial relations through the introduction of an annual survey.

These actions will lay the groundwork for the continuance of partnership both at national and enterprise level moving in a positive way from traditional work organisation to more flexible work practices. The survey on industrial relations will establish a basis for assessing progress.

STRATEGIC GOAL 4:

TO PROMOTE QUALITY, OPENNESS AND TRANSPARENCY IN THE DELIVERY OF OUR BUSINESS GOALS TO CUSTOMERS.

Due to the diversity of its activities, the Department has a wide range of customers across the whole spectrum of Irish life including persons both in and out of work, consumers, the social partners, members of professions and professional bodies, companies and credit unions.

The provision of an excellent service to the public was identified as a primary objective of the Strategic Management Initiative. The Department’s first Customer Service Plan was developed and published in December 1997 as part of this initiative.

The Plan includes standards of customer service; a schedule of improvements in customer service to be implemented over the next two years; details of arrangements for monitoring and review and for reporting on progress made and an outline of the main schemes and services provided by the Department and the relevant contact points. An internal Working Group on Quality Customer Service will monitor the implementation of the Plan and will seek further improvements in this area.

Objective 4 (i):

To provide openness and ease of access for the public to the activities and records of the Department.

The Freedom of Information Act, effective from 21 April 1998, establishes the right of members of the public to obtain access to official information to the greatest extent possible consistent with the public interest and the right of privacy.

The necessary arrangements are being put in place to ensure compliance with the requirements of the Act. In this context we will:

1. Assist the public in understanding the structures, activities and processes of the Department as well as arrangements for access to information by the publication of information manuals.
2. Provide support, advice and training to staff on the implementation of FOI and the processing of requests under the Act by the establishment of a Central Unit.
3. Ensure a consistency of approach throughout the Department in dealing with FOI requests by the introduction of a new records management system.

These procedures will ensure that the public will have a clear understanding of the activities of the Department and should they seek information under the Freedom of Information Act their requests will be handled expeditiously and with courtesy. They will also be assisted in identifying how best to access the information they require.

Objective 4 (ii):

To integrate customer service issues into all the Department’s activities and improve the Department’s information services and communications systems.

This Department is committed to the delivery and active promotion of a quality customer service which is responsive to the needs and requirements of customers. As part of the process of improving the service we will:-

1. Ensure that all telephone callers will pay local charges regardless of location by introducing a Lo-call 1890 access to the Department and the Offices of the Department during 1998.
2. Provide for wider dissemination of information about the Department and its services by developing the Department’s Internet Web site and interactive web-based applications.
3. Make the buildings of the Department accessible to people with disabilities
4. Upgrade the reception facilities in a number of the Department’s offices.
5. Introduce procedures to deal with complaints on the quality of service provided.
6. Improve access to and dissemination of information by allocating resources to a restructured Press and Information Office.

These measures will make the Department more responsive to the needs of our customers.

STRATEGIC GOAL 5

TO FURTHER DEVELOP STAFF SKILLS, SUPPORT STRUCTURES AND SYSTEMS TO ASSIST THE DEPARTMENT IN IMPLEMENTING A PROGRAMME OF CHANGE.

Objective 5 (i)

To implement, under the Strategic Management Initiative, a programme of change which will focus on increasing our contribution to national development, the provision of an excellent service to the public and the most efficient and effective use of resources.

The scale of the changes proposed and being implemented in public service management poses a major challenge to the Department. The key to their successful implementation is participation in and ownership of the process by all our staff. It is also important that the various initiatives are not treated as separate issues but are part of an integrated package. The programme of change requires a fundamental change in terms of culture, practices and procedures and this is something which will not be achieved overnight. It is therefore essential that implementation is not based on rigid timetables but on achieving the best outcome.

Key areas for reform are the updating of personnel and financial management systems and practices in the civil service. The following measures are designed to enable the Department to implement in a meaningful way the programme of change:

1. Ensure a collegiate approach to decision making and the management of the Department as a corporate entity through a restructured Management Board. The Board comprises the Secretary-General (Chairman) and the seven Assistant Secretaries, the Planning Officer and the Chief Executive of Forfas.
2. Ensure greater involvement of staff in the implementation of the change programme and better co-ordination of the various initiatives being undertaken throughout the Department. New structures to drive the management change programme are being introduced. These include an SMI Steering Committee, Divisional Subgroups and a Partnership Forum involving management and staff unions.
3. Progress specific issues such as human resources, quality customer service and communications through a number of Working Groups, representative of grades and sections, across the Department.
4. Ensure better resource allocation to identified priorities through analysis of a major Priorities and Resources exercise carried out in the Department in late 1997 and through the introduction of a Business Process Re-engineering exercise covering all areas of the Department.
5. Establish an interal Working Group to examine the under-representation of women at senior management level in the Department and to consider proposals in this regard.
6. Develop a good industrial relations climate by establishing a Department Council comprised of union representatives and management.

These developments will lead to better management of the Department, a greater commitment of all staff to the goals of the SMI process and the provision of a better service to all our customers.

Objective 5 (ii)

To provide a programme of training and development for the Department’s staff.

With the continuously changing environment and the ever-increasing demands being made of staff at all levels, it is necessary to ensure that skills are upgraded on an ongoing basis. This requires the continuing development of training programmes for all grades. In addition to the existing extensive training activities, we will, over the next three years:-

1. Ensure senior management are geared for the challenges of implementation of the change process by providing a specifically designed training programme.
2. Develop personal effectiveness, confidence, self awareness and communication skills by providing personal development programmes for executive and clerical grades.
3. Continue to identify the computer training and education needs of staff and organise appropriate courses on how to use the technology available to best advantage.
4. Focus on the management of individual performances in the achievement of set objectives by developing and implementing a new Performance Management System.

Implementation of these measures will lead to more effective delivery of services, better policy advice and the development of a strong corporate identity.

Objective 5 (iii)

To continue to improve and streamline our financial controls and upgrade our Financial Management Systems (FMS).

It is essential that the Department’s funding is utilised in the most effective and efficient manner and that services are provided in a structured and timely way. To achieve this, we will:

1. Introduce a more efficient payroll system in 1998.
2. Provide better management information and support greater delegation by upgrading our Financial Management System.
3. Facilitate the delegation of administrative responsibility to Offices of this Department by providing the necessary financial framework to operate autonomous budgets.
4. Ensure more effective management of resources by developing and implementing revised procedures in relation to travel policy in 1998.

These measures will result in an improved and more streamlined financial management system, better management of the administrative budget and will provide useful support in the areas of programme expenditure.

Appendix 1: Main Schemes and Services

The main schemes and services provided by the Department, including Offices attached to the Department, are: (Note that further information on all of these services is available from therelevant contact points)

Insurance and Company Law Division

Setanta Centre, South Frederick Street, Dublin 2 Tel: (01) 6614444

• authorisation and super-vision of Life and Non-Life insurance companies.
• regulation and other issues relating to the market for insurance.
• issuing of licences to dispense with the word 'limited' from the name of a company formed for non-
• profit or charitable purposes.
• exemptions to company directors to remove names from headed paper.
• receipt and consideration of objections to company names.
• changes of financial year of holding companies and subsidiaries.
• recognition and supervision of Accountancy bodies.
• approval of prospectuses for Business Expansion Schemes.

Companies Registration Office

Parnell House, Parnell Square, Dublin 1 Tel: (01) 804 5200 and 6614444

• incorporation of companies
• registration and making available for inspection post-incorporation documents and details of charges and mortgages.
• registration of business names and limited partnerships.

Office of theRegistrar of Friendly Societies

Parnell House, Parnell Square, Dublin 1 Tel: (01) 804 5499 and 6614444

• registration and general regulation of industrial and provident societies (co-operatives), trade unions and friendly societies.
• registration and financial supervision of credit unions.

Trade, Intellectual Property, Small Business and Services Division

Kildare Street, Dublin 2; Setanta Centre, South Frederick Street, Dublin 2;

Davitt House, Adelaide Road, Dublin 2 Tel: (01) 6614444

• Small Business Operational Programme.
• issuing of export licences to exporters of dual-use and military goods; export control compliance auditing of companies involved in the export of dual-use goods.
• issuing of import licences to importers of specific textiles, iron and steel products and certain non-
• textile products; issue of International Import Certificates.
• issue of Craft Certificates; issue of Certificates for approval (for exemption only).

Patents Office

45 Merrion Square, Dublin 2 Tel: (01) 6611444

• granting and maintenance of Patents.
• registration and renewal of Trade marks and Industrial Designs.
• library service providing access to information on Patents, Trade Marks & Designs.

Enterprise Programmes Division

Kildare Street, Dublin 2 Tel: (01) 6614444

• * issuing of licences under the Special Trading
• * issuing of Land Act Certificates for land being acquired for industry.
• * issuing of Customs Free Airport Operating Licences.

Industry and Industrial Relations Division

Kildare Street, Dublin 2 Tel: (01) 6614444

• Tariff Suspension Scheme.
• Tariff Quota Scheme.
• provision of grants to facilitate trade union rationalisation under the Trade Union Act, 1975.
• granting negotiation licences to trade unions.
• granting certificates to companies that qualify for the scheme of tax relief under Section 14 of the Finance Act, 1997.

Labour Relations Commission

Tom Johnson House, Haddington Road, Dublin 4 Tel: (01) 660 9662

• industrial relations conciliation and advisory services.
• Rights Commissioner service.
• equality service.

Labour Court

Tom Johnson House, Haddington Road, Dublin 4 Tel: (01) 660 8444

• investigation of trade disputes and the issuing of recommendations.
• deciding on appeals against recommendations of Rights Commissioners.
• deciding on cases/appeals arising under equality legislation.
• establishing and servicing of Joint Labour Committees and Joint Industrial Councils.
• registration and variation of certain employment agreements.

Labour Force Development Division, Davitt House, Adelaide Road Tel: (01) 6614444

• provision of EU Structural Funds to selected projects under Employment and ADAPT Community Initiatives.

Employment Rights, Consumer Affairs & Competition Policy Division

Davitt House, Adelaide Road, Dublin 2 Tel: (01) 6614444 and

Setanta Centre, South Frederick Street, Dublin 2 Tel: (01) 6614444

• provision of information on the rights and obligations of employers and employees under employment rights legislation (enquiries to be directed to the Employment Rights Information Unit, Davitt House, Adelaide Road, Dublin 2 - Tel: (0 1) 6614444; Fax: (0 1) 676 9047.
• issuing of licences under Protection of Young Persons (Employment) Act.
• representing employees where employers have failed to meet obligations under labour legislation.
• conduct inspections of employers' records to ensure compliance with employment rights legislation; investigate complaints from employees; undertake legal action on behalf of employees.
• issuing of work permits to employers of non-EEA nationals.
• issuing of licences to employment agencies.
• processing rebate and lump sum claims under the Redundancy Payments Scheme.
• processing of claims under the Insolvency Payments Scheme.
• evaluation of merger/takeover proposals.
• issuing of Occasional Trading permits.

Employment Appeals Tribunal

Davitt House, Adelaide Road, Dublin 2 Tel: (01) 6614444

• processing of claims and appeals in respect of employees and employers under labour legislation.

Competition Authority

Parnell House, Parnell Square, Dublin 1 Tel: (01) 804 5400 and 6614444

• issuing of certificates and licences under Competition legislation.
• dealing with complaints and other enforcement activities.
• reporting on mergers referrals.

Office of Director of Consumer Affairs

4 - 5 Harcourt Road, Dublin 2 Tel: (01) 402 5500 and

Norwich Union House, 89 - 90 South Mall, Cork Tel: (021) 274 099

enforcement of consumer protection legislation.

For Callers outside the 01 area a new LO-Call Service is now available:

Office Number	Existing	New 1890 Number
Main Department	661 4444	1890 220 222
Patents Office	661 4444	1890 220 223
Competition Authority	804 5400	1890 220 224
Office of the Registar of Friendly Societies	804 5499	1890 220 225
Companies Registration Office	804 5200	1890 220 22
Labour Relations Commission	660 9662	1890 220 227
Labour Court	660 8444	1890 220 228
Office of Director of Consumer Affairs	402 5555	1890 220 229

Appendix 2 - STAFFING OF DEPARTMENT AND OFFICES

Offices of the Tanaiste, Ministers of State and Secretary-General	40
Enterprise Programme Division
Forfas/State Aids	5
I.D.A. - Ireland, Forbairt, SFADCo, NSAI	11
Science and Technology	10
County Enterprise Administration Policy & Structures	11
Export Promotion Unit	5
EU Structural Funds	3
Trade, Intellectual Property, Small Business and Services
Export Credit Unit	7
Market Access Unit	21
Small Business & Services	3
Intellectual Property Unit	10
Industries and Industrial Relations
Sectoral Industry I Engineering Tariff - Supervision, Chem/Pharm/Healthcare Co-Ord	10
Sectoral Industry II (Textiles) Net	12
General Environment Issues	12
Sectoral Industry IV (Software) Electronics	8
Industrial Relations	9
Labour Force Development Division
Labour Force Development	7
Policy Unit on Unemployed	10
EU Structural Funds	11
Labour Market Policy Unit	3
Overseas	11
Evaluation Units	15
Insurance & Company Law Division
Insurance Solvency	16
Insurance Market/Issues/EU	10
Company Law Administration	7
Company Law Legislation/EU	7
Employment Rights, Consumer Affairs and Competition Policy Division
Employment Rights	23
Labour Inspectorate	16
Information Unit	5
Redundancy, Insolvency etc.	59
Consumer Protection	9
Competition Policy, Social Policy	11
Corporate Services & Economic Policy Division
Finance	24
Management Support	7
Consultancy	5
Personnel, Internal Audit, Library, Services Staff	105
IT	11
Press Office	4
Offices of the Department
Companies Registration Office	102
Competition Authority	22
Office of the Director of Consumer Affairs	45
Registry of Friendly Societies	21
Patents Office	84
Labour Court	32
Labour Relations Commission	33
Employment Appeals Tribunal	26

Appendix 3

Division & Structure	Assistant Secretary	Section Within Division	Principal	Offices and Agencies of the Department
b Enterprise Promotion (inc. Agencies, County Enterprise Boards) Export Promotion Science, Technology & Innovation policy, promotion and co-ordination Structural Funds (Industry and Local Development) Standards (incl. NSAI) State Aids North/South Co-operation	Michael McKenna	Local Enterprise Forbairt, IDA Irelan, NSAI, Shannon Development Export Promotion Unit Science, Technology & Innovation Forfás, State Aids and Structural Funds	Sean Murray Sean Gorman Michael Fahy Michael Cunniffe Ned Costello	County Enterprise Boards IDA Ireland Forfás NSAI Forbairt An Bord Tráchtala Shannon Development
Trade, Intellectual Property, Small Business and Services Common Commercial Policy (EU) Internal Market Multilateral Trading System (WTO) Bilateral Relations Outward Investment Intellectual Property Policy Export Credit Small Business and Services Structural Funds (Small Business) EXPO 2000	John Walsh	Market Access Import/Export Licenciing Unit Export Credit Intellectual Property Small Business and Services	Billy Hawkes Tony McGrath Jack Thompson Margo Monaghan	Patents Office
Industry and Industrial Relations Sectoral and Company-specific development (incl. Competitiveness & Employment Protection Unit Commercial State Bodies Industry and the Environment Industrial Relations	Ronald Long	Sectoral Industry I Sectoral Industry II/State Bodies Sectoral Industry III Industrial Relations	Michael O'Donnell Paul Cullen Peter Baldwin Maurice Cashell	NET Labour Relations Commission Labour Court
Labour Force Development Active Labour Market Policy (incl. unemployment) Training Policy (incl FÁS) National Authority for EU Social Funds	Seamus O'Morain	Policy Unit for Unemployment Human Resources Development EU Social Funds	Pat Nolan Ronnie Sheehan Michael English	Local Employment Service FÁS
Insurance and Company Law Insurance Company Law	John Corcoran	urance Market Company Law Administration Company Law/Legislation/EU	Damien White Fionan Cronin Paul Appleby Vincent Madigan	Companies Registration Office Office of the Registrar of Friendly Societies
Employment Rights, Consumer Affairs and Competition Policy Employment Rights Redundancy, Insolvency Labour Access/Work Permits Health and Safety EU Social Affairs Competition Policy Consumer Protection Policy	Brian Whitney	Employment Rights Redundancy, Insolvency, EAT, HSA Competition Policy Consumer Protection	Bill Jestin Fergus McCafferty Barry Harte John Gleeson	Employment Appeals Tribunal Health and Safety Authority Office of the Director of Consumer Affairs Competition Authority
Corporate Services and Economic Policy Economic Advice Management Support and Management of Change Process Consultancy IT Finance Personnel Press & Publicity Office	Rody Molloy	Finance Planning Consultancy Personnel Press Office IT	Martin Lynch Padraig Cullinane Peter Fisher Paul Bennett Martin Territt Eamonn Laird
Internal Audit			Maire McCluskey (Assistant Principal)

Appendix 3 (contd.)OFFICES OF THE DEPARTMENT

Patents Office	Controller: Sean Fitzpatrick
Office of the Director of Consumer Affairs	Director: William Fagan
Companies Registration Office	Registrar: Paul Farrell
Office of the Registrar of Friendly Societies	Registrar: Martin Sisk
Labour Court	Chairman: Evelyn Owens Deputy Chairmen: Finbarr Flood, Kevin Duffy Board Members: Padraigín Ní Mhurchú, Bernard Rorke, Cormac McHenry, Patrick Pierce,Vincent Keogh, Noel O’Neill
Labour Relations Commission	Chief Executive: Kieran Mulvey Director of Conciliation: Ray McGee Director of Advisory Service: Declan Morrin Director of Administration: Jim Palmer Director of Equality Service: Deirdre Sweeney
Competition Authority	Chairman: Patrick McNutt Director of Competition Enforcement: Patrick Massey Members: Isolde Goggin, William Prasifka, Declan Purcell
Employment Appeals Tribunal	Chairperson: Mary Faherty