Mr. John Horgan:

My academic qualifications are in the social sciences, including an MA in industrial relations from Warwick University. That entailed gaining an insight into business, but my experience in the Labour Court was to chair meetings and drive consensus and, on occasion, to assess the viability of companies. I have a lot of experience in that field. My role in GPA was within a section of the company designed to invest in new industries. I mentioned Shannon Aerospace as the single most successful of these, but there were others also.

I was part of a team that assessed projects for their economic and commercial viability. Since then, I have held senior positions in other companies as part of a senior management team. I think I can bring those qualities to bear on this position. I see my role as being the chairman of the board, rather than having a personal vision. I have to bring the board with me. I must ensure the management brings forward the kinds of proposals that will see the company go forward. I need to take account of and balance the claims of various stakeholders in the company. I refer particularly to the Government and to the Minister as shareholder. There are other stakeholders in this as well. Some local communities depend on it. They have contributed greatly to the success of Bord na Móna. All of those interests have to be taken into account. This issue has environment and energy aspects as well. We have to reflect the part we will play in national energy policy. It is actually quite a complex company.

A key part of my role as chairman will involve organising the discussion when the needs that have to be balanced are brought to board level. I must ensure the members of the board are fully informed on these issues and have an equal say on them. They will all have an equal responsibility for developing the policies and the direction of the company in the years ahead. There are major decisions to be made in that context. From what I have seen so far, many good and carefully thought-out policies are in place. An extremely good process - the Bord na Móna deal process - is pursued by the management and the board in a rigid and disciplined manner when major investment decisions are being made. It ensures no rash decisions are taken and everything is evaluated carefully. As part of this fixed process, the board is told what stage each decision is at and whether it is looking good as an investment or as a way to go. I have to pay tribute to the many good things that are in place to ensure the future of the company.