Mr. Terence O'Rourke:

As regards the challenges for EI in the years ahead, one of the issues for an organisation like Enterprise Ireland - which has been acknowledged as successful - is to keep on doing that. Therefore one of the challenges for EI is to adapt to the changing world around us and develop further.

Enterprise Ireland is a complex organisation which has a breadth or responsibilities and programmes. They all interact with each other - including research, entrepreneurship and funding - yet they all need focus and dedication. One of the issues therefore is to ensure that EI is as coherent as possible in developing all its different programmes. They all need to be renewed, refreshed and reinvigorated as well as being connected. That will be a particular challenge for EI.

Deputy Kyne referred to world economic conditions. I spent last week in Singapore where one sees cranes on the horizon, which is amazing. It is a vibrant business centre. I met the EI representatives in Singapore who are plugged into the issues happening in the region. There are great opportunities there. Parts of the world are growing and we know about the emerging middle classes that will spend a lot more money on products and services over the next ten to 20 years.

They will be situated in developing countries. The ASEAN region, which includes Malaysia, the Philippines and Indonesia, has a population in the hundreds of millions and offers significant opportunities for Irish companies. Economic conditions are challenging around the world. Europe's economy is particularly difficult or stagnant but America appears to be doing well and the east and south are moving ahead, although the road is not clear of challenges. The eurozone is seen as a political issue in Singapore because its growth depends on European stability and resilience. We are not yet out of the woods globally but there are numerous opportunities.

I have been involved in the implementation working group for local enterprise offices. Our challenge is to combine the best of county enterprise boards with the best of what was provided by local authorities. There will be great opportunities but they will require management and dedication. The centre of excellence to which Mr. Hayes referred will be very important, with Enterprise Ireland setting the framework and policies on a uniform and high standard of support for enterprise in Ireland. It could work very well but it will not be easy and will require people to put their shoulders to the wheel to get it underway.

The job action plan is comprehensive and detailed. Enterprise Ireland is involved in the majority of the actions and we have a number of tasks to monitor and progress. All of them are important but I question whether we should prioritise them by, for example, tiering them according the most important actions. A number of areas are not in a satisfactory position and will have to be progressed. The action programme is a good way of setting clear targets and reporting quarterly. The discipline is welcome but the proliferation and breadth of the plan is an issue.

In regard to the abilities and vision of the new CEO, the most important ingredient is leadership. We have great talent and skills among the executives in Enterprise Ireland but the CEO will need to be a real leader who can align the organisation's activities and goals to make sure everyone is marching together according to its objectives. Managing relationships is also critical, including with the Department and the Minister and across the bodies such as Bord Bia. It is also important to maintain a relationship with the public. Mr. Ryan has done an excellent job in projecting Enterprise Ireland among the public and making sure people understand the important role it play. The new CEO should be able to convey that message and articulate the activities and ambitions of Enterprise Ireland in order to build community support for making the best of Irish business.

The plan for 2014 to 2016 is important in terms of recalibrating Enterprise Ireland. The strategic plan for the previous three years has been successful and the new plan will be developed by the end of this year. Executive management is responsible for developing the plan, with input from the Department and the political arena, but the board has a role in challenging and critiquing it. It is not a matter for the board to come up with the plan. We are there to ensure the process is sensible and that the appropriate inputs and ingredients have been included in formulating the plan so that it is robust. I will encourage my fellow board members to poke at the plan to ensure it stands up to scrutiny given that the organisation will be measured against it in the coming three years. It needs to get the best out of the organisation and do the best for Ireland, but it also needs to be achievable.