Pádraig Ó Céidigh (Independent) | Oireachtas source

Tá sé ceart go leor. The most important indication in the comments from Ms Ross was that there would be open and honest communication, with listening as well as talking. I get that and I wish her very success. She is bringing a breath of fresh air to all of this. I have not met Ms Ross before but I echo what my colleague, Senator O'Mahony, said about her CV. She has a background in the private sector, finance and the public sector. She has been chair of Mental Health Ireland. Those are key ingredients and will be essential in looking at the future of the CIÉ group. I wish her every success in that, and I am sure all my colleagues would support me in that.

Recently a man called Mr. Jim Meade was appointed as chief executive officer of Iarnród Éireann. I have not met him but I have heard some really good things about him. He is from Bunratty and he started out as a fitter at the age of 16 or 17 at Iarnród Éireann and he is now CEO. It is inspirational that we can have people who can work up through the ranks and end up as CEO of an organisation, and do this purely on ability and talent. I recognise that and perhaps CIÉ can do more of this while blending in a certain amount of outside knowledge, which will help in future. Companies do not grow but people grow. The people in an organisation can make it great or, unfortunately, break it sometimes.

I have a couple of questions, although some have been asked and I will not go back. The first relates to the difficulty in getting non-executive directors. My understanding is that this is really difficult, primarily because of the responsibility involved, as well as the accountability. It is not worth the effort for many people. It is a big challenge and I would like the thoughts of the witness in that regard.

Partnerships or relationships with private operators are essential. I know from my involvement in aviation years ago that Aer Lingus could not continue to be all things to all people. It was a big organisation and it realised what it did really well, along with what it might not do really well, before forming partnerships. What is the view of Ms Ross on that type of model or strategy? She has a financial services background and I am sure she saw a number of such structures where companies did not want to be all things to all people.

CIÉ and its group are very much in a competitive environment. I was very strongly encouraged by the reply to Deputy Munster about competitiveness. It is critical and I would love, at some stage, a report on how Ms Ross sees competitiveness being structured. Property is important. The company has two income sources, which are PSO and passenger income. Would the group consider spinning off other companies or businesses to generate significant extra benefit? For example, there are tourism elements already in place and that is a very successful public company generating significant revenue.

I am sure there may be other areas in which, from an entrepreneurial perspective, potential exists. The company could see how to do something differently and form these kinds of relationships. Perhaps a sub-committee of the board, with some senior management involved, could be formed to discuss, for example, blue ocean strategy.

Salaries and wages, as well as pensions, are a large part of operating expenditure. I was delighted Ms Ross said that she will support the trade unions' modest cost proposal and bring it to the next stage. That is positive and important for trust.

Will she give us a brief outline of her, capital expenditure, capex, requirements for the next five, six or seven years, as well as the potential sources of that funding?