Professor Desmond Fitzgerald:

I am accompanied by Mr. Gerry O'Brien, deputy president, Mr. Liam O'Reilly, the head of IT, and Mr. Eamonn Moran, the director of strategy.

We have been asked to address issues relating to the report of the Comptroller and Auditor General and also to provide an update on the implementation of the recommendations in the Thorn report. To give some context to that, my first action, on 2 May 2017 - my first day as president of the university - was to ask the then Minister for Education and Skills for an independent investigation of the university and that led to the Thorn reports. The purpose of these reports, as with the investigation we did within the university and referred to as the Deloitte report, was to find out what had happened in the university over the previous years, to be completely transparent, to address the issues raised by whistleblowers, other members of staff and former members of staff and to guide reforms in the governance and management of the university.

At my previous appearance before the Committee of Public Accounts, the Comptroller and Auditor General informed me that there would be an investigation on matters relating to pensions. My concern with these reports is that the University of Limerick had, in the past, misrepresented facts to the Department of Education and Skills, the HEA, the Comptroller and Auditor General, the Committee of Public Accounts and the wider public. It was and is essential to regain the trust of those to whom we report and of the people we serve in Ireland, particularly in the mid-west region. I have done everything in my power to achieve this.

I have detailed to the committee in writing the steps taken by the university to put more robust management and governance systems in place. Prior to taking up the appointment as president, I had advised governing authority of the University of Limerick that a new management system was required in order to separate operational matters from academic functions and have a particular focus on corporate functions, including finance, HR, IT and registry. As a consequence, a chief operating officer and registrar was appointed who also holds the post of deputy president. Since then, the university has undertaken much work to address all issues raised by the reports. Progress has been made on a number of fronts to improve governance and controls and this includes independent advice which led to the establishment of a new governing authority with fewer members and with specialist expertise and experience. New senior management structures have been put in place, with several senior appointments made, including a director of human resources.

A number of reviews have underpinned the restructuring of the key functions such as HR and finance. There has been strict adherence to accurate reporting to the HEA, the Department and other regulatory bodies.

University of Limerick was named The Sunday TimesUniversity of the Year 2019. Student satisfaction rates, based on national surveys, have never been stronger. The University of Limerick has enviable graduate employability, with just 2% of our students seeking work 12 months after graduation. Employers repeatedly point to the quality of our graduates in their decision to establish and grow their companies in the region. The University of Limerick is undoubtedly making a unique contribution to the economic success of the mid-west, including the palpable resurgence of Limerick city. It has just announced the development of a Limerick city campus which will increase capacity by 2,000 students and focus on entrepreneurship and applications of technology in business and industry.

From the outset, my aim has been to be transparent and truthful, while ensuring the highest standards of excellence, integrity and public accountability are adhered to. It is in this spirit that I appear before the committee.