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APPENDIX 1COMMENTARY ON THE DEVELOPMENTS WHICH HAVE TAKEN PLACE IN CIE SINCE THE PUBLICATION OF THE POLICY STATEMENT, “CIE - THE WAY AHEAD”, ON 31 JANUARY, 1977The document “CIE—The Way Ahead” sets out the objectives of CIE and the manner in which the Board planned to achieve its aims. The purpose of this commentary is to illustrate what has happened during the intervening years, 1977 and 1978. However, for the purposes of comparison, the period, 1st January, 1975 to 31st December, 1978 will be examined, as this was a period during which the Board introduced its retrenchment programme and its development programme. Financial StrategyThe financial strategy was outlined in “The Way Ahead”. In early 1975 the Board adopted a policy which was directed at reducing CIE’s cost base while at the same time increasing the volume of traffic through improved services. Taking 1975 as the base year, the overall financial results show that the Board is succeeding, to a large degree, in its aims. Table “A” supplements Table 1 in “The Way Ahead”. It will be seen from the table that the operating ratio, that is the earned revenue as a percentage of total costs, has increased from 70.2 in 1975 to 72.2 in 1978. This is, of course, due to the fact that the rate of revenue growth has been higher than the rate of expenditure growth as illustrated in the indexing. The original target was to reduce the deficit as a percentage of expenditure to 26 by 1980. This ratio had reduced to 27.8 by the end of 1978. Table “B” corresponds with Table 4 in “The Way Ahead”. The 1980 ratio for deficit as a percentage of total costs has been bettered in 1978 in the results for Dublin City Services, Road Passenger Provincial and Road Freight. In fact, it will be seen that in the case of Road Freight a deficit of £740,000 in 1975 was eliminated in 1978 and a profit of £24,000 was generated. The ratio of 51% against the railway operation is disappointing but there were 4 main reasons for this:— 1. The benefits of capital investment and productivity agreements will not be fully realised during the transition period. 2. In the meanwhile the full cost of severance and redundancy payments is included in current expenditure. 3. There is a critical shortage of passenger rolling stock and the Board is awaiting Government approval of CIE plans to establish a coach-building facility at Inchicore Works. 4. Particular difficulties with a section of the staff at North Wall Terminal in regard to the completion of negotiations for the operation of the new sundry system, has impeded anticipated increase in volume in sundries traffic. It is worthwhile noting that CIE’s deficit has grown at a lower rate than the growth in the Consumer Price Index. In the case of the deficit the percentage growth over the 3 years was 37 and in the case of the CPI the percentage growth over the same period was 45. BOARD’S POLICY AND GOALS FOR OPERATION:No change. Personnel Problems in TransportThe reduction in numbers continued over the period from 1975 to 1978. The number of employees on the 1st January, 1975 was 19,944 while the number on the 1st January, 1979 was 16,292. This reduction of 3,652 staff is an indication of the order of increased productivity over the period. There is, of course, a corresponding reduction in costs and the total savings in the year 1978 amounted to £12.5m. The basis for this calculation is set out in Tables “C” and “D”. We are still endeavouring to improve the consultation machinery between staff and management. However, although we have made certain proposals to the Trade Unions, there does appear to be a reluctance to change the existing arrangements. During 1978 the total number of meetings with the Trade Unions and groups of workers was of the order of 2,700. Industrial Relations in CIEIn “The Way Ahead” it was pointed out that, on the whole, industrial relations in CIE are good and that apart from stoppages by staff in Dublin City Services, man-days lost in relation to man-days worked is nugatory.Unfortunately, this good record is not often recognised. In order to demonstrate the good industrial relations which do exist, we set out the following record of the disputes over the period 1975 to 1978. In examining this record, reference should be made to the total number employed by the Board. Official Strikes in CIE
INSTANCES OF CURTAILMENT OF SERVICES DUE TO INDUSTRIAL ACTIONDublin City Services: 1975—19781975 Unofficial Action June Public Holiday. One hours loss of service from Ringsend Garage. Driver Metcalf objected to the agreed method of allocating public holiday duties. Matter was resolved by union representatives’ confirmation that the Agreed Procedures had been implemented. Unofficial Action 2nd December. Operative staff refused to take out buses which were alleged to be defective from Conyngham Road Garage. Delay of up to two hours in getting full service restored. 1976 Unofficial Action 13th August. A partial withdrawal of service took place at Clontarf, Phibsboro and Conyngham Road Garage because of a dispute over a claim for payment of weekly compensatory allowance to men recruited after 1st November, 1974. Labour Court upheld Company’s stand. Unofficial Action 23rd September—27th September. Services from Ringsend Garage ceased. Driver B. Redmond dismissed for abuse of Welfare Scheme. Labour Court upheld case which it said should have been dealt with through normal machinery in keeping with Company’s stand. Action was initially on an unofficial basis but was subsequently declared official by the NBU. Unofficial Action 29th November. Four day curtailment of services from Phibsboro and partial disruption for two days from Summerhill, resulting from a dispute over revised schedules. Action suspended on intervention of the Minister for Labour on condition that the implementation of revised schedules would be deferred until 10th January, 1977. 1977 Unofficial Strike 8th August. NBU bus check at Clontarf Garage resulted in the placing of pickets by maintenance staff in protest. Matter resolved in discussions and services resumed about mid-day. Unofficial Strike 16th and 17th September. Driver L. Reid placed a picket on Clontarf Garage in protest over his dismissal. Services ceased on the 16th and resumed after two hours on the 17th. Case referred to Appeals Tribunal who upheld the dismissal. Unofficial Strike 1st November. Buses delayed two hours going into service at Clontarf Garage as a result of an inter-union dispute because a member of the I.T.&G.W.U. transferred to the N.B.U. Matter resolved in discussions. Unofficial Strike Christmas Day services cancelled because of refusal of Inspectors to come on duty. 1978 Unofficial Strike 17th January. Delay of two hours in getting buses into service at Summerhill Garage due to fitness check by National Busmen’s Union representatives. Unofficial Strike 27th January. Buses late going into service due to stoppage by night cleaning staff. Unofficial Strike 17th July. ½-day stoppage at Clontarf. Night Cleaners refused to work resulted in shortage of buses for traffic. National Busmen’s Union picketed Garage in protest. Matter resolved in discussions. Unofficial Strike 12th—17th August. Due to action of night cleaning staff inadequate buses available for service at Clontarf and Donnybrook. Partial disruption of service. Unofficial Strike Phibsboro partial disruption of services due to dispute by A.G.E.&M.O.U. about the attitude of a Foreman. 16th and 17th August. Matter resolved in discussions and following enquiry. Unofficial Strike 23rd October—part day. Bus Drivers and Conductors at Summerhill Garage refused to operate buses with minor defects. Defects repaired and matter resolved following discussions. Unofficial Strike 28th November—part day. Drivers and Conductors at Clontarf Garage refused to take out dirty buses. Buses cleaned and men took them out. RAIL1978 Unofficial Action 14th March—16th March. Driver dismissed because of refusal to work back empty train from Mullingar. Resolved by establishing a panel of 3 drivers and 3 back-up staff. Unofficial Action 25th September (part day). Objection to paying off temporary staff. Staff re-employed in other locations and agreement to appoint after 1 year’s satisfactory service. Unofficial Action 16th November (part day). Finding of notebook containing details of times taken by staff to perform duties. Work resumed after meeting. Company had not requested person concerned to keep these details. Unofficial Action 22nd November (part day). Objections to transfer and non-appointment of temporary staff. Resumed work following approach to men by their Trade Union. ROAD FREIGHT1978 Unofficial Action 28th February—1st March. Objection to Drogheda vehicles delivering to Portlaoise. Undertaking by Management that future deliveries to Portlaoise would be from Broadstone. Unofficial Action 5th May—17th May. Introduction of new 3-ton vans as replacements for Scammell units. Had been agreed with Unions. Introduction postponed pending an examination. 1 vehicle to be introduced and monitored by joint committee. Unofficial Action 20th August—21st August. Manning levels as it affected loading of newspapers. (1 man failed to turn up). Agreed to provide additional help on certain conditions. MANAGEMENT PHILOSOPHY AND ORGANISATIONNo change. Computer systems will help managersConsiderable progress has been made in putting management information systems on Computer. Other developments include the computerisation of general information concerning times and frequency of operating schedules. The Information Bureau has been reorganised. There is a total staff of 32 and the Bureau operates on 7 days a week, from 09.00 hours to 21.00 hours on week days and from 10.00 hours to 19.00 hours on Sundays. Each telephone operator has immediate access to the computer bank and when queries concerning schedules are put to the computer as a result of a public enquiry, the response is immediately revealed on a visual display unit on each operator’s desk. CIE’s computer operation is recognised as one of the largest and certainly the most diverse in the State. The Radial Rail SystemAs set out in “The Way Ahead”, the upgrading of the radial lines depends on:— (i)a substantial improvement in the quality of the permanent way; that is the track. (ii)the provision of air-conditioned modern carriages on all routes to make railway travel more comfortable and more enticing. (iii)the automation of signalling throughout the system to eliminate delays and to increase the capacity of the track so that more trains can be operated. The improvement of the track has commenced with the introduction of a new system for renewing old track with the least possible interruption to train schedules. This system consists of a prefabrication of track in 18 metre panels at a new CIE Depot at Portlaoise. These panels are subsequently installed by means of mobile gantries brought to the site on a special train which conveys the panels. Ancillary to this system is the production of concrete sleepers. The number of imported timber sleepers has been reduced from 100,000 in 1976 to an estimated 30,000 in 1979. To accomplish this reduction, the CIE concrete sleeper factory in Portlaoise was extended and there are now 80 men employed at this Depot and Factory. In 1977 45,000 concrete sleepers were manufactured and the estimate for 1979 is over 100,000. Of the latter, 75% will be manufactured by CIE and the remaining 25% by a contractor in Dublin. These latter sleepers are to a different design, of which only a limited number is required. As an example of track renewal, the case of the Dublin/Cork line can be taken. In 1977 19 miles of track with continuously welded rail were installed, 20 miles were installed in 1978 and an estimated 30 miles will be laid during 1979. This gives a total of over 75 miles of continuously welded track for higher speed operation at the end of 1979. A submission has been made to the Government in regard to the establishment of a modern carriage building facility at Inchicore. Reference was made to this in “The Way Ahead”, however as yet no decision has been taken and, as a consequence, the availability of carriages is proving to be an embarrassment in view of the increase in traffic which has been generated. The automation of signalling on the radial lines has been under investigation and plans and specifications are almost complete. It is hoped that the first phase of the extension of this signalling system will be commenced before the end of the present year. In regard to the communications network which has been described on Page 30 of “The Way Ahead”, the Board is at present awaiting the allocation of wavelengths for which application has been made to the Department of Posts and Telegraphs. The new organisation for the maintenance of way is described on Page 28 of “The Way Ahead” and although significant and substantial improvements have been made in the quality of the track, it has been possible to reduce the number of maintenance of way staff by 300. Some of these staff were transferred to the concrete sleeper factory. Mainline Trains will be fasterThe improvement in schedules and the revision of the fares structure has given rise to an increase in the number of passenger journeys as well as an increase in the revenue from the railway. In 1976, 6,000,000 people used our mainline services, while in 1978 the estimated number of journeys was 7,165,000. Likewise in 1976 the total revenue from mainline services was £9,960,000 while in 1978 the revenue had increased to £13,825,000. Rapid Transit for DublinThe proposal for electrifying the suburban rail system in the Dublin conurbation has been with the Department of Transport and Power since April, 1977. No decision has yet been taken on this proposal. In the meanwhile, passenger numbers on the Dublin suburban railway have increased from 7,243,000 in 1975 to 8,750,000 in 1978, and over the same period passenger receipts have doubled. It is unlikely that the present services can be maintained beyond a period of 1 to 3 years. The carriages are incapable of further refurbishing or reconstruction. Furthermore, the available capacity is well short of the demand. The pressure on Friday evenings is critical because many of the carriages at present being used on the suburban line have to be withdrawn to supplement the mainline week-end traffic. Winning the fight for FreightThe implementation of the new sundries system has now been completed at all locations with the exception of Limerick, Ennis, Killarney and Tralee. However, the system will be extended to these four locations by the end of March, 1979 and this will complete the operational programme. The effect of the new system is that all goods stores have been eliminated with the exception of the major forwarding locations at Dublin, Cork, Waterford and Limerick. In the great majority of cases, these goods stores have now been converted for the handling of palletised cement. Scheduled liner trains are now operating on all the radial routes out of Dublin. The implementation of the new system involved a comprehensive rationalisation and reorganisation not only of the physical system itself but also of the large staff engaged in the traditional methods. The reduction in handling which is an essential feature of the new procedures meant a reduction in staff numbers. Completely new work methods and supervisory routines had to be imposed and this change, together with the centralisation of sorting and the handling activities in Dublin, meant the transfer, disturbance and reallocation of people in both the rail and road freight activities. It was not surprising that many found the change to be disturbing. As a consequence, there was a certain amount of resistance from the staff and it took some time to persuade them that the changes were in the long-term interest of security of employment. In addition to these staff problems, we experienced operational disturbance during the period when the civil and mechanical engineering work and the location alterations were being carried out. The unavoidable delays in implementing our overall plan did give rise to customer problems. At first there was a prolongation of the out-moded traditional system and, secondly, we found ourselves in the position of having to operate the old and the new systems concurrently for a far longer period than had been originally planned. As a consequence, the volume of sundry traffic has decreased but, nevertheless, we are confident that when we have the new system working effectively on a national basis, we will be offering a service which cannot be bettered. When we reach this stage we will put into effect a vigorous sales plan which will be based on a new rates structure and a guarantee of prompt delivery. Palletised GoodsCement Stores have been developed at 41 locations of which 19 are served by the new Platin Plant and 22 by the new palletised plant at Limerick which came into operation in August, 1978. The start-up at Limerick, scheduled for early 1978, was delayed as a result of industrial relations problems within Irish Cement Ltd. Our current carryings are short of ½m tonnes per annum but our budgeted carryings for 1979 are estimated at 533,000 tonnes and we hope to move 600,000 tonnes per annum by 1980. Fertiliser traffic for transport by rail originates at Arklow, Cork, New Ross, Cork, Galway, Belfast and Derry. Our budgeted tonnage for 1979 is estimated at 400,000 tonnes, whereas in 1976 it was under 300,000 tonnes and we hope to carry 600,000 tonnes annually by 1980. Our storage facilities are related to this throughput. At the moment we operate 9 special fertiliser trains and each has a capacity of 400 tonnes. Bulk TrafficsBulk cement traffic expanded rapidly in 1978 and as a result of this arrangements have been made with Irish Cement Ltd. for the development of bulk cement silos at Cork, Waterford, Tullamore, Athenry and Sligo. As in the case of the existing bulk depot at Dublin, cement will move in train loads to each of these destinations from both Platin and Limerick cement plants. All the new depots are due to be operational by mid-1979. During 1978 Blue Circle Cement of Great Britain provided bulk cement storage facility at Adelaide Depot in Belfast and since June cement has been moving in train loads from the Republic to that Depot. The other bulk traffic which is growing is Mineral Ore. We have constructed special wagons for movement of Tara Mines Ore and rail movements commenced in July, 1977. We have also designed special wagons and tanks for Asahi chemical traffic and special trains with this traffic have been moving on a daily basis from Dublin to Ballina since November, 1977. EXPRESSWAY SERVICESThe goals for provincial road passenger services as stated in “The Way Ahead” are— 1. To operate a comprehensive network of road passenger services which will be coordinated with the railway and the services of other road passenger operators. 2. To operate provincial road passenger services at a profit. Since 1977 these goals have been advanced by the introduction of “Interlink”. “Interlink” provides for the co-ordination of Expressway Services, so that routes are linked in order to provide a national integrated express bus service. For example, it is now possible for passengers to travel very long distances by express bus because of the co-ordination of services. As example in Cork/Belfast or Ballina/Wexford. To illustrate this system, the full list of “Interlink” services is set out in Table “E”. A through ticketing and through fares system was also introduced to enable passengers to transfer at ease and use one ticket for their total journey. The overall rate of profit for the first 10 of 13 periods in 1978 was £271,000 which was 21% over the cost of the services. The number using the express services is increasing. PRIORITIES FOR URBAN TRANSPORTTraffic CongestionTraffic conditions in Dublin have deteriorated significantly in recent years due to the growth in car ownership and more recently the removal of car tax. In addition, uncontrolled parking and lack of enforcement of traffic regulations have contributed to the trend of increased commuter traffic. With the slowing down of traffic, bus speeds are also affected and the capability of buses to move people is diminishing. Bus trips are lost due to congestion and waiting time for passengers at bus stops increases. The problem of traffic congestion is no longer confined to the Central Area of the City or to peak periods of the day. It is now much more widespread both in time and location. Scheduled bus speeds have had to be steadily reduced from 14 mph in 1970 to about 7 mph in 1978. There are many instances of much lower speeds recorded during 1978 and buses have been reduced to less than 4 mph in the Central Area on many occasions. It is a major priority that traffic speeds be improved so that public transport can play its proper role in the commercial and social life of the city. A.V.M.The pilot system was comprehensively tested over a period of 90 days in 1976, and these tests proved successful. Agreement was reached with the Trade Unions on the extension of A.V.M. to the full fleet. A new specification was produced for the bus equipment which incorporated improved features arising out of the experience of the pilot test. In mid-1977 a contract was placed for the improved system. The target completion date for all garages in D.C.S. is December, 1979. The computer hardware and softwear changes required for the full system were developed in CIE with the assistance of Dublin City Services Management and the Computer Division. The extension of the system, which is the largest of its kind in the world, is now in progress. Phibsboro Garage will be completed in the next few weeks and installation work has commenced in Summerhill and Ringsend Garages. Installation of buses is about to commence in Clontarf, Conyngham Road and Donnybrook. It is envisaged that the full extension will be completed on target by the end of 1979. One-man BusesUnfortunately we have not yet been able to negotiate the operation of double-decker buses in Dublin City by one-man. While the National Busman’s Union has a mandate to discuss this development, neither the Irish Transport and General Workers’ Union nor the Workers’ Union of Ireland are prepared to enter negotiations. OBJECTIVES FOR ROAD FREIGHTNo change. TOURS AND PRIVATE HIRETours DivisionPassengers carried in 1977 totalled 41,539, a 10% increase on 1976. Turnover at £4,853,000 was 25% ahead of the comparable figure in 1976. The role of the Division is to provide profitable business for the Board’s Rail, Road Passenger and Hotel facilities, while at the same time covering all the costs of the Division and returning a profit on the packaging. Business provided for the Board’s services was:—
The profit of the Tours Division, after providing profitable business for CIE services, amounted to £67,661. North AmericaThe year 1977 was eventful for CIE Tours in North America. Despite intensive competition from companies such as TWA, we maintained our dominant position in the U.S. market to Ireland. A series of 124 Charters were operated by Emerald International Travel Inc. in 1977. CIE Tours sold 11,000 seats on these, enabling passengers travelling on our tours to have the benefit of the lowest available Transatlantic fares. Carryings on our two-week Ireland and Ireland/Britain tours increased by 30% — an indication of the increasing popularity of Ireland as a holiday destination amongst Americans and the attraction of Britain in Jubilee Year. Group movements from the U.S. included the American Bankers Insurance Convention in July with 1,100 delegates and the York Air-Conditioning Incentive movement in October with 2,000 passengers. There was a change in ownership in our principal wholesaler in the U.S. — Columbus Tours in Boston. As a consequence, we opened our own reservations office in Boston in December, 1977. In Canada we entered into a sales agreement with Suntours of Toronto, the principal charter operator from Canada. This has given us a promising increase in Canadian business. BritainWhilst North America produced three-quarters of our business, there was a welcome increase in Irish holidays amongst British people, although less than 5% came from Britain. Conference business handled by CIE with a strong British content included the International Transport Workers’ Federation, the Financial Executives’ Association and the World Medical Association. European ContinentCoach tour business from France increased by over 40% enabling us to operate twenty tours exclusively from that market. Results from Germany were disappointing following a shift from scheduled air services to charter operators with whom we had no affiliation. Australia/New ZealandCoach tour carryings increased by 20% to 2,400. We maintained our position as the leading Irish operator in these countries despite strong competition from British companies. IrelandThere was a further decline in week-end tour business, down by 16% to 1,100. There was, however, a compensating increase in holidays centred in Killarney and Lisdoonvarna (up 18% to 1,100 passengers). DevelopmentsA computer based reservations system has been developed in the Dublin and Boston Offices. A joint sales agreement has been entered into with Thomas Cook in North America whereby our tour passengers travel on planes chartered by Cooks and the tours sold through Cook’s 160 retail outlets in addition to our 4,000 agents. Pending the building of new coaches, we have leased six and hired three new coaches for the 1978 season. Great Southern HotelsIn “The Way Ahead” the following decisions were taken by the Board:— 1. CIE would increase its equity holding in OIE. 2. CIE would convert its loan of £440,000 to OIE into equity capital. 3. The resort type hotels (Bundoran, Sligo, Mulrany and Kenmare) and the Belfast Hotel (the Russell Court) would be sold. 4. All surplus lands associated with the hotels would be sold. All of these decisions have been implemented with the exception of the sale of the Belfast hotel. We have not succeeded in selling this hotel at a justifiable price. We are concerned also with the political implications of moving out of Belfast. In the meanwhile, we have made a submission to the Department of Tourism and Transport concerning the future financing of the Russell Court Hotel and we are awaiting a Government decision in the matter. The sale of the four resort type hotels, that is Bundoran, Sligo, Mulrany and Kenmare, has enabled us to streamline our operation in the Republic. We have re-invested the capital sums obtained from the sale in refurbishing and renewals in the six remaining hotels. In 1977 we exceeded our revenue budget and the improvement on 1976 was of the order of 32.7%. We also succeeded in increasing our total gross profit and Table “G” shows the effect of the new policy on the operation of hotels in the Republic. The projected results for the period 1979 to 1981 are set out in Table “H”. CONCLUSION“The Way Ahead” described the policy for the main businesses of CIE. There are a number of individual activities which also make a contribution but they are not dealt with in detail in this report. For example, the operation of Rosslare Harbour is a profitable enterprise on its own. Likewise, we also have an Outdoor Advertising Division in CIE which exploits the advantages of public transport equipment and public transport locations for advertising purposes. The significance of the contribution of outdoor advertising is evident from the performance of this division. If the Oireachtas Committee requires further information on any aspect of CIE’s operations, then the Board will be pleased to provide such information. Chairman’s Office, Coras Iompair Eireann, Heuston Station. 2nd March, 1979. TABLE “A”DATA INCLUDES THE RESULTS OF CATERING, CANALS AND INTERNATIONAL ACTIVITIES BUT EXCLUDES THE RESULTS OF THE HOTELS.
TABLE “B”SUMMARY OF FINANCIAL RESULTS FOR EACH OF CIE’s MAJOR BUSINESSES: 1975 TO 1978
TABLE “C”INFLATION AFFECTING LABOUR COSTS FROM 31st DECEMBER, 1974
TABLE “D”LABOUR COSTS 1974-1978
TABLE “E”“INTERLINK” SERVICESBelfast/Cork (via Longford, Athlone, Roscrea) Belfast/Dundalk (via Longford, Athlone, Mullingar) Belfast/Galway (via Longford, Athlone) Belfast/Limerick (via Longford, Athlone, Roscrea) Belfast/Waterford (via Longford, Athlone, Roscrea, Cahir) Belfast/Wexford (via Longford, Athlone, Portlaoise) Derry/Cork (via Longford, Athlone, Roscrea) Derry/Dundalk (via Longford, Athlone, Mullingar) Derry/Galway (via Longford, Athlone) Derry/Limerick (via Longford, Athlone, Roscrea) Derry/Waterford (via Longford, Athlone, Roscrea, Cahir) Derry/Wexford (via Longford, Athlone, Portlaoise) Ballina/Cork (via Longford, Athlone, Roscrea) Ballina/Dundalk (via Longford, Athlone, Mullingar) Ballina/Limerick (via Longford, Athlone, Roscrea) Ballina/Waterford (via Longford, Athlone, Roscrea, Cahir) Ballina/Wexford (via Longford, Athlone, Portlaoise) Dundalk/Cork (via Athlone, Roscrea) Dundalk/Limerick (via Athlone, Roscrea) Dundalk/Waterford (via Athlone, Roscrea, Cahir) Dundalk/Wexford (via Athlone, Portlaoise) Galway/Cork (via Athlone, Roscrea) Galway/Limerick (via Athlone, Roscrea) Galway/Waterford (via Athlone, Roscrea, Cahir) Galway/Wexford (via Athlone, Portlaoise) Sligo/Cork (via Athlone, Roscrea) Sligo/Dundalk (via Athlone, Mullingar) Sligo/Limerick (via Athlone, Roscrea) Sligo/Waterford (via Athlone, Roscrea, Cahir) Sligo/Wexford (via Athlone, Portlaoise) TABLE “F”TOTAL PASSENGERS CARRIED—D.C.S.
TABLE “G”PROFITABILITY OF OIE TEO. (EXCLUDING GSH (NI) LTD.)
TABLE “H”FORECAST PERFORMANCE OF OIE TEO. (EXCLUDING GSH(NI) LTD.)
* Excludes hotels since sold. It is reckoned that a profit of 10% accrued in each case. *The moities of the 14th Round, 2nd Phase, are fixed amounts not subject to compounding. |
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