The Public Sector Magazine Winter 2023 by Devlin Media

Ireland’s dedicated Magazine for the public sector, semi state bodies and civil service

ctor

e The n i

bl pu ic

g M a az

SHIP TO SHORE

Ports Special

CONSTRUCTION OUTLOOK

Ramping up Social Housing Delivery

HSE VISION for a Healthy Ireland

POBAL

ADVANCING SOCIAL INCLUSION

CELEBRATING FAB 34

INTRODUCING INTEL 4 TECHNOLOGY

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Leadership is a balancing act IMI are proud to transform female leadership potential alongside 30% Club Ireland through our All Ireland Network Mentor Programme and our Taking the Lead: Women in Leadership executive development programme.

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Work With Us. Work The Future. Cpl is Ireland’s largest talent solutions provider and a global provider of talent solutions. Cpl employs over 14,000 people across almost 50 office locations operating in 13 countries. With over 30 years of experience providing talent solutions to a wide portfolio of Public Sector organisations, Cpl partner with public sector bodies in meaningful ways to deliver a broad range of services and solutions, including: •

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Cpl Group One Haddington Buildings, Haddington Road, Dublin 4. D04 X4C9 the Public Sector Magazine T: (01) 614 6000 • E: Shannon.Kelly@cpl.ie • W: cpl.com

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Public Sector Magazine

Contents Ireland’s dedicated magazine for the Public Sector, Semi State Bodies, Local Government and Civil Servants

30 Connecting Society Managing Editor Tommy Quinn tommy@devlinmedia.org Partnership Director Shane Kelly Sales Helen Fairbrother Linda Hickey Martin O’Halloran Production Manager Frank Campbell

8 15

20 24

Production & Copy Adele Helene Land Rachel Curran Chapman Design Minx Design ruth@minxdesign.ie

The Public Sector Magazine is an informative guide for Government, Civil, Public Sector and Semi State decision-makers. It is distributed to, amongst others, Government Ministers, Ministers of State, Dáil Members, Senators, Secretaries of Departments, Deputy Secretaries, Assistant Secretaries, Principal Officers, CEO’s of State and Semi-State Bodies, County Managers, County Councillors, Purchasing Officers, Press Officers, IT Managers and Training Officers, Doctors, Financial Institutions, Unions, Representitive Bodies, Embassies, Public and Private Partnerships and Political Commentators.

50 54

In the News

Public Sector News and Updates

Check the Register

Campaign launched following electoral registration process reform.

Pobal: A vital agent of positive change in Ireland.

Growing Philanthropy

UNICEF’s fundamental mission remains unchanged 75 years after its creation. One in Four Breaking the cycle of sexual abuse and violence. Connecting Society Making high-speed broadband a human right. Collaborating with Tata Consultancy Services Solving the missing link in the transition to net zero. Spearheading Talent Making the European Year of Skills meaningful. Getting to grips with GDPR Data protection laws continue to evolve.

Advancing Social Inclusion

Community Foundation Ireland Every Child, Everywhere

EI’s Pre-Seed Startup Fund

Empowering early-stage entrepreneurs. Supporting Enterprise in Ireland Bank of Ireland’s proactive approach to supporting Irish businesses.

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IMI Mentoring Using mentoring to close the business leadership gender gap. A Portal to Innovation and Enterprise Trinity College Dublin: A leader in entrepreneurial thinking. Cronin Group & Willliam Tracey Sons Reshaping the Landscape of Cultural Relocation. Celebrating CEAI Collaboration in Cork’s high-tech landscape. Welcome to the 30% Club A commitment to greater gender balance at senior level.

Cpl’s Talent Solutions

Championing diverse talent acquisition.

Breaking Barriers

The 30% Club and beyond.

Sign of the Times

Kildare’s innovation and sustainability Journey.

Intel’s new Fab

Ireland welcomes high-volume production of Intel 4 technology.

Innovation Opportunities

Innovation brings new opportunities for Jones Engineering.

The Connect Consortium

Setting the Standard for network democratization.

LotusWorks: Long-standing expertise in successful Fab commissioning delivery.

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Public Sector Magazine

Building for the Future Building green, economical and simple Modular Express Ireland Building Net Zero Carbon homes for the future. Greener & more sustainable, constructing higher-quality smart buildings faster and addressing fuel poverty by using solar panels and air-source heat pumps. We are committed to building warm comfortable homes.

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Public Sector Magazine

Celebrating FAB34

254 A Strategic Forest Vision

ROSS CEO, Fergus Naughton on the creation of FAB34.

Coillte’s key role in the achievement of Ireland’s climate action targets.

102 Handle with Care

107

Masterlift Ireland Ltd – Ireland’s Leading Material Handling Solution Provider. Education Report Celebrating the Year of Skills.

108 Timeless Trinity

Home to the world-famous Book of Kells

112 Improving Cyber Resilience

The need to fortify Ireland’s cybersecurity landscape has never been greater.

116 NCSE Expansion

Changes underway at National Council for Special Education.

262 Public Sector Sustainability

SEIA’s John O’Sullivan’s vision for sustainable energy goals,

305 Transforming Healthcare: In conversation with PwC’s Yvonne Mowlds

183

Century of Excellence A dive into the history of the Office of Revenue Commissioners.

266 Trading for a Greener Future

ElectroRoute’s mission to make Net Zero a reality.

272 Milestones and Developments

Matheson – Corporate Sustainability Reporting Redefined.

274 Targeting Waste

Tackling Ireland’s waste management.

277 Waste Made Easy

Ireland’s official guide to waste.

278 Uisce Éireann

120 St. Pat’s Educational Excellence

191 New Homes Delivery

122 CMETB - Delivering Excellence

193 Housing Market Monitor

280 Revolutionizing Public Data

197 Tom Parlon

285 Health of the Nation

Safeguarding public sector education. Further Education and Training play a vital role in shaping the workforce of tomorrow.

126 Lifelong Learning

Increase housing supply expected in 2024 but affordability issues remain. Former CIF Director’s impact and legacy.

How Ireland’s Open Data Directive Fosters innovation and transparency. Survey finds Ireland enjoys the highest rate of good health in the EU.

201 Hubert Fitzpatrick

Creating Pathways for FET Learners.

204 John Paul Construction

County Museum Dundalk - a valuable historical resource for almost three decades. Driving a Regional Agenda EMRA: Paving the way for more balanced and inclusive regional development.

214 New Direction

294 Essential Service Solutions

217 Pipelife:

296

221 Social Housing report

300 Building Growth in Care

Shannon Foynes Port’s vital role and vision for the future

222 Squaring the Housing Circle

139 Curating Culture

148 Navigating Economic Waters

New CIF leader shaping the future of the construction industry. Championing Excellence.

Clúid Housing appoints Eibhlin O’Connor as Chief Commercial Officer. A legacy of innovation, sustainability and commitment to excellence Tenant satisfaction rates remain high. Circle VHA: Making the difference. The Modular Housing Solution Modular Express Ireland: new designs for Net Zero throughout Europe.

157 Shipping to Shore

226

163 DP Development

230 The Art of Balance

168

234

Shipping volumes show signs of recovery

175

Supporting housing delivery to enable thriving communities.

Learning for life in Dublin and Dun Laoghaire.

132 LMETB

142

Housing for all back on track.

Development and Innovation at Dublin Port Bremore Ireland Port Navigating Ireland’s Future Substation Launch Paschal Donohoe, opens the Substation at Dublin Port.

177 Irish Ports Review

Public Consultation for Review of National Ports Policy.

179 Port Construction Skills Training Dublin Port-based construction skills course surpasses 1,000 graduates.

181 On the Road

Hauliers call for measures to address drivers shortage.

Enterprise Ireland’s crucial role in helping Irish companies succeed in global markets. Elis Care Homes: Specialising in bespoke solutions to Irish nursing homes. HSE Vision for a Healthy Ireland HSE’s Sarah McCormack discusses the ambitious Government initiative. Mairead Mackle - advocating change to support Ireland’s homecare and housing sector.

302 Down Syndrome Ireland

Down Syndrome Ireland - supporting individuals with Down syndrome and their families.

John Farage O’Brien: Celebrating 20 years in business. McGahon Surveyors A track record of delivering projects on time and within budget.

304 Transforming Healthcare

Michael Bolger, Managing Director, Beacon Capital on reshaping the housing market.

315 Bon Secours

244 Navigating Ireland’s Housing Landscape

246 Van Dijk Architects 250

290 To the Eurozone and beyond

Beyond the Trees with Coillte. Avondale House An Tánaiste Micheál Martin Opens Coillte’s newly refurbished Avondale House.

PwC’s healthcare experts discuss future trends.

310 Funding the Future of Cancer Research

Breakthrough Cancer Research: From bench to bedside. Investing in Health and driving growth.

316 E-Rostering Revolution in Healthcare

Softworks solution has the potential to streamline staff scheduling.

329 Buying Irish

Buying Irish: an important way to support our local economy.

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Public Sector News

In the News The latest news from Ireland’s housing and construction sectors

Minister for Public Expenditure and Reform, Paschal Donohoe

Minister Heather Humpries

STATE PENSION AGE REFORM ACTION PLAN FOR BETTER PUBLIC SERVICES Minister for Public Expenditure and Reform, Paschal Donohoe has launched the Government’s Action Plan for Designing Better Public Services – a roadmap for embedding design in the Public Service. The new Action Plan provides a tangible, practical and comprehensive pathway for how Government will integrate design principles across the Public Service leading to more peoplecentred, inclusive, user-friendly and effective public services. The plan will support the delivery of the Better Public Services transformation strategy, which commits the Public Service to delivering evidence-informed policy and services designed for and with the public and tackling big societal issues and delivering seamless user experiences through digital and innovation at scale. The plan sets out a prioritisation of actions to embed and grow design across the Public Service over the next two years. It is focussed on three core themes of Demonstrating Design Commitment, Increasing Design Capability and Fostering a Design Culture. Over the course of the plan, Government will demonstrate

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commitment to the design approach by providing the necessary resources required to deliver real progress and change. Design tools, training and knowledge exchange resources will be provided to Public Servants to ensure opportunities to contribute individual talents and perspectives to service design and delivery are realised. “We are on a path towards an exciting transformation in the way Government delivers services to our people – putting their needs first and committing our Public Service to work together to create more intuitive and seamless experiences for the public,” Minister Donohoe said at the launch of the Action Plan in the National College of Art and Design. “Our vision is to position Ireland as global leader in design-led public service delivery. A design approach enables us to meet the challenges and opportunities we face more effectively, with empathy, insight and imagination. Through insightdriven decision-making, experimentation and co-creation with service users we will drive the delivery of better public services with the aim of improving the lives of all the people we serve.”

New pension arrangements which allow people the choice to work until they are 70 in return for higher payments will start from January 1st, 2024, according to Minister for Social Protection, Heather Humpries. The state pension age will remain at 66 but the new system allows people entitled to claim the benefit to defer and receive an adjusted higher payment rate for up to four years. Minister Humphreys said it allows people to improve their social insurance premiums. “It will also potentially increase their rate of pension payments when they retire or allow those who started working late to make additional contributions to quality for a state pension,” Ms Humphrey added. “The main aim of this change is to provide people with more choice. Those who wish to get their state pension (contributory) at age 66 can still do so. They also still have the option of continuing to work. “What’s new is the option to delay the date on which people start receiving their state pension.”

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40,000 HOMES ON ROUTE The rate of homebuilding could increase to 40,000 annually within a couple of years, according to Tanaiste Michael Martin. He said the government has to keep looking at ways to accelerate building and he vowed that ministers would spare no effort in ensure that supply and demand reaches an equilibrium. “We are not going to get to 40,000, on top of 32,000 this year. But I think we will incrementally increase and within a number of years we could be at 40,000 per annum.

ACTION TO BOOST CHILDCARE SECTOR Action by the Government to improve childcare costs and availability would improve capacity in the workforce, according to a study by Chartered Accountants Ireland. The study found that two thirds of its members with children in school were paying up to €2,000 per month. It also emerged that 16% of members, mostly women, have had to reduce their working hours to care for a child. The findings were revealed in the Next Financial Year: Building Capacity, the first of several policy papers that the body is due to publish over the coming year.

GARDAI EXODUS The surge in the number of gardai resignations is a cause for deep concern and needs to be addressed as a matter of urgency according to the Labour Party’s spokesperson on Education and Justice, Aodhan O’Riordain. Of the 164 Gardai who resigned in 2023, many were in their first year of service. There have been 50% more resignations in 2023 than in 2022 and six times more than in 2016. “People in all parts of Ireland rural and urban want to feel safe and secure on the streets,” he said. “There must be an assessment of why we find ourselves in the position we do.” It has also emerged that nearly sixty

members of An Garda Siochana have been forced into retirement for medical reasons over the past four years with cases involving physical injuries suffered in the line of duty, serious mental health issues and other long term illnesses. Altogether, 57 members were left with no choice except to depart on medical grounds in the period between 2020 and 2023, according to figures released under FOI by An Garda. 18 members were medically discharged in 2022 while just six left in 2021. Gardaí also said they had paid out more than €2.7 million in temporary rehabilitation remuneration (TRR) over the past four years.

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PPP TO DELIVER 650 NEW SOCIAL HOMES The Minister for Housing, Local Government and Heritage, Darragh O’Brien has welcomed the launch of new housing projects under the social housing Public Private Partnership (PPP) Programme which will deliver almost 650 new social homes. Titled ‘Bundle 7’ (as the projects to be delivered on these lands are bundled into a group within each phase and this is the seventh such grouping), the new homes will be built on sites in Dublin City Council, Galway County Council, Limerick

City and County Council and Wexford County Council areas. “Housing for All commits to increasing the supply of new build social housing to an average of 10,000 per annum between 2022 and 2030 and we are employing every resource at our disposal to achieve this. Minister O’ Brien said: “The success of this model for social housing delivery is evident as it has already provided 1,000 highquality new homes, with another 3,500 in the pipeline,” he added.

PUBLIC SERVICE INNOVATION FUND The Public Service Innovation Fund 2024 has been by Minister for Public Expenditure, NDP Delivery and Reform, Paschal Donohoe. This competitive fund aims to support innovative, technology-based projects from across the Public Service which provide better public services. Since 2019, the Public Service Innovation Fund has provided around €3.5 million in funding support to over 105 projects across Ireland. Funding of between €75,000 and €100,000 is available in 2024 for innovative projects that have a strong focus on outcomes, impacts and collaboration across sectors and that contribute to the Government’s target of building globally recognised digital services using technology and data. The fund will support projects which deliver across the themes of the Better Public Services strategy – especially the ambition of delivering Digital and Innovation at Scale. Projects should contribute toward delivering on Government’s vision of inclusive, high quality and integrated Public Service provision that meets the needs and

MORTGAGES ACTIVITY DROPS The number of mortgages taken out in November 2023 dropped by 22% compared with the same month in 2022, according to new research from the Banking and Payments Federation. It shows that mortgages are continuing to slow down, driven largely by a reduction in people switching their mortgage to another provider. The increase in interest rates from the ECB saw thousands switch their mortgage to other providers for a better deal. In November 2,575 mortgages were taken out by first-time buyers – accounting for 61% of all mortgages taken out that month.

‘CEASEFIRE NOW’ BANNER DISPLAYED ON LIBERTY HALL

improves the lives of people in Ireland. “The Public Service Innovation Fund will build on the innovative projects supported and progress made in previous years and is positive step towards the transforming our Public Services. Minister Donohoe said. Collaboration on scalable, technologybased solutions and innovations is central to this year’s fund, as is a focus on tangible, positive outcomes for the people of Ireland. “The scale of innovation in our Public Service is truly impressive and this fund will support Public Servants across organisations to realise the potential of their ideas and explore the opportunities of working with new and different partners towards our shared goals.”

A banner calling for a ‘CEASEFIRE NOW’ has been raised on Liberty Hall, Dublin, to reflect the full support of SIPTU and the vast majority of the public in Ireland for an immediate halt to the ongoing atrocities in Gaza, the West Bank and Israel. SIPTU General Secretary, Joe Cunningham, said: “The devastating war on Gaza has claimed the lives of more than 22,000 of people, the majority of them children and women, has injured almost 60,000 while essential food and medical aid continues to be obstructed. Our banner seeks to demonstrate the strength of support of the people of Ireland for a ceasefire and highlight the urgent need to tackle what is now a humanitarian catastrophe.” SIPTU, Ireland’s largest trade union, passed a motion endorsing a ceasefire at its Biennial Delegate Conference in Galway in November 2023.

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SUPPORTING IRELAND’S HERITAGE AMBITIONS The National Monuments Service, based in the Department of Housing, Local Government and Heritage, has published ‘A Guide to World Heritage Nomination’. The publication is the first in a new World Heritage Advice Series to assist members of the public and key stakeholders in understanding the various World Heritage processes and requirements within an Irish context. The guide aims to assist local authorities that are working to progress the nomination of sites on Ireland’s UNESCO World Heritage Tentative

List, which comprises the Passage Tomb Landscape of County Sligo, the Transatlantic Cable Ensemble in County Kerry, and the Royal Sites of Ireland. The Nomination Guide has been developed with international best practice in mind, with the assistance of World Heritage experts, and the support of the UNESCO World Heritage Centre. Future guidance will be prepared on the Tentative List process and on effective management of World Heritage Properties. Minister of State for Nature,

Heritage and Electoral Reform, Malcolm Noonan welcomed the publication: “The publication of this new guide on the World Heritage nomination process is great news for those working in the heritage sector. To be recognised by UNESCO is a huge honour,” he said. “It is an intricate process to earn a place on this prestigious list and this new guide will offer an invaluable resource for those progressing the nomination of the three Irish sites currently on the Tentative List and for those with future aspirations for World Heritage status.”

IRELAND CONTRIBUTES €3.6NBN TO EU BUDGET Last year Ireland contributed €3.6 billion to the EU Budget in 2022 and by 2027, the Department of Finance forecasts our contribution will have increased to almost €4.5bn. Ireland has been a net contributor to the EU since 2013, according to the Comptroller and Auditor General’s report, which examined how Ireland’s contributions to and receipts from the EU were made up. In 2022, Ireland’s contribution comprised €2.6bn based on Gross National Income, €482 million based on customs duties collected on imports from outside the EU, 75% of which is payable to the EU and €323m from VAT which was 0.3% of what the Revenue collected in VAT. Ireland received €2.5bn from the EU in 2021, this was mostly for agriculture and rural development. Just over a half billion euro that year was received

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through the Brexit Adjustment Reserve (BAR) and amounts of €389m were received in 2022 and 2023. Around 70% of the BAR went to programmes in the Department of Agriculture, Food and the Marine but funding also went to the Department of Further and Higher Education, Research, Innovation and Science. Ireland has also been allocated €915m across a range of projects under the Recovery and Resilience Facility (RRF), which was established to help member state economies recover from the pandemic. The C&AG notes that the Department of Finance has committed to publishing information on how Ireland’s contributions and receipts from the EU are accounted for, however this information comes with a time a lag. The latest publication dates from October 2022 and deals with

the financial year 2020 and does not include all of the information necessary to understand Ireland’s financial relationship with the EU. The Department of Finance has agreed to speed up its reporting

Public Sector News

Minister of State with responsibility for public procurement and eGovernment, Ossian Smyth TD

INFRASTRUCTURE AS A SERVICE The Office of Government Procurement (OGP) has published a tender competition to establish a central procurement arrangement for ICT Infrastructure as a Service (IaaS). This central arrangement, estimated value €60 million, is the first arrangement of its kind in Ireland and can be availed of by all public service bodies regardless of size and scale. Digitalisation of Public Services is a key priority for the Government of Ireland. The national digital strategy, Harnessing Digital – The Digital Ireland Framework, aims to drive and enable digital transition across the Irish economy and society. Connecting Government 2030, the Digital and ICT Strategy for Ireland’s Public Service, further outlines Government plans to be a European leader in Digital Public Services. “Adoption of cloud services is a key enabler of this digital transformation ambition,” Minister of State with responsibility for public procurement and eGovernment, Ossian Smyth said. The new arrangement will support public service bodies in their adoption of cloud services through providing easy access to the best available on demand and scalable compute, storage and networking IaaS solutions.”

HOUSE PRICE FORECASTS The average house price is set to rise by three per cent in 2024, according to the REA Average House Price Index. Figures show prices rose by 1 per cent in the final quarter of 2023, with the average three-bed, semi-detached house costing €304,259. The REA Average House Price Index concentrates on the actual sale price of Ireland’s typical stock home, the three-bed semi, giving an “accurate picture of the second-hand property market in towns and cities countrywide”. Prices in Dublin city rose by 1.5 per cent in the last three months, meaning that the average three-bed semi in the capital is now selling at €511,667, an increase of three per cent in the last year. Mortgage-approved first-time buyers are still the main market drivers, with 59 per cent of sales nationally, a figure that rises dramatically to over 80 per cent in commuter counties. Cities outside Dublin experienced a 1.73 per cent rise in the past three months to an average selling price of €323,000 – with the annual rate of increase of 4.5 per cent. Prices in Cork increased by 1.4 per cent in the past three months – a four per cent annual rise to €370,000 with agents O’Donoghue and Clarke predicting the same again in 2024. Galway prices rose slightly in the quarter by 0.6 per cent to €337,000, with agents predicting an unchanged scenario in the coming year.

“Dublin is becoming a two-tier market, with the average house price proving to be an affordability ceiling,” said REA spokesperson, Barry McDonald. “While our agents predict an average one per cent increase across 2024, this varies according to prices in their immediate area. Agents on the west side of Dublin recorded notable increases in Q4, with Lucan prices rising by €20,000 to €435,000 (4.8 per cent) and Tallaght increasing by 3.5 per cent to €290,000. “In areas such as Rathcoole (€335,000, 1.4 per cent) the market is chasing affordability, and a scarce supply of properties has been selling at a faster pace. “However, while these agents are predicting rises of three to five per cent in 2024, areas where prices are above the average Dublin price showed little to no growth in Q4 and are forecasting price falls in the next 12 months. “Across the country, agents are reporting no let-up in demand, but the supply of stock is at an all-time low.”

SIPTU CALLS FOR RAPID ROLL OUT OF RAIL LINKS SIPTU Transport, Energy, Aviation and Construction Division Organiser, Adrian Kane, has said that new rail links proposed by transport minister, Eamon Ryan, must be rolled out much more rapidly than in the timescale envisaged. Adrian Kane said: “This proposal is for one of the most significant investments in rail infrastructure in the history of the State. However, the lengthy timescale for rolling out the project is unacceptable, particularly in light of the warnings contained in the annual review

from the Climate Change Advisory Council concerning the likely failure of the Government to reach its carbon reduction targets. The new and faster rail links must be rolled out much more rapidly than envisaged.” SIPTU Transport Sector Organiser, John Murphy said: “We need to ensure that this project is given maximum priority to ensure that clean, environmentally friendly, transport options are available for all citizens on the island. This can only encourage

people to make the switch from private transport options and help Ireland meet its climate targets. SIPTU members have consistently campaigned for investment in public transport as the best means of achieving a world class, environmentally sound, transport system for all.

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Wishing Everyone A Very Special

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Check the Register Ministers launch campaign for public engagement following significant reform of the electoral registration process. Minister of State for Nature, Heritage and Electoral Reform, Malcom Noonan, and Minister for Housing, Local Government and Heritage, Darragh O’Brien, have encouraged people to make sure they are correctly registered to vote. Their message reinforces the voter registration awareness campaign launched recently which encourages everybody to make sure that their details are current and correct on checktheregister.ie. Significant progress has been made on Programme for Government commitments in relation to the modernisation of the electoral registration process over the past twelve months, with improvements to the voter registration system meaning that people can now register to vote or update their details at any time using the checktheregister.ie system. Furthermore, PPSNs, Dates of Birth and Eircodes can also be added to the system, assisting local authorities in their work to improve the accuracy of the electoral register. 16- and 17-year-olds can now also pre-register to vote and will be automatically added to the electoral register upon turning 18. Work is also underway to establish a national voter registration system, with Dublin City Council recently appointed as the designated registration authority under the Electoral Acts to empower it to establish and manage, on behalf of all local authorities, a national electoral registration system. Speaking about these improvements, Minister Noonan said that recent years have seen some of the most transformative changes to electoral registration in generations. “Not long ago, almost everyone who wanted to register or update their information had to do so by sending a paper form to their local authority and we all recall the long queues at Garda stations at election time.” He said. “The policy, legislative and technical changes we’ve made, including to checktheregister.ie, mean that you can apply to register or update your details online in just a few short minutes. I’m encouraging everyone today to ensure your local authority has the correct information to enable you to vote come polling day.” Minister Noonan said that he was particularly pleased that local authorities can now take applications from everyone once they reach the age of 16. “This means we can reach out to 16- and 17-year-olds while they are still in the school system and get them to register to vote, and they are automatically transferred to the register once they turn 18.” He also called on long-time voters to log on to checktheregister.ie, even if they haven’t moved or their circumstances haven’t changed: “It’s really important that everyone confirms their details on the website. It’s not about whether you have voted before, it’s about letting your Local Authority know that your entry is current and correct, so that they can focus on identifying and, where necessary, removing entries that are out of date or incorrect. This helps to protect the integrity of the

Ministers Darragh O’Brien and Malcolm Noonan launch awareness campaign for voter registration electoral register for all of us. You can confirm your details on checktheregister.ie by adding your PPSN, date of birth and Eircode, or if you’re in Dublin by going directly to Voter.ie.” Looking to the future – and the challenges facing electoral systems the world over – Minister O’Brien highlighted the newly established role of the Electoral Commission in overseeing the electoral register and its processes and also pointed to the development of a new national electoral registration system: “In September, I introduced regulations to appoint Dublin City Council as the designated registration authority under the Electoral Acts to empower it to establish and manage, on behalf of all local authorities, a national electoral registration system. That system, which will build on the existing Voter.ie platform, will bring together and further progress all of the work done to date, ensuring that the electoral registration process continues to serve this country and its electorate by bringing the highest standards of security and data protection to bear on this critical aspect of our democracy”. The Ministers noted that the coming 24 months will be a relatively busy electoral period with Local and European Elections in June and both a General Election and Presidential Election due before the end of 2025. “There’ll be a lot happening, everyone is busy, we have made it easy, so now’s the time to spend five minutes to check and either confirm or update your information,” said Minister Noonan.

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Advancing Social Inclusion With a steadfast commitment to promoting social inclusion and services to communities on behalf of the Government, Pobal has become a vital agent of positive change in Ireland.

Minister Heather Humphreys joins Pobal CEO, Anna Shakespeare and Pobal Chairperson, Rosarii Mannion to launch the Pobal Strategic Plan 2022 - 2026. Originating as Area Development Management (ADM) in October 1992 through a collaborative effort between the Irish Government and the European Commission, Pobal’s journey over the past 30 years has been defined by its dedication to supporting individuals, families, children, and communities. At the heart of its mission is a desire to promote social inclusion and deliver better outcomes for all. To achieve this, Pobal supports an extensive range of programmes in key areas including social inclusion, early childhood care and education, community development, peace and reconciliation, equality, labour market support, and education and training. This broad-spectrum approach underscores Pobal’s dedication to supporting Government in uplifting a diverse range of groups, including the long-term unemployed, youth, farmers, fishermen, children, parents, families, Travellers, older citizens, and people with criminal convictions. Over the years, Pobal has formed strategic partnerships both nationally and internationally, fostering collaborative relationships with esteemed institutions such as the OECD and the Economic and Social Research Institute (ESRI).

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Evolving Community Needs Reflecting on Pobal’s three decades, CEO Anna Shakespeare highlights the organisation’s dynamic evolution and its pivotal role in supporting various Government Departments. “Since its establishment, Pobal has adapted and grown significantly in response to the needs of society and the priorities of Government, adapting our skill sets and competencies to respond to the changes and challenges that have emerged.” “Our work ranges from designing vital community programmes to implementation support to financial administration and the targeting and governance of funding allocations. We promote quality enhancement amongst local community-based groups, develop programme and system management tools and ensure funded projects work within agreed guidelines.” Pobal also stands as a resource hub, providing valuable assets like financial planning tools, best practice case studies, evaluations, and demographic insights, all of which aid Government departments in shaping effective policy decisions. Essential tools, including Pobal Maps and the Pobal HP

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Deprivation Index, are made readily available to empower policymakers and communities to respond to identified needs. Pobal has established offices across strategic locations, such as Dublin, Monaghan, Sligo, Clifden, Letterkenny, Cork, Galway City, Limerick, Mullingar, and Kilkenny, housing a dedicated workforce of over 700 professionals. Pobal staff work hand-in-hand with communities to deliver locally focused services aimed at combating social exclusion. “I am proud to say that every day, in towns and villages across Ireland, there are Pobal staff on the ground working with communities delivering services locally, to combat social exclusion,” continues Anna.

Empowering Communities

Our commitment is Enhancing Outcomes to work together

While Pobal’s functions may vary from one programme to another, its overarching goal remains steadfast: to enhance outcomes for individuals, families, children, participants, beneficiaries, and the communities targeted by specific policies or initiatives. One standout programme in which Pobal supports Government delivery is the Social Inclusion and Community Activation Programme (SICAP), which is co-funded by the Irish Government, through the Department of Rural and Community Development, and the European Social Fund Plus under the Employment, Inclusion, Skills and Training (EIST) Programme 2021 – 2027. This programme is designed to combat poverty and social exclusion through localised engagement and partnerships between disadvantaged individuals, community organisations, and public sector agencies. Pobal’s contribution also extends to its role in managing the Community Services Programme (CSP), which is led by the Department of Rural and Community Development. This programme aids community businesses in employing managers and staff to deliver essential services, thereby creating employment opportunities for marginalised groups. Notably, in 2022, Pobal supported 433 services through the CSP, securing over €45 million in funding. Pobal’s unique partnerships encompass a diverse range of stakeholders, including state agencies, representative organisations, social enterprises, and the community and voluntary sector. Through these collaborations, Pobal effectively bridges the gap between grassroots initiatives and informed policy decisions, while simultaneously streamlining processes and minimising administrative barriers. “Our work with community-based groups across departments and programmes allows us to channel learning from where it happens to where it can be used to inform policy. We manage programmes in a way that is as supportive as possible of the local group’s delivery and tries to remove bureaucratic burdens”, Anna explains. Pobal’s role in supporting the Government’s launch of the Community and Voluntary Energy Support Scheme (CVESS) in November 2022 is an example of Pobal’s agility and responsiveness to emerging challenges. The scheme swiftly addressed rising energy costs by providing small grants to community groups, development associations, and volunteer-led organisations. Pobal’s administration of this initiative showcased its ability to effectively manage programmes on behalf of the Department of Rural and Community Development. While Pobal’s technical roles are instrumental across its various programmes, its overarching impact remains significant. “Our expertise and track record means Government can have the confidence to channel monies to non-state services, knowing controls and supports are in place to assist in ensuring the funds are used effectively” explains Anna.

with Government to understand,

collaborate and deliver on their requirements

and expectations, providing a valuable

partnership

Pobal’s core ethos centres on empowering communities and local entities to achieve social inclusion and equality through the integrated development of social and economic facets within these communities. Recent years have seen Pobal’s collaboration with the Department of Rural and Community Development (DRCD) grow to cover a range of new initiatives resulting in the expansion of its role in the delivery of essential social inclusion programmes. Furthermore, the organisation’s data analysis and reporting on various programmes have illustrated the positive outcomes that benefit marginalised people and disadvantaged communities. Speaking about the unique range of supports and services Pobal provides, Anna, emphasises the organisation’s commitment to collaborating closely with the Government to understand align and fulfil requirements and expectations, fostering a truly valuable partnership. “Our commitment is to work together with Government to understand, collaborate and deliver on their requirements and expectations, providing a valuable partnership. While the work we undertake on behalf of Government may differ from programme to programme, Pobal remains unified in our purpose to improve outcomes for the individuals, families, children, participants, beneficiaries, and communities that a particular policy or programme is intended to support.” “The programmes we administer and manage on behalf of our colleagues in government offer greater opportunities and outcomes to individuals, communities, families and children through the projects and initiatives they support at a local and national level. The importance of this work and in ensuring that Pobal delivers on government policy in ways that help communities most, is critically important. There are a lot of metrics by which we can measure outputs, but we must remember a fundamental fact, Pobal exists to help people. The scale and importance of that help, and its importance in people’s lives is very large.”

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Early Years Support

Zero Emission Vehicles Ireland on the EU Just Transition Fund (EU JTF) Community This effectiveness is vividly illustrated in Facilities Electric Vehicle (EV) Charging Pobal’s work on behalf of the Department Scheme stands as a testament to its forwardof Children, Equality, Disability, Integration thinking approach. This groundbreaking and Youth (DCEDIY) within the Early scheme supports the expansion of publicly Learning and Care (ELC) and School Aged accessible electric vehicle charging points in Care (SAC) sectors. Pobal administers communities, aligning with Ireland’s climate funding programmes and provides an array action targets. of supports and services to the Early Years Pobal is delighted to work with Zero sector, ensuring funding flow, delivering Emmissions Vehicles Ireland, a dedicated information on programmes, and offering unit of the Department of Transport, on this developmental support for quality, access, exciting and ambitious new scheme. The inclusion, and sustainability. EU JTF Community Facilities EV Charging Parents and guardians are equally Scheme is a very timely and important supported through Pobal’s Parents initiative to support the rollout of electric Services Centre, facilitating applications vehicle charging points at community under the National Childcare Scheme facilities in the wider midland region. (NCS). Better Start and Early Years “This scheme will support local Anna Shakespeare CEO Operations teams extend support related communities in their transition to climate to the Access and Inclusion Model (AIM). neutrality through the expansion of Pobal has developed its own structured programme publicly accessible electric vehicle charging points in towns and management methodology to manage and support the villages across the region. In light of Ireland’s targets under the implementation of its funding programmes. This methodology Climate Action Plan 2023, we in Pobal recognise the value of equips Pobal with the capability to seamlessly oversee accessible services to communities and are proud to support it. programmes throughout their entire lifecycle, adopting an “With Pobal’s own commitment to the UN Sustainable integrated ‘one-stop-shop’ approach. Development Goals, this will be a programme of importance Since its introduction in 2013, Pobal has been instrumental to us as an organisation in the years to come. We look forward in the delivery of the Early Childhood Care and Education to working with all stakeholder organisations in the region Programme (ECCE) on behalf of the Department of Children, to make this scheme a success and model of best practice for Equality, Disability, Integration and Youth (DCEDIY). This community-based EV charging schemes” Anna highlighted. transformative programme provides early childhood care and Celebrating 30 Years education for pre-school-aged children. The ECCE Scheme ensures that all eligible children are entitled to two full academic As Pobal commemorates its 30th Anniversary, a series of years of pre-school service, delivering numerous benefits to nationwide events have celebrated its strides in assisting over 100,000 children annually. Government in achieving social inclusion, equality, and A landmark scheme for parents, children and families community development. These initiatives underscore the was the introduction of the National Childcare Scheme collaborative synergy between Pobal, Government, and (NCS). Announced in Budget 2017 and officially launched communities in fostering a united and inclusive society. in November 2019, NCS provides financial support to help The pinnacle of these celebrations will occur on 2 parents meet the costs of childcare. Marking the first-ever November 2023, with the launch of the Pobal HP Deprivation statutory entitlement to financial support for childcare, the NCS Index at Dublin Castle’s Printworks. Serving as Ireland’s introduces a comprehensive system of universal and incomeprimary social gradient tool, the Index assists Government related subsidies for children up to the age of 15. Furthermore, departments and state agencies in identifying disadvantages the scheme employs an innovative online application process, and allocating resources to the most vulnerable communities. making subsidy access user-friendly. While the Department of Available through Pobal Maps, this Index is an indispensable Children, Equality, Disability, Integration and Youth (DCEDIY) resource in understanding and addressing disparities across oversees NCS policy, legislation, and oversight, Pobal takes on geographic areas. the vital role of day-to-day administration. In its remarkable 30-year journey, Pobal has emerged as a Tackling Climate Change crucial catalyst for positive change, tirelessly championing social inclusion on behalf of the Government. As Pobal looks back on In recent years, Pobal’s collaboration has extended to the its accomplishments and gears up for future endeavours working Departments of Justice, Transport, and Environment, Climate, and on behalf of Government, its commitment to fostering a more just Communications. These collaborative efforts are deeply tied to society remains resolute. key EU and Government policies, including the ‘Just Transition Fund,’ ‘Project Ireland 2040,’ ‘National Electric Vehicles Charging For further insights into Pobal’s diverse array of Infrastructure Strategy 2022–2025,’ and the Shared Island Initiative. services and programmes, visit the official website Pobal’s partnership with the Department of Transport and at pobal.ie

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Community Foundation Ireland: Growing Philanthropy Denise Charlton, Chief Executive, Community Foundation Ireland discusses the challenges and successes within the existing philanthropic landscape, the Foundation’s engagement with the upcoming National Policy on Philanthropy and the drive to promote Legacy Giving.

Community Foundation Ireland is a pioneering organisation playing a crucial role in transforming philanthropy in Ireland. Established in 2000 it is a philanthropic hub bringing donors, supporters, charitable organisations and others together to create lasting positive change. Core values of transparency, collaboration, innovation, and impact guide all work and activity. Growing from a modest €1 million in government seed funding, the Foundation has enabled over €120 million in grants to a network of 5,000 voluntary, community, and charitable partners. The mission of the organisation as expressed by

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Denise Charlton, Chief Executive of Community Foundation Ireland is: “Equality For All In Thriving Communities.” “Last year 1,200 grants were successfully issued, creating a profound impact. Given the number and spread of grants it is fair to say every county has benefitted,” says Charlton. “In terms of driving policies during the cost-of-living crisis, we can look at our partnership with the ESRI, which produced energy poverty research informing measures in the Budget. “Similarly, our partnership with the Children’s Rights Alliance allowing Ireland’s first Child Poverty Monitor showing 200,000 children at risk. This in turn has led to the establishment of the new

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Child Poverty and Wellbeing Programme Office in the Department of An Taoiseach and promises of measures in Budget 2024. “Our response to the War in Ukraine was unique in that money raised from a coming together of philanthropy, Government and a coalition of media brands was split between need in the war-zone and communities here. “We delivered food, clothing and trauma support to families often forced to live their lives underground in besieged villages, towns and cities. For those fleeing for their lives to communities here we worked with partners to put in place language, accommodation, support for access to school and work as well as needed immigration reforms. “Our leadership in delivering climate action support saw projects with young people combat fast fashion, to the recycling of items from plastic medical devices to mattresses as well as moves to carbon neutral towns. The contribution of Community Foundation Ireland goes beyond financial support and the organisation has embraced its role as a convener, uniting voices from the grassroots, academia, and policy-making spheres to overcome barriers to equality. Their four guiding pillars—Sustainable Futures, Inclusive Communities, Empowering Generations, and Accelerating Change—provide a roadmap for multifaceted initiatives. One of the most impressive aspects of Community Foundation Ireland’s approach is its ability to seamlessly connect donors with community activists, ensuring that philanthropic endeavours yield optimal outcomes. From individual contributions to corporate partnerships, they have cultivated a culture of strategic giving, according to Charlton. “We know philanthropy. We expertly guide, support and advise giving which delivers major social change. “By using our unique network we can identify patterns, connections and solutions as they emerge, often ahead of others in the field. As part of the global network of over 1,800

Community Foundations, we ensure impactful, evidence-based grant-making, with flexibility for new opportunities and our thematic approach helps guide and inspire donors by growing our evidence base.” Under Sustainable Futures, they have collaborated with the National Parks and Wildlife Service, fostering 180 communities to develop local Biodiversity Action Plans. This not only safeguards the environment but has also led to Ireland’s first national biodiversity mapping. Their Empowering Generations pillar facilitated groundbreaking research during the pandemic, empowering older individuals and amplifying young voices on pressing issues. Inclusive Communities is a cornerstone of their work, as evidenced by their rapid response to the war in Ukraine. By rallying government bodies, media outlets, and philanthropic donors, they raised €7.5 million to aid refugees and propel policy reforms. Moreover, their Accelerating Change initiatives have driven policy shifts, like the government’s “Zero Tolerance” plan against sexual violence. Such accomplishments stem from the foundation’s role as a research hub, generating vital evidence for change. The commitment to inclusivity extends to marginalized groups. Community Foundation Ireland has been a longstanding ally to LGBTQI+ movements, supporting reforms for migrant populations, and advocating for Traveller rights. In the fight against sexual violence, they’ve not only funded refuges but have been instrumental in shaping policy changes. Amid these achievements, the call for the National Sustainable Futures Fund stands out. This innovative concept, drawing from their growth model, aims to tackle the climate and biodiversity emergency. With government seed funding of €10 million, bolstered by private donations, this fund could drive perpetual grants for climate-focused initiatives, making substantial strides toward environmental justice.

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Bringing Community Foundation Ireland’s gender equity message to Government Buildings on International Women’s Day. Aoibhinn Ní Shúilleabháin Chair of the Citizen Assembly on Biodiversity with Denise Charlton, Chief Executive of the Foundation and Catherine Day, Former European Commission Secretary General, Catherine Day.

Working in partnership on the new National Policy on Philanthropy. Minister of State Joe O’Brien TD with Denise Charlton, Chief Executive of Community Foundation Ireland

However, Community Foundation Ireland isn’t exempt from challenges. While philanthropy in Ireland has experienced growth, it lags behind other countries and policy limitations have impeded the sector’s expansion. A new National Policy on Philanthropy, a potentially transformative initiative, is due to be published this Autumn. The new policy offers the promise of providing a roadmap to magnify the influence of philanthropic contributions, driving progress and innovation across a spectrum of issues. The Foundation’s involvement in a National Working Group and sub-working groups underscores its commitment to helping to shape the new policy. “There needs to be a recognition that philanthropic giving is different. It is strategic, often long-term and it can be brave, willing to take risks which public funding cannot. “While the growth in philanthropic donations has been rapid in recent years, it has been building from what is a low base and has been impeded by policy shortfalls. “We have been working with Minister of State, Joe O’Brien TD, his officials and other partners to inform the development of the policy. We hope that it will include a number of meaningful measures which our research has shown can be helpful in the future growth of Irish philanthropy and its positive impact. “The Sustainable Futures Endowment Fund we seek offers an opportunity to address the biggest challenges of all in climate and biodiversity. It is one we believe Government should seriously consider and use the formula which successfully allowed us to grow as a philanthropic hub. “A Cross-Government Openness to Match Funding would also allow Ireland to replicate other jurisdictions. Having National and Local Government and their agencies as partners on a project greatly encourages donors to come forward and support work which informs and directs policy. “Introducing Pilot Placed Based Giving Funds recognises the growing trend in philanthropy as well as the strong sense of place which is ingrained in Irish people. Donors like to give to communities where they have a personal connection. We believe that public and private funding working together can really

empower communities to address local challenges. “The Promotion of Legacy Giving would address a short-fall which would increase the number of gifts left in wills for the greater good, or to further advance a cause which someone has been passionate about throughout their life. “There is also the question of incentivising legacy-giving. One area which we believe could be beneficial is to review Capital Acquisitions Tax. People who receive an inheritance should be able to make a gift knowing their level of tax will be adjusted euro for euro. “This is a relatively simple mechanism which could be looked at.” “We believe adapting these recommendations would further boost the momentum in philanthropic giving which is currently being experienced.” Looking ahead, Community Foundation Ireland has a broad and varied agenda for the coming months. The National Policy’s approval remains a pivotal milestone, one that can amplify the Foundation’s strategy to promote and expand philanthropy. The forthcoming Budget 2024 will be closely watched as it reflects the government’s commitment to combating child poverty, a cause that the Foundation’s efforts have illuminated. The focus on Sustainable Futures initiatives and partnerships with entities like the National Parks and Wildlife Service and the Environmental Protection Agency will continue to drive environmental stewardship. As 2023 progresses, the Foundation’s impact report will showcase the tangible outcomes of their work throughout the year. The Foundation remains steadfast in its mission, guided by the belief that philanthropy has the power to foster equality, empower communities, and steer Ireland towards a future marked by thriving, equitable landscapes. Community Foundation Ireland’s journey underscores that philanthropy is about more than transactions; it’s about empowering communities, fostering equality, and igniting change. As Denise Charlton aptly puts it: “Equality means leaving no one behind,” and Community Foundation Ireland exemplifies this commitment every step of the way.

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Proudly connecting Ireland, community by community We’re happy to report that we’re making good progress delivering the National Broadband Plan, which is connecting communities all over Ireland. Work is now taking place in every county in Ireland.

Carndonagh

Tamney

Moville

Tory Island Buncrana

Creeslough Bunbeg Letterkenny

Eighter Island Eadarinis Island Inishfree Island

St. Johnston

Ballyshannon Bundoran

BUILDING A LIMITLESS IRE-

Castlegarron

Emyvale

Manorhamilton

Carrowmorelacken

Available for Order | Pre-order

Sligo Dromore West

Monaghan Clones

Riverstown

Ballina

Network build in progress

Tobercurry

Keel

Carrick-on-Shannon

Newport

Achillbeg Island, Achill (MO)

Survey planned

Kilmeena, Westport (MO)

Clare Island

Bailieborough

Knock

Liscarney

Roscommon

Skerries Trim

Mullingar

Tyrellspass Donadea

Enniskerry

Banagher

Newbridge

Duniry

147,629 (26%)

Premises available for order/pre-order

136,270 (24%)

Premises passed

Tiermaclane

Kilcoole Glendalough

Baltinglass

Ballylinan

Mountrath

Roscrea Ogonnello

Blessington

Curragh Camp

Portlaoise

Feakle

Corofin

Dunboyne/ Clonee

Tullamore

Loughrea

Gort

Premises under construction/constructed

Lusk Donabate/ Portrane

Ballinasloe

Athenry

Inverin

Lettermore/ Lettermullen (GY)

Moate

Athlone

Gurteen

Galway

292,108 (52%)

Drogheda

Navan Delvin

Hill of Down

Kilkerrin

Redcross

Nenagh

Kilkishen

Castlecomer

Carlow

Johnstown

38,877 (29% of passed) Premises connected 905

Kingscourt

Kilnaleck

Lismacaffery

Longford

Ballymahon

PROGRESS SO FAR Designs complete

Aucnacliffe

Rooskey

Castlebar

Inishturk, Clifden (GY)

381,317 (68%)

Riverstown

Dundalk

Castlerea

Killadoon

Survey pending

Premises surveyed

Carrickmacross

Cavan

Survey underway

397,614 (70%)

Cootehill

Keshcarrigan

Limerick

Kilkenny Borris

BCPs/schools Installed by NBI

Adare

Mullinahone

Cashel

Listowel

Hospital

Tipperary

Ballyheigue

Thomastown

Ballynabola

Clonmel

Mitchelstown

Tralee

Waterford Ballinamult

Castlegregory Kanturk Killarney

Fermoy

Rathmore

Tallow

Monamolin

Wexford

Carrick-on-Suir

Cahir

Dingle/Ballydavid

Ballycarney

Fethard

Tomhaggard

Dungarvan

Youghal

Valentia Sneem

Lauragh

Eyeries

Midleton

Kilgarvan Templemartin

Carrigaline

Bantry

Clonakilty

U I L D I NSector G A L IMagazine M I T L E S S I R23 ELAND theB Public Figures correct as of 31.03.23

Ahmad, 5-year-old sitting on his mattress in one of the shelter courtyards surrounded by several hundred other displaced people.

UNICEF/State of Palestine,2023/El Baba

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Every Child, Everywhere, Deserves Life. UNICEF was created in 1946 after World War II to provide children with life-saving humanitarian assistance. Today, over 75 years later, a lot has changed, but UNICEF’s fundamental mission has not. UNICEF works in the world’s toughest places to reach the most disadvantaged children and adolescents – and to protect the rights of every child, everywhere. Across more than 190 countries and territories, we do whatever it takes to help children survive, thrive, and fulfil their potential. Humanitarian aid efforts continue to be central to our work. With a vast network of partners – including governments, civil society, communities, and the private sector – UNICEF is uniquely positioned to respond to the needs of children in humanitarian emergencies at speed and at 24

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scale. This includes responding to crises that don’t make the headlines. In the past year, UNICEF has responded to a total of 442 humanitarian crises in 128 countries. Before, during and after emergencies, UNICEF teams are on the ground, bringing lifesaving help and hope to children and families. Non-political and impartial, we are never neutral when it comes to defending children’s rights and safeguarding their lives and futures. Because a child is a child – and all children deserve the chance to be happy, healthy, and safe.

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“To accept the sacrifice of the children in Gaza is humanity giving up.”

Loading of several shipments of essential supplies on UNICEF charter flights at the Copenhagen International Airport. UNICEF’s Global Supply and Logistics Hub in Copenhagen is home to a warehouse that spans over 20,000 square metres, making it the largest humanitarian warehouse in the world.

UNICEF is delivering in Gaza UNICEF has been providing emergency relief to children in the State of Palestine since 1959, establishing a country office in 1968. Since the ongoing conflict escalated dramatically on 7 October, UNICEF teams have stayed on the ground in Gaza and are working tirelessly in extreme circumstances to protect the lives and rights of children. In all conflicts, it is children who suffer most and that is tragically true today. The scale of hostilities against children in the Gaza crisis has been shocking and heartbreaking, with children accounting for over forty per cent of overall deaths in the Gaza Strip. The humanitarian needs are immense and growing by the day. Children urgently need food and water, and are at risk of dying of severe dehydration, severe wasting, and illness. During the humanitarian pause in November, UNICEF significantly scaled up its operations to deliver aid quickly and safely, doubling our supplies procurement from $10 million to $20 million. Eleven charter flights airlifted in tents, water and sanitation supplies, medical kits, nutrition supplies, and warm clothes for children in the Gaza Strip. UNICEF also procured supplies locally, including hygiene kits, water, blankets, generators, and pipes for the repair of sanitation infrastructure. Since the end of the humanitarian pause, UNICEF is continuing to work tirelessly to bring in more supplies. Water, Sanitation and Hygiene (WASH): UNICEF is working so over 1.1 million people can access quality water for

UNICEF/State of Palestine,2023/Zaqout

UNICEF/State of Palestine,2023/Mansour

– James Elder, UNICEF Spokesperson

Ahmad, 3-year-old from the Nuseirat city in the central Gaza Strip. Ahmed suffered a direct injury to his leg and was transported to the Al-Aqsa Hospital. Due to complications from toxins resulting from his injury, he was transferred to Nasser Hospital, where doctors decided to amputate his foot due to limited medical resources. Ahmad sits in his bed at Nasser Hospital in Khan Yunis, saying, “I used to love playing football a lot, and I wanted to be a football player when I grow up, but now I cannot.” drinking and domestic needs by distributing hygiene kits, bottled water and water trucking. We are also providing essential infrastructure including water tanks, generators, pipes and fittings. Health: UNICEF is scaling up support to the health system and health partners in Gaza with medical supplies, reaching hundreds of thousands of people in urgent need. This includes emergency and primary health care kits, as well as midwifery kits for regular births and surgical deliveries. Nutrition: UNICEF is delivering micronutrients supplementation for thousands of children and pregnant or breastfeeding mothers. Social Protection: Despite the extreme security situation, UNICEF is reaching hundreds of thousands of people across the Gaza Strip with multi-purpose cash assistance to use for lifesaving essentials. Food is the greatest expense, followed by medicines, water, and hygiene. Winterisation: UNICEF is providing blankets and winter clothing to protect children from the cold and wet. Also, tents to create child-friendly spaces and temporary health care centres, and education materials so that children can play and learn. the Public Sector Magazine

UNICEF/State of Palestine,2023/El Baba

UNICEF/State of Palestine,2023/Zaqout

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Shaimaa, 8-year-old girl, from Gaza City, she was playing cards with her friends in her home in the Sabra neighbourhood when a neighbouring house was shelled on October 26, 2023. Shaimaa suffered severe injuries, losing her foot and her hand. Shaimaa, lying in her bed at the hospital with her aunt, and talks about her dream, “ I dream of becoming a journalist to document the attacks against children in the Gaza Strip.”

UNICEF delivered medical life-saving supplies to help meet the basic needs of hospitals. Thousands of people, including children, will receive essential and much-needed lifesaving support. All these supplies will need to be replenished on an ongoing basis from our global supply depots and funds are desperately needed so that thousands of children can access vital medical supplies, water, sanitation, fuel, education materials and crucial mental health support. The situation on the ground is unprecedented and financial needs are growing rapidly. Donations are crucial to ensure our humanitarian and protective support reaches those in need swiftly and efficiently to save lives.

Support UNICEF’s work for children SCAN THE QR CODE to watch UNICEF’s Deputy Representative of Operations in the State of Palestine share more about the delivery of life-saving supplies for children in Gaza.

UNICEF is on the ground saving and improving children’s lives, but we cannot do it without your help. UNICEF is entirely funded by voluntary contributions and donations are crucial to

our life-saving work for children. Please consider making a contribution directly to our Gaza Crisis Appeal or to the UNICEF Children’s Emergency Fund, which ensures we are always ready to support children the moment an emergency happens.

Why UNICEF? • •

•

• •

•

We are the world’s leading organisation working for children in over 190 countries and territories. We have over 75 years’ experience in delivering lasting change and responding to the evolving challenges children around the world are facing. We work with communities and governments to tackle the root causes as well as the symptoms of problems directly affecting children. We deliver long-term, sustainable solutions as well as addressing children’s immediate needs. We have the largest supply network in the world – this enables us to achieve cost savings and rapidly deliver essential supplies wherever a humanitarian emergency happens within 72 hours to almost any country in the world. We have helped develop simple, affordable, and innovative solutions to complicated problems.

Will you join us to help protect the life of every child? Please consider making a donation or including a gift in your will to UNICEF’s life-saving work for children. Thank you for your support. We would love to hear from you. To learn more, please reach out to philanthropy@unicef.ie or visit unicef.ie/philanthropy 26

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At Certa, we are working to help our customers transition to a cleaner, low-carbon future. With this in mind, we are introducing Certa HVO, Ireland’s newest sustainable alternative fuel. HVO delivers an instant reduction of CO2 emissions without changes to engine infrastructure or machinery. It is a 100% drop-in replacement for diesel.

To find out more contact our HVO specialist Laura at:

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One in Four “Just Imagine…A childhood disease that affects one in four girls and one in six boys before they reach the age of eighteen; a disease that can cause erratic behaviour and even severe conduct disorder among those exposed; a disease that can have profound implications for an individual’s future health by increasing the risk of substance abuse, sexually transmitted diseases and suicidal behaviour.

“Just Imagine… A childhood disease that affects one in four girls and one in six boys before they reach the age of eighteen; a disease that can cause erratic behaviour and even severe conduct disorder among those exposed; a disease that can have profound implications for an individual’s future health by increasing the risk of substance abuse, sexually transmitted diseases and suicidal behaviour. Imagine what we, as a society, would do if such a disease existed. We would spare no expense. We would invest heavily in basic and applied research. We would devise systems to identify those affected and provide services to treat them. We would develop and broadly implement prevention campaigns to protect our children. Wouldn’t we? Such a disease does exist – it is called child sexual abuse.” James A. Mercy, Center for Disease Control and Prevention, Atlanta, USA One in Four is a not-for-profit organisation which provides services for people who have been impacted by sexual abuse. The organisation works in all aspects of sexual violence to break the cycle of abuse. CEO Maeve Lewis spoke to The Public Sector

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Magazine to explain more. “We like to think that Ireland is a great country to grow up in. And happily, it is, for most children. But for a significant minority, childhood is blighted by sexual abuse. Despite all the positive initiatives of the past 20 years, a recent CSO prevalence survey on child sexual abuse showed that the incidence has not declined and remains 1 in 4. The highest incidence of reported childhood experiences was among those aged 18 – 25 at the time of the survey. For the victims, childhood becomes a place of terror and helplessness, and shame becomes imprinted in the child’s very core. This is the big, dark, secret underbelly of Irish society. We don’t talk about it, we act as if it is not happening and meanwhile, children are harmed. The suffering does not end when the child grows up – sexual abuse has an impact across the lifespan and survivors struggle with shame, poor self-esteem, depression, and anxiety. Many survivors manage to mask their feelings and show

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enormous resilience. They do not stand out from the crowd – they study, work, raise families. Many are high achievers. But underneath there is concealed depression, poor self-esteem, panic attacks, and shame. Others do not cope so well. People struggle with relationships and parenting. Some develop destructive ways of soothing the unbearable feelings through alcohol or substance abuse and eating disorders. Sadly, for some people the pain is overwhelming and they take their own lives. Men and women from every walk of life come through the doors of One in Four. Through our psychotherapy programme, we support almost 200 people every year to work through the trauma they have experienced and Maeve Lewis CEO address the impact sexual abuse has had on their lives. It is not an easy or short process – most people are with us for at least two and a half years. But lives can be transformed and people go on to live full, satisfying lives. We also support families who have been impacted by sexual abuse. Our advocacy team supports five hundred survivors each year to engage with the criminal justice and child protection systems. Despite many positive changes in recent years, survivors still find the criminal trial to be deeply distressing and dehumanising. The abuse may have taken place many years ago and there is normally no forensic evidence or witnesses. Very often the outcome will depend on the credibility of the evidence given by the survivor. The support of advocacy case officers can help to demystify the arcane procedures and provide valuable emotional support especially when the person is undergoing cross examination. Our prevention programme works with people who have caused sexual harm. During two year’s intensive group psychotherapy offenders come to understand the reasons why they

“In Ireland, there have been many progressive developments in legislation, policies and systems to address the endemic issue of child sexual abuse. But change happens slowly and the incidence of child sexual abuse in our society remains unacceptably high.”

offended and the harm that they have caused. The recidivism rate is very low for those who complete the programme and we see this as a crucial child protection measure. We also provide group support to the partners of offenders, helping them to understand the complex dynamics that allowed sexual abuse to happen in their families. There is a huge demand for our service. We believe that when somebody plucks up the courage to reach out for support, it should be immediately available. Sadly, there is always a long waiting list for psychotherapy and prevention programmes. In Ireland, there have been many progressive developments in legislation, policies and systems to address the endemic issue of child sexual abuse. But change happens slowly and the incidence of child sexual abuse in our society remains unacceptably high. There are also new emerging forms of sexual abuse online that demand a response. When the Covid epidemic happened, we saw what was possible when systems were galvanised and resourced to deal promptly and effectively with this dangerous virus. Can we not undertake a similar strategy to deal with an issue that contaminates the lives of a quarter of our people?”

CAN YOU HELP? It’s possible to make a full recovery from the trauma of child sexual abuse, but without proper support, therapy and counselling, child sexual abuse can impact all aspects of someone’s life – their ability to work, to form relationships, grow, develop and thrive - even survive. One day we hope to see a world free of child sexual abuse, but until that day comes we’ll do all we can to stop it and help those who survive it. The journey to recovery can be long and hard and there are no shortcuts. But One in Four will always stand by the people we support for as long as it takes. 73% of our funding comes from the HSE, Dept. of Justice and Tusla but the rest we must raise ourselves. Your gift to One in Four can help the next person who needs us access the support they deserve to start rebuilding their life. There are many ways you can get involved: n A one-off donation n Regular monthly giving n Take part in a fundraising event n Corporate sponsorship n Remember us in your will Contact our fundraising team at 01 662 4070 or info@ oneinfour.ie For more information please visit www.oneinfour.ie

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Connecting Society “Through the implementation of the National Broadband Plan, Ireland has become one of a very small and prestigious number of countries to make the availability of high-speed broadband a human right” argues David McCourt, Chairman of National Broadband Ireland (NBI).

The NBP dwarfs all national infrastructure projects undertaken since rural electrification in size and scale. The vision of the NBP is to ensure “every citizen and business, no matter where they are based, can progress together”. “Connectivity is crucial in today’s world. Access to high-speed broadband is now as essential as water and power”, adds McCourt. The Board of National Broadband Ireland meets in June at Valentia Island. The County Kerry Island was chosen as the location of the first Atlantic cable station and became the key communication centre of the modern world linking Europe with the United States. The first transatlantic cable was laid across the Atlantic from Newfoundland in Canada to Valentia Island in 1866, after early failures. “It serves as a reminder to persevere”, says McCourt. Today National Broadband Ireland has over half of its new fibre network under construction after the COVID-19 pandemic impacted its rollout in the early months of 2020. The Government awarded the contract for the project to NBI in November 2019. The project spans 96% of the landmass of the State, will serve over 560,000 premises and ensure over

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1.1 million people have access to high-speed broadband. NBI’s fibre network will require 140,000km of fibre cable, run across more than 1.5 million poles, and through over 15,000km of underground ducting in all 26 counties throughout the country. So, two and half years into the project, how does David McCourt see the project now? “We have an ambitious build schedule to meet, and we are motivated to do everything in our power to deliver the rollout on time and on budget. Most importantly, we are working with the Government and other partners to make sure that the National Broadband Plan does not just bring enhanced streaming speeds to rural Ireland, rather that it creates jobs and reduces unemployment,” he says. The NBP includes building services to 65,000 farms, 44,000 small businesses, 679 schools, and 1.1 million people across every county in the State. “45 days after we signed the contract for the National Broadband Plan, Covid hit and completely disrupted our access to materials and skills. That was a real problem early on,” the NBI Chair explains, before adding: “However, we have overcome those challenges and have consistently narrowed the

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subsequent delay to delivery.” Making Progress For the contract year ending January As of the end of May of 2023, over 40,000 31st 2023, NBI’s rollout had successfully passed over 102,000 premises with more homes, farms, businesses, and community than 232,000 premises under construction. facilities have been connected to – or have This surpassed the revised targets set by the requested connection to – the NBI highDepartment of the Environment, Climate speed fibre network, guaranteeing them and Communications, to take account of the access to minimum broadband speeds of impact of the pandemic on the build. 500Mbps. While communities wait with As NBI Chairman, McCourt, says a anticipation many have access to further 120,000 premises can now order or new high-speed hubs, a separate but pre-order a connection. “Two-thirds of the complementary initiative to deliver entire Intervention Area – around 375,000 services to rural communities. There are premises – have been surveyed, and of over 280 active high-speed broadband these 350,000 have been through detailed connection points (BCPs) now available, Network Design phase of the project. NBI providing free public access at community has 60 retail providers signed up on our facilities in every county. These BCPs open-access wholesale platform, more are giving communities a sense of the than on any single platform in Europe. For David McCourt, Chairman of National minimum 500Mbps speeds of high-speed instance, other companies in the market Broadband Ireland (NBI) broadband that will be available for their have been in the wholesale business for own properties by the end of the build 40 years and do not have a fraction of that programme. NBI has also built high-speed figure,” he adds. connectivity for over 640 schools. “We have all the big retail providers, “For me, this was never about getting but we also have strong regional players Netflix to rural Ireland. My vision for the on board as well. For instance, we have National Broadband Plan has been the a company that has previously been same from day one; it is about bringing offering wireless connectivity to its employment and dignity while enabling customer base. They are now migrating a more cohesive community spirit in rural many of their customers over to the new Ireland.” fibre network as soon as our network “Through the implementation of the becomes available in their area. They NBP, Ireland has become one of a very want first mover advantage. While their small and prestigious number of countries wireless offering provided them with a to make the availability of high-speed strong business platform for many years, broadband a human right.” they too know that fibre is the future, and “Long-term policies – such as the they don’t want to lose that customer base NBP – have allowed Ireland to evolve to another retailer selling fibre.” from a relatively small agrarian country “As I have said, we are great at to a global leader,” McCourt argues the attracting in the big multinational reputation of Ireland Inc will benefit companies to headquarter their European from enhanced and futureproofed operations in Dublin. What the NBP will do telecommunications infrastructure in two now, I hope, is allow Ireland to be equally specific ways. as successful in creating an entrepreneurial - David McCourt, Chairman of spirit that brings jobs and economic growth “Firstly, for over 150 years, Ireland National Broadband Ireland in its rural communities.” has exported its construction labour all over the world, building cities in Britain, In the context of balanced regional North America, Australia, and beyond. More recently, Ireland development, McCourt discusses a University of Southern has encouraged large international companies to establish California study which examined the impact of broadband themselves here. Now, however, it is time to create, grow, and deployment on poverty reduction in rural Ecuador. The study export indigenous businesses with the same success that we have determined that broadband connectivity had “positive impacts had helping other nations to build their cities. Ireland must create on key determinants of rural poverty, including labour income more jobs which germinate, grow, and succeed in this country. and employment”, though it also states that “digital skills and “Secondly, outside of the US, Ireland is the only country attitudes toward new technologies moderate the potential in the world that has all the big tech companies housed in one benefits of ICT infrastructure”. location. At an international level, therefore, Ireland has an McCourt adds “My take on that is that fibre installation does opportunity to play a leading role in spearheading new tech not deliver transformational change in isolation. It is necessary policies to shape the future. Ireland Inc should be known as a to have a concerted effort encompassing policymakers, thought leader on what Internet 3.0 should look like.” businesses, community groups, and citizens to maximise the

“My vision for the National

Broadband Plan

has been the same from day one; it

is about bringing employment

and dignity

while enabling

a more cohesive

community spirit

in rural Ireland.”

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Public Sector Magazine

skills capacity to capitalise on new infrastructure. “If we can install the fibre, cultivate an entrepreneurial spirit, and deliver a collaborative ethos, there will be an eruption of entrepreneurialism in rural Ireland. People will be empowered to establish and run a small business from their home while retaining their presence in beautiful rural locations. This would help address many challenges, including the housing crisis, traffic congestion in towns and cities, greenhouse gas emissions, and depopulation of rural areas. The change that can come from this will be profoundly beneficial.” “Jobs bring dignity. They also enhance social cohesion and increased employment means reduced antisocial behaviour, reduced crime, reduced divisiveness, and reduced violence.”

Proving policy can deliver “There have been several visionary and bold policy decisions which have served to transform Ireland. These include Rural Electrification which started in the 1940s, free post-primary education in the 1960s, a comprehensive expansion of the motorway network from the early 1990s, and now high-speed broadband access on a fibre-based network”. As NBI is now building the new fibre network in every county, “visibility of delivery is growing” says McCourt. “I hope that through our delivery of the National Broadband Plan, we are repaying the confidence the Government placed in us to deliver. There is no doubt now in a post-Covid Ireland that high-speed connectivity is essential. But that was not always the case. Some questioned if our bid should have been successful,

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but also whether the Government was committing to building a white elephant. I believe that we are demonstrating that bold decisions are necessary sometimes but when the right policy track is chosen, and crucially, committed to, policy can deliver real and meaningful change in people’s lives and society.” “Our next steps are to empower our citizens to capitalise on the opportunities of this new high-speed broadband network. There is exciting work going on behind the scenes I know at official level, but the Minister for Rural and Community Development Heather Humphreys and Minister of State eGovernment and Communications Ossian Smyth are also working on initiatives as part of the Mobile Phone and Broadband Taskforce to solve other issues for citizens such as mobile blackspots.” “The NBP is the foundation and all of us together, as a nation, must work together to put the walls up and the roof on. Together we must upskill people and find ways to instil an entrepreneurial spirit in the country,” he says. David McCourt is also the Founding Chair of the RISE Global Foundation. “RISE is a charity which aims to connect, empower, and promote people across rural communities, creating employment through a combination of entrepreneurial mindset and technology,” he explains. “We [RISE] are aligning with the build route of the NBP fibre rollout to identify and allocate grants to small businesses, charities, social enterprises, community groups, schools, and farms which are willing to use technology and an entrepreneurial spirit to create jobs. In my view, the single most significant advantage of delivering national broadband

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The County Kerry Island was chosen as the location of the first Atlantic cable station and became the key communication centre of the modern world linking Europe with the United States. infrastructure is employment.” “I have witnessed the economic collapse of my local village in West Clare. While the population has increased in the village, services have decreased. As such, my vision for the National Broadband Plan has been the same from day one; it is about bringing employment and dignity while enabling a more cohesive community spirit to rural Ireland,” he reiterates.

New investors In October 2022 the Government approved an acquisition of an 80 percent share in NBI by Asterion Industrial Partners, a panEuropean utilities company. “The new arrangement last year sees no change in my position and the continued operational control of our existing NBI management.” Alongside shareholdings owned by NBI management, founding shareholders, Granahan McCourt retains the remaining 20 shares. “Primarily, the objective of the partnership with Asterion was to secure NBI’s balance sheet in the long term so that it can focus on the delivery of the National Broadband Plan. NBI did not want to be in a situation whereby seeking capital proved to be a distraction. McCourt explains, “Asterion is a specialist investor in European telecoms infrastructure and a world-class partner with a growing portfolio of rural fibre networks across Europe. It is a huge endorsement of the NBP that a long-term infrastructure

The Minister for Rural and Community Development Heather Humphreys recently published, Our Living Islands - an ambitious new 10-year policy with 80 actions to support vibrant and sustainable island communities. investor such as Asterion wanted to come in here.” McCourt concludes, “Ireland can demonstrate to the world that this once controversial project was the right policy decision and indeed an archetype for national broadband infrastructure. We know better than anyone how to design and build a network, how to create and stimulate demand, how to maintain a network and foresee challenges before customers do. Similar to the precedent set by ESB International, Ireland has the potential to export its high-speed broadband infrastructure services and products to the rest of Europe.”

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Don’t renew until you review! Have you stuck with the same policy for too long? Reviewing and switching cover can seem like work, so many people simply maintain the same mortgage protection and home insurance policies every year and let them autorenew. However, that is rarely the best option. Here we look at some of the key reasons why you should consider reviewing your cover this year, it’s hassle-free and could save you money in the long run!

Here’s why you should review your mortgage protection… Has your level of cover changed? As you pay off your mortgage, the level of cover you need changes. Reviewing your mortgage protection will guarantee you’re covered for your current needs. You may even find you’re over or under-insured, which could lead to making some savings! More than one mortgage? If you have more than one mortgage, then you may also have more than one mortgage protection policy (one for each property). It’s important to check that your mortgage protection is appropriate for the value of each property and term of the mortgage. You also need to make sure that your mortgage protection covers both you and your partner. Remember, only your principal residence requires mortgage protection but to make sure you are protected in the event of death, you should cover all properties. Not all policies are the same Providers are always updating and improving their cover, and releasing new products. So it makes sense to review and shop around – there may be cost savings or better benefits with another policy. Remember when re-mortgaging… It’s vital to ensure your cover is right for your new mortgage

and any life changes. Since you bought your first house, your protection needs may have changed. Children, financial status and lifestyle changes can all be factors. If you re-mortgage your house, make sure your mortgage protection value matches your new mortgage. Without a review of your mortgage protection, you could be left with a shortfall.

Home Insurance review Have your buildings and contents increased? When you purchased your policy, you also estimated the cost it would take to replace your contents. This figure will need to be adjusted as you have most likely added content and furnishing since you initiated your policy. Rising inflation cost may have also impacted your building and contents cover. Check with your insurance provider to ensure your sufficiently covered. Make sure you’re covered for home improvements… We’re sure you have made some home improvements over the years. Therefore, you should talk to your insurance provider to make the necessary adjustments to ensure you’re covered. Are you renting your home? You’ll need to notify your insurance provider when renting your home. Your old policy may not cover losses sustained during the rental time. How to make a saving on your Home Insurance... 1. Shop around, if you do find a better deal speak to your current insurer and see if they’ll match or beat the price. 2. Online discounts, unfortunately not all insurers reward loyalty. When searching for your renewal look for online discounts. 3. Invest in an alarm system, make sure you note your alarm system on your policy. Chances are this will bring down the premium. 4. Upfront payment, making a lump sum payment may not be ideal! However, it could save you money in the long run. Insurers may charge you interest if you choose to pay monthly by Direct Debit.

Why not call us about Mortgage Protection on (01) 420 0965 or Home Insurance on (01) 420 0916 to review your cover today? Visit cornmarket.ie for more information.

Cornmarket Group Financial Services Ltd. is regulated by the Central Bank of Ireland. A member of the Irish Life Group Ltd. which is part of the Great-West Lifeco Group of companies. Telephone calls may be recorded for quality control and training purposes. Home insurance policies through Cornmarket are underwritten by Aviva Insurance Ireland DAC and Allianz plc. Aviva Insurance Ireland DAC, trading as Aviva, is regulated by the Central Bank of Ireland. Allianz plc is regulated by the Central Bank of Ireland. Aviva Life & Pensions Ireland Designated Activity Company, a private company limited by shares. Aviva Life & Pensions Ireland Designated Activity Company, trading as Aviva Life & Pensions Ireland and Friends First, is regulated by the Central Bank of Ireland. 19433 Don’t renew until you review editorial 06-23

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Horner APG G

Centrepoint, Centre C Park Road, Cork, IIreland reland Tel: +353 21 4 321-266 Fax: +353 214 321-826 www.hornerautomation.eu Email: sales@horner-apg.com

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Horner goes green Horner Automation Ireland has been operating in Cork for over 30 years designing, building, and marketing a wide array of industrial all-in-one controllers, consisting of programmable HMI, I/O, software, and peripherals for the industrial, process control, renewable energy and building automation markets.

Horner

Horner Automation recognizes the importance of its environmental responsibility and strives to minimize our impact on the environment. The firm does so by adopting sustainable practices and integrating environmentally friendly strategies into the operation. The recent refurbishment and re-fit of a 30-year-old machine for one of Horner’s long-term clients is an excellent example of the firm’s environmental responsibility in action. By strategically replacing and refurbishing specific components, Horner was able to extend the machine’s lifetime by another 30 years. This approach prevents the unnecessary replacement of machinery and instead revitalizes and gives new life to existing equipment. Such actions contribute to reducing waste and conserving resources. By refurbishing and re-using equipment, Horner Automation demonstrates a focus on sustainability and resource efficiency. This approach aligns with the principles of the circular economy, where products and materials are kept in use for as long as possible through repair, refurbishment, and recycling. Horner recently redesigned its XL Series All-in-One controllers to deliver higher quality to the end user and to minimise its impact on the environment. With the inclusion of a new Horner-designed System on Module (SOM), the new XL Prime Series features a faster CPU, onboard mass storage, and 100% non-volatile memory. This upgrade allows for increased functionality and improved reliability. Additionally, the use of a small coin cell battery solely for maintaining the clock suggests a reduced reliance on batteries for data storage, which enhances the system’s overall security.

By transitioning to a design that only requires a single coin cell battery for maintaining an internal clock system, Horner Automation has made a significant improvement in terms of environmental responsibility. Coin cell batteries are typically smaller and have lower environmental impacts compared to larger lithium-ion batteries. Reducing reliance on lithium-ion batteries can have several benefits. It minimizes the use of potentially harmful materials and reduces the need for frequent battery replacements, which can contribute to waste generation. Additionally, it can help mitigate the environmental risks associated with the production and disposal of lithium-ion batteries. Horner Automation’s decision to redesign its automation controllers with a focus on reducing battery dependency aligns with sustainable and eco-friendly practices. It demonstrates the firm’s commitment to minimizing environmental impacts and adopting more environmentally responsible solutions in its product design. By continuously exploring innovative ways to enhance its products’ sustainability and reduce its ecological footprint, Horner Automation sets a positive example for the industry and contributes to a greener and more environmentally conscious future. Overall, Horner Automation’s efforts to extend the lifespan of machinery through refurbishment, re-fit and repair initiatives showcase its commitment to environmental responsibility and contributing to a more sustainable and resource-efficient approach to industrial automation.

Automation

recognizes the

importance of its environmental

responsibility and

strives to minimize our impact on the environment.

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Public Sector Magazine

Collaboration and innovation Solving the missing link in the transition to net zero. By Dr Swati Murthy, Practice Head, Strategic Collaborations for Sustainability, Tata Consultancy Services (TCS).

The European Green Deal to reduce carbon emissions by 2030 - in line with the Paris Agreement - is making progress, with the ‘Fit for 55’ climate legislation recently passed by the EU Council. These latest proposals will help ensure a socially fair transition to net zero that strengthens industrial innovation and competitiveness while supporting vulnerable citizens and small businesses. The Irish government, in the 2023 Climate Action plan, has committed that it will meet its greenhouse gas (GHG) commitments against a global energy crisis and rising inflation, implement the carbon budgets, and sectoral emission ceilings, as well as set a roadmap for taking decisive action to halve our emissions by 2030 and reach net zero by 2050. It is clear that investment and innovation by public and private sector enterprises are ‘critical’ to the net zero transition, as they bring low-carbon and renewable energy solutions to the mass market and drive economic growth. Public sector organisations and enterprises are now taking more responsibility for reducing their carbon emissions by implementing strategies that leverage technology to decarbonise as efficiently as possible. In trying to understand their unique sustainability journeys, TCS conducted research in partnership with Microsoft by analysing a randomly selected set of 400 public companies (with a combined revenue of $10 trillion). The findings reveal a majority of companies are still struggling to measure the true value of decarbonisation efforts from their

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supply chains, highlighting a common business challenge of using supply-chain data to accurately measure the impact of these initiatives.

Decarbonisation For our study, we assigned each company a cumulative score to gauge their level of success in managing sustainability objectives. This is based on a grade point average assigned for four aspects of sustainability: shareholder value as reflected by the Dow Jones Sustainability Index, combined with climate resilience in operations and supply chain, and water resilience. The research shows that 51% of companies are actively participating in the Dow Jones Sustainability Index and 52% have publicised their climate initiatives. However, most companies are still struggling to accurately validate Scope 3 carbon emissions (all indirect emissions upstream and downstream of the supply and business value chain) data across their extended supply chains. Although many enterprises report proactively reducing their carbon emissions, energy consumption and waste, there is still a clear majority (84%) who have yet to set any public science-based targets to reduce direct operational emissions from their supply chains. Moreover, only 16% have publicly set science-based targets, with just 11% committing to science-based

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targets for reducing carbon emissions from their supply chains. Today there are too many different scorecards, compliance indices and metrics to measure the success of sustainability initiatives, which is overwhelming and unmanageable for many organisations. Further, supply chain carbon emissions data is often hidden in siloes or spreadsheets, which makes auditability, accuracy, lineage, and governance a complex and timeconsuming process. The challenge for any business trying to decarbonise its full value chain efficiently is understanding where this data is located, how to obtain it, and what it means in relation to the latest regulatory frameworks.

Organisations need to work more closely with their suppliers and collaborate with a global ecosystem of stakeholders from private enterprises, governments and academia. This is the key to unlocking the true value of decarbonisation initiatives, as it will improve the quality of supply chain data and ultimately help find the missing link to a net-zero future. By improving the quality, accessibility and transparency of supply chain data, enterprises will be better able to measure their true carbon footprints and develop strategies to decarbonise as quickly and effectively as possible.

Working together

We saw in our research that increasing a business’ sustainability index rating will Innovation and positively impact its share price for the Dr Swati Murthy, Practice Head, Strategic collaboration same period. However, decarbonisation Collaborations for Sustainability, Tata Consultancy Services (TCS) efforts are not just about ticking a Technology companies have a strategic compliance box or increasing a company’s role to play in the transition to net zero and organisations must valuation. All public sector organisations and enterprises have a prioritise forging partnerships with hyperscalers to reduce responsibility to share learnings, so we can collectively reimagine life-cycle carbon emissions from on-premises data centers our supply chains and mitigate environmental impact. and legacy hardware. The cloud can be a crucial foundation By joining forces with industry peers, both at home or for integrating Environmental Social Governance (ESG) data abroad, and leveraging the latest digital ESG innovations, and build auditable solutions that leverage state-of-theorganisations will have a clearer understanding of where they art analytics enabled through artificial intelligence, digital are on their sustainability journeys so they can reach their true twins, and edge-to-cloud data automation processes. These potential. This powerful combination of collaboration and powerful innovations can quickly convert insights into valuable innovation will help to build a more sustainable and transparent intelligence by aggregating, analyzing and curating data into a future for people and the planet. single source of truth that can be accessible to all stakeholders in Dr Swati Murthy is Practice Head of strategic the net-zero ecosystem. Collaborations for Sustainability at TCS and co-author of Chain A secure digital core in the cloud supports a multinational Decarbonisation: The Missing Link to Net Zero. exchange of supply chain data across different geographies and Having spent over a decade at TCS, Swati believes in time zones for better transparency and understanding of progress inspiring strategic collaborations and leveraging technology to made through sustainability initiatives worldwide. There are achieve net-zero pursuits and she has been advising companies also additional benefits that can address end-to-end supply chain on energy, carbon management, responsible sourcing, and data challenges for disclosure to investors and shareholders, supply chain sustainability. Swati is an advocate of circular enhancing brand image by nurturing business innovations. economy principles and has contributed to thought leadership As shopping behaviour evolves, consumers are making forums such as the United Nations Environment Programme. more ethical, environmentally friendly purchases and actively About Tata Consultancy Services seeking packaging labels that show the sustainability of the manufacturing and distribution process throughout the lifecycle Tata Consultancy Services is an IT services, consulting and of the goods that they buy. To meet this demand, companies business solutions organization that has been partnering with need better visibility of their connected supply chains so they many of the world’s largest businesses in their transformation can gain confidence in their ESG data and report the true journeys for over 50 years. TCS offers a consulting-led, environmental impact. cognitive-powered, integrated portfolio of business, technology We are now working with hyperscaler and decarbonisation and engineering services and solutions. This is delivered partners across the world who are deploying digital accounting systems in the cloud to navigate the net-zero landscape of global through its unique Location Independent Agile™ delivery model, recognized as a benchmark of excellence in software markets and helping them analyze their Scope 1, 2 and most development. Operating in Ireland since 2001, TCS services over importantly Scope 3 emissions. An actively evolving innovation and ecosystem collaboration means organisations can accurately 28 global and local clients from its Dublin headquarters and Global Delivery Centre based in Letterkenny, Co. Donegal. analyse, visualise, record and report true environmental impact, helping to set more realistic targets for reducing their carbon For more information, visit tcs.com footprints and substantiate their green claims effectively.

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Spearheading Talent and Driving Innovation Ireland’s commitment to working collaboratively with others to develop our highly skilled and agile workforce is evident as together we make the European Year of Skills a meaningful concept.

(L-R) Paul Healy, Chief Executive, Skillnet Ireland; Robert Farrell, ESB Operations Manager; Simon Harris TD, Minister for Further and Higher Education, Research, Innovation and Science

Ireland’s commitment to working collaboratively with others to develop our highly skilled and agile workforce is evident as together we make the European Year of Skills a meaningful concept. This focus on partnership and Ireland’s outwardlooking approach in this globalised economy has been key to creating opportunities to develop and attract talent and to encourage companies to invest in the upskilling of their managers and teams. Skillnet Ireland has successfully partnered with industry bodies and businesses for almost 25 years, and we work with all sectors to secure a pipeline of in-demand skills allowing businesses to compete and thrive. The European Year of Skills was announced by President Ursula von der Leyen in her State of the Union address late last year to address skills gaps across the EU, particularly in the areas of digital and green technology. The European Year of Skills runs until May 2024 and gives a fresh impetus to lifelong learning, supporting innovation and competitiveness. Skillnet Ireland Chief Executive Paul Healy outlines, “Now more than ever, talent development takes on an added significance particularly in this the EU Year of Skills. In Ireland

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we compete to a large extent based on our talent and our people. It is the great people in businesses of all sizes that give Ireland its competitive edge but this is set against the backdrop of skills shortages across many industry sectors in Ireland and the European Union. Maintaining and growing a highly skilled workforce is not only central to our national competitiveness, but it ensures businesses can fully capitalise on the opportunities presented by technological innovation, digitalisation, and the green transition.” As the national talent development agency for enterprise, Skillnet Ireland supports over 24,500 businesses and upskills 92,000 workers annually through our 70 Skillnet Business Networks while investing over €70m in talent development in 2022. The deep roots which it has established with enterprise allow it to respond to policy and skills challenges in a proactive manner. Skillnet Ireland is spearheading skills and talent development in critical areas that support the digital and green transitions, through its Skillnet Business Networks and national initiatives, as well as its strategic partnerships.

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Accelerating Competitiveness through Partnerships and cross-agency collaboration The European Commission and the OECD have identified the Skillnet Ireland model as a best practice public-private cooperation example for workforce development and a means of incentivising small and medium enterprise investment in skills. Skillnet Ireland’s Chief Strategy Officer, Mark Jordan highlighted; “At Skillnet Ireland we partner with Enterprise Ireland and IDA Ireland on multiple initiatives that support exporting Irish SMEs and FDI respectively. Both are critical to the economy and ensuring we have the skilled and talented workforce Skillnet Ireland Chief Executive Paul Healy to maintain this into the future is key. We have developed a number of programmes with the IDA to support FDI based in Ireland and now we are working with Enterprise Ireland to pilot programmes aimed at supporting exporting SMEs based here.” Skillnet Ireland is currently working on a partnership with Enterprise Ireland on a pilot sustainability capabilitybuilding programme developed specifically to meet the needs of leadership teams in exporting Irish SMEs. The programme from the Skillnet Climate Ready Academy is designed for SMEs, enabling them to develop a sustainability strategy and deal with the challenges that businesses face while transitioning to a sustainable business model.

By investing in

our greatest asset

occupations. Creating demand for new talent, skills and capabilities and bringing with it, new employment opportunities and sustainable economic growth” Skillnet Ireland Director of Business Networks, Dave Flynn explains. “At Skillnet Ireland, we are committed to supporting Irish businesses in their climate action journey and have developed programmes to specifically meet the needs of industry.” Offshore wind energy is another critical area for development in delivering our climate action goals. The 2023 Climate Action Plan reaffirmed the Government’s target to achieve at least 5GW of offshore wind capacity by 2030. In partnership with Wind Energy Ireland, Green Tech Skillnet facilitated the workforce and development needs of the Irish renewable energy industry for over 10 years.

Accelerating Digitalisation Through Talent

– our people – we

Harnessing Digital, the government’s national digital strategy aims to drive and enable the digital transition across the Irish economy and society, while complementing the work towards achieving Ireland’s climate targets. Digital skills are also a key focus of the European Year of Skills. Ireland is already the European Headquarters of multiple high-tech multinationals and is uniquely positioned to build on our strong economic ecosystem in the tech and digital space. Skillnet Ireland plays a crucial role in facilitating the necessary upskilling and talent development initiatives needed to support Irish enterprise, particularly SMEs, in the digital transition. Through its numerous Digital and Technology Skillnet Business Networks and national initiatives, Skillnet Ireland supported over 13,000 workers undertaking digital skills programmes in 2022 with a two-pronged focus on specialised talent for new or emerging technologies, and in enabling digital transformation within the SME sector. For example, in response to a growing demand for talent with the ability to transcend knowledge domains in finance and technology, a new MSc in Fintech Innovation was developed through a partnership between Skillnet Ireland, Technology Ireland ICT Skillnet and the Munster Technological University (MTU). The Masters programme which celebrated its first graduates in 2022, has been instrumental in positioning Ireland as a leader in fintech, technology-based financial services, and platform development, in line with the Government’s Ireland for Finance Strategy.

can continue developing a

workforce in

Ireland that can

meet the demands, challenges and

Skills and Talent for a Sustainable Future

opportunities of the green and digital

Both Ireland and the EU’s climate goals are ambitious, and the Government’s Climate Action Plan highlights the need to urgently prioritise the transition to a biodiversity-rich, environmentally sustainable, and climateneutral economy. Skillnet Ireland’s ‘Climate Ready’ programme was launched in 2021 to support Ireland’s climate goals by providing every Irish business with the opportunity to build the skills they need to support climate action, as well as capitalise on the many opportunities the green economy will offer. The Skillnet Climate Ready Academy was developed in partnership with industry and offers leadership and skills support for enterprises that want to develop their operational and strategic sustainability. “The shift to a net zero carbon economy over the next thirty years will lead to widespread changes in sectors and

transitions.”

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(L-R) at the launch of the Certificate in Strategic Coordination and Collaboration for Modern Methods of Construction at Government Buildings are Liz Carroll, Network Manager, Construction Professionals Skillnet; Paul Healy, Chief Executive, Skillnet Ireland; Professor Diarmuid Hegarty, President, Griffith College; Simon Harris, Minister for Further and Higher Education, Research, Innovation and Science; Aine McManus, Head of Faculty, Graduate Business School, Griffith College; Tom Parlon, CEO, CIF. In early 2022, Skillnet Ireland launched the Skillnet Innovation Exchange initiative, operating as an innovation marketplace to match large corporates with digital challenges to scaling SME technology companies. The Skillnet Innovation Exchange supported over 300 SMEs and 23 large corporates in 2022 and made a considerable investment in the skills of SME owners. The Skillnet Innovation Exchange launched new hubs in Galway, Cork, Drogheda and Kerry, with others planned. These hubs are facilitated through collaborative partnerships with established enterprise development centres.

Championing Excellence in Workforce Development Ireland’s international reputation and profile as an innovative, agile and high-performing economy is critically dependent on the quality of its workforce. This demands a robust and durable supply of talent and highly skilled workers. Skillnet Ireland works closely with enterprise and the tertiary sector to design and deliver innovative and impactful talent development programmes that meet the needs of enterprise. A crucial area for skills development in Ireland is in the area of construction and infrastructure, particularly when it comes

to housing supply. The government’s Housing for All strategy identifies the adoption of Modern Methods of Construction (MMC) as central to the delivery of Ireland’s housing targets. In 2022, Construction Professionals Skillnet published research on Modern Methods of Construction which resulted in two new Micro Credentials in MMC being launched in 2023. Both MMC programmes are highly practical and ensure that participants acquire the knowledge and develop the necessary skills to effectively deliver an MMC project in Ireland. Additionally, Skillnet Ireland continues to expand MMC upskilling programmes across the construction supply chain in collaboration with industry partners. In this, the EU Year of Skills, together with industry partners and other stakeholders Skillnet Ireland is making substantial progress in futureproofing Irish business through talent development so employers fully capitalise on the opportunities presented by technological innovation, digitalisation and the green transition. Speed and agility are essential components of workforce development in the 21st century. Skillnet Ireland’s approach is based on flexibility, and the capacity to respond to new industry trends in a fast and targeted way. The company looks forward to leading out on the vital workforce development agenda and further growing its partnerships with industry, higher education and State agencies.

(L-R) Pauline Mulligan, Department of Enterprise, Trade and Employment; Fergus O’Dowd TD, Simon Coveney TD, Minister for Enterprise, Trade and Employment, Mark Jordan, Chief Strategy Officer, Skillnet Ireland; Sinead O’Riordan, Head of Channel Partnerships at The Innovation Exchange; Ronan Whitty, CEO of The Mill Enterprise Hub. 42

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Getting to grips with GDPR As the world becomes increasingly more data-driven, data protection laws continue to evolve. Individuals have the right to know where their personal information is shared and the onus is on businesses and organisations to ensure client data is protected.

All businesses and organisations must be GDPR (General Data Protection Regulation) compliant if they collect information about living people. This includes businesses that capture people’s data to send out newsletters or offers, websites where people submit their details to make a purchase, and organisations where people’s data is crucial to provide a service, including organisations such as the HSE, utilities providers and technology services. Other entities which must also be compliant include social clubs, societies, unions, educational facilities and political parties. GDPR applies to businesses and organisations of all sizes including those which operate solely online.

About GDPR The GDPR was adopted on 14 April 2016 and became enforceable throughout the EU beginning on 25 May 2018. As the GDPR is a regulation, not a directive it is directly binding and applicable, and provides flexibility for certain aspects of the

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regulation to be adjusted by individual member states. The regulation also applies to organisations based outside the EU if they collect or process the personal data of individuals located inside the EU. The regulation does not apply to the processing of data by a person for a purely personal or household activity and thus with no connection to a professional or commercial activity. Organisations which use Cloud-based storage for customer data are not exempt from GDPR and they cannot pass the responsibility to the Cloud provider as XpertDPO’s Stuart Anderson explains: “If you are running a business and employing staff, you are a data controller for that processing. You must keep in mind that the GDPR does not just apply to large organisations. Individuals, SMEs, community groups and not-for-profit organisations that process personal data are all responsible for complying with the GDPR. There is no differentiator in the application of the principles of the GDPR in terms of the organisation size.”

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Direct marketing

Individuals have

the right to have their data deleted or erased; the right to limit or restrict how their data is used; the right to data portability; the right to object to the processing of their data; and the right not to be subject to automated decisions without human involvement, where it would significantly affect them. Information provided to data subjects when these rights are exercised must be transparent, understandable and easily accessible, using clear and plain language. The information should be provided in writing, or by other means, including, where appropriate, electronically. When requested by the data subject, the information may be provided orally, provided that the identity of the data subject is clear or can be proven. It is important to note that these rights are not absolute and are subject to several limitations and restrictions. Certain rights apply to all processing activities, such as the right to information or to access to personal data, whereas other rights only apply in certain circumstances, such as the rights to erasure, restriction, portability, and objection. Both the GDPR and the Data Protection Act 2018 set out limitations and restrictions on these rights. Where personal data are processed for law enforcement purposes under the LED, data subjects have similar rights, found in Sections 89-95 of the Data Protection Act 2018, which are subject to a range of restrictions. These rights include the right to information, the right to access, and the right to rectification, erasure, and restriction. To exercise any of these data protection rights, data subjects should first make a data subject request to the data controller. If the controller does not respond or does not allow a data subject to exercise their rights, data subjects may then wish to contact the DPC to make a complaint.

several specific

Specific rules apply to the use of direct electronic marketing where an individual is targeted based on their data by a marketer to promote goods and services. As a rule, direct marketing can only be used if a subject has opted in or given consent to receive marketing communications. At the point of submitting their data, the subject should be provided with a clearly marked opt-out tick box and any subsequent communications should be given an easy opportunity to opt out of future communications. Marketers should also ensure that the goods or services they are promoting using direct marketing are their own and not those of a third party and that the product or service is similar to that which was sold to the customer at the time they provided their contact details The Irish Data Protection Commission (IDPC) is the Irish independent authority responsible for upholding the fundamental right of individuals in the EU to have their personal data protected. The IDPC is the Irish supervisory authority for the General Data Protection Regulation (GDPR) and also has functions and powers related to other important regulatory frameworks including the Irish ePrivacy Regulations (2011) and the EU Directive known as the Law Enforcement Directive. While many larger organisations will have the benefit of an in-house data controller, smaller businesses are increasingly outsourcing their GDPR compliance responsibilities to thirdparty providers.

rights under

data protection

law to keep them informed and in control of the

processing of their personal data.

Individual rights Dataprotection.ie has published a comprehensive series of guidelines for organizations to understand their responsibilities. Information is clearly detailed relating to the rights of data subjects and includes: Individuals have several specific rights under data protection law to keep them informed and in control of the processing of their personal data. The data subject rights under the GDPR include the right to be informed if, how, and why a person’s data is being processed; the right to access and get a copy of their data; the right to have their data corrected or supplemented if it is inaccurate or incomplete;

Data breaches Organisations should be aware of the guidelines relating to GDPR data breach notifications. There are two types of data breach, accidental where data has inadvertently been used incorrectly, such as emailing the wrong person, or deliberate breaches, such as phishing attacks. All data breaches should be reported to the DPC unless the organization considers the breach as unlikely to prevent any risk to the subject.

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Xpert Data Protection Guidance “Put simply, we take care of your compliance headaches, allowing you to concentrate on your core business goals,” says Stuart Anderson, Founder and CEO, XpertDPO.

“Hiring XpertDPO as their outsourced DPO can provide all of the expertise required at a fraction of the cost and associated resources of a whole-time employee.” XpertDPO provides Information Security and Governance services to a diverse range of clients, including in the banking, MedTech and public sectors. Formed in 2018, XpertDPO has physical offices in Dublin, London and most recently Bahrain and in a short space of time the company has accumulated more than 300 clients across various sectors on all five continents. Whilst the majority of XpertDPO clients are based in Ireland, Mainland Europe and the UK, XpertDPO has a rapidly

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growing international footprint with clients in The United States, The Kingdom of Saudi Arabia, Turkey, The UAE, The Philippines, India and Australia. According to XpertDPO’s Founder & CEO, Stuart Anderson, the company was established as a direct result of the implementation of the EU GDPR. “The primary aim was to build a business that provided expert consultancy organisations that exceeded the delivery and quality of the traditional ‘Big 4’

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consultancy businesses,” he says. the principles of purpose limitation and “We recognised that there was a gap data minimisation. “In lay man’s terms, it in the market for this level of service means that in order to process data legally, and we have built a multi-disciplinary any organisation must have a defined team who are experts in their field and purpose for that processing and when that who command over 50 years’ worth of purpose has been fulfilled, the data must combined experience in dealing with not be retained for any other purpose and clients that operate in highly complex therefore must be destroyed,” he says. industries. “In other areas, following the HSE “At XpertDPO, our approach is that Cyber-attack, organisations now have the data security function must align with, a heightened awareness of why it is and be driven by, your business objectives. important to secure data more diligently This is at the core of our ethos. XpertDPO than in the past. can help you to transform the regulatory Under the GDPR, public sector constraints of the GDPR and other organisations also have a legal obligation relevant regulations into opportunities, to appoint a Data Protection Officer and ensuring that your compliance journey the XpertDPO chief points out that some has a positive impact on your existing public sector bodies may not have the economic and organisational models. Put required internal resources that meet all of Stuart Anderson, Founder and CEO, Xpert DPO. the requirements in terms of knowledge simply, we take care of your compliance headaches, allowing you to concentrate on and experience, that are required of a DPO your core business goals. under the GDPR. The XpertDPO team comprises “Therefore, hiring XpertDPO as their consultants ranging from data protection outsourced DPO can provide all of the experts, consultants with expertise in expertise required at a fraction of the cost technology law, consultants specialising in and associated resources of a whole-time information security, penetration testing employee,” he says. and vulnerability management and “The Public Sector Cyber Security consultants who are experts in SOC2, ISO Baseline Standards that have been and PCI DSS certification and auditing. introduced in Ireland are the minimum “Our depth of experience provides an step for all Public Sector bodies to ensure amount of value that other consultancy that the data they are processing remains businesses cannot compete with,” secure. Our consultants have extensive Anderson says. “Our Ethos puts the knowledge of the NIST directive upon client at the very centre and our multiwhich the baseline standards are built and disciplinary team are able to quickly can assist all public sector organisations understand the issues a client may be with meeting the baseline requirements. experiencing, whether that be a regulatory XpertDPO also provide a unique issue or a tech issue and are able to service to clients in the AI space via the provide a solution for the issue extremely company’s AI Ethics board where it works efficiently. with AI companies and investment firms “Furthermore, XpertDPO to validate the AI offering and to guide understands that many organisations and assist the organisation in meeting its find compliance as a potential blocker. ethical and regulatory obligations. We assist organizations in implementing The company has completed a major frameworks that allow and support the piece of work for an Irish Regulatory Body business in meeting its strategic goals around the use of Artificial Intelligence whilst also remaining compliant, we and has recently been engaged to work therefore protect the value generated with the Council of Europe on a European within and by the organization.” wide project. As of 2023, XpertDPO is the largest The performance of the company since provider of outsourced DPO services its inception has been highly impressive to the Irish public sector outside of the and turnover and revenue has doubled ‘Big 4’. The company has also won the Public Sector ward for each year since its formation. It is also fortunate to be among the Data Protection Support for the last three years running as well few companies which were largely unaffected by the Covid-19 as Best Information Governance Provider in the EU Business pandemic. Awards and Best Information Governance Service Provider 2023 “COVID-19 had very little impact on the business. In fact, in the Global 100 Awards. I would state that the effect was positive. Even though we had According to Anderson, the GDPR has brought into focus offices in Dublin and London at the time, as the world shifted

XpertDPO can help you to transform the regulatory constraints of the GDPR and

other relevant

regulations into opportunities,

ensuring that

your compliance journey has a

positive impact

on your existing economic and

organisational models.

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Public Sector Magazine

“We assist organizations in implementing frameworks that allow and support the business in meeting its strategic goals whilst also remaining compliant, we therefore protect the value generated within and by the organization.” to a work from home model, XpertDPO embraced this and we have been lucky enough to hire exceptional talent across a number of geographical locations,” Anderson explains. “As the lockdown measures have eased, we have retained the decentralised model and realise the importance of employees having a healthy work life balance. In addition, it has allowed me to begin travelling again between the Dublin and London offices, and more recently, opening the office in Bahrain to services our clients in the MENA region.” “We aim to continue the growth of XpertDPO through the latter end of 2023 and into 2024 and 2025. We plan on hiring another five Data Protection Consultants and Information

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Security experts in this time period along with expanding our AI Ethics board. We have partnered with a certification provider in the USA in order to provide consultancy services to the SOC and ISO clients and plan on opening an office in the USA mid2024. “In addition, we are partnering with a university in the Middle East in order to provide internships to their graduates to bring them to Ireland so that they can gain relevant qualifications and certifications in data protection / cyber security and then return to the Middle East in XpertDPO offices there as the regulatory landscape in MENA aligns with Europe.”

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Nurturing Innovation Anna-Marie Turley, the Head of Entrepreneurship and High Potential Startups at Enterprise Ireland, reveals how Enterprise Ireland’s Pre-Seed Startup Fund is empowering early-stage entrepreneurs.

The Pre-Seed Startup Fund targets companies under four years old, engaged in internationally traded services or manufacturing, with the ambition and capability to employ ten or more people.

Designed to support companies aiming to secure seed funding within six to 18 months, the Pre-Seed Startup Fund (PSSF) is the latest strategic initiative launched by Enterprise Ireland in response to the evolving needs of Ireland’s startup community. The PSSF, replaces the previous Competitive Start Fund and demonstrates Enterprise Ireland’s continued commitment to fostering global success for ambitious entrepreneurs. Anna-Marie Turley, who manages entrepreneurship and high-potential start-ups at Enterprise Ireland - a department focussing on the many Irish companies with the potential to create 10 jobs and €1m in sales within three years of establishment - highlights two key differentiators of the PSSF. Most notably, the PSSF marks a departure from the traditional equity stake mode. It also offers an increased investment of up to €100,000. This approach aims to make funding more accessible and entrepreneur-friendly and is more cognisant of the diverse needs of startups in their early stages. “We closed down the Competitive Start Fund and replaced it with the PSSF because we listened to the startup community and the wider startup ecosystem in relation to the needs of new

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businesses,” Turley says. “The PSSF is designed to respond to the needs of business startups and provide entrepreneurs - who have the capacity and the ambition to succeed in global markets - with an attractive financial offering to help accelerate their startup business plans. “The main difference is the investment model. Previously, the Competitive Start Fund involved taking an equity stake in the company while the PSSF is based on a convertible loan note, which is much more attractive for entrepreneurs. The other significant difference is that it offers a higher level of investment ranging from €50,000 up to €100,000. So, again, we’re recognizing the needs of the entrepreneurs and the need to get them through the early stages of pre-seed funding.” The Pre-Seed Startup Fund targets companies under four years old, engaged in internationally traded services or manufacturing, with the ambition and capability to employ ten or more people. It serves as a crucial bridge in providing financial assistance to help startups achieve key technical and commercial milestones. According to Turley, funding is being made available across a broad variety of sectors, including ICT,

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life sciences, and food. “We’re looking to see that the company can reach key technical and commercial milestones. Remember, the whole idea of the pre-seed funding is that it is for companies who want to raise seed funding within six to 18 months. So, it’s to help them get to that point in time. It’s a stage on the journey, a bridge to get them to that funding point.” Turley is encouraged by the positive reception the PSSF has garnered within the startup ecosystem and the wider business community. The convertible loan note structure and the open-ended application period have been particularly well-received, she says. “The response has been brilliant,” she says. “The whole investment offer has gone down really well throughout the entire ecosystem. The convertible loan note has been received very positively because people are naturally loath to give up equity in their company at the very early stages. The increased funding has also been very well received.” “The fact that it is open for applications all year round is another positive feature because nobody’s rushing to get an application submitted to meet a closing date. Again, it is designed specially with the entrepreneurs in mind, so it’s about timing and being available when the entrepreneur is ready to apply. Some individuals may have gone through our New Frontiers Program, or they may be in university, so now they have the time to finish that and then plan for when they’re going to apply for PSSF.” Turley highlights the important role of Enterprise Ireland Development Advisors in supporting successful applicants. These advisors are specialists in their respective sectors and guide startups through the development of their business plans, facilitate connections with overseas markets, and provide access to valuable resources. The collaboration with Business & Innovation Centre’s further enriches the support system, by offering workshops, business expertise and other support services. As part of the holistic support structure, successful applicants are also paired with mentors who bring realworld startup experience. These mentors, often seasoned entrepreneurs themselves, contribute to the growth journey by offering advice on sales plans, fundraising pitches, and navigating the challenges of early-stage ventures. “The Development Advisor plays a huge role with companies who are successful. They’re all broken into sectors, so there is a sector team for ICT, a sector team for ILSC, for food, for FinTech and so on. Depending on which sector you come from, if you’re successful in your application, you will be assigned a Development Advisor who will work with you. Basically, they’re like a business advisor helping companies develop their business plan and

supporting them in dealing with any problems they face throughout the process. “In relation to the overall process of the application forms, we work with the Business & Innovation Centre’s all around the country, so for anybody that is interested, we have monthly workshops with the BICs and if you have questions about the process itself, or other relevant matters, we’re available on those online workshops to help answer those questions. “Successful applicants will also be appointed a mentor. Typically, our mentors have all been through startup companies themselves and they want to give back into the ecosystem. So, you will be assigned a mentor to work with you and they’re a terrific source of support throughout this whole process.” Turley stresses the importance of increasing the entrepreneurial funnel and ensuring that aspiring startups have access to vital support structures. Ireland, she notes, offers an impressive array of resources, including Local Enterprise Offices (LEOs), Business & Innovation Centres (BICs), multinationals, universities, and entrepreneurship programs like New Frontiers. Together, these elements create a nurturing environment for startups to thrive. “We have a huge amount of support from the Local Enterprise offices. There’s 31 of them around the country and they are doing a wonderful job, encouraging the ecosystem, and supporting and developing businesses. We also work in close partnership with the Business & Innovation Centre’s around the country, “I think these resources are vital to increasing the funnel of entrepreneurs. People have got to have supports available and Ireland is a terrific place to start and scale a business. In addition to support from Enterprise Ireland companies also have support from the LEOs, the BICs, the IDA and the universities, and then you look at the multinationals. It’s all part and parcel of the overall ecosystem. “The entrepreneurship programs, particularly the earlystage ones like New Frontiers, that are run through 18 of the technological universities throughout Ireland are also hugely important because they give people the opportunity to participate, to network and to talk to like-minded individuals, and see if this is something that’s for them. Ultimately there comes a time for entrepreneurs participating in the Pre-Seed Startup Fund to put on their selling hat and Turley stresses the importance of developing a sales plan and understanding the route to market. Entrepreneurs must be able to articulate why someone would buy their product or service and conduct thorough research to validate market demand. “Ultimately, they really have to go out and test whether there is actually a market for the solution or for the idea that

“The PSSF is

designed to respond to

the needs of

business startups and provide

entrepreneurs

- who have the capacity and

the ambition to

succeed in global markets - with an attractive

financial offering to help accelerate their startup

business plans.

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Public Sector Magazine

the company is proposing. Because it’s great thinking, ‘This is a wonderful idea’. But who’s going to pay for it? That’s the ultimate test. “They’ve got to develop a plan for how they’re actually going to sell it. What’s their route to market? Can they do it directly? Do they need to partner? “This is giving the company time to actually put that plan together. Because unless they have that when they go and try and raise seed funding, they haven’t a hope. They have got to be able to explain the solution that they are developing, and not just the technology. They’ve got to be able to say who they are targeting for this solution, why somebody would buy it, and what their route to market is.” Hurley highlights the importance of the founding team noting that investors ultimately back people, not just ideas. The ability to assemble a team with diverse skill sets and a collaborative spirit is particularly important, according to Turley. “One person does not make a company, so who are you going to surround yourself with? What are the skill sets that they are going to bring in? It’s being able to identify that and not being precious about fulfilling any particular role. You can’t do everything. So, what are the skill sets that you need to bring around you to form a team? The profile of applicants for Enterprise Ireland’s funding programs is increasingly diverse and age is not a limiting factor, according to Turley. The mix includes repeat entrepreneurs, university spinouts, and a rich variety of individuals, all contributing to the vibrancy of the startup ecosystem. “Overall, in terms of applicants, we are getting a very diverse mix of people and that’s part of the beauty of it. It’s a total mixture. We have everything from repeat entrepreneurs, who are amazing and it’s great to get that level of experience coming back into the system and then we also have the spinouts from the universities and again it is amazing to get that level of deep technical knowledge going into the company.

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The mentoring facility is particularly important in relation to supporting women in business, according to Turley, who highlights the success of programs like Going for Growth and Acorns, which assign lead business representatives to work with female entrepreneurs. The focus on mentorship aligns with Enterprise Ireland’s broader strategy outlined in its five-year plan for women in business, which aims to increase the representation of women in entrepreneurship and leadership roles. Turley acknowledges ongoing efforts to bridge that gap and says that approximately 30% of successful applicants are female. While progress is evident, she recognises the challenges which persist, particularly for women balancing caregiving responsibilities. Initiatives like Inspiring Women and a broader societal awareness are contributing to levelling the playing field, she says. “We support initiatives such Going for Growth and Acorns, and a significant part of what they do is assign a lead businessperson to work with our female entrepreneurs to help them through the process. And, again, based on all the information, all the statistics, all the research that has been done, that is because women work better with the mentors that are assigned to them. “It’s something that we continue to work on. It’s a key action for Enterprise Ireland. So, we launched a five-year action plan for women in business in 2020 and part of that is to increase the number of women entrepreneurs, to increase the number of women at C-suite roles and to increase the number of women participating in our leadership courses.” As Ireland seeks to position itself as a global startup powerhouse, initiatives like the Pre-Seed Startup Fund play a vital role in nurturing innovation, supporting entrepreneurial endeavours, and contributing to the country’s economic growth. With a holistic approach and a keen eye on market trends, Enterprise Ireland is fostering a dynamic ecosystem where startups can thrive and make a lasting impact.

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Supporting Enterprise in Ireland Pierce Butler Head of SME lending at Bank of Ireland, discusses the bank’s proactive approach to aiding and supporting Irish businesses at all stages of growth.

“We are also unique in that we have a team of sector experts, who are all recruited directly from industry and have a real in-depth knowledge of their industry. Their industry experience enables them to provide businesses valuable insights on sectoral trends across a range of sectors.”

Bank of Ireland has a deep-rooted commitment to supporting the growth and development of small and medium-sized enterprises (SMEs) in Ireland. With a legacy spanning 240 years, the bank understands the importance of adapting to the evolving needs of the business landscape and it provides a myriad of services and support for SMEs, to assist them in overriding the challenges they face and capitalise on opportunities.

Supporting Growth As the largest lender to Irish SMEs, Bank of Ireland is responsible for over 50% of business loans in the country. Its core business banking mission is to help helping customers to grow and it offers an array of services tailored to various stages of a business’s lifecycle. It also remains firmly committed to the ongoing transformation of its business through the increasing application of digital tools to better meet customer needs. For Pierce Butler Head of SME lending at Bank of Ireland, however, the strength of the relationship which it gorges with customers is key and a critical barometer of performance.

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“The most important thing for us is the relationship we have with our customers and to ensure that we are developing our business to meet our customers’ changing needs,” he says. “As a full-service bank, we have solutions for businesses at different stages of their life cycle. For companies that are growing, we provide a full suite of lending solutions tailored to suit their requirements. “We work closely with agencies that support Irish SMEs and most recently we were first to market with the launch of the Strategic Banking Corporation of Ireland’s (SCBI) Growth and Sustainability Loan Scheme which provides businesses with long-term financing to fund their growth and/or sustainability measures. “We are also unique in that we have a team of sector experts, who are all recruited directly from industry and have a real indepth knowledge of their industry. We have brought people in from hospitality, retail, manufacturing, technology, agriculture, food and drink to name a few. Their industry experience enables them to provide businesses valuable insights on sectoral trends across a range of sectors.”

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Priorities for Business

products. We are seeing more start-ups in the sustainable energy space as this Understanding customer needs is crucial, becomes a bigger priority for all businesses. and Bank of Ireland focuses on making Typically, the main requirement is for a banking easier by anticipating customer bank account with online access. Those that needs, valuing their time, and providing are trading abroad have foreign currency support when needed. The bank is also requirements. We have our Business investing significantly in digital solutions Start-Up package which is tailored to suit and new technology to ensure a diverse startups and our mobile app to meet their suite of products that cater to businesses requirements online. For businesses that of all sizes. have more complex requirements, we move Technology plays a pivotal role in them to our larger payment platform. enhancing customer relationships and “Startups need support, especially understanding customer needs and during the initial phase and we are enables the bank to leverage data to proud to support Thinkbusiness.ie which further improve and simplify the lending provides information, resources and process for customers. One noteworthy help on a range of business topics. It has initiative is the Small Business & Agri a dedicated section for startups where Lending Centre, which allows customers Pierce Butler Head of SME lending at Bank of they can hear from other startups as well Ireland to apply for loans online and discuss as get tools such as a cashflow planner, their requirements with a lender over marketing plan and tips on a range of the phone, streamlining the process and topics such as how to make the most of saving time. This aligns with the bank’s social media for your business.” goal of making banking as seamless as Business expansion, whether organic possible for its customers. or through acquisition also requires “Firstly, we are investing in technology investment, and Bank of Ireland advises to ensure we can support our customers’ businesses intent on scaling successfully needs and secondly, we are using the to assess their capabilities, invest in information that technology generates to technology, bring in expertise, and secure better understand our customers,” Butler additional funding if necessary. explains. “We are currently investing in a “A high level of planning will be new commercial lending platform which required and engagement with your bank will significantly improve our lending and/or other funding partners as early as journey for business customers. possible in the process is critical,” Butler “Data and analytics help us advises., understand our customers better and in Bank of Ireland also provides a turn ensure we are developing products comprehensive range of currency products to meet their changing needs. In our Small Business & Agri and services for businesses that export, including international Lending Centre, we also use this data as part of our lending payments and risk management supports. journey to reduce the information that customers need to “We offer our business customers a number of easy, safe provide, making the process easier for them. and reliable ways to make these International Payments “Getting feedback from our customers is invaluable in terms via 365 Online, our mobile app, via Business Online, or for of understanding how we can improve the service we provide regular payments, FXPay and we also offer more tailored risk to them.” management supports like interest rate debt management and a comprehensive Trade Finance service, which allow importers Startup Landscape in Ireland and exporters to maximise on the many opportunities available in the global marketplace today.” Together with state agencies and established businesses, Bank Challenges and Outlook: of Ireland is part of a dynamic ecosystem supporting Ireland’s thriving startup culture. According to Butler, Irish startups As Ireland’s largest lender to Irish SMEs, Bank of Ireland business demonstrate an impressive degree of “innovation and resilience” banking Butler has a particularly strong insight into the general and have very specific banking requirements which Bank of business landscape. While businesses faced challenges due to Ireland meets with its tailored Business Start-Up package. inflation and interest rate fluctuations towards the end of last “There has been a vibrant startup culture in Ireland for a long year, they demonstrated resilience and adapted effectively. Bank number of years,” Butler observes. “As I meet businesses across of Ireland’s arrears data indicates that businesses are managing the country, it is really encouraging to see the level of innovation these challenges well and the outlook is broadly positive. that’s out there. Over recent years, there has been a large number “In the final quarter of 2022, business sentiment was of technology start-ups but also startups in other sectors that are impacted by inflationary pressure and the interest rate outlook using technology in innovative ways to develop and sell their

As the largest

lender to Irish SMEs, Bank

of Ireland is

responsible for over 50% of

business loans in the country.

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Bank of Ireland is part of a dynamic ecosystem supporting Ireland’s thriving startup culture.

“We are unique in that we have a team of sector experts, who are all recruited directly from industry and have a real in-depth knowledge of their industry. Their industry experience enables them to provide businesses valuable insights on sectoral trends across a range of sectors.” which led to a number of businesses pausing their planned investment. After the winter, they had confidence in their ability to manage these challenges and proceeded with their plans. As a result of this, lending volumes were slower at the start of the year but have picked up strongly since and there is good momentum for the remainder of this year. Businesses came into this period with relatively low debt levels, compared to previous periods, and with robust balance sheets, including good cash balances in many cases. This and the businesses’ own adaptability have meant that they have been able to manage their way through this. “Irish businesses have shown remarkable resilience over recent years dealing with the challenges of Brexit, Covid pandemic and now inflation and rising interest rates,” Butler acknowledges. “Having operated in a low-interest rate environment for the last number of years, the pace of interest

rate increases has been a challenge for businesses at a time when they are also dealing with inflationary pressures. We offer customers fixed-rate products to manage the interest rate risk. Bank of Ireland’s staunch commitment to SMEs and commercial clients is evident in its multifaceted approach to supporting businesses. Through a range of financial solutions, sector expertise, digital innovations, and a customer-centric focus, the bank is providing vital support to Irish businesses and enabling them to navigate challenges and seize opportunities. “This year Bank of Ireland is celebrating its 240th birthday and throughout this time, we have supported Irish businesses grow and develop while also supporting them through challenges,” say. “Every business will experience challenges and it is important that they have the support of their bank. Having been here for the last 240 years, we aren’t going anywhere and will continue to support our customers.”

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A different way of doing business. Navigating today’s challenging funding landscape, with rising interest rates and increased competition, requires expertise and support. At Grant Thornton, we provide a diverse range of services in Audit, Tax and Advisory across multiple industries. We bring you the local knowledge, national expertise and global presence to help you and your business succeed – wherever you’re located.

grantthornton.ie Talk to us today 58

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Grant Thornton and Enterprise Ireland Celebrating 25 years supporting SMEs to access Enterprise Ireland funding. Grant Thornton is Ireland’s fastest growing professional services firm. We deliver solutions to all business challenges through our service offerings and connections within our international network. Grant Thornton is an approved financial consultant for Enterprise Ireland and has worked closely with hundreds of Enterprise Ireland clients over the past 25 years. Grant Thornton has supported a broad range of Enterprise Ireland clients to develop their business plans and financial models to access Enterprise Ireland support and funding. Grant Thornton’s role with Enterprise Ireland clients was particularly pertinent during the Covid-19 pandemic. With experts across tax, business consulting and corporate finance, Grant Thornton helped over 60 businesses access the Sustaining Enterprise Fund, assisting clients in a number of areas: Assessment and eligibility: Grant Thornton assessed whether a business was eligible for Enterprise Ireland grants. This involved a review of the business’s size, sector and growth potential to determine if it aligned with grant programmes or funding criteria. Application assistance: Grant Thornton assisted businesses with the application process for Enterprise Ireland grants. This involved gathering necessary documentation, filling out forms, and ensuring applications meet the relevant requirements. Financial analysis: Grant Thornton reviewed businesses’ historical financial information and performed detailed analyses of profit and loss, balance sheet and cash flow information. A review was also undertaken of budgets and financial projections to assess the financial viability of the business going forward. Business plan development: Following on from the review of financial projections, Grant Thornton assisted clients in developing a detailed business plan that aligned with the objectives of grant programmes.

Dara Kelly, Partner, Corporate Finance

Expertise in a changing landscape As Grant Thornton celebrates its 25-year history of facilitating access to Enterprise Ireland grants and funding for SMEs, it is evident that the landscape for funding in a post-pandemic world is evolving. New challenges and criteria may emerge, necessitating a dynamic approach to grant eligibility and application. Grant Thornton’s track record of assessing eligibility, guiding clients through the application process, conducting comprehensive financial analyses, and crafting business plans uniquely positions them to address these evolving challenges. With its commitment to innovation and a deep understanding of the shifting funding environment, Grant Thornton remains a trusted partner for SMEs seeking to navigate the complexities of securing Enterprise Ireland funding in the years ahead. Grant Thornton’s strong growth and international network connections ensures that the firm will continue to play a vital role in supporting businesses on their journeys towards sustained success. This report was provided courtesy of Dara Kelly, Partner, Corporate Finance, Grant Thornton

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Mentoring matters According to Forbes, mentoring is the top strategy to help close the gender gap in business leadership. Not only can mentors aid female mentees in their professional development, but mentors can boost mentee confidence while offering guidance and advice as they advance in their career. But what exactly is mentoring and how does it differ from coaching, for example? “Mentoring sits somewhere between coaching and training,” said Nina Noonan, Programme Faculty Lead on the IMI/30% Club Network Mentor Programme while speaking on the IMI Talking Leadership podcast. “Training is the practice of sharing knowledge and teaching, to some degree, whereas coaching is the process of asking very good questions until the coachee identifies and develops solutions by themselves but without that direct knowledge transfer. “But a huge part of mentoring is sharing experiences and insights while linking this to the developmental potential of a mentee. This includes figuring out how that experience might fit into the mentee’s reality, and how the mentee can apply this knowledge to a certain situation. Equally, the mentor must adopt really good listening and engagement skills with their mentee.” While mentoring programmes have been seen to dramatically improve promotion rates for minorities and women (15-38% as compared to non-mentored employees), and 25% of employees who participate in a mentoring programme saw a salary-grade change (compared to only 5% of workers who didn’t participate), what’s often overlooked is the benefit for mentors in the relationship. Not only can mentoring improve leadership skills, according to Forbes, but one study found that 87% of mentors and mentees feel empowered by the relationship and reported greater confidence and career satisfaction.

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Noonan notes that mentors often call the experience “eyeopening,” citing how working with a more junior mentee, often from a different industry, allows mentors to gain different insights into what the world looks like from their mentee’s perspective. This often helps the mentor understand what their own team members are challenged with and offers them very immediate and direct feedback on what it’s like to be at a different level in an organisation. “That feedback can be more direct in a mentor-mentee relationship than it might be with team members,” adds Noonan. “There may still be some holding back when team members provide feedback to a more senior team member, but in a mentor-mentee relationship, there is no agenda. Because the mentor doesn’t lead or manage the mentee, this allows for open dialogue which can really help broaden the thinking of both mentor and mentee.”

Early initiative Noonan recommends getting a mentor as early as possible, as it offers a fantastic opportunity to create a way forward filled with new and different opportunities, with the support of someone who can support or challenge you but is unencumbered with having to performance assess you. This is why Noonan slightly favours external mentors over internal mentors. “Internal mentors will have better insight into what it is like to work within your organisation,” she says, “But the benefits of an external mentor are equally fantastic, sometimes even more

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Nina Noonan, Programme Faculty Lead on the IMI/30% Club Network Mentor Programme

“A huge part of mentoring is sharing experiences and insights while linking this to the developmental potential of a mentee.” so. External mentors offer a fresh perspective and a different set of eyes on internal challenges and growth opportunities. Without knowing the ins and outs of your day-to-day reality, an external mentor may also be able to tell you things work in their organisation and how their industry overcomes certain challenges, all of which can lead to a broadening of horizons and options.” However, finding an external mentor can be challenging for women, especially when so few women are at the senior management and leadership level (and it can be more intimidating asking a senior male leader, who may not be able to identify with female-specific workplace challenges). Because of this, the Irish Management Institute (already renowned for its flagship Taking the Lead – Women in Leadership programme) partnered with the 30% Club a few years ago to create the Network Mentor Programme, offering organisations the opportunity to participate in a unique cross-company initiative designed to deliver an exceptional mentoring experience. Noonan explains the programme matches mentors and mentees as well as they possibly can, based on where the mentee is looking to develop and what the mentor can offer. Mentees then have a full year to regularly meet their mentor, gain advice, be challenged, supported, and hopefully create a strong bond. In the background Noonan and her team are supporting all participants after the programme launch, ensuring everyone knows how the programme works and what they can do to make the best of that relationship, ideally creating strong outcomes for both mentor and mentee. There are also regular events throughout the year organised by IMI. All participants meet again at the end of the programme to reflect on how the year went and what they took from it, but also to discuss what happens after the programme ends.

“Very often we find mentor and mentee relationships continue after the programme,” says Noonan, “But other ones are just for those 12 months - although really impactful, they come to a natural end. Maybe it’s time to move on to a different mentor. There can be many reasons, and that’s normal and healthy.” While Noonan calls the Network Mentor Programme “one of the most wonderful programmes in connecting mentors and mentees across industry,” participant feedback is equally enthusiastic. “The programme has provided the AdRoll Management Team a great platform to avail of external mentorship with subject matter experts outside of our field of expertise,” says Eileen Gregory, VP of People at AdRoll. “As a mentor on the programme, I have found it rewarding to take time out to talk to individuals from other industries to share insights and to be an independent, listening ear.” Noonan urges anyone who thinks they might benefit from the programme to come forward. “If you’re a mentee and you think you would benefit from working with someone who will be able to challenge you and support you over 12 months, and you would like to learn from someone and progress your career while figuring out something for yourself that’s currently difficult – come talk to us. There is no perfect mentor or mentee, everyone is perfect how they come in.” Noonan offers the same advice to anyone looking to gain a mentor, irrespective of the IMI/30% Club Network Mentor Programme. Be it reaching out on LinkedIn or picking up the phone cold, Noonan offers the same advice to anyone struggling with networking. “Stop overthinking. The perfect moment doesn’t exist. Just do it.”

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Trinity College Dublin: A Portal To Innovation And Enterprise Trinity College Dublin has long fostered a culture of innovation and is responsible for more campus companies than any other university in Ireland. Dr Michelle Olmstead explores what makes this historic university a leader in entrepreneurial thinking.

Looking at the ancient deep stone window recess behind Dr Olmstead, it could be easy to forget that we’re not here to discuss history but to talk about how Trinity College is leading the way in engaging with industry, government, NGOs and the funding and investment community to create partnerships that commercialise innovation and effect societal change via expert consultation.

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The Structure For Success Ireland is internationally recognised for creativity, entrepreneurship, research and innovation and the university sector is critical to sustaining that reputation. As Ireland’s leading university, Trinity College Dublin attracts leading researchers conducting world-class research and therefore it

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Ireland is internationally recognised for creativity, entrepreneurship, research and innovation and the university sector is critical to sustaining that reputation. strives to put in place professional services that enable those researchers to succeed from concept to impact. To this end, the university undertook a restructuring of Trinity Research & Innovation in March 2023 into two distinct areas, Dr Olmstead was appointed Chief Innovation and Enterprise Officer (CIEO) for Trinity Innovation and Enterprise whilst Professor Sinéad Ryan leads Trinity Research as Dean of Research. Within her portfolio at Trinity Innovation and Enterprise, Dr Olmstead has five divisions; firstly the Contracts Office looks after the operational aspects of the contractual relationships related to research. The Office of Corporate Partnership & Knowledge Exchange focuses on the commercialisation of research that Trinity College’s world-renowned researchers produce and Learnovate is a country-wide Edtech organisation that helps transform employee, student and customer learning experiences. The final two divisions are Tangent, an ideas workspace that does a lot of the entrepreneurship work within the university and Portal, a new division which acts as the gateway for an innovation and enterprise community. Although the two departments work very closely together, the separation has enabled Trinity Research to focus on research and experimentation at the core theoretical level where it can’t be commercialised whilst Trinity Innovation and Enterprise concentrates on the later phases of the maturity process towards the commercialisation of research and ideas. Remarking on the benefits of the new structure, Dr Olmstead says, “Trinity is performing very well within Enterprise Ireland’s KPIs and our spinouts are very longlived and have a lot of employment creation with them.” She continues, “We are at a new maturity level to really open ourselves up to the commercial world more and more because we have learned the process that is required to get to this point and performed well against those economic indicators, societal impact and really numbers-wise.” The numbers she refers to are impressive, 21 new commercialisations in 2022 and 73 intellectual property licences. These successes are enabling Trinity College to look at the next level of innovation, create more corporate partnerships in the long-term, engage in more commercialisation and, ultimately, create more highly skilled, well-paid jobs.

Enterprising Ireland Innovation and seeing ideas through from the concept stage to commercialisation requires a lot of money, and this is where funding from the state agency Enterprise Ireland supports Trinity College on two critical levels. Firstly, the university gets funding to enable the development of licensable and commercialised activities by its researchers, academics and corporate partners, and Enterprise Ireland also funds the operational groups of commercialisation staff at Trinity College and other universities across the country. The second level is the

injection of funds into campus companies and other start-up or scale-up companies. “So that’s the two-pronged approach. First is developing ideas to commercialisation within universities and then the second is the bigger picture that Enterprise Ireland does beyond us, which helps those companies go out into the world and become viable and sustainable,” Dr Olmstead explains. She goes on to say, “And we do have quite a few good examples and stories of that in Healthcare, in Edtech and other kinds of technologies in engineering. So those kinds of spin-outs and start-ups are really flourishing because Enterprise Ireland injects support at the right time.”

Enabling Campus Companies In the last five years, Trinity College has created over 24 campus companies across a variety of sectors. One example that highlights how university researchers came together and created something collaboratively that has, with Enterprise Ireland’s support, matured into an attractive Edtech commercial offering is IntegrityIQ. The project, which secured €365,000 in funding under Enterprise Ireland’s Commercialisation Fund, solves the two main problems faced by corporations needing to deliver ethics and compliance training to staff; lack of relevant content and inability to deliver training at scale. The IntegrityIQ platform aims to provide an immersive environment for employees to share perceptions about integrity risks and corporate culture and to sharpen their ethical decisionmaking skills in a simulated corporate environment. The idea came through a researcher at Trinity and went as a spin-in to Learnovate which acts as an incubator for the project by having its innovation services team build the product as well as handling recruitment and resource management. Dr Olmstead highlights that one of the strengths of Enterprise Ireland in these scenarios is meeting the university in the space they inhabit by going to them and helping to create networks, but also bringing networks to the university through all kinds of events, even down to sitting round a table having brainstorming sessions.

Innovating in Medical Device Design One of Trinity College’s most prolific innovators is Dr Bruce Murphy, Associate Professor in the Department of Mechanical, Manufacturing and Biomedical Engineering, Deputy Director of the Trinity Centre for Biomedical Engineering and Principal Investigator (PI) in the Trinity Centre for Biomedical Engineering and the Advanced Materials and Bioengineering Research (AMBER) Centre. Dr Murphy runs one of the most successful medical device design incubator labs in the world and, to date, the four spinouts from his lab have raised over €100M in capital, employed

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over 100 full-time equivalents, and have Purtill, who’d created and self-financed two devices in clinical trials. the idea for 18 months, solves the problem One of these spin-outs, Croívalve, is of post-GI surgery intestinal leakage with the perfect illustration of how Enterprise a laparoscopically deployed device that Ireland enabled Dr Murphy’s team to uses magnets to couple together parts of take a medical device project through the intestine without the need for sutures the maturity process from initial idea or staples. The PLIO project has now to human trials. The Croívalve project been chosen for the renowned MedTech began life over a cup of coffee and a chat Innovator 2023 Accelerator program. between Dr Murphy and Dr Martin Quinn, In addition, Dr Murphy is involved with a consultant cardiologist at St. Vincent’s another heart valve project called MitrAdapt Public Hospital. Dr Quinn was particularly as well as IndexiTap, a project to develop a interested in solving the problem of device that can quantify the results from a tricuspid regurgitation, a condition where Motor Neuron Disease test that is currently the flaps of the heart’s tricuspid valve fail questionnaire-based and subjective. Away to shut properly, resulting in blood leaking from Edtech and Healthcare innovations, back into the heart’s atrium. At the time, in Dr Olmstead points to climate and 2015, there was very little coming onto the sustainability as being the next big areas market that could help patients suffering coming along that Trinity has substantial Dr Bruce Murphy, Associate Professor in the from the condition. research institutes around. Department of Mechanical, Manufacturing In 2016, after six months of research, Dr Olmstead is also keen to stress and Biomedical Engineering, Deputy Dr Murphy and Dr Quinn successfully that the university’s researchers don’t Director of the Trinity Centre for Biomedical applied for a grant from Enterprise Ireland’s Engineering and Principal Investigator confine themselves to commercialising Commercialisation Fund to kickstart the ideas in collaboration with industry, but (PI) in the Trinity Centre for Biomedical development of a new device to treat Engineering and the Advanced Materials and also engage in consultancy activities, Bioengineering Research (AMBER) Centre tricuspid regurgitation. Dr Murphy recalls, advising governments and the European “So it was supported by Enterprise Ireland Commission. “Integrity IQ originally at that very early stage where it was just me, a cardiologist, a came from a research institute that was advising the EU along clinical need, and a rough concept that could potentially solve or with some other European governments around principles address that clinical need.” of GDPR plus,” Dr Olmstead explains, “And I think the Having got the funding, Dr Murphy needed a team to work on whole point of these research institutes is interdisciplinary the project and in October of that year Paul Heenahan, an engineer collaboration, so we have computer scientists with lawyers, Dr Murphy had met a number of times and been impressed by, with ethics experts and they’re all consulting within their came on board. Next to join the project as a commercial lead was collaborations and then they provide consultation to the EU Dr Lucy O’Keeffe who brought her extensive experience managing Commission or governments that inquire about challenges R&D programs from concept to launch. they’re having around establishing new policies.” With the team in place, they used the Enterprise Ireland This, again, is an area that is aided by Enterprise Ireland capital to de-risk the technology and also to pay the wages to whose funding has helped mature the consultancy function keep the project going. The funding carried the project through where, traditionally, researchers may be reluctant to negotiate a series of prototyping, brainstorming and a number of other and bargain for consulting services. steps in that journey. The team iterated on Dr Quinn’s original Collaborate To Innovate idea quite significantly and part of the way through that process was successful in acquiring a grant from EIT Health that Trinity College is forging ahead with a new strategy around supplemented the Enterprise Ireland funding. industry, innovation and enterprise in which Portal acts as The device was derisked further and Drs Quinn and an open door to industry, corporate and other governmental O’Keeffe did the rounds meeting potential investors, raising alliances. Dr Olmstead puts out a clarion call to potential capital and putting together business plans and pitch decks. By partners and collaborators to get in contact to see where there the end of 2018, into early 2019, the team were able to spin out may be common ground for Trinity’s talented researchers to of the university with a multimillion investment and went on to help with challenges the industry is having, from ethics to IT, to successfully complete the first human trial in June 2023. structure and sustainability. “So my involvement in Croívalve was basically from meeting “When you have a challenge, sometimes it’s good to throw it the clinician at the very early stage, understanding the need and over to us and see what we have on the shelf to help you,” she says. understanding that this was a significant problem that, if it could Clearly, Trinity College has all the ingredients to keep be fixed, would mean patients would have a better quality of life building on its already enviable success in innovation and Dr and live longer. Without Enterprise Ireland, the Croívalve story Olmstead wraps up by saying, “Just to say thanks to Enterprise wouldn’t be where it is,” Dr Murphy sums up. Ireland for sticking with us and evolving with us as we mature. Dr Murphy is currently involved in another project kickstarted And I look forward to the new stages of impact that we can by Enterprise Ireland’s Commercialisation Fund, called PLIO. The make in society.” idea, which arrived at Trinity College as a spin-in from Cristina

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CISTE TOSAITHE LUATHCHÉIME

Forbair do ghnólacht nuathionscanta le cistiú suas le €100,000 Tugann an Ciste Tosaithe Luathchéime tacaíocht do ghnólachtaí nuathionscanta nuálacha dírithe ar an margadh domhanda agus iad ar a n-aistear luathchéime.

Is i bhfoirm nóta iasachta inmhalartaithe a dhéantar infheistíocht

Maoiniú ar fáil le táirge a chur in oiriúnt don mhargadh agus foireann a chur le chéile

Dlús a chur leis na garspriocanna is gá a bhaint amach le go ndéanfaí infheistíocht amach anseo

Bain tairbhe as ár réimse iomlán de thacaíochtaí cumais agus rochtain ar an margadh

Ar oscailt d’iarratais anois Tá tuilleadh eolais agus sonraí iomlán ar cheardlanna iarratais ar fáil ag www.enterprise-ireland.com/PSSF

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Pioneering Excellence Cronin Group and William Tracey & Sons – A Transformative Partnership Reshaping the Landscape of Cultural Relocation. In the evolving landscape of corporate and cultural relocation, the acquisition of William Tracey & Sons by Dublin-based Cronin Group marks a significant chapter in the evolution of specialised logistics and moving services. The deal, finalised on May 16th last year, signifies not only a strategic alignment of two industry leaders but a commitment to fostering innovation, enhancing customer experiences, and propelling the relocation industry in Dublin and Ireland into a new era of excellence. Cronin Group, headquartered in Dublin, has been a stalwart in Specialist Logistics, Machinery Moving, Workplace Relocation, and Global Mobility Services for over 30 years. This

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acquisition, part of Cronin Group’s holistic growth strategy, brings into its fold William Tracey & Sons, a family-owned business with roots dating back to 1947. With highly experienced divisional teams and dedicated project managers, Cronin Group has the capability to deliver a comprehensive solution that covers the entire process from delivery, to offloading and positioning. The firm’s complete service offering sets us apart, ensuring maximum efficiency and minimum disruption for its clients. The specialist divisions work together seamlessly to offer a full range of services for all industries. Cronin Group’s support its client’s growth and ambition by taking the

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“We are delighted that the William Tracey & Sons business has become part of Cronin Group, they have an outstanding reputation in the industry, and their professional services are highly regarded by their customers.” services worldwide, and Cronin Group is proud to be their flagship location in Ireland, managing all elements of the entire relocation journey, from corporate moving, destination services, corporate immigration, compensation and expenses, through to full assignment management solutions.

Strategic Integration

complexity out of their relocation requirements. The firm’s Specialist Logistics team support customers in taking care of the relocation, positioning, and storage of high value and specialist equipment. From warehousing and storage facilities to final mile delivery, Cronin Group tailors its solutions to your industry needs, and pride itself on a trusted, solution focused, and flexible service offering, that guarantees the security of your equipment during all stages of the project process. When it comes to Machinery Moving, Cronin Group understands the changing nature of project schedules, and untimely deliveries, and that’s why the firm is continuously adapting to its client’s needs, providing solutions to ensure projects don’t just succeed expectations, but exceed them. Cronin Group also provides workplace relocation solutions for seamless moves, with minimum disruption. With its vast industry experience, the team is adept in supporting Facility Management companies take on large scale tech client moves, to catering for organisations seeking to rearrange their office spaces, hospital departments, museums, and more. Cronin Group partners with Santa Fe Relocation to help people work, live, and thrive in new places around the world. Santa Fe Relocation is a Global Mobility company specialising in managing and delivering high-quality relocation

The acquisition of William Tracey & Sons is not merely a transaction; it’s a strategic integration of legacies, expertise, and a shared commitment to excellence. The William Tracey & Sons brand, with its rich heritage and reputation in corporate moves for public and private sector organizations, will not only be preserved but seamlessly incorporated into Cronin Group’s offering, ensuring continuity and trust in the eyes of their valued customers. Miriam Foley, the Managing Director of Cronin Group, expressed her excitement about this strategic move. “We are delighted that the William Tracey & Sons business has become part of Cronin Group,” she stated. “They have an outstanding reputation in the industry, and their professional services are highly regarded by their customers. We are keen to build on that reputation and grow the corporate moving business, while leveraging shared services to benefit the whole group. Our vision is to create a new standard of excellence in specialist relocation, placing a strong emphasis on driving sustainability and cultivating profitability throughout the process.”

Preserving Heritage William Tracey & Sons, founded in 1947 during one of Ireland’s harshest snowstorms, has a story deeply embedded in the fabric of Irish history. Established by William Tracey senior and later incorporated in 1982 by his sons William and James, the business evolved from humble beginnings, delivering onion sets nationwide, shoes to Donegal, and aluminium to Wexford. Over the years, William Tracey & Sons has transitioned into a highly successful moving and transport company, specialising in corporate moves, office relocations, library and archive transfers, fine art removal, and more. The company has a long history of working with Government departments and were

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more recently appointed as the successful tenderer for the Provision of Transport, Delivery, Office Removal and Storage Services for the Department of Social Protection. “We are very happy with this new arrangement with Cronin Group,” said William Tracey. “The fact that the William Tracey and Sons brand will be maintained will ensure the continued trust and confidence of our customer base, but being part of a larger enterprise will strengthen the company’s ability to deliver a high-quality service and offer new services and facilities to all our customers. This is a very positive move for the transport sector in Dublin and indeed Ireland.” The decision to maintain the William Tracey & Sons brand is a testament to the commitment to preserving heritage, instilling confidence in customers, and ensuring a seamless transition for the dedicated team under TUPE arrangements.

Diverse Offerings Cronin Group, formerly known as Cronin Movers Group, is a diversified service provider with five primary divisions: Specialist Logistics, Machinery Moving, Workplace Relocation, Cultural Institution Relocation, and Global Mobility. In addition to these five primary divisions, the company offers storage and crating solutions that are tailored to every client’s unique business need. The acquisition of William Tracey & Sons enhances this diversity, bringing an additional layer of expertise in corporate moves and specialised logistics. The union not only widens the scope of services but positions Cronin Group as a one-stop destination for comprehensive moving and logistics solutions.

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Commitment to Excellence The art of moving is a craft that Cronin Group has mastered over its three-decade journey. With a team of passionate and experienced professionals, every project undertaken by Cronin Group reflects a commitment to delivering industryleading solutions. The philosophy is centred around exceeding client expectations, fostering client satisfaction, and building enduring relationships. Colin Fox, who now heads up the Cultural Institution Relocation Division as a result of the partnership said “We thrive on developing forward-thinking and innovative solutions for our clients. Every project reflects our commitment to delivering industry-leading solutions across all five divisions. We strive to exceed client expectations in every project, and we are motivated by client satisfaction and building long-standing client relationships. We hold the belief that great work stems from a great work environment and a firm foundation of values.”

Looking Ahead As Cronin Group and William Tracey & Sons embark on this transformative journey, the focus is not only on the present integration but on shaping a future defined by innovation and growth. The combined entity is well-positioned to leverage shared services, explore new avenues, and set benchmarks in the corporate relocation arena. www.croningroup.ie

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William Tracey & Sons’ Expertise POWERED BY CRONIN GROUP +353 2983153

info@williamtraceyandsons.ie www.williamtraceyandsons.ie the Public Sector Magazine

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The Heat Transition Fossil fuel boilers effectively phased out in new dwellings. Electricity heating systems, the majority of which are heat pumps, were installed in 95% of new dwellings in the first three quarters of 2023, according to the latest data from the CSO. By comparison, fossil fuel boilers were installed in less than 5% of new dwellings in 2023 – down from 79% for the period from 2010 to 2014. This rapid transition to low-carbon heating systems is a result of Nearly Zero Energy Building (NZEB) regulations introduced by the Department of Housing, Local Government and Heritage in 2019. These regulations have effectively phased out fossil fuel boilers in new homes. The change will significantly improve air quality in the areas where these new homes are built relative to traditional developments, providing more comfortable and energy-efficient homes, while also helping to achieve carbon reduction targets committed to in the Climate Action Plan. The data shows Ireland is well placed ahead of new EU plans to set more ambitious energy performance requirements for both new and renovated buildings throughout the European Union with member states required to develop plans to renovate their building stock.

New EU Directive The Energy Performance of Buildings Directive (2010/31/ EU) (EPBD) is the European Union›s main legislative instrument aiming to promote the improvement of the energy performance of buildings within the European Union. On the 7th of December 2023, The Council and the Parliament reached provisional political agreement on a proposal to revise the directive with final agreement expected soon. The new measures aim to increase the rate of renovation, particularly for the worst-performing buildings in each Member State.

The following are some of the main proposals:

n Phasing out of fossil fuel boilers by 2040; n Establish a national trajectory for the progressive renovation of the residential building stock; n Introduction of Minimum Energy Performance standards for the non-residential building sector; n From 2030, new buildings will be Zero Emissions buildings (ZEB) where the very low amount of energy required is fully covered by renewable energy; n Introduction of additional requirements for electric vehicle recharging infrastructure; n Calculation of the life-cycle global warming potential of buildings; n Deployment of suitable solar energy installations. Ireland already has a number of strong initiatives in place as part of the Climate Action Plan to help achieve these objectives, including: n The introduction of Nearly Zero Energy Buildings in Part L of the Building Regulations in 2019. This means all new

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dwellings are now A2 rated with electrical heating systems which are mainly renewable heat pumps installed in 95% of new dwellings. Fossil fuel boilers have effectively been phased out in new dwellings; n The implementation of the strong retrofit programmes, which saw targets exceeded this year, towards reaching the goal of 500,000 home retrofits by 2030; n The installation of Electric Vehicle charging infrastructure in all new dwellings with their own car parking space. Minister for Housing, Local Government and Heritage, Darragh O’Brien said it represents a significant shift towards renewable heating systems in new homes and shows that Ireland’s ambitious building regulations under the Climate Action Plan are already working and they put us in a good place ahead of the proposed EU regulations that will be coming down the line. “We welcome the recent outcome of the EU negotiations on this proposal and look forward to implementing these requirements in regulations over the coming months and years. Improving the energy efficiency of homes improves the health and comfort of those living in these homes and these regulations will enable us to build healthy, sustainable, and durable buildings suitable for the Irish climate both today and into the future,” he said. Minister for the Environment, Climate and Communications, Eamon Ryan said the European Union’s proposal aligns with Ireland’s ambition to retrofit 500,000 homes by 2030. “In, 2023 we made over 42,000 homes warmer and more efficient, smashing our target of 37,000 for the year,” he said. “This year we will go further with the help of Europe’s first low-cost loan for retrofitting and the big take-up of the generous grants. Making homes more energy efficient through retrofitting not only makes homes warmer and more comfortable, but can help households save money on bills and help to reach climate goals.”

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Collaboration in Cork’s High-Tech Landscape Established in 1984, the Cork Electronics Industry Association (CEIA) is an influential, non-profit association dedicated to championing the interests of high-tech companies in the Cork region.

“We need to develop Cork airport and to help the relationships between companies based here and their parent plants in the States grow. I am sure there would be enough traffic were it to be developed to make it profitable.”

Committed to fostering growth, facilitating collaboration, and addressing critical industry issues, CEIA has become a force to be reckoned with in the world of ICT, high-tech, and MedTech industries in the vibrant Cork region. Born in the same year as the GAA’s centenary celebration, CEIA serves as a vital liaison between its member companies and the broader ecosystem, which supports the fast-growing technology sector in Ireland’s southwest. Representing over 50 member organizations, CEIA plays a pivotal role in ensuring that the technical and infrastructural support necessary for its members’ growth is readily available. At the heart of its mission is a commitment to serve as a bridge between the technology and education sectors, government support agencies, and its member companies and the success and influence it enjoys is due in no small measures to its unparalleled access to key institutions such as UCC, CETB, and the IDA. This access facilitates networking at local and international levels and enables CEIA to represent its members effectively while helping to create an environment conducive to innovation, education, and business development. The organization’s strong relationships extend to educational institutions, incubation centers like Ignite and Rubicon Centre – in Cork IT and industry associations such as ICT Ireland; Microelectronics Industry Design Association (Midas); Science Foundation Ireland; Microelectronics

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Competence Centre Ireland (MCCI); and Cork BIC. A dedicated board of directors, including Seán Sheehan, CEO of Wisetek, bring a wealth of experience to the organisation. With a focus on business innovation and leveraging his considerable expertise from the IT Asset Disposition and Manufacturing Service sector, Sheehan plays a vital role in guiding CEIA’s initiatives to support small startups and medium-sized firms. “For us, access is key,” Sheehan explains. “One of the reasons behind our success, as a representative body, is the level of access we enjoy to the likes of UCC, the CETB and the IDA. “Such access is really important when networking at home and abroad; networking with the local communities and local businesses and with regard to relaying the wishes and concerns of our members at local and national levels. The fact we have a ministerial meeting every year where we get to voice our opinions on different critical issues is vital to our members’ interests.” A proactive entity, CEIA organises regular business briefings, outreach programs, and forums which address industry concerns, trends and ongoing challenges facing its members. In addition, CEIA provides opportunities for leadership programs, training, and innovative courses, particularly beneficial for employees of member companies. “We had a breakfast briefing in September which centred on the working from home issue and how companies are dealing

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with that and what their existing policies for renewable energy. Acknowledging are around home working. IBEC did a the need for contingency plans, Sheehan presentation for what was It informative indicates that most CEIA members are and interesting session and a welcome. exploring various energy sources to contrast to the Zoom meetings we had to mitigate potential power shortages. get used to during the worst times of the “Obviously the whole climate change Covid,” Sheehan remarks. issue is not far from being front and Reflecting on the importance of central of company policy for most of Foreign Direct Investment (FDI) for our members with the realisation that quality job creation in Cork, Sheehan there’s a lot of waste within companies. praises the region’s reputation, work There’s a lot of low-hanging fruit which ethic, and education system, but also can be tackled straight away such as stresses the need for greater infrastructural cutting down on waste and heating costs; development, particularly in terms of flight everyday matters like the carbon footprint connectivity to the US, enhancing the local have to be continually addressed. airport, and improving roads and ports. “As someone heading up a successful “I know the importance of multicompany, I feel it’s important to nationals to the regional and national and understand where you are; first as a I also know that CEIA’s interaction with company in terms of tackling issues like Seán Sheehan, founder and CEO of Wisetek/ multinationals is hugely beneficial to our waste and then, secondly, the business member companies in terms, for example, of going step by step and deciding what of affording opportunities for their employees to engage in your goals and plans are as a company. leadership programmes, training and innovative courses. “It’s important to point out that most of the companies in the “We have a lot of incubator-type facilities in our region. (Cork) region are examining the various types of energies available For instance, we have the Ignite Centre at UCC. I’d have to to them because they know they can’t just rely on the grid.” say though that for such facilitators to gain direct access to At a national level, we are surrounded by water and businesses in the United States, we need to develop Cork airport we need to utilise that to our advantage to generate more and to help the relationships between, for instance, companies renewable energy. based here and their parent plants in the States grow. I am sure Reflecting on Wisetek’s experience during the pandemic, there would be enough traffic in and out of Cork were it to be Sheehan says the company adopted a forward-thinking and developed to make it a profitable route. innovative response to the remote work challenges presented by “We are constantly petitioning for flight connectivity, the pandemic and adapted its processes to support employees particularly to the cities in the US. We have great people and working from home. good broadband but if you want to further boost FDI and the “One of the things we realised during the worst of the overall economy of the Cork region, you’ve got to look at your pandemic was that there was an opportunity there for us with a lot infrastructural requirements in addition while also looking at of people working from home creating problems for companies in the business of developing the local airport. terms of taking on new people or letting people go.” “And we can’t forget about developing the quays too, the “So, we set up a remote IT process which revolved around marina and further improving the road network between our us shipping out tech devices to employees when they began to neighbouring towns and cities. The road to the port is very work from home and we would manage those data carrying important and is becoming increasingly important with high devices, as in sanitising them, redeploying them or recycling volumes of traffic between it and Ringasciddy which can be a them and so forth before taking the devices back from them bottleneck at times.” when the employee was finished with them. The chairman lauds Enterprise Ireland as a world-class “We have been developing software that can erase the organization that has been instrumental in supporting data-carrying device at a person’s house which means there is companies such as Wisetek. He highlights the importance of no need to send the device back to us and it is a suitable process grants and guidance for companies, especially during crucial also if they want to purchase the device.” stages like infrastructure development and hiring processes. Sheehan expresses optimism about Wisetek’s expansion “It’s a world-class organisation,” says Sheehan of Enterprise plans, particularly in the United States. With a focus on Ireland. “I find them fantastic and the help Wisetek has gotten navigating GDPR and significant investments in sales from them has been second to none. “Enterprise Ireland has been and products, the company aims to capitalize on growth with us every step of the way which has been very important opportunities in the American market. because there are inevitably a lot of changes when you are “As a company, we need to grow and the US market is one building your company’s infrastructure and you need grants and that we are keen to explore,” he says. guidance when it comes, for instance, to hiring the right people.” Meanwhile, the business community in Cork will be relieved Identifying climate change as a key concern for CEIA to hear that he also stands ready to continue the CEIA’s policies members, Sheehan emphasises the importance of tackling waste of collaboration, innovation, advocacy and support that are and reducing carbon footprints and calls for closer collaboration contributing handsomely to the continued growth and success of between the government and companies to harness natural member companies in Cork’s flourishing technology sector.

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Welcome to the 30% Club Founded in the UK in 2010, The 30% Club is intent on achieving a minimum of 30% representation of women on boards and C-suites worldwide. Gillian Harford, Country Executive at the 30% Club Ireland discusses the progress achieved to date, the most significant challenges in advancing its agenda and the key benefits derived from diversified representation.

The 30% Club is a global campaign supported by Chairs and CEOs of medium to large organisations, who are committed to greater gender balance at the most senior levels within their organisations, as it drives better business outcomes. Now operating in 20 countries across the world, the core objective is to have at least 30% representation of all women on all boards and c-Suites globally. Established in 2015, the Irish Chapter has grown substantially, and today it garners support from over 300 companies from across all sectors. (representing more than 650,000 employees). 30% Club Ireland focuses on engaging Chairs and CEOs, influencing national government policies, and enabling talent pipelines via mentoring, executive scholarships, and networking programs, according to Gillian Harford, Country Executive at the 30% Club Ireland. “Our work focuses on three main pillars- engaging Chairs and CEOs in driving change within their organisations, influencing progress at a national level primarily through government policy, and enabling talent pipeline through mentoring, executive education scholarships and board/ executive networking programmes,” she says. Since its inception in 2015, the Irish Chapter has witnessed an impressive transformation. The gender balance on the boards of Irish listed companies has increased from 12.5% to an impressive 36% on the ISEQ 20. In addition, the number of supporting companies has soared tenfold, reflecting widespread commitment across diverse sectors. “We also measure success by the number of companies voicing their support and in 2015 we had 30 supporter companies whereas today we have 300 supporters from all sectors of Irish business covering public, private, multi-national, state and semi-state organisations,” Harford adds. Despite significant progress, challenges persist. Stereotypes in education and career guidance, unequal expectations in caring

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responsibilities, and the need for improved data on representation present ongoing obstacles. Focusing on the talent pipeline remains crucial for sustained progress, according to Harford. “Considering we only started conversations in earnest in Ireland in 2015, a lot of progress has been made, particularly in the large corporates and multi-nationals, but there is still more to be done. We have refocused our efforts beyond boards to also include c-Suite roles, particularly roles that feed into greater opportunity such as CFO and profit management roles,” she says. “One of our continued challenges is the availability of data on representation, particularly for large private companies – but the CSO has started capturing base data which is hugely helpful. The introduction of gender pay gap reporting is also a strong step forward in highlighting, and driving. progress and action on unequal representation in senior roles. “And we still face barriers in terms of stereotypes in education and career guidance, particularly in relation to STEM subjects and career choices. Expectations regarding caring responsibilities are still allocated by society in an inequitable way which impacts access to employment opportunities for women, particularly access to highervalue career roles. Finally, while progress has been made, we remain at the early stages of achieving greater gender balance where senior decisions are made, and unless we focus on improving the talent pipeline any gains will be short-lived.” Nonetheless, the 30% Club remain generally opposed to the imposition of quotas and believes they are warranted only when all other avenues fail. In Ireland, voluntary action by ISEQ 20 companies has led to progress beyond 30%, showcasing the effectiveness of self-set targets importance of diversity for the next generation. “We have seen that in other countries, where quotas have been applied, numbers have been reached, but no further progress has been achieved either in growing representation or supporting talent

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pipeline. We believe that quotas encourage a minimum compliance action, but when companies set targets themselves and take accountability for their own progress, the number becomes the floor, not the ceiling, and progress is more sustainable as a focus on the talent pipeline becomes in-built. “In Ireland, we have already seen significant progress, beyond 30%, where ISEQ 20 companies have taken ownership of their own progress.” The public sector plays a crucial role in advancing the gender diversity agenda, The Code of Practice for State Bodies on Gender Balance, Diversity & Inclusion sets a 40% gender balance target for state board appointments and the government-led initiative ‘Balance for Better Business’ also showcases Ireland’s commitment to supporting diversity. “The public sector is a very important part of our campaign – firstly in terms of driving national support for the agenda, secondly providing the opportunity for policy change and finally, as a significant employer in Ireland, providing the opportunity to lead by example. “In Ireland, the Code of Practice for State Bodies on Gender Balance, Diversity & Inclusion and the government-led initiative on targets for large Irish businesses with Balance for Better Business; are unique examples of government support which we don’t see in other chapter countries. “Separately within the Irish 30% Club Chapter more than 60 of our supporter organisations come from the public service. There is still much more to be done to reflect greater gender balance where all significant economic and national decisions are made, particularly in relation to elected roles, but a lot has been achieved.” It is now widely accepted that diversified representation at board and executive levels results in significantly improved business outcomes. It has been shown to drive higher profitability, balanced risk, increased market share, success in new markets, and improved talent retention. “Gender diversity is also driving progress in the sustainability agenda, particularly relating to prioritisation of sustainable business strategies, sustainable finance & investment decisions, and commitments to more ecoappropriate business actions,” Harford adds. In February this year, the Irish chapter of the 30% Club held its 9th Chair & CEO Conference on 2nd February at Dublin Castle under the theme ‘Building a Sustainable Agenda’. The 250 delegates heard from former UK Prime Minister Theresa May and the Taoiseach Leo Varadkar as well as industry leaders, and Garda Commissioner Drew Harris. The annual conference emphasised the holistic concept of sustainability, linking it to talent access and business survival. Key messages included the growing role of investors, the pivotal role of CEOs, and the continued importance of diversity for the next generation. Throughout 2023, the focus has been on practical initiatives, including industry groups, mentoring programs, executive scholarships, and supporting national initiatives like Balance for Better Business. It also launched a new network to connect guidance counsellors with employers to enhance career understanding. Our focus has been to provide practical initiatives for our supporters as they drive to achieve their diversity ambitions – including the continuation of our industry groups, initiatives like the mentoring programme, executive scholarship and board-

ready programmes, and our support for national initiatives like Balance for Better Business and the Women in Finance Charter,” Harford explains. “We have also launched a new initiative for 2023, GAIN (Guidance and Industry Network) in partnership with DCU and CWiT (Connecting Women in Technology) which aims to connect Guidance Counsellors with a greater range of employers to improve understanding of career opportunities available to students. “It is also an important year as our supporters continue to address their gender pay gap and work through their action plans. The fact that a gender pay gap (both high and low) is driven by unequal representation, under-representation, or both, has now been well established – how that is addressed is really important and strongly aligns with our ambition to change the gender profile in companies in Ireland.” Since its foundation, mentoring has proved to be a valuable tool in the 30% Club’s armoury, particularly through the IMI’s cross-company program, in which over 2,000 participants have participated since it commenced in 2015. “We are very proud of our cross-company programme run by the IMI (Irish Management Institute,” Harford enthuses. “We see mentoring as a great career development option because it gives the unusual opportunity to pause and reflect about what we need for ourselves and our career journey and to have someone else be part of the conversation with us – not to have the answers for us. but to help frame the questions based on their previous experiences.” Harford joined the 30% Club as a volunteer with a previous employer and took on the Country Executive position in 2018 when it was created as a new role. For her, the highlights to date have been the growth in the number of supporting organisations, the progress on Irish boards on foot of voluntary action, and also the chance to interact with so many talented women across so many different industries. “But, most importantly it has been watching the step change in companies in Ireland from diversity being discussed as an initiative – which was the main conversation at the time, to diversity being included as a business strategy in terms of employees, customers, supply chain, and stakeholders – that to me is where the greatest change has been achieved so far,” she says. The 30% Club Ireland has made remarkable progress since 2015, with a robust framework focusing on engagement, influence, and talent enablement. Challenges remain, but the commitment of the public and private sectors, combined with practical initiatives, has placed the organisation in a strong position to achieve its core goals in the years ahead.

MESSAGE FROM THE 30% CLUB IRELAND We are always eager to hear from medium to large organisations who are interested in supporting the campaign, so please check out our website www.30percentclub.org/chapters/ireland and get in touch. Outside of that, we encourage individuals to follow us on LinkedIn where we regularly post updates on our work and initiatives, including our Executive Education Scholarship Programme for 2023 which launches on 1st March, with 26 scholarships available. In addition to the main work of the 30% Club, we also operate six industry groups, one of which supports our Public Service members.

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Championing Diverse Talent Acquisition Cpl, a leading Irish talent solutions firm with 33 years of experience, plays a pivotal role in the public sector recruitment landscape. CEO, Lorna Conn discusses the firm’s commitment to diversity and inclusion, its support for the 30% Club, and the unique selling points (USPs) that resonate with candidates seeking career transitions within the public sector.

The 30% Club in Ireland is a dynamic and influential organization committed to increasing the representation of women in senior leadership positions across the corporate landscape. Founded on the premise that diversity at the top drives better decision-making, innovation, and business performance, this initiative seeks to achieve a significant milestone and ensure that women hold at least 30% of board and executive positions in Irish companies. The initiative has garnered support from numerous organizations worldwide. One notable champion of the cause is Cpl, a leading Irish talent solutions firm. Cpl’s involvement, membership, and support for the 30% Club’s mission goes beyond mere lip service; and represents a concrete commitment to fostering gender

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balance and equality within the organization and beyond. Cpl has been Involved with the 30% Club since the initiative’s inception and the firm’s founder, Anne Heraty, was a prominent supporter and served as a 30% Advisory Board Member. Today, Cpl continues to champion the cause through its CEO, Lorna Conn who succeeded Heraty in January 2022, and built on her success while continuing to maintain the ideals and values which characterise the firm. Cpl’s dedication to gender equality is deeply ingrained in the organization’s culture and Conn highlights the significant investments which Cpl has made in the 30% Club Network Mentor Programmes, allowing its employees to benefit from this transformative initiative. Its commitment is also reflected in

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“We take a strategic approach, aiming to transform clients’ businesses through various services and our customer-first philosophy sets us apart. The strategies we provide to our clients and our ability to evolve our services based on client needs are what sets us apart.” Cpl’s own gender representation, with a board level ratio of 75% female to 25% male and an executive level ratio of 50% female to 50% male. The 30% Club’s guidelines, with their clear roadmap for diversity and inclusion (D&I), also serves as a blueprint that Cpl adheres to rigorously, according to Conn. “The 30% club has an excellent D&I road map which sets out the key areas and themes organisations should focus on,” she explains. “Cpl follows this road map, and we have a very clear DEI Strategy and 2024 Action Plan which details how our programmes, policies and initiatives are geared toward addressing the employee life cycle. “Cpl also holds itself publicly accountable through the publication of our annual sustainability and gender pay gap reports.” Founded by a female entrepreneur and now led by a female CEO, CFO, and HRD, gender diversity is part of the company’s DNA. The firm’s commitment to gender diversity is rooted in a profound belief in its benefits and a firm conviction that diverse representation across all industries and sectors leads to a better society, economy, and community. Beyond being a reflection of society, Cpl sees gender diversity as a strategic advantage which ensures access to a broader talent pool and offers diverse perspectives and lived experiences, enriching the company’s decision-making processes and helping to foster innovation. In line with its beliefs, Cpl has chosen Sustainable Development Goal 10, “Reduced Inequalities,” as part of its Sustainability Strategy. In 2022, the company revamped its internal recruitment process, introducing Inclusive Recruitment Tips and delivering DEI training, including Inclusive Recruitment and Unconscious Bias Training. While Cpl does not set gender quotas, it acknowledges the insights gained from its 2022 gender pay gap report, helping identify areas where gender representation needs improvement. “From our perspective, we see gender diversity as a reflection of the society we operate in, that all our clients can benefit from. Gender diversity ensures a wider talent pool and provides different perspectives and lived experiences,” Conn says. “At Cpl we are constantly reviewing inclusive recruitment techniques, technologies, and tools. While we do not have a set gender target as we are currently 62%: 38% female to male, however we have taken the learnings from our 2022 gender pay gap report to highlight to business areas where there is under representation of both genders and at all levels.” Cpl’s dedication to diversity and inclusion extends to its internal teams, creating a ripple effect that positively impacts its approach to candidate placement, especially in the public sector. The company’s strategy underscores inclusivity, leadership, and employee competence in promoting inclusive behaviours. Key initiatives include:

Employee Engagement: Cpl’s DEI committee and resource groups actively shape the company’s strategy, facilitating discussions through “Be Proud Cafés.” 2. Comprehensive Training: Employees have access to diverse training programs, including Inclusive Leadership and Mental Health Champion Training. 3. External Partnerships: Cpl collaborates with organizations like Open Doors, TCPID, NCBI, and more, expanding its partnership base and outreach. In a significant move, Cpl introduced a Performance Objective effective January 1, 2023, requiring all employees to “Play your part in making Cpl a Diverse, Equitable, and Inclusive workplace for all.” This objective encompasses five key outcomes, including internal impact, emphasizing the importance of training completion and employee engagement. Cpl also plays a pivotal role in the public sector recruitment landscape and the firm’s focus on attracting top tech talent, promoting diversity and inclusion, and its unique selling points (USPs) resonate with candidates seeking career transitions within the public sector. “To support diversity and inclusion of all groups across society we ensure that our candidate journey is fully accessible, providing candidates with additional support if needed when applying for roles,” Conn explains. “Our dedicated microsites, created specifically for each of our public sector clients, undergo accessibility testing to further ensure that we are giving everyone equal opportunity to apply for roles with our clients.” To attract top tech talent, the firm conducts thorough market research, identifies skill gaps, and customizes its recruitment strategy accordingly. It also actively engages with candidates on job boards, social media platforms, and through networking at industry events to connect with the right individuals for their public sector clients. With a wide range of talent solutions, including temporary and permanent staffing, recruitment marketing, healthcare recruitment, and campaign management, Cpl’s goal is to provide innovative talent solutions that attract and retain top talent. “At its heart, Cpl is a people business,” Conn remarks. “We’re a people-centric business, focused on clients and our dedicated employees. We take a strategic approach, aiming to transform clients’ businesses through innovative talent solutions and our customer-first philosophy is what sets us apart. The strategies we provide to our clients and our ability to evolve our services based on specific client needs is a key differentiator for us.” The firm has a long-standing relationship with public sector organizations and over the years, has successfully placed candidates in a broad variety of roles across the public sector, encompassing everything from payroll specialists, oracle developers, and IT Infrastructure managers to solicitors, quantity surveyors, and HR generalists. These placements reflect the depth and breadth of services that Cpl offers as well as its

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impressive track record in relation to filling positions with tech specialists. In today’s competitive job market, attracting tech-savvy candidates to the public sector can be a challenge. Cpl helps public sector clients showcase the exciting tech projects they offer through informative advertisements on various platforms. Their top-10-ranked job board in the country processes thousands of applications monthly, allowing them to tailor marketing plans to match role requirements and attract tech talent. “Cpl’s recruitment strategy is custom-tailored to each client, focusing on understanding their needs, culture, and required skills,” Conn explains. “For the Irish public sector, we employ a systematic approach to identify, attract, CEO, Lorna Conn and place candidates, ranging from solutions which include temporary staffing to campaign management. “One of the key strategies we work on with our public sector customers is helping them tell their story to attract tech-savvy candidates. The tech landscape has evolved significantly, making the Public Sector an attractive option for tech talent seeking stable employment in Ireland and wanting to make an impact on their community. Public bodies are investing more in technology systems and this mission and purpose is leading to exciting projects that are attractive to tech candidates. “We help craft informative and insightful advertisements to show tech talent what to expect in their role and across public sector positions, using various channels like social media, job boards, and networking groups. The Cpl website is one of the top 10 job boards in the country with over 40,000 applications processed each month. We create a talent pool based on job descriptions and essential criteria, then tailor marketing plans to highlight these opportunities. Our ads target profiles that match the role requirements, showcasing the potential within the public sector.” To gain a competitive advantage in the recruitment space, Cpl invests heavily in people, technology, and processes. They have developed a bespoke Enterprise Technology Solution (Cpl ETS) tailored to the public sector, ensuring a seamless recruitment process. This platform addresses key customer pain points and provides live reporting, data analysis, and insights. Additionally, Cpl has made strides in digital marketing, data compliance, and sustainability to stay at the forefront of recruitment innovation. “We are continuously looking to innovate in these areas, and

we have put in place the core structures and processes to ensure we can maximise these investments. We have developed specific teams and systems that look to address key customer pain points such as, talent attraction & retention, live reporting capability, data & market intelligence, insights, and trends analysis in a way that is customised for their use. “We have also made significant advances into digital marketing both strategically and operationally. Data, compliance, and sustainability are also areas where we look to differentiate ourselves. We have created new teams and invested in new roles across Cpl such as GDPR specialists, a PMO office, coupled with sustainability analysts all geared to helping us support our customers through long term sustainable and compliant initiatives.” According to the Cpl talent solutions chief, candidates considering a career transition within the public sector focus on various factors, including job security, clear career progression, support for further education, pension schemes, generous annual leave, and flexibility. “Moreover, working for a public entity can be seen positively compared to profit-focused private companies, Conn says. “Some public bodies address social issues, like environmental protection, housing, and apprenticeships, providing a “call to action” to existing and prospective employees. “Candidates within the public sector may consider advancing their career to the next grade, seeking new challenges, pursuing higher pay in a higher-grade role, working in an area of personal interest, and/or applying their skills in a new or growing entity.” “For our clients whose missions centre on, for example, online safety or creating affordable housing, candidates may consider a transition to public sector as a call to action. Through our strategic sourcing and innovative targeting tactics, Cpl highlights any USPs that our clients can offer that we know will be attractive to candidates. We highlight these USPs within the job descriptions on social media, on our dedicated client microsites and across other appropriate media channels.” Cpl’s commitment to promoting diversity and inclusion allied to their ability to adapt to client needs, embrace innovation, and attract top talent will ensure that Cpl remains a trusted partner in connecting candidates with meaningful opportunities in the public sector and beyond.

“From our

perspective, we see gender diversity as a reflection

of the society we operate in that all our clients

can benefit from. Gender diversity ensures a wider

talent pool and

provides different perspectives and

lived experiences,”

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How can businesses with ambition progress ambitious women? EY is proud to sponsor of the 30% Club, aligned in our values for more equal gender representation at decision-maker level. Shining a light on female leaders, EY Women in Technology program, supports girls and women to enter, remain, thrive and lead in the world of technology. Discover how EY is helping businesses adapt and grow with gender parity and representation at senior-level roles. ey.com/ie

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Breaking Barriers 30% and Beyond The aim of the 30% Club, to boost the number of women in board seats and executive leadership of companies to deliver at least 30% female representation, should be viewed as a base-line foundation from which organisations should push past in terms of gender representation, writes Niamh O’Beirne, Partner at EY Ireland and Head of Business and People Consulting

Over the past decade, the world of work has changed quite dramatically, and in this post-pandemic, progressive era of work, the pace of change in the workplace has accelerated. Between economic and geopolitical events, hyper-inflation and evolving employee and consumer expectations, organisations must be ready for continued disruption and transformations that place even greater pressures on a workforce that has been living and working through unprecedented times. These pressures exacerbate the gender disparities that have existed for decades. While equality and diversity are everyday media and cultural buzzwords, the reality is that one glaring issue continues to cast a shadow over the

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corporate landscape: the persistent underrepresentation of women on boards and in senior positions. Unfortunately, despite improved inclusivity, the glass ceiling remains a stubborn barrier for many women, stifling diversity and hindering progress. How can we challenge the status quo for 50% of the world’s population? A leap forward in female representation is longoverdue. Equality at senior business level shouldn’t feel like a major challenge, yet recent studies reveal that women account for a fraction of board positions globally and in 2021, women held only 24.9% of board seats in the largest publicly listed companies worldwide, according to the Global Gender Gap Report.

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A Persistent Gender Imbalance

year, supports 30 participants to navigate their path to C-suite and beyond. We are particularly focused on supporting It is an unfortunate reality that many women in technology, to help future women still face significant obstacles leaders through a tailored programme that when it comes to securing seats at the provides networking, training and coaching decision-making table. A few statistics in personal purpose and organisational bring the message home. Up to 40% of leadership. GDP growth in US economy between 1960 The programme was borne out of an and 2010 can be attributed to an uptick in insight that women are not taking up roles the participation of women and people of in growth areas in technology - such as colour in the labour force. While a quick cloud computing and artificial intelligence glance at the recent make-up of corporate (AI). We developed this programme to boards in Ireland tells us that, according address the gap for entry level and careerto a 2021 report by the 30% Club Ireland, builders and we have now also developed women held only 33% of board positions an advanced version for senior leaders in companies listed on the Irish Stock with the talent, drive and ambition to go Exchange, showing some progress but all the way to the top. The 30 participants have been chosen more to go. Niamh O’Beirne, Partner at EY Ireland and Head of Business and People Consulting by their organisations to participate in this The Power of Diversity special programme, a powerful endorsement for each participant. EY and 30% Club’s Senior Women in The lack of female representation perpetuates inequality and Technology programme presents an invaluable opportunity to these leaves so much potential untapped. While the Central Statistics women to tap into world-class business leaders and mentors and Office (CSO) reported that women accounted for just 16% of forge a network that spans the full arc of their careers. Any woman CEOs and 28% of non-executive directors in Ireland in 2021, who has navigated the road to C-suite knows how vital internal and research consistently demonstrates that diverse boards and external support networks, as well as role models and sponsors, are leadership teams foster innovation, enhance problem-solving for successful personal and career development. capabilities, and ultimately drive customer satisfaction and Closing the Gap superior financial performance. To achieve meaningful progress on the road towards and Elsewhere at EY, outside of the work we do in partnership with beyond 30% representation, companies and boards must 30%, our commitments to advancing equality include a wide proactively implement strategies and policies to embed an range of initiatives and training modules that help identify organisational culture that promotes gender diversity. This and support our talented employees and develop the careers includes setting ambitious diversity targets and reporting of women at every level of our organisation. We have made progress transparently; providing leadership development progress on closing the gender gap at EY Ireland at equity programs and mentorship opportunities specifically tailored for partner level, reaching 30% in 2023. We continue on our journey women; implementing bias-aware recruitment and promotion to reach our target of 35% by 2025, and onwards from there. processes to ensure fair evaluation; promoting flexible work As Partner and Head of Business and People Consulting arrangements and family-friendly policies and fostering an at EY, I’m fortunate to lead a brilliant team that focuses on inclusive corporate culture that celebrates diversity and holds transformation and change management to help organisations leaders accountable for driving change. adapt to new environments and requirements. Gender parity EY and 30% Club and unlocking women’s potential is central to successfully navigating through the increasingly complex challenges faced EY Ireland is committed to promoting gender diversity and by organisations, both large and small. Change is long overdue breaking down the barriers for equal female representation. As and interventions need to look different in a post-pandemic an important part of our pledge to advance equality, we’re proud environment. If we leave the future of work to evolve without to sponsor and support the 30% Club in their goal of achieving paying attention to the unique factors that help women thrive, we equal gender representation at decision-maker level. Founded in will fail to fully embrace equity. To ensure equal representatation, the UK in 2010, the 30% Club has grown and gone from strength women must have leading roles in co-creating the future of work. to strength. The Irish chapter, which started in 2015, now has over The crusade for gender equality is far from over. By 280 member companies and has seen the percentage representation challenging the status quo, embracing diversity, and dismantling of women leaders move from only 18% in 2018 up to 32% in 2022. the barriers that prevent women from reaching the upper echelons Change doesn’t happen by itself, or overnight, but these great of power, we can create a more equitable and prosperous future. It results are evidence that focused efforts reap dividends. is time for companies to break free from outdated norms, shatter One of the key initiatives co-created by EY and 30% Club the glass ceiling, and embrace the vast potential that lies within to drive positive change is the “Senior Women in Technology their female workforce. Only then will we truly unlock the power Programme”. This excellent programme, now in its second of diversity and usher in an era of true equality.

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Kildare’s Innovation & Sustainability Journey Kildare County Council: Navigating Growth, Innovation and Climate change while prioritising staff welfare and wellbeing

Earlier this year, Minister for Enterprise, Trade and Employment, Simon Coveney TD, joined us as guest of honour for the official opening of MERITS, an Innovation Thinkspace hub created to support digital and technology innovation in the Mid-East region (Kildare, Meath & Wicklow). Kildare has a population of almost 250,000 with the highest level of population growth of any local authority between 2016 – 2022. The country also has the highest proportion of resident young people in the state (81K), and at the same time, the county’s population is projected to age considerably over the next 20 years. Demographic projections, for the next two decades, point to a need to cater for a high overall population increase, accompanied by a significant ageing of the population. With the emergence of new communities, Kildare’s population is becoming increasingly more diverse. Bearing all of that in mind, Kildare County Council is mindful of the need

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to be well structured as well as agile to cater for the current and future needs of its citizens, now and into the future. The local authority has developed an impressive Corporate Plan which serves as a blueprint for how to achieve these aims. It sets out the authorities’ goals and objectives over 5 years to deliver now, as well as plan to ensure future infrastructure & services are in place ‘to make Kildare a great place to live, work and visit’. Kildare also boasts a highly skilled workforce, with a strong FDI presence in the county as well as a thriving local enterprise sector. It is home to world-renowned companies such as Intel, Hewlett Packard, Pfizer and Kerry Group. Infrastructure, transport, access, and connectivity are vital, to support its economic development.

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Technology & Innovation Earlier this year, Minister for Enterprise, Trade and Employment, Simon Coveney TD, was guest of honour for the official opening of MERITS, an Innovation Thinkspace hub created to support digital and technology innovation in the MidEast region (Kildare, Meath & Wicklow). The state-of-the-art 1200sqm incubation space for start-up and scaling technology businesses comprises the latest tools and technologies along with office space, meeting rooms and conference suites in an immersive experience. The innovative hub is co-funded by Kildare County Council and Enterprise Ireland under the Regional Enterprise Development Fund (REFD) and is already home to 20 client companies, employing over 40 people. As well as access to stateof-the-art facilities, the expert team in MERITS provide access to high-quality training, funding opportunities and extensive support for entrepreneurs and tech businesses in the region, including access to the Local Enterprise Office and Enterprise Ireland. Speaking at the launch, the Minister said; “Kildare’s ability to adapt to a digital future depends on developing the next generation of skills, closing the gap between talent supply and demand. I commend the local authorities’ key focus to strengthen relationships and transfer of knowledge between entrepreneurs, employers, and education and training providers, to ensure it is best placed within a vibrant region armed with relevant knowledge, entrepreneurial agility and analytical skills to attract and retain the best and brightest Technology companies.” The hub concept for MERITS is being used as a blueprint for a broader hub network for other industries across the county, including a Food & Drinks hub, Equine hub, and others, which are at various stages of development. This year Kildare County Council published the first Digital Strategy for the County, which is aimed at creating an inclusive, progressive, innovative, and connected digital society and economy for the benefit of Kildare’s citizens and businesses. Kildare Konnected identifies strategic pillars which aim to maximise the opportunities for digital transformation and development, ensuring that Kildare is

Kildare County Council Chief Executive, Sonya Kavanagh

“Our staff have demonstrated an appetite and willingness to innovate, and we want to build on that momentum. By opting to sign the Declaration, we are pledging our continued commitment to supporting our staff to innovate in their everyday roles.” Kildare County Council Chief Executive, Sonya Kavanagh after signing the Declaration on Public Service Innovation in Ireland

among the best places to live, work, visit or invest. Kildare County Council, along with all local authorities is producing and implementing digital strategies as a key part of local policy and planning. Doing more with Digital is a core ethos of the strategy which aims to provide access to digital skills, modern, efficient & connected workspaces & hubs, utilizing digital technologies as well as setting targets for the digital development of public services. Innovation is central to the Kildare County Council approach. Earlier this year they signed the Declaration on Public Service Innovation in Ireland, declaring their continued commitment to embracing innovation as one of the ways that we can achieve our goals and deliver effective public services. Embracing innovation within Kildare County Council is about finding new or different ways of working that can add value for their staff and to the people of Kildare, including designing services to be more effective, accessible, and simpler or streamlining our internal processes and systems. Speaking about this approach, Kildare County Council Chief Executive, Sonya Kavanagh, said; “Recent events remind us that we are often required to pivot dramatically and quickly change how we work. Our staff have demonstrated an appetite and willingness to innovate, and we want to build on that momentum.” “By opting to sign the Declaration, we are pledging our continued commitment to supporting our staff to innovate in their everyday roles.” Kildare County Council has a dedicated Innovation team in place, who are working to roll out exciting initiatives and projects to promote and encourage innovation across the organisation.

Taking Climate Action As a local authority, Kildare County Council is committed to climate action, leading by example, and playing its part in addressing the Climate and Biodiversity crises. Kildare County Council signed the Climate Action Charter in 2019 and in that same year, published its inaugural Climate Change Adaption Strategy 2019 – 2024. Kildare County Council is also the lead authority in the Eastern and Midlands CARO (Climate Action Regional Office),

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To meet the increasing challenge of climate change, Kildare County Council has prepared a Climate Action Plan to support the national obligation of achieving a 51% reduction in greenhouse gas emissions and to increase energy efficiency by 50%. supporting and coordinating the work of 17 local authorities to deliver climate action at a local level. As a local authority, it declared 2023 as its ‘Climate Action Year’ to prioritise mainstreaming of climate action within the council through the progression of Kildare’s Climate Action Plan and actively responding to this existential crisis. To meet the increasing challenge of climate change, Kildare County Council has prepared a Climate Action Plan to support the national obligation of achieving a 51% reduction in greenhouse gas emissions and to increase energy efficiency by 50%. The plan will be delivered in multiple ways. At a corporate level, they will increase energy efficiency in all public buildings, fleets and other assets while simultaneously decreasing greenhouse gas emissions through their functional areas to reach the targets set. Locally, the Decarbonising Zone based in Maynooth is a test bed for change and the positive resulting actions will assist local authorities and communities across the county on our decarbonising journey.

An Employer of Choice As in many workplaces, It became evident, post-pandemic that many staff within Kildare County Council re-evaluated their work/life balance, and the introduction of blended working has proven to be successful in giving staff a good balance. The local authority has introduced a Blended Working Policy which has been in in place on a permanent basis since the pandemic. This is facilitated proactively by Kildare County Council, which has regard for the business needs of the organisation. Typically, staff can avail of up to 2 days remote

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working per week which allows a good balance and provides for necessary collaboration and team working in the office and the opportunity to work remotely on suitable tasks. Staff have generally welcomed the return to the office and find that the balance with remote & office-based working is the most suitable model. While some staff have opted to return to the office full time the hybrid model is the most popular and along with the other schemes available gives staff great flexibility. As an employer, equality, diversity and inclusion are core values of Kildare County Council and the local government sector as a whole. These values form an important part of the organisation’s culture from recruitment and selection, career progression through to day-to-day operations. The work/life balance of employees is a core focus, and this is reflected in the family-friendly policies and flexible arrangements available to the council’s staff. Work/Life policies provide for many types of leave and flexibility in addition to annual leave depending on the individual circumstances and requirements of staff, they include, Carers Leave, Bereavement Leave, Parents Leave, Paternity Leave, Parental Leave & Study Leave.

Staff health and wellbeing Kildare County Council also places a particular focus on staff health & wellbeing with many initiatives and resources available including free flu vaccinations, free health screening, and fitness programmes. It also has an Employee Assistance Programme in place which is a free, confidential service available to staff 24/7 365.

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ALWAYS STRIVING

TO KEEP AHEAD OF THE LATEST TECHNOLOGY Jones Engineering has recently invested in a NavVis VLX3 Mobile Mapping System. This is a significant move for the company’s Geo-Survey Division, as it will make laser scanning more accessible to sites due to faster data collection, faster data delivery and reduced costs. It will be available to all our clients.

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Intel’s New Fab in Ireland Intel’s new fab in Ireland begins high-volume production of Intel 4 technology

3 Intel is celebrating the arrival of its Intel 4 technology, which uses extreme ultraviolet (EUV) technology, and the first use of EUV in high-volume manufacturing (HVM) in Europe. The arrival of this important moment ushers in the future for products like Intel’s upcoming Intel® Core™ Ultra processors (code-named Meteor Lake), which will pave the way for AI PCs, as well as future-generation Intel® Xeon® processors coming in 2024 and produced on the Intel 3 process node. EUV technology employed in the production of Intel 4 is broadly adopted in leading-edge semiconductor technology nodes that power the most demanding computing applications, such as artificial intelligence (AI), advanced mobile networks, autonomous driving, and new data center and cloud applications. EUV plays a critical role in driving Intel toward its goals of delivering five nodes in four years and regaining leadership in process technology by 2025.

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“I am proud of the Intel team as well as our customers, suppliers and partners who worked with us to bring this moment to life and keep us on the path back to process leadership,” said Pat Gelsinger, Intel CEO. “The Silicon Isle has always been core to our long-term strategy, and today’s opening of Fab 34 contributes to the EU’s goal of creating a more resilient and sustainable semiconductor supply chain.” The opening of Fab 34 in Leixlip, Ireland, combined with Intel’s planned wafer fabrication facility in Magdeburg, Germany, and planned assembly and test facility in Wrocław, Poland, will help create a first-of-its-kind end-to-end leadingedge semiconductor manufacturing value chain in Europe. As the home for industries at the vanguard of technology – AI, telecommunications, data center, automotive and others – Europe needs a resilient leading-edge semiconductor supply chain. Intel is committed to helping Europe realize its technological

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ambitions and, in turn, to building a global semiconductor supply chain that is resilient and geographically balanced. “Intel’s Ireland operations are a cornerstone of our global manufacturing footprint, and an important part of building an end-to-end semiconductor manufacturing value chain in Europe,” said Keyvan Esfarjani, executive vice president and chief global operations officer at Intel. “As we continue to advance our 17-billion-euro investment, this marks a significant milestone and a win for our Ireland operations as it brings Intel’s latest and greatest Intel 4 technology utilizing EUV to Fab 34, Ireland and Europe.” Dr. Ann Kelleher, executive vice president and general manager of Technology Development at Intel, said, “This is a landmark for Intel and the semiconductor industry as a whole. The transfer of Intel 4 process technology into high-volume production in Ireland is a giant step toward enabling leadingedge manufacturing in Europe and a huge moment for our technology development teams in Oregon, too.” The process development and early HVM on Intel 4 technology – which delivers significant improvements in performance, power efficiency and transistor density compared with earlier technologies – was performed in Intel’s development fab in Oregon. “The opening of Fab 34 marks yet another historic day for Intel and for the team in Ireland. Since arriving here in 1989, Intel has been an anchor of our country’s industrial development, and today the company is once again demonstrating its commitment to leading-edge technology from Ireland,” said Leo Varadkar, Irish Taoiseach. “This milestone comes at a pivotal time for the industry, as Europe puts in place the building blocks to increase its semiconductor capacity. We look forward to the role that Ireland can play in realising the region’s ambitions.”

A Sustainable Path Forward Intel is committed to expanding its operations while minimizing its environmental footprint. The company recently released its Ireland Climate Action Plan, which details efforts to reduce greenhouse gas (GHG) emissions, energy use, water use and waste to landfill. Leixlip’s Fab 34 is on track to achieve LEED® Gold certification. The new facility incorporates several design innovations for increased sustainability. For example, the buildings will be using a 9-to-1 ratio of heat generated by heat recovery to heat generated by traditional methods, and the majority of cement used during construction was characterized as low carbon due to the integration of recycled content. The Leixlip campus continues to implement the electricity purchasing strategy for 100% renewable supply, returns 88% of its water to the River Liffey and, in 2022, sent 0.6% of its total waste to landfill. These efforts support Intel’s corporate goals to achieve 100% renewable electricity use across its global operations, net positive water and zero waste to landfills by 2030; net-zero GHG emissions across global operations by 2040; and net-zero upstream GHG emissions by 2050.

A Proud Tradition of Community Partnership For more than 30 years, Intel has considered the North Kildare town of Leixlip its home in Ireland. Intel Ireland’s Leixlip campus began operations in 1989 and since then, Intel has invested more than €30 billion in turning the 360-acre former stud farm into one of the most technologically advanced manufacturing locations in Europe. This facility is the largest private investment ever made in the history of the Irish State. Today, more than 4,500 people

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Intel is committed to helping Europe realize its technological ambitions and, in turn, to building a global semiconductor supply chain that is resilient and geographically balanced. work at the campus in Leixlip. The Leixlip campus is home to a semiconductor wafer fabrication facility – or fabs as they are referred to by Intel – which is a key location for production of Intel’s 14nm process technology. The Irish fab operations have consistently played a central role within Intel’s global manufacturing network. We’ve also leveraged our advanced manufacturing capability and world class infrastructure to develop new competencies for Intel in the areas of research and design. Ireland is also part of Intel’s global manufacturing site expansion plans. Construction activity began in early 2019 on the multiyear project that will double the available manufacturing space in Ireland. The continued development of the Leixlip campus is only possible through the ongoing support and close collaboration of the local community and in conjunction with the official opening of Fab 34, Intel also announced that it will be donate €1m euros to the Leixlip community to fund a community project. In November 2023, Intel Ireland won the Sustainable Development award at the County Kildare Chamber awards 2023. The award, which is sponsored by AIB, seeks to recognise best in class commitment and strategy to sustainable development.

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Over 450 business leaders from across Kildare attended the Business Awards which took place in the Killashee Hotel on November 17th. Intel Ireland picked up the Sustainable Development award in recognition of a new nanofiltration system which was designed and installed at its Leixlip campus. Approximately 87% of the water that is taken in at the Intel campus is returned to the River Liffey. One of Intel’s key sustainability targets is to achieve net positive water use. This means that by 2030, Intel aims to put more water back into the external water network than it takes out. Achieving this target will rely on a combination of water conservation and restoration. To support this conservation effort, Intel Ireland has introduced a new filtration system that will help save at least 484 million litres of water every year. The new system – called a nanofiltration system – captures water that is lost during onsite filtration processes and redirects it for use in other parts of the manufacturing operations. The nanofiltration system is the most significant water conservation project to ever be implemented at the Leixlip campus and came into operation in 2022.

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Industry Innovation Innovation in engineering is driving new opportunities for Jones Engineering

Irish-based mechanical, electrical and fire protection engineering company Jones Engineering is leading the way in innovation across the industry to deliver some of the most complex engineering projects domestically and globally. In the company’s 133-year history, the company has deployed new technologies and innovation to successfully deliver large scale projects on time for their clients. This has also brought new and engaging opportunities for the company’s mechanical and electrical engineers at home and abroad. ‘At Jones Engineering, we’ve always been at the forefront of new technology advancements in our industry’, says Stephen McCabe, CEO of Jones Engineering. McCabe joined the company in 1987 and has worked across both mechanical and electrical divisions of the Group. He has been involved with growing the company in Ireland, the UK and overseas. Jones Engineering makes the commitment to their clients that innovation and value engineering is at the forefront of every service and project the company provides. Advancements such

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as the NavVis VLX, an industry-leading, wearable mobile device that few in Ireland have at their disposal, captures highly detailed data for both complex indoor and outdoor projects, and allows Jones Engineering to deliver cutting edge work for clients. Other areas of innovation driven by the company include digitised systems such as Isoserv which is a bespoke project tracking software adapted for specific construction needs on mechanical and electrical installation projects. As well as offsite manufacturing capabilities where the company operate facilities in Carlow and Cork, Jones provides a wide range of solutions from skid manufacture to pipe racks and fully fitted plug and play bespoke plant rooms. At its cleanroom facilities in Dublin, Jones Engineering provides for the manufacturing of prefabricated high-purity pipework for clients such as Intel. ‘Innovation alone does not drive the significant growth of Jones Engineering. Rather, it is the skillset and dedication of our people across the business from our apprentices and engineers up to project managers who adapt for each client and project’,

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“Innovation alone does not drive the significant growth of Jones Engineering. Rather, it is the skillset and dedication of our people across the business from our apprentices and engineers up to project managers who adapt for each client and project.” Chief People Officer Carmel Walsh.

according to the company’s Chief People Officer Carmel Walsh. Jones Engineering works with an enviable roster of industry-leading clients including Intel, Diageo, Microsoft, Apple, Meta and Pfizer to name a few. Experience stretches across Life Sciences, high-tech manufacturing, data centre, healthcare, and commercial property sectors. In 1991, Jones Engineering started on their journey supporting Intel projects working on the Fab 10 cub building and cooling tower area. This involved an engineering team of 10 and almost 70 craft personnel. Today, at any one time, the company has between 300 and 500 dedicated engineering and craft teams supporting projects on the Intel facility. To support our semiconductor business, we developed a regional office at Collinstown, Co. Kildare with a 3300 m2 logistic and workshop facility. ‘The Jones model is about hands-on experience and it is the very reason we see a continuous flow of apprentices and graduates into the company year after year,’ Walsh said. ‘We know that young talent is central to the future of our company. We invest a huge amount of time in early career employees so that they receive the tools and guidance needed to get stuck into projects and feel rewarded for their input under the guidance and encouragement of our senior project leaders across the business. ‘The vast majority of our early career recruits go on to have

long careers at Jones Engineering,’ Walsh added. ‘We attribute that to the interesting nature of the industries and projects that they gain exposure to very early on, but also to the client relationships that we have. We have been on the ground with Intel, for example, for over 30 years and our teams see the strong relationship we have with such industry leaders.’ Alongside domestic projects across Ireland, Jones Engineering’s growth and reputation for more than a century has created demand globally for its experience and talent. The company is operational in multiple countries across Europe and the Middle East including the Nordics and the United Kingdom. Working on projects in Sweden with temperatures that can reach below minus 30 degrees celsius to the desert in Saudi Arabia 52 degrees and all in between, the company continues to deliver complex, fast track projects in a safe working environment for a range of world renowned clients. McCabe is enthused about the future, saying, ‘This is an exciting time for the industry in terms of new technologies and opportunities that are presenting themselves and for Jones. We will be ramping up our global recruitment in response to these developments and we look forward to bringing in experienced and new talent to the fold.’ ’Jones Engineering congratulates Intel on their ongoing industry success over the many years in Ireland and we are delighted to be involved in their journey both in Ireland and overseas.’

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Setting The Standard For Network Democratisation CONNECT is a consortium of 11 academic institutions that’s a world-leading research centre for future networks and communications. Professor Dan Kilper and Professor Marco Ruffini explore how the centre’s collaboration with industry is leading the way in creating networks fit for society’s future needs.

The CONNECT SFI Research Centre for Future Networks and Communications is a truly collaborative effort between academia and industry, engaging in the region of 50 companies including large multinationals, SMEs, local authorities and start-ups. CONNECT is strategically important to Ireland as the country’s national 6G research initiative, which has become a key collaborator in European 6G research programmes, including the 6G Smart Networks and Services Joint Undertaking (6G-SNS JU). CONNECT leads or collaborates in four 6G-SNS project consortia. CONNECT also holds memberships in European industrial research associations such as 6G-IA and the O-RAN Alliance, and in standards bodies such as ETSI, making Ireland a key influencer of future communications networks. CONNECT is also the repository of much of Ireland’s network research infrastructure. As Director and Principal Investigator of the Centre, and Professor of Future Communication Networks in the School of Engineering at Trinity College Dublin, Professor Dan Kilper sets the scene for the work of CONNECT, “We’re trying to

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understand where networks are going in the future, what society will need out of these networks, and then to innovate and do the fundamental research that will feed into both our public sector and the industry technologies that will get out into the marketplace and get out into our infrastructure.” The network of today is not fit for the purposes of tomorrow’s world without rearchitecting it to achieve the reliability, performance and scalability that will be required. Whilst industry works to a two to five-year horizon, CONNECT is able to step back and look at what may be needed from networks further into the future and, in so doing, help industry overcome potential roadblocks along the journey. An example of this is the collaboration the Centre has with Intel, where CONNECT can provide the vision for how semiconductors may be applied in the future, allowing the company to exponentially scale chips through efficiencies and architectural advances with Application Specific Integrated Components that are processors purpose-built for an application.

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CONNECT And Intel: Progress In Partnership

be shared by different applications and was missing the virtualisation piece of the puzzle. After seeing what Prof Ruffini’s Professor Marco Ruffini is Professor in team had put together they decided to Optical and Radio Network Architectures incorporate the virtualisation technology at the School of Computer Science and into the standards they were working on Statistics at Trinity College Dublin and at the BroadBand Forum. Principal Investigator of the CONNECT In the last couple of years, CONNECT Telecommunications Research Centre. He and Intel have been looking at wireless is a prolific innovator who has authored networks, specifically open Radio Access over 190 international publications and 10 Networks, or Open RAN, which allow patents, contributed to industry standards service providers to use non-proprietary and secured research funding for over € subcomponents from different vendors 10 million. His main area of research is 5G in mobile network architectures. In and 6G optical networks where he carries early 2023 the 6G Opening Networking out pioneering work on intelligent control Alliance, or 6G-ONE alliance, was formed planes for the convergence of fixed access by CONNECT, with Intel as a funding and Open RAN and optical access-metro partner along with VMware, Dell EMC, networks and on the virtualization of nextBenetel, Tyndall National Institute, SRS Professor Daniel Kilper generation networks. and Analog Devices. CONNECT co-funds Prof Ruffini’s and Dr. Frank Slyne’s collaborative research with many industry collaborative research relationship with Intel stretches back partners under its Industry Programme, whose managers, some 10 years, beginning with a research project funded by Mark Cooney and Martin Johnsson, are industry veterans who Science Foundation Ireland that aimed to open up broadband worked at Intel and Ericsson respectively for many years. network access by utilising a system of virtualisation commonly The Era of Open RAN used by data centres. Under such a system, multiple operators are able to run services simultaneously instead of a single Open RAN is an attractive concept with a number of exciting operator owning and operating a single piece of hardware. opportunities, such as the ability to be energy-efficient, and The team’s idea was to take the virtualisation concept that generate more innovation and competition by opening up the data centres use for the management of servers and apply it to market to more vendors. fibre to the home systems, allowing future applications beyond The concept of Open RAN has also become politicised since simply the supply of broadband to homes. Part of this concept the democratisation of the network creates more resilience to involved moving to a model where services were softwarecritical national infrastructure. Currently, with only a handful based and able to run off generic multi-purpose servers. of vendors, there are too few to fail; the loss of any one vendor This is where a collaboration of mutual interest with would have a massive impact on the network. As a result, Intel evolved, for when you move from processors built for governments have adopted ambitious targets, such as those specific purposes to ones used for general purposes, some of created by the government and mobile operators in the UK of the performance is lost. As one of the biggest manufacturers 35% of the country’s mobile network traffic being carried over of semiconductor chips in the world, speeding up processing Open RAN by 2030. was of great interest to Intel and the company had developed Open RAN also has challenges to overcome and Prof Ruffini algorithms, known as Data Plane Development Kits (DPDK) to outlines a few, “Some of the challenges are specifically about speed up processing. technique; lower latency, more capacity, higher availability. Intel was interested in expanding the use of their processors These are the three things,” he explains. Reliability is defined by across more services and Prof Ruffini’s team were interested how many minutes a year service can be down, and for some in how the Intel chips could speed up their work. In a happy 5G applications that starts at 99.99% up time. From there it’s a coincidence, it transpired that one of Intel’s development teams case of the more 9s the better. was based in Shannon thereby making a collaborative working To achieve higher reliability, Prof Ruffini explains, “A relationship with the research team at CONNECT logistically lot of it’s about having higher capacity because with higher smoother. Working together, their efforts resulted in developing a capacity you can do things such as multiple transmission at fully functional software implementation of standard-compliant the same time, which means higher reliability because they are device called an Optical Line Terminal for broadband, on which in parallel.” He goes on to say, “But in the end, it translates to the CONNECT team was able to install their multi-tenant having more base stations, which provides higher capacity per virtualisation technology that allowed full virtualisation. user, and having more physical bandwidth.” As that project came to a close, both sides realised that it Prof Ruffini outlines that currently, in the spectrum up to benefited everyone for the relationship to continue so Intel made 5G, bandwidth occupies around 3.6 GHz and is fairly cramped. the decision to invest in a new project with CONNECT to keep Lower frequency, whilst good for coverage, doesn’t have a lot of exploring the ideas that surfaced in the previous project. capacity so higher frequency such as millimetre wave or terahertz At the same time Vodafone, as a mobile operator and owner is being explored, although this is also challenging as coverage of fibre, was interested in standards that would allow fibre to

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becomes more difficult with signals management devices will enable IoT easily blocked by obstacles. So getting growth, including in critical areas such high capacity in order to achieve higher as devices and sensors that monitor and reliability whilst making higher frequencies treat health at home, in a more sustainable work is a big technical challenge. fashion without high power consumption. One of the solutions is to create more CONNECT recently held a “Resilient base stations that are closer together. Each Communities” Industry and Local base station has a set capacity and the wider Authority engagement event in Cork the area it covers, the higher the number County Hall, with CONNECT research of users that share the capacity. With Open teams at University College Cork, Tyndall RAN, base station hardware has decreased National Institute, Munster Technological in size to the size of a shoebox, allowing units University and the University of to be sited just below antennas. The idea Limerick presenting research results on is to increase the number of base stations the Sustainable IoT and Cybersecurity, dramatically and to allow multiplexing and and demonstrating our world-first: the load sharing which removes the need to EnTICe energy harvesting testbed, a statically provide one server per base station groundbreaking initiative that sets a new and moves to a model where several base standard in sustainable energy research stations could share a smaller number of and reliability. Professor Marco Ruffini servers. This, for example, decreases costs A sustainable IoT is a key concern and increases energy efficiency. and Professor Kilper explains, “You have Progress in this direction has been fairly slow, due partly to think about the whole lifecycle and ask, is it recyclable? Is it to planning regulations slowing momentum. Other challenges compostable? Can it run passively so that you’re not having to include the need for metered electricity and the prohibitive cost worry about power all the time? So we have a team working on of leasing fibre. Prof Ruffini’s team at CONNECT is working compostable antennas, believe it or not.” with Dublin City Council to put together a project aimed at Future Communities using existing home broadband fibre technology as a low-cost way to connect base stations. “The next demonstration that we CONNECT’s work on future networks includes working groups are preparing with Intel for a conference is about how you use the optical broadband access network to run on Open RAN base that look at network ecologies; how health care can be delivered over the network, the future economics of networks and digital stations,” Prof Ruffini adds. rights and equity of network access. There are also business challenges; many vendors have This work addresses how technology interfaces with people lost the ability to build networks and rely on the few large but also how communities engage with technology. CONNECT vendors to do it for them. In several cases such vendors play has partnered with Dublin City Council to create a Smart an active role in managing operators’ networks, for example Districts programme that’s driving smart city innovation across to implement changes in network configurations. A challenge the city. Under the Smart Dublin initiative, different districts with Open RAN is that, with many different vendors in the mix are piloting themed technologies, for instance, smart mobility contributing different parts, no single entity is responsible for and climate adaptation in Dún Laoghaire and smart community fixing things when something goes wrong, and in the worstrejuvenation in the Dublin satellite town of Balbriggan. case scenario, a blamestorming situation could ensue with Professor Kilper stresses that it’s critical to bring nothing being fixed at all. communities into the conversation on the future of networks, Summarising their collaboration and mutual interest in the Open RAN project, Prof Ruffini says, “I think the key fact is that both giving them some governance over how smart cities are created. Failing to do that engagement can lead to misunderstandings Intel and CONNECT understand very well that open networking is and misconceptions about technology. He explains, “One of our due to change profoundly the way the network operates, enabling PhD students made a presentation to a local community group network democratisation and a much higher level of automation, here talking about what we call edge cloud networks and data through the increasing use of AI and machine learning.” privacy and how our data is used in the cloud,” he adds, “And CONNECT’s pioneering research in the area of Software we often find that when we have that conversation with them, Defined Radios has also created a successful spin-out company in the shape of Software Radio Systems Limited (SRS) that is leading there’s this kind of “oh, now I get it” type of reaction.” Professor Kilper remarks, “In the past, it was about being the way in developing open source Open RAN software stacks. able to access the Internet through the network; through wireless Sustaining The Internet Of Things communications. So now the next phase is to bring the networks really into our communities, controlling the world around us.” One CONNECT working group, led by the Tyndall National To do this, forging connections with the communities and Institute, is looking into how to make the Internet of Things people who’ll ultimately use and benefit from these future (IoT) sustainable by applying energy harvesting, the capturing technologies is essential and CONNECT holds a unique of vibrations in the environment to charge batteries, to the chip position as the bridge between industry and society and its package that runs semiconductors. Micro batteries and power future needs.

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ROSS HQ Unit 10 Trinity Court Fonthill Road Dublin 22 D22A2C2

ROSS POLYMER Blyry Business & Commercial Park Athlone Westmeath N37NN25

admin@ross-es.com

(00353) 1 6202738

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Powered by Experience Specialists in the areas of Facility Commissioning, Calibration, and Operations and Maintenance, LotusWorks is reputed in the semiconductor industry for its long-standing expertise in successful Fab commissioning delivery.

This article will explore LotusWorks’ impressive ability to evolve over the past 30 years with the semiconductor industry because of their culture of adaptability and innovation, allowing them to embrace emerging technologies and keep pace with changing semiconductor industry trends. While the company has competitors, none have the long-standing experience in commissioning Fabs that LotusWorks has; it’s that expertise that sets them apart and makes them an attractive partner for all the world’s leading chip makers today. Pat Kyne, LotusWorks CTO, explains: “Semiconductor Fab commissioning is the critical process of preparing and testing a semiconductor fabrication facility (Fab) before it becomes fully operational. It involves a series of meticulous steps to ensure that all systems, equipment, and processes are functioning correctly and meeting the required specifications. This phase includes equipment installation, initial testing, calibration, and the fine-tuning of the facility’s environment and processes. Fab commissioning is a crucial step in ensuring that a semiconductor manufacturing facility operates efficiently, safely, and at the highest quality standards, ultimately contributing to the success and competitiveness of the semiconductor industry.” Semiconductor companies are changing the world through innovation and technological advancement. Artificial intelligence, autonomous vehicles, 5G and 6G communication, and the Internet of Things (IoT) are fast becoming synonymous with the way the world operates today. This diversification within the semiconductor space enables these companies to tap

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into new markets and revenue streams. LotusWorks has a deep-rooted understanding of the intricate nuances that define the semiconductor industry, they possess seasoned experts with an intimate knowledge of the complex processes, stringent requirements, and rapid advancements that characterise semiconductor manufacturing. This knowledge empowers LotusWorks to complete seamless commissioning programmes, ensuring that state-of-the-art Fab facilities operate at peak performance from day one. Established in 1989, LotusWorks has significantly expanded its global footprint, with multidisciplinary teams operating across 13 states in the USA, as well as in Ireland, Sweden, and Israel. Today the company employs 650+ full time staff. With a global footprint, LotusWorks Fab commissioning projects span across multiple locations including West & East Coast America and Europe, each bearing testimony to the robust project management frameworks, technical capabilities, and keen understanding of the semiconductor sector’s demands the company upholds. The company’s portfolio is highlighted by the involvement in the commissioning process of a monumental $12.5 billion semiconductor manufacturing facility, which houses a full-fledged 161Kv electrical supply substation. Additionally, the teams have also managed and delivered the commissioning work scopes for client Fab builds ranging in size of 115,000 sq. ft cleanroom expansion to the development of 1,300,000 sq. ft plants. What is clear is that LotusWorks can thrive in a competitive

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market and that presents significant opportunities for the company’s employees and the organisation. LotusWorks is recognised independently for seven consecutive years as a Great Place to Work organisation and for six consecutive years as one of Ireland’s Best Managed companies. The growing business offers increased job security, consistent reward and recognition, increased compensation and employees find meaningful work as the business expands. The company’s steady growth performance over the past five years implies that the company is experiencing increased demand for its services, has a strong financial foundation, and is strategically positioned for expansion in buoyant markets. LotusWorks has a well-defined strategy for managing this growth which includes effective talent retentions and acquisition initiatives and onboarding processes to ensure that the expansion is sustainable in the long term. “Our growth is a positive for our employees and for the company’s future as we need additional personnel across various functions, and existing employees will have opportunities for career advancement,” says James Casey, LotusWorks Director “Many are taking on new responsibilities, roles, or leadership positions over the past two years and we are committed to promoting from within, when possible. As the business has been expanding, our employees are receiving training and development opportunities to ensure they acquire new skills or upskill. We exist to provide good careers and employ top talent, so our clients are successful; growth allows us to present new opportunities for professional and personal growth for our talented workforce.

Talent Shortage The semiconductor industry is experiencing rapid growth as technology advances, and there is a significant talent shortage that threatens its continued success. Companies within the semiconductor industry are finding it increasingly difficult to hire qualified personnel to fill important roles in their organisations, LotusWorks is not an exception. With a demand for skilled workers and an aging workforce companies have to be agile and robust in their talent strategies. James Casey adds: “To overcome the persisting engineering talent shortage challenge, we are investing heavily in employee reskilling and upskilling and offering training and development programs to existing employees from related fields can help us bridge the talent gap. Creating and formalising our internal mentorship programmes to help junior employees learn and grow from experienced professionals in our business is also underway. “We’ve a very strong in-house global talent acquisition team, who successfully source talent from the global engineering and technical talent pool. In 2022, 26 new international employees joined the LotusWorks team from countries including Brazil, India, Poland, South Africa, Spain, United Kingdom, Pakistan, Ghana, Nigeria and Zimbabwe. We will continue to work closely with all our semiconductor clients to ensure talent is available, so we collectively secure a sustainable future for this vital sector. Collaboration with educational institutions globally is not to be underestimated and sharing knowledge about sector requirements means educational course development matches the needs within the industry.”

Better Together The global semiconductor industry is on the brink of exciting advancements for 2024 and beyond, with emergent trends like chiplet architectures, advanced material innovations, and an incessant march towards smaller, more efficient process nodes. However, these advancements bring along complex challenges, especially in manufacturing, engineering, and design. LotusWorks, even with its time-honoured proficiency in Fab commissioning and operational excellence, must remain agile in adapting to these rapid advancements to continue providing exemplary service. The future landscape will require a keen focus on emerging trends and a deep understanding of client growth trajectories to align services with evolving needs. By staying at the forefront of industry innovation and fostering a culture of continuous learning and adaptation, LotusWorks can ensure its commissioning expertise remains relevant and highly sought after. Nurturing a proactive approach to integrating new technologies and methodologies will be instrumental in maintaining operational excellence and meeting the stringent requirements of modern semiconductor manufacturing. It’s this robustness, coupled with a commitment to client success, that will empower the company to consistently perform and deliver, thereby cementing its position as a trusted partner in a rapidly evolving global semiconductor sector. As the industry continues the journey towards uncharted technological change, LotusWorks’ agility and client-centric approach will be pivotal in navigating the complexities that lie ahead, ensuring a seamless transition into the promising era of semiconductor advancements.

Footnote – Congratulations to Intel The global LotusWorks team extend their congratulations to Intel Ireland on 35 years of remarkable contributions to economic growth, employment, and technological advancements in Ireland and worldwide. Intel’s company story exemplifies a blend of innovation, dedication, and a relentless pursuit of excellence which has significantly impacted the communities and the industries they operate within. As Intel celebrate this milestone, LotusWorks sends its best wishes for Intel’s continued success.

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Celebrating FAB34 With more than 30 years providing specialist engineering, construction, polymer & consultancy services, Co Roscommon firm, ROSS, is proud to have played a part in the creation of what is known as FAB34. ROSS CEO, Fergus Naughton explains:

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From all at the ROSS team we extend our heartfelt congratulations to Intel as they reach an important milestone at their newest Irish manufacturing facility, affectionately known as ‘Fab34’. Nestled in the scenic surroundings of Leixlip, Co Kildare, this facility represents a monumental step forward in Intel’s continued journey of excellence. What makes this achievement even more remarkable is that it’s part of a staggering €17 billion investment, doubling Intel’s manufacturing space in Ireland. The story of Fab34 began in 2019, with a vision to create a hub of innovation and precision that would shape the future of technology. Today, it stands as a testament to Intel’s unwavering commitment to pushing the boundaries of what’s possible. Fab34 is poised to become the first highvolume manufacturing location for the production of Intel 4 products, a testament to the company’s pioneering spirit. This month, as Fab34 commences its First Full Loop, we celebrate not

As Intel embarks on this exciting new chapter and celebrates 35 years of excellence in Ireland, we commend them for their remarkable journey and eagerly anticipate the countless innovations yet to come.

just a manufacturing milestone but the culmination of years of dedication, vision, and hard work. Intel’s achievements in Ireland resonate far beyond borders, impacting industries, economies, and the lives of countless individuals. As Intel embarks on this exciting new chapter and celebrates 35 years of excellence in Ireland, we commend them for their remarkable journey and eagerly anticipate the countless innovations yet to come.

About Ross ROSS provides specialist engineering, construction, polymer & consultancy services. Established over three decades ago, ROSS is now synonymous with the most superior standards of service, flexibility and above all quality. Our people are the best in the business with a track record of providing cost effective solutions, facilitating clients from project conception to completion. Our client’s satisfaction comes from the way our

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company approaches the management and delivery of our services, consistently striving to add value. Whatever the customer requires, ROSS has the experienced team and skill set to deliver. ROSS takes immense pride in our involvement in this remarkable project alongside Intel in Ireland. Below, we present a glimpse of some of our exceptional contributions to this marvel of modern engineering:

Waffle Deck

Established over three decades ago, ROSS is now synonymous with the most superior standards of service, flexibility

At ROSS, we thrive on tackling unique challenges and projects. This project was to manufacture, supply and install 40,000m² stay-in-place waffle deck former system. This intricate project involved constructing a waffle deck – an ingenious structural system with voids or cells, resulting in a lightweight, efficient design. The project consisted of a whopping 5,680 tonnes of steel.

and above all quality.

Modularisation The project was modularised to minimize on-site risk, ensure highest quality, and speed up installation. With expert planning, we condensed705,000 moving parts into 2,352 modules.

Project Success n Ahead of schedule n 219,002 incident-free hours n 166,400 saved site-based hours

Industrial Stairs This project involved detailing, fabricating and install of 40 individual stairs for this state of the art facility. The types of stairs we installed were diverse, ranging from steel pan stairs located within the facility to galvanised stairs & platforms situated externally. To ensure precise placement of each stair within the as-built site environment, we conducted site surveys using 3-D technology. Before the fabrication process commenced, we used Navisworks 3D Modelling software to intricately design the stairs. This resulted in the production of GA drawings for client review and scrutiny, adhering to strict design, code, and specification requirements. To leverage progressive technology, we employed Building Information Modelling (BIM) models for some stairs, providing a 3-D overview of the stair components. These models were merged with a federated model of the entire building to ensure optimal coordination of all services within the facility. All components of the stairs were fabricated in our off-site facility and were preassembled where possible to reduce on-site labour hours. During the installation process, our dedicated personnel utilized a variety of specialized lifting equipment, including spider cranes, electric hoists, and A-Frame Gantries,

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depending on the stair’s location. Some of the stairs spanned up to 35 meters. Once the stairs were in position, we assembled and connected the various components in compliance with codes and specifications. Subsequently, we conducted an as-built survey and laterally tied each stair into the surrounding primary steel structures or concrete slabs. Our Quality Assurance (QA) team ensured meticulous collation of all documentation related to the steel, which was then provided to the client in digital format. This approach ensured transparency and accountability throughout the project.

Turnkey Fitout

ROSS Rigging a division of our engineering business were awarded one of Europe’s largest fitout projects, consisting of the installation of 2,286 state-of-the-art, first of a kind, manufacturing equipment (tools) used in the fabrication of silicon chips, in a new facility consisting of 150,000sqm. This was a complex and demanding undertaking that required a high level of expertise and precision. Our scope of work was extensive and covered every aspect of the installation process, from the initial surveying and setting out, to the final commissioning support of the tools. The surveying and setting out involved a detailed assessment of the installation site to ensure that it was suitable for the equipment and that there was sufficient space for them to be installed and operated. We used state of the art specialized rigging equipment and techniques to ensure that the tools were installed at the correct location and orientation to meet the required layout and specifications. The de-crating process involved carefully unpacking the equipment from their crates and preparing them for move-in. This required a high level of care and attention to prevent any damage to the delicate components of the tools during the unpacking process. Specialty rigging was used to move the equipment into position, many of these items were notable for their substantial dimensions and significant weighing in excess of 10,000kg, and required careful handling to ensure that they were not damaged during the installation process. Our team used specialized lifting equipment and techniques to ensure that the equipment were moved safely and accurately into position. Once the tools were in place, we proceeded with the installation process, under the guidance of the vendors, which involved the careful assembly and connection of various components. This required a high level of technical expertise and precision to ensure that the components were installed to the clients specific tolerances. Being part of the journey that led to the creation of FAB 34 has been nothing short of incredible. As one of the local contractors, we are immensely proud to have played a pivotal role in bringing this cutting-edge semiconductor facility to life.

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Ireland’s leading forklift supplier specialising in forklift sales, rental, training, servicing and parts Masterlift Dublin Unit 5 Block K, Greenogue Business Park, Grants Road, Rathcoole, Co. Dublin,D24 H79K. Phone +353 1 458 0190 info@masterlift.ie

Masterlift Galway Unit 16 Claregalway Corporate Park, Claregalway, Co. Galway, H91 T6YW. Phone +353 91 753 599 Email info@masterlift.ie the Public Sector Magazine

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Handle with Care Masterlift Ireland Ltd – Ireland’s Leading Material Handling Solution Provider

In the dynamic and fast-moving world of material handling and logistics, Masterlift Forklifts prides itself on being a cornerstone of innovation, reliability and safety in Ireland. Founded on the principles of excellence and customercentric service, Masterlift has evolved from very humble beginnings in a small shed in Rathcoole, to a leading player in the forklift industry. Masterlift’s journey is not just about the forklifts, but also about the relationships created and the communities it serves. The firm’s commitment to perfecting those three elements has made it a trusted name across various industries, including the public sector, and some of the biggest brands in the world. By continuously adapting to the ever-changing needs of these sectors and embracing cutting-edge technology, Masterlift has solidified its position as Ireland’s leading materials handling supplier. Managing Director, John Forde said: “As we reflect on our journey at Masterlift, it’s not just the milestones we achieved that stand out, but the relationships we’ve built and the challenges we’ve overcome. “Our mission has always been to provide not just forklifts, but comprehensive material handling solutions that enhance and promote safety, efficiency and safety in the public sector. “Looking ahead, we are committed to pioneering innovations that meet the ever-evolving needs of our clients and their communities, with our proud brand partners Hyundai, JCB, Combilift, Aisle-Master and Bravi Platforms. Our partnership with the Public Sector Magazine is another example of these principles and our belief in the power of collaboration.”

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As well as supplying forklifts with the most cutting-edge safety features in order to minimise risks, the equipment is designed with maximum efficiency so that operations can be carried out with minimum downtime. The firm also emphasizes sustainability in materials handling, offering a wide range of electric, hybrid and LPG forklifts for a time when the country needs to be increasingly conscious of its carbon footprint. Furthermore, Masterlift offers RTITB Forklift Training & Certification – the GOLD standard of forklift training and manual handling.

Company History Masterlift was established in 1986 by Dermot and Anne Carroll in Rathcoole, Dublin – and has been family-run since its inception. It has now evolved to over 30 staff nationwide, with headquarters in Dublin and Galway. Upon the recent retirement of Dermot and Anne, long-term staff members John Forde and Yvonne Gillick took the reins through a company management buyout. MD John Forde began his career with Masterlift as a Service Engineer a few years after the company’s creation and together with Yvonne, have taken a hands-on approach to management, guiding the company through thick and thin. Masterlift has two main branches, one in Dublin and Galway, offering sales of new and used forklifts, servicing, training, parts and hire. Masterlift also boasts the only forklift showroom in Ireland at its Claregalway base.

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As well as supplying forklifts with the most cutting-edge safety features in order to minimise risks, they are designed with maximum efficiency so that operations can be carried out with minimum downtime. Operations Masterlift is proud to partner with some of the world’s leading forklift brands – Hyundai, Combilift, JCB, Aisle-Master, Bravi Platforms, Midac Batteries and more. The firm supplies a full range of high-quality material handling equipment, which includes electric, diesel & LPG forklifts, narrow-aisle articulated forklifts, 4-directional forklifts, side-loaders, pallet trucks, reach trucks, pallet stackers. Hyundai Material Handling products are some of the most innovative and ergonomic forklifts in the world today – known for their quality, safety and style, price and warranty. Combilift is the largest global manufacturer of multidirectional forklifts and long-load handling solutions. Combilift is the world’s fastest-growing forklift manufacturer exporting to over 85 countries, with its global headquarters in Monaghan. Combilift also produces the Aisle-Master range the acknowledged world leader in the design and manufacture of safe, space-saving and innovative handling solutions for long loads, pallets and containers. JCB is one of the biggest and most recognisable brands in the whole world and is a leader in innovation, productivity and reliability. While Bravi Platforms is a globally recognised and respected mobile platform production company, a pioneer in the creation of more efficient and safer methods of working at low heights. Furthermore, they also supply some incredible AutomatedGuided Vehicle Forklifts. As well as sales, Masterlift carries a wide range of material handling equipment, both new and used for rental and hire. In total, they have 300 forklifts on contract hire and 150 available for casual rent. The firm aims to make this as efficient as possible and can deliver a rental forklift in 24 hours’ notice with tailored packages for customers of all needs. Masterlift’s repair and maintenance service has a high ‘First Time Fix Ratio’ due to the 11 mobile servicing units they have around the country, along with holding over €500,000 worth of spare parts at any one time. The firm also offers on-site RTITB Forklift Training and Certification on all materials handling equipment. These courses can be carried out nationwide and are tailored to customer’s requirements for operators of all levels of experience.

Clientele and Projects Masterlift’s diverse client base showcases the firm’s versatility and reliability across multiple industries. In the pharmaceutical sector, companies like Pfizer and Boston Scientific rely on Masterlift for precise and safe material handling, vital for sensitive medical products. Similarly, in technology, giants like Intel trust Masterlift’s

forklifts for their intricate production processes. The company also serves major players in construction and materials, such as Roadstone, Brooks Group and ECC Timber Products, where robust and durable forklifts are essential for handling heavy materials. Masterlift’s expertise extends to the healthcare sector with clients like the Health Service Executive in Ireland, ensuring efficient operations in critical medical environments. In the logistics realm, The firm supports leading firms like UPS, Abhann Logistics and Langan Couriers, providing solutions that enhance warehouse efficiency and material management. Additionally, specialised companies like Thermo King utilise Masterlift’s forklifts for handling temperature-sensitive goods, demonstrating the company’s ability to meet specific industry needs.

Conclusion Masterlift stands today not just as a supplier of forklifts, but as a partner in progress for multiple industries. Looking forward, the company remains committed to innovation, customer service, and environmental sustainability. As it continues to evolve and adapt to the ever-changing needs of its clients, especially in the public sector, Masterlift is poised to reinforce its role as a pivotal player in the material handling industry.

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Heavy Lifting Engineers

Unit 6, Red Cow Business Park, Naas Road, Dublin 22, Ireland, D22 TX28. T +353 (0)1 459 5500

www.gobriencranes.ie 104

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Lifting higher Gabriel O’Brien Crane Hire Ltd is one of Ireland’s longest established crane hire companies boasting more than four decades of experience. Thanks to time spent leading the charge in the industry the firm has built up a unique approach that mixes modern engineering with long-term knowledge, gathered since the company’s inception. The company was founded in 1989 by Gabriel O’Brien with one 15-tonne mobile crane on his books. Since then, the fleet has grown to one of the largest in Ireland, boasting over 50 models within its ranks, and Gabriel now runs the company alongside his son, Conor. The entire fleet of cranes is kept in pristine condition, with a complete update carried out within the last three years. This commitment to keeping its equipment up to date has led to the company owning Ireland’s only self-propelled modular transporter, a key piece of equipment for lifting projects enabling the firm to be able to transport the massive hardware often needed to complete complicated works. Gabriel O’Brien Crane Hire has a selection of items for hire ranging from from 800-tonne mobile and 11350 crawler cranes to 3.5-tonne spider cranes that can fit in the tightest of spaces. These are used in a wide variety of onshore and offshore industries, including the construction, oil, and wind energy sectors. The company offers a 24 hour a day comprehensive service including its free site inspection, to the execution of a lift, along with detailed pre-planning, fully qualified operatives and unrivalled attention to detail. Across the process of each lift, the engineering expertise of O’Brien Cranes is evident. The firm’s staff are certified in both Ireland and the UK and trained in manual handling and working at heights, and the team has a vast knowledge of lifting across a whole range of industries. The planning process includes full CAD drawings of how the lift will be carried out, using the most modern engineering expertise to work around wind resistance, underfoot conditions and any other factors which may influence the lift. This all goes towards ensuring that all work is completed in the most hassle-free yet fully secure environment for its clients. Due to its detailed planning and proven track record, O’Brien Cranes has been trusted with some of the most challenging projects across Ireland and the UK. Its impeccable safety record goes hand-in-hand with attention to detail in both the preparation and carrying out of all lifts. Most of the work is done before any lift takes place, with site investigation and careful planning, including RAMS (risk assessment method statements) and 3D CAD drawings being created to map out even the most complex projects in detail. All of this combines to make Gabriel O’Brien Crane Hire LTD a company to trust with your project lifts.

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Louth Meath Education and Training Board Further Education and Training Upskill or reskill to get the right job, progress to third-level or to support the achievement of personal goals.

ducation ng Brochure • • • • • • • • • •

Guidance, Information and Recruitment Services Post-Leaving Certificate Colleges (Level 5 & 6 full-time courses) Apprenticeships and Traineeships Advanced Manufacturing Training Centre of Excellence Full-time and part-time options Return to Learning courses Courses to Reskill and upskill Employee Skills Development Community Education and Training Youth Education, Training and Services

For more information: Email: adultguidance@lmetb.ie Call: 1800 991 898

Arna chomhchistiú ag Rialtas na hÉireann agus ag an Aontas Eorpach Co-funded by the Government of Ireland and the European Union

orks

oibríonn an fhoghlaim

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Never too Late to Learn Minister Harris welcomes study which reveals more than half of people surveyed have learned a new skill in 2023. Minister for Further and Higher Education, Simon Harris is encouraging everyone to consider learning a new skill as research revealed that more than half of those surveyed have taken on the challenge over the past year. The Year of Skills was launched by Minister Harris in May with a call to action for everyone in the country to put skills at the centre for this year – and to take the opportunity to learn a new skill. Research carried out by Amarach on behalf of the Department of Further and Higher Education, Research, Innovation and Science, found that this message had resonated with many, with 54 per cent of those surveyed saying they had learned a new skill this year. “We are now more than halfway through the Year of Skills, and I’m delighted that so many people have taken the opportunity to pursue something new, Minister Harris said. “Learning a new skill goes beyond finding a new job, or getting promoted, the research shows that it can improve mental health and confidence, and even help people widen their circle of friends. “As we begin 2024, I am once again issuing our call to action – take some time to consider something you always wanted to do or learn and go after it. “It could be a change of career, or something that will help you in your current one, but it just as easily could be something you are passionate about but never had the time to take on before now. “There are courses and pathways available for everyone, so let’s take advantage of all the opportunities available, and help drive both our economy and societal wellbeing.”

Some of the key findings from the Amárach research included:

n Almost 9 in 10 (86%) are interested in learning a new skill in the near future; n Females (92%), younger ages (97%), those in employment (93%), postgrads (93%), those with children under 18 (91%), and those who know others who have learned a new skill (93%) are most likely to be interested in pursuing one too; n Self-development (57%) is the main motivation for learning a new skill, followed by interest in the subject (47%) and to improve job skills (47%). n Among those who have learned a new skill, a significant majority (92%) say it has boosted their confidence, improved

their mental and physical well-being (88%) and helped them in their careers (68%). n Seven in ten (69%) have made new friends, just over half inspired friends and family to learn a new skill (52%), and just under half (47%) said it had helped them earn more money. The launch of the Year of Skills in May coincided with the publication of the OECD Ireland Skills Strategy Report, which found participation in lifelong learning here, while above the EU average, is not enough to make Ireland one of the world leaders in this area. There is however a rich offering of learning opportunities available to those who wish to upskill and reskill, ranging from short courses, microcredentials and part time provision to full time post graduate programmes. Dr Vivienne Patterson, Head of Skills in the HEA said: “Providing affordable, flexible, agile options for upskilling is key to ensuring that opportunities are available for everyone no matter what stage you are in your life. “The Higher Education system will continue to contribute to increasing Irelands lifelong learning metrics by delivering relevant skills training informed by research and enterprise engagement in 2024.” Skillnet Ireland Chief Executive Paul Healy said: “Our Skillnet Business Networks and dedicated talent initiatives, deliver the skills solutions businesses need to compete and grow. “Fostering greater participation in lifelong learning across Ireland is essential and will only increase in importance over the coming years. Globally, the digital transformation, climate change, and other issues - are rapidly transforming the skills individuals need to effectively participate in work and society. “We look forward to engaging more businesses, and their talent, in upskilling, reskilling, and developing talent in their teams.” For more information on courses and supports available, go to Gov.ie/skills.ie

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Timeless Trinity Founded in 1592, Trinity College Dublin is one of Ireland’s most visited and popular sites, and home to the worldfamous Book of Kells.

The star of the show is the precious Book of Kells, an illuminated manuscript of the four Gospels of the New Testament.

The College is Ireland’s most prestigious university. It is regarded as one of Europe’s finest, producing a host of notable graduates, including writers Jonathan Swift, Oscar Wilde, Bram Stoker, and Samuel Beckett, as well as Oscar-nominated actress Ruth Negga and novelist Sally Rooney, whose novels Conversation with Friends and Normal People were set in Trinity. Trinity is a major tourist attraction owing to its architectural, historical, and cultural significance. Head of Tourism at Trinity Drew Duggan explains: “Every visit counts. Revenue from proceeds is invested back into Trinity College Dublin to support the university’s academic mission and to fund development projects and conservation programmes.” Founded in 1592, Trinity College Dublin is home to one of Ireland’s greatest cultural treasures, the Book of Kells. This precious manuscript was created in 800AD and contains the four Gospels of the New Testament. Located in the Old Library,

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visitors can journey through the accompanying exhibition and view the ancient manuscript before marvelling at the Long Room, considered to be one of the world’s most beautiful libraries. One of Dublin’s most photographed sites, the library is also home to the Brian Boru harp and one of the last remaining copies of the 1916 Proclamation of the Irish Republic. In addition to the iconic Book of Kells, many key features draw locals and tourists alike. The campus is a masterpiece of architecture with elegant Georgian and Victorian buildings, cobbled squares, and green open spaces – a tranquil haven at the heart of a bustling city. Alongside the Book of Kells, the team launched Trinity Trails last year. Duggan says. “Trinity Trails are the new guided and multimedia self-guided campus walking tours of Trinity College Dublin. Visitors can learn about world-famous alumni, encounter ancient historic buildings, and hear from expert

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student and graduate tour guides.” Departing from the bell tower in Trinity’s Front Square, visitors can enjoy a 45-minute guided or self-guided loop of the 47-acre city centre campus, exploring and discovering Trinity’s hidden gems. The trail ends at The Old Library, where visitors can either continue their journey into the Book of Kells exhibition or enjoy lunch or coffee at one of Trinity’s many restaurants and cafes. In addition, visitors can take home a memory of Trinity with the exquisite range of gifts, home, craft, jewellery, and clothing inspired by the university. Limited edition collections include exclusive collaborations with local artisans, such as Avoca Handweavers, Newbridge Silverware, Jando, Criostal de Rione and Ireland’s Eye Knitwear. The curated selection was created to capture the history and heritage of the iconic campus. The gift shop is located within the Old Library or directly opposite Trinity’s College Green gates at the recently opened new pop-up

store at 110 Grafton Street. Particularly popular during summer months, visitors have a unique opportunity to stay within the walls of Trinity’s historic 16th-century campus. Guest rooms are available to book from May to August across Botany Bay, New Square, Front Square, Trinity Business School, and the newly opened Printing House Square. Visitors can choose from singles, twins or doubles and wake up to breakfast in The Buttery the next morning in the heart of the city centre.

Conservation & Redevelopment The Old Library Redevelopment Project is underway, with the team decanting 200,000 early printed books from the library shelves of the Long Room. One by one, each book is cleaned with a specialised vacuum, measured, electronically tagged, and linked to a catalogue record before being safely relocated

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to a climate-controlled storage facility. The collections will remain accessible in an interim study centre during this landmark conservation project. Duggan adds. “The Book of Kells will remain on display for visitors throughout the Old Library Redevelopment Project and we will be opening a new exciting exhibition, the Book of Kells Experience.” Trinity today is a modern, thriving university with a vibrant community of 20,000 students and 3,500 staff. Cutting edge research, technology and innovation places the university at the forefront of higher education in Ireland and globally. It encompasses all major academic fields and is committed to world-class teaching and research across a range of disciplines in arts and humanities, business, law, engineering, science, social and health sciences. Trinity is ranked 1st in Ireland and is listed in the top 100 world universities by the QS (Quacquarelli Symonds) World University Rankings. visittrinity.ie @visit_trinity Tickets for the Book of Kells and Trinity Trails can be booked via visittrinity.ie

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The main chamber of the Old Library is the Long Room. At nearly 65 metres in length, it is one of the most impressive libraries in the world.

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Fortifying Ireland’s Cybersecurity Landscape In today’s digital age, technology plays an increasingly pivotal role in every aspect of our lives. The need for a secure cybersecurity landscape has never been greater. Dr Donna O’Shea, the Higher Education Authority’s (HEA) SALI Chair of Cybersecurity at Munster Technological University (MTU) and project lead for Cyber Skills, discusses the organisation’s mission to improve cyber resilience through education, skills and close collaboration with industry.

The rapid escalation of cyber-attacks in our digitised world reinforces the demand for skilled cybersecurity professionals. Sophisticated cybercriminals are constantly evolving their tactics, presenting a significant challenge for organisations across all sectors in safeguarding their sensitive data, intellectual property, and customer information against a myriad of cyber threats. Cyber Skills Ireland was established to address the critical need for cybersecurity education and training. It provides specialized courses and programs tailored to the diverse requirements of both individuals and businesses, equipping

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Irish enterprises with the knowledge and skills required to fortify their digital defences. Cyber Skills emerged as a response to the HEA Human Capital Initiative Pillar 3 (HCIP3) program, aiming to foster innovation and agility in higher education while addressing the urgent needs of industry. Dr Donna O’Shea, a leader in cybersecurity research through her work with the SFI research centres Confirm (smart manufacturing) and Connect (Future Networks), led the submission of the Cyber Skills project in collaboration with Prof Thomas Newe, University of Limerick (UL) and Dr Anthony Keane, Technological University of

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Dublin (TU Dublin). for this sector. For example, Cyber According to O’Shea, the Cyber Skills offers a new Certificate in Digital Skills initiative was conceived to provide Operational Resilience in response to the adaptable, practical, industry-aligned EU’s Digital Operational Resilience Act, education in response to the alarming helping to ensure that financial institutions shortage of cybersecurity professionals. comply with new regulations. “Our mission and vision statement Cyber Skills Ireland collaborates is to build and improve cyber resilience closely with a variety of stakeholders, through education and skills,” she says. including companies within the industry “We recognise the need to respond itself, that are developing products more urgently to the needs of industry and services aimed at safeguarding in a more agile and responsive manner. key sectors, from the financial sector In doing so, we provide education for to pharmaceuticals and agriculture. learners that is more aligned to the actual According to O’Shea, the focus on industry job role they would like to perform. This collaboration is essential and ensures learning will include realistic virtualised that the courses offered are aligned with laboratory exercises to provide handsindustry trends and demands, effectively on experiential, immersive learning bridging the gap between academia and experiences for learners on the partners practical application. Dr Donna O’Shea, the Higher Education shared cyber-range facility. Cyber Skills “The collaboration with industry is Authority’s (HEA) SALI Chair of Cybersecurity also facilitates the needs of modern ‘time really important because it informs the at Munster Technological University (MTU) and project lead for Cyber Skills, poor’ learners who demand personalized development of our courses and ensures and relevant content based on their they are relevant and responsive to realindividual needs.” world needs,” Donna emphasises. The Cyber Skills initiative “TU Dublin, UL and MTU, and each encompasses an array of courses catering of our regions are unique and one of the to diverse industry needs, aligned ways that we keep in touch with industry with the internationally recognised needs is by being in touch with our NIST NICE Cybersecurity Workforce own regions and responding to that at a Framework. “We provide eight pathways national level. We also liaise closely with aligned with the NIST NICE framework, Cyber Ireland, the national cybersecurity allowing individuals to design their industry cluster organization which own educational journeys,” O’Shea represents the industry at national says. “Learners can choose from various level and it is an essential instrument in modules, crafting a curriculum that suits understanding the needs of industry. their specific requirements.” “Cyber Ireland led the development The courses include pathways in of a cybersecurity skills report, which secure network operations and specialised knowledge areas such they published in 2021 and we fed that into our own pipeline to as incident response, malware investigation, and penetration respond to the skills needs identified by those key industries. testing. Cyber Skills offerings include courses to enhance secure We also look to international skills reports such as those software development practices in Dublin’s thriving tech published by ISSA and ENISA skills reports. Using a variety of ecosystem and operational technology security used in smart sources, the Cyber Skills institute executive level prioritise the manufacturing. courses to develop.” “The biggest sector being targeted at the moment is O’Shea is mindful that SME’s seeking to implement critical definitely smart manufacturing or OT environments,” O’Shea cybersecurity measures frequently lack the resources to hire reveals. “These sectors are being targeted because they hold specialized cybersecurity professionals. Cyber Skills offers large amounts of legacy systems. They have also systems that courses that help SMEs implement basic cybersecurity measures have traditionally been air-gapped from the internet, but they’re and comply with data processing regulations. now digitalized and very much connected through internet “We provide specialist training for SMEs, developing obtained through Cyber Physical Systems (CPS) technology. broader skill sets and security operation specialisms for “These industries are also very prone to extortion-based medium-sized organizations and also for small business attacks because if there’s an attack it really impacts their ability owners, such as hairdressers and tradespeople that need to to deliver the product. So, there’s actually a much greater implement basic measures in their business. They also must willingness to pay in those types of industries and so that’s be able to protect the critical data that they collect from their really one of our biggest target industries at the moment. That’s customers as well as their financial information. In addition, where we see the majority of the attacks.” they also need to be aware of the compliance and regulatory In response to the growing prevalence of cyber-attacks issues around data processing and financial processing, etc.” on industries such as financial services, Cyber Skills has also The growing sophistication of cyber threats poses developed courses aimed at upskilling professionals specifically a significant challenge to businesses of all sizes and the

“Our mission and vision statement is to build and improve cyber

resilience through education and skills.”

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Tessa Worth, Kinsale Community School, Emer O’Connor, St. Mary’s Macroom, Raghab Rashgotra, Presentation Brothers, Connor Fennell, Templeogue College Dublin, and Dean Brennan, MTU, working on a puzzle during Cyber Academy in MTU Bishopstown. Picture: Darragh Kane emergence of highly targeted attacks, such as spear-phishing - often culminating in the installation of malware and, subsequent ransomware attacks - illustrates the evolving tactics of cybercriminals. This growing threat underscores the importance of remaining vigilant and staying ahead of the curve through proactive education and training, according to the Cyber Skills Ireland chief. “There’s no doubt that cybersecurity criminals are becoming more sophisticated and they’re very aware of trends within individual jurisdictions. They will be targeting people’s vulnerabilities and targeting them in a very specialized and customized way. We witnessed this especially during COVID; they’d be trying to target people through smishing pretending to be a courier delivery to get the person to respond and click the link. We’re certainly seeing much more of that.” “The situation remains extremely challenging and that’s why we’re developing education and public engagement around cybersecurity.” With attackers leveraging increasingly resourceful means to exploit vulnerabilities and gain unauthorized access, O’Shea warns that relying solely on one approach is insufficient to guard against the evolving threats posed by cyber criminals. The most important issue for enterprises generally, she advises, is to comprehensively assess their levels of governance, risk, and compliance. In evaluating Ireland’s readiness to counter the rising tide of cyber criminality, Donna notes that the costs incurred by Irish businesses because of cybercrime have surged from €3.5bn to €10bn in recent years. This steep increase, coupled with the cost of remediation and clean-up, indicate a mounting problem

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with the potential to undermine Ireland’s reputation as a secure business environment. It followed instances where cost of remediation and clean-up were typically around €80,000, but the cost for Irish taxpayers in terms of cleaning up after a cyber incident is higher than the EU and world averages, which is significant. Despite the mounting threats, Cyber Skills Ireland has nonetheless achieved notable successes in its core mission of narrowing the cybersecurity skills gap. O’Shea cites statistics from the International Information System Security Certification Consortium, which indicate that Ireland’s cybersecurity skills gap has decreased to 19.5%, outperforming other countries facing widening gaps. “In comparison, other countries’ cybersecurity skills gap grew to 26.2% and while Ireland is behind in some aspects of cybersecurity, it’s ahead in terms of responding to the growth in demand for cybersecurity skills.” O’Shea attributes this success to the investments in cybersecurity education and initiatives like Cyber Skills that respond directly to industry needs. “We have been reducing the barriers to participating in the cybersecurity industry through flexible learning and practical skill development, ultimately leading to highly skilled graduates aligned with industry requirements. O’Shea is putting her weight behind the development of a unified cybersecurity vision, which has been the subject of a series of recent meetings of the Joint Oireachtas Committee on Transport and Communications. The effort spearheaded by Senator Gerard Craughwell aims to foster collaboration among stakeholders from various sectors, including SMEs and multinationals. The all-island

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Dr. Sean McSweeney, MTU INGENIUM Coordinator, Dr. George O’Mahony, Lecturer in Cybersecurity at MTU and Prof. Donna O’Shea, Chair of Cybersecurity at Munster Technological University (MTU) and Project Lead for Cyber Skills. vision acknowledges the potential of innovation and education to drive cybersecurity excellence, drawing inspiration from Northern Ireland’s initiatives and striving to create an ecosystem that nurtures talent and innovation. “Senator Gerard Craughwell has acted as a fantastic advocate for cybersecurity at a government level,” O’Shea explains. “He has brought together key stakeholders across broad representative groups, and the stakeholders also included participants from Northern Ireland which provided a great opportunity to learn from each other. “Different stakeholders had their own distinct views, but one of the biggest issues that I found in terms of stakeholder engagement was that there was a strong need for investment in innovation and support for small to medium enterprises trying to develop cybersecurity products and services within Ireland. It’s a unique challenge because the opportunity for engaging talent in the innovation economy is not equal across the globe and innovation driven entrepreneurship clusters actually develop in high concentrations across the world. That’s because there are very targeted, specific investments at a government level that supports government-funded innovation ecosystems. And I believe Ireland has all the ingredients to thrive as a dynamic innovation ecosystem. “One of the key messages that I was trying to communicate in the Joint Oireachtas Committee was that we have a lot to learn from our northern partners, CSIT in Queen’s, Belfast, Northern Ireland. We had this huge potential to learn from each other, to learn how they develop their innovation ecosystem and apply the same type of infrastructure and funding mechanisms

to develop more SMEs and more High Potential Start-Ups (HPSUs) from a hugely talented workforce that work in multinationals in Ireland. “I also raised issues around research which is highly fragmented in Ireland’s cybersecurity space and I did call for an investment in an SFI Research Centre for cybersecurity, to bring together industry, business, the public sector and security forces as partners, and to maybe be more targeted and recompense a certain percentage of all nationally funded digitalization in cybersecurity. “I also contributed a lot to the education piece around cybersecurity.” As the digital landscape continues to evolve, Cyber Skills Ireland remains committed to its mission of building and improving cyber resilience through education, skills, and research. Outlining Cyber Skills Ireland’s future goals and objectives, O’Shea says it aims to continually respond to industry needs, while expanding its impact and reach. She also emphasises the need to make the initiative accessible to individuals from diverse backgrounds. By reducing barriers to participation, offering flexible learning pathways, and promoting a holistic understanding of cyber resilience, Cyber Skills Ireland aims to contribute significantly to Ireland’s cybersecurity ecosystem. Cyber Skills Ireland remains steadfast in its commitment to equipping individuals and businesses with the skills they need to withstand the best efforts of cyber criminals. By aligning education with industry needs, offering diverse and flexible courses, and fostering collaboration, Cyber Skills Ireland is shaping a safer digital future for Ireland and beyond.

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NCSE Expansion As demands on the National Council for Special Education (NCSE) increase, significant changes in its structure and operational model are underway.

Jennifer Doran, NCSE Principal Officer, Joe Hayes, NCSE Council Chairperson, Minister Josepha Madigan, Minister of State for Inclusion and Special Education, John Kearney, NCSE Chief Executive Officer

Summary and Background

Organisational Review and change

It is a priority that the NCSE is properly resourced to have a visible and effective presence in our schools and to guide and support our parents and children on their educational journey. The funding announced in budget 2023 will see an increase of over 50% in staffing levels in the NCSE. This will provide for an additional 160 staff approximately in front line, administrative and leadership roles. In planning for the rollout of this significant expansion, it has been prudent and indeed necessary for the NCSE to review its capacity to meet the significant and increasing demands placed upon it and the organisational structure required to meet those demands most effectively and efficiently possible. This has been done in the context of the changing requirements of the NCSE and the recognition of the exceptional growth in the special education area.

The NCSE has engaged in a significant process of engagement with both internal and external stakeholders in the context of the organisational design process. The NCSE must take this opportunity to evaluate both its structure, operating model and resource requirements to identify an organisational design that will deliver on its strategic objectives and is responsive to the needs and demands of students, parents and schools. In terms of deliverables, the NCSE has completed a strategic Workforce Plan. The ultimate purpose of the Strategic Workforce Planning project is to identify key drivers in demand for services underpinned by a robust analysis of data gathered over the last 5 years. This will ensure the following: That the NCSE can best match current and future resources to specific areas of demand which will be county-based; The NCSE will have a working model to project areas of future demand to not just react to the changing demand environment but to be proactive in having the resources in place to meet demand as it arises. Secondly, a new detailed organisational design has significantly changed the structure of the organisation, increasing the divisional structure from 4 to 5 divisions and aligning key functions to primary and secondary/support

For example, since 2011 there has been: n n n n n

An 81% increase in SNA numbers A 40% increase in SET numbers A 386% increase in the number of special classes A 117% increase in applications for transport and AT A 1.88% rise on the ASC prevalence rate estimated in 2014 at 1.55% to 3.4%.

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The NCSE has engaged in a significant process of engagement with both internal and external stakeholders in the context of the organisational design process.

Sample of NCSE Resources activities. A summary of the new pillars is outlined below: Inclusion and Education Services: This division will ensure the delivery of a professional and coordinated service aligned with students, school communities and parents. The division will provide evidence-based advice to the staff and broader organisation relating to special education service provision and will ensure that any programmes delivered are reflective of both student and school needs and facilitate the continuous support of students, school communities and parents throughout their education journeys. Service Delivery Support (SDS): This division will support the implementation of Inclusion and Education Support Services (IESS), thus allowing the Division above to focus efforts on frontline service delivery. To achieve this, SDS will manage administrative support to IESS and will also manage and oversee the AON process and any litigation that NCSE may become involved in. People Support, Development and Transformation: Previously the Business Support Services Division, this function has been realigned to focus solely on people activities of the organisation. Its purpose is to ensure NCSE staff are provided with professional support services to deliver a positive ‘people experience’. It will maintain consistent and coherent engagement at appropriate strategic levels and ensure that the workforce has the required skills and resources to deliver the business strategy going forward. Finance, Governance and Research: The continued purpose of this division is to ensure financial decisions and budgeting requirements are managed effectively for both the internal and

external affairs of the NCSE. The Division will continue to manage the corporate governance framework for the NCSE and compliance across the organisation. Systems and Innovation: This is a new Division which has been established in response to deficits identified in areas such as data management and analytics. The purpose of this division is to ensure that the NCSE is equipped with the capability to properly manage organisational data activity. The division will manage data and provide oversight for records management, manage data analytics as well as forecast, plan and innovate to meet the future needs of the organisation and the future demands of the sector.

Workforce planning To deliver the optimum use of additional resources, a fundamental review of demand drivers of the NCSE has taken place. These drivers are all-encompassing and have examined and assessed a large data set over the last five-year period of key aspects of demand, including the geographical spread of SENO’s area of work. This will ensure that the NCSE can best place SENO staff required on a per-county basis which will help ensure that SENO grades are assigned identifiable county caseloads which are responsive to local and community needs. The workforce planning assessment has ensured a robust and detailed analysis behind the assignment of resources which helps ensure that the NCSE can respond adequately to demands nationwide which optimises value for money to the state and education sector. The above will also ensure that resources are matched more appropriately with current-day demands which will in turn ensure an equitable distribution of caseloads across all SENO grades to allow staff to be more responsive to local needs and ensure a higher quality of service nationwide.

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Special Needs Assistants Graduating from an upskilling programme with University College Dublin.

It is a priority

Recruitment priorities

that the NCSE is

Recruitment strategy for SENO grades. As an initial step, the NCSE has reviewed and redefined the SENO role. In doing so the NCSE has engaged in extensive consultation with a large number of stakeholders. The purpose of redefining the SENO role is twofold, namely ensuring that the role is reflective of the work currently being undertaken by SENO grades and that such tasks are aligned with the future vision and strategic objectives of the organisation. Notwithstanding the above, it is important to note that there has been ongoing recruitment of these grades since the start of 2023. While there is some fluctuation in staffing numbers, the NCSE is on course to reach a full level of staffing of these grades, by the end of September, for the first time in over 18 months. The workforce planning assessment of the NCSE has identified a requirement for an additional 32 SENO grades as well as an additional 7 Team managers. In relation to the ongoing recruitment and in tandem with the ongoing implementation of the workforce planning assessment, the NCSE will commence a national recruitment campaign for SENO grades in early September. In launching the campaign, the focus will be on increasing the pool of suitably qualified candidates with the competencies and values to carry out the critical role which children, parents and staff need. The recruitment campaign will operate on the principle of batched interviews which will mean that the NCSE will have continuous access to a pool of candidates over 12/18 months.

properly resourced to have a visible and effective

presence in our

schools and to

guide and support our parents and children on

their educational journey.

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This will operate by calling limited numbers of candidates for interviews and forming panels to meet demand in the short term. It will also ensure that the NCSE can induct and mentor new staff members on a structured and phased basis, by balancing the need to recruit significant numbers, in a way that ensures the capacity of the NCSE can support these new staff members.

Recruitment of additional team managers The recruitment of additional team managers identified through the workforce planning assessment will commence in tandem with the recruitment of SENO grades. This will be carried out through an internal competitive process to ensure that suitably qualified candidates can be assigned expeditiously, and critically who understand the demands and workings of the role of TM.

Recruitment of National Co-ordinators One of the critical changes to the operating structure of the NCSE is the departure from a 5 region base to that of a tworegion base structure. This will involve the assignment of 2 National coordinators who will oversee national operations. The assignment of these posts will be delivered through an open competitive recruitment process which will commence in early September.

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Education Excellence Pat Business School: Ensuing excellence in Public Sector Higher & Professional Education, Accountancy & Fintech

Pictured with the ‘Excellence in Public Sector Higher & Professional Education Award’ are Ms Christine Nangle, Head of Discipline of Accounting, Technological University Dublin and Mr Andrew Quinn, Director, PAT Business School Fintech and Mr Gerry Fahy, Managing Director, PAT Business School. PAT Business School is one of Ireland’s leading Edtech companies specialising in the provision of globally accredited professional accountancy exams in addition to a range of university validated fintech, regtech, anti-money laundering/ financial crime as well as a suite of professionally validated finance programmes. In addition, the school has developed its own bespoke Edtech assessment and testing examination platform which protects the rigor, integrity and security of online examinations. PAT Business School was originally founded in conjunction with the Irish Times Media Group in 2017 and Mr. Gerry Fahy, has been its Managing Director since 2018. In its infancy, PAT Business School had its foundations with early initiatives that concentrated on addressing the supply of skilled talent to the financial services sector. These strategic moves set the stage for the company’s subsequent focus. Since then, its stakeholders have ranged from Irish Government agencies, European Union, global professional bodies, university partners, multinational companies and financial institutions to small and medium enterprises. PAT Business School embraces technological advancements, leveraging them to optimise processes, enhance learner experiences and drive efficiency. This commitment to innovation played a pivotal role in the company’s development, being one of the first colleges, business schools, or universities in the

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world to secure the ACCA’s highly coveted triple Platinum rating – as a result of student exam result performance – with this being achieved the quickest in the history of ACCA. In professional accountancy exams there is a need for crisp, clear understanding and application of precise detail. Innovative software was developed that promoted the pursuit of performance excellence allied with instant and diagnostic learner feedback. Additional focus was placed on recreating the more discursive exam type questions using a simulated digital exam assessment and testing software that replicated global, professional exams.

Facing challenges When Covid 19 emerged in March 2020, an IT architecture was fortunately in place to meet the challenge. All face-toface classes, operations, and IT were seamlessly transferred to an online infrastructure shortly after the Government’s announcement of the first lockdown. PAT Business School expanded its course offering beyond accountancy to meet the evolving needs of both its employer and learner base in FinTech, Risk & Compliance, Regtech, Skills Academy, Financial crime, Anti-Money Laundering and Counter-Terrorism Finance. The diversification broadened the company’s reach and solidified its position as a comprehensive

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solution provider. This was achieved by collaborating with Technological University Dublin, Technological University Shannon, (Athlone) and the Compliance Institute, ensuring the rigor and integrity of the course curricula was linked to an educational framework mirrored by industry demand in these critical skills occupations. Gerry reinforces that the pace of change in today’s business and education landscape is unprecedented. “Technological advancements, shifting learner behaviours and global interconnectedness drive rapid transformations across industries. Organisations such as PAT Business School must constantly adapt to stay competitive, embracing innovation, agility, and continuous learning to navigate the dynamic challenges yet opportunities this rapidly evolving business and educational environment presents. “We have focussed on specialised offerings in accounting, Fintech and Regtech linked to employer-led demand with innovative and accredited content delivery. This is further reinforced by Government, Professional and University partnerships underpinned by an award-winning lecturer faculty with an outcome-focused approach. “We have a robust online presence with a well-designed website, social media presence and content marketing that showcases our expertise, shares valuable insights, and engages with existing and potential learners. “We were the first Irish ACCA provider to offer a 100% pass guarantee with a ‘no pass, no fuss’, the student can avail of all the interventions necessary to prepare and equip themselves for repeat examinations at no extra cost. We call it the ‘PATway’ - as we only succeed when the student does.” As a private educational and training entity, PAT Business School appreciates that a strong emphasis around putting the student at the centre of all our interactions is a priority. This involves creating a positive and memorable experience that will lead to a positive and transformational impact on their career progression. PAT Business School’s mission statement is quite simple – to provide ‘Knowledge, Skills and Choice’. The organisation’s commitment to learners is not only to knowledge transfer the rigors of thorough global syllabi but also to equip learners with work-ready skills that will give them a career of choice and opportunity. “We would like to think that PAT Business School stands for quality, reliability, and integrity,” Gerry notes. Students should experience the same high level of service across various touch points as they progress through their exams. The organisation emphasizes its commitment to student support with ‘The PATway, ‘ which builds trust, loyalty and student retention supported by the 100% Pass Guarantee.”

Achievements and assets Offering an unrivalled learning experience and environment is a top priority at PAT Business School as Gerry explains: “Students’ needs can evolve over time, so it is crucial to stay connected with them and our stakeholders so as to remain flexible to meet their changing requirements. This is done by periodic market research and analysis, monitoring student feedback surveys, product/service development, personalisation through CRM and employer engagement to constantly measuring and evaluating operational performance.

Pictured receiving the award were Ms Rasita Kalvaityte, Senior Operations Manager, Ms Sharon Mc Groarty, Finance Director, and Mr Gerry Fahy, Managing Director “Additionally, we recognise that our lecturing and backoffice staff are our greatest asset, and PAT Business School is committed to and invests in its skilled and motivated workforce. This in turn contributes significantly to the company’s objectives. “Retaining and motivating our valuable team members and keeping them motivated is essential. We use a combination of factors to attract and retain our talent, from competitive salaries, professional development, work-life balance, and clear communications to empowerment and autonomy in addition to employee wellbeing.” PAT Business School has a continued emphasis on international diversification whilst domestically solidifying is position, underpinned by maintaining its ACCA Platinum rating status to winning the Irish Accountancy Awards Excellence in Education and Training category for 2023 and maintaining and expanding on university and professional body collaborations – domestically and internationally. Gerry attributes PAT Business School’s development to a combination of factors and strategies. “While we think our company’s journey is unique, some common attributes that have played a significant role in driving our business achievements include innovative curriculum design, a student-centric approach, a talented and experienced workforce, adaptability and strategic partnerships with the desire for continuous improvement.” Closing, Gerry shares lessons he has learned in business: “Change is constant, so the ability to adapt and be resilient is essential. Business environments are fluid and subject to shifts in market technology, market trends, and economic conditions. Consequently, obstacles and failures are part of any business journey. I have failed more times than I succeeded! Resilience is, therefore, hugely important for me in maintaining a positive mindset for the Business and the determination to overcome these challenges. “It is not about avoiding failure, but about learning from it and using it as a stepping stone towards growth. I have a personal mantra that failure never defines oneself – but how you react to it – does. ‘

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CMETB – Delivering Excellence In today’s rapidly evolving world, Further Education and Training (FET) plays a vital role in shaping the workforce of tomorrow. Cavan and Monaghan Education and Training Board (CMETB) deliver educational programmes and specialised training to meet the needs of learners, local employers, and the community of the Cavan/Monaghan region

Whether a person is seeking to do a full or part time certified programme, a hobby course, brush up on their reading, writing and maths, learn English as a second language, undertake an apprenticeship or traineeship, reskill or upskill, or avail of career guidance, Further Education and Training (FET) have something to offer everyone. CMETB FET Service in its educational provision has a vast range of programmes to suit learners of all ages and at all stages of their lives. With a learner-centric approach and a strong focus on quality assurance CMETB’s mission is to ‘lead and deliver excellence in education for all.’ CMETB also offers a wide range of programmes to learners entering the labour market, wishing to re-skill or update skills, change their career path or have left school with no or incomplete qualifications.

Learner Focused At CMETB, the learner is at the heart of everything they strive to do. CMETB promotes lifelong learning, empowering individuals to continuously enhance their skills and knowledge throughout their careers. The increasing prevalence of mental

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health challenges among young people today highlights the need for accessible and comprehensive support systems that address the wellbeing and health of learners. In 2022, CMETB launched a dedicated Learner Support Service for all learners embarking on a FET programme with CMETB. This Learner Support Service has rolled out Wellbeing hubs and supports, accessibility assistance, guidance, and counselling services, to ensure that every individual has access to the resources they need to succeed.

Generation Apprenticeship CMETB works to bridge skills gaps in industry by delivering a wide range of Apprenticeships and Traineeships. With over 900 registered apprentices and 300 registered employers, CMETB currently offers 40 different apprenticeship programmes. Learners have a variety of routes and subject areas to choose from including traditional craft apprenticeships such as Electrical, Plumbing, Hairdressing or Apprenticeships in industry areas such as Finance, ICT, Biopharma, Construction, Engineering, Hospitality and Arboriculture. CMETB is the Co-

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“The O’Reilly Group was highly impressed with the comprehensive course selection offered by the Skills to Advance Enterprise Initiative and the exceptional flexibility demonstrated by Cavan Monaghan Education and Training Board in delivering these courses in-house.” Jennifer Flynn HR & Payroll Manager, O’Reilly Group ordinating Provider for the Original Engineering Manufacturing Apprenticeship (OEM) and a collaborating Provider for the Hairdressing Apprenticeship, Accounting Technician Apprenticeship and Commis Chef Apprenticeship. Apprenticeships have become increasingly appealing in recent years due to their combination of earning and learning. Apprentices earn while they learn and build valuable workready skills in a chosen occupation. By participating in an apprenticeship, learners have the opportunity to acquire practical skills on-the-job while also working towards a qualification. Apprenticeships open up exciting and rewarding careers, leading to various pathways, including employment or further education options. Apprenticeship is an exciting and proven way for employers to develop talent for their company and industry School leavers and career movers can also consider the Traineeship route and CMETB currently offers nine Traineeship programmes in areas such as Healthcare, Digital Marketing, Engineering, Architectural Technology & Design, Laboratory Techniques and Youthwork which are delivered in partnership with local employers. Traineeships offer a 1-year programme to study a Level 5 or 6 qualification while gaining work experience with an employer. Through partnerships with employers, industry and

national leaders, CMETB ensures that its Apprenticeship and Traineeship programmes align with the current demands of the job market, equipping learners with the skills needed for successful careers.

A Resource for Employers By engaging with employers to respond to industry training needs, CMETB continually works to position itself as a trusted resource for employers in their workforce development. CMETB offers accredited training courses to employers across a variety of sectors to enhance and develop the skillset of employees. CMETB also works closely with local employers to offer targeted support for vulnerable groups in the workforce, particularly those with lower skill levels who need more opportunities to advance in their working lives. Skills to Advance is a SOLAS initiative which provides subsidised upskilling for companies and those in employment. Through the Skills to Advance initiative CMETB can offer funded training for employees and employers to offer upskilling and reskilling opportunities that aim to equip employees with the skills to progress in their current job, or to take advantage of new job opportunities or adapt to a changing job market.

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Climate change and sustainable development are a critical focal point for FET at a national level to embed Green Skills - in line with Ireland’s ambitious Climate Action Plan. Green Skills Climate change and sustainable development are a critical focal point for FET at a national level to embed Green Skills in line with Ireland’s ambitious Climate Action Plan. CMETB has launched a number of training programmes with a focus on ‘Green Skills’ to boost sustainability and environmental awareness in local businesses. The ‘QQI Level 5 Environmental Sustainability in the Workplace’ offers a number of micro qualifications funded under the Skills to Advance initiative. The Green Skills micro qualification suite of programmes aims to boost awareness of the key environmental and sustainability issues that affect employers and employees, to equip them with the skills to make a positive contribution to sustainability in the workplace.

Developments CMETB has established a ‘Supply Chain, Logistics and Procurement’ (SCL&P) Training Centre of Excellence in the FET Campus, Dublin Road, Cavan. The new centre will be a driving force behind developing skills in the region around robotics, 3D printing, Internet of Things and blockchain technology, big data analytics, as well as drone technology. CMETB has recently acquired two state-of-the-art lorry driving simulation systems for the centre in Cavan. The simulators will revolutionise driver education offering a “Realistic Training Experience”. This state-of-the-art technology is a game-changer for learners on driving courses, as they provide a safe and immersive environment to gain valuable driving skills.

Next Generation Under the National FET Strategy (2020 – 2024) a specific goal outlined in the strategy is ‘Creating Pathways’ and increasing awareness of FET options within second level schools. To advance this, CMETB has an active ‘FET into Schools’ initiative which facilitates taster sessions to secondary schools throughout Monaghan and Cavan in a number of disciplines. This includes

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engineering, electrical principals, catering, hairdressing, welding and much more. This initiative provides students the opportunity to experience FET programmes ahead of their prospective career and pathway of education. It also showcases FET programmes and facilities available locally. Recently, CMETB hosted a Cook of the Year Competition for local schools with the view to promote the Commis Chef Apprenticeship and invite students to compete in the state-ofthe-art facilities in Cavan Institute. CMETB also hosted a number of Virtual Reality Welding Workshops for several Monaghan secondary schools in Monaghan Institute. The main goal with Virtual Reality Welding is to optimise the welding expertise and improve performance. Students completed welding tasks thus simulating the physical movements of welding and received feedback on body position, arc speed and quality. Welding is a skilled trade that is in high demand in many industries including construction, manufacturing, and engineering.

Our People CMETB’s dedicated workforce are at the heart of the organisation’s success. Their commitment, expertise, and passion play a pivotal role in delivering excellence in education to learners. CMETB is committed to nurturing and investing in its people, to enable them to continuously enhance their skills, knowledge, and professional development. Over the past number of years, CMETB has established a centralised Professional Learning and Development (PL&D) programme for its FET staff. This centralised programme, available to all FET staff, complements the ongoing PL&D offered by individual FET centres and services based on the specific needs of their staff. The PL&D Working Group is aligned to CMETB’s strategic priorities so that FET staff offer high-quality education and training that meets the evolving needs of learners and the demands of the ever-changing educational landscape. For more information about CMETB please visit www.cmetb.ie.

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Dublin and Dún Laoghaire Education and Training Board Delivering high quality education and training to the 860,000 residents of Fingal, South Dublin and Dún Laoghaire Rathdown in over 100 locations

Supporting over 64,000 lifelong learners, aged 494 years of age in . . . Contact us at www.ddletb.ie to find the next steps to your future! Schools • • •

Community National Schools Post-Primary Schools including Gaelcholáistí Psychological Support Services

Further Education & Training

Additional Provision & Supports

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Adult Education Service Post-Leaving Certificate & Further Education Colleges Training Centres Youthreach

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Youth and Sports Development High Support Units Oberstown Campus School Music Generation

Learn, Achieve, Succeed, with Dublin and Dún Laoghaire Education and Training Board Find us on: www.ddletb.ie LinkedIn: Dublin and Dún Laoghaire ETB (DDLETB): My Company | LinkedIn Instagram: Dublin and Dún Laoghaire ETB (@ddletb) • Instagram photos and videos the Public Sector Magazine

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Learning For Life In Dublin And Dún Laoghaire In a world where technological and social change is constant, and the average person has five to seven career changes in their working lives, education and training have never been more critical. Dublin and Dún Laoghaire Education and Training Board’s vision is to transform lives through learning, development and support and enable its learners to succeed in an ever-changing world.

The Dublin and Dún Laoghaire Education and Training Board (DDLETB) is one of sixteen Education Training Boards (ETBs) established under The Education and Training Boards Act, 2013 as part of a major reform of the education and training sector in Ireland.

A Mission to Educate In 2022, the DDLETB delivered education, training and youth services to 64,000 learners (7% of the regional population) between the ages of four and 94 demonstrating that learning and personal development is truly a life-long activity. It caters to a population of 860,000 and provides services in over 100 locations across Fingal, South Dublin, Dún Laoghaire and Rathdown with the support of over 4,000 staff members. The scale of the provision in the DDLETB region is a huge achievement for the organisation, with nine primary schools, three special schools, 31 second-level schools, 40 Further Education and Training centres, schools and colleges. Its Youth & Sports Development Services support 486 regional locations and maintains active partnerships with over 200 community organisations. DDLETB’s mission is to provide relevant, inclusive, higherquality education and training, services and support to meet the diverse needs of learners, communities and stakeholders. It is committed to keeping the learner at the heart of everything it does. The ETB’s target demographic encompasses primary and secondary school students, adults in employment, or who are

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unemployed or looking to return to education, early school leavers, youth groups and volunteers, community groups, and voluntary and sporting organisations. In essence, every section of society in the DDLETB region has an open door to education and training opportunities. Recognising that delivery of high-quality education and training requires the highest quality teaching staff, the DDLETB takes a number of measures to ensure that educators are equipped to deliver the best possible education to children, young people and adults. These measures include the requirement for a robust standard of initial qualification, including bachelor’s and postgraduate degrees in education or specific subject areas, along with relevant teaching qualifications. Educators receive in-service training tailored to address the evolving needs of the education sector and are encouraged to engage in Continuous Professional Development (CPD) via workshops and seminars. The DDLETB has also partnered with LinkedIn to give educators access to the latest research and teaching practices via its online platform. Peer collaboration and peer-to-peer learning amongst educators encourage a culture of continuous improvement and those wanting to progress their careers can pursue leadership development opportunities.

A Student-Centric Approach High-quality, dedicated educators who embrace life-long learning

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With over 35,000 participants in Further Education and Training (FET) in the DDLETB area in 2023, flexible learning options are important to allow learners to balance their educational and training pursuits with other life responsibilities that all adults carry with them. as part of their own development are able to impart that passion and empower learners to develop their own skills and knowledge via a student-centric approach. This approach focusing on the needs of the individual student includes a personalised learning plan and encouragement to actively engage with their studies and participate in self-directed learning. It’s also important that individuals take up places on courses that meet their needs and are at a level appropriate for their stage of learning, particularly if the student’s first language is not English. To this end, the DDLETB conducts needs assessments to understand the student’s education and training requirements and tailor programmes to suit those needs. Empowering students in the modern world means incorporating technology into educational programmes via Technology Enhanced Learning (TEL) initiatives. An example of this in action is Apple Teacher, a self‑paced professional learning programme that equips educators with iPad and Mac skills in order to engage their students with new learning experiences, such as using iMovie for explainer videos or language roleplay or GarageBand to create subject-specific podcasts that can be hosted by teachers, students or as a collaborative effort.

Fostering Personal Development With Further Education For adults who have been out of the formal school system for many years, the path to Further Education and Training (FET) can appear daunting and full of barriers, yet returning to education is an important and empowering step for adults from all sections of society in order to develop the skills and knowledge needed for career progression or change. Further Education also promotes social inclusion, enhances personal development and ultimately contributes positively to economic prosperity via the creation of a skilled and adaptable workforce.

The journey back to education for many adults in the DDLETB’s region starts with the Adult Education Guidance and Information Service (AEGIS) which aims to encourage participation in Further Education and Training and support people in overcoming any barriers to learning they have. The four Adult Education Guidance Services in the area provide free, impartial, confidential and professional guidance services as well as information on education, careers, skills and the job market to applicants and learners alike. Guidance Counsellors provide advice and information about career options and paths to progression upon completion of the learner’s course. For those looking to re-enter the workforce after an absence or to retrain for a different profession, the array of choices can seem bewildering and knowing what pathway best fits personal aptitude, skills and interests only adds to the complexity. These are areas where the Adult Education Guidance Services can really make a difference to adults thinking of entering Further Education and Training. The DDLETB also recognises that outreach into the community is essential in reaching those adults who are most divorced from the labour market. Its community education programme works with over 200 community organisations across its region to encourage people to enter further education with the hopes of progressing to employment or higher education under the Post Leaving Certificate (PLC) programme. Within the Further Education and Training sector of DDLETB are four geographically based Adult Education Services (AES) across 12 centres, five dedicated further education colleges and a further six further education centres based in post-primary schools. In addition, three training centres in Baldoyle, Tallaght and Loughlinstown offer a broad range of programmes to suit many tastes, goals and abilities. One of the key priorities of the AES is to support the Irish

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DDLETB’s mission is to provide relevant, inclusive, higherquality education and training, services and support to meet the diverse needs of learners, communities and stakeholders and it is committed to keeping the learner at the heart of everything it does. government’s 10-year strategy for adult literacy by working with learners who are migrants, refugees or asylum seekers, including those fleeing from the war in Ukraine, to build their English language skills and improve their chances of social integration and employment. It is projected that 7,000 will benefit from the English for Speakers of Other Languages (ESOL) programmes in 2023. Alongside English for Speakers of Other Languages, the AES delivers other basic education programmes in areas such as adult literacy, the Vocational Training Opportunities Scheme and the Back to Education Initiative to priority groups in society such as those who are long-term unemployed or who are in low-skilled employment and in need of reskilling or upskilling. The five dedicated further education colleges (Blackrock, Dundrum, Dún Laoghaire, Sallynoggin and Stillorgan) offer a wide range of full-time courses, generally lasting a year, as well as part-time courses. Both take an integrated approach, focusing on technical knowledge, core skills and work experience. On offer are NFQ courses at Levels 5-6 in areas such as Art and Design; Healthcare and Fitness; Software, Coding and Cybersecurity; Craft Design and Construction; Sustainable Applied Ecology; Special Needs Assisting and Disability Studies. The training centres aim to upskill those in employment, as well as unemployed people, with learners in receipt of social welfare payments receiving a training allowance equal to their social welfare payment before joining the course in order to remove the financial barrier to training. Courses on-site include apprenticeships, specific skills training, bridging and foundation, traineeships and evening training and courses are certified by awarding bodies including Quality and Qualifications Ireland (QQI), City & Guilds, CompTIA and Microsoft. With a focus on getting people back into employment, it’s critical that the courses on offer are relevant to the needs

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of employers, local authorities and community organisations in the DDLETB catchment area and to facilitate this Further Education and Training centres engage with a range of stakeholders as well as being guided by government priorities and national data from the Skills and Labour Market Research Unit (SLMRU) and the Organisation for Economic Cooperation and Development (OECD). With over 35,000 participants in Further Education and Training in the DDLETB area in 2023, flexible learning options are important to allow learners to balance their educational and training pursuits with other life responsibilities that all adults carry with them. Learners are therefore able to participate via part-time, evening and online courses at a level that suits their needs and best aids their progress to further or higher education or employment. The DDLETB was also keen to ensure that the cost-ofliving crisis was not a barrier to learning and took the step to significantly reduce 2023 fees for students undertaking a Post Leaving Certificate (PLC) course. By waiving all fees bar the registration fee, the number of learners who took the opportunity to explore their options in further education courses increased by 25%, a success that is prompting the DDLETB to repeat the same initiative for 2024-2025. A recent review of the processes of the DDLETB by an external international panel found that Further Education and Training in the organisation “helped to build bridges to new possibilities for learners.” The finding cuts to the essence of life-long learning; it opens up possibilities that may have been previously unknown or thought impossible. It creates opportunities and, not only enhances the life experience of the learner but boosts economic growth, social cohesion and inclusion.

BUILDING FOR THE FUTURE

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ABM Delivering Quality Accelerated Building Solutions for the Public and Private Sector ABM has built its business on the quality of its people and relationships, spanning across Ireland, the UK and Eastern Europe.

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NZEB Training Courses Since 1st November 2019 all domestic and non-domestic buildings must be built to the NZEB standard. ‘Nearly Zero – Energy Buildings’ means a building that has a very high energy performance, Annex 1 of the Directive and in which “the nearly zero or very low amount of energy required should be covered to a very significant extent by energy from renewable sources, including energy from renewable sources produced on-site or nearby“. For any queries, please email us at nzeb@mountlucas.ie. 130

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www.loetb.ie

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LOETB’s whole-ETB Pathway approach Laois and Offaly Education and Training Board (LOETB) aims to provide excellence in Further Education and Training (FET) through the delivery of an innovative, agile and collaborative approach that offers learners accessible opportunities to (re) engage with learning.

LOETB is a sectoral leader in responding to national and regional skills needs, specifically in the areas of retrofit, agriculture, digital construction and modern methods of construction, including the National Demonstration Park for MMC at the National Construction Training Campus in Mount Lucas. LOETB’s FET model prioritises partnership, innovation and the provision of effective responses to national and regional critical skills needs. This is achieved by delivering high-quality, progression-focused learning outcomes through a transparent tertiary pathway. LOETB’s provision aligns with the SOLAS National FET Strategy, Future FET: Transforming Learning, and its three strategic priorities, Inclusion, Pathways and Skills. LOETB has participated in multiple Innovation and Collaboration Fund (ALL Strategy) projects with external agencies, ensuring that FET services are inclusive to all and that lifelong learning opportunities are accessible throughout the region. LOETB is further expanding its range of support for learners by recruiting additional Learner Support Workers in all FET centres with consistency of learner support enhanced with the appointment of a Learner Access Officer. LOETB is also leading a national pilot with SOLAS to establish a fully integrated FET Guidance Service. Information hubs play a key role in this, acting as a single point for recruitment, admissions, guidance and advice. The whole-ETB Pathway approach, which comprises multiple entry and exit points, provides learners with visible pathways in specific subject areas. Pathways are developed through the integrated, cross-pillar provision model in LOETB’s FET Service, ensuring that access provision progresses through pathways available in FET Centres and Services that directly relate to the Higher Education / Employment outcomes relevant

to the Laois-Offaly region and/or national needs. LOETB participates in a national pilot project establishing a unified tertiary approach, which establishes third-level provision in the Laois-Offaly region. In 2023, LOETB is delivering the first two years of two four-year degree programmes at Portlaoise Institute – in Business and Computing. LOETB is a sectoral leader in responding to national and regional skills needs, specifically in the areas of retrofit, agriculture, digital construction and modern methods of construction including the National Demonstration Park for MMC at the National Construction Training Campus in Mount Lucas. That Campus will continue its development as a centre of excellence in Construction, growing already substantial provision in NZEB and Retrofit - including outreach provision initiated with the recent addition of a Mobile Retrofit Training Rig that brings skills development to schools and workplaces - and a new focus on MMC-related skills provision. LOETB is to the fore in developing a sectoral approach to all future construction skills provision, partnering with TUS, IGBC and CIF to provide a single sectoral roadmap in response to the skills needs of the built environment (BUSI, 2030). LOETB has substantially increased its apprenticeship provision in the crucial electrical and plumbing crafts and Ireland’s first scaffolding apprenticeship, at Mount Lucas, has gained traction nationally across the sector. LOETB has been immersed in green skills provision since Bord na Móna launched its brown-to-green strategy in 2019 and it is now integrated across and constitutes 17% of LOETB’s total, FET provision. n Arming individuals with the knowledge and skills to play an active role in climate change and live more sustainable lifestyles and enhancing the development of sustainable rural communities. n Providing people with the capacity to transition to green and digital societies and economies, with a particular focus on sustainable agriculture and the wider agricultural sector in a partnership with Teagasc that is valued and mutually beneficial. n Providing accessible opportunities to gain competencies sought after in the labour markets of today and tomorrow.

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LMETB: Creating Pathways for FET Learners Louth Meath Education and Training Board (LMETB) stands tall as the largest education and training provider in the Northeast region. As one of the largest ETBs in the country, it employs over 2,500 staff and provides education for over 13,000 students at primary and post-primary level, and approximately 15,000 learners in Further Education and Training (FET).

LMETB Skills to Advance initiative

LMETB’s FET provision offers a diverse range of full-time and part-time education and training possibilities, both accredited and non-accredited, for all individuals over the age of 16, across a variety of centres, colleges and outreach locations across Louth and Meath. Its regional centres include the Advanced Manufacturing Training Centre of Excellence (AMTCE), and Regional Skills Training Centre (RSTC) in Dundalk, as well as Post Leaving Certificate (PLC) provision in Drogheda, Dunboyne and Dundalk. LMETB’s FET centres, located in Drogheda, Dundalk, Kells, Navan, Athboy and Trim, also offer Information and Guidance Services and a range of courses and programmes. Specific opportunities, including Adult and Community Education and Youth Education, Training and Services are also delivered in community facilities in partnership with the local community. Across all its provisions, LMETB’s FET courses offer

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the learner the blend of skills and competencies necessary to achieve personal, educational and professional goals.

Supports to Industry LMETB prides itself particularly on providing education and training options that provide pathways for its learners, with a provision which allows learners to upskill or reskill for career opportunities, or to progress within Further or Higher Education. The ETB is ideally positioned, in a strategically important economic area, to be the education and training provider of choice both for employers seeking to upskill their employees and for the Louth and Meath population, in general, to upskill, reskill and participate in lifelong learning. The delivery of FET programmes to support the economy

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“Working in partnership with the various networks and employers around the region enables us to develop training that allows enterprises to compete at a higher level because staff are operating with an enhanced skillset.”

Professional Cookery QQI Level 5 in action at Dunboyne College of Further Education locally in Louth and Meath is supported through the national SOLAS- funded Skills to Advance Initiative. LMETB’s Employment Engagement Officers work with local industry to help identify training needs and then develop and deliver targeted interventions to upskill and reskill the workforce. LMETB works in partnership with a range of bodies including, Regional Skills Fora (Mid-East and North-East), Chambers of Commerce, Local Enterprise Offices and Local Authority Economic Development Units, as well as with key business networks in both counties, to custom build its training programmes. LMETB’s Employer Engagement Officer notes how this collaborative approach is essential: “Working in partnership with the various networks and employers around the region enables us to develop training that allows enterprises to compete at a higher level because staff are operating with an enhanced skillset. It can also be a very cost-effective solution for many employers as this training is fully funded by the ETB or is provided at a highly subsidised rate, while employees can also apply directly for funding to upskill under our evening course provision. Support under the Skills to Advance initiative is available to sole traders, small and medium-sized enterprises (SMEs), or multinationals who need some assistance to invest in and develop their workforce. Certified training can be delivered directly to individual employees or bespoke training programmes can be provided to individual companies or groups of companies. Training can be provided in soft skills development such as customer service and technical, practical and ICT skills. Many courses are 100% or 70% funded and offered at flexible times and locations, whether that be in the workplace, online or in an LMETB FET Centre. In 2022, Employer Engagement Services in LMETB supported almost 1213 employees in over 92 companies to avail of training courses. These employees came from a wide range of sectors including Agriculture, Healthcare and Childcare,

Construction, Education, Leisure and Services, ICT and Telecoms, Manufacturing and Engineering. An example of one local company which has benefitted from LMETB’s Skills to Advance provision is Kilsaran Concrete. The company’s Head of Strategic HR outlined that: “Through Skills to Advance, and in partnership with Dunboyne College of Further Education, we recently had the opportunity to participate in both the L6 Managing People and L5 Customer Service training programmes. Both programmes were well-designed and comprehensive. Our team members who completed both programmes were impressed by the depth of knowledge and expertise demonstrated by the instructors, who are not only highly qualified but also showed a genuine eagerness for our team to develop their managing people and customer care skills.” The company’s representative praised the LMETB team for how “they went above and beyond by taking the time to meet with us on-site, on more than one occasion and, also offered the opportunity for work shadowing, which proved to be an invaluable experience. They took the time to understand our company’s challenges, industry dynamics, and culture. They carefully crafted the training modules to align with our requirements, ensuring that the knowledge and skills acquired were directly applicable to our daily operations.” A new and upcoming Skills to Advance initiative which LMETB is proud to take the lead on, is the launch of a suite of Cybersecurity programmes by LMETB’s Advanced Manufacturing Training Centre of Excellence. These programmes will help industries in all sectors to identify cyber risks and understand how they can impact an organisation’s physical assets, software and data. Through consultation with industry experts in the development of these programmes, LMETB can ensure the latest knowledge and expertise as part of their learner provision.

Apprenticeships and Traineeships Asides from the range of part-time services available under Skills to Advance, LMETB’s Apprenticeship and Traineeship Provision continues to support full-time trainees seeking to upskill and support employers seeking to develop their workforce. LMETB Apprenticeship Services’ Team continue to engage

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Launch of DIFE’s Data Centre Technician programme in collaboration with Amazon Web Services (AWS) in 2022

Launch of White Goods Field Service Engineer Traineeship in collaboration with WEEE Ireland, Fastrack into Information Technology (FIT), and the White Goods Association in 2022 employers across many industries, supporting local and regional employers and apprentices on a day-to-day basis. In 2022, the team engaged with over 850 employers. In March 2023, the annual ‘Apprenticeship Expo’ was held in County Meath. This expo is an information and networking event, led jointly by Meath Chambers and LMETB’s Apprenticeship Services Team. Over 90 exhibitors and nearly 4,000 attendees registered for the day. A recent highlight for LMETB’s Apprenticeship Services has been the creation of LMETB’s newest FET centre in Drogheda, focused specifically on Apprenticeship at this time. It will provide much-needed additional training places to meet the current apprenticeship waiting lists. It is anticipated that the centre will cater for approximately 150 apprentices annually and will also

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establish up to 20 new permanent jobs in Drogheda. The continued success of LMETB’s traditional Apprenticeship provision, as well as its participation in the rollout of new offerings, means it is a promising time for the sector. LMETB offers the recently-developed National Hairdressing Apprenticeship and is currently developing a Robotics and Automation Apprenticeship In addition, LMETB’s Traineeship provision, which also offers the “Earn as you learn” model used in Apprenticeships, continues to respond to the needs of industry and participants alike. LMETB’s White Goods Field Service Engineer Traineeship, offered in collaboration with WEEE Ireland, Fastrack into Information Technology (FIT), and the White Goods Association, is an innovative skills training programme focused

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Launch of Meath Chamber’s Apprenticeship Expo 2023 on the Circular Economy and the repairing and subsequent reuse of white goods appliances. Offered in Dunshaughlin, its learners achieve nationally recognised certification at Level 6 on the National Framework of Qualifications (NFQ). Furthermore, a collaboration between the Regional Skills and Training Centre (RSTC) and the AMTCE, supported by Intel, has created Advanced Manufacturing Traineeships in Pneumatics and in Electronics in Navan. An innovative response to encouraging female participation, one of the two traineeships had a female-only focus and has been a very successful pilot programme. Launched in October 2022, 27 learners were registered across the two programmes.

Post – Leaving Certificate Programmes LMETB’s Post-Leaving Certificate programmes are available to school leavers and adult learners across 3 locations: O Fiaich Institute of Further Education (OFI Dundalk), Drogheda Institute of Further Education (DIFE) and Dunboyne College of Further Education (DCFE). Similar to LMETB’s Apprenticeship and Traineeship Provision, its Post Leaving Certificate (PLC) provision continues to provide graduates with a range of industry-relevant skills, in courses which can offer a direct link to future careers. Graduates from courses such as Healthcare, Business, Beauty Therapy and Professional Cookery, for example, are in high demand from local employees. DIFE’s successful “Amazon Web Services Data Technician course”, is an example of a collaborative part-time programme which responds to the needs of industry and can provide a direct route to employment. Furthermore, an added benefit of LMETB’s PLC provision is its importance in providing pathways for learners into Higher Education. All three of LMETB’s PLC colleges offer “Pre-university” courses at Levels 5 and 6, which offer excellent

progression links into Higher Education Institutions in Ireland and the UK. Dunboyne College of Further Education (DCFE) recently reported that over 90% of eligible students who applied via the CAO in 2022 received an offer based on their QQI results. LMETB’s collaborative links with Higher Education are cemented by the many networks and initiatives in which it is involved, which include North-Eastern Further and Higher Education Alliance (NEFHEA), a regional initiative in the North-East comprising Higher and Further Education institutions in the region. LMETB is also aligned with the Further Education & Higher Education Network (FE-HE Network), which is an output from a previous collaboration under the HEA-funded MEND pathways project. It is a formal grouping between Dublin City University, TUS Athlone, Dundalk Institute of Technology, Maynooth University and 8 ETBS. Furthermore, LMETB’s involvement in DCU’s Connections Initiative, a newly established project which aims to ease the pathway of progression from FET providers in the DCU hinterland into the university. It aims to simplify entry routes, develop advanced entry options into certain programmes and establish a FET route into DCU’s primary education teaching programme. Such innovative collaborations have been instrumental in ensuring the development of programmes such as DCFE’s “Turn to Teaching” pilot course in partnership with Maynooth University, and OFI’s upcoming Business & Computing QQI Level 6 course which offers progression to Year 3 of BA (Hons) Business & Management degree in DKIT. For more information: Across all of its provisions, LMETB aims to provide relevant pathways for learners, whatever their personal learning goals might be. For more information on any of LMETB’s FET courses and programmes, please visit www.lmetb.ie/fet or follow us on social media @ lmetbfet. Information is also available by email at adultguidance@lmetb.ie or by phone at 1800 991898.

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SCAN ME

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Modular Solutions With an unmatched heritage, spanning over 40 years, Cpac Modular is the leading provider of offsite modular construction and civil infrastructure solutions to the education & health sectors in Ireland. design intent, clearing the way for the procurement of projectspecific goods and services and the commencement of offsite manufacture. The next step involves the structural design, loadings and foundation design, civils design and associated infrastructure.” Collaboration and communication with all identified stakeholders throughout the whole project lifecycle are coordinated through a common data environment. This ensures that key design, procurement, manufacture and construction milestones are met as per the delivery programme.

Stage Three – Pre-construction

Cpac Modular is a multi-award-winning construction company, most recently winning the Excellence in Public Sector Construction Services Support Award 2023 for Modular Construction. The firm provides total solution services to its clients culminating in the complete delivery of multi-storey accommodation structures ready to go into service. Cpac Modular’s total solution offer includes the following items spanning the six stages of construction. n Environmental health and safety n Sustainability n Structural, mechanical and electrical design n Planning and regulatory compliance n ISO manufacturing for modular construction. n Site investigation and set out n Civil infrastructure and associated groundworks n Foundation design and construction n Installation and fit-out n Commissioning and BCAR Sales and Business Development Manager, Martin Murray outlines the total solution process from start to finish:

Stage One – Tender and award

“At the tender stage, details of the project are reviewed, a site survey is undertaken and the planning conditions (as granted) are evaluated. All design, specification and service details attached to the tender are inspected and considered to ensure a modular construction solution is achieved; this includes the initial ‘modularisation’ of the architectural design. We look at the efficiencies that modular construction can bring to the project in compliance, programme and sustainability. At this point, we can confidently calculate the time savings modular construction delivers.

Stage Two – Design and Compliance

On contract award, we commence detailed architectural and structural design which evolves the ‘modularisation’ of the design. This stage allows the client to see and approve the full

Pre-construction, as the name suggests, enshrouds all the work in a construction project before physical construction commences to mitigate potential project delays. At this stage, the project team responsible for the complete delivery is assembled by our preconstruction manager. The project team goes through the design parameters and project requirements agreeing clear and concise objectives for all stakeholders. The team consists of the nominated project manager, BIM manager, structural engineer, design and BIM coordinator, architectural, mechanical and electrical team, nominated PSCS, site manager and health and safety manager.

Stage Four – Procurement for manufacture and construction

In the procurement stage, the equipment, labour, and materials necessary to complete the project are secured. The complexity of this stage is project-specific and compliant with the commencement date and programme of works.

Stage Five – Construction and manufacture

The outcomes of stages 1-4 inform and enable the construction & manufacture phase to commence according to the programme of works. Throughout this stage, quality and building control compliance together with environmental health and safety adherence is paramount. The assigned project manager coordinates client design team inspections and assigned engineer monitoring during manufacture and construction. This ensures that all BCAR inspections are completed and any potential issues are closed out.

Stage Six – Commissioning for handover

During this final phase, construction is complete, and the project manager and client design team architect/engineer physically inspect the building to ensure all systems are tested to ensure they meet the specified requirements. Commissioning for handover sees all necessary project information, close-out documents, manuals, as-built drawings submitted for BCMS approval. During this period, we demonstrate the building control systems to the local stakeholders who will utilise the building daily. A project-specific O&M manual is also provided to ensure the safe use and maintenance of the building. In conclusion; our total solution offer, delivered via our six stages of construction, ensures our clients receive a fully compliant, energy efficient and sustainable modular building.”

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every single ARTIFACT tells a unique

design: www.pH7.ie

story

8 Jocelyn St, Townparks, Dundalk, County Louth, A91 EFY9 +353 (0) 42 93 92 999

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Curating Culture County Museum Dundalk has been a valuable County Louth historical resource for almost three decades. Public Sector Magazine spoke to Curator Brian Walsh to find out more about this fascinating facility.

Celebrating its 30th anniversary in 2024, County Museum Louth remains one of Ireland’s greatest secrets. The museum is located in a 12,500-square-foot, beautifully restored 18th-century warehouse, formerly a tobacco store owned by PJ Carroll & Co. Following a decline in tobacco sales in the late 1980s the building was gifted to Dundalk Council on the proviso it be used as an interpretive or heritage centre. The council team’s vision was to style the centre as a museum and the rest - pardon the pun - is history. The team was fortunate to gain support from the National Museum of Ireland and many archaeological items found a new home in Dundalk – the museum is one of a select number of facilities that can store and display items from the National collection. The County Museum Dundalk currently boasts a collection of over 80,000 items, from paintings to artefacts, a Viking needle

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to a ship’s anchor, agricultural and industrial items and pieces that reflect the social and political history of the country. As Curator Brian Walsh says: “It’s not just about the item itself, it’s about the story that goes with it, an antique pen becomes not just a pen but something that changed the course of history when it was used to sign a statement or declaration. “The collection is incredibly diverse, that’s the beauty of it, every piece has a story behind it and it’s the story that engages visitors, it’s what gives the item colour, depth and meaning.” When asked what his favourite museum piece is, Brian laughs, saying, “To choose a favourite piece is like choosing a favourite child, it changes from day to day and each individual item has its unique element that makes it special.” The museum often receives items from inheritance estates and Brian explained what a great privilege it is to be tasked with

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Local government for your region One of the three Regional Assemblies in Ireland and part of the local government structure, the Eastern and Midland Regional Assembly works with key stakeholders at EU, national, regional and local level to provide a range of functions to enable sustainable regional development.

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“The pieces tell the stories of those who went before us, our parents and grandparents with their dreams and aspirations.” caring for these very personal items, particularly at a sad time for the families involved. “It’s very humbling and emotional, the selfless act of a bereaved family gives others such pleasure as future generations can share in these precious pieces.” While the pandemic and subsequent lockdown impacted the museum’s footfall, Brian and his team did not rest on their laurels, the team turned to social media, uploading content daily to Facebook including photos, quizzes and arts & crafts activities to keep followers of the museum engaged when they were stuck at home. This proved to be a hit as local people engaged regularly with the museum’s page. “I had people approach me when I was out saying how much they enjoyed the daily posts, it was at that point I realised that what we were doing wasn’t just a simple upload of a photo, it was genuinely impacting people’s lives even in just a small way, during that difficult period.” Brian reflects. As with other significant events in Irish history such as The Great Famine and the two World Wars, the story of the COVID-19 pandemic will find its place in the museum. Brian, perpetually committed to the longevity of the museum, was forward-thinking enough to record that period in 2020, taking photos of official Covid-related signage and of people standing in line social distancing. Photos that will fascinate future generations as they learn more about what their forebears endured during that modern-day crisis. When it comes to the most popular items on display in County Museum Dundalk, of course, items like a leather jerkin worn by King William of Orange at the Battle of the Boyne or Oliver Cromwell’s shaving mirror are up there on the list. However, Brian explains that the piece that brings the biggest smiles is a 3-wheeled Heinkel bubble car. The Ferrari red and glistening chrome car was built in Dundalk in the late 1950s for export. Brian recalls how a world-famous composer, a serious kind of guy, visited the museum several years ago and was completely mesmerized by the car. “He became like a small child, his face lit up and his body language softened and he couldn’t get enough of the story. It was such a delight to be able to tell him all about it.”

Curator Brian Walsh

County Museum Dundalk has a poignant collection of trench art, the significance is less in the paintings and more about the story behind them. Soldiers on the French battlefields in WW1 created these works to supplement their income while recovering from injury – a kind of occupational therapy which became a cottage industry. Another part of this collection is an artillery shell refashioned into a jug with small tumblers from which soldiers would sip rum, gifted by local people, to calm their nerves before heading into battle. “It was quite possibly the last expression of human kindness some of these guys experienced,” Brian reflects. Be it cars, clothing or culinary artefacts, everything in the museum comes from a special place in Irish history, as Brian says, “The pieces tell the stories of those who went before us, our parents and grandparents with their dreams and aspirations. Stories of those who realized their dreams and of those who failed, through no fault of their own. It’s about learning from our mistakes and if we are going to make mistakes let them be different ones, not the same.” With its 30th anniversary on the horizon, County Museum Dundalk has not shied away from technology and features numerous interactive showcases, although Brian firmly believes that people can tell a better story and that personal interaction is the strongest way to get the message across. All members of the six-strong team at the museum take great pride in their work and make every effort to ensure visitors get the very best from their visit and this is reflected in the outstanding reviews the facility receives. Although the museum has won numerous awards, of which Brian is very proud, he says it’s the recognition from visitors that means the most. As the museum moves into its fourth decade the team is preparing to mark the anniversary in late spring with special exhibitions celebrating the museum’s greatest achievements. Looking to the future, Brian’s ethos remains the same as he concludes: We cannot underestimate the importance of collecting and exhibiting our material culture which is the baton we can pass to the next generations and maybe inspire these subsequent generations by way of the achievements of the past.”

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EMRA: Driving A Regional Agenda Over the past year, the Eastern and Midland Regional Assembly (EMRA) has marked a number of achievements that are paving the way for more balanced and inclusive regional development.

River Liffey, Dublin

One of the three Regional Assemblies in Ireland and part of the local government structure, the Eastern and Midland Regional Assembly (EMRA) works independently with key stakeholders at EU, national, regional and local levels to deliver a range of functions to enable sustainable regional development. These functions include policy-making, monitoring and oversight, and promoting enhanced coordination in our Region. The Assembly combines local voices to promote equitable and inclusive growth in the region. The Eastern and Midland Region is the smallest in land

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Abbeyleix Bog Project.

area of the three Irish Regions but has the largest population with over 2.5 million people. It incorporates 12 city and county councils including the counties of Longford, Westmeath, Offaly and Laois in the Midlands, Louth, Meath, Kildare and Wicklow counties in the Eastern Region, and Fingal, South Dublin, Dublin City and Dún Laoghaire-Rathdown counties in the Dublin Region. The Regional Assembly is comprised of elected members (councillors) who are elected by their peers in the 12 counties to represent them regionally or as members of the Irish delegation to the Committee of the Regions.

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Launch of the EU Just Transition Fund programme on 28 April 2023 at the Corlea Trackway Visitor Centre, County Longford. Pictured from left to right: Minister of State Peter Burke T.D.; Sofia Alves, Director at the European Commission’s Directorate General for Regional and Urban Policy (DG Regio); Minister of State Sean Fleming T.D.; Minister of State Anne Rabbitte T.D.; Minister of State Malcolm Noonan T.D.; Minister of State Pippa Hackett; Minister Eamon Ryan T.D.; Cllr Robert Power (Cathaoirleach of EMRA 2022-2023).

Functions of the Regional Assembly EMRA plays a key role in the development of the Region for the benefit of its citizens. This role revolves around three axes of core functions: n Strategic planning and sustainable development with making policy through the Regional Spatial and Economic Strategy (RSES) and providing statutory observations on local authority development plans and variations. n European affairs through the management of EU funding programmes, management of the Irish Regions European Office in Brussels, which provides support to the Irish Delegation to the EU Committee of the Regions. n Effectiveness in local government by enhancing coordination between EU, national, regional and local governance and developing research and evidence-based knowledge for implementation and monitoring.

2023 a year of impact for the Region and beyond Over the 12 months EMRA has made significant contributions within these functions supporting balanced and inclusive development across the region. Last year wrapped up with two significant milestones for the Assembly. First, the Regional Development Monitor was launched by Minister Peter Burke TD. Created in collaboration with the three Regional Assemblies in Ireland, the All-Island Research Observatory (AIRO) at Maynooth University and spatial infrastructure partners the Ordnance Survey Ireland (OSI) via the GeoHive platform, this Monitor collates and visualises a range of socio-economic and

environmental indicators on an interactive dashboard to enhance the understanding of key societal trends in Ireland for better decision-making. The open-source tool can be used by departments, local authorities, planners, policymakers, researchers and members of the public. Through this tool, the Regional Assemblies have taken a big step forward in monitoring progress in implementing the Regional Spatial and Economic Strategies. The importance of the Regional Development Monitor was recently recognised at the Irish Planning Institute (IPI) 2023 Planning Awards. EMRA was a joint winner of an IPI Planning Award under the Research and Innovation category for its work on this platform. Secondly, having been appointed the Managing Authority of the European Union’s Just Transition Fund (EU JTF) by Minister Eamon Ryan TD, the close of last year brought the approval of the EU JTF programme. Co-funded by the Government of Ireland and the European Union, this brand-new funding programme will provide up to €169 million in support to the wider Midlands of Ireland to mitigate the adverse effects of the climate transition. Launched at the Corlea Trackway Visitor Centre in County Longford on 28th April, the EU JTF brings funding support to diversify the local economy, restore degraded peatlands and regenerate industrial heritage assets, and provide smart and sustainable local mobility. EMRA and the Department of the Environment, Climate and Communication have since worked closely with delivery partners and agencies to build funding opportunities. The first calls for funding under the EU JTF have opened and are seeing a good deal of interest. So far, calls under the Fund bring support to regenerative tourism in the Midlands,

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Members and staff of the Eastern and Midland Regional Assembly, July 2023. bio-economy demonstration initiatives, grants for locally and regionally led projects, and installation of EV chargers, with more calls to come. With its strong involvement in EU affairs, EMRA ensures that the region has a say in EU policies and programmes that will impact its territory and bring benefits to the region from EU funding and good practices. Through the work of the Irish Regions European Office (IREO) in Brussels, which EMRA manages on behalf of the three Regional Assemblies, EU policymaking is brought closer to the local government sector. In doing so, IREO organised in Athlone on 19 April a successful national conference on accessing EU funding opportunities to officers and elected members from across the country, providing attendees with the knowledge and skill set to get involved in the myriad of EU funding programmes available. The keynote address at this event was delivered by Minister Paschal Donohoe and Minister Peter Burke was in attendance. Assembly Members have represented the Eastern and Midland Region and the Irish perspective this year in the EU policy-making process through the EU Committee of the Regions (CoR). Members have made important contributions to debates on topics such as the role of subnational authorities in keeping climate ambition on track, the reconstruction of Ukraine, ambient air quality, equality, sustainable development goals, just transition and the digital and green transitions. Since 2018, EMRA has provided the National Contact Point for URBACT, an EU Interreg programme focusing on exchanges and good practice between European towns and cities on integrated sustainable urban development. In 2023, EMRA expanded its function and impact in this area by being appointed as the contact point for the European Urban

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Initiative (EUI). Having both contact point functions within EMRA equips the Assembly to best support towns and cities of all sizes across Ireland with a menu of options when it comes to project calls for funding on sustainable urban development. Additionally, EMRA has provided significant contributions in overseeing and guiding national and local strategies. During 2023 EMRA has issued a number of statutory and non-statutory submissions and engaged in stakeholder consultation on national policy, including oversight on local policy. This includes contributions to the draft Planning and Development Bill 2022, a review of the National Planning Framework, the National Reform Programme and the National Waste Management Plan for a Circular Economy. EMRA also published the Monitoring Report 2023 of the RSES which presents the progress made in securing the overall objectives of the RSES for the Region. EMRA has implemented the Smart and Sustainable Mobility Accelerator (SSMA) programme. Part of the Pathfinder Programme and a key initiative of the National Sustainable Mobility Policy, the SSMA consists of a training, education and capacity-building workshop programme for Local Authority staff, elected members, and stakeholders to design and implement smart and sustainable mobility projects. The SSMA also consists of the Sustainable Mobility Academy, an online platform resource, which was launched in September 2023. EMRA is looking forward to building on this body of work for a very productive 2024. Anyone interested in knowing more or getting involved in the work mentioned can contact info@emra.ie or visit their website www.emra.ie.

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Plain Sailing for Shannon Foynes Discussing the pivotal role of Ireland’s largest port, Patrick Keating, CEO of Shannon Foynes Port sets out a compelling vision for the future and says that for the first time in its history Ireland has the potential to be energy independent. The economic significance of Shannon Foynes Port was last calculated in a major 2015 study which revealed an annual turnover of goods amounting to €8bn and an enterprise which supports over 3,600 jobs in the region. Accounting for approximately 20% of Ireland’s total trade, Shannon Foynes is a crucial facilitator of national commerce. Operating as a corporate entity with a robust commercial mandate, the port’s mission is to facilitate the import and export of goods. Shannon Foynes has a significant focus on sectors such as energy, construction, agriculture, and commodities and the seamless integration of the port into supply chains is pivotal for its customers.

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A vital cog in the wider supply chain, ports ensure that goods move speedily and efficiently and help fortify the strength of the entire economic chain. According to Pat Keating, Ceo, Shannon Foynes Port, enhancing our port capabilities delivers multiple benefits and improves Ireland’s prospects in terms of attracting inward investments and supporting the export ambitions of indigenous companies. “Our customers want to see a seamless import export node on their supply chain,” says Pat Keating. “It’s not just about the cost of using the port but also the flexibility of using that port. Can our customers move their goods in and out easily

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“We cannot rely on exchequer funding so that has made ports more competitive and forward thinking. When you’re operating on a commercial basis you have to have an eye on the future.”

and at times that are convenient and suitable for their business and their supply chain. In order to facilitate this, you obviously need adequate port infrastructure and services, loading bays, warehousing, storage and distribution facilities. Not only do you need to be alongside the water, but you also need a port estate that’s large enough to house all these facilities. “And the port needs to be adequately connected to its hinterland either by road or rail. Shannon Foynes which is the single biggest cargo port in our portfolio is served by a secondary road and one of our big objectives is to improve that to a primary motorway or dual carriageway standard and thankfully that is underway at present. “A chain is only as strong as its weakest link and ports are key for facilitating the transport of goods from road to sea and vice versa. But obviously our ports need to be developed and well serviced- and the road and rail connections have to be of an adequate standard so that you don’t have congestion because delays cost money. It’s all part of a supply chain jigsaw and all the constituent parts need to work.” The commercial focus embedded in the structure of Irish ports has helped make them competitive and commercially astute. Despite acknowledging room for improvement, Keating believes that Irish ports compare favourably with their European counterparts.

Shannon Foynes Port’s designation as a tier one port in the favoured EU regional Core Port Network Port is also a testament to its strategic importance. This status ensures priority in national and European planning policies, translating into governmental commitment to improve inter-land connections. The port’s eligibility for grant funding under the connecting Europe facility further strengthens its position on the international stage. “Any investment in our ports has to be funded out of port revenues to a large extent and commercial focus and appraisal is all part of the package of the Irish Port network,” Keating says. “We cannot rely on exchequer funding so that has made ports more competitive and forward thinking. When you’re operating on a commercial basis you have to have an eye on the future. “In terms of tier one ports, there’s three in Ireland, Shannon Foynes, Dublin and the Port of Cork. It’s important from the point of view that we receive policy priority under both European and national policies. The policy support that emanates from national or European policy is hugely significant and enables us to roll out our investment plans. And because we are a core port under European policy, the TEN-T guidelines, we’re also then eligible for various grant funding under the connecting Europe facility, which is the European transport budget. “The EU publish grant calls which are competitive calls for funding. So, you make an application because you have the policy support, you’re eligible and you can get funding of up to 30% for capital projects depending on the eligibility criteria. So, it’s very important.” Looking towards the future, the much-vaunted Shannon Foynes Port 2041 master plan is underpinned by three key drivers: the development of a marshalling port for floating offshore wind, the production of alternative fuels, and the expansion of traditional trade abilities through upgraded rail and road infrastructure. This strategic foresight positions the port as a key player in Ireland’s quest for energy independence and economic resilience. Keating keenly emphasises the transformative potential of Ireland’s offshore renewable energy resources. Traditionally reliant on fossil fuel imports, Ireland now stands on the cusp of energy independence, thanks to the vast offshore wind potential along its Atlantic and South Coasts. The master plan’s primary objective is to unlock this energy resource and assist Ireland to position itself not only as self-sufficient but as a potential energy

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exporter to European neighbours. technology, current wind turbines and “So, there are very clear objectives for current storage. That is about 14 times the future development not just of Foynes, our current grid size.” but the Shannon Estuary. And in terms of “With the electrification of transport, the offshore renewable energy potential electrification of heat, all of these things, the opportunities we have as a country are our local domestic demand is going to hugely significant. For the first time ever, increase by seven to eight-fold by 2050, so Ireland can be energy independent if we we will need these resources.” tap into our offshore renewable energy Keating also points out that the resources. prospect of an infinite supply of “We’ve always been importers of fossil green energy also enhances Ireland’s fuels but this offshore renewable energy attractiveness to industries like resource in the Atlantic and the South Coast pharmaceuticals, information and allows Ireland to be energy independent communication technology (ICT), and and also have enough energy to export data centres and aligns with the country’s services to Europe as well, in time. broader economic goals. “The first objective in our master plan Beyond energy considerations, review was to determine the core port Shannon Foynes Port envisions playing a facilities that are key to unlocking this central role in reshaping Ireland’s logistics offshore renewable energy resource, the landscape. By developing a logistics hub three or four key things that we need to around the Shannon Estuary, the port do on the Shannon Estuary to harness that aims to balance the current distribution energy and make it viable for downstream of unitised traffic, currently dominated wind developers to harness. by Dublin. A new node at Foynes, with “The first was to develop a new port upgraded road and rail infrastructure, area, at Foynes Island and the second big promises a seamless and uncongested infrastructure project was ESB’s Green import-export hub and will help fostering Atlantic Money Plan project. We also need economic growth in the region. areas of what is known as wind storage, “There’s a supply chain, enabling which is basically facilities to store these the construction and facilitation of the turbines in the Shannon Estuary before turbines and then there’s the route to they’re deployed to the wind farm. market. Once you bring that energy “The next significant element then is ashore, you have so many different to develop the port as a known end base users for it. For example, in the Agri to service those wind farms once they’re sector, you could create a green fertilizer constructed. The underlying supply chain manufacturing plant because fertilizers that’s required to do that is very significant.” require a lot of energy in their makeup Ireland can draw inspiration from and their input. So, if that energy successful offshore wind initiatives across is green energy, the fossil fuel issue Europe. Denmark, in particular, serves as around fertilizers diminishes. It makes a compelling case study, demonstrating Ireland very attractive for either FDIs or that for every gigawatt of offshore wind indigenous industry. Anybody who uses a developed, 14,000 jobs are created in the lot of energy basically is going to find this onshore supply chain sector. Ireland’s hugely attractive. unique wind resource, ten times the size “And it would make Ireland very of its landmass, makes it ideally suited to competitive as a country because you can pursuing similar activities. offer competitively priced green energy Patrick Keating, CEO, Keating also cites the Shannon Estuary and that’s a key resource for the future.” Shannon Foynes Port economic task force, a program for “Our master plan also showcases government task force established about the potential for Shannon Foynes to add eighteen ago which reported last July and estimated that the capacity into the national supply chain by creating a new logistics development of the supply chain for offshore wind at scale, hub around the Shannon Estuary where you’d have large scale could create up to 50,000 jobs by 2050. distribution centers. And then with that new road and rail “There’s a lot of case studies on offshore renewable across infrastructure we spoke about, you can easily then distribute that Europe that Ireland can learn from,” Keating says. “As it across the country.” turns out, we’ve got the best wind resource in Europe, the The master plan aligns closely with the government’s climate Atlantic Wind Resource at five meters per second. And our action plan, reflecting a strong sense of responsibility towards strategic review found that there’s 70 gigawatts very close environmental sustainability. Shannon Foynes Port acknowledges to the Shannon Estuary which is accessible using current its role as a commercial entity owned by the government

“The next

significant

element then is to develop the port as a known end base to service

those wind farms once they’re

constructed.

The underlying supply chain

that’s required

to do that is very significant.”

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Traditionally reliant on fossil fuel imports, Ireland now stands on the cusp of energy independence, thanks to the vast offshore wind potential along its Atlantic and South Coasts.

“As it turns out, we’ve got the best wind resource in Europe, the Atlantic Wind Resource at five meters per second. And our strategic review found that there’s 70 gigawatts very close to the Shannon Estuary which is accessible using current technology, current wind turbines and current storage. That is about 14 times our current grid size.” and is committed to leading by example. By improving the sustainability of its operations, the port aims to contribute to national and global efforts in combating climate change. “We all have a responsibility, but I think companies such as ours, commercial or State companies, which are government owned, are expected to lead by example. So absolutely there is a strong responsibility and we do try to, improve the sustainability of our businesses from both an energy and an emissions point of view. And that that’s a very strong, new objective that we have as a company. And obviously it’s the new and emerging objective for many companies. Shannon Foynes Port has taken a proactive stance and is engaging with the Sustainable Energy Authority of Ireland (SEAI) and conducting energy audits to identify energy consumption patterns across various asset classes. The port has established a glide path outlining the journey to achieve 2030 obligations, which include targets of 50-51% reductions in energy use and emissions. Keating stresses the importance of procurement in driving change and Shannon Foynes Port strategically incorporates

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sustainability criteria into tender processes. By pressuring suppliers to provide more sustainable solutions, the port seeks to foster a collective effort toward environmental responsibility. “At this stage we’ve identified where we use our energy and that’s broken down over whether it’s patent machinery or floating craft or buildings. We have identified the areas we need to address, and we do have a glide path, but we are also dependent on technology being developed. For example, on heavy planted machinery which uses diesel at the moment. There’s the HVO fuels that will get you some parts of the way, but we are dependent on engine and fuel manufacturers to come up with more efficient fuels and more efficient engines. “We do know is we have to commence the journey. We have to plan, and we have to try to put pressure in on our suppliers. Procurement is another important area to drive change where when we now go to tender, we seek again the most sustainable solutions as well from our suppliers. So, it’s important that we have a company policy built around a framework which demonstrates how we intend to get to where we want to get to, which is often to be net-zero by 2050.”

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Ship to Shore Container volumes at Irish ports declined significantly during the first half of 2023, but there were encouraging signs as inflation began to subside during the second half of the year.

In an analysis of shipping freight volumes during challenging economic condition, the Irish Marine Development Organisation report that the volumes handled by the Roll-on/ Roll-off (RoRo) and Lift-on/Lift-off cargo modes at Irish ports declined significantly during the first six months of 2023. When compared to the first half of 2022, RoRo volumes fell by 3%, equivalent to 20,000 fewer RoRo units. LoLo traffic fell by 9%, or 55,000 TEU’s, over the same period. In the RoRo market, volumes in Q1 and Q2 declined by 4% and 3% respectively. Volumes in both quarters were below the long-term trend for the sector, the benchmark for which is approximately 300,000 units per quarter. When seasonally adjusted, RoRo traffic declined on a quarterly basis in four of the last five quarters. Rosslare-Europort was the only port to record an increase compared to 2022. This was driven by an announcement in late 2022 that a Cork-Zeebrugge service operated by Grimaldi would move to Rosslare Europort. Finnlines, a Finnish shipping company that is part of the Grimaldi Group, now operates the service from Rosslare. The breakdown in RoRo traffic between ports in mainland Great Britain (ROI – GB) and ports in mainland Europe (ROI – EU) has now exhibited the same post-Brexit trends for ten consecutive quarters. ROI – EU, or direct, RoRo traffic continues to represent 1 in 3 RoRo units, compared to 1 in 6 prior to January 2021. As a result, there is no immediate sign of a return

to the pre-Brexit makeup of the Irish RoRo freight market. In the LoLo market, volumes in Q1 and Q2 declined by 7% and 11% respectively - declines that were also reflected at an international level. Global seaborne trade indicators for container traffic exhibited sharp declines, particularly in the early months of 2023 and this trend was mirrored at Irish ports. There was no significant change during the third quarter, when the volume of traffic at ports in the Republic of Ireland declined by 2% to 291,879 units, when compared to the same period in 2022. Traffic to ports in Great Britain and mainland Europe both fell by 2% each and all three Iris RoRo ports – Dublin, Cork and Rosslare Europort – recorded a decline this quarter. For RoRo traffic, July and august are relatively quiet months, as the holiday season is in full force. September, however, is a busy month, with volumes typically above average as preparations begin for the pre-Christmas period. In September 2023, volumes declined by 5% when compared to 2022. In all, the volumes recorded in Q3 2023 are slightly below trend for the Irish RoRo market, whereby the long-term trajectory of volumes are roughly 300,000 units per quarter. In the LoLo market, traffic declined by 6% to 277,60 TEU’s. For each of the three Irish LoLo ports, this is the lowest third quarter performance of the post-Brexit era. The long-term trajectory of Irish LoLo traffic is between 290,000 – 295,000 TEU’s per quarter. The latter half of 2022 and the first three

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In Northern Ireland, RoRo traffic performed strongly in Q3 2023, as volumes rose by 3%. In the LoLo sector, traffic was roughly equivalent to Q3 2022. This is a resilient performance from Northern Irish ports in the face of difficult economic headwinds. quarters of 2023 has been a difficult period for this sector, with volumes generally below trend. In Northern Ireland, RoRo traffic performed strongly in Q3 2023, as volumes rose by 3%. In the LoLo sector, traffic was roughly equivalent to Q3 2022. This is a resilient performance from Northern Irish ports in the face of difficult economic headwinds. For Irish unitised traffic (i.e. RoRo and LoLo), the predominant factor driving declines in 2023 has been high inflation and interest rates, coupled with heightened geopolitical uncertainty. Inflation has risen considerably both at home and abroad over the last 2 years. Beginning with a rapid rise in energy costs in early 2022, the cost of transporting goods, and the cost of goods themselves, has risen sharply. This has suppressed trade at our ports, with traffic on almost all routes declining to some degree. Higher prices, higher borrowing costs, and greater uncertainty serve to suppress demand for finished products such as those transported by the unitised shipping sector. Irish unitised traffic is sensitive to domestic demand indicators such as Irish consumption levels, GDP and modified domestic demand. On all three measures, the outlook is positive for 2024 in Ireland, as the Central Bank predicts increases of more than 2%. Internationally, the outlook is mixed. The IMF recently described the global economic outlook as ‘stable but slow’, with global growth expected to fall from 3.5% to 3% in 2023, and 2.9% in 2024. This characterization by the IMF is reflective of the performance of the global container market, a useful bellwether

for the global economic outlook. Clarkson’s Research predicts European container exports to both Asia and North America to decline in 2023 by 6% and 10% respectively in 2023. Intraregional container trade in Europe is expected to decline by 6%. These indicators are highly relevant to Irish ports, as this global containership network is essential for Irish importers and exporters to access international markets. Overall, resilient domestic demand is offsetting difficult global economic conditions. Irish ports have recorded declines in Q3 2023 but have held on to the gains made in recent years, avoiding steep declines in traffic. In addition, there are several reasons to be optimistic about the near future for Irish maritime traffic. Firstly, inflation has begun to ease across the EU. In Ireland, the inflation rate in July was 4.6%, its lowest level since September 2021. Secondly, according to latest Central Bank reports, domestic growth in Ireland remains robust and is higher than what was expected earlier in the year. Unemployment is extremely low, and this is creating resilience within the economy. Abroad, EU growth is subdued, while US growth is improving. Both are also buoyed by high employment levels. Most importantly, global inflation rates are easing. In all, there are positive signals that the declines recorded at Irish ports may be temporary, and that the worst period may have passed. As we have seen from the disruption caused by both Brexit and COVID-19 in recent years, there is a resilience in the Irish maritime freight market that is essential to overcoming economic headwinds such as these.

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Bond Freeze Ltd. provides a range of services from its multi-temperature storage capacity in the prime location of Dublin Port which has the ability to hold in excess of 8,000 pallets. Our services include Cold Storage, Tempering, Date Coding, Distribution, Order Picking as well as Container Stuffing / Destuffing. Bond Freeze customers enjoy the benefits of our new Warehouse Management System which generates real time stock and movement reports. The system also allows customers to access and manage their stock through the system portal on our website. 158

Our aim is to provide high quality, reliable and cost-effective storage and valueadded services to the food industry Services available; • • • • • •

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Cold Storage Tempering Date Coding Distribution Order Picking Container Stuffing / Destuffing

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Firmly on Track GPX Rail is a multi-disciplinary support services company specialising in civil engineering, track work projects and construction. The firm’s vision is to provide an outstanding service to its clients. An excellent understanding of these industries allows the company to continuously deliver a safe, cost-effective and innovative service to the civil engineering, construction and rail industries.

Since its formation, GPX Rail’s expertise has been employed by numerous high-profile clients including Irish Rail, London Underground Ltd, Network Rail, Alstom (Dublin Luas light rail), Translink (Northern Ireland), Amey, Docklands Light Rail, Jons, Murphy International, Northern Excavators, Babcock Rail, Dublin Zoo, Balfour Beatty Rail, BAM and SIAC. GPX Rail is committed to ensuring that the highest standards of health and safety are applied consistently throughout all its operations. Its staff are continually assessed and trained up to the highest standards. GPX has earned a reputation for quality by fulfilling customer expectations as Commercial Director Garreth Sterio explains: “Our reputation for quality of service, married to a highly skilled workforce ensures that we continue to offer a professional service to all our clients. Our high standards and flexibility have earned us repeat business with clients, which we endeavour to build upon while developing fresh relationships in new fields. “We continually strive to work closely with our clients to provide and implement cost savings and innovative solutions. The results lead to a closer working relationship which leads to better communication and an overall enhanced relationship. Our team aims to continue and further these solutions in tandem with all client’s needs.” The management team at GPX has a wealth of experience in rail and civil engineering projects ranging from railway station upgrades, platform extensions, car park construction, drainage and utilities installation, site clearance, bridge construction and road maintenance.

GPX is currently supplying specialist bridge labour teams working on, maintaining and upgrading major structural steel railway bridges throughout Ireland. This work includes the removal of existing corroded steel sections, riveting and replacement with new plating and HSFG bolting. Other remedial works including arc welding, burning and grinding are also carried out. With platforms being the frontline of public interaction with the rail, upgrading and extending existing platforms are typically a delicate operation. GPX operatives have prior knowledge and the skill to carry out these tasks such as: replacing or pointing coping slabs, installing precast ‘Z’ units while facilitating existing UTX and SET ducting and installing new telecoms and drainage. With the public firmly in mind, all this work will be carried out with the highest standard of quality and health and safety. The skilled teams at GPX can carry out various projects in all aspects of groundworks, including building and maintaining all manner of manholes, such as in situ concrete, brick/block and precast manholes. Laying concrete, clay uPVC, and cast iron pipes. The firm also facilitates the surveying, testing and maintenance/repair of all types of storm and waste drainage. Other services include building and maintaining in situ concrete, masonry, precast and multi-stack, and JB4-type chambers. Laying and certifying a range of ducts including those used to carry NTL, Eircom, CCTV, street lights, traffic lights etc. For transport services to sustain an efficient operation, a first-rate infrastructure maintenance structure is required.

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Within the rail/road industry, GPX can deliver a cost-effective, well-organised and practical approach to all aspects of infrastructure maintenance including upgrading and restoring. Through communication and planning GPX can identify and carry out the tasks required to ensure the smooth operational running of your rail and road service. The company has an exceptional record of returning infrastructure maintenance contracts on budget and on time. GPX offers a complete range of infrastructure maintenance capabilities including intrusive surveys and feasibility surveys, embankment stabilisations, trackside drainage, rail vehicle accessibility projects, IBJs, crossovers, track panels, mucky boxes, ballast retention, and sleeper changing. GPX has successfully delivered on a broad range of capital works contracts from large new build projects to small-scale refurbishments to a very high standard of quality. An array of plant is available for hire, with driver-supplied or self-drive, to suit a large range of requirements. From the erecting of structural steel frame buildings to the refurbishment of houses, GPX Rail’s construction division has a proven record of a high level of adherence to construction standards without any high costs. GPX’s ability to carry out all stages of the works from initiation through to the completion stage gives the client a single point of contact for the duration of the project.

Plant and Management GPX’s Operations Director can arrange a consultation visit to help you choose the correct machinery for the project at hand. GPX offers a first-rate facilities management service providing planned services, tailored to suit each client to ensure a hassle-free one-stop shop for all your facilities and maintenance requirements. The company also offers emergency response crews, which are available 24/7, 365 days a year. GPX has dedicated trained crews with fully fitted out vans and the ability for rapid emergency response when called upon. The effectiveness of the system has earned the company a special recognition award from one of its main clients. “We can carry out a wide range of maintenance services and

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inspections. Each programme is tailored but usually contains the basic functions i.e. yard cleaning, graffiti and gum removal, unblocking drains, vegetation control, boundary wall/fence inspections and repairs, and plant maintenance and repairs. As our relationship grows with each client we can achieve further cost-effective solutions and a more efficient means of running the operation,” Garreth continues. “We are currently working on multiple track welding contracts throughout Ireland for various contractors and state bodies. This has been accomplished through completing contracts within time, and budget and with a consistent level of high quality and reliable workmanship. “The foundations of our company are built on our staff possessing the relevant skills at hand. At GPX we are committed to continuous training to meet and surpass the demands of the industry. “For our company to continue to maintain and surpass standards, we must have the basic element, the correct staff. Each recruit has to undertake training in mandatory skills. When complete we can train an individual up to a more specific role, from arc or Thermic welding to permanent way maintenance. This in-house training enables us to keep our staff up to date on the expertise needed to complete the task in a competent manner required by the client. “This endorsing of higher standards reassures our clients that they will always receive skilled teams with the understanding and know-how, who will integrate seamlessly into their company structure. “As well as the practical training there is also technical briefing throughout. This provides the individual with the rationale behind the process and the ability to apply what they have learned to different situations. In conclusion in all training courses, there is an assessment test, in which each candidate must prove that they understand each separate skill. The GPX school trainers have over 50 years combined experience in the railway industry and are experts in their own right in permanent way maintenance and rail welding. Our purpose-built and certified welding training school is one of the forerunners of training in this area.”

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Dublin Port Opens New Terminal T4, a newly redeveloped RoRo freight terminal in Dublin Port costing €127m, is officially open for business.

Self-financed by Dublin Port Company (DPC) and delivered on time, and on budget, T4 marks a major milestone in the delivery of the ABR Project, the first of three major capital development projects under its Masterplan to futureproof Dublin Port’s cargo handling capacity to 2040. T4 will handle more than 220,000 RoRo units annually, which equates to over one-fifth of all RoRo units at Dublin Port based on 2022 volumes and more RoRo freight per annum than any other port in the Republic of Ireland. T4’s capacity comes from 4.1ha of existing port lands having been reconfigured, creating more efficient space for handling European and UK unaccompanied RoRo units. It comes into operation at a time of growing demand for unaccompanied RoRo freight services (goods on trailers transported by ferry without a driver) to and from the greater Dublin market post-Brexit. T4 brings into operation 3km of new quay walls, upgrading Victorian-era port infrastructure to service direct routes between Dublin and Liverpool/Heysham by ferry operator Seatruck. The work also involved the demolition of an old jetty, replaced with two best in class modern jetties of 270m each, that will accommodate the largest ferries measuring 240m in length and which have been future-proofed to allow for shore to ship power in the years ahead. Importantly the development of T4 has also facilitated the closure of an entrance onto East Wall Road paving the way for DPC’s Liffey Tolka Greenway project on East Wall Road to commence construction in 2024. This will see the transformation of the East Wall Road with a new dedicated 1.4km cycle and pedestrian route which will eventually form part of the 16.5km of cycleway / walkway planned as part of the overall Masterplan. It has also enabled the opening of a new transhipment route to Santander Launching T4, Minister of State, Jack Chambers, TD said

the opening of T4 represents another important step in DPCs journey to open up Dublin Port as a safe and accessible venue for all to enjoy. “I am delighted to be on-site today for the opening of T4 and to see first-hand the world-class facilities that are in place at Dublin Port,” he said. “Dublin Port is Ireland’s largest freight and passenger port handling approximately 51% of national tonnage. Its importance is even more pronounced in the unitised freight sector as it handles 71% of all Load-on/Load-off and 80% of all Roll-on/ Roll-off tonnage in and out of the country. “In line with its Masterplan, Dublin Port has been progressing the necessary infrastructure to provide for increases in throughput. T4 will greatly enhance Roll-on/Roll-off capabilities at the Port. “As an island nation, sufficient capacity and the efficient and seamless operation of our ports are indispensable for the success of Ireland’s importers and exporters.” Barry O’Connell, Chief Executive of Dublin Port Company, said the new terminal will support the continued growth of Dublin city and the wider national economy. “Dublin is already one of the most efficient ports in Europe. With T4, we are driving even more efficiencies and facilitating growing customer demand for direct shipping routes between Dublin, the UK and Europe. “Even with T4 now fully in operation, Dublin is running at 91% average capacity and therefore it is imperative that our plans to complete all three of our Masterplan 2040 projects continue as planned. “This will ensure we create the capacity needed to support the ongoing growth in the economy to 2040, while providing new public amenities that will support the growth of our city and neighbouring community for decades to come.”

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Sustainable Port Dublin Port Company commits to sustainable port city development Dublin Port Company (DPC) has officially signed the Agenda 2030 by AIVP (International Association of Ports and Cities). DPC Chief Executive Barry O’Connell was joined at Dublin Port’s Substation by José Sanchez, Director of the Agenda 2030 by AIVP, to mark the occasion. This significant milestone highlights DPC’s dedication to integrating the port and the city through preservation of port heritage and identity, promotion of sustainable energy alternatives and protection of Dublin Bay’s biosphere. AIVP’s 2030 Agenda is the world’s first initiative to adapt the UN’s 17 Sustainable Development Goals for the specific context of port-city relations. The document seeks to create a deeper connection between ports and cities and was produced jointly between AIVP members, which include local, regional and national authorities, private enterprises, ports, universities and architectural firms, at the Quebec Conference in 2018. The Agenda 2030 by AIVP is a comprehensive framework that seeks to develop sustainable port-city integration strategies across ten key goals. Each one of AIVP’s ten goals connect to the United Nations 2030 Agenda – which Ireland is signatory of – and to the holistic approach needed to reconnect ports with their respective cities along sustainable lines. The Agenda sets down 10 goals for sustainable port city development.

The ten key goals are: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Climate change adaptation Energy transition and circular economy Sustainable mobility Renewed governance Investing in the human capital Port culture and identity Quality food for all Port City Interface Health and life quality Protecting biodiversity

By signing the Agenda, DPC joins an international community of port cities in its support for each of these goals. The Agenda was signed in DPC’s newly refurbished Substation, a symbol of Port culture and identity which allows the public to view the original 18th-century sea wall which gives the East Wall its name. DPC is engaged in several initiatives to preserve Port culture and integrate the Port and the city. The Liffey-Tolka Project will integrate the Port with the city through 6.3 kilometres of pedestrian paths and cycleways, allowing parts of the Port estate to be accessible to the public like never before. DPC has also expressed its commitment to protecting the biodiversity of Dublin Bay, which is one of only two UNESCO biosphere reserves on the island of Ireland. It continues to support projects from Birdwatch Ireland and the Irish Whale and Dolphin Group to monitor the variety of species within the biosphere. Barry O’Connell, Chief Executive, Dublin Port Company

“We are proud to sign the AIVP Agenda 2030 and join the global effort to create sustainable port cities.

DPC is engaged in several initiatives to preserve Port culture and integrate the Port and the city. remarked that Dublin Port Company are proud to sign the AIVP Agenda 2030 and join the global effort to create sustainable port cities. “Dublin Port Company is committed to pushing forward on the ten key goals of the agenda and is currently making strides in the realms of port culture and port-city integration with our newly refurbished Substation venue and comprehensive Liffey-Tolka project, which lets the public in to 6.3 kilometres of pedestrian and cycle ways around the Port.” “Any Port should be a good neighbour to its city, and it is heartening to see this agreement mark an international consensus in this regard.” José Sanchez, Director of Agenda 2030 by AIVP, said Dublin Port Company’s leadership in embracing sustainable practices sets a remarkable example for port cities worldwide. “By signing the AIVP’s Agenda 2030, they reaffirm their dedication to making port cities more resilient, vibrant and environmentally responsible. “Dublin Port Company’s progressive steps towards sustainable port-city relations are a testament to their dedication to the long-term well-being of their community and the planet. Their unwavering commitment to the Agenda 2030 by AIVP is sure to inspire positive change in the global port city community.”

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Ennis Safety Wear Ennis Safety Wear is located on Eastwall Road near Dublin Port and was established in 2020 by Angela Ennis.

Angela saw a need for a workwear company based near Dublin Port following 30 years of experience in the sector. Taking this vast experience of the port environment and its requirements Angela set about sourcing and stocking port-related products. This proved to be a great move and positioned the business with a unique understanding of port requirements. The store offers an in-house sizing and measuring service for uniforms, workwear, PPE, safety boots and leisure wear. As a member of the Marine Industry Federation and the BSIF Ennis Safety Wear regularly attends meetings and is fully briefed on the latest port-related safety issues. Ennis Safety Wear provides a nationwide service and supplies safety wear and workwear for all industries. The company has all the relevant experience to ensure clients have the correct clothing and protection for all working environments. The firm is a specialist in flame resistant/antistatic, Arc work wear and stocks FR products in its Eastwall Warehouse. n Products offered by Ennis Safety Wear include: n Hi-Vis Clothing n Jackets, Trousers, Vests, Polos, Hoodies, etc. n Workwear n Trousers, Jackets, Fleece, Rainwear etc. n Anti-Static Clothing n Fire-Resistant Clothing n Heights PPE n Arc Clothing n Safety Wear n Helmets, Gloves, Bolle Safety Glasses, Kneepads, etc.

n Safety Boots and Shoes including ESD/Anti-static. n Corporate Branded Clothing with an in-house branding embroidery, and print division. Ennis Safety Wear is an official stockist of Progarm, Protec, Portwest, Regatta Professional, Snickers, Mascot, and Sioen among many others with over 13,500 products to choose from in a competitive price range. Ennis Safety Wear is also a supplier of Fire Resistant, Anti-static and ARC workwear and specialises in FR workwear. With a vast range of stock in a range of products and brands the firm is fast becoming one of the largest suppliers of FR Workwear in Ireland. High Visibility products are all about making people as visible as possible particularly in areas such as the port, to this end, the firm stocks a large product range of High Visibility in its warehouse. With Ennis Safety Wear’s new in-house embroidery and printing service a client’s company brand will also be strategically visible. Regulations are in place to ensure that personal safety in the workplace is prioritised, Safeguarding your company and employees with appropriate workwear such as Hi Vis, and FR workwear and ensuring your workforce is adequately clothed for the job shows your company’s commitment to Health & Safety. Ennis Safety Wear can help any business with quality products combined with a high level of knowledge of the working environment and excellent service. Visit ennissafetywear.ie

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Bremore Ireland Port Navigating Ireland’s Future

Ireland’s maritime legacy has long been intertwined with its economic fortunes. From bustling ports that facilitated global trade to the vital role they played during times of adversity, these gateways to the world have been pivotal in shaping Ireland’s future. The need for a new world-class multi-model energy port on Ireland’s east coast has been evident for some time, and the launch of the Bremore Ireland Port project recently represents a monumental step toward realising this vision. This visionary endeavour, located just off the coast of Bremore, Co. Meath, aims to transform Ireland’s maritime and energy landscape, driving economic growth, job creation, and enhanced international trade connectivity. In this editorial, we embark on a journey to understand the project’s significance, its potential impact, and the careful considerations that have gone into the development of its vision.

Setting the Stage In an era where global trade is more interconnected than ever before, efficient ports are central. Ireland, with its thriving exports and imports, has a vested interest in ensuring its ports remain competitive on the international stage. Dublin Port, the country’s largest and busiest port, has played a central role in facilitating this trade. However, as trade volumes continue to rise, it faces an impending and self-admitted challenge: reaching its capacity limits. Bremore’s vision, however, is not one of competition but collaboration. It seeks to complement existing ports and provide additional capacity while finding harmony

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and balance within the broader maritime ecosystem. The need for additional port capacity is clear, and here lies the opportunity that Bremore Ireland Port seeks to fulfil. Positioned strategically to the north of Dublin, Bremore Ireland Port aims to be the next largest port on the east coast and boasts deepwater capable of accommodating large vessels. Bremore’s strategic location, identified as the last suitable deepwater port site on the east coast based on extensive research, can potentially alleviate the strain on the current infrastructure while enhancing Ireland’s trade competitiveness. The Bremore Ireland Port vision foresees the new port as a world-class deep-water, multi-modal energy port poised to drive regional expansion and propel Ireland into a green energy revolution. Comprehensive demand studies underscore the pressing need for modern port facilities capable of accommodating diverse vessel and cargo types for decades to come. This encompasses opportunities for decarbonisation and the facilitation of emerging trade prospects, notably in green energy and fuel exports. The Bremore Ireland Port vision focuses on an ideal location, offering not only technical suitability but also access to efficient rail and road connectivity, bypassing congested urban areas. Opting to construct a new port, rather than retrofitting an existing one, paves the way for innovation in design, operations, and, crucially, harmonising with the local environment. Bremore Port’s design studies have diligently considered the parameters of the natural surroundings, including the rich heritage found along the foreshore and surrounding land.

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Joe Hiney, Chairman Drogheda Port, Paul Fleming, CEO Drogheda Port, Rory Williams, CEO RGRE

Harnessing the Power of Offshore Ireland faces a pivotal moment where ambition intersects necessity, with the nation’s energy future hanging in the balance. The recently unveiled ‘National Ports Study,1 a collaborative effort between Wind Energy Ireland and engineering consultancy firm Gavin & Doherty Geosolutions, has shed light on a critical requirement – Ireland needs a new port to harness the immense potential of a large-scale offshore wind industry. Moreover, Bremore Ireland Port’s strategic location lends itself to servicing nearby offshore wind farm development and maintenance, serving as both a feeder port and an operational facility. Bremore’s positioning plays a pivotal role in facilitating green hydrogen renewable energy development, offering substantial export prospects. Ireland’s energy ambitions are bold, and the capacity of a single port cannot accommodate these aspirations. A concerted, multifaceted collaboration involving ports, community interests, developers, industry stakeholders, and the government is imperative to achieve Ireland’s green objectives.

Situated on the bustling Dublin-Belfast Economic Corridor and with access to the Dublin-Belfast railway line, Bremore Ireland Port occupies a pivotal position in fostering North-South trade, enhancing transport links and tourism, and bolstering economic cooperation to support an all-island economy. The strategic location of Bremore ensures the port’s capability to play a vital role in facilitating trade, transport, and collaboration that will benefit both sides of the border. Efficient transportation is a critical aspect of any port’s functionality. Bremore Ireland Port recognises this and has devised comprehensive plans for rail access. A dedicated rail link will connect the port to the national rail network, reducing reliance on road transport, mitigating carbon emissions, and alleviating road congestion. This efficient rail connectivity enhances the competitiveness of the proposed port, making it an attractive choice for businesses looking to streamline their transportation logistics. In a broader European context, the Bremore Ireland Port project aligns with the evolving trends in port development by moving ports outside of cities. Notably, Bremore Ireland Port is an essential core port on the EU Ten-T network, further enhancing its strategic importance.

A World-Class Port and More

Bremore’s Innovation District

The Bremore project is not just about a port, it is a multifaceted project that is looking beyond traditional maritime trade activities. With a location ideal for regional economic development and job creation, Bremore has the essential hinterland connections and deep-water access crucial for a thriving multi-modal energy port. It’s envisaged as a hub for green energy and innovation, embracing Ireland’s National Climate Action Plan and the National Hydrogen Strategy’s green goals. Bremore Ireland Port’s development blueprint includes areas for assembling offshore wind turbines, producing green hydrogen, and exporting eco-friendly fuels.

Bremore Ireland Port’s horizon extends beyond the water’s edge. This ambitious project envisages a vibrant future by giving rise to a pioneering Innovation District. Guided by a meticulously crafted master plan that intricately weaves together elements of nature, heritage, industry, and community, Bremore Ireland Port aspires to redefine the very essence of how an energy port can coexist harmoniously with cutting-edge urban and industrial development. All of this while preserving natural ecosystems and safeguarding important archaeological areas. Bremore’s Innovation District will act as a hub for logistics, warehousing, distribution, local manufacturing, research and development, education, and training.

Reference windenergyireland.com shorturl.at/vzAPT

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Bremore Ireland Port

At its core, Bremore Ireland Port aims to spearhead the energy transition and decarbonisation efforts. Over time, the Innovation District has set its sights on becoming Ireland’s inaugural carbonneutral district. Bremore aims to achieve this by harnessing the potent capabilities of green energy production technology, coupled with efficient waste management, electrifying buildings, and redefining mobility solutions, for example. Bremore Ireland Port is also driven by an aspiration to reimagine urban landscapes, fully embracing its rich natural and historical context. The master plan for Bremore envisages the introduction of novel synergies and innovations where nature-based activities, environmental monitoring, energy production, and heritage preservation converge. From pioneering CO2 capture initiatives to the creation of new natural habitats, Bremore’s visionary spectrum spans the entire gamut—rejuvenating ecosystems while nurturing cutting-edge industries. The master plan aims to make use of the site’s natural features, weaving a network of green and blue corridors that celebrate local heritage through immersive educational trails. These corridors function as vital connecting veins, seamlessly linking the various components of the Innovation District. The innovative buffer, a hallmark of Bremore’s visionary blueprint, ensures a finely tuned blend of programs, thereby guaranteeing that Bremore thrives as an integrated ecosystem. The Bremore project envisages the integration of new community areas within the master plan. Within this, a myriad of community spaces, including cafes, restaurants, sports arenas, and more, meet to create a rich social fabric, nurturing a profound sense of belonging. Residential areas, thoughtfully designed to encompass apartments, houses, co-living spaces, and more, are purposefully crafted to respond to their surroundings and to coexist with communities already in the

area harmoniously. They will offer diverse lifestyle options, catering to both short-term and long-term needs, all within a thirty-minute reach of Dublin. Bremore Ireland Port is resolute in its commitment to seamlessly integrate nature and heritage into the very fabric of urban life. Greenways, heritage trails, and educational hubs will provide opportunities for residents and businesses alike to immerse themselves in an environment where sustainability and cultural exploration beautifully intersect. From the canopy of green roofs to the serenity of tidal parks, Bremore’s landscape aims to evolve into a living canvas that artfully marries the past with the present.

The Economic Imperative A commitment to job creation is at the heart of the investment’s economic impact. Over the next decade, Bremore Ireland Port expects the creation of thousands of job opportunities spanning diverse sectors ranging from maritime operations, manufacturing and logistics to construction, research, education and technology. The initial capital investment, exceeding €1 billion, will be the impetus for economic growth and prosperity, not just in the immediate vicinity but throughout the region. Bremore Ireland Port’s role as an energy port lays the groundwork for a robust maritime and industrial ecosystem. From offshore wind turbine assembly to green hydrogen production and the distribution of eco-friendly fuels, the port’s diverse operational needs and the port’s activities will generate a demand for skilled professionals across a spectrum of disciplines. The creation of Bremore Ireland Port and Innovation District will serve as a dynamic nucleus for education, research, and innovation. With a university hub, R&D offices,

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Henning Larsen, Wolfsburg Connect

and knowledge-sharing platforms, it will attract scholars, researchers, and students. Bremore Ireland Port’s expansion also extends to its supply chain, igniting ancillary industries that support port operations. From equipment manufacturers and service providers to maintenance and repair facilities, Bremore Ireland Port’s growth will stimulate a network of businesses, creating a multiplier effect that reverberates throughout the Louth, Meath, and Fingal regions. The economic benefits of Bremore Ireland Port are not confined to a single decade. As the port’s activities flourish, its sustained growth will perpetuate job creation and regional development in the decades ahead. The development of new homes, community services, heritage and archaeological trails form part of the plan, enhancing the overall quality of life for residents and providing a focal point for community activities.

Conclusion As the project team embarks on this transformative endeavour, the vision for Bremore Ireland Port unfolds as a remarkable fusion of trade and logistics infrastructure, green energy generation, innovation, and commitment to sustainability. It stands poised to align with Ireland’s strategic Climate, Ports, Offshore Renewable Energy (ORE), and Hydrogen Strategies. Spearheaded by the collaborative efforts of Drogheda Port Company and Ronan Group Real Estate, the Bremore Ireland Port project emerges as a pivotal driver in reshaping Ireland’s energy landscape. Strategically situated by accessible infrastructure, Bremore Ireland Port assumes a critical role in facilitating economic growth while strengthening the nation’s import and export capabilities. Its robust connectivity to regional road and rail networks, coupled with its integration of green electricity and sustainable fuels, underscores its pivotal significance as Ireland envisages a future where alternative fuels power heavy goods and maritime transportation. Yet, Bremore Ireland Port’s evolution goes beyond the confines of maritime operations. It sees the creation of an Innovation District that seamlessly weaves together elements of nature, heritage, and industry. Within this district lies a world of possibilities, from urban production and cutting-edge R&D offices to community services and residential areas. The vision of Bremore Ireland Port extends far beyond the immediate horizon, reaching out to encompass the

The need for additional port capacity is clear, and here lies the opportunity that Bremore Ireland Port seeks to fulfil. Positioned strategically to the north of Dublin, Bremore Ireland Port aims to be the next largest port on the east coast and boasts deepwater capable of accommodating large vessels. transformative decades between 2030 and 2050. This period is poised to usher in monumental changes in Ireland’s economic landscape, driven by the harnessing of renewable energy resources. The narrative of Bremore Ireland Port is one deeply rooted in regional development, job creation, and sustainable growth—an epic journey that promises to usher in a greener and more prosperous future.

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The Hammond Lane Metal Company

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Launching the Substation The Minister for Public Expenditure, Paschal Donohoe, has officially opened the Substation at Dublin Port, where part of the city’s 18th century sea wall was discovered. It now goes on permanent display to the public at this new interpretive centre, part of Dublin Port’s distributed museum for the city. The redbrick Substation, built in the early 20th century, which is located on the corner of East Wall Road and Alexandra Road, once played a pivotal role in the early electrification of Dublin Port. The building has been expertly restored and reimagined by the team at Dublin Port – with the help of Dunwoody & Dobson and Darmody Architecture – as a modern interpretive centre that will play a central role in telling Dublin Port’s story to audiences today. During refurbishment works on site, part of the city’s original sea wall was discovered running underneath the Substation. The 18th century sea wall once served to protect the East Wall from flooding and was a catalyst for the North Lotts reclamation of centuries ago. Dublin Port, together with a multidisciplinary team has worked to preserve and expose the sea wall underneath a glass floor inside the building. The display will become the latest addition to Dublin Port’s distributed museum, a key part of Masterplan 2040’s strategic objective to integrate the Port with the City. When complete, the redbrick substation museum display will be part of a 6.2km cycle and pedestrian route linking port, maritime and industrial heritage landmarks and vistas from Dublin’s Docklands through the Dublin Port estate and overlooking Dublin Bay. The Liffey-Tolka Project recently acquired its final grant of planning permission and will create a new transformative public realm along a 1.4 km dedicated cycle and pedestrian route linking the River Liffey with the Tolka Estuary through Dublin Port lands on the east side of East Wall Road, passing the Substation enroute to the final destination of the Tolka Estuary Greenway. At the launch, there was a performance from ANU’s Robbie O’Connor based off a short extract from the highly acclaimed production The Book of Names, written and directed by Louise Lowe. The performance was a tribute to the dockers who would have gathered in their hundreds next to the Substation every day seeking work. The launch of the Substation took place ahead of Culture Night. A plaque honouring Bindon Blood Stoney, one of Dublin Port’s most pioneering port engineers, was also unveiled. Minister for Public Expenditure Paschal Donohoe described the Substation at Dublin Port as a remarkable project which

represents the next step in making Dublin Port a true destination and enhancing the integration of our port with the city. “I fondly recall the launch of the Diving Bell in 2015 and I commend Dublin Port Company for continuing to preserve and restore our city’s history with this latest endeavour. The discovery of the 18th-century sea wall beneath this building is a testament to Dublin Port Company’s continued commitment to preserving our rich maritime and built heritage. “The Substation, with its expertly restored exterior and reimagined interior, will serve as an important interpretive centre, allowing us to share the captivating history of Dublin Port with today’s audiences. It is not only a celebration of our past but also a bridge to our future as we work towards greater connectivity between the Port and the City.” Barry O’Connell, Chief Executive, Dublin Port Company, said:. the opening of the Substation at Dublin Port, along with the discovery and preservation of the 18th-century sea wall, symbolises Dublin Ports commitment to bridging the past and the present. “This redbrick Substation, once a hub of electrification, now stands as a modern interpretive centre, inviting the public to explore and celebrate Dublin Port’s rich history,” he said. “As we continue our efforts to connect the Port with the City, this interpretive centre becomes a vital part of Masterplan 2040, fostering a deeper connection between our maritime heritage and the community. With the upcoming exhibition ‘Solidarity: The Dockers of Dublin Port,’ curated by The Little Museum of Dublin, we celebrate the resilience and spirit of the dockers, adding another layer to the story of Dublin Port. We look forward to welcoming visitors to this unique space and sharing our port’s rich history with them.

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Irish Ports Review Public Consultation for Review of National Ports Policy The Government has announced the commencement of the first phase of public consultation for the Review of the National Ports Policy and invited interested parties to contribute to shaping the future of maritime policy in Ireland. The National Ports Policy, introduced in 2013, governs the development of Ireland›s state port network, providing a framework for fostering competition among ports and reducing barriers for shipping companies entering the Irish market. However, with the increasing environmental, technological, demographic, and geopolitical challenges facing the maritime sector, a revised approach is essential to address the needs of Irish ports in the coming decade. Consequently, the government has launched a public consultation, encouraging stakeholders and the public to participate actively in shaping the future of Ireland’s maritime policy. “A new roadmap is needed not only to navigate these challenges successfully but to capitalize on the new opportunities they present,” the Department of Transport - which will be responsible for undertaking the review - said in a statement. The review which will consist of a two-part consultation process. Part 1 will involve the publication of an Issues Paper, inviting submissions from stakeholders. Part 2 will be a shorter public consultation on the Draft Policy document. The objective is to present a new draft policy to the Government in 2025 following a thorough and inclusive consultation. As an island nation on the periphery of Europe, the maritime transport sector plays a crucial role in the functioning of our economy. Approximately 90% of all goods traded by Ireland pass through our commercial port network, underscoring the importance of a resilient and efficient maritime transport industry for our economic success. The importance of our ports is not just economic. Located, as many ports are, in the heart of urban centres and areas of environmental significance, how our ports interact with both the communities that provide their social licence to operate, and the marine environment is something in which we all have a vested interest. This revised policy will provide the vision for how our ports will meet these challenges. Speaking following the announcement, Minister for Transport Eamon Ryan, stated that Ireland’s ports would continue to play a critical role in the national economy and said that the consultation provided an opportunity for interested parties to have their say the

future development of Irish ports. “Our Ports will continue to play a critical role in the future economic development of the country. As well as continuing to act as crucial hubs for the export and import of goods, a number of ports are expected to be central to our move to offshore renewable energy. This is a timely opportunity for stakeholders and the public to have their say on the type of ports infrastructure and maritime sector we need to develop and build so that we balance the demands of the economy, the environment and wider society in a sustainable way.” Minister of State with responsibility for maritime transport, Jack Chambers also encouraged all stakeholders to actively engage in the consultation process and contribute their valuable insights and expertise. “The review of the National Ports Policy is a significant step in ensuring the development of our maritime transport industry,” he said. “As facilitators for our national economy, the efficient functioning of our ports directly impacts the life of every citizen and it is essential our ports continue to have the capacity required to support continued growth while also embracing new opportunities.” Submissions by citizens and stakeholders will play a fundamental role in shaping the revised National Ports Policy during the consultation period, which is set to conclude on 15 January 2024. Interested parties can find further information on the government’s website, gov.ie/public consultation for the review of national ports policy.

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Port Construction Skills Training Dublin Port based construction skills course surpasses 1,000 graduates.

Minister for Further and Higher Education, Research, Innovation and Science Simon Harris visited Dublin Port’s Substation recently to mark the Dublin Construction Skills and Retrofitting Programme crossing 1,000 graduates. The Port-based three-week course, which is ran by St Andrew’s Resource Centre in partnership with Inner City Renewal Group, is focused on helping unemployed upskill quickly and find gainful employment in the construction industry. 10 people graduate on the occasion of Minister Harris’s visit, bringing the total number of graduates since the course was launched to over 1,000. The intense course, for which all candidates are issued with a full set of workwear, prepares recent graduates with a diverse set of qualifications and experience for employment on construction sites. It consists of two main components: a Construction Skills Certification at Level 3 and a Retrofitting Assistant Certification. Both components involve a placement process, and they work closely with each individual candidate to facilitate their entry into the construction industry. The primary objective of the programme is to have 60% of participants gain employment in the construction sector, with the majority of them securing jobs within four weeks of completing the course. Notable companies that have hired graduates include John Sisk & Son, Careys Building & Civil Engineering, Walls Construction, Alufix, and Clarke Concrete. Minister Simon Harris described the Dublin Construction Skills and Retrofitting programme as a shining example of how innovative training initiatives can have a profound impact on individuals’ lives and the local community. “With over 1,000 graduates, this course is not just about numbers, it’s about creating opportunities, empowering people and driving economic growth. It’s heartening to see the construction industry embracing and benefitting from this skilled workforce. Congratulations to all involved in this remarkable achievement.”

Barry O’Connell, Chief Executive, Dublin Port Company, said: “Dublin Port Company are extremely proud to play host to the Construction Skills Course. The Port has long-standing ties with St Andrew’s and we are delighted to facilitate the great work they are doing for the local community and beyond. To pass 1,000 graduates is a phenomenal achievement and a lot of credit must go to all involved.” The curriculum is tailored to individual needs and capabilities. The range of modules includes: n Induction n SOLAS Safe Pass n Manual Handling n Abrasive Wheels n MEWP (Scissors and Boom) n Working at Heights n QQI Level 3 Construction Skills n Introduction to Block Laying – 3 days (onsite) n Introduction to Plumbing and Plastering – 3 days (onsite) n Introduction to Carpentry and Decoration – 3 days (on-site) The inception of the program can be traced back to a collaborative effort involving the Department of Social Protection, St. Andrews Resource Centre and Dublin City Council. This initiative arose in response to the need for a local workforce to support the construction of the incinerator site in Ringsend in 2016 and the Strategic Development Zones in Dublin Docklands. St. Andrews Resource Centre devised a strategy to facilitate the recruitment of local workers in the east side of the inner city. Edel Currie, Community Engagement Manager, Dublin Port Company, said: “The course is truly a life-changing experience for some of the graduates. There are amazing stories of people, men and women, from the local community who have flourished in the construction industry off the back of this course. We have even seen some graduates working within the Port, so it gives us immense pride to see the difference it can make to people’s lives.”

CONSTRUCTION SKILLS COURSE BY NUMBERS: n 1,003 people have graduated. n 60% of graduates start a job within the first month. n Female interest in the course is growing – 10% of graduates in 2023 were women. n 90% of candidates complete the three-week course. n 102 courses have been completed since 2017.

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On the Road Hauliers call for measures to address shortage of drivers. Hauliers have called on the Government to make it easier to recruit drivers from abroad in a bid to alleviate a current driver shortage which they say is hitting the industry. At the Irish Road Haulage Association’s (IRHA) annual conference in Killarney, representatives said that driver numbers are at least 15% below where they should be and that, if this trend is not reversed before long, it will have an effect on the country’s supply chain. The IRHA is blaming a difficulty with drivers from abroad securing licenses in this country to allow them to drive here and want agreement between Ireland and recruitment-target jurisdictions, such as Georgia, North Macedonia and Argentina, on license equalisation. Outgoing president of the IRHA Eugene Drennan said that “driver shortage” is one of the big issues facing the sector while the Government says it wants other countries to hit certain safety standards for drivers before such agreements can be reached. Drennan said the shortage of lorry drivers presents a major risk to the supply of goods across the country and on international export routes, and that the Government needs to treat the shortage as a national emergency” or else face similar challenges to those experienced in the UK where an estimated shortage of 100,000 hauliers has disrupted supplies. Among the measures the industry is seeking are a shorter application time for HGV driver permits, the introduction of a single entity responsible for processing permits and a temporary driver card that allows non-EU drivers to start work before getting their Irish licence. “People in the industry need to get accreditation for people to come here under permit. We need that process to be speeded up,” Drenna said. The IRHA is also looking for flexibility on tachograph rules on driving time limits to take account of bad weather, urgency in harvesting requirements for perishable crops and other emergencies and delays. The industry has struggled to cope

Outgoing president of the IRHA Eugene Drennan said that “driver shortage” is one of the big issues facing the sector.

The industry has struggled to cope with the retirement of older drivers and an absence of younger ones entering the profession for several years, while the pandemic and post-Brexit transport delays and red tape have exacerbated the problem.

with the retirement of older drivers and an absence of younger ones entering the profession for several years, while the pandemic and post-Brexit transport delays and red tape have exacerbated the problem. The incoming president of the IRHA, Laois-based Ger Hyland, said his haulage business is fully staffed but if drivers were to leave or go sick, it would be a “struggle” for them. “I don’t have the pool of drivers I used to have,” he said. Every haulier in Ireland is struggling to retain drivers, he said. “Our demographic of our employees is somewhere around 57 years of age, 60 years of age... We will have an exodus from the industry in the next three to four years and we have no replacements, and it is going to affect the supply chain. “We’re actively out there trying to recruit drivers from foreign fields and we need a liberalisation of the bureaucratic paperwork to get this to happen.” He said the main delays are around license recognition and work permits. “That needs to be speeded up and that needs to be worked on a matter of urgency.” Georgia is one example of a country where they could recruit drivers on an accelerated basis, he said. “There is a number of drivers out there ready to come to Ireland, looking to come to Ireland, but we need license recognition from the Government and help from the Government to expedite this.” The conference was addressed by Minister of State Jack Chambers, who has responsibility for road safety, who said the Government is taking steps to increase recruitment, both within and without the country, but that certain safety and training standards have to be met. “It’s a technical discussion between the Road Safety Authority and specific countries and, once the threshold is reached, then we can formalise driver exchange agreements that opens up options for industry to actually develop that pathway for people to come here and work in the sector.”

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Century of Excellence: The Evolution and Impact of Ireland’s Office of Revenue Commissioners: In the wake of the partition of Ireland in 1921 and the subsequent establishment of the Irish Free State, the Office of the Revenue Commissioners emerged as a crucial entity to collect and manage the state’s revenues. Public Sector Magazine delves into the historical journey, key milestones, and contemporary significance of this institution as it celebrates its centenary in 2023.

The genesis of the Office of the Revenue Commissioners dates back to February 21st, 1923, six months after the death of War of Independence hero Michael Collins who got his last wish when the Government approved the setting up – as Collins had sought – of an organised body to collect the State’s revenues. With the passing into law of Government Order 2/23, the Office of the Revenue Commissioners came into existence. William O’ Brien, a native of Cappamore, Co. Limerick, was appointed first Chairman. Charles Joseph Flynn and William Denis Carey were nominated as the two Commissioners. Both Commissioners were Corkmen. All three had backgrounds in either the UK Inland Revenue or Customs & Excise Services. The mandate of the Office of the Revenue Commissioners was to carry out all the functions previously exercised by the Commissioners of Inland Revenue and the Commissioners of Customs & Excise in the area of the State. This brought all revenue collection under a single Board. Just two months after its inception, the Office of the Revenue Commissioners symbolized the independence of the Irish Free

State by implementing a “temporary frontier” on imported goods in April 1923. This marked a departure from British fiscal space, a key moment in the young state’s assertion of its autonomy.

Centenary Celebrations Fast forward to 2023, and Revenue has been celebrating its centenary with an exhibition showcasing its rich history and evolution. Proposals for this event were approved by the Revenue Board, leading to a comprehensive display of articles, visual presentations, and artifacts sourced from the Revenue Museum at Dublin Castle. The exhibition, launched by Minister for Finance Michael McGrath and Revenue Chairman Niall Cody on 21 February 2023 highlights the organization’s enduring commitment. Since then, the exhibition has been on display for viewing by both serving and retired staff at Revenue’s offices in Galway, Cork, Tralee, Ennis, Athlone, Nenagh and Dublin. It is intended that the exhibition will be on display over the coming months in Revenue’s

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offices in Navan, Dundalk, Letterkenny, Sligo, Castlebar, Limerick, Athy, Kilkenny, Rosslare, Waterford and Thurles. The exhibition will conclude with a further display in Dublin in February 2024, at the conclusion of the centenary. The archives show that from the commencement of the fiscal year 19234 Saorstát Eireann became a separate, independent unit of taxation, and all the jurisdictions, powers and duties in relation to taxation previously exercisable by the Commissioners of Customs and Excise and the Commissioners of Inland Revenue, respectively, were conferred on the Revenue Commissioners by the Revenue Commissioners Order, No. 2 of 1923, made by the Executive Council under Section 7 of the Adaptation of Enactments Act, 1922. For the purposes of the Customs laws, traffic between the Saorstát and the other parts of the late United Kingdom became foreign traffic.”

Like its handling of its work on the LPT, Revenue received a lot of kudos regarding its delivery of Critical Covid-19 Government Supports when significant public health restrictions impacted businesses across any sectors. The Revenue also made a stand-out contribution during the pandemic in terms of working as part of a unified public service and playing its part in ensuring that essential public services were delivered to support citizens. Indeed, the first quarter of 2021 proved to be one of the most challenging in Revenue’s almost 100-year history. While the organisation’s preparations put it in a strong position to deal with the majority of these challenges, certain matters were outside of Revenue’s control. For example, having to adjust to the new Six months after his death, War of trading environment against the backdrop Independence hero Michael Collins got his of the Covid-19 pandemic and working last wish when the Government approved out ways that facilitated the transition of the setting up – as Collins had sought – of an organised body to collect the State’s revenues. newly recruited staff into a busy working environment in a way that kept everyone Adapting to Change safe. Crucially, Revenue’s well established, Over the decades, Revenue faced various strong working relationship with the challenges, evolving into a resilient Department of Finance enabled the institution with a proud record of organisation to deliver both new business achievement. From landmark innovations supports and changes to existing business like the introduction of the Local Property supports, often at pace and in response to Tax in 2013 to navigating the complexities changing public health restrictions as was of the COVID-19 pandemic, Revenue seen when it quickly adapted its systems has consistently demonstrated agility to ensure qualifying businesses received and responsiveness. The organization’s payments before the Christmas period. compliance rates, are a case in point and In light of the obvious and growing their consistently high figures reflect the movement to digital interaction, Revenue continued culture of strong voluntary decided the focus of its service design compliance in Ireland. would be to provide a suite of online or Interestingly, timely compliance rates digital services that leverages process in Ireland average out on annual basis automation and that allows taxpayers at well over 90%; a figure which bears and agents to self-serve to the greatest testimony to the professionalism of the extent possible. The transition to digital organisation and the respect it is afforded interactions and the focus on providing by the taxpayer. online services demonstrate a proactive One of the most significant recent approach in tune with the digital era. challenges concerned the introduction Revenue is rightfully proud of its ability of the Local Property Tax in July 2013 to deliver on its core task of collecting taxes which necessitated Revenue putting wide and duties which they manage by providing ranging technical and administrative a service for compliance delivery model that measures in place. is agile, responsive and takes account of the needs of taxpayers and In that regard, Revenue’s modern high tech IT systems were tax agents. highlighted to the full with its development of an interactive Of course, like any successful manufacturer or service valuation tool and detailed guidance to assist property owners provider, good communication with its customer base is vital in determining their self-assessed property valuation. The tool for Revenue and, in this respect, it has earned much praise for provides an estimated average valuation band for residential its policy of proactively assisting taxpayers in meeting their properties in each area in a map format. Property owners tax and duty obligations by giving them appropriate, timely can find their own area on the map by simply entering the information and guidance, and by making it as easy as possible property’s Eircode or location. to be voluntarily compliant.

Interestingly,

timely compliance rates in Ireland average out on annual basis at

well over 90%; a

figure which bears testimony to the

professionalism of the organisation

and the respect it is afforded by the taxpayer.

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Revenue is synonymous with Dublin Castle and uses a symbol of its gates as its logo

Community Engagement

Intelligence led Great Britain are now subject to Customs

formalities irrespective of their cost, value

joint operations or origin.

Revenue’s engagement extends beyond tax collection. Collaborations with educational institutions, such as the ‘Introduction to Tax’ Education Module, exemplify efforts to empower future taxpayers. Furthermore, ongoing consultation with practitioners, business representative bodies, and contributions to national and international tax policies showcase Revenue’s commitment to a collaborative and solution-focused approach. Keeping with the times, a new section, 114A of the Taxes Consolidation Act 1997, was introduced in the Finance Act 2021 to enhance and formalise the tax arrangements for working from home. And, consistent with the Government’s Climate Action Plan, the Vehicle Registration Tax (VRT) regime continues to support the strategy of incentivising the up-take of vehicles that emit lower amounts of carbon and other greenhouse gases. In the Finance Act 2021, the VRT relief for electric vehicles was extended for a further two years until the end of 2023. Also as the country reflects two years down the road on the practical impacts of the UK being outside of the EU’s Customs Union and Single Market, Revenue has been seen to have worked hard to adjust to the effects of the biggest change in how Ireland trades with the UK in almost three decades which means that goods that once moved freely between Ireland and

Building on extensive engagement

with the Garda throughout 2019 and 2020, Revenue

dedicated itself to supporting trade and

National Drugs business, collectively and individually, in adapting to the new requirements

& Organised and formalities and resolving specific

matters brought about by the new trading

Crime Bureau at environment. The organisation adopted a proactive collaborative approach in

various ports this regard, involving business, trade

representative bodies, State Agencies and

have consistently indeed all relevant stakeholders. yielded hauls of Drug Seizures

illegal contraband Of course, Revenue’s profile is invariably

ratcheted up several notches at intervals by

worth many dint of its seizures of illegal drugs and other contraband at various locations around

millions of euros. Ireland and its waters.

Needless to say, Revenue’s success in that regard owes much to its deployment of specialist search resources during the course of operations including container inspection teams and deep rummage officers from the Customs National Maritime Service who use search aides such as borescopes, container probes and gas guards. In addition, the organisation’s mobile x-ray scanner and detector dogs also assist with the search which uncovered the drugs. Intelligence led joint operations with the Garda National Drugs & Organised Crime Bureau at various ports have consistently yielded hauls of illegal

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The introduction of the Local Property Tax in July 2013 which necessitated Revenue putting wide ranging technical and administrative measures in place. contraband worth many millions of euros. Such successful operations have had significant international dimensions particularly as regards the importation of cocaine to both Europe and Ireland. The collaboration used in the seizure of such illegal goods is aped by Revenue’s collaboration with other bodies to ensure a fair, transparent, and effective tax and customs system. In that regard, Revenue is pleased to collaborate effectively with other Departments and Agencies, both nationally and internationally, to combat tax evasion in all its forms, including fraud, smuggling and other forms of criminality and to support and facilitate legitimate trade and regulatory objectives.

Ensuring Fairness and Inclusion Revenue not only upholds its commitment to tax and customs administration but also champions diversity and inclusion. With over half of its Assistant Secretaries and Principal Officers being female, Revenue

One of the most significant recent challenges concerned the introduction of the Local Property Tax in July 2013 which necessitated Revenue putting wide ranging technical and administrative measures in place.

recognizes and respects diversity. The wellbeing program ‘RevWell’ underscores the organization’s commitment to the mental health of its staff, contributing to its vision of being an employer of choice. As the Office of the Revenue Commissioners celebrates a century of dedicated service, its journey reflects a commitment to fairness, efficiency, and adaptability. From its historical roots to contemporary challenges, Revenue continues to evolve, embodying its vision as a leading tax and customs administration trusted by the community. The centenary celebration is not just a milestone; it’s a testament to Revenue’s enduring impact on Ireland’s fiscal landscape. For the last 100 years, Revenue has steadfastly pursued its mission to serve the community fairly and efficiently, collecting taxes and duties and implementing customs controls. And its vision to be a leading tax and customs administration, trusted by the community and to be an employer of choice is one that has been realised on an annual basis since 1923.

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Housing for All on Track Government is on course to meet or exceed new homes delivery targets. There has been strong momentum in relation to new housing output this year with over 22,400 completed in the first three quarters and construction started on almost 24,000 more housing units, prompting Taoiseach Leo Varadkar to declare that the Government will hit or exceed its targets for new homes for both this year and next. Providing an update on residential housing supply alongside Tánaiste Micheál Martin and Minister for Housing Darragh O’Brien, Mr Varadkar said based on completion and commencement trends to date, output is likely to exceed this year’s target of 29,000 units and next year’s 33,000 target. The Taoiseach said the Coalition was “making real progress” on the issue of housing supply. However, he admitted it was unclear at present if targets for social and affordable units will be met this year amid uncertainty about the three-quarter completions and questions over whether the State-backed Land Development Agency could deploy its budgetary allocation for 2023. “In the past 12 months, 30,000 new homes have been built,” the Taoiseach said. “That is 50% more than when this Government came to office, more than double the number when I become Taoiseach in 2017. Housing for All is working.” Based on the previous 12 months, the output for 2023 could exceed 31,000 units as most of the supply comes in the final quarter while one industry projection indicated it could be as high 34,000. The official output figure for the first nine months of the year was 22,400. As part of the update, the Government announced a number of new measures aimed at strengthening supply. It has doubled the number of homes eligible for the Vacant Property Refurbishment Grant under the Croí Cónaithe Fund – raising the target to 4,000 homes to be delivered by 2025. It is also broadening the Local Authority Home Loan to make finance available to purchase and renovate derelict or non-habitable properties for the first time. These measures are evidence of the government’s continued focus on bringing vacant and derelict homes back into use. In a further effort to address vacancy, this time in ‘underoccupied’ social housing, Cabinet have agreed to extend the Rent a Room tax relief from 1 December, on an administrative basis, for those in social housing who wish to rent a room to a third level student. A dedicated webpage, gov.ie/ roomforastudent, will provide information on the operation of the scheme. The Government also announced that new approval has been given for funding of €448 million to deliver 250 affordable purchase and over 1,650 cost rental homes. The new developments will provide homes to both purchase and rent at below market

rates and will be located in eight local authority areas. “All the indicators – completions, commencements and planning permissions – are showing a positive momentum and strong delivery,” Minister for Housing Darragh O’Brien said. “Indeed, by the end of this year, we will have delivered 100,000 homes since 2020, the year this government was formed. Housing for All underpins this momentum. There is no one magic bullet to tackle housing – as this strategy demonstrates – but a network of required actions across the board. “For example, in the last two weeks alone, I have approved funding to proceed with the construction of significant affordable housing developments across the country – almost €450 million for 1,900 affordable purchase and cost rental homes. These new developments which will provide homes to both purchase and rent at below market rates and will be life changing for the families involved. “Tackling vacancy is another one of the actions necessary to meet the housing challenge and I’m delighted to say that our interventions here have been highly popular. The Vacant Property Refurbishment Grant has been a particular success - with over 2,400 projects currently approved and in progress with payment to be made by the local authorities, when the works are completed and verified. Given the appetite for the Grant, I am delighted today to confirm that we will now double our target for assistance to 4,000 by 2025.”

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Housing Market Monitor Increased housing supply expected in 2024 but affordability issues remain as construction costs continue to rise. Construction costs have increased by completions with almost 31,600 new almost a quarter in the last four years, dwellings completed in the twelve according to a new report from the months ending September 2023, up Banking and Payments Federation from about 27,500 in the twelve months Ireland (BPFI). Their latest Housing previous,” he said. It is also encouraging Market Monitor says construction price to see that the number of housing starts inflation was up 23% between the end of continues to rise, with a 17% increase 2019 and the third quarter of this year. in housing starts in the first ten months This compares of inflation with just 9% of 2023 compared to the same period of between 2015 and 2019. 2022. This points to a healthy pipeline for The increase followed a similar trend the level of completions in 2024 which is across Europe that came on the back likely to exceed 32,000 units.” of supply chain issues arising from the Mortgage activity has also remained pandemic and the war in Ukraine which resilient despite cost-of-living challenges contributed to a surge in energy prices. and uncertainties, according to Hayes. Despite the increase in costs, the level “Looking at mortgage activity, at the of housing commencements, completions beginning of the year, it was expected and development approvals have that housing and mortgage demand continued to bounce back following the could be negatively affected in 2023 due pandemic-related slump in construction to the fall in the purchasing power of Brian Hayes, Chief Executive of BPFI said that activity. households caused by higher housing and the increase of 17% in housing starts points According to the BPFI figures, almost to healthy pipeline for completions in 2024 general living costs, as well as the future 31,600 new dwellings were completed in uncertainty in the wider economy,” he said. the 12 months to the end of September - up from about 27,500 “However, mortgage activity has remained resilient with in the corresponding 12-month period to September 2022. mortgage approval values reaching €14.7 billion in the twelve Housing starts in the first ten months of the year were 17% months ending October 2023 with nearly 52,000 approvals. higher than in the same period last year. On an annualised While drawdown volumes declined by 22% year on year in basis, just under 30,750 units were started in the 12 months to Q3 2023, this was mainly due to the significant decline in the end of October this year. switching activity and in fact, first-time buyers drew down “It is encouraging to see that the number of housing starts over 7,000 mortgages during Q3 2023, the highest Q3 volume continues to increase, providing a good pipeline for the level since 2007.” of completions in 2024 which is likely to exceed 32,000 units,” However, Hayes also warned that Increases in construction Dr Ali Uğur, Chief Economist of the Banking and Payments costs risk further affordability issues as home prices increase Federation noted. faster than incomes. About 37,600 housing units were granted planning “While the increase in housing output has helped to permission in the 12 months to the end of September, moderate average annual housing price inflation with average according to the Monitor. residential property prices increasing by 1.4% in the 12 months The report also looks at the mortgage market where to September 2023 compared with 10.8% annual increase in approval values reached €14.7 billion in the year to October September 2022, construction costs in Ireland have increased with nearly 52,000 approvals. When it comes to mortgage by nearly 23% between the end of 2019 and the third quarter drawdowns, nearly 48,000 mortgages to the value of over €13.2 of 2023. billion were drawn down, a decline of 4.3% in volume, but the “Given that average home prices have increased faster value was largely in line with the year to September 2022. than the incomes of potential home buyers in the past few Outlining the key findings from the monitor, Brian Hayes, years, looking forward, it will be important to monitor cost Chief Executive of BPFI said that the increase of 17% in housing challenges in the sector while building more homes so that starts points to healthy pipeline for completions in 2024. better affordability can be provided for potential home “In 2023 we saw a significant increase in housing buyers.”

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Addressing Youth Homelessness Clúid Housing brings international youth homelessness experts to Dublin. Experts in youth housing from Scotland, Finland and Spain gathered on 27 September for housing charity Clúid’s annual Simon Brooke Lecture, to share international best practice and inspire the Irish response to rising youth homelessness. Perspectives from Canada, Australia and New Zealand were also shared via video at the event at the Lighthouse Cinema in Smithfield, Dublin. A central theme of the event was the importance of partnerships in delivering youth housing. Scottish-based Almond Housing Association discussed how they partnered with Rock Trust, a charity providing support and services to young people experiencing homelessness, to run and evaluate a Housing First for Youth pilot programme. Provivienda, a housing provider, and Hogar Sí, a charity providing treatment and support services for people experiencing street homelessness, discussed the implementation of a specially adapted Housing First programme for young people in Spain as part of the HF4Y Futuro project. Housing First is a policy that offers unconditional, permanent housing as quickly as possible to people experiencing homelessness, with other supportive services, such as mental health support or addiction support, provided afterward. These speakers, along with contributions via video from organisations in Canada, Australia, and New Zealand, highlighted how collaboration between housing providers and support providers can lead to positive outcomes for young service users. A lively Q&A session followed these presentations with attendees asking interesting and thought-provoking questions, ranging from specific services for young people with additional needs, to the provision of educational and digital-skills support. Those who attended were inspired and energized hearing about the amazing work being done to end youth homelessness both at home and abroad. This year’s Simon Brooke Lecture helped advance Clúid’s wider investigation into the possibility of providing age-friendly housing for young people. The commitment to investigate youth housing provision comes from Clúid’s current Corporate Strategy, Securing the Future 2023-2025. As one of Ireland’s leading AHBs, Clúid has been a driver of innovation with our Cost Rental projects and our provision of age-friendly housing through Clann. Brian O’Gorman, Chief Executive Officer, Clúid Housing, said: “It is important that we continue to adapt and change as housing needs evolve. Clúid recognises the huge impact insecure housing has on the life chances of young people in particular, Brian O’Gorman, Chief Executive Officer, Clúid Housing, said. Our vision is a society where everyone has a great place to live, and our current research into youth housing represents an ongoing dedication to achieving this vision through service

Top image: Speakers from Provivienda, Spain, NAL, Finland, and the Coalition to End Youth Homelessness, Ireland, during the Q&A at Clúid’s third annual Simon Brooke Lecture. Bottom image: Speakers from Almond Housing Association and Rock Trust, Scotland, during the Q&A at Clúid’s third annual Simon Brooke Lecture. The topic of this year’s lecture was international best practice in youth housing. improvement and organisational development.” Simon Brooke was a longstanding advocate of social and affordable housing in Ireland. His passion for the sector and for the provision of high-quality, affordable, secure homes for individuals and families across the country was reflected in his work over many decades. Up until his untimely death in November 2019, Simon worked tirelessly to break the stigmas attached to social housing and to ensure that everyone in Ireland had a great place to live. Simon first supported Clúid as a board member and later became Clúid’s Head of Policy. In his various roles, Simon was a passionate supporter of the exchange of international best practice and policy in housing. It is on this basis that the inaugural Simon Brooke Lecture was established three years ago, celebrating Simon and acting as a springboard for housing policy discussions. The first lecture, which was held online in 2021, focused on learning from international housing policy. Last year’s event in 2022, focused on the intersection between domestic violence and housing in Ireland.

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Building on a legacy In June 2023 the Irish Construction Industry embarked on a new chapter following the retirement of, Tom Parlon, the Director General of the Construction Industry Federation (CIF), who announced his decision to step down.

Tom Parlon was recognised as a strong leader who guided the sector through numerous challenges and a host of achievements. His journey as chief of the CIF is notable for a strategic vision, a commitment to excellence, and a keen understanding of the construction sector. Under his leadership, CIF has played a pivotal role in shaping policies, fostering collaboration among key industry players, and advocating for sustainable and innovative practices within the construction landscape. A son of Offaly County, his formative years spent in the picturesque countryside, in the heart of rural Ireland instilled in him a strong work ethic and an appreciation for the importance of infrastructure in connecting communities as well as a profound appreciation for the agricultural way of life. This background laid the foundation for his later involvement in the Irish Farmers’ Association (IFU), where he would become an advocate for farmers’ rights, sustainable practices, and the economic well-being of rural areas.

As a prominent figure within the IFU, Parlon was committed to addressing the challenges faced by Irish farmers and ensuring their voices were heard at both national and international levels. His tenure within the union coincided with significant changes in agricultural policies, trade agreements, and environmental considerations, and Parlon played a pivotal role in navigating these changes. Parlon held several senior positions in the IFU including Deputy President and later, President. In 2002 he threw his hat into the ring of local politics and was elected to Dáil Éireann for the Laois–Offaly constituency at the 2002 general election as a Progressive Democrats candidate. He was appointed Minister of State within his first few days in the Dáil. He became President of the Progressive Democrats party in September 2006 after Michael McDowell took over as party leader and subsequently lost his seat at the 2007 general election. Parlon was appointed as Director General of the CIF in July 2007 succeeding Liam Kelleher who led the federation

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HATS OFF TO YOU, TOM. Glenveagh wish to congratulate Tom Parlon on his retirement following such a remarkable career. After sixteen successful years as Director General of the Construction Industry Federation, Glenveagh would like to thank Tom for the profound, positive impact his work has had on the entire sector in Ireland. On behalf of the whole Glenveagh Team, I wish Tom Parlon the best of luck in his next endeavors! With Gratitude, Stephen Garvey. CEO of Glenveagh Properties

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for 15 years. While impactful, Parlon’s housing crisis because it is safe to do so.” tenure as leader of Ireland’s biggest In addition to his responsibilities employer was not without struggles. at CIF, Tom Parlon has been a vocal His appointment coincided with the advocate for workforce development downturn in the construction sector and training within the construction and the economy in general leaving industry. Recognizing the importance of him facing dwindling confidence in the skilled professionals in driving the sector market and falling sales in the sector. forward, he has championed initiatives The early years of Parlon’s tenure as that aim to attract, train, and retain a Director General saw the construction talented workforce, ensuring that the industry navigate through many industry remains robust and future-ready. diverse challenges, including economic The CIF under Parlon participated fluctuations – not least the demise of the in numerous schemes encouraging Celtic Tiger, regulatory changes, and the young people to pursue a career in evolving landscape of and demands for the construction industry, notably sustainable development. His ability to a 2016 partnership with the highly provide steady guidance and adapt to the successful Young Social Innovator (YSI) changing dynamics of the industry has programme which saw teams of school been a hallmark of his leadership despite Tom Parlon said he was grateful for the children pitch their ideas about how to tumultuous times. change the world to a panel of experts in opportunity to serve the construction The death of the Celtic Tiger was felt Cork City Hall. industry and emphasized the collective achievements of the sector during his tenure. strongly by the construction sector and In 2022 the CIF partnered with the Parlon had a tricky path to navigate as a Techno Teachers Association Ireland, new director. the Engineering Technology Teachers Less than two years into his Association and the Institute of Guidance tenure, Parlon was embroiled in Counsellors in the CIF Build the Future negotiations with the Irish Government – Schools Challenge. The project, demanding changes to the National aimed at Transition Year students, was Asset Management Agency (NAMA) a team-based project where students legislation and urging the Government worked together to design a residential to introduce enforceable lending targets housing development to help address so that the banks would have to lend to sustainability and climate change, businesses. He criticised in particular solve the housing crisis and showcase the decision to reduce NAMA’s working innovation in construction. capital fund from €10bn to €5bn saying: The announcement of Parlon’s “Working capital is vital to add value to decision to step down has prompted loan portfolios to maximise the returns expressions of gratitude and to the Exchequer. It is equally vital in acknowledgement from various quarters. terms of the level of activity and output Colleagues, industry partners, and in construction and for the nearly 200,000 professionals within the construction employees in the industry.” sector have lauded his dedication, As if a global economic crisis wasn’t leadership, and the positive impact he has enough, the next big challenge faced by had on the industry during his tenure. the Irish construction industry was the Covid-19 pandemic and In a statement regarding his decision, Tom Parlon said subsequent shutdowns. he was grateful for the opportunity to serve the construction The CIF was quick to act, urging members to be cautious industry and emphasized the collective achievements of the and comply with Government regulations, with Parlon saying: sector during his tenure. He cited a desire to explore new “Construction across the island has performed well so far avenues and allow fresh perspectives to contribute to the and we’re asking our members to encourage their employees continued growth and evolution of CIF. and their sub-contractors to keep disciplined when it comes As the construction community bade farewell to Parlon in his to Covid-19 whether they are on-site, off-site or on the way to role as Director General, there was a recognition of the enduring site.” Adding that he was “very hopeful” that the construction legacy he leaves behind. His emphasis on safety, innovation, sector would be one of the first sectors to reopen subject to and workforce development has left an indelible mark on the national decisions based on public health advice. industry, setting a standard for future leaders to follow. Parlon remained vocal throughout the pandemic, criticising the Tom Parlon’s impact on the construction industry is government for what he described as “unnecessary shutdowns”, expected to extend beyond his time as Director. His legacy as adding that the policies were “hugely detrimental” and calling a leader who championed collaboration, sustainability, and on the government to “end this unnecessary lockdown and allow progress will serve as a source of inspiration for those who our industry to contribute to economic recovery and ending the follow in his footsteps.

His ability to

provide steady guidance and adapt to the changing

dynamics of the

industry has been a hallmark of his

leadership despite

tumultuous times.

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Beauchamps would like to acknowledge the significant contribution Tom Parlon has made to the Irish Construction Industry and we wish him the very best for the future. 200

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Grasping the Baton In summer 2023 the Construction Industry Federation (CIF) welcomed Hubert Fitzpatrick as its new Director General. Fitzpatrick took up the position following Tom Parlon, who retired from the organisation on 30th June.

Hubert Fitzpatrick brings a wealth of experience and a proven track record in the construction and infrastructure sectors, making him a natural choice to lead CIF. With a background in engineering and project management, Fitzpatrick’s career mirrors the hands-on, pragmatic approach that has characterized the leadership within the construction industry. On welcoming Fitzpatrick to his new role, CIF President, Joe Conway, wished Tom Parlon well in his retirement and said he “looks forward to working with Fitzpatrick in his leadership of the Federation, an organisation which today represents a €32bn industry, employing 170,000 people.” Fitzpatrick has previously held the positions of Director General Designate, Chief Operations Officer and Director of Housing, Planning and Development Services with the Construction Industry Federation. As Director General, he has overall responsibility for the CIF in delivering its mission on behalf of members, representing the industry, liaising with government agencies and stakeholders, and management of the CIF’s business activities for its members across its wide range of construction sectors. These sectors include contracting, housing, specialist and mechanical/ electrical services contracting, and regional/ branch services. Prior to joining the CIF, Fitzpatrick worked in consultancy with a major law firm and with a number of local authorities up to senior management level. As the CIF torch passes to him expectations run high for his ability to build upon the successes

of his predecessor and navigate the industry through new challenges and opportunities. Fitzpatrick’s journey to the forefront of CIF has been driven by his commitment to fostering innovation, sustainable development, and collaboration within the construction landscape. His previous roles within the industry have showcased his ability to navigate complex projects and contribute to the growth and resilience of the sector. His experience in engaging with industry stakeholders, coupled with a forward-thinking mindset, positions him well to address the evolving challenges and opportunities facing the sector. One area of particular interest is Fitzpatrick’s stance on sustainability and environmentally conscious practices within the construction industry. As the world increasingly prioritizes green initiatives and sustainable development, his leadership is set to play a pivotal role in steering CIF toward a more eco-friendly future. In a statement following his appointment, Fitzpatrick expressed gratitude for the opportunity to lead CIF and acknowledged the legacy left by Tom Parlon. He emphasized a commitment to building on the achievements of the past and collaborating with industry partners to ensure the continued growth and success of Ireland’s construction sector. As we approach 2024 there is a sense of optimism within the construction industry with a new leader at the helm. Despite inevitable challenges, the industry is well-positioned to adapt, innovate, and contribute to the continued development of

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Ireland’s infrastructure and communities. workers from Ireland and overseas while The transition from Parlon to Fitzpatrick upskilling the current labour force to meet signifies not just a change in leadership but new demands and technologies.” a continuation of the industry’s commitment In his Christmas message to CIF to progress, sustainability, and excellence. members, Fitzpatrick said: “ Our industry Looking to the future Fitzpatrick remains committed to innovation, emphasized this optimism for the sector leveraging modern construction methods saying: “Early data for 2023 points to and digitalisation for enhanced efficiency positive growth in the construction sector and we prioritise sustainability. We will but building and construction investment actively continue to develop industry has not yet returned to pre-pandemic policies pertaining to ESG and off-site levels. With the economy now at full construction as we move forward. employment, it is more important than ever “In the coming year, a comprehensive that budgetary policy continues to address review of the National Planning capacity constraints and deliverability Framework will take place, which will issues, principally in the planning and ultimately impact national infrastructural procurement systems to ensure that the and residential development. The viability country can meet the infrastructure needs of construction projects, due to rising of a growing population. costs, continues to challenge our members Hubert Fitzpatrick, Director General of the Construction Industry Federation “Public investment under the NDP and is an area of continued focus for the 2030 will remain an important stabiliser for Federation,” he added. construction demand and employment. A unified approach that The construction community, along with industry focuses on infrastructural delivery, education and skills policy is stakeholders, eagerly anticipates the initiatives and strategies needed to ensure continued growth in productivity in construction. Fitzpatrick will implement to address the unique challenges and “Access to a skilled workforce remains a concern in a opportunities facing the sector. From embracing technological competitive employment market for construction and other advancements to championing workforce development, sectors. Government and industry are working together Fitzpatrick’s leadership is poised to shape the construction to increase pathways into construction and to attract more landscape in the years to come.

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Champions of Excellence and Inclusion John Paul Construction, an Irish company led by CEO Liam Kenny is an industry leader widely regarded for its exceptional performance, innovative construction processes, resilience, and dedication to promoting equality, diversity, and inclusion.

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It might be celebrating its 75th anniversary next year, but under the leadership of Managing Director Liam Kenny, Irish firm John Paul Construction is every inch the 21st-century company, with a reputation for uncompromising quality and service and a strong focus on innovation and inclusion. And with its ‘immense’ expansion of Rosslare Europort now underway, this industry leader shows no sign of slowing down. Kenny is quick to attribute the company’s continued good fortune to the ‘incredible’ team at John Paul Construction, but it’s clear, too, that its strategy of regional and sectoral diversification and expansion has been key. Driven by the company’s ambitious outlook and willingness to explore new markets, this strategy has proved remarkably prescient, enabling it to remain agile and resilient in an increasingly complex economic environment. The results speak for themselves. Not only is the Irish operation substantial, with over 500 direct employees and growing (numbers grew by 20% in 2022 alone), the company is expanding its global footprint via offices in the Netherlands, the UK, the Middle East and, most recently, Frankfurt in Germany. Through Covid and beyond, John Paul Construction has also enjoyed consistently strong financial results, with a global turnover of

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€605m in 2022, of which €507m was generated in Ireland. Resting on your laurels is not the ‘John Paul Way’, however. With challenges at home and abroad for both the construction industry and the wider domestic and international markets, Liam is clear that the company will be using every tool at its disposal to ensure continued success as it heads into its 75th year in 2024.

Projects John Paul Construction’s extensive portfolio is notable for the variety, scale and complexity of the projects, with completed schemes including a 19,000-sq-m bio-pharma facility, a 600-unit residential scheme and the very distinctive new headquarters of an Garda Síochána, Walter Scott House in Dublin’s Phoenix Park. It’s clear, too, that with one hyperscale and two co-location data centres now nearing completion in Dublin, and growing demand for more, the company’s expertise in the rapidly growing technology sector is attracting attention – and business. There’s a very healthy pipeline of projects too. Mirroring the variety seen elsewhere in John Paul Construction’s work, in the UK these include a complex manufacturing facility for a global client in advanced technology which is seeking to localise

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production of its semiconductors. Closer to home, there’s a significant 28,000-sq-m MedTech facility in Kilkenny, a new administrative laboratory building for a global pharmaceutical client in Limerick, and an upgrade to a beverage manufacturing plant in Cork. In Dublin, the company is actively involved in delivering a 40,000 sq m commercial office building for Hibernia REG at Harcourt Square, as well as over 500 new residential apartments for one of its long-term clients, Kennedy Wilson. Its diversification strategy is clearly working. Of all the schemes on its books, however, perhaps few capture the economic zeitgeist so well as the upgrade of Terminal 7 at Rosslare Europort. Current world events, in particular the tragic wars ongoing in Ukraine and the Middle East, make the fallout from Brexit feel almost trivial in comparison, but just a few years ago things felt very different. For the general public at least, Brexit posed a real threat to Ireland’s economy. Today that threat feels like a distant memory. In the few short years since Brexit took effect, the number of direct routes from Europe to Rosslare has grown from 6 to 38, freight volumes have risen six-fold, and in September, Rosslare was the first-ever Irish port to win the prestigious European Ferry Port of the Year award. The turnaround is astonishing. Liam recognises the importance of the Europort expansion. “There’s no doubt this is huge for us, and for our country”, he says. “We’re talking about 35 buildings covering various import and export functions across the site along with circa 120,000-sqm of concrete trailer parking area and associated works. This is not just a significant project for John Paul Construction, but for Ireland as a whole, given the role the upgraded port will play in a post-Brexit euro economy,” he explains. And his enthusiasm is shared by the current government, with Patrick O’Donovan, Minister of State with responsibility for the OPW, describing the project as ‘immense.’ It’s hard to disagree.

University Hospital Galway - Radiation Oncology Centre

Technology & Innovation

Garda Security & Crime Operations Centre

John Paul Construction’s commitment to innovation is evident in its embrace of cutting-edge technologies, particularly modular construction, to enhance construction processes and deliver greater efficiencies overall. In its ongoing pursuit of excellence, the company actively embraces technological advancements such as Virtual Design and Construction (VDC) and innovative tools like drones and Procore, a cloud-based project documentation and field management tool. “Trying new things is second nature at John Paul Construction,” explains Liam. “We’re well known for embracing new technologies. Modular construction was instrumental for us last year, with all of our projects featuring significant off-site innovations. We’ve also advanced our VDC offering by making mobile applications and BIM tools more widely available across our sites.” The upshot? Higher quality and greater efficiencies, with results improving all the time.

accommodation, but we also need to build renewable energy infrastructure and facilities to support our FDI clients, and this has to all be done whilst meeting the targets of Project Ireland 2040. We’ve reached a stage where project viability is being impacted, and although our government can’t control the big global issues, we believe there’s still lots that could be done to alleviate these issues.” He’s not short of ideas. “Take these measures as an example,” he continues. “The government could lead a review of VAT and duties and of local authority fees, look at planning legislation in even greater detail, do something to ease the work permit process, or shake up the issuing of licences and permits to facilitate renewable energy, etc. These measures would go some way to helping sustain the industry and bring greater certainty for industry and investors alike.” He’s also keen to emphasise the importance of streamlining the residential development process. “Right now, my hobby horse is residential. There’s so much capacity in this sector, so much hard-won skill and experience, but the wheels are too slow to move,” he says. “There are some very good solutions out there, and the Government has a large part to play through approved housing bodies and the like, but as a whole, it’s just not happening fast enough. And planning is not the problem. There’s

Challenges Despite the company’s impressive recent successes, Liam acknowledges that major contractors face a myriad of challenges in the current construction market. “It’s no secret that there’s a lot of demand for residential

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Liam Kenny - JPC Supply Chain Safety Seminar

Kenny is quick to attribute the company’s continued good fortune to the ‘incredible’ team at John Paul Construction, but it’s clear, too, that its strategy of regional and sectoral diversification and expansion has been key. planning in place for thousands of units, but the whole process has to move quicker if we’re to get them off the ground.”

EDI In an industry traditionally dominated by men, John Paul Construction is actively working towards greater equality, diversity and inclusion (EDI) by promoting more women in the industry and actively fostering an inclusive culture that celebrates talent and expertise regardless of gender or background. The company’s consistent efforts mean that women now make up 18% of its workforce— double the national industry average — and this number is steadily increasing. Liam concedes that systemic change around gender diversity is a long-term endeavour, but is enthusiastic about the progress he sees happening. To raise awareness and curiosity about careers in construction and encourage more women to enter the industry, John Paul Construction runs an outreach programme in girls’ secondary schools near their projects. “We’d love

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more female engineers but they’re just not coming through the college system. You need to build awareness – and curiosity – early, and this project is one small example of how we can do that,” Liam says. The company’s implementation of broader EDI strategies is being noticed too. In 2022 it earned Silver accreditation in the Investors in Diversity scheme in recognition of its holistic approach to building a more inclusive, equitable and diverse organisation. “Securing that accreditation was fantastic,” explains Liam. “Diversity is so important. It’s not just that different ways of thinking drive innovation. There’s a strong human case too; it’s just better for everyone all round.” The outlook for John Paul Construction certainly seems bright. Its commitment to innovation and excellence is plain to see, but its genuine enthusiasm for inclusion, and remarkable ability to adapt to changing market conditions, that will surely determine the company’s future success. And while the forthcoming 75th anniversary is certainly a milestone, it’s not hard to imagine John Paul Construction continuing for many more years to come.

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15000 tonnes of rebar Irelands Largest Supplier

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Rebar expertise and experience With years of industry experience, James Street Steel has developed a strong reputation for delivering reliable and high-quality rebar services, collaborating with clients on projects of various sizes and complexities.

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Ireland’s No.1 Plastic manufacturer of Domestic, Industrial and Agricultural Pipe and Fittings.

PLUMBING PIPE

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We are Ireland’s largest and longest established designer and supplier of Underfloor heating systems with over 100,000 Underfloor heating systems designed and installed across the country!

All our plumbing pipe is 100% Irish made and manufactured to the most stringent standards plus all come with our market leading 50 Year Guarantee allowing you to install with confidence. When you choose Pipelife, You choose a quality product manufactured by a trusted leader of Plumbing and Heating Pipe in Ireland with almost 50 years’ experience.

Pipelife Ireland Solutions Limited, Little Island, Cork, T45 TX05

The Pipelife team work with everyone from homeowners, contractors, architects and consulting engineers across the country in projects ranging from residential homes, offices, hospitals, nursing homes, to warehouses, car showrooms and other commercial and industrial buildings. • We deliver what we promise. • Quality products every time • Local Design- Local Support • Quality, Reliability and Efficiency

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RAINWATER & ROOFLINE

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Pipelife, is a name synonymous with high quality PVC-U roofline and rainwater products for new build and home improvement projects, with its wide range of rainwater systems. The Pipelife reputation for technical excellence, competitively priced and quality finished products have established the company as a leading supplier of PVC-U plastic building products.

Pipelife develops, manufactures and distributes advanced PP, PVC and PE plastic pipe systems, something we have been doing under various names since 1947. Today, Pipelife is one of Europe’s leading manufacturers of lightweight yet strong solutions for the complete water cycle, for energy and power distribution, for telecommunication networks and for industrial applications. We specialise in the following: • Soil and Waste Systems • Underground Drainage Systems • Manholes and Chambers • MDPE Pipe and Fittings • GAS PE Pipes • Cable Protection Ducting

Our range of Fascia Boards are used in both new build work, total replacement, or refurbishment by covering existing timber. Our PVC-UE Cladding Systems are suitable for external use on buildings as a decorative and protective facing, fixed vertically, horizontally, or diagonally over both brick, block, masonry and timber framed walling.

T +353 21 488 4700 / +353 21 451 0600 • E Ireland@pipelife.com • Discover our full product range at pipelife.ie

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Leading Construction The construction and project delivery business is transforming in response to a decade and a half of external pressures and the emergence of new industry-focused technologies. JJ Rhatigan & Company, or JJR, one of Ireland’s most recognisable construction brands, is leading this transformation. Rooted in history, yet firmly facing the future, CEO Ger Ronayne gives an insight into the company’s remarkable journey.

Dunlin Village campus student residence University of Galway.

Founded in 1952, JJR’s projects punctuate skylines across Ireland and the UK. Ronayne, speaking on their long-standing history, reflects, “Construction trends over the years have not altered our core principles. Our dedication to safety, quality, and innovation remains unwavering. More than seven decades later, our growing team reaffirms this commitment, while recognising the beginning of a new chapter in construction and in the history of the company - one that is vibrant, purposeful, and determinedly shaping the future.”

Impacting Communities JJR’s reach has been felt profoundly at the local level in the last ten years alone. “We’ve built more than 3,800 homes, laid foundations for education with 17,000 primary and secondary school places and 14 third-level campus facilities, delivered 20 healthcare facilities and so much more. For us, construction is about community impact. Every project mirrors our commitment to the future of Ireland and the UK.”

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50 bed Residential Care Centre Tuam Co Galway

Championing Innovations With the wider construction sector undergoing huge transformation due to the emergence of modern methods, digitalisation, and increasingly urgent sustainability goals, Ronayne reiterates that JJR is not simply transforming, JJR is leading this change. “The challenges we face today present immense opportunities. We’re not just adapting; we’re leading.” Sustainability, for JJR, is a duty. The world around us is changing all the time. With mounting pressure on scarce resources, the need to protect the environment will continue to shape its business as a responsible, committed and passionate Contractor. “Our commitment to environmentally friendly practices reflects our responsibility to the environment and the generations after us.”

Cultivating Relationships As an innovative and future-focused company, JJR is committed to investing in the development, well-being, and satisfaction of its people and supply chain partners, and ensuring our business’s long-term viability and sustainability. Relationshipbuilding remains a cornerstone for JJR. Ronayne observes, “Our partners and clients are extensions of the JJR family. Trust, transparency, and mutual respect are paramount as we continue to learn and grow together.”

People-Centric Vision On governance, Ronayne believes in the blend of clarity, action, and equipping his team with the tools to excel. Noting the transformative shift in the company’s culture, Ronayne emphasises the value of people. “Ensuring success for our team is my priority. It’s not just about remuneration; it’s about creating the right environment for our people to thrive. Our team’s feedback through regular employee surveys helps shape our trajectory.” Addressing the industry’s challenge of talent retention, he notes the effort put into seamless integration. “We’ve worked diligently to assimilate new team members. Balancing the new skills and perspectives of new employees with the experience of our seasoned team is key.”

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Patrician Academy Phase 1 Mallow Co Cork

Tackling Industry Challenges Ronayne acknowledges the increasing risk factors. “Main contractors are assuming more risks than before, and sometimes not pricing in these risks adequately.” Discussing much-needed reforms in procurement, he welcomes the Government’s recent move to cover 70% of inflation-related construction costs last year. “It’s a step forward, but there are still challenges, including unaddressed costs.” Observing practices in the UK, Ronayne believes Ireland could benefit. “Collaborative early-stage involvement between contractors and clients in the UK has proven effective. Risk is better managed, ensuring sustainable outcomes.”

Future Direction Ronayne is excited about the future of Ireland’s construction industry, and the position of JJ Rhatigan in that. Significant management progressions have positioned the company to avail of large-scale opportunities over the next five years and into the long term. This ensures the company’s ability to scale while maintaining a very high level of governance and oversight. He does not shy away from ensuring the company continues to lead the wider industry, both in Ireland and the UK. “Embracing technological advancements will keep us at the forefront of construction innovation. However, amidst all progress, our primary focus will always be our people. They are our most valuable asset.” Ger Ronayne’s leadership embodies the vision and adaptability driving JJ Rhatigan & Company. The shared commitment to excellence and community remains undeterred as the construction industry evolves.

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At Kirby, we deliver value and build trust.

A Values Driven Business

www.kirbygroup.com

People

. Safety . Quality . Delivery . Value

“Tom Parlon – congratulations and thank you for your incredible contribution to the construction industry in Ireland. You have set an example of dedication, leadership, and innovation that will be remembered for years to come. On behalf of our team, I’d like to wish you the very best for the future.”

- Mark Flanagan, Kirby Group Managing Director the Public Sector Magazine

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New Direction Clúid Housing, Ireland’s leading approved housing body (AHB), has appointed Eibhlin O’Connor as the new Chief Commercial Officer.

Eibhlin O’Connor, Chief Commercial Officer at Clúid Housing with Darragh O’Brien, Minister for Housing, Local Government and Heritage and Senator Erin McGreehan at the launch of Dúiche Roden earlier in the year. Eibhlin is a chartered member of the Royal Institute of Architects of Ireland and holds a master’s degree in construction law and dispute resolution from King’s College, London, and a post graduate diploma in construction law and contract administration from Trinity College Dublin. With over 24 years of experience working in the construction industry, Eibhlin has worked at a senior level with key stakeholders, local authorities, and developers in the delivery of social and affordable housing. Eibhlin tells us: “My background is in architecture, it is a major passion of mine! From a very young age, I was always interested in the built environment. I was extremely privileged to have worked with great mentors over the years who were very generous with their time and helped me hone my architectural and project management skills. “I have worked in the public and private sector as an architect and more recently in the AHB sector. Although I don’t work as an architect in my current role per se, I use my skills to set good design and quality standards in the creation of sustainable

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communities in locations where people want to live.” Eibhlin joined Clúid in 2011 as a development manager and quickly discovered that her experience and skills as an architect were extremely useful in the development of high-quality social housing schemes. Eibhlin was the first architect employed by Clúid and has since developed Clúid’s design guide standards and age-friendly housing design standards. Over the years, Eibhlin has focused on growing Clúid’s in-house design and construction management department. The team now has 31 members, with the experience and skills necessary to deliver complex projects at scale. Between 2019 and 2022, Clúid delivered 842 newly constructed homes out of a total 3,615 new homes. This year alone, the team will complete 550 new homes through Clúid’s own construction programme and an additional 700 under the acquisition programme. In her new role, Eibhlin has great ambitions to continue to grow both the team’s expertise and resources, to significantly increase Clúid’s delivery programme over the coming months and years.

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Eibhlin O’Connor, Chief Commercial Officer at Clúid Housing on-site with James O’Halloran, Head of New Business at Clúid Housing.

Future Focus Eibhlin is a passionate advocate of the social and affordable housing sector. Clúid’s focus is on continuing to deliver General Needs, Age-Friendly, and Cost Rental homes at scale. A sustainable housing future requires delivery of large-scale mixed tenure schemes. Clúid sees Cost Rental as one of the key tools to resolving Ireland’s ongoing housing shortage. Though still in its infancy, Clúid is working to refine and build momentum in the delivery of more Cost Rental homes, with the aim of meeting the targets laid out in Housing for All and driving balance in market rents. Clúid is positioned to deliver on its mission and government housing targets. In a recent departure from Clúid’s tradition housing tenure models, Eibhlin is supporting research into the delivery of supported youth housing, partnering with key service providers to ensure vulnerable young adults have a place to call home. Eibhlin says: “Clúid currently has the strongest team ever in place, with the expertise to deliver at scale. We have a strong pipeline and an ambitious delivery target of over 1,000 homes per year, as outlined in our new corporate strategy Securing the Future 2023 – 2025. “Taking over the reins from Fiona Cormican was daunting, however, I’m very excited about the challenge ahead. As the new Chief Commercial Officer, I have responsibility for driving Clúid’s ambitious delivery programme and managing Clúid’s

construction and housing development risk”. Eibhlin is a voluntary director of Lean Construction Ireland and is a staunch advocate of lean methodologies in the better, faster, and more collaborative delivery of housing. She was instrumental in developing leaner procurement for Clúid and was the first to develop a forward-funded arrangement for the delivery of housing in partnership with developers over ten years ago. This has proved to be a very successful delivery model for Clúid and has now been adopted widely by the AHB sector. From these strong foundations, Eibhlin has moved on to develop even more advanced ways of delivering housing through a new innovative partnership arrangement. This focuses on early contractor engagement from the outset, continuous improvement, shared profit and risk, an Environmental, Social, and Governance (ESG) Framework and collaborative working throughout the life of the project. Clúid is looking forward to appointing the first innovative partner this year and hopes to have commenced the first project by December 2023. Clúid is always seeking new opportunities to support the delivery of new social and affordable homes, innovative ways of working, and collaboration with new partners that align with Clúid’s vision of a society where everyone has a great place to live. Find out more on www.cluid.ie

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Trousers that work as hard as you

Hultafors Group Ireland

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Unit B5, Calmount Business Park, Ballymount Dublin 12 Tel: +353 (0)1 409 8400 | Email: Info@hultaforsgroup.ie the Public Sector Magazine

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Pipelife: A legacy of innovation, sustainability and commitment to excellence

The latest product to roll off Pipelife’s impressively innovative assembly line is the The Qual-Pex Plus+ ‘Easy-Lay’ Pipe. With a 50-year guarantee, its ultraflexibility facilitates ease of installation which in turn saves on time, materials, and labour costs.

Celebrating over 50 years in the industry, Pipelife stands as Ireland’s foremost manufacturer of plastic piping systems. Specializing in polyethylene pipes, the company’s acquisition of Cork Plastics in 2021 has fortified its market presence and enabled it to expand its product portfolio to encompass underground sewage, soil products, and rainwater and roofline solutions. The acquisition has proved transformative and in addition to bolstering Pipelife’s financial strength, scale and credibility, Ger Healy, Managing Director, Pipelife, UK/Ireland says that it reinforces the company’s commitment to delivering competitively priced, class-leading design services and products in a market where longevity and efficiency are paramount. It has also been instrumental in the impressive growth rates achieved by the company in recent years. “In recent years the Irish operation has focused very heavily on renewable heating products and services, along with its traditional focus on plumbing and heating pipes and fittings and we have grown significantly over the years in the Irish, UK and continental European markets,” Healy says. “The Cork Plastic’s product ranges were very complementary to Pipelife Irelands existing product ranges, with the additional advantage of providing a very solid sales presence in underground sewage, above-ground soil products and Rainwater and Roofline.” Pipelife’s journey began with a mission to provide industryleading products and services to the building sector. Today, the company has evolved beyond traditional manufacturing and now offers fully designed specification solutions. In addition to modernising its production facilities, the

company has invested significantly in in-house design services, and it is also building a brand-new training centre where the entire Pipelife product range can be shown and demonstrated to specifiers, architects, consultants, installers and key decision makers within the industry. The recent evolution of the company is designed to respond to escalating upfront costs and the industry’s rapid evolution towards greater sustainability and regulatory compliance. The Irish operation plays a pivotal role in Pipelife’s extensive international footprint, and the enhanced scale has been essential in enabling Pipelife Ireland to invest in state-of-theart facilities and to focus on developing innovative new design services and products, according to Healy. With Pipelife aiming to be a complete solution provider for the building sector, its recent strategic moves have also positioned the company as a prominent ‘one-stop’ shop supplier, better equipped to respond to the evolving demands of the industry as it moves towards streamlined supply chains. “No longer is it sufficient to merely manufacture a product and sell it as a ‘commodity’. Pipelife recognises that modern systems require fully designed specification solutions, and we will provide our customers with design solutions that they can have confidence in,” Healy explains. “As such we are investing heavily in in-house design services, particularly, but by no means exclusively in the heating sector. We will provide systems custom designed to the building, with full design indemnity insurance and full life after-sales support services. Our motto has been ‘Our Reputation - Your peace of mind’, and this goal remains the

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LOW CARBON HOUSE FLOORING Geocell Foam Glass Gravel is a low-carbon building material made from 100% recycled glass which allows you to design with sustainability in mind. This low-carbon design aims to reduce the carbon footprint of the construction phase by minimising the use of high-carbon concrete products. Geocell removes the need for concrete slabs, insulation boards, gravel, strip footings & rising walls while being a significantly faster foundation construction method overall. Geocell is a load-bearing, breathable, insulating, anti-capillary foamed glass structural aggregate, which can be easily poured and compacted to make a foundation for any structure. Geocell will support, insulate and keep dry any structure throughout its lifecycle, after which it can be easily extracted and reused as part of the circular economy. Geocell Foam Glass Gravel is the new foundation for the ever-growing circular economy of products that are reducing the environmental impacts of construction into the next generation.

GEOCELL IRELAND WWW.GEOCELLIRELAND.IE

CONTACT: sean@geocell.ie 086 1039391

Established in 1984, Glasgiven Contracts is an award-winning Principal Contractor delivering a range of high-quality projects across the Island of Ireland. Our expertise provides construction excellence in the Public and Private Sectors where we offer Design and Build and Traditional Construction Services. We are experienced in delivering complex high quality, sustainable projects for our clients. Our Sector Experience includes: Health Care Education Residential Sport & Leisure Commercial (Retail and Offices)

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cornerstone of everything we do. footprint, and designing its products to “The trend in many sectors over recent maximise their potential in a truly circular years has been to streamline supply chains economy. and our own sector has been undergoing “Our goal is to put forward-thinking this transformation more rapidly in ecological and economical solutions recent years. Many customers are actively in place that focus on local needs, and seeking a smaller number of larger ‘onesupport and protect communities and our stop’ shop suppliers that have the scale, goal is also to increase energy and resource financial strength and credibility to be a efficiency while improving product long-term supply partner for products attributes,” Healy affirms. that need to be supported over a life span “In the production of plastic piping measured in decades. systems, we set out clear and measurable “Developers, builders and goals with defined deadlines to reduce homeowners are faced with everspecific energy consumption and increasing up-front costs in new builds CO2 emissions. To meet these internal as regulatory changes and the move to requirements, we use energy sources with low temperature, low emission heating the lowest possible level of emissions. systems impact on building design and “Most of our products are 100% heating systems. In these situations, recyclable, and some can even be recycled Ger Healy, Managing Director, Pipelife Ireland/ UK scale brings efficiencies so the greatly several times. Our cradle-to-cradle design enhanced scale of the new Pipelife Ireland ensures that pipes can be re-produced operations allows us to invest and provide competitively priced into new quality-assured products, minimizing waste as much class-leading design services and products.” as possible. We also continuously increase our ratio of recycled While Pipelife’s commitment to quality and customer plastics in production. satisfaction remains the cornerstone of its reputation, its “Most of the plastic found in the oceans originates from exclusive reliance on merchant partnerships also sets it apart. carelessly discarded bottles and packaging, but in some cases, Celebrating its 50th Anniversary, Healy acknowledges the it is also resin pellets from the manufacturing industry. As a crucial role played by its partners in achieving sustained success signee of “Operation Clean Sweep” and “Zero Pellet Loss”, we in the Irish plumbing and heating industry. are continuously improving preventative measures throughout “Selling exclusively through merchants, our service is our whole production and supply chain, to keep nature as clean tailored to making the supply of all our products and services as possible.” easy, professional and painless and this is something that we Safety is another core priority at Pipelife, with greater can only achieve with their support. Pipelife Ireland recently safety and awareness measures being put in place throughout celebrated our 50th Anniversary of proudly manufacturing and the Pipelife Group to further reduce the number of accidents. serving the Irish plumbing and heating industry and wouldn’t The company’s Occupational Health and Safety (OHS) system be where we are today without their support.” aims to be the best-in-class and the team is fully committed to The latest product to roll off Pipelife’s impressively keeping accident rates at a historic low. innovative assembly line is the The Qual-Pex Plus+ ‘Easy-Lay’ Despite facing challenges such as rising costs, a shortage of raw Pipe which is manufactured in Ireland and offers plumbing materials and a tight labour market which is hampering the ability professionals a flexible, efficient, and durable solution. With a 50to fill the positions created by the company’s expansion, Pipelife year guarantee, its ultra-flexibility facilitates ease of installation remains resilient. Its future goals include a €30m investment which in in turn saves on time, materials, and labour costs. to expand and upgrade the Cork Plastics site, emphasizing “Our new Qual-Pex Plus+ ‘Easy-Lay’ Pipe is noticeably automation technologies and a focus on renewable energy. more flexible than other pipes” Healy enthuses. “It’s quick By 2026, Healy points out that there will be 35 state-of-the-art and easy to uncoil and the flexible material allows you to extrusion lines incorporating the latest automation technologies, manoeuvre the pipe with complete ease. Increased flexibility with a planned output approaching 45,000 tonnes per annum. delivers added value. Now easier and quicker to install using “The construction of our new state-of-the-art Renewable fewer materials and less labour so you save every time. Technology Centre will provide us with the best training Pipelife’s involvement in a variety of projects that focus facilities available to installers in Ireland,” he adds. “The on local needs and environmental protection demonstrates significant investment in new equipment, personnel and it deep commitment to sustainability and the environment. services is without parallel in our sector in Ireland and will The company has established clear goals to reduce energy position our Irish operations as a world-class manufacturing consumption and CO2 emissions, while the vast majority of facility for many years to come. its products are 100% recyclable, aligning with the company’s “This very visible investment shows Pipelife’s long-term cradle-to-cradle design philosophy. commitment to the Irish market and there is no doubt that In response to historic environmental concerns, Pipelife the scale, modernity and product portfolio of the new Pipelife is also committed to achieving world-class results in its Ireland operations will be very attractive as a supply chain ESG targets. On a group-wide level, it is leading the way to partner for the major merchant groups, builders and installers improving safety within the industry, reducing its carbon in the country.”

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Opening Doors for New Home Building in Ireland Established in 2019 to fund viable residential development projects nationwide.

Finance for new projects from 5 units upwards.

Products

Products designed for different types of residential development.

Over 10 Units

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Funding for projects of between 5 and 9 residential units.

Site Location: Number of Units: Project Status: Drogheda, Co. Louth 100+ new homes Under construction

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For more information on the products that we offer visit www.hbfi.ie or call 01 238 4600

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Social Housing report Approved Housing Body 2023 tenant satisfaction remains high during challenging times. Set against a backdrop of increased cost of living and unprecedented demand for affordable rental housing, the results of the 2023 Social Housing Tenant Satisfaction Survey published by the Irish council for Social Housing results are reassuring with overall tenant satisfaction in AHB management practices and service delivery at 84%. Similar to the previous (2020) survey carried out in 2020, the results demonstrate that the quality of housing is the most important factor at 99% (93% in 2020), closely followed by an efficient repairs service at 97% (88% in 2020) and the upkeep of any communal areas at 95% (82% in 2020). When compared to data from other Irish household surveys (both social and private rental), the experience of Irish AHB tenants is favourable. “Today’s findings from the third of our AHB sector-wide tenant surveys are a strong endorsement of AHB housing delivery and management. Donal McManus, ICSH Chief Executive said. In fact, our surveys are an effective quality mark and a source of pride for all our members in the homes they provide. The importance to tenants of a quality home in surroundings that are well-maintained indicate that they are equally proud of their ‘homes for life’. Closely linked to this are the community development and social activities that both AHB staff and tenants oversee. 79% of tenants felt that these activities were important, up 21% since 2020. It is clear that after Covid-19 isolation and lockdowns, the importance of nurturing the wider community is recognised by tenants. Embedding a tenant engagement culture has been a key feature ICSH organisations’ strategic planning over recent years and is an important measure of success for the many new and diverse communities that AHBs are building throughout Ireland. “These surveys are useful benchmarking tools that help AHBs refocus on those areas that require improvement and support. In 2023, we can see that energy and fuel poverty have become very significant concerns for AHB tenants. In 2017 66% of our surveyed tenants found it affordable to heat their home. By 2020 the number had increased to 78%, but in 2023 the figure dropped to 57%. Energy and fuel poverty issues are of real concern to homeowners, social and private tenants alike. We know that in some cases, energy costs for Irish households have risen by more than 100% over the past three years. In its budget 2024 submission the ICSH called for a specific retrofitting budget with grant aid of 90% of costs to make

retrofits viable on a large scale. The AHB sector is keen to meet national climate action targets, whilst also reducing fuel poverty for low-income and vulnerable households.” Robust data from our 2023 survey illustrate a well-performing sector, as well as opportunities for improvement. High levels of performance and quality continue in areas such as staff performance and responsiveness, communication with tenants, safety and maintenance of homes and the range of local services. Satisfaction with additional support services (ranging from help sustaining their tenancy to monitoring health and wellbeing) is particularly high and demonstrates that longstanding AHB expertise in this area continues to reap rewards. The many housing associations around the country are clearly continuing to provide a consistently high-quality service with the performance of the housing staff remaining very high as has satisfaction with tenant communication (both rated over 80%). Whilst this is very welcome news, the results of the survey provide a good opportunity for approved housing bodies to explore aspects of services which may require continuous improvement. However, the survey also identifies other areas that require further improvements, such as tenants’ perception on whether their feedback has been taken into account, and AHB responses to anti-social behaviour in their communities. In terms of the issues tenants would like to have more say about, most frequently they mentioned property maintenance/repairs, followed by safety and security concerns, communal areas and anti-social behaviour. The collaborative role of the AHB and tenant in resolving issues that impact on tenant and community wellbeing is extremely important here.

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Squaring the Housing Circle Approved housing bodies (AHBs) have emerged as a critical component of Ireland’s strategy to address the social housing crisis. John Hannigan, Chief Executive Officer of the approved housing body, Circle VHA, discusses the scale of the social housing crisis, the vital contribution of AHBs and the unique challenge faced by working individuals who still can’t afford a home.

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With 64,000 households and nearly 125,000 people on social housing waiting lists, the level of demand far exceeds the supply.

Approved bodies like Circle VHA play a crucial role in mitigating Ireland’s social housing crisis. Circle VHA focuses primarily on providing affordable and high-quality housing solutions to vulnerable and low-income individuals and families in Ireland and it has made a significant contribution towards increasing the availability of affordable homes in a market plagued by scarcity. Highlighting the contribution made by approved housing bodies, John Hannigan, Ceo, Circle VHA, points out that AHBs are not only providers of social housing but also the primary providers of cost rental homes in the country. For over 40 years, AHBs have proven their resilience and counter-cyclical nature, making them essential in both economic booms and downturns.

“We have a 40-year history at this point,” Hannigan says. “Unfortunately, over the period of time we’ve seen a number of market crashes and recessions which have given the approved housing body sector the opportunity to demonstrate its resilience and its counter cyclical approach. In good times when the economy is booming, we need social and affordable housing because people can’t afford the housing because house prices tend to go through the roof. “In bad times when we have a crash, we need social and affordable housing because people can’t afford it because of the loss of jobs. So, we’re in that kind of economy, circular economy where whatever happens, we tend to be in the right place at the right time.” While local authorities did a commendable job, housing bodies like Circle VHA bring specialized skills, professionalism, and expertise to the housing sector, and an impressive track record in delivering housing solutions efficiently and effectively. Over the past decade the AHB sector has professionalised and evolved into true housing professionals, not only just responsible for constructing houses but also managing them for the benefit of tenants and communities. “What you now have is a set of organisations that are real housing professionals, not just in the delivery of the capital house, the house itself, the bricks and mortar, but in terms of managing it for the benefit and for the good of both the individuals in it, and also for the communities within which they live. “Sometimes we see and hear about the stigma of social housing and the notion that it’s only people who are unemployed or who have antisocial or behavioural issues. The reality is that the average industrial wage in Ireland is about €35,000 at this point in time. To qualify for social housing, you can’t be earning more than €34.5k. So actually, a large proportion of our population are in that element where they’re

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“We are required to deliver A2 rated homes, which means that they’re very energy friendly and they’re very economic to run. And I can only see that getting better.”” actually working, maybe even have two jobs but still can’t afford to live in the current r housing market. “So, the position now is that housing bodies are now providing a minimum of 45% of all social housing and the figures show it’s probably closer to 56% overall. So, we’re the dominant provider of social affordable housing at this point in time. And I think we’re only going to go from strength to strength.” With 64,000 households and nearly 125,000 people on social housing waiting lists, the level of demand far exceeds supply. Moreover, this emerging group of working individuals earning decent wages who still cannot afford a home is adding to the complexity of the issue. According to Hannigan there is an urgent need to provide a higher volume of cost rental homes to cater to the increasing number of people who fall into this intermediate category. Again, AHBs have been to the forefront in providing a new supply of cost rental homes, which didn’t exist 18 months ago. This new tenure offers a crucial solution for those caught in the gap between affordable housing and homeownership. “We know that the market for cost rental is at least a minimum of 50,000 households at this point in time. And again, our sector is the only sector providing this option at the present time,” Hannigan says. “The approved housing bodies have provided nearly 2,000 homes in the cost rental market, all brand-new tenures which didn’t exist 18 months ago and here it is now being delivered on scale.” Catering to both the social housing and cost rental markets places added pressure on AHBs and each market presents a

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different risk profile. While social housing receives government support, cost rental depends heavily on tenants’ ability to pay. However, AHBs’ professionalization ensures they provide excellent landlord services, maintaining the properties and supporting tenants and communities in the long term. “There are two completely different approaches in terms of the risk, but the reality is that our sector, has become so professional over the last decade and we actually provide a really good landlord service. We know that we’re excellent landlords and our tenants know that we’re really good landlords. So, they get great supports, they get great contact, we’re there for them to do the repairs and maintenance when required. “We have the right contacts in terms of the tradespeople and plumbers and electricians and all the people that you need to support that. But then we’re also in the communities to help the communities integrate. We do integration programs; we do all kinds of diversity programs which help with inclusion.” Hannigan acknowledges that creating sustainable communities requires careful planning and infrastructure development. He highlights past mistakes, such as building estates without adequate amenities, which led to the creation of “ghost estates” beset by social problems. The lessons learned from these mistakes are crucial in current housing developments. Today, there is a stronger emphasis on integrating communities with schools, shopping facilities, and green spaces to foster inclusion and prevent the isolation seen in previous developments. The Circle VHA chief attributes the improvement in the

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quality of social housing over recent be integrated into the community, and years to the lessons learned from these I think they were the mistakes that we past housing initiatives. While the made historically. housing built in the 1960s was of good “When we built Ballymun, when we quality, both in terms of construction built Tallaght, we put no infrastructure and size, there was a shift in the late around them, we put no amenities around 1990s and early 2000s towards faster them. Nowadays, that can’t and won’t and cheaper construction, due to happen. We’ve learned lots of lessons the availability of cheap credit. This from that perspective. We’re in the approach resulted in a significant number process of delivering significant homes in of homes with defects, including fire and Crumlin and in Limerick at the moment water-related issues. and nowadays whenever we build a According to Hannigan these new estate, we make sure that there are repeated defects, prompted a need for community facilities either on or close to regulatory changes and inspections to the homes, that there are schools available, ensure better quality construction while that there’s shopping available and that further advancements in materials and they’re on good transport routes.” heating systems have also contributed to Circle VHA’s role is currently the improved quality of social housing. delivering a record number of homes “It was purely because credit was so and has ambitious plans for the future. John Hannigan, Chief Executive Officer, Circle VHA cheap, we were able to just throw them According to Hannigan, it is intent on up. Some of the statistics say that up to increase its housing pipeline and it aims 80% of the apartments that were built during this period have to provide thousands of new homes, both in the social and cost defects built into them, either fire defects or water ingress rental sectors. defects or other defects. So, for every five buildings, for every I’m very fortunate as CEO of Circle Voluntary Housing five properties that we built, four of them have a defect in it. Association. We’re 20 years old this year and we’re delivering “It’s just crazy when you think about it. And we’ve learned more homes than we’ve ever delivered this year. We have a a lot from that. We deregulated certification, we deregulated pipeline of nearly three and a half thousand homes over the inspection, we made it all about how you could be doing it next two and a half years. Our intention by the end of this year quicker, but also in a way that wasn’t certifiable or wasn’t is to get that pipeline out to 5,000 homes over that period of actually independently checked. Thankfully, now there is a time and eventually by 2026 to be looking at delivering nearly degree of independent check. There is a mechanism through a thousand homes a year on a consistent basis. the BCAR system and there will be more coming through from “We want to contribute as much as we possibly can. We’re the regulations that are coming down the track that will ensure not in this to get bigger for the sake of getting bigger, we’re the quality that we’re delivering is better. in it because there’s a need for housing. And we’re very, very “And obviously materials have improved significantly. passionate about delivering housing for those in housing need. Heating systems have improved significantly. We’ve become “And it’s across both the social side of it and the cost rental very conscious both as a sector but as a society in terms of side of it. So, we are working very strong in that. We’re very the environmental impact we’re having in the homes that we fortunate we have a great innovative bunch of people that work build. So, we’re constantly researching and looking for new for us, and we’ve done things that the sector hasn’t done before. ways, and new materials that reduce the impact on the planet So, our use of private finance is innovative compared to others and reduce the impact on the individual from an economic and we were the first to bring credit unions on board in terms of perspective as well. lending to our sector, which is really important. “So, I think we will see it continue. At the moment, we are “We’re also one of the first to launch a tenant engagement required to deliver A2 rated homes, which means that they’re and communication strategy, which sees our tenants being at very energy friendly and they’re very economic to run. And I the heart of what we do and directly influencing the decisions can only see that getting better.” that we make as an organization for the benefit of our tenants, To sustain communities over time, Circle VHA employs not for our business benefit. dedicated teams responsible for community engagement. “This is probably one of the hardest periods I’ve ever been Tenant engagement officers play a pivotal role in connecting involved because the need is so great and the pressure to deliver tenants with community services and organizations, is so great. And that’s not just from a political perspective, but also promoting communication, and enhancing inclusion. because you see people on a day-to-day basis who need housing. Supporting community initiatives and organizations, such as “There are currently nearly 13,000 homeless in shelter and Meals on Wheels or active retirement groups, helps foster a short-term emergency accommodation and for a country of our sense of belonging and social cohesion. size, that is quite unacceptable to be honest. That’s something “It takes quite a bit of work and we have dedicated we need to do more about. I do think we can, and I’m very people and dedicated teams that are involved in it right happy that Circle’s at the forefront and able to contribute to across the sector. The reality is you can’t build an estate that’s addressing these critical social problems.” independent of everything else you need to have services and And so, say all of us.

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The Modular Housing Solution Modular Express Ireland new designs for Net Zero in Ireland, United Kingdom, and around Europe

Modular Express Ireland’s decision to enter the Irish market in 2018 was driven by a commitment to revolutionize housing delivery in Ireland and provide a sustainable solution to Ireland’s housing crisis, which is characterized by a severe shortage of affordable housing. This presents a significant societal and economic challenge and has resulted in skyrocketing rents, soaring property prices and a significant escalation in homelessness. The acute shortfall in housing delivery has persisted for over a decade and the prevalence of traditional construction methods has failed to deliver the sharp increase in output that is required to effectively address Ireland’s housing crisis. Modular Express Ireland’s key mission is to supply high-quality, affordable modular homes that directly address the housing crisis in Ireland while also addressing rising fuel bills. The company’s focus on affordability and sustainability guides its operations. Founded in 2004, the company is a global leader in off-site manufacturing of high-quality, modular homes and has been inventing, designing, building and delivering modular homes and hotel rooms all over the world since 2004. Deborah Smyth Project Director, Modular Express Ireland brings over two decades of experience in the land and property

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business. As construction output continued to lag far behind demand, she recognized the potential of modular construction to add capacity to the industry and enable faster and cost-efficient home construction. She firmly believes that modular construction can be the solution to Ireland’s housing crisis. “Traditional construction is not tackling the housing crises, so we believe modular can add capacity to the industry, enabling house builders to build more homes faster, and for less cost,” she says. “Our objective is to supply high-quality affordable modular homes to address the housing crisis and rising fuel bills.” Working alongside Deborah is John O’Brien, an environmental consultant, chartered Builder and chartered Environmentalist, with 30 years of industry experience and an impressive track record in developing affordable modular housing that achieves zero carbon standards. Other key members of the Modular Express Ireland team also include professionals like Bartosz Hyżyk, Lukasz Gruszczynski, Dermot Forkan, Olan Crowley, Diarmuid Healy, Des Fortune, Philip Carmody, and Aodh Carlyle, each contributing their expertise in various aspects of construction and engineering. Modular Express Europe’s extensive track record in modular construction gives the firm a unique advantage. Modular Express

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Ireland has access to a global network of air-source heat pumps provide hot water experts with a long history of successful and heat, and photovoltaics facilitate projects. This knowledge transfer allows reduced energy use and align with the the company to contribute to the Irish company’s goal of eliminating fuel market’s net-zero carbon targets while poverty and achieving net-zero status. providing high-quality housing. Meanwhile, BOPAS accreditation “We want to bring Modular Express demonstrates the robustness of its system Ireland’s approach to building highand its commitment to quality. Being BIMquality social value schemes. We can tap ready positions them well in an industry into Modular Express Ireland partners increasingly shifting toward wider BIM around the world looking at various requirements, particularly in projects schemes and business models this gives funded by public money. The company’s us an in-house information centre of modules are also designed to meet future experts with a long track record. We can Part L energy efficiency targets, in line then bring this knowledge into the Irish with Ireland’s goal to shift towards netmarket, and their knowledge in Europe zero energy consumption. Their modules around meeting net zero carbon targets”, are also designed to be Part M ready, Deborah continues. which facilitates adaptability over the Modular Express Ireland’s primary building’s lifespan. Deborah Smyth Project Director, Modular Express Ireland objectives in the Irish market are to “Building modular homes in the demonstrate the comfort, warmth, and factory means we can have a lean net-zero carbon capabilities of their modular homes. The firm approach to production,” says Debbie. “Using Building aims to collaborate with developers and builders to supply Information Modelling (BIM) we can build to fine tolerances modules into schemes ready for development. Affordable and standard product sizes. A traditional site has a skip outside and social housing remain key targets, with an emphasis on full of offcuts of perfectly good material; another cost that can enhancing the social value of communities. ` be avoided. Our modular homes are 95% completed in the The company’s modular approach allows for concurrent factory, so they can be deployed rapidly. construction, reducing program timelines and saving on costs. “Our fabric-first approach means the homes are optimized This method ensures both rapid delivery and high-quality for energy efficiency, through insulation, airtightness, and construction, addressing the urgent housing needs in Ireland. eliminating cold bridging. This eliminates the need for any All their homes meet minimum space standards, ensuring oversizing of the heating system. Our modular homes feature aircomfortable living. These modular buildings can be customized source heat pumps, providing hot water and heat. They can also to suit various purposes, including affordable housing and be connected to a communal heating system. “Once the energy social schemes. use is minimized, we will add photovoltaics to account for the “As a new entry to the Irish market, we are looking to primary energy use, and appliance use energy where practical. form partnerships with developers and contractors already on Eliminating fuel poverty, along with Net Zero is our goal. frameworks to deliver housing,” Debbie confirms. “It was important for us to achieve the BOPAS certification “We have modules that can be combined to provide a range to demonstrate that we have a robust system, warranty ready, of home types from studios to apartments and houses. All and a recognized quality brand. We are now progressing through homes meet the minimum space standards, and our modules the NSAI Agrément process so that we can show the same can be built while the groundworks are carried out reducing the commitment to quality and de-risk the innovation aspect of our programme, and saving on preliminaries, and financing costs.” homes. Adopting BIM has allowed us to be ready for the shift A further cause to celebrate Modular Express Ireland’s entry towards wider BIM requirements across the sector, especially into Irish housing is its strong track record of environmental where public money is funding projects. We need to show how responsibility and its commitment to the fight against climate we will reduce cost and time while increasing quality. change through its sustainable construction practices. The “Our objective was to build modules that would meet company’s exemplary environmental standards, energyfuture part L targets as we shift towards net zero. The most saving credentials, BOPAS accreditation, and building control recent energy crisis has highlighted the need to reduce our compliance demonstrate the company’s robust commitment to dependency on fossil fuels, and the best way to do that is to sustainability and climate change mitigation. reduce the energy demand. Modular Express Ireland’s eco-friendly modular buildings “We have designed all our modules to be part M ready as significantly reduce waste, with up to 90% less waste generated standard. We are living longer so need to make sure all the new compared to traditional construction methods while its factoryhousing stock we build is adaptable over the life of the building, based production methods allow for precision construction and and residents can remain in their homes.” eliminate the need for excess materials. Modular Express Ireland’s ultra-comfortable homes boast In addition, energy efficiency is also prioritised in Modular a range of key features. In addition to meeting or exceeding Express Ireland’s modular buildings and the company’s space standards, they offer enhanced acoustic performance, fabric-first approach places a premium on superior insulation, and feature low-energy heating and hot water systems linked airtightness, and the elimination of cold bridging. Meanwhile, to renewables. They also incorporate non-centralized heat

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recovery ventilation, advanced heat pumps, and thermal storage. Furthermore, Modular Express Ireland’s homes achieve the highest Gold Certification from the Irish Green Building Council’s Home Performance Index. The company’s first Irish project; a development of 6 one-bedroom modular homes for the approved Housing Body, Tiglin in the Bluebell area of Dublin demonstrates the company’s impressive credentials and confirms the significant potential that modular homes can play in addressing the ongoing housing crisis. These homes have been strongly championed by the Chairman of Tiglin, Aubrey McCarthy and Tommy Coombes, the co-ordinator for the Bluebell Community Council, who welcomed Modular Express Ireland’s solution to the housing crisis and commitment to regeneration. “Modular Homes such as these provide a high standard and a fast response to address the urgent need for housing in Ireland. Our objective is to supply high-quality affordable modular homes to address the housing crisis and rising fuel bills,” said McCarthy. Notably, these homes are designed to be net-zero carbon, super-insulated, and airtight. They are BOPAS accredited and BIM ready, and utilise renewables such as solar panels, battery storage, and air source heat pumps, they meet stringent building control regulations. In addition, all apartments in the Bluebell Project achieved an A1 BER rating while Bluebell will also be the first modular construction project to achieve the Green Building Council’s Home Performance Index (HPI) in Ireland, which showcases homes that are built better than minimum compliance to regulations. “The pandemic did impact our plans for the Irish market, but we used the time wisely and developed our system as you would in the automotive industry, though digital, using energy, and dynamic modelling to interrogate our designs and system under different climate conditions, to ensure it would achieve all the necessary energy requirements “So, Bluebell is our first project in Ireland and our objective is to demonstrate our modular homes are built for comfort and warmth, bringing net zero carbon ahead of targets for the Irish market. we aim to team up with developers and builders to supply modules into schemes that are ready to develop. We

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also want to be involved in the early stages of design so we can share the efficiencies of our standardised modular approach. “Affordable and social housing are key targets for Modular Express Ireland as we want to help address the housing shortage through quality and comfort, and all new homes should add to the social value of the community. We are also committed to the wider environmental impact of new homes so we are aiming to be the first net zero modular development under the Home Performance Index, achieving Gold Certification for our Bluebell scheme. “Modular Express Ireland wants to show that Modern Methods of Construction (MMC) can complement the traditional building sector, so MMC can provide extra capacity to deliver the homes needed. Our Bluebell project will showcase this, and we have a huge interest in the project.” Modular Express Ireland’s entry into the Irish market in 2018 brings a glimmer of hope to a housing crisis that has plagued the nation for years and their commitment to modular construction, sustainability, and quality has the potential to make a significant impact on Ireland’s housing landscape. As they continue to collaborate with developers, builders, and partners, Modular Express Ireland’s vision of providing high-quality, affordable, and eco-friendly housing solutions is undoubtedly one that aligns with Ireland’s future housing needs.

HOW MODULAR EXPRESS IRELAND ACHIEVES NET ZERO CARBON n Fabric First: minimise energy losses to the home n Eliminate cold bridging potential n Ready for improved Building regulation demands n Optimise insulation through airtightness and U values n Key to performance is accurate construction n Post-occupancy energy use recorded n When fabric is at its best renewables bring us to net zero n Any construction CO2e is offset.

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The art of balance John Farage O’Brien, the well-established firm of contract claims and dispute consultants, celebrates its 20th anniversary this year providing an expert consultancy and support service to domestic and international construction clients in dispute. The firm represents both employers and contractors and has enjoyed outstanding success in managing and negotiating settlements in some of the largest public and private sector construction disputes in the state. Public Sector Magazine spoke to principal consultant John FFF O’Brien who is himself a practising conciliator, mediator and arbitrator and asked how he achieves such success for his clients the most complicated construction disputes, especially in arenas where the parties still retain control of the process – at mediation and conciliation. “We find that most adversarial groups we meet across the table normally possess an unbalanced weighting of knowledge and understanding across what we describe as the ‘four core construction industry disciplines’ and it is in the art of properly balancing the influences of these disciplines across the relevant facts we find resolution to many disputes. We have often found this imbalance to have been driven, typically, by a single alpha personality group member,

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possessing limited knowledge of perhaps only one or two of the core disciplines. Typically, these would be an entrenched designer who on the one hand cannot put his/her buildable design intent on paper but on the other hand insists that the contractor should have priced it and built it, or an overly opinionated lawyer who should stick to probate or conveyancing or a consultant expert of one sort or another who is not the expert he or she purported to be, and they are normally the alphas who have been given ‘too much rein’ by their client!“ An experienced advocate would find this as an opponent’s weak point and naturally, it would be a point where he or she will attack.” O’Brien explains that the four core construction industry disciplines that entwine into every construction dispute in different

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“The most experienced practitioners will be only too aware that many arbitrations do not go all the way to final award but rather are settled in a parallel confidential mediation process.”

Remaining dynamic

measures and weightings are (1) Commercial, (2) Contractual, (3) Legal and (4) Technical. Technical, he adds, is split into two subcategories Design and Construction Methodology. “Each discipline is but the tip of its own tall Christmas tree, with hundreds of branches spreading out below. Having to understand potentially thousands of underlying issues, enmeshed within all four disciplines is precisely what makes construction disputes inherently complex to assess and resolve, especially for those who are fluent only in one or two of the core disciplines (and whose fluency in those disciplines can often blind them to the importance of the others!).” “Conciliation is in my view, the most effective ADR machine for complex construction dispute resolution, and it is often during this process that the parties to a dispute see their positions being safely, but rigorously stress tested for the first time. It can only be done effectively under the stewardship of a competent conciliator who distills the dispute to its core issues, which is normally only achieved in the arbitration or litigation processes.” In our experience, many such paying parties, having seen for the first time the limitations of their entrenched alpha team member, and realising how incomplete their grasp is of the four disciplines, begin to see the settlement as a much more attractive option. To get to a strong position of certainty before a dispute can be settled is an iterative process that requires constant input from a party’s team, which includes weighted inputs from witnesses of fact, experts, consultants and lawyers,” says O’Brien.

“The team needs to remain dynamic to react (and perhaps re-adjust its position) to the inevitable issue of new information from the opposition, by way of submission papers, pleadings, particulars, or from plenary sessions with the thirdparty neutral.” “The party receiving this new information needs to be receptive to objectively weighing its worth, and feeding results into a live risk register that is constantly updated to assess how the party’s position is either getting stronger or indeed getting weaker. A party with a clear and unjaundiced view of the strengths (and weaknesses!) of its case will also do better in negotiation, as the scope for surprise and the need for rapid re-assessment is radically reduced.” Do similar considerations apply at adjudication or arbitration hearings? “Any party to a construction contract has the statutory right to refer a payment dispute to adjudication under the Construction Contracts Act 2013. This is a 28-day process that will result in a decision by an adjudicator that is temporarily binding on the parties. In other words, the losing party would have to refer the matter to arbitration or litigation for it to be overturned. Adjudication is particularly effective for subcontractors who are simply not getting paid by main contractors, or for main contractors who have a net payment dispute that they seek to be adjudicated against an unreasonable employer, but in our experience for large complicated payment disputes adjudication presents an unacceptable risk for both parties because there simply is not enough time to get into the level of granularity necessary to get the right result and in our experience conciliation is by far the best ADR process in this regard. Having your dispute crystallised and weighted objectively across the four disciplines, is paramount before pulling that trigger

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to refer to adjudication as it is simply too late to do so for the first time under the quickfire demands of one of the Minister’s panel adjudicators, (using his/her powers and specialist knowledge to ascertain facts and matters in your case that are required for his/her decision in 28 days,).

Understanding Arbitration

”“Arbitration is a

Offers were made. The Arbitrator will then open the sealed offer and if the award to the Claimant is lower than the offer made, the Claimant will be responsible for the costs incurred by the Respondent from the date of the offer. In other words, the Claimant did not improve their position and should have taken the offer two years ago and, because the claimant has wasted all parties’ time, is penalised by having to pay for the other party’s (taxed) costs. However, if the award is higher, then the Respondent pays all of the Claimant’s costs. Astonishingly this very sensible outcome (and legal principal) is prohibited by the amendments to the Public Works Contract. If the first Calderbank Offer made by the Respondent at the beginning of the arbitration is too low, it will not be accepted by the Claimant, and the arbitration proceeds, but so too does the increasing expenditure of costs on both sides. Additional Calderbank Offers (and counter offers) are often made as the facts and the evidence unfold during the pleading and discovery process, and this concurrent background process continues between the parties sealed out of sight from the Arbitrator. The most experienced practitioners will be only too aware that many arbitrations do not go all the way to final award but rather are settled in a parallel confidential mediation process. Having the risk of paying costs that follow the event in arbitration, forces the parties to think about their decisions and determinations during a project, because those decisions may one day come under scrutiny by an arbitrator. The risk of costs against a losing party obliges all parties to undertake their obligations with professional precision, and that fosters an environment to reward future generations of construction professionals building Irish public works projects using best practice, because currently it does not. If an Irish Government ER has determined pro-tem, that a Contractor is not entitled to an adjustment to the Public Works Contract Sum, then there should be a judicial process where the contractor can challenge that determination, safe in the knowledge that if successful he will be able to recover costs from the Irish Government Employer. This doesn’t happen in Adjudication either, where both parties bear their costs. Ireland as a member state in the EU, and of the common market for EU tendering of public works projects above €5m, cannot allow inappropriate and inequitable provisions to remain in its Public Works Contracts. Ireland’s international reputation for ‘fair play’ is better than this and we really must address this problem now.”

formidable arena for final and

binding dispute resolution and

should never be

As for arbitration, if your dispute enters into the arbitration arena, then all party control is lost, and your fate now lies 100% in the hands of a third-party neutral, with very little scope for any further appeal or challenge – finding out your weightings at that stage is much too late. I have read in recent years commentators are suggesting that arbitration is an outdated process and has effectively been replaced by other ADR methods [such as adjudication, conciliation or mediation] and I largely disagree. Whilst I do agree that conciliation and mediation are very effective means of dispute resolution, parties will always need the threat of arbitration as a final means for determining a dispute if the parties cannot reach an agreement in one of the non-binding processes. Arbitration is a formidable arena for final and binding dispute resolution and should never be misunderstood as some kind of step before litigation – it is not a step before litigation, it is an alternative to litigation. But, arbitration is similar to litigation, as it allows for a full judicial process to be carried out but in private, where pleadings, evidence, discovery and hearings carry the full costs of litigation teams for both Claimants and Respondents.” “In any dispute, unknown risks can be separated into two categories: n ‘Known’ unknowns, and n ‘Unknown’ unknowns, The known unknown risks unfold with an element of expectation, but it’s the unknown unknowns that can dramatically change a party’s risk profile at any stage during the dispute.” The initial risk profile is assessed before the decision is made to refer the matter to arbitration and this applies equally to both parties. The referral brings with it the most effective of all dispute resolution tools, and that is the ability to make sealed offers to the other party. Known as Calderbank Offers, a Respondent will normally make a confidential offer with a short expiry time for acceptance by the Claimant early on in the arbitral process. If the Calderbank Offer expires or is rejected by the Claimant, then after the Arbitrator makes the award on the substantive issue say two years later, the parties will be asked if any Calderbank

misunderstood as some kind of step

before litigation.”

“The known

unknown risks unfold with

an element of

expectation, but

it’s the unknown unknowns that

can dramatically change a party’s

risk profile at any stage during the dispute.”

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McGahon Surveyors One of Ireland’s top professional quantity surveying firms, McGahon Surveyors has a proven track record of successfully delivering projects on time and within budget, securing a huge volume of prestigious projects from public sector clients.

This record has been the source of many long-standing relationships with a large and loyal client base drawn from all over the construction landscape including housing, education, and health projects, among many others. McGahon Surveyors also enjoys the trust of many private clients, who work to complete numerous significant projects across the country. With over 46 years in business, McGahon Surveyors continues to grow with a strong team of thirty members across two locations. The firm continues to attract the best people, bringing together decades of expertise, experience, relentless energy, and a commitment to ensure that valued clients always receive top-notch service every time. McGahon Surveyors strives to foster a culture in which team members feel like a team, enjoy what they do, support one another, and collaborate to give clients the best service possible. The firm is proud of its credentials as a leading QS Consultant, which includes membership of the Society of Chartered Surveyors Ireland (SCSI), and Royal Institute of Chartered Surveyors (RICS) and holding many quality and safety certifications. McGahon Surveyors has also received Ireland’s Best Quantity Surveyors Company of the Year Award 2023 by The Public Sector Magazine. “Our core staff have been an integral part of the company for many years, a testament to our ‘employee first’ culture”, says Joe Beggs, McGahon

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Surveyors Managing Director. “This is essential in today’s working environment, whereby a happy workforce attracts the top talent and ultimately results in a satisfied client base and a thriving business!” McGahon Surveyors project portfolio is both extensive and impressive. The firm is significantly involved in public housing, not only in Leinster but throughout the country, with projects currently underway in all four provinces. MGS is currently part of Croker’s Hill Development, Kilkenny, which includes the construction of 88 nr units. This is the biggest project that Kilkenny County Council has embarked on in housing, and it is currently the biggest construction site in the county. Joe comments “We are delighted to be working on such a significant contract for Kilkenny City, as it is the most significant housing project undertaken by Kilkenny Country Council in many years.”

Croker’s Hill, Kilkenny This project includes the demolition of a small disused pumping station and shed and the construction of 88 nr units across 6 blocks including houses, apartments, duplexes and a community facility. Each home will have a private outdoor space that may be used, with houses having a rear garden, ground level duplexes having a private terrace/patio, and apartments and upper floor

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“Our core staff have been an integral part of the company for many years, a testament to our ‘employee first’ culture.” duplexes having balconies/winter gardens. The location is close to all amenities and is a short walk from Kilkenny City Centre. Schools, medical centres, churches, sports facilities, and shops are all within a 10-to-15-minute walk. A community centre is part of the scheme, and it will serve as a meeting place for both the general public and residents of the complex. This scheme was created with a variety of housing unit sizes and types to satisfy the needs of families and people looking for housing. With the support of Kilkenny County Council, the scheme’s goal is to include people at all stages of life with a range of needs, such as families with small children, families with older children, and single persons, in order to establish a sustainable intergenerational community. As part of the national decongregation programme, a 5-bedroom group home will facilitate the relocation of four service users to more suitable housing. If necessary, the fifth bedroom will house a carer. Kilkenny County Council’s preference is to provide newly built and specially designed homes for these service users as this approach offers better value for money and more suitable homes.

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Success in steel Located in a rural area a few kilometres outside Longford Town, Kiernan Steel started life in 1989, when husband and wife team, Frank and Dolores Kiernan, opened a modest manufacturing business, producing agricultural buildings for the farming community of Longford and surrounding counties.

Today, Kiernan Steel is one of Irelands leading steel manufacturing companies, with state-of-the art manufacturing facilities in a modern 15,000 m2. facility with an adjoining large storage yard, expanding year on year. From day one, the Kiernan family have been much respected employers in the area. A secure job at Kiernan’s Steel has been a much-cherished ambition, for generations of locals. The company now employ over 200 people in their Irish and UK operations, and mutual respect and loyalty between management and staff, has been a cornerstone of the success in their business. While its main clients have traditionally been in Ireland, the firm’s ever-expanding portfolio of UK and Western European customers, have been attracted by the wide range of quality

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products and services the company provides to the steel construction industry. Kiernan Steel specialises in providing value engineering for design & building projects. The work undertaken by Kiernan Steel, is as varied as its customer base. From major projects for the pharmaceutical, Data Centre, food processing, warehousing and agricultural industries, to railway bridges, temporary projects with basement construction propping steels, and stands for major sports stadia. The company can undertake a full construction, from foundations to a weathered building, and many other services and products, including structural engineering design, steel detailing, steel fabrication fire intumescent painting, erection, cladding and roofing and floor metal decking. “Our dedication and commitment to working safely and

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“We aspire to follow the example of Intel who mark an impressive 35-year milestone in Ireland. Kiernan Steel wishes to extend its warmest congratulations to this technology leader on its enduring commitment to Ireland and the betterment of world technology with Intel semi-conductor products.” building consistently and continuously”, explains John Kiernan. “The small essential and critical building blocks which form excellent project delivery, positions Kiernan Steel as an industry leader in delivering structural steel solutions to the life sciences and technology sectors. “We provide comprehensive design, detailing, manufacturing, and on-site construction capabilities for structural steel and ancillary components, fire paint and corrosion protection, collective protection, and decking solutions. Our people are our biggest asset with a wealth of expertise and experience supporting our design, off site manufacture and site install arms. At the heart of our business is proven expertise and experience with BIM, design and early design engagement, complex manufacturing capabilities, dedicated in house corrosion and fire paint capacity and excellence in safe site install of structural steel components. “We aspire to follow the example of Intel who mark an impressive 35-year milestone in Ireland. Kiernan Steel wishes

to extend its warmest congratulations to this technology leader on its enduring commitment to Ireland and the betterment of world technology with Intel semi-conductor products. “We are delighted to have provided our specialist services in providing structural steel solutions during the course of recent and ongoing development and expansion at the Intel Leixlip Campus. We remain a committed engineering and CSA supply partner to Intel and wish them every success in the next 35 years of Innovation and excellence, not only in Ireland but across the globe!” For over 30 years, from a small local business, to a multimillion internationally recognised industry leader, Frank and Dolores Kiernan, along with their loyal staff and their family, are still at the helm in running and developing their successful enterprise. They are very proud Longford people; they are very proud Irish people and they are very proud of their staff and their combined achievements in the continued success story that is Kiernan Structural Steel.

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Real Estate Debt & Advisory Services As a boutique advisory firm we offer a range of services that are tailored to your specific requirements.

Financing Highlights:  Development Finance from 5.75%  Competitive loan to value

 Site Acquisition bridge facilities available

Our Advisory services include:  Sourcing and negotiating new debt facilities or improve current facilities  Managing process from indicative stage to drawdown  Management of ﬁnancing relationships  Sourcing additional debt/ equity capital to support growth initiatives  Provision and execution of exit options

Michael Bolger Managing Director +353 86 365 3314 +353 1 685 6708 michael.bolger@beaconcapital.ie

Managing Director Alan Deering Feargal McKenna +353 86 365 3314 Associate Director Head of Debt Advisory +353 1 685 6708 +353 86 895 1175 +353 83 830 9909 +353 1 685 6708 +353 1 685 6708 enquiries@beaconcapital.ie feargal.mckenna@beaconcapital.ie alan.deering@beaconcapital.ie

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CWHT health screening The Construction Workers Health Trust (CWHT) is a national charity dedicated to the promotion of better health and wellbeing among the construction community in Ireland.

Since 2004, the CWHT has been providing on-site health screening to both site and office construction workers. With well over 100,000 workers screened so far, the CWHT has become a trusted partner to construction companies across the country. Founded in 1994, the Construction Workers Health Trust is a registered charity whose principal activity is the provision of medical examinations to building workers on-site or at their place of employment. The service is funded through a voluntary weekly contribution of €1.50 made by workers through their Construction Workers Pension Scheme payment or by their employers. For this contribution, workers can avail of a comprehensive 30-minute health screen from a nurse that covers height, weight and body mass index (BMI), blood pressure, full cholesterol screen, diabetes testing and any other issue that the worker chooses to cover with the nurse on site. Workers who are not members of the industry pension scheme or who do not pay the contribution can still get screened if time allows while the nurses are on site.

This year, the CWHT has screened just over 3,000 workers on 50 sites across the country. Common issues within the health of the workforce continue to be high cholesterol, higher than ideal BMI, stress and undetected diabetes. On-site nurses can also discuss critical risks associated with workers in specific occupations, such as impaired lung function due to exposure to dust. Over the years, the CWHT health screening service has become an essential part of companies’ health, safety and wellbeing culture and a key service as part of the Construction Industry Federation’s Construction Safety campaign. Whilst many members of the construction industry in Ireland are young, active and healthy, lifestyle choices continue to affect the health of workers and threaten more serious illnesses such as heart disease and cancer. A third of those screened on-site by the CWHT have either high blood pressure, high cholesterol or both. Following a health screening on-site, workers’ results are provided directly to them in the CWHT booklet.

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THE GREAT THINGS WE BUILD END UP BUILDING US Proud to be recognised as one of Ireland’s Best Managed Companies

Driven by our Dedicated Team and Supply Chain. Committed to our Clients and our Industry.

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Without the on-site health screening model as it is, the CWHT and the nurses on the ground specifically, would not make the life-changing and thankfully, life-saving interventions in workers’ lives. The CWHT has found that a third of those screened on site have either high blood pressure, high cholesterol or both. Annually, around 30% of those screened by the CWHT were referred to their own GP for further treatment.Any worker screened by the CWHT will receive their results directly from the nurse in a Good Health Booklet which gives an explanation of all test results. In the result of a referral to their own GP from an onsite nurse, the worker can bring these results with them to their GP for further assessment of the issue that was highlighted following a CWHT screening. The value of the CWHT can especially be appreciated this year; the cost of living makes it more and more difficult for individuals, especially those in the construction sector, to visit their GPs or prioritise their healthcare and wellbeing needs. The contribution to the CWHT health screening, as well as the CWHT benevolent fund, is €75 per year, per worker. Workers who receive a screening on a one to two-year rotation are getting great value for money from their weekly €1.50 contribution directly from their wage. The convenience of on-site health screening also speaks directly to those working hours that do not allow them to visit

their GP during normal working hours. Without the on-site health screening model as it is, the CWHT and the nurses on the ground specifically, would not make the life-changing and thankfully, life-saving interventions in workers’ lives. The CWHT benevolent fund was established in 1986 and is specifically in place to assist construction workers and their families in times of crisis, bereavement, serious illness and unforeseen circumstances leading to financial stress. So far, the fund has distributed over €10 million to members of the construction community and to provide a much-needed second tier of assistance to the work of the CWHT. The benevolent fund is funded by 50c as part of a worker’s weekly €1.50 contribution. Any contractor who wishes to become a contributor to the Trust can do so by visiting www.cwht.ie and registering their workforce. There is no need to provide the names of workers; contractors simply need to indicate the number on their payroll and pay the annual fee of €75 per worker per annum in advance. After this, the employer can call us to arrange a health screening programme on their sites.

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Throwing our energy behind painting a brighter future Striving for decarbonisation is an ambition we all share, and one that every business in Ireland must play its part in tackling, as Philip Cefai, managing director of Crown Paints explains.

The Irish Government has put the country on a path towards net zero carbon, with legally binding pledges to reduce emissions by 51% by 2030 and hit net zero by 2050. Achieving these goals is going to mean we all must make changes, and that’s something we’re taking very seriously at Crown Paints. As one of Ireland’s biggest suppliers of paint to DIYers, tradespeople and the construction industry alike, we’re in a strong position to help support our customers’ efforts, as well as our own, to reduce the impact on the environment by ensuring that our processes are as sustainable as they can be. That’s why we have launched Project Possible, unifying all of our environmental sustainability activities under one single initiative that we can all get behind and support.

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Continuous improvement We’ve already made good progress in our efforts to be a more sustainable business. For example, we now only use 100% certifiable renewable energy for our business operations. We were also the first paint manufacturer to use 100% recycled packaging. As well as this, we’re leading the way when it comes to expanding the number of products that meet environmental regulatory criteria like BREEAM and LEED. This includes new Clean Extreme Clean Air Scrubbable Matt, which features innovative air purifying technology that improves indoor air quality by removing up to 45% of the formaldehyde present from the air. It was recently awarded Best Interior Product at the Architecture & Building Expo in Dublin.

Autumn 2023

“Just as the climate crisis isn’t a challenge that can be tackled by any single business or government, it also demands action worldwide, and not just in a single country.” Crown Trade Extramatt is also low VOC, limiting exposure to airborne triggers of asthma and allergies, and both products benefit from Crown’s leading breatheasy® formulation. But there is a lot more to do, and we’re going to have to continue to adapt and innovate as we work to maintain momentum and keep delivering the progress we have promised. That includes becoming a carbon neutral, zero waste to landfill business by 2026.

Supporting global change Just as the climate crisis isn’t a challenge that can be tackled by any single business or government, it also demands action worldwide, and not just in a single country. As part of the Hempel Group, a global coatings company wholly owned by The Hempel Foundation, working for good is in Crown’s DNA. A portion of Crown profits go towards supporting the philanthropic work The Hempel Foundation does to protect biodiversity, empower children to learn and make the paint industry more sustainable, and in 2022 alone, the Foundation made donations of over €21 million. Becoming a sustainable business is not a box-ticking exercise. Cutting carbon and reducing waste means making real change right across our operations and supply chain, and

that’s what we’re committed to doing. It’s our passion and has been a core part of our purpose for many years. We’re holding ourselves to account, setting ambitious targets and being totally transparent with regular updates on our progress. And we’re sharing our ambitions and achievements with our customers and colleagues so everyone can come on this journey with us. I’m so proud of the positive difference we are already making, and I can promise that we will continue to be a force for change. You can learn more about our Project Possible initiative at: about.crownpaints.com.

“We’re holding ourselves to account, setting ambitious targets and being totally transparent with regular updates on our progress.” the Public Sector Magazine

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Navigating Ireland’s Housing Landscape From lending trends to proposed solutions for the housing crisis, Michael Bolger, Managing Director, Beacon Capital offers some strategic insights that promise to reshape the housing market.

Established in 2016, Beacon Capital’s initial focus was to play a pivotal role in facilitating borrowers who had entered settlement arrangements with Vulture funds and Banks. Many of these borrowers were struggling to find funds to execute the agreements which they had reached with their new debt owners. Since its formation, the company has evolved and now organizes finance to a wide array of borrowers (the distressed borrower is no longer the mainstay of the business). The practice has to date advised on over €285m of lending and completed over 250 loans without any suffering any capital loss. This impressive track record has instilled a high degree of confidence in the company’s rigorous due diligence process. The lending portfolio is diversified and the breakdown by sector indicates a focus on residential development which accounts for (60%) of the firm’s loan book while loan consolidation with banks and settlement finance makes up 25% and 10% of its lending respectively. The remaining 5% of its lending is made up of acquisition finance. A notable trend in the current lending landscape, according to Michael Bolger, Managing Director, Beacon Capital, is the increasing involvement of private family office money, which

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accounted for approximately half of all deals closed this year. This shift is attributed to changes in the lending fraternity’s approach to gearing and cost. “Our philosophy has always been to use the cheapest form of finance, typically Bank finance. However, borrower decisions are primarily driven by speed, gearing and cost with recent interest rate increases, the lenders aggressiveness towards gearing is changing, meaning we have had to become more creative in our lending,” he explains. “Approximately 50% of the deals we closed this year involved private family office money, 40% with banks, and 10% with alternative lenders, previous years would have seen a lot more lending to the alternative lending space. “There is limited capital appreciation taking place in the market at present hence we see it as very important that our clients, particularly those with fully let portfolios move their borrowings to more longer-term sustainable rates. The movement in 3-month Euribor has been a big driver of the cost of funds and many punters in the non bank lending space now find they have moved from a 6% interest rate to a 10% interest rate as the baseline has moved by 4% in the past 18 months, many of these

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borrowers are now finding themselves in Elsewhere Bolger points out that covenant breach territory. We are providing the impact of regulations underpinning solutions to many in this cohort.” rent pressure zones (RPZ) has led to According to Bolger, Residential an abundance of vacant apartments in development is the dominant fixture in urban areas. The restrictions placed on the property market at present and attracts landlords from adjusting rents to meet significant attention due to the political market demand due to the correlation sensitivities involved. Meanwhile, activity with property values is the main culprit in other sectors like office and retail has exacerbating the rise in empty units. In moderated due to an increasingly cautious response, Bolger proposes a “first letting sentiment among investors. amnesty” that would temporarily exempt “Residential development is the landlords from RPZ restrictions. This could hottest space in the whole market now swiftly introduce over 1,000 currently as it’s where a lot of the government’s vacant rental units into urban markets at balance sheet is targeted at, given the lower rates and help address the rental political sensitivities. The dynamics in the supply-demand imbalance. residential supply arena are not without “One of the reasons the rent pressure their challenges as the large Private Rental zones are causing problems is that if you Schemes (PRS) which previously played are a professional landlord with a new Michael Bolger, Managing Director, Beacon Capital a crucial role in supplying apartments to apartment and you rent it out €2,000 per urban rental markets are now less involved month, the Value of that unit is a direct in new projects following a succession of interest rate hikes not correlation of the rent roll so say a 5% yield so to get the valuation to mention the increased regulatory environment. Similarly, the you multiply the rent by a factor of twenty to arrive at the market absence of Buy-to-Let landlords whom are exiting the market value (€2k x 12 x 20 = €480,000)”. due to the Rent Pressure Zone (RPZ) constraints is further “Traditionally when new blocks of apartments hit the compounding the problem. marketplace, the market would set the rent and agents would “This has really left the residential development market let the units accordingly, so if 200 units came to the market at the with two main buyers, namely the Housing Bodies which are same time it could result in the rents dropping say from €2k pm supported by the taxpayer and the first-time buyer (FTB). There to €1.5k pm, however with the RPZ restrictions the landlords are is a problem brewing here between the two categories, generally unable to reduce the rents by €500 to meet the market as it would when we are sourcing funds for a developer client, they are result in a reduction in the value of the units of €120k (€500 x 12 pushed on two key criteria gearing levels and cost of funds. x 20), which in many cases would leave the landlord in breach of “Developers who choose to take the offer from housing their lending covenants. bodies will almost certainly get better gearing and cost of funds “The big problem here is that if they reduce the rent to €1.5k from the lending institutions and we are seeing this drive the pm they are stuck at that level due to the rent pressure bands (2% market towards social to the detriment of the first-time private pa). So, I think the solution would be to create some sort of first buyer. In many cases, developers will not get funding in less letting RPZ amnesty which would from my anecdotal read of the urban locations if they don’t have a housing body to underwrite market bring over 1,000 rental units onto the Urban markets at the sales of all their units. the lower rental rates in weeks. Obviously the mechanics would “There are towns in Ireland where 70%+ of housing stock need to be worked out but it is becoming very apparent that coming to the market is social and it is becoming a problem for the Rent Pressure Zones are now becoming a hindrance to both the private first-time buyer cohort who are being locked out.” Rental and housing stock supply. ” The dominance of housing bodies and their collaboration Bolger’s two proposed solutions, if implemented, have the with developers has led to a significant and unsustainable potential to bring about a more balanced and sustainable housing imbalance in favour of social housing over private first-time market to the benefit of both the social and private housing buyers. To address this problem, Bolger suggests directing sectors in Ireland. housing bodies to sell 50% of their units to private first-time For any commercial property finance requirements, we are happy to be buyers (with a focus on front-line/key workers). This, he says, happy to have a chat do not hesitate to give us a call at (01) 6856708 or would promote social integrity within new developments and send me an email at Michael.bolger@beaconcapital.ie ensure a fair distribution between social and private housing.

BEACON CAPITAL: 2023 LENDING BREAKDOWN BY SECTOR n 60% residential development (supporting the development of over 375 units), n 25% related to loans where we consolidated portfolios and executed with Banks (More suited to borrowers with strong balance sheets and healthy equity) at very competitive rates at

4%- 4.5% (Fully let Residential portfolios) to n 5.75% (Residential development finance), settlement finance was at 10% of our lending, n Acquisitions such as accommodation facilities etc. make up the final 5%.

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Van Dijk Architects: Beyond the Trees with Coillte Van Dijk Architects believes in architecture which encourages people to appreciate the experience of being in and using buildings. Concentrating on the physical and emotional ways people inhabit spaces, the firm strives to produce architecture of lasting quality and true meaning. By listening intently to its clients’ needs Van Dijk Architects can assist clients in achieving their particular goals, while creating long-lasting working relationships.

Van Dijk Architects’ journey with Coillte commenced back in 2019 when the firm was appointed by Coillte to Design Team Services for Coillte Avondale House and Forest Park, Rathdrum, Co. Wicklow A core value of Coillte is to manage its land in a sustainable and environmentally sensitive manner, therefore the Beyond the Trees Avondale development has been created with sustainability at its core from the outset. Concerning the Avondale House project, Van Dijk had several project-specific challenges to overcome. The environmental constraints they faced fortunately aligned with the ethos of the project which is to protect, conserve and showcase the natural environment, surrounding landscape and historic buildings. The aim from the outset was to conserve as much of the existing architectural heritage as possible whilst complying with the regulations and delivering high quality, future thinking, and sustainable building,” explains managing director Jan Van Dijk. “The proposed route for the Tree Top Walkway was carefully chosen to minimise damage to existing precious trees. The substantial foundations required for the walkway supports involved large excavations which had to be located far

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enough away from existing trees to avoid root damage. Coillte carefully monitored the construction works to ensure contractor compliance with all Coillte-prepared tree protection policies. “The redevelopment of Avondale was a significant undertaking and could have been seen as a negative in the local community. Significant engagement was undertaken locally both pre-planning and throughout the early construction phase in the form of meetings and presentations to engage with the local community,” he says. “We did everything we could to keep the park open for as long as possible but as works neared completion, the level of construction on site increased. From a health and safety point of view, it was necessary to close the park to visitors for a short period during the completion phase.” Beyond the Trees’ & Avondale House in Co. Wicklow, an entirely new visitor experience built on a historic and environmentally sensitive site, involved the seamless integration of restoration of old historic buildings with the construction of contemporary and sustainably sourced timber structures, enabling the architecture to speak about the place it stands in; the people

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who use it; and the techniques and people Innovation that made it. Several innovative engineering processes The facility boasts numerous impressive were employed throughout the project design and architectural features as to ensure the intention for a ‘showcase described by Van Dijk. “The timber used for homegrown timber innovation’ was in the project is Irish-grown and sourced carried through. locally. The Seed Café, the Pavilion and the The 25m long glulam beams in the Treetop Walkway and Tower demonstrate Seed Café are the first glulam structures of the variety of ways in which Irish-grown their type to be manufactured wholly from timber can innovatively be used in C16 grade Sitka Spruce, are sustainably engineered wood timber applications. They sourced from Coillte forests in Ireland and also demonstrate the sheer beauty, strength, demonstrate the potential for homegrown and versatility of Irish-grown timber as a timber in value-added engineered wood building material. products. “Innovative, energy-efficient building Furthermore, a new innovative services have been installed including Medite Tricoya Extreme (MTX) rainscreen industrial-scale air-to-water heat pumps and cladding is used on the newly built solar panels,” he says. Orientation Building, Seed Café and The design concept of Beyond the Managing Director Jan Van Dijk Pavilion. MTX is sourced locally and Trees was to create a route for patrons, manufactured in Clonmel by Medite which consists of points of compression Smartply, a company that process ‘waste’ from the Irish sawmill and release, taking the user on a journey by which the landscape sector to produce its MDF products, in the form of wood chip exposes itself through a series of curated views and moments, and residues, ensuring no wood fibre goes to waste. The plant finally revealing the key view of the picturesque walled garden. also uses its own waste biomass for process heat contributing Visitors pass through the orientation space and into the cafe further to the circular economy. at the first-floor level, arriving at a double-height volume with Finally, the timber used for the Treetop Walk and Viewing expansive views, continuing to the walled garden, pavilion and Tower is Douglas Fir selected partly due to its high resin content entrance to the walkway and extensive forest beyond. which provides the ability for self-protection, meaning it does Materiality was a key consideration due to the surrounding not have to be treated with chemicals. Many of the Douglas forest context. The internal timber columns bring a sense of Fir posts holding up the Treetop Walk were grown locally in warmth to the space and replicate the rhythm of the trees beyond, Avondale Forest Park. whilst polished concrete floors and glazing soften the threshold In another innovative move, the ramped boardwalk is between inside and out and reflect the surrounding forest and designed to rise slowly through the forest before spiralling historic buildings. up through the tower while never exceeding a gradient of six Van Dijk Architects were recent winners of the RIAI awards degrees, allowing it to be fully accessible to all. for Universal Design and Cultural and Public Buildings which “The Beyond the Trees Avondale development has Van Dijk describes as “an honour” and goes on to explain how been created with sustainability at its core,” says Van Dijk. he believes the design embodies inclusivity, and sustainability “We believe that sustainable tourism is tourism that takes and contributes positively to climate change. “Firstly, the re-use full account of its current and future economic, social, and of existing buildings where possible contributes to a reduction environmental impacts while addressing the needs of visitors, in embodied carbon for the project. Extensive structural and the industry, the environment, and host communities (UNWTO, envelope refurbishment will also cut operational carbon n.d.). We therefore aim to reduce our negative effects and omissions for these buildings. increase our positive impacts. “Secondly, the use of locally sourced timber throughout the “Sustainability is a journey of continuous improvement, project demonstrates a commitment to sustainable construction. and we are aware that we have a lot to learn. So far, we have Wood is a naturally renewable material, and timber products have introduced a host of measures to reduce our carbon footprint at the lowest embodied carbon of any mainstream building material. touchpoints in the visitor journey at Beyond the Trees Avondale. “The Seed Café, the Pavilion and the Treetop Walkway and “Globally, construction and the building sector represents 38% Tower demonstrate the variety of ways in which Irish-grown of global energy-related CO2eq emissions and reducing the carbon timber can innovatively be used in engineered timber applications. footprint of our future building stock is key to tackling climate They also demonstrate the sheer beauty, strength, and versatility of change and to achieving Ireland’s carbon reduction ambitions. Irish-grown timber as a building material.” Targets to achieve net-zero emissions by 2050 are now in place and Further sustainable strategies have been employed throughout simply growing more trees and using this locally produced timber the project - innovative, energy-efficient building services have in our built environment will make a difference.” been installed, E-car charging points are provided onsite and The project involved the restoration of existing courtyard rainwater harvesting has been employed. The project has just buildings, construction of a new Orientation Centre, Seed Café, completed its first year of operation and electricity, water and Pavilion building, kitchen, new exit road, overflow carpark, waste consumption are being measured on an ongoing basis to wastewater treatment plant, extensive landscaping works and ensure continuous improvements can be implemented.

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unique tree-top tower and walkway. Showcasing the use of homegrown timber is a central theme of the project with many of the core structural elements designed and manufactured using glulam technology and a range of innovative Irishmanufactured engineered wood products are used in the fabric of the buildings. Wood is a naturally renewable material which sequesters carbon dioxide in forests as trees grow and stores this carbon in the harvested wood products. Timber products have the lowest embodied carbon of any mainstream building material, meaning they take less energy to produce and are therefore better for the environment. The timber buildings at Avondale, are designed and constructed using the most advanced production and prefabrication methods. They are made from high-strength, durable Irish wood, and many of the trees were grown locally in Avondale Forest Park. Every tree harvested has been replaced with three more trees planted. Use of Irish-grown timber in building materials from managed woodlands and sourced from mills using sustainable and renewal forestry practices (FSC, PEFC). n The timber used for the Treetop Walk and Viewing Tower is Douglas Fir selected in part because its high resin content means it has great ability for self-protection, so it does not have to be treated with chemicals. n Many of the Douglas Fir posts holding up the Treetop Walk were grown in Avondale Forest Park itself. n Van Dijk Architects used the first glulam structures of their type to be manufactured wholly from C16 grade Sitka Spruce, sustainably sourced from Coillte forests in Ireland. These glulam beams in the Orientation Centre, Seed Café and the Coillte Pavilion are the longest C16 Sitka Spruce beams produced reaching 25m and demonstrate the potential for homegrown timber in value-added engineered wood products. n The exterior finish of the project is a combination of triple glazing and a new innovative Medite Tricoya Extreme (MTX) rain-screen cladding on the newly built Orientation Building, Seed Café and Pavilion. Traditional lime render and stone complement the new builds allowing them to blend seamlessly with the refurbished courtyard building and surrounding landscape. n Medite Tricoya Extreme (MTX) is manufactured locally by

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Medite Smartply and these are the first structures of their type to be clad on scale with MTX. n Medite Smartply processes ‘waste’ from the Irish sawmill sector to produce its MDF products, in the form of wood chip and residues, ensuring no wood fibre goes to waste. The plant also uses its own waste biomass for process heat contributing further to the circular economy. n Utilisation of RAICO Therm H+ H-I plant on glazing system installed complete with Larch timber capping sustainably sourced from Coillte forests. n The mills use sustainable and renewable forestry practices which contribute to an ecologically friendly structure. Other materials that have been used in the construction are sustainably sourced Irish glass, stone, and concrete.

Sustainable Construction Practices

n Construction stages were staged to facilitate nesting and breeding seasons for wildlife. Where works had to be carried out fully qualified ecologists were used to ensure minimal disruption to wildlife and habitats n Biodiversity and forest management plan in place for overall conservation and management of the forest park n Reuse of existing buildings and materials where possible n All buildings are highly insulated with low energy requirements and BER rating A3 n Sustainable planting following All-Ireland Pollinator Plan 2021-2026 principles

Energy Consumption

n Innovative, energy-efficient building services have been installed including industrial-scale air-to-water heat pumps and Solar photovoltaic panels to supply electricity and Solar Hot Water Panels to supply hot water n To reduce electricity usage, these solar photovoltaic panels convert natural sunlight to DC electricity, which is converted to AC electricity which then feeds the meter to supply power to appliances and lighting for the buildings. Additional electricity produced is credited to the grid. These measures reduce the requirement to import electricity from the national grid. n Air-to-water heat pumps supply the hot water for the heating system. As a result, approx. 75% of the energy required for

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RECONNECT WITH NATURE, In his remarks when formally opening Avondale House and Forest Park, President Michael D. Higgins said. “In terms of lived experience, may I suggest that places like Avondale House and Forest Park allow us all – people from diverse walks of life, of all ages and backgrounds – to reconnect with nature, to reaffirm its critical position in our lives, perhaps even to commit to taking individual and collective actions to protect it, to tackle declining biodiversity and climate change.”

the heating system will be extracted from the air the balance will come from the grid. This reduces the imported energy requirements for the operation of the business. n Electrical car charging points are provided onsite to encourage visitors to travel via electric vehicles.

Water Consumption

n Refillable water stations are provided throughout the visitor attraction to encourage visitors to bring and refill their reusable water bottles. n A rainwater harvesting system installed supplies grey water to the toilet systems in the building, including a storage tank capacity of 4,000 litres. This will reduce the volume of water required. n Rainwater harvested onsite is also used to water both the walled garden and the sensory garden plants. n Aerators are used throughout the buildings, giving the impression of a high flow rate using only half the water.

Sustainable Business

n Visitor education and interpretation as part of the visitor experience will increase visitor understanding of wildlife impacts n Multiple electric Car Charging points to promote sustainable travel choices n Air-to-water heat pumps to heat the buildings Van Dijk Architects and Coillte employed user feedback to influence specific design decisions as Van Dijk outlines. Beyond the Trees, Avondale is an entirely new visitor experience which features a fully accessible 1.2km Treetop Walk, the first of its kind in Ireland taking everyone to the very heart of the forest; a 10-storey high viewing tower offering 360-degree views over the forest park and beyond, and a 90m slide to delight children and adults alike. “Significant engagement was undertaken locally both preplanning and throughout the early construction phase in the form of meetings and presentations to engage with the local community. “The objective was to create a diverse and exciting heritage attraction capable of inviting a range of visitors - alongside the development and delivery of a quality all year round educational, recreation, cultural and events calendar. “The investment in Avondale now creates significant local

employment by working with local operators and employees from the locality. It contributes to the long-term redevelopment of Rathdrum, with Avondale being interwoven with the town in becoming a recognisable and world-class tourist ‘destination’. “

Access for all Beyond the Trees has been created with sustainability and accessibility at its core. The Treetop Walk and Viewing Tower visitor experience is 100% accessible and the new visitor centre has been designed to ensure universal access, featuring entry ramps and an accessible lift in the building. There are also generously appointed accessible toilets and baby changing facilities provided, including a fully equipped Changing Place room. Wheelchairs are available to loan on-site. A sensory garden in the courtyard area is designed to be a welcoming space for children and adults, especially those with sensory processing challenges, including autism, physical disabilities, and dementia. Making Beyond the Trees Ireland’s first age-friendly Tourist Destination. “This project breathes new life into a beautiful Irish landscape, and we are so pleased to have been a part of it,” Van Dijk concludes. “The investment in Avondale now creates significant local employment by working with local operators and employees. Beyond the Trees has successfully created a visitor experience that is fully accessible for all age groups and abilities. The visitor footfall to Beyond the Trees Avondale is already providing benefits to other tourism attractions and activities, accommodation and hospitality providers and transportation in the county. As a member of Wicklow Tourism, we work closely with other Wicklow-based tourism and hospitality providers. Contributing to the long-term redevelopment of Rathdrum, with Avondale being interwoven with the town in becoming a recognisable and world-class tourist ‘destination’ promoting sustainable tourism.” Beyond The Trees at Avondale Project Location: Avondale House & Forest Park, Rathdrum, Wicklow Client: Coillte & EAK Architects: Van Dijk Architects, Stoeger + Koelbl Architekten (Treetop Walk and Viewing Tower ) Project managers: Rogerson Reddan & Associates Ltd Engineers: Hayes Higgins Partnership Contractor: John Sisk & Son Ltd.

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Avondale House An Tánaiste Micheál Martin Officially Opens Coillte’s Newly Refurbished Avondale House to the Public

Imelda Hurley, CEO Coillte, An Tánaiste Mícheál Martin, Coillte Chair Bernie Gray and Orla Carroll, Director of Product Development, Fáilte Ireland lauch the re-opening of Coillte’s Avondale House June 2023 An Tánaiste Micheál Martin was Guest of Honour at the official opening of Coillte’s newly refurbished Avondale House, which offers guided tours for visitors, taking them on a historic journey through the home of Samuel Hayes, its first owner, the Parnell family who inhabited the house in the 1800s, and the forestry school which was subsequently set up in the house once it was acquired by the state in 1904. The newly refurbished Avondale House is an added attraction for visitors to Avondale Forest Park, who can now experience the house tour alongside the magnificent Beyond the Trees Avondale Treetop Walk and Viewing Tower which has already seen over 300,000 people visit Avondale Forest Park since it opened in July 2022. Beyond the Trees Avondale is a collaboration between Coillte, Fáilte Ireland and EAK Ireland, bringing a truly unique visitor experience to Ireland’s Ancient East. This €19m project at Beyond the Trees Avondale is part of Coillte’s strategy to create more world-class visitor destinations and increase recreation spaces nationally and will encourage international and domestic visitors to stay longer and spend

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more in Wicklow and the wider Ireland’s Ancient East region, driving economic and employment opportunities for local communities. Close to €1m was invested in the restoration works of Avondale House including structural works and the interiors. Over 60 new full and part-time jobs were created to staff the site, the majority of whom are from the locality. Speaking at the official opening, Tánaiste Micheál described the newly refurbished Avondale House, one of Ireland’s most historically important and beautiful locations. “The contribution made by Avondale House’s most famous occupant on this nation’s path to self-determination was enormous, and I applaud the restoration work carried out by Coillte and Fáilte Ireland.” Beyond the Trees Avondale is part of Coillte’s strategy to create world-class visitor destinations and increase spaces for recreation, nature and biodiversity. Avondale House is not only a wonderful new tourist amenity for Wicklow and Ireland’s Ancient East, it will also open up economic and job opportunities for the entire region.” Imelda Hurley, Chief Executive, Coillte, said: “In July of

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Samuel Hayes

last year, we opened Beyond the Trees Avondale, a collaboration between Coillte, Fáilte Ireland and EAK Ireland, bringing a truly unique visitor experience, showcasing trees and the many advantages to building with wood, to Ireland’s Ancient East, with its beautiful Treetop Walk and Viewing Tower, opening up brand new perspectives of the forest and unveiling stunning vistas of the Wicklow countryside from new heights. “Today, we are back to mark the reopening of the true heart of Avondale, the house where it all began under the stewardship in the 1770s of the visionary Samuel Hayes, a man who occupies a special place in Irish forestry; and later was home to the Parnell family whose achievements and contribution to Irish political life in the 1800s were immense; before coming into state ownership in 1904 and deepening its importance to forestry in Ireland by housing the state’s forestry school while the Great Tree Experiment was conducted throughout the surrounding estate. We took the greatest of care with the restoration of this wonderful house, ensuring an experience for visitors that is evocative and true to the period, and we look forward to welcoming people to experience this unique house for themselves.” The story of Avondale starts with Samuel Hayes who began construction of the house in 1777. Avondale House has been a

home and a school during its lifetime, and many consider it the birthplace of forestry in Ireland. The most famous residents were the Parnell family, all 12 of them, who lived here for a large part of the 1800s. Among that large family was Charles Stewart Parnell, one of Ireland’s greatest statesmen, who practised his speeches from the balcony in the main hall, while his equally politically active sisters critiqued him from the ground floor. The estate came into the ownership of the Government in 1904 and was home to Ireland’s first forestry school for many years before Coillte became its custodian when the semi-state forestry company was formed in 1989. The Avondale House tour takes in the Main Hall, Morning Room, Dining Room, Living Room, Parnell’s Library, and the Forestry School Classroom. Coillte consulted with experts in period furniture and design refurbishment to ensure an experience for visitors that is true to the period. A number of the key pieces of furniture and artefacts on display are fully authentic and original to the house. These include an original Bossi fireplace, paintings and sculptures, Parnell’s Wooton desk, numerous documents and books, and much more. Items on display which are not original have been carefully researched to ensure they are historically accurate.

inherited the

Avondale estate from his father in 1770 and

is centrally

important to the

story of Avondale because he was so deeply interested in forestry.

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Samuel Hayes inherited the Avondale estate from his father in 1770 and is centrally important to the story of Avondale because he was so deeply interested in forestry. He planted over 8,000 trees from all over the world in Avondale, which would eventually mature into a magnificent forest, with some of those trees still thriving today. When Charles Stewart Parnell inherited Avondale, and all its debt, he began developing the sawmills and also added quarrying and mining to his timber interests. Having to manage the financial difficulties of the estate, which was heavily burdened with debt, shaped the way he thought about landowners and tenants in Ireland. He saw that the system needed to change and during his later political career, he focused on fighting for land reform and Irish self-government. Charles’ two sisters Fanny and Anna were the most politically active among his siblings. Influenced by the strong personality of their mother. Charles’ political career reached great heights in the 1880s, with an American tour, and becoming leader of the Irish Parliamentary Party. In his personal life, he also found a great love with Katharine O’Shea. But with that relationship also came scandal and stress, which ultimately brought about a split in the party, the demise of his popularity, and his untimely death.

Booking Avondale House Tours Avondale House tours are available from 10 am to 4 pm daily. Entry to the Seed Café, Walled Garden and Coillte Pavilion in Avondale is free of charge. Tickets to visit Avondale House cost €15 per adult and €12 per child. Bookings can be made at

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https://booking.beyondthetreesavondale.com/Home Tickets to access the Treetop Walk and Viewing Tower cost €15 per adult, and €12 per child (under 3 go free), family tickets are priced at €40 for a family of up to five people, and student and OAP rates are also on offer. Car parking is available on-site for €5 per vehicle.

FORESTRY SCHOOL In 1904, while Ireland was still a part of the United Kingdom of Great Britain and Ireland, Avondale was sold to the government, and the Department of Agriculture set up Ireland’s first forestry school. The Great Tree Experiment began in Avondale in 1905. The idea was to see which trees would grow well in Ireland and would then be used to plant the new forests of Ireland. Generations of Irish foresters trained at Avondale and the experimental plots they planted still inform how we manage and care for trees today.

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Forests for wood

Forests for people Forests for climate

Forests for nature

Coillte cares for Ireland’s forests sustainably. As our country seeks to combat climate change, we’ll do more. Our ambition is to create new forests, manage our existing forests for greater carbon capture and provide more habitats to enhance biodiversity. We’ll support the creation of new homes by delivering sustainable Irish wood products. And we’ll increase the number of beautiful forest recreation spaces for everyone to enjoy. www.coillte.ie

#greenerfuture4all

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A Strategic Forest Vision Forestry has never been more relevant in terms of the challenges of our time. As Ireland’s semi-state forestry company responsible for managing 440,000 hectares of primarily forested land, Coillte has a key role to play in the achievement of Ireland’s climate action targets.

In April 2022, Coillte launched a new forest strategic vision which aims to balance and deliver the multiple benefits from Ireland’s state forests for climate, nature, wood and people - bringing more focus to climate action, biodiversity and recreation, while also ensuring a strong supply of sustainably produced timber. This vision is underpinned by a series of ambitions which will see the company, enabling the creation of 100,000 hectares of new forests by 2050. These forests will sink approximately 18 million tonnes of CO2 in that period. Coillte also has an ambition to enhance and restore biodiversity by increasing the area of the Coillte estate managed primarily for nature from 20% to 30% by 2025 and to 50% in the long term. The ongoing focus is to continue to ensure a strong vibrant Coillte, which focuses on optimising its contribution to Ireland’s Climate Action Plan while continuing to deliver sustainably certified timber to support the decarbonisation of the built environment.

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The role of forestry is key in addressing climate change and this must be sufficiently recognised by Irish leaders and those from the EU as Coillte CEO Imelda Hurley explains: “There is increasing recognition of the benefits that trees and well-managed forests can deliver. At Coillte, we recognise and acknowledge the immense responsibility on us to optimise the natural resources we manage. “We will do this in a way that contributes to the climate agenda, ensures the supply of wood and wood products to support the delivery of sustainable homes, develops the bioeconomy, enhances biodiversity, provides access to recreation amenities and more.” The Government has identified the forestry sector as key to delivering Ireland’s climate action goals and, against that backdrop, has recently published Ireland’s Forest Strategy to 2030 and approved the new Forestry Programme 2023 – 2027

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which has been underpinned by a government commitment of €1.3 billion, making it the bestfunded Forestry Programme in this history of the State. The Programme aims to significantly support the increase of forest cover in Ireland, which is currently at 11.6% and targeted to increase to 18% by 2050, requiring the creation of approximately 450,000 hectares of new forests; the average forest cover in Europe is approximately 40%. “The targets are ambitious and will require a significant increase in planting,” Hurley continues. “To support the delivery of the national afforestation target, Coillte aims to enable the creation of 100,000 hectares of new forests by 2050. This is a very long-term target and will require many different initiatives to deliver it.”

“Coillte is Ireland’s largest producer and supplier of certified wood to the domestic wood processing

Afforestation Irish forestry regulations do not allow deforestation in Ireland, meaning there is a requirement to replant areas where trees have been harvested. For every tree felled Coillte plants three in its place, ensuring a continued supply of this natural and renewable resource which helps support the bioeconomy. Coillte is undertaking numerous initiatives to maximize its contribution to the fight against carbon emissions and climate change including its newly developed forestry strategic vision which aligns with its efforts to combat climate change and promote biodiversity. “Our new forestry strategic vision aims to sustainably balance and deliver the multiple benefits from Ireland’s state forests across four strategic pillars: climate, wood, nature, and people. Forests create a triple benefit for climate by acting as a carbon sink, store and substitute,” she says. “Forests act as a carbon sink by absorbing atmospheric carbon dioxide (CO2) through the process of photosynthesis” Hurley explains. “Conifers grow very well in Ireland, and they are excellent at combating climate change as they sink carbon dioxide at a much faster rate than broadleaved trees. However, actively managed broadleaves also play an important role as they provide a very good long-term store of carbon. “Forests store carbon in trees, soil and wood products. The carbon that is captured and stored in the biomass of trees and plants remains locked in their trunks, branches, roots, and leaves throughout their lifetime. Wood products harvested from forests also provide long-term storage. Ireland’s forests are a large store of carbon (c. 312m tonnes), and this store must be protected, managed and increased in the long term. Through research and carbon modelling, measures have been identified to improve long-term carbon storage in the Coillte forest estate. These include active management and the redesign of some of our peatland forests. “Wood products substitute the use of carbon-intensive products such as concrete and steel. Forests also provide a sustainable source of timber and other wood products which contribute to the mitigation of carbon emissions from non-renewable materials. Harvested wood products store carbon for the duration of their use, further extending the carbon storage potential.”

sector.” Imelda Hurley CEO Coillte

Actions Among the actions that Coillte aims to deliver as part of its forestry strategic vision are:

For Climate:

n Enable the creation of 100,000 hectares of new forests by 2050, supporting the delivery of the national afforestation target; and create a carbon sink of 18 million tonnes of CO2 n Manage the existing forest estate to capture an additional 10 million tonnes of CO2 in the forests, soils and wood products by 2050 n Redesign 30,000 hectares of peatland forests by 2050 through a programme of rewetting or rewilding for climate and ecological benefits n Produce sustainable wood products that in 2050 displace 2.7m tonnes of CO2 per year from fossil-based products such as concrete, steel and plastic n Enable the generation of an additional one gigawatt of renewable wind energy by 2030, enough to power half a million homes in Ireland, via FuturEnergy Ireland, Coillte’s joint venture with ESB.

For Wood:

n Produce a sustainable supply of 25 million m3 of Irishcertified timber that can help Ireland achieve its housing ambition of 300,000 new homes by 2030 n Promote the use and benefits of wood products to help increase the level of timber homes from 20% to 80% by 2050 n Develop innovative wood products to meet the growing demand for sustainable materials to support the bioeconomy.

For Nature:

n Enhance and restore the existing biodiversity on the estate (90,000 hectares; 20%) to improve its ecological value n Increase the area of the forest estate to be managed primarily for nature from 20% to 30% (an additional 44,000 hectares) by 2025

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Allowing the rituals and perception of everyday life inform our ideas, to create architecture of true meaning.

www.vandijkarchitects.com

info@vandijkarchitects.com +353 (0)42 935 4466

With best wishes to Hubert Fitzpatrick for his tenure as Director General of the Construction Industry Federation (CIF).

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An Tánaiste Micheál Martin officially opens Coillte's Newly Refurbished Avondale House to the Public. Pictured from left: Imelda Hurley, Chief Executive, Coillte; An Tánaiste, Micheál Martin, planting a native Irish conifer tree, a Scot’s pine; Bernie Gray, Chair, Coillte and Orla Carroll, Director of Product Development at Fáilte Ireland n Transform and redesign an additional 70,000 hectares of existing forests, to create new semi-natural woodlands, providing valuable habitats, targeting that 50% of Coillte’s estate is managed primarily for nature in the long term.

For People:

“It is estimated

Ireland’s forest products sector is recognised as a European market leader and produces a range of quality wood and wood-based panel products for both the domestic and export construction and joinery markets such as OSB and MDF manufactured by Medite Smartply. No part of the tree goes to waste and at the end of life, the company’s wood products can be recycled to support the circular economy.

that there are c.18m visits to Coillte forests annually.”

n Support the creation of 1,200 direct and indirect new jobs in rural communities to enable the just transition to a low-carbon economy in Ireland n Enable the investment of €100 million to create worldclass visitor destinations by 2030 to support the growth in tourism and recreation in Ireland n Double the number of recreation areas to 500 nationally, enhancing local communities and contributing to people’s well-being. Coillte is Ireland’s largest producer and supplier of certified wood to the domestic wood processing sector. Annually, it produces 3 million cubic metres of wood. Wood products from its sustainably managed forests have a significant role to play in climate change mitigation. Using Irish wood as a locally grown renewable and sustainable construction material in place of traditional construction materials has significant carbon and climate benefits. Carbon is stored in long-life wood products and using wood to build homes significantly reduces the embodied carbon in construction. For every cubic metre of local wood that is harvested and used in place of more carbon-intensive building materials, we save on average 0.77 tonnes of CO2 equivalents.

Biodiversity Coillte is additionally taking steps to enhance biodiversity within its forests as well as planning to diversify forest ecosystems. There is a growing global recognition of the need to protect and enhance biodiversity. The Coillte estate is home to a wide range of animals and plants. It consists of a varied tapestry of different habitats, ranging from conifer forests, and mixed and broadleaved forests to open bogs, heathlands, lakes and rivers. In 2018, Coillte launched BioClass, a procedure for assessing and classifying biodiversity on the estate. BioClass enables them to identify habitats, rank their importance and prioritise them for management and biodiversity enhancement.

Recreation When it comes to creating world-class visitor destinations and generating rural jobs, Hurley details how Coillte’s strategic vision will achieve this. “Outdoor recreation plays a vital role

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in Ireland, bringing benefits to society across several areas, including physical and mental health, social inclusion, nature connectedness, community cohesion, environmental protection, and rural and economic development,” she says “It is estimated that there are c.18m visits to Coillte forests annually. In recent years, the use of forests as recreational facilities has dramatically increased, with visitor numbers doubling or even tripling at some sites across the country. We’re proud to have an open forest policy which means everyone is free to visit any of our forests according to the Leave No Trace Principles.” Tourism and business opportunities associated with forest-related recreational activities are key contributing factors to the economic and social success of rural communities. Coillte has strategic partnerships with both Fáilte Ireland and the Department of Rural and Community Development to deliver recreational facilities that support increased tourism and economic activity in rural areas. In June 2022, Coillte opened Beyond the Trees, Avondale at Avondale Forest Park, Co. Wicklow, the new flagship world-class visitor destination featuring a Treetop Walk, 38m high Viewing Tower and the longest slide in Ireland. This €19m project developed in collaboration with Fáilte Ireland and EAK Ireland is part of Coillte’s strategy to create more world-class visitor destinations and increase recreation spaces nationally. It will encourage international and domestic visitors to stay longer and spend more in Wicklow and the wider Ireland’s Ancient East region, driving economic and employment opportunities for local communities. Over 60 new full and parttime jobs were created to staff the site, the majority of whom are from the locality. “As we move forward, we aim to double the number of recreation areas on the estate to 500, to further benefit local communities and people’s wellbeing and provide additional employment in rural areas, Hurley concludes.

“We promote a ‘wood first’ policy to drive the use of wood as a natural, sustainable and low carbon alternative to other popular building products

Nature Restoration Coillte Nature is the not-for-profit branch of Coillte that is dedicated to the restoration, regeneration and rehabilitation of nature across Ireland. Its

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through education, training, marketing and promotion.”

mission is to deliver real impact on the climate and biodiversity crises through large-scale projects based on the best ecological evidence. When it comes to nature restoration, Coillte Nature has embarked on some truly exciting projects of scale nationwide, from work on redesigning the Dublin mountains forests to work on restoring vital peatland habitats in the West of Ireland. For example, the Wild Western Peatlands project will see Coillte Nature restore and rehabilitate approximately 2,100 hectares of Atlantic blanket bog and wet heath. Coillte Nature is also involved with the EU LIFE Nature project and working to conserve and expand valuable sand dune habitats in both Wexford and Donegal. Coillte stands as a testament to the harmonious coexistence of economic development, environmental conservation, and community wellbeing. Through responsible forestry practices, extensive recreational offerings, and active engagement with local communities, Coillte remains a crucial player in the achievement of Ireland’s climate action targets.

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Delivering Ireland’s Energy Revolution At SEAI we drive the reduction and replacement of fossil fuel usage. We partner with citizens, communities, businesses and Government as trusted collaborators, innovators, funders and educators.

Sustainable Energy Authority of Ireland. Three Park Place, Hatch Street Upper, Dublin 2, Ireland, D02 FX65. e info@seai.ie w www.seai.ie t +353 1 808 2100

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Public Sector Sustainability John O’Sullivan’s Vision: Leading the Public Sector Towards Sustainable Energy Goals

The Áras de Brun building at University of Galway energy upgrades included rooftop solar PV, a new air-to-water heat pump, LED lighting upgrades and the installation of a new building management system (BMS) which will allow building users to monitor all building controls, set points and take part in data-finding missions with university research students. The buildings BER rating has moved from D1 up to a B2, with an estimated 116 tonnes of carbon saved annually.

As head of Public Sector and Regulatory Programmes at the Sustainable Energy Authority of Ireland (SEAI), John O’Sullivan is charged with supporting the public sector in achieving its climate action and energy-related targets. Under the Climate Action and Low Carbon Development (Amendment) Act 2021 and various European directives, public sector bodies are mandated to make substantial emissions reductions between 2030 and 2050. O’Sullivan’s role primarily focuses on two key areas: public sector and regulatory programmes. “It’s very much about supporting the public sector to achieve its climate action and energy-related targets,” he explains. “On regulatory programmes, the SEAI administers the Energy Efficiency Obligation Scheme essentially as a regulator within the authority, and we have delegated regulatory functions for market elements associated with energy labelling regulation, ecodesign directive, and energy efficiency obligation schemes.” O’Sullivan’s department manages the Public Sector Partnership Programme, a non-capital programme designed to offer tailored support to public sector organisations. They work with consultants to develop pipelines of projects that align with the 2030 targets and emphasise embedding energy management and

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leadership within public sector entities and promoting responsible energy usage. A critical component of John’s work is monitoring and reporting which involves tracking the progress and impacts of the public sector in achieving its energy and emissions goals. This data-driven approach helps identify areas that require intervention and investment. On the capital side, the Public Sector Pathfinder Programme focuses on pilot solutions to upgrade buildings for improved energy efficiency. Recent efforts have centred around achieving near-zero energy buildings (NZEB) and understanding the technical solutions for different building types and regions. The programme is now shifting its focus to national-scale rollout programmes within the public sector. “We are about to pivot this programme to focus more on supporting a pathway to national rollout programmes within the public sector. We’re working across the different major portfolio managers, to try to understand what actions will provide the best economies of scale and the best value for money.” One noteworthy current activity is the collaboration with local authorities to improve energy efficiency in leisure centres

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which are highly energy intensive. As can be a very opaque space and they do not such, they are prime targets for energyknow or understand where the funding is saving initiatives and O’Sullivan’s team going to come from.” are working with local authorities to find So how do we invest? How do we create ways to bundle projects and scale up energy projects if we do not know that we can fund efficiency efforts in these facilities. them? Typically, funding is provided on this “We have over 50 leisure centres annualized basis, and you are talking about participating in the pilot scheme and we are projects of scale in terms of infrastructure, so looking to find opportunities to group these you need to be able to look out several years facilities, either geographically, regionally, to be able to develop a pipeline, permit that or by the type, age, and construction of pipeline and then deliver it. the building. In the past, we worked with “Most of these projects will take a few individual leisure centres whereas now we years to implement because people are aim to do up to 10 together. We are looking working in these spaces, and they may have to scale that up and make a significant gain to relocate to upgrade. There needs to be for local authorities.” standard strategies put in place to manage Public lighting stands out as a this eventuality.” significant energy use and transitioning A better understanding of the from old-style lighting to more energysupply chain is also crucial for project John O’Sullivan, head of Public Sector and efficient LED technology is helping reduce implementation. The construction and Regulatory Programmes at the Sustainable Energy Authority of Ireland (SEAI). energy requirements significantly. renovation of buildings, especially non“Public lighting is probably the number residential, require specific expertise and one energy use in the local authority sector and changing from capabilities and the transition from new construction to renovation the old technology to the newer LED technology provides a much projects is far from straightforward, particularly in the nonhigher quality lighting at a much lower level of energy. There is residential sector, which O’Sullivan says is stymied by a limited a fund that has been made available to local authorities with the supply chain. support of the National Development Finance Agency (NDFA). In addition, the fragmented nature of procurement and Local authorities and the Road Management Office are now contracting within the public sector impedes the ability to scale upgrading public sector lighting, and this is being rolled out across initiatives effectively. Each public sector body conducts its the country.” procurement making it difficult to bundle projects and achieve The success of the programmes is evident in the growth of economies of scale. SEAI’s capital budget which has doubled each year since 2021 “For example, the Office of Public Works (OPW)have their and which brought a renewed focus on developing public sector own services framework, which is only available to the OPW. So if partnership programmes and data-driven decision-making. you are working in another sector, you have got to go to the market “We started a few years ago spending less than €10 million a yourself and potentially look for the same specialist to conduct year whereas last year we had a budget of €35 million, which was your work. It is not aligned for economies of scale, and it is not fully utilised,” he recalls. “This year we have a capital budget of aligned for replication.” €60 million which will again be fully utilised”. To address these challenges, SEAI is actively working on fine“Through our Public Sector Partnership Programme and the tuning its support structures and it is engaging with the relevant data that we have been collecting for them for many years, SEAI parent departments to propose alternative policy measures to has been able to support project pipeline development and identify mitigate the bottlenecks. It is also exploring other initiatives, those areas that will help them achieve their target. The programme including the possibility of accessible procurement frameworks supports organisations with capital on a matching fund basis. and design services to streamline the process. O’Sullivan has noted a substantial shift in leadership O’Sullivan stresses the public sector must lead by example due engagement and a growing willingness to adopt sustainable to the legislated commitment and also the Public Sector Climate practices over the last year. However, a review of the Pathfinder Action mandate (the last revision of which was released in May of Programme undertaken to prepare for the relaunch of the this year). Public sector bodies are also required to achieve specific programme and a significant scaling-up of activity across the public targets, including absolute energy reductions of 1.9% year-on-year, sector from June of next year revealed some formidable challenges. improved energy efficiency by 50%, and an increase in renewable Key issues identified in the review include a lack of capacity energy supply to 50% of their demand. to deliver projects, uncertainty regarding funding sources, and the “A 1.9% absolute energy reduction year-on-year, out to 2030 sometimes opaque nature of funding allocations. These factors and beyond may seem achievable, but it compounds every year,” create hesitancy in committing to sustainability initiatives and O’Sullivan says. hamper the commencement of new projects. “The same mandate requires the public sector to develop a “The challenges are significant,” O’Sullivan notes. “There’s a climate action roadmap that they will update yearly. They were very finite capacity within public sectors to mobilise and deliver due September of this year so every public sector body should now projects. It is almost like a stalemate situation, we can do it, but we have their climate action roadmap and be able to show how they need capacity. are going to achieve all these targets over the given timeframe.” “The other thing is the funding source. To the public bodies, it “The other big challenge to come is that the Energy

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St. Mary’s Boys National School implemented deep retrofit works improving the building BER rating moving from C1 to B1, with an estimated reduction in primary energy of 54% and carbon savings of 53%.

St Columba’s Comprehensive School achieved a 39% thermal energy following Pathfinder upgrade. A biomass boiler was installed with a design intent to meet at least 90% of thermal demand when fully operational.

Performance of Buildings Directive which sets standards around the fabric and performance of buildings, is currently being recast and they are very likely going to introduce a rescaled BER grading for the lower performing 15% of buildings which will have to be upgraded within a prescribed timetable sequence. And obviously, the public sector will be required to lead by example. Despite the daunting challenges, O’Sullivan says there is a shared commitment within the public sector, particularly among middle management professionals who are very committed to the sustainability agenda. “They must work within these constraints, and it does not lend itself to scaling quickly. But ultimately these things will be resolved and the review that we have conducted on our programme makes recommendations on these particular issues. There could, for example, be additional services that SEAI could deliver and provide more accessible specialist services that we can procure ourselves, to streamline the process more effectively.” A prominent issue highlighted by O’Sullivan is the tendency of the supply chain to work with public sector clients which is partially due to uncertainties regarding budget, decision-making and project timelines. “Once we understand more about the capital that can be assigned to project activity over the coming years, it is really important to communicate it outwardly to the supply chain, similarly to what was done with the domestic sector where €8 billion in funding was allocated through the National Retrofit Plan. “That provides certainty for businesses out there and the same needs to happen for the public sector. We need to be able to say; ‘this is the quantum of work that’s needed over the next decade, it’s needed to deliver public sector mandated targets, and this is the funding required.” O’Sullivan also references the significant strides which the public sector has made in sustainability improvements to date. SEAI has worked with the public sector for many years, actively building capacity and providing necessary support and the public sector has achieved a 33% improvement in energy efficiency from 2009 to 2020. It is now committed to doubling and extending that to a 50% improvement by 2030.

According to O’Sullivan, it has made particular progress in the area of energy management. SEAI’s monitoring and reporting system has been collecting data since 2009, making Ireland a leader in Europe in this regard. This robust data collection allows for effective management which the public sector is using to drive improvements. “We’ve been collecting this data since 2009 and when you have data, you can narrow the focus and zone in on areas that provide better outcomes,” he enthuses. “This year we are expanding the M&R system to be at building level and by the end of next year, we should have a database with information on every building occupied by the public sector. “So, there have been a lot of successes, and the public sector has gained 33% energy efficiency from 2009 through to 2020. That is a 33% improvement, and we are now challenged to move to 50%. So, the targets are high, and the public sector is mobilising to achieve that.” Recognising the importance of reducing energy use, SEAI initiated the Public Sector “Reduce Your Use” scheme last year, aligned with the wider Government campaign prompted by the energy crisis. Similar in nature to the scheme introduced for the residential sector, it sought to encourage public sector organisations to take active steps to minimise their energy consumption, particularly during the winter months. 80% of public bodies registered for the scheme and made efforts to adhere to a mandated 19 degrees Celsius setting for space heating, except for hospitals and organisations with comfort-related temperature requirements. Energy-efficient lighting measures were also widely adopted, resulting in significant additional savings. O’Sullivan cites one state-of-the-art building certified as a Lead Platinum structure, which proved that even newer buildings can benefit from enhanced energy management. By reviewing heating system designs, operations, maintenance, and control parameters, SEAI identified a 30% reduction in heating and electricity consumption, underlining the importance of energy management. “When you look under the covers, you’ll see that it’s all about how your heating system has been designed, operated and maintained on an ongoing basis,” he says.

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O’Sullivan also credits, the Heat and Building Environment Task Force with playing a pivotal role. Comprising six working groups, this task force focuses on specific aspects of energy and sustainability and SEAI chairs the public sector working group, which examines essential topics such as finance requirements, portfolio management, and capacity development. “We’re looking at things like the level of finance required to deliver the targets and the key activities that should be undertaken by portfolio managers. If you are looking to narrow the focus to a specific cohort of buildings, where are they and how do we develop capacity to deliver that? “We are looking to really drive this ‘Reduce Your Use scheme. If you can look to see how the building is operating, you might find 10-20% here. There is definitely an opportunity there but there must be ongoing awareness across the organisation for it to work and you need to put in place an energy management team.” One organisation which O’Sullivan cites as an example of the sustainability journey is the Health Service Executive (HSE). Over the past decade, the HSE has transformed from an organisation with minimal energy management capability to one with established capital plans, energy bureaus and green teams. The Pathfinder Programme enabled the HSE to initially recruit through agency staffing, resulting in the integration of these staffing members into the organisation. Meanwhile, a pilot HSE Energy and Decarbonisation Pathfinder Project involves 10 different HSE buildings, including acute hospitals, nursing care units, and administrative structures, by the end of 2025. This project will inform the wider building strategy for the HSE. This ambitious project showcases the HSE’s commitment to sustainability and its ability to spearhead change. “Through this Pathfinder Programme, we helped fund an energy bureau which is essentially people looking at energy use, getting reports together, presenting those reports to upper management, coming up with opportunities, developing energy projects, and getting those projects off the ground.” While the ambitious targets enshrined in policy and regulation, are non-negotiable, a more pragmatic approach to meeting these goals is being explored behind the scenes and O’Sullivan says that accomplishing these targets will require behind the scenes, strategic planning, prioritisation, and trade-offs. “They are ambitious targets, and they have to be because the public sector has to set an example and has to lead. But clearly, we are going to have to break down those targets and understand what the ramifications are potentially of prioritizing one target over another. “You have to do what is pragmatic in this case and prioritise it in a way that ensures that we maximize the level of our performance against the targets between now and 2030, and beyond.” O’Sullivan also notes the need for a review of occupancy needs within the public sector with decisions required on whether specific buildings are suitable for future use. Public sector bodies in some instances will need to decide whether to continue a lease or move to more energy-efficient premises. The importance of adopting energy-efficient designs for new assets should also be a priority and new buildings should contribute positively to energy efficiency targets. While the public sector accounts for a relatively small segment of overall emissions, its success is instrumental in leading by example and setting an example for other sectors to follow.

“To put it into perspective, if you consider the sectoral breakdowns and the carbon budgetary ceilings, the public sector share accounts for approximately 8% of electricity, about 5% of transport and around 45% of buildings in the commercial and public sector. Generally, the target is to reduce the amount of carbon emissions from 68 million tonnes to 34 million tonnes, so it is a small amount in the overall context, but we still have an important part to play. One of the primary priorities for the public sector is to align its programmes with the evolving sustainability challenges and SEAI plans to expand the Pathfinder programme in 2024, to provide extended services and supported capital. Emphasising the vital role of leadership, O’Sullivan stresses the importance of upper management in bridging the space between policy strategy, implementation strategy and progress within organisations. Effective leadership requires accountability and clear communication to achieve climate action goals, he says. Establishing green teams within organisations is essential. These teams focus on understanding climate leadership and governance, ensuring that senior management is well-equipped to make informed decisions regarding sustainability initiatives. Leadership training provides the knowledge and skills needed for strategic decision-making that aligns with climate goals. The climate action roadmaps are central to this approach and help guide public sector bodies in setting targets, understanding leadership and governance, and developing strategies for reducing emissions. In particular, they need to address areas like building portfolios, heat and transport and timelines for implementation. The roadmap’s content should be well considered, covering aspects like energy and environmental management, procurement, and accommodation needs. Notable examples are the Department of Education and the Higher Education Authority published Climate Action Roadmaps. Meanwhile, another significant challenge referenced by O’Sullivan is the requirement of a 3% annual renovation rate mandated by the Energy Performance of Buildings Directive. This will require extensive efforts to upgrade public sector buildings, aligning with the overall goal of achieving sustainability. Finally, O’Sullivan calls on the public sector leadership to unite to coordinate and implement the changes that will lead to a better, sustainable future. To achieve this, they must ensure that the message of climate action is clearly conveyed to the public and integrated into society’s values.

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Trading For A Greener Future ElectroRoute is an independent energy trading and services company on a mission to make Net Zero a reality.

From a Dublin-based start-up to an international energy trading innovator in just twelve years, the rise of ElectroRoute is a textbook example of how businesses can not only contribute to environmental goals but actively contribute to achieving them faster.

The Route To Independence For Renewables ElectroRoute was created in 2011 by a team that had worked in big utility company energy trading environments and saw the gap in the market for an independent utility-style trading function. Traditionally, a renewable energy project such as a wind farm, would enter into a long-term contract with a big utility company to sell its power. The founders of ElectroRoute passionately believed that liberalisation of energy markets was not only desirable for the owners of renewable energy assets but essential to meeting the EU’s Net Zero by 2050 goal. Caoimhe Giblin, Commercial Director of ElectroRoute explains, “So the company was founded in order to look at providing the types of services that renewable energy projects would need in the future around energy trading. We’ve

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developed innovative products and structures that allow the owners of renewable assets to sell their power directly into the energy markets or to us in a more flexible and innovative way.” Having opened up this new route for renewable energy projects to gain independence from big utilities, the company turned its flair for solutions-driven innovation into services for a range of energy market participants. One such example is the work the company is doing with batteries in Ireland, the UK and Japan. When weather conditions are such that wind or solar farms produce a lot of power, the excess is stored in large batteries for use when poorer conditions reduce the amount of energy generated. The timing of when to charge or discharge batteries is critical and ElectroRoute’s role is to optimise the arrangements around that. Another key area of focus for ElectroRoute currently is their work with large corporates. “We work with a number of large companies that are looking to decarbonise their energy use and we’ve developed some innovative structures around green power and green gas purchasing that allow the big corporates to demonstrate they’re making a difference to the environment by replacing their fossil fuel use with clean, green, renewable energy,” Caoimhe explains.

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Driving The Change To Decarbonised Transport In a first for the transport sector in Ireland, in late September logistics giant DHL announced an €80 million investment in a Biomethane production facility in Cork that will supply enough fuel to power a fleet of 150 trucks for up to 10 years, including 92 trucks in use for retail giant, Tesco. ElectroRoute has partnered with DHL to provide a cross-border Biomethane shipping and certificate management service which utilises its ISCC-certified European gas platform. This Biomethane solution could present a template for future opportunities in the agricultural sector. As part of its Climate Action Plan, Ireland Caoimhe Giblin, Commercial Director of has set challenging targets for Biomethane ElectroRoute which is leading to an increasing number of farms putting in applications for anaerobic digesters or Biomethane facilities on their sites. With the transport industry, along with large energy users such as data centres positioned as a ready-made customer, Biomethane is one innovative way to simultaneously help decarbonise the agricultural sector whilst contributing to the island’s decarbonisation targets. Sitting in the middle of that value chain, ElectroRoute is talking to some potential Biogas and Biomethane producers with an eye to buying from them and selling to the right end customer. “It’s really to stimulate that supply and demand chain in the market to get us to Net Zero targets quicker,” Caoimhe says.

As part of its

Climate Action

Plan, Ireland has set challenging targets for

Biomethane which is leading to an

increasing number

corporate entities to support their Corporate PPA activities. ElectroRoute worked closely with a number of multinationals such as Microsoft to establish the structures necessary to enable the Corporate PPA and continue to manage the related energy trading activities for a number of entities. Caoimhe outlines, “By buying power directly from a wind or solar farm, our corporate clients can guarantee the price for the energy so the asset owner can get debt financing in place and can build the asset.” She adds, “It means we get these renewable projects up and running in Ireland and meet our emission targets and it also allows these entities to demonstrate they’re buying green power, and the State doesn’t need to put its hand in its pocket. It’s a win-win for everybody.” In addition to managing much of the administrative, settlement and regulatory requirements around the deal, ElectroRoute looks after the trading, forecasting how much power is going to be produced and selling it into the market. They accomplish this via their trading desk in Dublin which manages buying and selling to the energy markets on a 24/7 basis. The result is an end-to-end service within the PPA structure that corporates would not be able to achieve on their own.

Getting To The Core Of Renewables Trading

ElectroRoute currently trades energy 24 hours a day across 15 different markets in Europe, the UK and Japan. Their trading activities encompass the whole spectrum from spot trading, futures trading, commodities and green certificates trading. “So we trade for our clients, or on behalf of ourselves, for today or for tomorrow, which is in the spot market. We also trade longer term, so we might enter into a contract with a counterparty to cover next Winter at a locked-in price,” explains Caoimhe. Their bespoke trading platform, ElectroRoute CORE, constantly ingests hundreds of thousands of different data points from weather data, to global commodity prices, to information about what’s happening across all of the different generators in the market. This includes real-time connections to sites to allow visibility of how much power a particular site is generating at any given time. Machine Learning algorithms then take all that information, create forecasts and determine what trades the company should do. This level of technology and computing power has required

of farms putting

Corporate Green Muscle

in applications for anaerobic

Ireland has set a target of getting to 80% renewables by 2030 with similar targets existing in other EU countries, and in order to achieve them it’s necessary for governments to put schemes in place to support projects focussed on renewable energy. One important area of ElectroRoute’s business that is turbo-charging this transition with the aid of corporate support is Corporate Power Purchase Agreements (PPAs); contractual agreements to purchase renewable power that are made between the generators and users of that power. PPAs allow large businesses to meet their Corporate Social Responsibility (CSR) goals and make a tangible difference to the environment by contracting directly with renewable projects. A benefit of direct corporate engagement in renewable projects is a decreased need for the State to subsidise such projects. ElectroRoute has a long heritage in working with large

digesters or Biomethane

facilities on their sites.

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buy-out was a deal with a well-known corporate giant to trade the power produced by solar farms located on the rooftops of Tokyo.

Land And Expand

Conor McCabe Photography Ltd ElectroRoute to invest heavily in its IT platform, infrastructure and staff. Layered on top of the technology is a team of data analysts to interpret the output from the CORE platform and the traders who execute the trades in the market. Energy trading is highly dynamic; the tripping of an interconnector carrying power from wind farms in Ireland to the UK can immediately change the prices in the market therefore ElectroRoute’s 24-hour desk is critical to optimising the trades for its clients.

Big in Japan ElectroRoute was transformed overnight from being a startup company without a big balance sheet to one with a strong, supportive parent in the shape of Mitsubishi Corporation which bought a 65% controlling stake in the company in 2016. In 2022, Mitsubishi bought the business out entirely and the ElectroRoute Japan subsidiary was established the same year. Mitsubishi Corporation’s involvement has allowed ElectroRoute to grow rapidly, giving them the ability to retain the fleet-footedness of a start-up in terms of innovation and the range of different product offerings to their clients but with the confidence and stability that a giant Japanese corporation brings with it. As one of the biggest corporate names in Japan, Mitsubishi Corporation has a big role to play in the green transition. The corporation is looking at investing in a variety of renewable assets, including plans to build offshore wind farms, and they identified that they needed a trading capability if they wanted to participate in the market. One of the first successes to come out of the Mitsubishi

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The Japanese market plays a big part in ElectroRoute’s strategy for growth. Japan has set ambitious targets around reducing carbon usage yet, despite having plenty of wind around its islands, the country currently has no offshore wind farms or batteries so has a long journey to Net Zero ahead of it. The country also lacks its own fossil fuel supplies and is heavily reliant on the importation of gas, therefore developing renewable energy not only helps towards its energy transition goals but is also a security supply opportunity for Japan. Caoimhe remarks, “We see a big opportunity for growth in Japan, which is why two of the founders of ElectroRoute have moved to Tokyo to build ElectroRoute Japan.” The business has grown rapidly with around 20 staff, combining Irish staff who have made the move to Japan, with locally hired talent and colleagues from Mitsubishi. Closer to home, the company is pursuing some interesting opportunities across Europe, including in Great Britain and Italy, around expanding into more trading of batteries, solar and wind farms Operating in this sector does not come without its challenges, the most notable of which is delays to renewable projects getting off the ground due to clunky planning permission processes. It has been over a year since a wind farm has got planning permission in Ireland and, although the EU is looking to bring out new planning requirements, opportunities in the short term can be stifled. Much of the success of ElectroRoute can be attributed to its highly skilled and dedicated staff. The team at ElectroRoute are passionate about the company’s mission and its values of excellence, curiosity and humanity. Recently Certified as a Great Place to Work, the company operates the ElectroRoute Academy program, offering graduates a structured program of learning and shadowing existing traders before successful exams and scenario-based testing lead to the graduate becoming an energy trader. From there, the employee has the opportunity to move to other roles within the company. There is an emphasis on continual learning and career development in order to attract and retain the best talent. Globally, we’re in the early stages of the transition to Net Zero and ElectroRoute knows that achieving the energy transition away from fossil fuels requires constant innovation and pioneering attitudes. Caoimhe finishes by saying, “I think for us, in terms of our aspirations, it’s to be on that journey and coming up with the commercial solutions that companies need to help them enable those goals and targets.”

Public Sector Magazine

Environmental, social and governance (ESG) questions are at the top of business agendas worldwide. Matheson’s ESG Advisory Group has the tools and legal expertise to help you navigate the implications for your business.

Matheson LLP the Public Sector Magazine

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Deep Retrofits

in Energy Poverty Communities Now more than ever is the time to get on board with climate change initiatives. In line with the Government’s Energy Efficiency Retrofit Programme, Energia can help and support with upgrades to your housing stock by providing both funding and services. With our years of expertise, we can help you design the right energy efficiency upgrades for your housing stock, giving the occupants an enhanced level of comfort in their home whilst benefiting from reduced fuel costs and energy bills. We have an experienced and dedicated team who can provide a tailor-made package of services to support your organisation and its specific needs in your upcoming projects. If your Council or Approved Housing Body is considering a retrofit project, email energyservices@energia.ie or to find out more see www.energia.ie/community-retrofit-projects

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Partnering in Energy Efficiency Now more than ever it is time to get on board with climate change initiatives. In line with the Government’s Energy Efficiency Retrofit Programme, Energia can help and support with upgrades to local authority housing stock by providing both funding and services.

Energia partnered with Louth County Council in 2022 with an ambitious programme to retrofit a large number of council houses, and this continued into 2023. Robert Stringer, Energy Services Executive with Energia, and Edel O’Neill, Executive Engineer with Louth County Council explain more about the retrofit of their housing stock. “Louth County Council had set out the programme very early on in the year, which was essential for how the programme was going to be run and communicated,” says O’Neill. “Energia bought into this and it became a shared goal. Because of the variety of the houses that we are doing, both deep and shallower retrofits in the houses, it was essential to have that expertise from Energia so that we could put together the best solutions for each house. Our points of contact for the project were made clear and easy, keeping communication simple and straightforward.” As part of the project, considerable upgrades were undertaken in the houses as Stringer explains: “By doing a deep retrofit, we’re implementing a series of energy efficiency measures all at once. This can include different types of

insulation, triple glazing in the windows, replacement doors, heat pump replacing a fossil fuel boiler and just generally making the place more airtight. “The outcome of the upgrades was beneficial to all concerned, especially the tenants. The homes were transformed, becoming warmer, more comfortable and with a reduced energy bill burden. They went up to a BER of B2 and the living situation of the tenants was improved comprehensively.” O’Neill summed up the experience with Energia saying: “We have had a very positive collaboration with Energia and based on our experience, we would recommend them to other Local Authorities and parties for retrofitting projects.”

If your Council or Approved Housing Body is considering a retrofit project, email energyservices@energia.ie or to find out more see www.energia.ie/community-retrofit-projects

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Milestones and Developments in Corporate Sustainability Reporting ESG remains firmly in the spotlight in the corporate law arena. Despite some elements of the green agenda yielding to political pushback in 2023, Matheson expects the corporate sustainability landscape to be transformed in the coming years, with far-reaching reporting, enhanced transparency and closer alignment with global sustainability initiatives.

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“As the June 2024 transposition deadline approaches, we look forward to analysing draft implementing Irish legislation and assisting clients in gearing up for the regime ahead.” Garret Farrelly, Head of Matheson’s ESG Advisory Group The landmark Corporate Sustainability Reporting Directive (“CSRD”) was adopted in January 2023 but has since seen some of its more ambitious features curtailed. CSRD introduces, on a phased basis, a wide-ranging sustainability reporting regime for tens of thousands of companies across the EU and beyond, eventually putting sustainability reporting on an equal footing to traditional financial reporting. Companies in scope will have to report information on a full range of environmental, social and governance issues. CSRD is designed to revise and expand the regime introduced by the EU Non-financial Reporting Directive (“NFRD”) which was transposed into Irish law in 2017. The related Corporate Sustainability Due Diligence Directive remains locked in trilogue negotiations between the EU Commission, Parliament and Council, as those institutions attempt to bridge the significant policy differences that exist between them.

Corporate Sustainability Reporting Redefined 2024 will be a landmark year in the evolution of corporate reporting, being the first reporting year for the initial wave of in-scope companies under the CSRD. 2023 saw the evolution of the European Sustainability Reporting Standards (“ESRS”) which contain the detailed reporting metrics under the CSRD. EFRAG, as technical adviser to the Commission, developed a set of sector-agnostic ESRS which were adopted by the Commission in July 2023. Despite an unsuccessful attempt in the Parliament to vote down the delegated legislation adopting them, the ESRS were deemed to have been adopted by the EU co-legislators in October 2023 and are now formally part of the EU corporate sustainability framework.

Current State of Play As well as the proposal to increase the applicability thresholds under the CSRD, proposals to dilute the ESRS and delay key deadlines under the CSRD have been advanced, one such being

Garret Farrelly, Head of Matheson’s ESG

the Commission Advisory Group proposal to defer the adoption deadline for the sector-specific ESRS from 30 June 2024 to 30 June 2026. Preparing for CSRD is a considerable undertaking. The resourcing and cost will depend on the size, complexity and geographic spread of your business. Systems and controls for reporting should be in place by the beginning of the financial year which is being reported on. Matheson estimates up to 18-month lead in time from beginning of preparations for CSRD to CSRD readiness. Information correct as of 6 December 2023.

CSRD THRESHOLDS AT A GLANCE These are the current thresholds under CSRD but, on 13 September 2023, the Commission announced proposals to increase these thresholds in light of inflation: n EU stock exchange listed companies and large companies (meeting two or more of the following criteria: a balance sheet total of €20m, net turnover of €40m, at least 250 employees) n SMEs with securities admitted to trading on an EU regulated market (other than micro undertakings) n Non-EU companies with substantial activity in the EU (generating an annual net turnover of €150m in the EU and with at least one subsidiary or branch in the EU). The new reporting requirements will be phased in over stages as follows: n From 1 January 2024 (reporting year 2025) for companies already in scope of the NFRD; n From 1 January 2025 (reporting year 2026) for companies not currently in scope of the NFRD; n From 1 January 2026 (reporting year 2027) for listed SMEs, small and non-complex credit institutions and captive undertakings but SMEs can opt out until 2028; and n From 1 January 2028 (reporting year 2029) for non-EU companies in scope.

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Targeting Waste Ireland has a mixed track record when it comes to waste management.

In recent years the Irish Government began to tackle this through a combination of legislative measures, strategic policies, and targeted initiatives. Thanks to these initiatives the country’s waste management practices have improved considerably in the last 20 years and much headway is being made to meet targets set for 2025-2035. Ireland is actively embracing the principles of a circular economy to improve its waste management. The government encourages businesses to adopt sustainable practices, adapting product design that facilitates reuse and recycling. This approach aligns with broader European Union (EU) goals. The Waste Action Plan for a Circular Economy (2021) sets out a range of aims and targets for the State and the measures by which these will be achieved, including increased regulation and measures across various waste areas such as Circular Economy, Municipal Waste, Consumer Protection and Citizen Engagement, Plastics and Packaging, Construction and Demolition, Textiles, Green Public Procurement and Waste Enforcement.

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Key points in the plan include:

n Recycling targets for waste collectors n Standardised bin colours across the State: green for recycling, brown for organic waste and black for residual. n Environmental levies- for waste recovery and single-use coffee cups to encourage recycling and reuse n Waste oversight body to manage consumer rights n Education and awareness campaign to improve waste segregation Other measures being taken include strengthening waste enforcement, including allowing local authorities to deploy technologies such as CCTV more widely to tackle illegal dumping and littering.

Landfills and Recycling To discourage reliance on landfills, the government has implemented landfill levies. This economic measure aims to incentivize businesses to explore alternative waste management

Public Sector Magazine

According to the Regional Waste Management Offices, Irish people produced the equivalent weight of two cars of waste per person in 2022.

methods, leading to a reduction in landfill usage and associated environmental impacts. Ireland has also been proactive in promoting recycling initiatives. The government supports and encourages local authorities and businesses to invest in recycling infrastructure. This includes the establishment of recycling facilities, the promotion of community recycling programmes, and educational campaigns to raise public awareness. Recycling targets, aim to increase the recycling rates for a range of materials. These targets serve as benchmarks, driving efforts to enhance recycling infrastructure and practices across the country On the domestic front, the introduction of the pay-byweight system for household waste collection is an important reform. From September 2023 a waste recovery levy of €10 per tonne was implemented and a €10 increase to the existing landfill levy to €85 per tonne. This system encourages households to reduce waste generation and increase recycling efforts by tying the cost of waste disposal to the amount generated. To tackle waste at its source, the National Waste Prevention Program focuses on reducing the generation of waste and includes initiatives to encourage sustainable consumption patterns, reduce packaging waste, and promote responsible resource use. Illegal dumping continues to be a problem throughout the country and enforcement measures have been put in place to ensure compliance with waste management regulations. This includes penalties for illegal disposal and proactive efforts to identify and prosecute offenders.

Challenges and collaboration Despite these plans and reforms, Ireland has some way to go in changing attitudes when it comes to the management of waste. According to the Regional Waste Management Offices, Irish people produced the equivalent weight of two cars of waste per person in 2022. Speaking at the launch of a new draft National Waste Management Plan for a Circular Economy, Kevin Swift, regional waste co-ordinator for Connacht and Ulster, explained that there has been a “significant increase” in the amount of waste produced in Ireland in recent times. adding that such a rise is

“simply not sustainable”. According to the Environmental Protection Agency (EPA), in 2021, Ireland generated 3.17 million tonnes of municipal waste and recycled 41 per cent of it. Municipal waste is categorized as a general mix of waste in our homes, offices, schools and similar premises. Key statistics in the EPA report include, Ireland generated 3.17 million tonnes of municipal waste in 2021, compared to the 3.2 million tonnes generated in 2020. Of this, 57 per cent came from households and 43 per cent from commercial and public service sources. Some 1.3 million tonnes of municipal waste generated in Ireland was recycled in 2021, resulting in a recycling rate of 41 per cent. This indicates that Ireland faces significant challenges in meeting the upcoming EU recycling targets for 2025 to 2035. Material recycling saw a drop of 14 per cent on 2020 while the landfill rate remained static. Ireland’s reliance on the export of municipal waste abroad for final treatment also decreased in 2021 with an estimated 38 per cent (1.2 million tonnes) of all municipal waste managed being exported abroad in 2021, down from 40 per cent in 2020. Addressing these issues necessitates continued collaboration between government bodies, businesses, and local communities. An essential component of Ireland’s waste management strategy is community engagement and education. Local authorities and environmental organizations are collaborating to raise awareness about the importance of waste reduction and proper disposal. Community-led initiatives, such as neighborhood clean-ups and educational workshops, play a vital role in fostering a sense of responsibility and environmental stewardship. MyWaste, is a country-wide initiative by the Regional Waste Management Offices on behalf of the Department of Climate Action, Communications and the Environment. This information portal is Ireland’s official guide to managing waste. It provides information on managing waste responsibly, efficiently and in the way that suits each individual or business. Visit mywaste.ie In summary, the Irish government continues to take a multifaceted approach to waste management, incorporating legislation, economic incentives, recycling initiatives, and a commitment to circular economy principles. These efforts reflect a comprehensive strategy aimed at fostering a sustainable and environmentally responsible approach to waste across the nation.

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Made Easy Go to

FREE toolkit

This toolkit includes posters, bin labels and a step-by-step Free to order while stocks last.

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Waste Made Easy A toolkit designed to take the uncertainty out of waste segregation in the workplace is now available from MyWaste, Ireland’s official guide to waste.

MyWaste was developed by the Regional Waste Management Offices on behalf of the Department of Climate Action, Communications and the Environment. This government-funded initiative provides a free and extensive suite of information, along with signage and training materials to help workforces and individuals make informed and accurate recycling decisions. This will assist us as a nation achieve greater circular economy performance through increased recycling and composting rates. A waste characterisation study carried out by the Environmental Protection Agency* found that 74% of waste placed in the general commercial waste bins should be placed in either the recycling or food waste bins. This means that there is a significant quantity of valuable resources currently not being placed in the correct bins, but with engagement with the Commercial Waste Toolkit, this figure can be improved upon significantly. Speaking on behalf of the Regional Waste Management Planning Offices, Kevin Swift, Connacht Ulster Region

Waste Office said: “ This initiative will empower businesses and workforces, particularly those in the retail, hospitality, manufacturing and corporate sectors, to further improve how their waste is managed. With clear language and visuals, the materials will make it easy for staff to quickly understand what waste goes in what bin and should significantly increase the amount of recyclables and food waste diverted from the general bin and correctly placed in the recycling and food waste bins.” The MyWaste website is an excellent resource for all things waste. You can find how and where to dispose of all types of waste as well as information on the importance of correct waste disposal. Businesses, organisations, schools and individuals can download toolkits and other useful documents. Physical assets include posters, bin labels, brochures, checklists, training animations and testimonials and other materials which are available to order (while stocks last) or download free of charge from www.mywaste.ie/business/.

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Uisce Éireann Supporting Housing Delivery to Enable Thriving Communities

Ireland’s housing crisis has remained a pressing topic of conversation in recent years, with the country’s growing population continually increasing the demand for more homes. This, in turn, has put a strain on existing infrastructure, particularly the water and wastewater system. Uisce Éireann plays a vital role in developing water infrastructure to support economic growth and the delivery of housing across the nation.

Investing in infrastructure Uisce Éireann has outlined its ambitious plans in the Strategic Funding Plan and Capital Investment Plan, which focus on building, repairing and upgrading water treatment plants, wastewater treatment plants, as well as water and sewer networks. With an investment of €5.3 billion allocated to water services between 2020 and 2024, Ireland can expect significant economic and environmental benefits. Continued investment is crucial to ensure that Uisce Éireann achieves its objectives. In 2022, Uisce Éireann reached a milestone by investing over €1 billion in a single year in water and wastewater infrastructure. This investment was channelled into various infrastructure delivery portfolios, including the completion of a major trunk water main in Ballycoolin. This project has led to increased

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capacity to support growth and development in Fingal and North County Dublin, while also ensuring a more secure and reliable water supply for the existing 350,000 customers. Similar projects, including the wastewater treatment plant and networks upgrade in Arklow, are ongoing nationwide as Uisce Éireann collaborates with delivery partners to support growth and development. Brian Sheehan, Uisce Éireann’s Infrastructure Delivery Director said: “We are proud to present our capital investment plan, looking to invest €7-9 billion in a comprehensive range of capital projects from 2025 to 2029. This ambitious undertaking encompasses a wide spectrum of improvements, empowering us to provide unparalleled services and usher in a new era of sustainable infrastructure. Our foremost objective is to ensure access to reliable, high-quality water resources. Through cutting-edge technology and innovative solutions, we aim to safeguard this precious resource for generations to come.”

Housing Programme In 2022, Uisce Éireann processed pre-connection enquiries for approximately 116,647 homes and connection offers were issued for 36,989 housing units. These numbers are on track to increase further in 2023 with 21,990 connections already offered

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“Together, we will overcome challenges, seize new opportunities, and continue to build a brighter future.” up to June this year as Uisce Éireann keeps up with industry demand. This includes over 4,250 connections to water services infrastructure associated with over 25,000 homes. Designed to support social and economic growth, Uisce Éireann’s cross-functional Housing Programme was established in September 2021. This programme ensures the efficient and timely support of housing delivery while focusing on meeting the objectives of the government’s ‘Housing for All’ policy. The programme has established a governance model that facilitates timely decision-making and escalations as required. To further assist development and planning, Uisce Éireann has published water and wastewater capacity registers on its website water.ie. These registers provide information on treatment capacity for Planning Authorities and developers and align with the strategic goals outlined in City and County Development Plans. By highlighting areas with potential for social and economic growth, these capacity registers actively support the national drive for housing. Working with its regulator, the Commission for Regulation of Utilities (CRU), Uisce Éireann developed a First Mover Disadvantage policy proposal to mitigate the impact on the first developer(s) to open areas for growth. The CRU, following public consultation, has now published a decision paper - all details of which are available on the CRU website. In addition, the CRU approved standard charges for the majority of connections in 2019, providing clear and transparent charges for all housing developers nationally. Uisce Éireann also introduced a Self-Lay in Public Roads programme and an Experience-Based Accreditation scheme. These innovations have empowered developers to leverage construction synergies, expediting housing delivery while upholding the longterm integrity of water services infrastructure.

Collaboration with stakeholders Yvonne Harris, Uisce Éireann’s Housing Programme Director, is working with a wide range of stakeholders, including developers, the construction sector, business organisations such as the Chambers of Commerce, Local Authorities, Government and others, to continuously refine Uisce Éireann’s connections process to ensure it is fit for purpose to meet Ireland’s housing needs. “We are committed to cultivating strong partnerships that effectively address the housing supply challenge while actively listening to our stakeholders and taking decisive action. The CIF holds a vital role as one of our key stakeholders, with whom

we closely collaborate through both the IHBA and the CIF. This partnership is essential for Uisce Éireann’s successful delivery of customer connections and our capital portfolio. “We want to work with you. We have the team in place, and we have the capacity to deliver. We would encourage all developers and builders to engage with us early in your project, to construct assets in line with our standard details and codes of practice, to enable a timely connection and let us help you get the job done. “I am confident that by working together and combining our knowledge, skills and expertise we can meet Ireland’s housing needs, while ensuring these new homes have reliable, sustainable water services, and that we protect the environment for future generations.” In addition, the utility is supporting the government’s new initiative allowing Developers and others to be refunded for water and wastewater standard connection charges as set out in circular PL/04/2023. This is one of several new measures announced by government aimed at encouraging developers to build more homes. Uisce Éireann is working closely with the Department of Housing, Local Government and Heritage Water Services and Planning Department to implement a cross functional process to support construction. Please visit water.ie/ connections for updates.

In Conclusion “In conclusion, we sincerely thank Tom Parlon for his years of exceptional service and strong collaboration with Uisce Éireann which has been instrumental to the growth and development of our housing projects. We also congratulate Hubert Fitzpatrick on his new position and wish him the very best in this significant role and assure him of our unwavering commitment to supporting him in his endeavours. As industry colleagues, we stand united in our determination to contribute to the growth and betterment of the construction sector. Together, we will overcome challenges, seize new opportunities, and continue to build a brighter future.”

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Revolutionising Public Data: How Ireland’s Open Data Directive Fosters Innovation and Transparency Open data has evolved from a best practice process into a legal requirement for all public sector organisations throughout Ireland. UrbanTide leads this transformative movement, delivering extensive training and support to ensure public bodies not only comply with the Open Data Directive but also capitalise on the numerous advantages of Ireland’s forward-thinking Open Data Strategy. This initiative represents more than legal compliance; it’s a gateway to unlocking the full potential of open data.

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For the last six years, UrbanTide has collaborated closely with the Department of Expenditure, NDP Delivery and Reform, delivering vital open data training to public sector organisations throughout Ireland. It’s crucial that public sector organisations fully understand and efficiently implement their legal obligations under the new Open Data Directive. UrbanTide’s role goes beyond ensuring compliance; we’re empowering these bodies to enhance transparency and foster innovation. With UrbanTide’s guidance, they are not just meeting the directive’s requirements – they are transforming their approach to open data.

What is the Open Data Directive? In 2019, the Public Sector Information Directive changed to adapt to the evolving landscape of new data technologies, including the Internet of Things and Artificial Intelligence. This update to the Directive strives to maximise the benefits of sharing public sector data and ensure that organisations keep pace with technological advancements. Since 2021, the Open Data Directive has been enforceable by law, and failure to comply could lead to consequences such as fines and loss of funding. This directive mandates that all public data must be accessible to the public, reusable, and kept up-to-date. Fundamentally, the Open Data Directive is a positive development for the public sector. It brings many benefits crucial for fostering transparency, innovation, and growth. More than just a regulatory framework, it is a tool for ensuring responsible management and sharing of public sector data. This directive and Open Data Strategy guides organisations and sets the stage for more open and effective use of public information, which will serve as a catalyst for innovative data reuse across the EU.

Ireland’s Trailblazing Journey in Open Data Leadership In recent years, Ireland has emerged as a leader in data maturity, consistently performing well in the EU’s Open Data Maturity Report. This annual assessment evaluates EU member states on their open data policy, impact, quality, and usage of national Open Data portals (data.gov.ie). The 2022 report places Ireland in a commendable 4th position in the EU, with a 95% score, closely trailing France’s top spot by just two percentage points. Driven by this success, the Irish government aims to position Ireland as a global open data leader, recognising and leveraging the economic, social, and democratic benefits of open data.

Benefits of open data Open data has become law for good reason. There are a whole number of benefits that come with opening up public sector data – for citizens, for organisations and for Ireland’s economic growth more broadly. These include; n Efficiency and cost savings: Organisations can streamline operations and save resources by using open data to improve service delivery, optimise resource allocation, and reduce redundant efforts. n Innovation and economic growth: Open data creates an abundance of new opportunities for public and private sector organisations to develop new technology and

“This Open Data Strategy 20232027 lays out how we can build on progress to date and ensure the better use of data across businesses, government, civil society and individuals. The strategy provides a framework for the actions the Public Service will take on Open Data over the next five years. Open Data and its uses provide opportunities to be embraced; opportunities to transform and improve public services; opportunities to boost productivity and create new businesses and jobs; and opportunities to build public trust.” Helena Campbell, Department of Expenditure, NDP Delivery and Reform. services, which drive economic growth and innovation. n Improved services: Access to cross-sector data helps organisations gain a more accurate understanding of the needs and preferences of Ireland’s citizens, allowing them to develop more tailored and effective public services. n Data-driven decisions and solutions: Access to open data enables organisations to make more informed and evidencebased decisions based on a wealth of data, which can be used to address complex societal challenges and provide more effective solutions. n Transparency, reputation and trust: Open data promotes transparency by making all public sector activities and decisions more accessible. This transparency fosters accountability and trust in government and all related public bodies.

How UrbanTide can help your organisation UrbanTide’s mission is to make a sustainable world with AI. The company specialises in unlocking data’s potential, guiding organisations in unlocking data, and utilising AI for Good, with over a decade of experience in delivering data-driven solutions to businesses to help them improve sustainability outcomes. Their approach, which champions the integration of people, data, and technology, is fundamental in their quest to cultivate more inclusive communities for everyone. By providing open data training for all public bodies, UrbanTide is supporting Ireland towards becoming a global leader in open data.

UrbanTide unveils six courses for Open Data Mastery in Ireland UrbanTide, together with the University of Galway, have redeveloped these courses specifically for Irish public sector staff. These targeted training courses are delivered online or in person anywhere in Ireland and are designed to give

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“We’re proud to support Ireland’s public sector towards its ambitious goals of becoming a global leader in open data.” – Stevie Revill, Co-Founder and CEO of UrbanTide.

“These courses helped demystify the concept of open data and how it can be implemented.” David O’Leary, Higher Executive Officer - ICT Unit, Office of the Director of Public Prosecutions

“Data is an essential resource for economic growth, competitiveness, innovation, job creation and societal progress” European Commission. participants confidence and competence in the growing open data ecosystem.

There are six open data courses available:

n General Introduction to Open Data - Develop knowledge and understanding of what open data is and what it means for citizens and the public sector. n Introduction to the Open Data Directive - Learn what Public Sector Bodies need to do following the new EU Open Data Directive and how to do it. n Open Data Audits and Data Publication - Develop more practical knowledge about publishing open data in line with the Open Data Publication Guidelines. n Introduction to Data Analytics and

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Visualisation - Learn how to work with analytics to create insight and visualisations that engage. n Data Anonymisation Techniques Anonymisation enables data to be published without breaching data protection principles through depersonalisation and aggregation. n Introduction to Linked Data Recommended best practice for exposing, sharing and connecting pieces of data. All course content is suitable for beginners and those with existing data management experience. The focus is to provide deep insight and practical training that participants can apply from day one. Ready to unlock the potential of open data in your organisation - Connect with us at hello@urbantide.com and start your journey to open data mastery today! Open Data Ireland Training Services | Eventbrite - book your courses directly at https://www. eventbrite.co.uk/cc/open-data-ireland-trainingservices-391349 Ireland’s Open Data Portal - find out more on the National Open Data Portal at https://data.gov.ie

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“I really enjoyed the course. I think it is a wonderful initiative, the content is relevant and easy to follow. Sufficient information is provided if you wish to go into more detail on particular elements.” Department of Housing, Local Government & Heritage

“Excellent course which, among other things, emphasises the appropriateness of different data visualisations depending on what is sought to be communicated and measured.” Ciarán Colley, Administrative Officer (Economist), Parliamentary Budget Office, Houses of the Oireachtas

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Respect It’s what helps us go further.

Respect. It’s a short word, rolls off the tongue. For us though, it carries a lot more weight. We believe in respect for our peers, our clients, our suppliers and our world. It is something that demands we ask more of ourselves. Because without it, we cannot go further. Go Further | Build SmarterTM

To learn more about how John Paul Construction can help you, email info@johnpaul.ie or visit www.johnpaul.ie the Public Sector Magazine 283

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Health of the Nation A new report, State of Health in the EU – Ireland County Health Profile 2023, finds that Ireland has the highest rate of good health in the EU. It also finds Irish people at 65 have the third highest disability free life expectancy.

Eighty percent of Irish people report being in good health, the highest level in the EU

Minister for Health, Stephen Donnelly Minister and his colleagues Minister for Public Health and Wellbeing, Hildegarde Naughton and Minister for Mental Health and Older People, Mary Butler, have highlighted Ireland’s high rate of reported good health which has been documented in the State of Health in the EU Ireland: Country Health Profile 2023. The report, which is published every second year, compares Ireland with other European Union (EU) countries and the EU average across a range of indicators including health, risk factors, and the performance of the health system. Eighty percent of Irish people report being in good health, the highest level in the EU while Ireland also has an uptake of flu, Covid and HPV vaccines that is well above the EU average. The report also found that more than a third of the population aged over 16 do at least 150 minutes of physical activity a week while a third of Irish people also say they have five daily servings of fruit and vegetables. In addition, Ireland’s mortality rates from preventable and treatable causes is about 20% lower than respective EU averages and they are declining at a faster rate over the last decade. Over the last decade, Ireland’s increases in life expectancy

were predominantly driven by consistent reductions in mortality from the broad group of circulatory diseases, including ischaemic heart diseases and stroke. Circulatory diseases were the leading cause of death in Ireland until 2019, when their decade-long decline resulted in them becoming the second most common cause of death after cancers. Cancer has since became the largest driver of mortality in Ireland, accounting for more than 29 % of all deaths in 2020. Among cancers, lung cancer remains the most common cause of death, being responsible for one in every five cancer fatalities. Circulatory diseases (about 27 % of all deaths) and respiratory diseases (10 %) were the second and third leading causes of mortality in 2020. In 2022, 2.6 % of the Irish population reported experiencing unmet medical needs – a share above both the EU average and Ireland’s pre-pandemic rate (1.7 %). Long waiting lists were by far the main driver of unmet medical needs, and individuals in the lowest income quintile were nearly three times more likely to report unmet needs due to waiting times than those in the top quintile. The report also found that following significant spending cuts post the 2008 economic downturn, government health

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The report also reveals that more than 35% of all deaths in Ireland are attributable to behavioural risk factors including smoking, dietary risks, alcohol consumption and low physical activity.

spending resumed growth in 2015, slightly outpacing economic growth until 2019. The pandemic temporarily upended this trend, as public spending on health surged by 15 % against a 3.5 % decline in modified GNI in 2020. Government spending increased more moderately in 2021, driven mainly by COVID-19 vaccines and increased staff costs. Minister for Health Stephen Donnelly said the biennial public profiles have helped to support his department in relation to policy decisions. “These Country Health Profiles provide a concise and policy-relevant overview of health and health services in the EU/European Economic Area. They emphasise the characteristics and challenges in each country against a backdrop of cross-country comparisons,” he said. “They have helped support us in policy making and are an important means for mutual learning and voluntary exchange.” Other findings from the report reveal that more than 35% of all deaths in Ireland are attributable to behavioural risk factors including smoking, dietary risks, alcohol consumption and low physical activity with Minister for Public Health and Wellbeing and National Health, Hildegarde Naughton to acknowledging the need for greater investment in preventative measures. “Investment in prevention to reverse the trends of rising levels of obesity is essential to protect the health of the population of Ireland and I am delighted to see that the levels of overweight and obesity reported by individuals has reduced by 5% over the last four years,” Minister Naughton said. “The obesity policy and action plan (OPAP) is a ten-step plan, now in its eighth year, which is being delivered by the Department of Health with cross-government and multisectoral partners under the aegis of Healthy Ireland.” “The government is committed to address health inequalities through the Sláintecare Healthy Communities programme, with 19 Community Food and Nutrition Workers recruited over the last twelve months. This is supporting communities to engage in healthier lifestyle behaviours to promote good health in the longer term. “I am also pleased that more people are meeting recommended levels of physical activity. As with tackling obesity,

the promotion of physical activity requires a cross-sectoral approach. I look forward to building on the improvements in physical activity levels in 2024 when the successor to the National Physical Activity Plan is finalised and launched.” The report also highlights that cancer screening rates in Ireland are generally very high at 49.5% for Colorectal cancer, 72% for Cervical cancer, which is above the EU average, and 74% for Breast Cancer. This year for the first time the report includes a section on mental health. It outlines how Ireland’s Strategy to Reduce Suicide has contributed to declining suicide rates over the past decade. “Promotion of mental well-being and improvement of services available to people experiencing mental health difficulties are key priorities for Government, and these figures are a reminder of why it is important that we retain that focus and commitment. Minister for Mental Health and Older People, Mary Butler responded. . “I’m pleased to say that Sharing the Vision, our national mental health policy, and Connecting for Life, the national suicide and self-harm reduction strategy, are progressing under my remit as Minister for Mental Health and Older People. “Anyone can experience mental health difficulties at any time during their lives, and it is important that we put in place appropriate services so that people can access the right care in the right place, at the right time, depending on their needs. I will continue to champion mental health promotion, early intervention and recovery in my role as Minister, as we deliver improvements across all services, and for the whole population.” The State of Health in the EU’s Country Health Profiles provide a concise and policy-relevant overview of health and health systems in the EU/European Economic Area. They emphasise the particular characteristics and challenges in each country against a backdrop of cross-country comparisons. The aim is to support policy makers and influencers with a means for mutual learning and voluntary exchange. The profiles are the joint work of the OECD and the European Observatory on Health Systems and Policies, in cooperation with the European Commission

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STATE OF HEALTH IN THE EU – IRELAND COUNTY HEALTH PROFILE 2023 Key Findings Life expectancy at birth in Ireland was higher than the EU average in 2021, at 82.4 years, reflecting major gains attained in the two decades preceding the COVID-19 pandemic, and comparatively low mortality from all causes (including COVID-19) during the pandemic years. In 2020, cancer emerged as the leading cause of death, accounting for more than 29 % of all deaths. This reflects higher incidence of cancer in Ireland than in other EU countries, where circulatory diseases are the most common cause of death. n Behavioural risk factors contributed to more than one third of all deaths in Ireland in 2019. The adult smoking rate had been decreasing until 2019, but has since stabilised at a level below the EU average. While obesity rates remain high, indications of improved dietary habits and increased physical activity in recent years indicate potential future declines. Excessive alcohol use among adults is a concern, with rates of alcohol consumption and heavy drinking declining but still above the EU averages. n Health spending per capita in Ireland increased by over 12 % in real terms between 2019 and 2021, driven in large part by increased public financing aimed at expanding care capacity to address the COVID-19 emergency. Ireland’s health expenditure per capita was close to the EU average in 2021, with private sources accounting for over 22 % of spending – above the EU average of 19 %.

n Public hospitals in Ireland continue to face capacity constraints due to increasing demand and an insufficient supply of acute care beds. While substantial funding was allocated to expand inpatient capacity, recruitment challenges and construction inflation have slowed their operationalisation. Against the backdrop of continued efforts to expand acute care capacity, projections still indicate a deficit of over 900 hospital beds in 2023 – a comparable amount to the additional number of beds deployed since the beginning of the pandemic. n Significant investments have been made to expand the health workforce since the pandemic began, primarily in acute care. However, there are concerning shortages of general practitioners, which pose a risk to the practical implementation of the shift towards a more efficient, primary carefocused system – a crucial aspect of the Sláintecare reform, which aims to achieve universal healthcare. n Ireland outperforms most EU countries in preventing mortality from preventable and treatable causes. Ireland’s comparatively low COVID-19 mortality can be attributed in part to the successful rollout of its COVID-19 immunisation programme, which in parallel saw an increase in uptake of flu vaccination. Alongside initiatives to enhance accessibility of primary care to improve chronic condition

management, Ireland is implementing measures to address the backlog in cancer screening caused by COVID-19 restrictions. n In line with its goal to establish a universal healthcare system, Ireland has made significant strides to expand eligibility to free services. While inpatient charges in public hospitals have been abolished, limited capacity hinders the accessibility of free hospital care, as backlogs accumulated throughout the pandemic aggravated already extensive waiting lists. To address the inequalities arising from the tiered design of its healthcare system, Ireland is implementing various measures to alleviate waiting lists in public hospitals and a new public-only consultant contract. n The burden of mental ill health in Ireland is high, with over 1 million individuals estimated to have a mental health disorder in 2019. Ireland’s Strategy to Reduce Suicide has contributed to declining suicide rates over the past decade. In recent years, the surge in demand for mental health services has led to prolonged waiting times for specialist mental healthcare – particularly for adolescent services. To address this challenge, Ireland revised its strategy to strengthen mental healthcare services, and allocated a record budget of EUR 1.2 billion to mental health services in 2023.

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To the Eurozone and beyond Enterprise Ireland plays a crucial role in helping Irish companies navigate turbulent waters and succeed in global markets. Despite challenges such as Brexit, the pandemic, soaring costs and rising interest rates, Tom Kelly, Division Manager for Industry and Life Sciences says that Irish firms are proving resilient and embracing AI and sustainability to drive growth.

In an ever-changing world, the spectre of Artificial Intelligence and its potentially transformative impact on industry looms large.

For the last ten years and more, Tom Kelly has been at the helm of Enterprise Ireland as Division Manager for Industry and Life Sciences, steering the government organisation in helping numerous fledgling Irish businesses get up and running, grow, innovate and win export sales in global markets. Since its inception in 1998, Enterprise Ireland has impacted the success of numerous Irish businesses that have flourished with its support. From emerging start-ups to established enterprises, many have expanded into global markets, created jobs, and contributed significantly to Ireland’s economic resilience. The organization has become a cornerstone institution dedicated to fostering innovation, supporting entrepreneurship, and driving economic growth.

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“I’m pleased to say Enterprise Ireland is in a very, very good place right now,” Kelly explained. “The numbers tell their own story. Our end-of-year statement in 2022 and our annual report, which was issued mid-year, detailed the growth that was achieved across the board in all sectors and markets all over the world. “We are in a very healthy position which is quite remarkable considering the traumatic years we’ve experienced with Brexit, then COVID-19 and obviously the ongoing Ukraine crisis. “We’ve seen growth in every sector and in all of the main markets which is outstanding and very pleasing, especially against a background whereby a lot of companies are being challenged daily with the escalation of costs, which is very much a feature of doing business today, plus the shortage of

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skilled people in the marketplace.” Over the centuries, Irish people have proven that resilience is embedded in their DNA and Kelly is wont to talk up that trait when assessing the reasons why Ireland Inc. has so successfully combated the ravages of such as Brexit, COVID 19 and a turbulent international situation. An ever-present leading light in Enterprise Ireland since 2013, Kelly believes there are several factors which account for Irish companies’ success despite meeting such choppy waters over recent years: “The reasons behind our companies’ success vary from sector to sector but in teasing out those reasons, the first thing that comes to my mind is the capability that exists in our client base; one which has been built upon year on year and ultimately it is the calibre of people that are running the companies and leading the companies that are hugely important. “I think over the years all of our leading companies have invested in their people and their management and I am proud to say that we have played some small part in that regard, in terms of some of the flagship programmes we offer, particularly around leadership in companies, leadership growth and development capability. “It must also be said that the investments that companies have been making in research and development plus innovation has been laudable and we’ve seen a significant uplift in the actual spend by businesses in those areas which helps ensure long-term sustainability and generate rich dividends. “And, of course, where you see more companies managing their intellectual property for strategic thinking, all of that lends itself to improvement in the performance of companies who create a reputation.” Hard-earned reputations can be easily and quickly tarnished though. In the dogeat-dog world of commerce which Kelly knows so well, companies are obliged to prove themselves time and time again with regard to their reliability, their ability to deliver a quality product/service on time in a sophisticated way which, all combined, can see a company become the definitive ‘partners of choice’. For the last ten years, Tom Kelly has cemented a very healthy relationship with a galaxy of companies for whom reputation

Tom Kelly, Division Manager for Industry and Life Sciences, Enterprise Ireland

Over the years all of our leading companies have invested in their people and their management and I am proud to say that we have played some small part in that regard, in terms of some of the flagship programmes we offer, particularly around leadership in companies, leadership growth and development capability.”

is everything in the marketplace. In the business of life sciences, Kelly is the go-to guy at Enterprise Ireland for companies seeking support and advice in a wide array of sectors such as pharmaceutical, medical technology, engineering, materials, print and packaging and – increasingly so – construction. So where is Ireland Incorporated at this point in time compared to the way it was in 2013? “We are in a much, much better position,” Kelly enthuses. “When one, for instance, takes into consideration the number of people employed – and that’s our single greatest indicator of growth - there’s no comparison between then and now. Seriously, no comparison between the scale of exporting and the scale of sales now and what was being achieved a decade or two ago. “Currently, we have in excess of 215,000 people directly employed in Enterprise Ireland companies and for everyone that’s employed there’s at least one more indirectly employed so that’s a huge contribution to the economic wellness and stability of the country. “But it’s more than just the numbers. Look across the client base and see the quality of the employment, the types of jobs that people are occupying and the quality of personnel we have holding down jobs at management level, at technical and advisory levels in our client companies.” Of course, behind the hugely positive export sales numbers is a story revolving around a sophisticated support system operated by Enterprise Ireland Enterprise Ireland boasts a network of 39 international offices and that growing scaffold is complemented by a super strong support system in Ireland too which is aided by fellow government organisations like the IDA and Science Foundation Ireland which are “all designed to support the technological development of our client base and industry based in Ireland and globally.” Of course, the creation and development of success stories on the European and global markets is Enterprise Ireland’s raison d’etre and Kelly is very optimistic that research-performing organisations affiliated with Enterprise Ireland continue to grow and succeed. “Post-recession we have employed a strategy with regards to the Eurozone which has yielded very significant results in terms of the growth in the market outside of the UK market.

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Referencing the research support system which has coloured the success stories of so many Enterprise Ireland companies to date, Kelly says “continuing to invest in peoples’ education, training and skills development is crucial.”

a lot of companies are being challenged on a daily basis with the escalation of costs, which is very much a feature of doing business today, plus the shortage of skilled people in the marketplace.” “We have been very successful in winning funds to support the further development of our companies from the European Union’s Innovation Council and, for example, from Horizon Europe. “Overall, we are very pleased with our work in diversifying and expanding our presence in global markets but we know that the next few years will bring new challenges and difficulties such as higher interest rates, but I am confident of the capability of our client base to overcome turbulent times that may lie ahead. “I’m optimistic when it comes to our companies’ ability to continue on an upward growth trajectory. We’ve seen the growth that has been achieved already but what would give me confidence for the future is that the capabilities that exist now will be even further enhanced in the coming years in terms of the intake of highly skilled people, well-educated people that come into our companies from Ireland and indeed from abroad and the experiences that are being accumulated in those same companies by these same people will leave us better able to succeed in global markets.” Kelly is buoyed by the quality of Ireland’s educational system. He is particularly enamoured by the statistics which indicate that Ireland boasts a high level of participation in STEM (Science, Technical, Engineering, Maths) subjects. He says such

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stats can only help build confidence as Ireland Inc. increasingly focuses on its Equality, Sustainability, Diversity targets and its participation in the digital world. In an ever-changing world, the spectre of Artificial Intelligence and its potentially transformative impact on industry looms large. One wonders how Enterprise Ireland’s Kelly views it: “There’s no doubt AI is going to be really important. It’s there and I think it may be coming at us very fast and it seems to me to be something that impacts us in a whole variety of ways and will certainly have an impact on aspects of work and whole varieties of different types of jobs. “But I believe AI can create opportunities for companies, especially start-ups. Certainly, I think that the worst thing an entrepreneur could do would be to shut their eyes to it because that creates a danger that AI might just cripple the company. I would like our client base to position themselves so that they can embrace and use it to help shape our future.” Looking down the road, the dyed-in-wool Galwegian fingers the “sustainability challenge” as critical to those seeking to exploit markets abroad. Referencing the research support system which has coloured the success stories of so many Enterprise Ireland companies to date, Kelly says “continuing to invest in peoples’ education, training and skills development is crucial.”

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Unlocking the power of business to create a better world. Our divisions at Tarasis Enterprises share a common vision to create sustainable, innovative solutions for the future of living & tackle prevalent social and environmental issues.

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Essential service solutions Specialising in bespoke solutions to Irish nursing homes, Elis Care Homes offers a complete textile rental and laundry service developed to cater for the unique needs of the Irish healthcare sector.

The establishment of the Elis Care Homes division was pioneered by Margaret Mullen, the General Manager for the Hawthorn Road facility. Initiating research into the sector, Margaret identified issues faced by nursing homes in Ireland. Nursing home managers wanted to provide a service that offered the same level of care as a resident would have if they were still at home while achieving a consistent standard of compliance as required by HIQA. However, such facilities require a significant level of commitment in terms of space, staff and time to ensure that all procedures are adhered to. Substantial investment is also required in specialised equipment which must then be strictly maintained. Feedback found that managers were frustrated with the amount of time they needed to spend away from their residents

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and staff members to manage issues as varied as faults in equipment, maintenance scheduling and rosters for this separate division. It became clear that the Irish nursing home sector required a tailored service for their residents’ clothing and possessions. A service that provided flexibility, reliability, and laundering processes with standardised and independently audited hygiene standards. Elis provides bed, bath and table linens, scrubs, uniforms, mats, mops and washroom facilities, delivered within a rental maintenance model that prioritises services over products, and rental over purchase, allowing for a reduction in carbon emissions of up to 37% compared to a purchase solution and up to 48% reduction in water consumption.

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“We provide a nationwide service with an unrivalled network, accredited systems and a dedicated customer service team that is available to advise and support Irish nursing homes every step of the way.” Total solutions The Elis Care Homes division has been developed specifically for residents’ clothing, providing a complete end-to-end solution. Its custom-built facilities are independently audited by the NSAI and are ISO 9001:2015 certified. Margaret explains: “Our system offers full transparency and traceability. Labels with a unique barcode specific to each resident are created and applied to their belongings - each individual sock is labelled.” Elis provides net bags to ensure that residents’ possessions are kept together and can always be accounted for. Should an item find itself in a different bag, Elis ensures it is returned to its rightful owner at the packing stage. Bags are scanned, weighed and recorded in the usage reports which are shared with the designated team members every week. This provides complete transparency and traceability. The division offers bespoke solutions to Irish nursing homes, with circularity at their core and Elis is continually seeking ways to deliver a sustainable and environmentally sound service. Ellis’s CSR objectives are aligned with the Paris Agreement and have been validated by SBTi. In August 2023 Elis received a gold medal from EcoVardis, a company that provides business sustainability ratings, ranking Elis in the top 5% of the over 90,000 companies reviewed.

“We were also recently graded an A-, by the CDP (Carbon Disclosure Project), which conducts independent evaluations based on a company’s strategy, management, performance, and stakeholder engagement regarding the environment,” Margaret remarks. These rankings recognise Elis’s long-standing commitment to tackling climate change and its positioning on the circular economy. When it comes to personnel, Elis’s culture of service and quality is based on the commitment of its employees, who are the company’s greatest asset. Committed to inclusivity and diversity, Elis offers a wide range of assignments and career opportunities via a multitude of job roles and career gateways between functions. This vast field of possibilities allows everyone to contribute straight away and progress. Margaret is particularly proud to include seven female drivers on her team. Margaret sums up, saying: “Elis offers Irish nursing homes the opportunity to stay focused on taking care of their residents, which is what they do best – while leaving the laundering of their personal possessions and linens to us – which is what we do best.”

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HSE Vision for a Healthy Ireland The traditional definition of ‘health’ is the absence of disease or illness, but increasingly there’s a recognition that there’s a world of difference between living and actually thriving physically, mentally and socially. Sarah McCormack, National Healthy Ireland Lead for the Health Service Executive (HSE), discusses the vision for a Healthy Ireland.

It is projected that, by 2042, the number of people over the age of 65 in Ireland will almost double to 1.3 million. The greatest proportional increase, around 25%, will be in the 85plus age group.

CEO of the HSE Bernard Gloster and Sarah Mccormack

Ireland enjoys the longest life expectancy in the EU and, in common with most other developed countries, this longevity when combined with falling fertility rates contributes to a population that is ageing. It is projected that, by 2042, the number of people over the age of 65 in Ireland will almost double to 1.3 million. The greatest proportional increase, around 25%, will be in the 85-plus age group.

The Reality of Living Longer What the headline statistics don’t give is an indication of what life looks like for the average person over the age of 65 in Ireland. The reality is that we are living longer, but with increased levels of chronic disease & multimorbidity. We are living, but not thriving. Currently, 55% of bed days in public acute hospitals are taken by the over-65s and half of people over the age of 50 have at least one chronic disease. Chronic disease is the biggest health challenge facing Ireland today, it accounts for 60% of hospital bed days and

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80% of GP appointments. The rate of chronic disease is rising by 4% a year with one in five people overweight or obese, one in ten people over 50 with diabetes, 36,000 new cases of cancer diagnosed every year and a population whose alcohol consumption is the fifth highest in Europe and where 17% of the population still smoke. There are 1.3 million people in Ireland living with chronic conditions such as asthma, chronic obstructive pulmonary disease (COPD), diabetes and cardiovascular disease. These and other chronic conditions are linked to four main behavioural risk factors. In 2019 over 35% of all deaths in Ireland could be attributed to these behavioural risk factors which are smoking, physical inactivity, alcohol consumption and unhealthy diets.

Vision of a Healthy Ireland Recognising the ticking time bomb of chronic disease and an ageing population, the Irish government created an ambitious initiative with the vision of, “A Healthy Ireland, where everyone can enjoy

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physical and mental health and wellbeing to A Holistic Approach to Health their full potential, where wellbeing is valued and supported at every level of society and is In the quest for a healthier population at all everyone’s responsibility.“ ages, the Irish are learning from the ‘Blue The Department of Health published Zones’; geographic areas that have lower its landmark policy ‘Healthy Ireland: A rates of chronic disease and a longer life Framework for Improved Health and expectancy than anywhere else in the world. Wellbeing’ in 2013 which outlined four These Blue Zones exist in Italy, Greece, goals: to increase the proportion of people Japan, Costa Rica and the Seventh-day who are healthy at all stages of life, reduce Adventist community in Loma Linda, USA. health inequalities, protect the public from Though the culture, beliefs and diets of Blue threats to health and wellbeing and create Zone communities differ from each other, an environment where every individual there are a number of things they have in and sector can play their part in achieving common. In Blue Zones, people eat a healthy a Healthy Ireland. diet rich in plants and whole foods, exercise As a major stakeholder in the delivery is built into their daily activities such as of the Healthy Ireland agenda, the HSE walking or chores, they consume alcohol supports the implementation of the in moderation, get enough sleep, have a government’s Healthy Ireland Framework Sarah McCormack, National Healthy Ireland Lead for the Health Service Executive (HSE) purpose in life and have good social, family through their ‘Health Services Healthy or spiritual networks. Ireland Implementation Plan 2023 - 2027.’ The startling fact is that up to 80% The HSE’s Implementation Plan works of cases of coronary heart disease, 90% across four key strategic priority areas: of type 2 diabetes cases, and one-third embedding health and wellbeing in health of cancers can be avoided by adopting service delivery, strengthening partnership healthy lifestyle behaviours and the tools and community working, supporting to do it already exist. healthy behaviours from childhood Social prescribing is one such tool. through to healthy ageing and supporting It offers health professionals a means of staff personal health and wellbeing. It referring people to a range of non-clinical also lays the foundation for Community community support groups and services Healthcare Organisations and Hospital that have positive outcomes on health Groups to develop their own HSE Health and wellbeing. A link worker collaborates Regions Healthy Ireland implementation with the person over half a dozen sessions plans thereby creating a clear, actionable in a personalised coaching approach that path from government strategy to HSE results in referrals to a range of activities from the physical, such as implementation nationally and through to local implementation. walking groups, adult education, book clubs, stress management, Sarah McCormack, who has held the role of National Healthy arts and creativity, community gardening, men sheds and more. Ireland Lead for the HSE since 2014, describes the current This holistic approach is for all ages and all walks of society situation in the health service as being like a revolving door, and is particularly successful for people who have mental “We’re bringing you by ambulance into the health service. We health issues, are lonely or isolated, have complex social needs are treating your condition and then you are going home to the or suffer from one or more long-term conditions. same environment which without addressing the cause of the Tackling health inequalities is an integral part of the vision; condition, results in your coming back for repeated treatments.” the most deprived members of Irish society suffer from the “Unless the causes of chronic disease are halted through worst health. There is a 19-year gap in life expectancy between positive interventions and the adoption of healthy behaviours, the most deprived and least deprived members of society and the same patients suffering the same diseases will be back into the biggest causes of this can be traced back to socioeconomic front line health service doors time and time again.” factors such as lower income, poorer quality housing, lower Realising the Healthy Ireland vision also makes good education and less family and social support as well as health economic sense; with health care being the largest recipient behaviours such as a less nutritious diet, more physical of public funds after social protection, the model of putting a inactivity, alcohol consumption and smoking as well as sexual plaster over chronic disease without tackling the causes of it health. Improving the health of all Irish people, from least can only lead to ever-increasing amounts of public money being to most deprived, requires intervention with education and spent as the population gets older and less healthy. support from the moment of conception, through childhood to Currently, the smallest amount of health care expenditure is adulthood and into older age. on prevention with the largest going on long-term care, hospital The Healthy Ireland approach also recognises that care and mental care. If that position was flipped, with the lion’s tackling climate change and sustainability is a critical piece share of public health spending going on prevention, there of the puzzle. Whilst people can be educated about healthier would be less need for hospital and long-term care and lower lifestyle behaviours and encouraged to adopt them, if the very overall expenditure.

“Act today for

our own health,

act today for the population and

act today for the future of our children.”

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There are 1.3 million people in Ireland living with chronic conditions such as asthma, chronic obstructive pulmonary disease (COPD), diabetes and cardiovascular disease. environment they live in is polluted it has a direct and negative impact on their health. As the biggest employer in Ireland, the HSE is responsible for over 150,000 employees and their health and wellbeing is one of the four key strategic areas of the Implementation Plan. The World Health Organisation identified that taking part in good-quality health and wellbeing initiatives in the workplace has multiple benefits for both workers and businesses. Organisations that show their staff they care about their health and wellbeing are more successful in recruiting staff and have higher retention rates. Commenting on the HSE strategy, Sarah McCormack says, “We have 150,000 employees and we recognise the goodness of those employees, and it really is about helping to create an environment when they come to work where we’re able to support them as well as empower them about their own health. And there’s just such a wonderful dynamic in that alone if they’re going back with good, healthy messages and knowledge into their families and communities.” A key initiative in the HSE is the implementation of Making Every Contact Count for the many millions of service users who avail of Health Services. Every year there are 14 million contacts with GP services, 5 million public health nursing contacts, 1.3 million dental visits, 1.2 million seen in emergency departments and 20 million prescriptions filled in pharmacies. Those contact statistics represent a total of 41.5 million opportunities to engage

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in a brief intervention with someone to promote healthy living behaviours in the health service sector alone. External partnerships are another critical avenue for successfully implementing the vision of a Healthy Ireland. Evidence from other countries adopting this holistic preventative approach shows that creating positive changes in health and well-being across a nation requires the buy-in and involvement of the whole community with government and society working collaboratively and in unison. To this end, at both national and local levels, the health and wellbeing strategy involves working with public sector organisations, government departments, community and voluntary groups, charities, professional and representative bodies as well as businesses to create a ground-up approach. “I believe that people do and will have an interest in their own health if we can help them. But we need to build that environment that really can help them,” Sarah comments. “Changing the traditional view of health being the responsibility of the health service alone and equipping society at all levels to take responsibility for the health and wellbeing of everyone in it is a solid foundation for the Healthy Ireland vision.” Sarah has a final clarion call for the importance of achieving the vision of a Healthy Ireland, “Act today for our own health, act today for the population and act today for the future of our children.” The time is now.

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Building Growth in Care With 30 years of experience as a multi-award-winning entrepreneur, owning and operating a diverse suite of progressive businesses across several industries including healthcare, support, housing solutions and renewables, Mairead Mackle is a powerful advocate for change to support Ireland’s homecare and housing sector.

With an island-wide network of offices in Dublin, Sligo, Belfast and Armagh, Tarasis Enterprises is investing millions of euros in a new growth and brand strategy designed to amplify its healthcare credentials and in its formerly well-known home healthcare division Homecare Independent Living in the Republic of Ireland. The CEO and founder of Tarasis Enterprises with an annual turnover of €35m, a champion for female business leadership and a devoted philanthropist who supports a range of longstanding causes and not-for-profit enterprises, Mairead is a straight talker who has the ambition to drive new growth in Ireland’s homecare, housing and healthcare sectors.

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“Ireland has made great strides and enacted huge change in advancing a healthcare system that is fit for purpose, but it remains complex, not always easy to access and, broadly speaking, it isn’t always easy to measure its performance,” Mairead explains. “Covid-19 was a wake-up call, exposing the frailties we always knew were there – and yet, there remains a significant task to address the challenges ahead. This includes addressing the needs of an increasingly older demographic while also preparing for the capacity needs of a fast-growing population. “The forthcoming elections, which may not materialise until 2024 at the latest, will provide impetus to the debate around

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Investing in Excellence

the type of healthcare system we want. Hopefully, this will address the needs of more actively engaged ‘grey’ voters and shape the introduction of schemes to support people to live in their own homes, gain access to housing and enjoy highquality homecare.

Ageing Population According to Central Statistics Office (CSO) estimates, Ireland’s population of people aged over 65 and older will have increased by more than 30 per cent by the end of 2031 and will have doubled again by 2051, creating major healthcare challenges that require significant investment. More than a quarter of all people in Mairead Mackle Ireland aged 65 years and older already live alone and many of the home support care which is delivered goes unpaid. “The facts speak for themselves,” says Mairead. “A major crisis is emerging in the provision of healthcare services and will need to be urgently addressed to meet short, medium and long-term goals. With focus, more joined-up thinking and ambition, homecare can provide multiple solutions to meet the immediate and future needs of a larger elderly population, and those with specific needs, but it will need wide cross-party support and statutory backing to ensure success.” In August it was revealed that more than three million hours of homecare could not be provided in 2022 due to a shortage of staff, with over 6,000 older people on the waiting list for homecare packages. The HSE acknowledged that demand for home support “continues to increase due to population growth and increasing dependency of the growing numbers of people aged over 80 years within the over 65 years cohort.” Under the current Programme for Government: Our Shared Future, there is a commitment to introduce a statutory scheme to support people to live in their own homes, providing equitable access to high-quality, regulated homecare. There is also a commitment to continue to deploy new technologies, telehealth and advance the range of digital services to support the move. “Fortunately, it is being acknowledged that the current system needs reform and I welcome the increasingly vocal debate around the issues raised, so there is some hope for the future”, says Mairead. “Strong, future-focused homecare providers will be pivotal to government success, providing confidence for further investment in the sector and ensuring that the wide range of roles available are attractively paid for by the savings that will inevitably be made on the wider healthcare system.”

Mackle acknowledges that funding is needed in delivering a highly regulated fit-for-purpose homecare sector and that investment and more focus in this area was the right approach. “People will get older and live longer, so the problem won’t go away,” Mairead continues. “The private sector has a massive role to play in shaping its future, in training, upskilling and providing the human capital, resources and capacity to deliver for our elderly generation and to meet their demand to stay at home as long as they can do so with the support they need. We know that most people prefer being cared for at home and, in the long run, it will be more cost-effective and efficient for everyone.” Tarasis Healthcare, formerly known as Homecare Independent Living, is up for the challenge and willing to play its part. “With three decades of experience across the island, in both jurisdictions – each with their own rules and regulations but in most cases similar challenges – we have pioneered award-winning excellence in delivering for our clients, in supporting families and continually investing in our delivery teams, providing an attractive, flexible and adaptive team that invest their time in us. “As we get older, maintaining our independence is probably our biggest ambition,” Mairead explains. “Every one of us wants to live the way we want to live, to choose when we want to eat, sleep or enjoy visits from family and friends. How much care will naturally depend on individual needs and delivering a bespoke, personalised service is key in a sector that has proven its dynamism, willingness to lead and adapt and which will be pivotal to meeting our healthcare needs for generations to come.” Tarasis Healthcare (formerly Homecare Independent Living) and Tarasis Housing are national leaders in the provision of homecare and housing for those in need. With a professional team and offices right across Ireland, we offer a progressive, holistic approach to health, housing and social care solutions. Providing award-winning domiciliary care, staff training and meeting the immediate housing needs of thousands of vulnerable people every year, Tarasis Enterprises has recently invested more than €12m as part of a new fiveyear growth strategy that will add up to 300 new jobs.

“A major crisis is emerging in the provision

of healthcare services and

will need to be urgently

addressed to

meet both short,

medium and longterm goals.”

For more information, call 048 28 3751 1333, email enquiries@tarasis. com or visit tarasis.com

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Down Syndrome Ireland – Working Together for a Brighter Future Down Syndrome Ireland (DSI) is dedicated to promoting the rights, inclusion, and well-being of individuals with Down syndrome and their families. With a commitment to education, employment, empowerment, and community, Down Syndrome Ireland strives to create a world where individuals with Down syndrome can thrive and reach their full potential as Barry Sheridan CEO, Down Syndrome Ireland explains. While a national charity, DSI is at its core, a local organisation driven by passionate and hard-working volunteers across our 25 branches, who share a common vision of building a brighter future for people with Down syndrome. We are focused on being responsive and delivering the necessary supports to our members, sharing knowledge and ensuring that we have a solid foundation in place with strong and lasting connections amongst our branches and stakeholders. In the pursuit of our mission, DSI is guided by pillars of health, education, employment, empowerment, and community engagement. Our overarching goal is to foster an environment where individuals with Down syndrome can not only thrive but realise their full potential. This commitment is encapsulated in our recently implemented 2022 – 2025 Strategy ‘Working together for a brighter future.’

Over the past year, DSI has been a hive of activity with the development of numerous initiatives and programmes as part of our strategy. Education and employment programmes have been rolled out across the life stages, encompassing early years, primary and post-primary education, adult education,

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and employment initiatives. The focus is not only on advocacy but on tangible actions that empower individuals with Down syndrome to participate meaningfully in all aspects of life.

The journey is not without its challenges. A 2023 survey from DSI emphasised critical gaps in services, particularly in speech and language therapy. Nearly half of respondents reported that their child had not received a single speech and language therapy session in the past year with a staggering 74% reporting no access to occupational therapy in the preceding twelve months. Learning to communicate is a unique challenge for many children with Down syndrome, and the absence of necessary therapies has far-reaching consequences, especially on educational inclusion. The delay in language development adversely affects learning, and the repercussions are felt throughout a person’s lifetime. In response, DSI has called on government for targeted actions in critical areas such as health, education, financial independence, independent living, and employment.

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Down Syndrome Ireland Annual General Meeting

A pivotal moment for DSI in the past year was the life and have their voice heard. As we look to the future, the comprehensive review and update of the organisation’s strides made by our community over the past year provide a Constitution. After 18 months of extensive consultation and solid foundation for continued progress and a testament to the collaboration with branches, members, families, and staff, a power of collective effort in shaping a brighter future for all. new governing document was crafted and endorsed by an overwhelming majority of voting delegates at the recent Annual For more information on Down Syndrome Ireland and its initiatives and General Meeting in November 2023. This transformation signifies supports, please visit www.downsyndrome.ie a collective desire within the organisation to move forward cohesively, with clarity regarding identity, purpose, and effective mechanisms for our members to have their voices heard. The resilience and dedication of members, parents, branches, families, and volunteers have been remarkable, with a collective commitment to going above and beyond for others. DSI stands as a community that remains steadfast in our shared objectives – to make life better, easier and richer for people with Down syndrome. In the face of ongoing challenges, Down Syndrome Ireland is not merely an organisation; it is a movement that continues to evolve, adapt, and advocate for a society where every individual can Sarah Flynn, DSI Roscommon Branch – Presenting her Programme on Our Voice FM contribute meaningfully, lead a fulfilling

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MAKING MORE LAUGHTER MISCHIEF MOMENTS Amie Ó Bric, Bowel Cancer Survivor

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Transforming Healthcare Yvonne Mowlds, Partner, PwC Ireland who heads up the firm’s healthcare practice and Dr Michelle Mary McEvoy, Director, PwC Ireland discuss the pressing issues, challenges, and trends in Irish healthcare and the transformative impact of technology on healthcare delivery in Ireland

PwC, a global leader in professional services and a prominent player in the Irish healthcare sector offers a wide range of services aimed at improving the quality and efficiency of healthcare delivery in Ireland. The firm’s healthcare services encompass a broad spectrum of areas, all designed to assist clients in navigating the complexities of the healthcare sector and driving positive change and transformation. PwC’s healthcare team brings deep sector knowledge and access to best practice methodologies and innovation from across its global network to support healthcare organisations to deliver their goals. PwC assists clients in developing and implementing robust healthcare strategies tailored to their specific needs. The team has significant experience of supporting Healthcare organisations to design and implement large scale technology enabled healthcare transformation programmes. PwC also provides operational excellence solutions, assisting clients to optimise processes, reduce costs, and enhance patient outcomes. This includes streamlining administrative functions, supply chain management, and optimising clinical workflows. Additional services provided by PwC’s healthcare practice encompass financial advisory, cyber security and technology enabled transformation solutions. The firm’s healthcare technology team can support clients to leverage innovation in healthcare and provide digital transformation solutions that

enhance patient care, streamline operations and harness data for informed decision-making. With a deep understanding of the unique challenges facing the Irish healthcare system, PwC’s Healthcare Practice has become a trusted partner for both public and private healthcare organisations and its diverse client base includes the governmental departments, healthcare educational and training bodies, as well as regulatory agencies. Yvonne Mowlds who leads PwC Ireland’s healthcare team, brings a wealth of experience in healthcare, including a decade spent working for the NHS in the UK as well as supporting healthcare systems in Saudi Arabia and Qatar before she returned to Ireland in 2020 to head up PwC’s health practice. Having worked with international healthcare systems, she points out that many healthcare systems globally are faced with a broadly similar array of challenges. “We work across the whole spectrum of the healthcare system and organisations that focus on healthcare and service delivery. We bring specialist expertise to support these organisations to address the challenges and complex problems that they’re facing,” she says. “We work with clients around large-scale clinical and operational transformation programs, and we provide support in the areas of healthcare program management, healthcare operational improvement and healthcare technology and analytics. More and more

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Helping Irish business go global From high potential start-ups to global leaders, Enterprise Ireland supports Irish businesses at every stage of their journey. We help companies to get started, become more competitive, and expand internationally. Discover how we can help your business achieve its global ambition at

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we are working with clients to deliver technology-enabled transformation programs and we leverage our global network to ensure that we are bringing best in class thinking and innovation to our clients. Globally we have also begun to support healthcare organisations through providing managed services where our clients outsource elements of their services to us, typically these are back-office type services rather than care service delivery. “We also carry out strategic workforce planning which involves identifying what the organisation’s challenges are into the future and analysing how we can bring our knowledge, experience, and our network to better support them at addressing these challenges.”

points out that the rise in chronic diseases is primarily driven by lifestyle factors such as obesity, smoking, sedentary lifestyles and poor dietary choices which are increasingly contributing to conditions like heart disease, hypertension, diabetes, and more. The prevalence of chronic diseases underscores the importance of a preventive approach to healthcare. Initiatives like Healthy Ireland aim to shift the focus towards prevention and wellness. This initiative aligns with the broader trend in healthcare systems worldwide, where the emphasis is shifting from treatment to prevention. By promoting healthier lifestyles, reducing risk factors, and encouraging regular health check-ups, Healthy Ireland aims to alleviate the strain on healthcare systems. Yvonne Mowlds, Partner, PwC “We’ve got a growing problem with Addressing challenges obesity in Ireland,” says McEvoy. “It’s not just a problem in the States or the UK, it’s here as well and it is PwC’s expertise, industry knowledge and innovative solutions leading to a lot of chronic diseases like heart failure, congestive enable the firm’s clients to not only address these challenges but heart failure, hypertension and stroke. We also still have also seize opportunities for growth and improvement. While problems with smoking and while we have made some progress Mowlds acknowledges the progress which has been achieved in in Ireland in terms of reducing the number of smokers, it is still Irish healthcare over the last decade, she points to the persistent a major contributor to Chronic Obstructive Pulmonary Disease challenges which remain, including rising healthcare costs, an and asthma, which again, are among the chronic diseases that are ageing population, growing incidences of chronic disease, the considered preventable with lifestyle modifications. need for greater efficiencies, adapting to emerging technologies “Our diets play a huge part in our overall health and the and the ever-increasing expectations of patients. prevalence of ultra processed foods presents a real threat to “Significant progress has been made, particularly in relation the nation’s overall health. There needs to be a move back to key health outcomes, but there are challenges, and they are towards more whole foods rather than ultra processed foods comparable to those being experienced across other modern and unhealthy fast foods. Then there is the issue of lack of healthcare systems. Generally, the most significant challenge exercise and our increasingly sedentary lifestyles which are relates to the accessibility of timely and efficient healthcare all contributing to the prevalence of chronic diseases. Alcohol and if you break it down a little bit, you will find that most intake is another factor and generally, we need to do better in healthcare systems are still recovering from the profound terms of our health and adopting healthier lifestyles.” impact of the pandemic. Investing in Technology “We also have an ageing population and that, coupled with the increased prevalence of chronic disease means that it’s becoming The task of prioritizing causal prevention and addressing more difficult, and it can overwhelm our healthcare system’s societal issues such as obesity, sedentary lifestyles, and smoking ability to deliver safe and effective care in traditional settings. is challenging, and McEvoy believes it should be regarded as There is an acute global shortage of healthcare workers, and a broader societal concern rather than simply a health service since the pandemic, the increase in burnout and attrition among issue. Tackling causal prevention, she says, is not solely the healthcare workers has further compounded that challenge. responsibility of the healthcare system but a matter that “We are also operating – and again this is not unique involves multiple government departments and it will require to Ireland – in the face of the ever-increasing expectations a multifaceted approach encompassing health, education of patients in relation to the health service, the quality of and social factors. Access to information and health data healthcare they receive, how they’re accessing it and the empowerment will also play a significant role in this shift. technology available. However, many providers are operating Meanwhile, the extent to which technology is reshaping with ageing technology, outdated operating models, and fraying healthcare delivery is accelerating and tangible benefits are infrastructure, so, it’s a challenge trying to deliver on that while already apparent across the entirety of the health services. also managing the expectations of patients. While healthcare has typically lagged behind other industries “There is also the ever-rising cost of delivering healthcare in adopting technology, the COVID-19 pandemic has expedited and we are faced with the constant challenge of how to do more the pace of technological change. with the same, or less.” Significant strides have been made in adopting technology, Chronic diseases are a growing health concern globally and including virtual wards and clinics, telemedicine, robotics in Ireland is no exception. Dr. Michelle Mary McEvoy, Director, PwC,

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“Significant

surgery, and the use of AI for diagnostic decision-making. Healthcare providers are continuing to invest in technological measures such as shared care records, electronic care record management systems, and the adoption of digital tools in both acute and community healthcare settings. The HSE is also prioritizing investments in digital capabilities to support SláinteCare, a strategy aimed at improving healthcare service delivery. Mowlds points out that healthcare delivery is evolving from a hospital-centric model to an integrated system accessible through digital platforms. “The COVID-19 vaccination program in Ireland illustrates how technology has already started to reshape healthcare accessibility across different age groups,” she says. However, Mowlds also stresses the fact that technological implementation requires more than just investment in hardware and software and needs to be accompanied by an investment in education and training to support adoption and a cultural shift toward delivering healthcare through technology. In terms of the future trajectory of healthcare systems, PwC’s global future of healthcare study suggests that by 2035, healthcare systems will focus on prevention, well-being, and proactive health-seeking behaviours. These systems will be highly interconnected and integrated, moving beyond the confines of traditional hospitals. AI and machine learning will assume a significant role in providing personalized preventive and predictive care while streamlining administrative tasks. Patients will expect access to a wide range of digital health services, including telemedicine and virtual care, while hospitals will specialize in complex care. Data sharing and affordability will also be key factors in the future healthcare landscape. “The healthcare system both in Ireland and globally was unbelievably impressive in terms of how it shifted its operating model during the pandemic and the way it adapted new technologies and ways of working in a fraction of the time that they would have been able to outside the pandemic,” Mowlds says. “The crisis propelled the implementation of innovation and we’re seeing virtual care continuing post-pandemic and the HSE is continuing to develop pilot schemes and assess the potential of virtual wards to take pressure off the hospitals. “Historically healthcare has lagged behind other industries in harnessing the power of technology to revolutionize service delivery, but we did see, with the pandemic, both in Ireland and globally, that it has accelerated the pace of technological change considerably. However, much more can be done if we are truly to deliver innovative transformation in healthcare and see patients embracing technology and increasingly expecting their care to be supported by technological advances. “We are seeing advances in Ireland and across the world. We’re seeing it across big data, cloud computing, robotics, genomics and AI and virtual care. All of that has the potential to continue to radically transform the way healthcare is defined and

delivered and we’re already seeing things like the power of AI in robotics and earlier interventions, and earlier diagnostics. Robotics have also been used for a number of years around the delivery of surgery, and that’s becoming even more sophisticated, and the outcomes and benefits for patients are very real in those areas already.” McEvoy also highlights the role of technology in addressing diseases like cancer and the impact of genetics and genomics in personalized medicine and enabling treatments to be tailored to an individual’s genetic makeup, thereby minimizing side effects, and improving outcomes while enabling early disease detection and more effective treatments. She emphasizes how technology expedites research, as seen in the rapid development of mRNA vaccines, and predicts that technology will play a crucial role in predicting disease trajectories. “Because of genomics you’ve got more targeted treatments, and by knowing your genetic makeup, you know which drug will work best for you and you will have fewer side effects. So, we’re getting much more targeted treatments and interventions for people who already have cancer, and obviously, the earlier you start treatment, the better your outcomes are.” In addition, Mowlds notes that technology can help address talent availability issues by streamlining administrative tasks and allowing healthcare professionals to focus more on patient care. The immense strain on public health workers was evident during the pandemic and Mowlds stresses the importance of learning from the experience and investing more in the healthcare workforce’s health and wellbeing. Building the right capacity across the health system, with a focus on community care, is vital while preparedness and adaptation to unforeseen events are also critical, with technology and workforce optimization as key tools. “I think there are definitely lessons to be learnt from the pandemic in terms of helping public services to adapt and remain resilient. It highlighted the importance of our healthcare workforce and the need to invest in our workforce and their health and wellbeing because they were the absolute cornerstone in terms of our ability to keep everything going. “We need to invest in public health services, we saw the strain on the beds during the pandemic and we need to continue to focus on growing the right capacity across our health system. The other lesson learnt is the importance of preparedness planning for unforeseen events such as future novel public health threats.” PwC’s Healthcare Practice in Ireland is a key partner for healthcare organisations seeking to navigate the complex and ever-evolving healthcare landscape. Through strategic advisory, operational excellence, digital transformation, regulatory compliance, and more, PwC works collaboratively with its clients to support them to deliver their goals for the benefit of patients. Their commitment to improving healthcare in Ireland is key to how they approach working with clients to drive positive change and better patient outcomes.

progress has been

made, particularly in relation to key health outcomes, but there are

challenges, and

they are comparable to those being

experienced across other modern

healthcare systems.”

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Funding the Future of Cancer Research Breakthrough Cancer Research has a simple vision: 100% survival for 100% of cancers. CEO Orla Dolan discusses the charity’s ‘from bench to bedside’ approach to translating research into tangible patient outcomes that create more survivors of cancer.

Cancer, ‘the big C’, is a word nobody wants to hear from the lips of their doctor. Statistically speaking, one in two people will be diagnosed with cancer in their lifetime and one person dies from cancer in Ireland every hour. A diagnosis is terrifying on a visceral level and the natural first question that enters one’s head is, ‘am I going to die’? Increasingly, the answer to that question is ‘no’, however, the prognosis for different cancers is disturbingly unequal. Thanks to massive research funding, many of the highincidence cancers now have very favourable survival rates, for instance, there’s an 88% chance of surviving breast cancer, a 93% chance of surviving prostate cancer and if you get testicular cancer there’s a 96% chance, you’ll survive beyond 5 years. Yet only fifty years ago breast and prostate cancers had survival rates of less than half. Not all cancers have such favourable prognoses and those that don’t tend to be the ones that have much lower incidence levels, therefore attracting less research funding over the years, resulting in poorer outcomes for sufferers. The 5-year survival rate for pancreatic cancer is only 14%, lung cancer 24% and oesophageal cancer 24%.

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Laying The Foundations For Breakthrough It is against this backdrop that the seeds for Breakthrough Cancer Research were planted by one man, Professor Gerry O’Sullivan, whose legacy is carried forward today by his daughter, Orla, as Chief Executive Officer. Back in the mid1990s, Professor O’Sullivan was a consultant surgeon at Mercy Hospital, Cork carrying out cutting-edge surgery on cancers including oesophageal cancer. Despite being a brilliant surgeon and becoming Head of the Royal College of Surgeons in Ireland, President of the European Surgical Association and American College of Surgeons honoured, he was frustrated that many of the people he cared for were still dying as cancer spread and limited treatment options were exhausted. “In the mid-90s, he kind of went with this idea that, look, we need to start doing more research because we just don’t have enough to offer these patients; my patients,” Orla recalls. “Back then, consultants and people who worked in a hospital setting and those who worked in a university, or

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an academic setting were really siloed from each other and didn’t actually communicate. So, his first thing was to bridge that gap.” So, in 1995, Professor O’Sullivan founded a small research group at the Mercy Hospital which expanded into Cork Cancer Research Centre in 1999 and then in 2011 Breakthrough Cancer Research was established as a national charity. In its founding year, Breakthrough was able to fund around 13 researchers in two institutions and today they are supporting over 165 researchers all over the island of Ireland. Professor O’Sullivan ultimately got multiple myeloma in 2012 at the age of 63 and, along with his family, experienced the journey of the cancer patient firsthand, going through the treatment options available at the time before being told that everything that was available to try had been tried and failed. Remembering those times, Orla says, “And then you have to accept this terrible and inevitable outcome that you don’t want to, but you’re powerless to change it. And I suppose that really is what research for us is about. We mightn’t be able to change the first day, but we can try and make sure there’s always something to offer for the second so that you don’t run out of things to try because patients don’t fail treatments, treatments fail them.”

Targeting the Seven Cancers Posing the Most Significant Challenges

disease for example, a dull pain in the lower back or changes to toilet habits. It is this targeting of the seven cancers with the worst survival rates, plus a dedicated focus on funding research, that differentiates Breakthrough from other cancer charities. In addition, the charity is very clear that it only funds research projects with clear end benefits for the patient in terms of innovations in treatments, early detection or prevention.

Collaborate To Innovate

CEO Orla Dolan

Breakthrough can be proud to have funded research that has led to over 300 new discoveries on cancer understanding, and eight new treatments to date that have helped over 1000 people with cancer, and it achieves this accelerated progress by connecting doctors, patients, and researchers to identify clinical challenges and develop solutions. “We have an expectation when people are doing research with us, that there are clinical people, engaged researchers, but also patient engagement,” Orla explains. The charity’s Public Patient Involvement (PPI) group has the aim that research is done “with people with cancer, not to them”. The PPI helps researchers understand the unmet needs of people with cancer, reviews research grant applications, acts as an active participant and collaborates on research applications and awareness materials. One of the research breakthroughs involved oesophagus, gastric and colorectal cancers that are often discovered late and become resistant to chemotherapy drugs, limiting the treatment options for those patients. The Breakthrough-funded research looked into how cancer cells that failed to respond to chemotherapy were different from those that responded well and discovered a process called autophagy (self-eating) that enabled the resistant cancer cells to repair themselves and recover after chemotherapy concluded. The researchers found that adding the drug Lithium to the chemotherapy treatment blocked the resistant cells’ ability to repair, making the treatment more effective and reducing the risk of cancer returning. Another area of research Breakthrough’s funding is aiding is that of electrochemotherapy where microneedles are inserted into the patient’s skin at the site of the cancer. Orla explains, “The idea was you put a mild electric pulse across the tumour

In 2011

Breakthrough

Cancer Research was launched as a national

charity. In its

founding year, Breakthrough was able to

fund around 13

It was this driver, along with advice from Breakthrough’s international scientific advisory group, that led the charity to focus more on the seven cancers with the worst survival rates in their new strategy, concentrating 80% of its research investment into improving the options and chances for people with cancer. These seven cancers: brain, lung, oesophageal, stomach, liver, pancreatic and ovarian account for almost half of all deaths from cancer in Ireland and Europe. Orla explains that one of the reasons these seven cancers have such poor prognoses is that, by the time they are diagnosed, they are often already quite advanced. Oesophageal cancer may only be discovered when a patient goes to their doctor with swallowing difficulties which, by that symptomatic point, means a tumour is present. A person with pancreatic cancer may ignore the vague symptoms of this

researchers in

two institutions

and today they are supporting over

165 researchers all over the island of Ireland.

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“We want a world where no one ever has to hear “There’s nothing left to try”. That means a world where we don’t talk about good prognosis cancers and bad prognosis cancers.” and it makes the tumour porous temporarily. So it kind of opens up the windows and the doors and then the drugs that you would normally use, like chemotherapy drugs which are quite large and find it difficult to get into the cell, now have a way of getting in.” An advantage of electrochemotherapy is the ability to use one-twentieth of the normal dose, although it is a thousand-fold more effective, Orla adds. This area of research has now spun out to look at further applications, such as the ability to use electrochemotherapy to treat gastric cancers by using plate electrodes instead of microneedles and applying them endoscopically. In addition, there is research into combining immunotherapy with electrochemotherapy to boost and prime the immune system prior to treatment to get better results and, in a further evolution, even replacing the chemotherapy drugs themselves with calcium that, once a cancer cell is porous, can enter and overwhelm it as effectively.

Funding The Future Of Cancer Treatment The legacy of Professor O’Sullivan shines through the values of Breakthrough and is lived through its CEO, Orla, who demonstrates deep compassion and empathy for those impacted by cancer in every minute of her time talking about the charity’s work. She says, “Boldness is one of our values. To believe you can change it, to challenge yourself to change it and to say it - we’re going to be part of the solution and we have to believe that.” Breakthrough’s mission proclaims, “We want a world where

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no one ever has to hear “There’s nothing left to try”. That means a world where we don’t talk about good prognosis cancers and bad prognosis cancers.” Orla and her charity believe that to achieve this, the effort has to unite patients, researchers, clinicians and supporters into one team, driven to make more cancer survivors. As a charity that is 100% funded by the general public, that team effort extends to raising the money that funds the future of research into the seven low-survival rate cancers Breakthrough is primarily focused on. “If people want to participate in public patient involvement, to have an input into the type of research, do put their hand up; we’re always ready to listen because it’s a community effort, it’s a disease that affects everybody, but actually everybody has a role in trying to change it for the future too,” Orla says. Addressing corporate partnerships, Orla comments, “My father used to love two particular quotes. That the future is moldable is a powerful idea, or that the best way to change the future is to invent it. And I think a lot of businesses and their employees want to take an active role in changing and sculpting that future. Partnering with us is one of those, we’re a fun team to get involved in while doing a really important thing. Some of the biggest things that we’ve been able to do in terms of grants and scholarships is through corporate partnerships and there’s a scale that they can bring to the mission.” She adds with a cheeky grin, “So call us – that would be brilliant!” With this sort of determination, innovation and momentum it’s easy to believe that the vision of 100% survival for 100% of cancers is 100% achievable and that, before too long, cancer will become simply another illness that is treated, recovered from and that disappears in the rear-view mirror.

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Manufacturing EU standards and MDR compliant surgical and respirator face masks in Ireland since 1985

FACEMATE Breathable, comfortable face masks that protect www.irema.com

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One of the top providers of

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• Cutting-edge Workforce Management Technology

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Investing in Health Bon Secours Health System: Navigating challenges, expanding services and driving growth. A not-for-profit organisation, Bon Secours Health System CLG, is the largest private healthcare provider in Ireland. Founded in Cincinnati, Ohio, its mission is centred on providing compassionate, world class medical treatment to all the patient it serves and in doing so, it has become a cornerstone of private healthcare in Ireland. With a workforce of about 3,800 individuals, including nearly 500 medical consultants, Bon Secours treats in excess of 280,000 patients annually in its 5 modern acute hospitals in Dublin, Cork, Galway, Tralee, and Limerick. It also operates an elderly care village in Cork. Bon Secours Health System is internationally accredited by the Joint Commission International Accreditation Standards for Hospital (JCI), the leading organisation in the international accreditation of hospitals for quality and patient safety. Bon Secours is currently midway through a transformative development plan that promises to further enhance its contribution to Ireland’s healthcare landscape. First unveiled two years ago by Minister Michael McGrath, the 5-year strategic plan, “Resilience, Reliability and Readiness – The 2025 Plan” is supported by a substantial €300m investment and is strategically channelled towards a series of initiatives, including new capital projects, state-of-the-art equipment and IT infrastructure. Taking centre stage in its development plan is a new 150bed, state—of-the-art hospital in Limerick. Scheduled to open its doors in 2025, it will greatly expand on the number of services currently offered to patients in the mid-west. The substantial investment, which includes a €190m loan from the US parent company, reflects Bon Secours’ commitment to meeting the evolving healthcare needs of the Irish population while the new Limerick hospital and the broader 2025 strategy, aligns seamlessly with the organization’s mission to expand its national footprint and offer improved healthcare accessibility and services. The new state-of-the-art hospital will be built to the highest technical, accessibility and sustainability standards and will provide advanced medical and surgical care in addition to a Medical Assessment Unit (MAU), 25 single room Medical Ward, a Specialist Ophthalmology Department, Interventional Cardiovascular Lab, 20 Endoscopy Recovery Bays and three procedure rooms - to mention just a few. Currently under construction development in Towlerton, on the outskirts of Limerick city, the new Bon Secours Limerick Hospital will be located just 600m from Junction 29 on the M7 motorway. The site forms part of a wider development in the Towlerton part of Limerick City by Kirkland Investments which also includes a new secondary school, a hotel, offices and other commercial facilities. The hospital is being built on a sustainable site with access to public transport, provision for EV parking and facilities for cyclists. To save energy and to be aware of climate change the

Bon Secours treats in excess of 280,000 patients annually in its 5 modern acute hospitals in Dublin, Cork, Galway, Tralee, and Limerick. buildings will be equipped with heat pump technology for heating and cooling, green roof technology and natural daylight and ventilation will be used where appropriate. New developments are planned across all sites as part of the group’s strategy to 2025, including a new oncology unit and day surgery facility in Bon Secours Dublin as part of a €16m investment while Bon Secours Tralee is also planning to open a new €10 million Medical Assessment Unit and surgical day ward in 2024. These new facilities follow the opening of new €10 million operating theatres in Cork in 2022 and the 2019 development of the Cork Cancer Centre. Bon Secours Health System’s growth strategy is expected to create 450 new jobs across its facilities in Cork, Dublin, Tralee, and Galway. Over 250 positions, including doctors, nurses and allied health professional will be created at the new hospital in Limerick while a further 80 jobs will be added in Bon Secours Cork and another 80 in its Dublin hospital. The remainder will spread across the group’s facilities in Tralee and Galway. These initiatives, integrated into the broader 2025 strategy, reflects the organisation’s ambition to meet the growing demand for innovative healthcare in Ireland and the strategic investments, growth plans, and commitment to technological advancements undoubtedly place Bon Secours in a position to play a crucial role in shaping Ireland’s healthcare landscape.

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E-Rostering Revolution in Healthcare In recent years, the healthcare industry has been undergoing a digital transformation, and one particular innovation that is revolutionising healthcare staffing in Ireland is E-Rostering. Designed to address the healthcare sector’s unique challenges, the Softworks E-Rostering solution has the potential to streamline and optimise staff scheduling, improve efficiency, and enhance patient care.

What is E-Rostering? E-Rostering is an electronic system that automates the process of staff scheduling in healthcare organisations. It enables managers to create and manage staff rosters digitally, taking into account various factors such as staff availability, skills, and workload requirements. E-Rostering systems ensure that the right staff members with the appropriate expertise are assigned to the right shifts, fairly and equitably. This results in optimised staffing levels and improved operational efficiency.

Benefits of E-Rostering E-Rostering eliminates the manual and time-consuming process of creating schedules, allowing managers to allocate their time more effectively. With automated scheduling, managers can

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quickly identify gaps in staffing levels and make necessary adjustments to ensure adequate coverage, thereby maximising staff productivity.

Improved Staff Satisfaction By providing staff members with more control over their schedules, E-Rostering promotes a better work-life balance, improves staff retention rates, and lowers employee turnover. Employees can indicate their preferred shifts, availability, and time-off requests, reducing the chances of scheduling conflicts and increasing job satisfaction. This level of autonomy can lead to higher employee satisfaction and engagement. When healthcare professionals have a say in their work schedules, they are more likely to be content and motivated, which ultimately benefits patient care.

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Efficient Resource Allocation E-Rostering systems can analyse historical data and predict future demand, enabling managers to allocate resources efficiently. By accurately forecasting staffing needs, healthcare organisations can avoid overstaffing or understaffing situations, resulting in optimal utilisation of resources. Managers can efficiently allocate staff to different shifts and departments based on their skills, availability, and workload requirements. This results in better staff utilisation, and ultimately leads to cost savings.

E-Rostering is

Enhanced Workforce Flexibility In the healthcare industry, flexibility is crucial. E-rostering makes it easier for healthcare providers to adapt to changing circumstances. During emergencies or sudden surges in patient numbers, the system can quickly identify available staff to fill the gaps, ensuring that patient care is never compromised. This adaptability is particularly vital during public health crises, like the COVID-19 pandemic, where healthcare systems faced unprecedented challenges.

Fair Allocation of Work One of the key advantages of e-rostering is its ability to ensure fairness in allocating work among staff members. It prevents favouritism or bias in scheduling, promoting a more equitable work environment. This fairness can boost staff morale and job satisfaction, which, in turn, can lead to better patient care as motivated and satisfied healthcare workers tend to perform at their best.

Legislative and Health and Safety Compliance Compliance with the European Working Time Directive (EWTD) and Health and safety regulations are a critical aspect of healthcare staffing. E-rostering systems can ensure that staff schedules adhere to regulations and contractual agreements, preventing breaches and associated penalties. Automated systems also facilitate transparent communication and documentation, enabling organisations to demonstrate compliance during audits.

Enhanced Patient Care Optimal staffing levels directly impact patient care outcomes. By utilising E-Rostering systems, healthcare organisations can ensure that qualified and experienced staff members are assigned to specific shifts, leading to improved patient safety and satisfaction. Furthermore, the efficient allocation of resources reduces staff burnout, allowing healthcare professionals to deliver high-quality care consistently.

Real-time Data and Reporting E-rostering systems provide real-time data and reporting capabilities. This makes it easy to track attendance, monitor overtime, and analyse staffing patterns. Access to such data enables better decision-making and the ability to identify areas

revolutionising healthcare staffing practices in Ireland by streamlining scheduling processes, enhancing staff productivity, and improving patient care outcomes. for improvement. Managers can make informed decisions about staffing levels and identify opportunities to optimise resources.

Reduced Administrative Burden Traditional paper-based rostering methods can be time-consuming and prone to errors. E-rostering streamlines the scheduling process, reducing the administrative burden on healthcare managers. This allows them to focus more on patient care and strategic planning rather than getting bogged down in manual scheduling tasks.

Conclusion E-Rostering is revolutionising healthcare staffing practices in Ireland by streamlining scheduling processes, enhancing staff productivity, and improving patient care outcomes. This modern technology enables healthcare organisations to optimise their staffing levels and allocate resources efficiently, resulting in increased operational efficiency and reduced costs. With its ability to predict future demand and ensure compliance with regulations, E-Rostering is a valuable tool for healthcare organisations striving to deliver exceptional care while maximising staff satisfaction. As Ireland embraces digital transformation in healthcare, E-Rostering is poised to play a central role in shaping the future of healthcare staffing.

About Softworks Softworks E-Rostering solutions are being used by healthcare providers in Ireland, the UK, Central Europe, and North America. For further information about Softworks healthcare solutions including; case studies, brochures, and research papers visit softworks.com. Phone: (01) 286 6126 | Email: hello@softworks.com

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Pfizer: Navigating Changes for Growth Pfizer, a pharmaceutical giant with a longstanding history in Ireland has announced cost-saving measures in its Irish operation as part of a wider $3.5bn global cost-cutting plan.

The U.S. drug manufacturer which employs roughly 83,000 people globally, announced the cost-cutting program in October 2023, after sharply reducing its full-year revenue forecast due to lower-than-expected sales of its COVID-19 vaccine and treatment. The demand slump also pushed the company to post its first quarterly loss since 2019. “Various areas of Pfizer’s global enterprise are making changes to operate more efficiently and effectively. These changes will be implemented on a rolling basis and will differ area to area,” a Pfizer spokesperson said in a statement. The announcement of job losses in Newbridge and the relocation of the Citywest office to Ringsend confirmed that Ireland would not be immune from Pfizer’s cost cutting efforts. The challenges Pfizer is facing was highlighted when a company spokesperson confirmed that the cost-realignment program aims to achieve $3.5bn in savings across its worldwide operations. Pfizer’s Irish operations employ over 5,000 workers across five sites and many of Pfizer’s leading medicines are produced here. The company’s Irish sites are engaged in manufacturing, research and development, commercial operations, and global business services and finance. Pfizer’s medicines produced in Ireland are distributed to 100 countries worldwide, reflecting Ireland’s prominent role in the company’s global supply chain. Despite the job losses in Newbridge, the company’s

investment plans signal continued confidence in its Irish operations. The expansion at the Grange Castle site, with an expected addition of 400 to 500 jobs by 2027, reflects the company’s commitment to long-term growth while he creation of 230 new roles between Grange Castle and Ringaskiddy also demonstrate the importance of Pfizer’s Irish operations. On a recent visit to Dublin, Pfizer Albert Bourla, Pfizer’s global chairman and CEO emphasised Pfizer’s commitment to Ireland, and he praised the country’s pro-innovation environment, high-quality manufacturing standards, and support of open trade policies. He said the firm’s operations in this country are a key element in both its growth strategy and its ambition to change a billion lives a year by 2027. Mr Bourla said he believes the world is on the cusp of a scientific renaissance, which coupled with previously unimaginable advances in technology will enable more medicines to be brought to more people in more places more quickly than ever before. “We are now. treating diseases that in previous decades had no treatment and are making significant progress towards bringing potential cures for devastating diseases as well,” he said. “Innovative Ireland is critical to all of that. Simply put Ireland’s life science industry is an industrial powerhouse that

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is helping to make the world a healthier place.” Mr Bourla said Pfizer has remained attracted to Ireland since its first day here, due to its pro-innovation environment. “Ireland has a strong track record of

On a recent visit to Dublin, Pfizer Albert Bourla, Pfizer’s global chairman and CEO emphasised Pfizer’s commitment to Ireland and he praised the country’s pro-innovation environment, high-quality manufacturing standards, and support of open trade policies. championing open trade, having the highest IP protections, maintaining the highest quality standards in manufacturing and in investing in innovative healthcare,” he said. “Thank you for your steadfast support of these and other policies.” He added that Ireland is also an “incredible place” to do business because of its people. The CEO said the area which Pfizer is putting most of its resources now is the treatment of cancer. He said the company is investing heavily in a new drug technology platform called Antibody Drug Conjugate (ADC) which Pfizer believes holds significant promise for cancer medicine. “Because antibodies as you know, it’s a biological product, I see a clear role of our Irish manufacturing network here in this battle because here we have our largest manufacturing capacity in the world in producing biologic products,” he said. The Pfizer boss made the comments to an audience of around 500 people from the pharma, life sciences and wider multinational sector at the National Concert Hall in Dublin, where he and his company was presented with the IDA Special Recognition Award 2023 by the Taoiseach. The company has been operating in Ireland for over 50 years, employs more than 5,000 people here and has invested over €9bn in the Irish economy since it first arrived here.

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83% OF OVER 65-YEAR OLDS LIVE WITH A MEDICAL CONDITION New research from Pfizer Healthcare Ireland has revealed that 83% of over 65-yearolds are living with a medical condition in Ireland. The Pfizer Health and Science Index shows that 83% of over 65-year-olds are living with at least one medical condition, while almost one in three are living with either Heart disease, COPD or Diabetes. In the general population, a higher proportion (60%) of the public are living with an enduring or persistent medical condition. The research found that 60% of Irish adults are living with a medical condition such as arthritis or high blood pressure, with approximately six in ten (59%) of these attending a healthcare facility regularly for treatment or a check-up. Blood pressure (High or low), high cholesterol and depression & anxiety continue to be the most pervasive conditions. The research also revealed that there has been a 14% fall in participation rates in public vaccination programmes (not including the COVID-19 vaccine) in the past year. The research, carried out by Behaviour and Attitudes, also indicates that a positive learning from the pandemic is the public’s positivity towards further utilising pharmacies for expanded healthcare services such as vaccinations. The percentage of the population endorsing utilising community pharmacies for expanded healthcare services increased from 29% in 2022 to 41% in 2023. The research results also show that most have experienced flu at some stage while over a third (36%) have experienced it over the last two years. COVID-19 has been particularly invasive with over three in five

suggesting they have had the disease over the past two-year period. COVID related conditions such as long COVID have had a severe impact on adults’ ability to work and higher numbers (56%) are seeking private treatment for COVID-related conditions, highlighting the importance of the COVID-19 booster programme this winter. Many feel that the lack of access to healthcare services during the pandemic has resulted in their condition deteriorating. 36% of people living with a medical condition believe that they have been negatively affected over the past couple of years due to a lack of access to healthcare professionals, with a quarter also believing that their condition has worsened due to a lack of access to diagnostics. Two in three adults who have experienced delays in accessing healthcare state that delays in access made them less likely to seek healthcare treatment. Commenting on the 2023 Pfizer Health and Science Index findings, Deb Mangone, Pfizer Healthcare Ireland Country Manager, said: “With research showing that more than 80% of those aged 65 and older are living with an enduring or persistent medical condition, this is a key time of year for maintaining our health. There is additional pressure put on the health system during the winter, and it is imperative vulnerable and older people protect their health. As we enter the winter period, we strongly urge the public, particularly the most vulnerable, to attend all medical appointments and take the necessary precautions to protect their health this winter.”

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Aerosol Particle Monitoring James Ye of Particle Measuring Systems explains the use of Airnet® II for real-time aerosol particle monitoring inside semiconductor process tools.

Figure 1: Example Equipment Monitor Flowchart

Introduction Particles are a major cause of yield loss during the IC manufacturing process. Most IC manufacturers use inspection tools to scan the particles on control wafers. The control wafers are scanned before and after the process to calculate the adder count. If the particle adder count is out of spec (OOS), the process tool must be cleaned to eliminate the particle sources, as illustrated in the figure below. For control wafers, wafer inspection is the most common way to examine the cleanliness of the process tools. It can be timeconsuming, labour-intensive, and expensive, so it is essential to find the balance between inspection coverage, equipment up-time, operating costs, and yield. Particle monitoring can be a solution to this problem, but it also requires balance. Excessive monitoring results in compromised equipment up-time, resulting in higher operating costs and productivity loss, but minimizing inspection coverage to gain more production time means more wafers may escape from the inspections leading to yield problems in case of particle excursions. A portable particle monitor can enhance the monitoring of equipment cleanliness. When an OOS event is found during routine wafer inspection, the portable monitor can be used to identify the particle sources. However, this method is labour intensive. Instead of using a mobile unit, an inline particle counter can be helpful for this process. The historical constraints of using inline particle counters for monitoring process tools were limited sample flow rate, limited space inside the process tool for installing the particle

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counter, and the constraint of putting the foreign object inside the process tools.

Proposal: Considering these constraints, Particle Measuring

Systems presents the Airnet II 201-4 particle sensor to enhance particle monitoring for process tools. The unit provides a simple and cost-effective way to monitor aerosol particles at the exact points of interest. The main features of Airnet II 201-4 include n 4 size channels (0.2, 0.3, 0.5, 1.0 µm) n 0.1 CFM of sample flow rate n Small physical dimension (9.6 x 8.9 x 13.6 cm) n Chemical-resistant polycarbonate enclosure n Real-time, 24/7 particle monitoring

Case Studies: Use Case I: Photolithography Track Tool

Photolithography transfers a pattern from a photomask onto a silicon wafer using two primary process tools: tracks and scanners. The wafer is coated with a photoresist in the track and then transferred to the scanner for defining patterns by exposing the photoresist to light through a patterned mask. To complete the processes, the wafers are returned to the track tool to remove the photoresists. The track tool consists of the Equipment Front End Module (EFEM), front-end interface, process chamber, and back-end interface. Each section has a robot to transfer wafers. In the track, multiple Fan Filter Units are installed, supplying clean dry air to generate a positive pressure air flow and maintain

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Particles are a major cause of yield loss during the IC manufacturing process. the cleanness of the environment inside the track while keeping contamination from entering. The user requested 24/7 particle monitoring inside the track to catch particle excursions generated by a faulty wafer robot. After some trials, it was determined that the Airnet II 201-4 was the best selection, considering flow rate, size, sensitivity, and price. The sensor is installed on the raised floor beneath the track with one end connected to a stable, consistent vacuum source. On the other end, a 2-meter inlet tube is placed in the front-end interface. The date is delivered to the customer’s SCADA and SPC system via 4-20 mA output. The user was able to identify a particle baseline and set up the proper control specification for each process tool by monitoring real-time particle levels during track operation. When an excursion happens and the real-time particle counts are OOS, the users can immediately take corrective actions. If the particle counter was not installed, the excursion may not be found until the next routine inspection leading to yield loss and more production wafers at risk.

Use Case II: CMP Tape Laminator

A tape laminator is a process tool that coats the wafer surface with protective tape and is the essential step before the CMP back-grinding process to prevent surface contamination from the grinding fluid. First, the wafer is coated with a square protection tape, then the excess tape is removed. There is a vacuum exhaust installed to remove any particles generated by the cutting process, and a vacuum gauge is installed to monitor the exhaust performance; any failures in this exhaust could cause particle contamination.

In this case, particle contamination had been due to a malfunctioning exhaust which did not trigger any errors in regular vacuum gauge readings. The user needed a better way to monitor this exhaust that did not use the vacuum gauge as it did not indicate the low flow. The proposed solution was to monitor particles inside the laminator tool. The Airnet II 201-4 is installed in the electric cabinet of the tape laminator with a 2-meter sample tube extending into the process chamber. The inlet of the sample tube is mounted next to the cutting platform, where the particle sensor can sample the most critical area during tool operation, allowing the user to detect the differences between the particle counts with and without proper exhaust. The Airnet II data can be used to qualify the performance of the exhaust, helping to determine the proper settings for the monitoring specifications. In the event of a failure or low flow situation, the tool owner can stop the tool to minimize contamination in the shortest response time.

Summary These two successful use cases of real-time particle monitoring in semiconductor process tools demonstrate the uniquely beneficial qualities of the Airnet II 201-4. The Airnet II 201-4 enables users to detect particle excursions earlier than wafer scanner systems to mitigate yield-impacting events, reduce the troubleshooting time, and qualify the cleanliness and performance of essential components inside the process tools.

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Sustainability in PPE HaPPE Earth is a fledgling Irish company established in August 2022 by cousins, Dr Mary O’Riordan and Lisa O’Riordan.

During a catch-up following the outbreak of COVID-19 and subsequent lockdown, the cousins discussed concerns about the environmental consequences of the widespread use of single-use plastics. As a doctor, Mary understood the importance of PPE but also recognised the challenge of finding a sustainable solution. With Lisa’s entrepreneurial spirit and Mary’s extensive knowledge and understanding of the healthcare system. The idea of compostable PPE was born in the form of the HaPPE apron. The pair knew that promoting the concept would be a massive undertaking, but they were determined to champion the cause. They continue to advocate for sustainability in healthcare, hoping to set an example for others to follow. The HaPPE apron is made from HaPPE’s proprietary resin composed of an innovative family of compostable bioplastics that have been developed over the past twenty-five years. The apron matches all the safety parameters of current LDPE single-use aprons and is CE-approved as a Class I medical device Regulation (EU) 2017/745(MDR). The product was one of 11 winners of the Health Innovation Hub Ireland

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(HIHI) Open Call 2022. With optimal composting- aprons disappear in approximately eight weeks compared with up to 50 years for LDPE plastic in landfills. It can be a headache for healthcare to source choose and verify sustainable options when they have to provide so many other services. It also is a challenge to meet and measure their scope-3 sustainability targets. HaPPE Earth’s long-term goal is to alleviate this problem for them. The firms aim to become service providers and be part of the removal of non-sustainable single-use plastics in the healthcare market “It’s becoming very clear to us all that we are facing a crisis when it comes to plastic production and pollution,” explains Lisa O’Riordan. “We believe all communities must come together to address it. Here at HaPPE we are committed to doing our part and we are tackling it by reducing single-use plastics in the medical industry with CE-approved compostable alternatives. The first product we designed and created is a fully approved compostable single-use apron. The HaPPE apron.

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“HaPPE Earth champions sustainability and the circular economy we aim to bring together medical grade functional compostables with an SDG measurement tool, along with a compostable waste solution, anaerobic digestion.” “HaPPE Earth champions sustainability and the circular economy we aim to bring together medical grade functional compostables with an SDG measurement tool, a along with an on site biodigestion solution that creates a pathogen safe nutrient rich fertiliser) ” There are 10’s of millions of single use aprons used in Ireland year after year, HaPPE Earth believes that when there is a viable compostable alternative to single-use LDPE plastic then the use of this plastic should be removed and replaced with compostable single-use products.

AccelerateGreen HaPPE Earth is a member of the Accelerate Green programme. “We were drawn to the concept of a cohort dedicated to sustainable companies,” says Dr Mary. “After researching the previous programmes and the participating companies, we were thrilled by the prospect of being surrounded by and learning from individuals who share our values. The support we have received from our cohort peers has been invaluable, and we have learned a great deal from each other, as well as from our mentors of course! “Our mentors are skilled at dismantling our ideas and logic, challenging us to investigate each piece and guiding us through the process of reconstructing them into a version of our business. Their fresh experienced perspectives can be daunting, but they are invaluable in helping HaPPE reach its full potential. The epic turnaround story of Bord Na Mona is a true inspiration, and their journey serves as a reminder that with hard work and perseverance, anything is possible.” Says Lisa “We’ve been extremely fortunate to receive guidance whenever we’ve needed assistance. However, we’ve certainly realised that numerous areas require proficiency beyond the core aspects of our business. For instance, understanding the intricacies of the investment process, keeping us with relevant legislation and navigating the complex manufacturing and distribution channels are just a few examples of the additional skills and knowledge required to run a successful enterprise”

There are many ways to start on your company’s sustainability journey, and Lisa & Dr Mary have some suggestions – with a reminder to take them step by step, “slow and steady wins the race!” “Define your company’s sustainability goals and targets, and communicate them clearly to your employees, stakeholders and customers. Conduct an audit of your company’s operations, supply chain, and product/services to identify areas where you can reduce your environmental impact. “Implement sustainable practices throughout your operations, such as reducing energy and water consumption, switching to renewable energy sources, reducing waste and using environmentally friendly materials. “Adopt circular economy principles, such as designing products for reuse and recycling, and using recycled materials in your products and packaging. “Finally, collaborate with other companies in your industry and across sectors to share best practices and drive innovation in sustainability. Measure and report on your progress.” Dr Mary believes CEOs need to have a clear vision and strong values that guide the company’s decisions and actions and stresses that the staff and the company as a whole should always be looking for ways to improve and innovate. “We as CEOs need to set the tone, to inspire and empower employees, lead by example. This cultivates accountability at all levels of the company. It also allows employees to feel they have a voice to offer input and feedback. We should always make sure to celebrate individual and team successes, providing feedback and recognition for a job well done, and celebrating milestones and achievements.”

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Accessing Mental Health Services People in Ireland experience the highest level of difficulty in accessing mental health services among citizens of the 27 EU member states, according to a new EU survey.

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Research published by the European Commission shows that Ireland has the highest proportion of citizens claiming that either they or a family member had encountered one or more issues accessing mental health services. The Eurobarometer poll revealed that 44% of Irish people had a difficulty in receiving treatment for a mental health issue compared to the EU average of 25%. The results are from a survey conducted of almost 27,000 people across all EU member states, including over 1,000 from Ireland, on attitudes to mental health. Almost three quarters of Irish people who encountered an issue in accessing mental health services said they faced long waiting lists or delays before they received a diagnosis or treatment. Four out of ten Irish people complained that accessing mental health services was too expensive. The survey also found that 63% of Irish people said they had experienced an emotional or psychosocial problem, such as feeling depressed or anxious, in the previous 12 months - the third highest level among EU citizens. It was the third highest rate after Lithuania and Malta, and significantly above the EU average of 46%. However, 49% of Irish people said they had received no professional health for their mental health problems. The most common symptoms reported by Irish people were feeling sad or down, low self-esteem and excessive fears and worries as well as social withdrawal and a loss of interest in activities that they previously enjoyed. The highest level of belief that medication is an effective solution to tackle mental health issues was found in Ireland at 29% compared to the EU average of 19%. However, counselling or therapy is still regarded as the most effective solution by Irish respondents. The European Commission’s Directorate General for health and food safety said one in six people in the EU suffered from mental health issues before the Covid-19 pandemic, but that the situation had worsened with unprecedented crises in recent years including the war in Ukraine. Before the pandemic, it was estimated that mental health problems affected around 84 million people across the EU at a cost of €600 billion per

annum. “Mental health is an integral and essential component of health and is more than just the absence of mental disorders or disabilities,” said an EU spokesperson. He added: “The cost of non-action on mental health is already significant and unfortunately it is forecasted to rise even more in line with global stressors.” Nine out of ten EU citizens including Ireland rated the promotion of mental health as being as important as the promotion of physical health. At the same time, however, only 33% agreed that people with mental health issues received the same level of care as those with a physical condition. More than eight out of ten Irish citizens said mental health patients are judged differently than patients with other health conditions. Three quarters of Irish respondents said such patients get less opportunities in relation to work, housing and social activities and are perceived as being less capable of contributing to society. Almost half agreed that mental health issues are perceived as not curable. Irish people cited treatment being equally accessible for everyone and timely availability of services when needed as the main priorities for good quality mental healthcare. The most important factors in contributing to good mental health were rated as living conditions, financial security, physical activity and social contact. Irish people cited sleeping habits as the most important activity in contributing to good mental health ahead of social contact and a work-life balance. Asked how they felt in the previous month, 34% of Irish respondents said they felt tired or worn out – the joint highest rate with Finland – compared to the EU average of 27%. A further 11% of Irish respondents said they felt downhearted or low. At the same time 23% of Irish people said they either felt happy or full of energy which was 5% above the EU average. A large majority of EU citizens think the use of social media has a negative impact on the mental health of children and young people including 90% of Irish respondents.

The survey also

found that 63% of Irish people said they had

experienced an emotional or psychosocial

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previous 12 months - the third highest level among EU citizens.

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Buying Irish Buying Irish is an important way to support our local economy. It promotes community resilience and has positive impact on the environment. By choosing to buy Irish you are directly contributing to building a stronger and more sustainable community.

€ It won’t be too long now before we’re heralding the dregs of another year. Yet again, the clarion call will be ‘where did it go?’ We’ve bid adieu to a large rump of 2023 and there’s a distinct sense at this juncture that a wide stretch of clear water now lies between us and the uber-dangerous tides from yesteryear of Brexit and Covid 19. Recently one media commentator operating in the political arena was wont to declare ‘there’s always something’. Truth to tell, it appears that his conclusion could be attached to other sectors as well for while Ireland Inc. performed very well in the face of the above-named twin ravages, the war in Ukraine compounded matters in a major and unexpected way. In the wake of such challenges, we now face dire warnings

abound about the dangers of artificial intelligence, something which threatens to rip Putin off the front pages and headline TV reports. In all of this uncertainty, one wonders can a little island like ours survive the maelstrom? Can we buy into the notion that Joe and Josephine Soap can keep the Good Ship Ireland Inc. on a steady course? Yes we can. With everyone taking on board the ‘Buy Irish’ campaign, the outlook would improve considerably. The Centre for AI Safety is not on every consumer’s lips but the price of basic foodstuffs is and with the spectre of rising inflation ever-present on the horizon, the time to batten down the hatches on the provision of home produce, availability, delivery and price is here right now.

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Keeping a watching brief over pandemics, nuclear war and the threat posed by AI is the Government’s responsibility. Keeping the home fires burning ought to be the responsibility of every Irish consumer. With the ongoing strife that’s happening in the world, being self-sufficient is a huge goal now for all countries. And while it is good to have good relationships with producers from neighbouring countries, it is very, very important that we support local and also buy local food as much as possible. After all, amidst all the hype about data security, personal security, state security, food security is also a very real issue too. It’s not easy to alter consumer behaviour in Ireland or anywhere else for that matter. But domestic consumers are welleducated and are aware of the collective benefits that can derive from making a particular choice in their local supermarket. Surveys have consistently revealed that shoppers in this country would be happy to pay a premium price to support Irish industries, but the onus is on producers to demonstrate clearly that their goods/products are indeed Irish so as to avoid any confusion on the part of the shopper. In that respect, it is critical that Irish producers get the packaging right for the benefit of not only themselves but for the consumer as well.

Gone are the days when your average, commoner-gardenconsumer will take anything for granted about the food and other goods they purchase. They are no longer easily fooled by a tricolour here and an award-winning logo there. Thus, demonstrating to the consumer in unequivocal fashion that the produce placed on the shelves before them are 100% Irish is a must for Irish producers and manufacturers. With over six months under our belt this year, consumers in Ireland have indeed once again shown their willingness to support their neighbours and friends at work. But in recent years, the Irish consumer’s loyalty and goodwill has been tested. They have sucked things up, chewed things over and spat out the unpalatable current trends within the food business. Consumers are in a pickle at this present time about how many more price rises they can withstand. Food has, traditionally, been relatively cheap in Ireland and recent price hikes haven’t gone too well with the consumer here. Aside from the energy and fuel industries, the food industry has probably been the most affected by inflation. And with the world in a state of flux and rampant input inflation hitting consumers hard, the ‘Buying Irish’ slogan doesn’t always sit cosily with hard-pressed, price conscious consumers.

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However, there’s never been a more appropriate time for the message to go out that consumers in Ireland need to support Irish food manufacturers and businesses born and reared in the community so as they can have a decent chance of knocking back all the challenges they face in what is an everevolving market place. Ireland remains a fully paid up member of the European Union Fan Club and enjoys good neighbourly relations with its co-inhabitants on the continent. However, that cosy relationship shouldn’t preclude the Irish consumer from choosing to look closer to home and buying Irish when figuring out a way to put bread on the table in the most cost-effective way. Indeed, the notion that shopping closer to home is a positive rather than a negative move is well hammered home by renowned author Michael H. Shuman, in his book ‘Going Local’ when he said: “Going local does not mean walling off the outside world. It Means nurturing locally owned businesses which use local resources sustainably, employ local workers at decent wages and serve primarily local consumers. It means becoming more self-sufficient and less dependent on imports. Control moves from the boardrooms of distant corporations and back into the community where it belongs.” Shuman makes a fair point and it doesn’t take someone with a pint (of the hard stuff) to come up with the realisation that a purchase made at a locally owned business – rather than at a nationally owned or multi-national business – is invariably kept in the community as one business owner feeds and, in turn, feeds off their peers locally. So it’s a win, win situation for the local economy with local business people, service providers and the farming community all benefiting from a rising tide. The act of spending local and buying Irish has many and varied effects not least of which is that a mutually beneficial and ‘ofttimes long-standing relationship between the producer,

Since the pandemic, it appears that more and more consumers are deliberately sourcing local suppliers while also showing a greater degree of loyalty to their local businesses. retailer and end user is nurtured and developed. Of course, buying local, buying Irish helps grow businesses together while bolstering the local tax base too. In a world which is increasingly becoming smaller and smaller, looking after the ‘wee guy’ has never been more important. Ironically, given the fact that the local merchant has invariably roots in the community in which they operate, local charities, sports groups etc tend to benefit more from largesse from the ‘local, wee guy’ more so than from hand-outs from non-local owners. Local communities prosper when everyone is doing well. Businesses are a key part of any community and without them, sometimes the heart is ripped out of the community. Community spirit can thus dissipate, morale among the residents can drop and the value of people’ homes and property can take a nosedive so the significance of supporting your commoner-garden Irish food producer and their associates cannot be over-estimated.

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Of course, buying Irish and buying local has always been important but there are more reasons than ever why consumers in Ireland ought to try and think with their heart as well as their pocket in purchasing goods for their family and home. A significant reason for buying Irish-made goods is the reduced effect it has on the environment. Businesses in our towns and villages are normally within walking distance of shoppers’ place of residence. So a short walk to the shops is much better for our health and the health of the environment than that of a drive to an out-of-town shopping centre. Using Shank’s Mare to do our shopping invariably means contributing less to pollution, congestion and habitat loss. At COP26 in Glasgow some time ago, two weeks of discussions took place to reduce the planet’s greenhouse gas (GHG) emissions. Following behind closed doors negotiations, the leaders agreed on a new climate change agreement. The agreement includes an effort to phase down coal and to transition away from fossil fuels. So reducing the miles (and the attendant volume of oil needed to fuel the plane/ship) accumulated to transport food and other goods to Ireland can only be a good thing for our fight against high emissions. When one realises that in order to limit global warming to 1.5 degrees, global emissions need to be reduced by 45% by 2030, the need for consumers in this country to be mindful of the foods’ carbon footprint garnered over the course of the production, collection and distribution of foods from abroad has never been more important.

Fact is, the more Irish businesses that are serving the community, the less distances people will have to travel to secure their goods and the less commuting that is done, the less traffic and pollution will emerge. It is worth noting that research has shown, time and time again, that Irish people are very keen to reduce their carbon footprint and shop local. Irish consumers are proud to play their part in contributing to a greener world, while showing loyalty to those in business locally. Certainly, in simple terms, if a consumer takes to heart the slogan ‘Buy Irish’, he or she will be choosing products with the least amount of packaging and by doing so reduced food miles will be the end result. Buying Irish makes so much sense in so many ways. In its most simple form, keeping your purchases – as much as possible – limited to Irish born produce and goods increases the number of people employed in this country. It is a little-known fact that small, local businesses in Ireland are the largest employers nationally and they are, more than most other businesses, greatly inclined to stock Irish-made goods. In a recent Irish Times Sign of the Times survey, the findings suggested that shopping had become both hyperlocal and carried out online in ever increasing numbers. That survey found that people were more inclined than ever to pro-actively seek out local businesses in a trend towards ‘spending mindfully’ with shoppers admitting to being imbued with a “sense of duty to invest in our local ecosystems”.

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In the survey, more than 50 per cent of those polled said that they would carry on such mindful activities after the Covid 19 period had ended with a raft of shoppers committing themselves to switching at least some of their shopping to local businesses for the foreseeable future. That percentage climbed as people got older, with two-thirds of those aged over 55 saying they planned to shop more locally in the future. There’s little doubt but that local business owners are generally more invested in the communities in which they operate and shoppers appreciate that. Trust, friendship and loyalty are pillars of the relationships which exist between local business owners and their hard-core customers. Shoppers are a breed renowned for sticking to what they know best and visiting the shop they know best. And, of course, sticking to the produce that they know best. In the latter case, umpteen surveys have pointed out that, given the opportunity, they would plump for Irish made produce every time as long as there was no major disparity in the price charged for them and a price for a similar imported good. And while there’s little doubt but that multiples from abroad have shaken up the Irish market like never before, it is quite clear that it is in everyone’s interest to ensure that small indigenous businesses survive and thrive because businesses based in Ireland invariably support sustainable jobs, contribute to the community in which they are based and are committed to Irish provenance. Local businesses tend to have the local community at heart. They are more likely to re-invest part of their profits locally and

the money they shelve out on wages and taxes as well as to local suppliers and services cannot be over-estimated. Strong local businesses lead to a stronger financial pot for local authorities and a local economy more likely to be resilient in tough, testing economic times. Of course, Ireland is a small country and its market place is relatively small. More often than not, the consumer knows the businessman well and the businessman knows the producer/ manufacturer well also. In that sort of scenario, trust is fairly easily propagated. Loyalty is less rare. Such traits were hugely important during the recent pandemic when hundreds of locally based businesses selling everything from gift ideas to artisan food and drink, to textiles and homeware had their resilience tested to the full. Irish-owned businesses are invariably run by people who are proud and passionate about the stock they carry, the produce they sell, the standards and quality of the items on their shelves and the team they work with to keep their customers satisfied. The pride Irish manufacturers demonstrate is something to behold but, like their peers abroad, they still live and die on the back of the quality of the goods and services that they put their name to. Buying Irish is one thing but buying a pig in a poke is another. Irish consumers are wily folk. They want to know what team is behind the produce and goods they are investing their hard-earned money in. In buying Irish, consumers in Ireland generally know that

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they are purchasing ‘cause they know the team of local people they are dealing with. They deal with the same people, week after week. Buying Irish is not just a modus operandi for shoppers with value and quality in mind but it’s a statement of allegiance too; a statement about the team that stands unequivocally behind the produce and goods that is being sold. Consumers in Ireland are a discerning breed. They are as hard-nosed as their counterparts in France, Spain or Italy. But they like to understand where the produce has originated and how it has been grown and brought to the market. For decades now, consumers in this country have been guided and directed towards wholly Irish owned and Irish run businesses who have shown their colours and passed the test. More often than not, they have looked for the Guaranteed Irish label to help them make a good purchase. A recent Guaranteed Irish survey backed up one carried out by the Irish Times Sing of the Times survey which suggested that shopping had become both hyperlocal and increasingly distant as people went online in record numbers, with groceries delivered to Irish homes at levels not seen since the 1950s before supermarkets changed the way we shopped. That survey found that people were also consciously

seeking out local businesses, even ones they might never visit in a physical sense and it noted a trend towards “spending mindfully” with people describing a “sense of duty to invest in our local ecosystems”. More than 50 per cent of those polled said this mindful spending would endure in the post-Covid era, with people saying they planned to switch at least some of their shopping to local businesses for the foreseeable future. That percentage climbed as people got older, with two-thirds of those aged over 55 saying they planned to shop more locally. Meanwhile a survey sponsored by the team at Guaranteed Irish backed up the findings of the Sign of the Times study. The findings of the survey showed that 78 per cent of consumers in Ireland say the main reason they buy Irish food products is a desire to support local businesses while 65 per cent say they do so in a bid to support farmers in this country. It also found that 47 per cent of consumers consciously buy Irish products when grocery shopping, with a further 50 per cent saying they “sometimes do so”. Over the previous 12 months, consumers said they had made more of an effort to buy Irish, with 84 per cent of people looking out for meat with an Irish origin, 70 per cent keener than ever to buy Irish vegetables and 62 per cent more likely to look out for Irish dairy products.

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The research also intimated that 44 per cent of consumers said that if a product was Irish it would make them more likely to buy it, with 70 per cent of those polled consciously looking out for a quality mark. And the news gets better for Irish producers and suppliers when the survey states that a further 50 per cent of respondents said they would want to know more about the supplier or producer and where they are based, while 43 per cent said they were interested in ethical production. As for the issue of price, it seems that consumers are more likely to pay more if a product is Irish, with 46 per cent saying they would buy a more expensive Irish product even if a cheaper non-Irish product was also available. Both aforementioned surveys paint a rosy picture of the views of typical consumers in this country and their penchant for plumping for produce of an Irish origin. It’s little wonder then that successive governments have placed so much stock in trying to harness that goodwill and trust illuminated by the aforementioned surveys. Indeed, when one considers that companies belonging to the Guaranteed Irish family employ over 100,000 people and are responsible for generating a combined annual turnover of some 10 million euro, it’s know wonder that their members are held in such high regard by the country’s mandarins. Of course, all surveys – in tandem with opinion polls come election time – have to be taken with a pinch of salt but clearly the findings do seem to confirm that consumers in Ireland are prepared to push the boat out – and get their credit card out – to have the comfort of knowing that they are buying quality Irishmade produce, even if it’s at a price that is slightly above the imported good. Just to what degree the decision by consumers to Buy Irish is a patriotic move remains a moot point. Down the years, there have been quite a few campaigns to ‘Buy Irish’; an appeal to consumers to make a patriotic effort to support the Irish economy. And while the campaigns have

Buying Irish and supporting domestic industries is one way of staving off the prospect of foreign producers flooding the market with cheap imports which could put Ireland’s indigenous industries in danger. invariably received much goodwill among the masses, they tend to fade out of the consciousness of the ordinary shopper and end up not making a significant difference to major macroeconomic variables. Such campaigns in Ireland have been compared to similar forms of economic nationalism which are visible in other countries around the world. In some instances, campaigns in various countries are targeted at certain industries, like the farming industry. In recent years, campaigns like Black Friday and Cyber Monday have attempted to ape the original ‘Guaranteed Irish’ campaigns and have caught the public’s imagination as did, more recently, the ‘Green Friday’ campaign; all of which have been embraced by consumers who invariably response positively to being urged to shop locally and support Irish brands and businesses. Millions more euro are spent during the period of such

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campaigns but the secret is in getting consumers to consistently use their spending power in ‘Buying Irish’ and so help bolster their local economy, support jobs and nurture Ireland’s manufacturers and service providers. With the uncertainty of Brexit and its impact on trade across the Irish Sea still hanging over the island like a big, grey cloud, trade tariffs add to what could turn out to be a toxic marketplace. So the business of buying Irish and shopping local really ought to be at the forefront of consumers’ minds in this country more than ever. Few consumers realise just how valuable it is to keep money in circulation in their own communities, especially when it comes to safeguarding jobs and public services. Fact is, Irish consumers have never been so spoilt for locally made products, produce and services. By spending on Guaranteed Irish, consumers have the power to give their own communities a major economic impetus as they support their local small businesses in the creation and sustaining of jobs. Results show that when consumers back the various aforementioned campaigns and other similar innovations, their towns and villages become more vibrant and appealing to live in lie as if they have a new spring in their step following the financial boost they receive. Interestingly, the campaign to encourage Irish consumers to ‘Buy Irish’ hasn’t been confined to the major sectors of food and manufacturing. Back in 2020, the Irish public was urged to engage in a Buy Irish campaign to support the arts sector.

With the live performance sector one of the most severely impacted by the then coronavirus pandemic, the Oireachtas committee on arts heard a proposal to mimic the Guaranteed Irish campaign of the 70s and 80s. Angela Dorgan, of the National Campaign For The Arts, welcomed the then additional supports but she said more could have been done to support struggling artists during the pandemic. “I think it would be amazing to do a Buy Irish campaign,” Ms. Dorgan enthused at the time. “I remember that growing up in the 80s, that buy Irish campaign. “But where and when you can, I think Buy Irish would be great.” Whatever the style or longevity associated with ‘Buy Irish’ campaigns over the years, there’s little doubt but that ‘every little helps’ to balance the State’s books. Certainly, it’s a no brainer that if consumers in Ireland can be encouraged to prioritise the purchase of goods made at home in deference to foreign imports, the nation’s coffers would be better off. It has been proven that through buying Irish products, consumers actively drive the multiplier effect and contribute to building sustainable communities. In that way, it has been demonstrated that every 100 euro spent in the local economy is worth 500 euro to that same local economy. Buying Irish goods is a hugely positive message. Getting consumers in Ireland to translate the goodwill they show

the Public Sector Magazine

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Public Sector Magazine

towards domestic producers into the transfer of hard cash across the counter is key towards supporting Irish industries and the creation and protection of domestic jobs across so many sectors. If every consumer in this country bought more Irish goods and less imports, the coffers overseen by the Department of Finance would be greatly improved and living standards in general would rise. And while competition may be good for the consumer on the ground, Ireland Inc. has to protect itself against unfair competition. In that regard, it is crucial that the Irish farmer, for instance, has a level playing field to play on and that no cheap imports are ‘dumped’ by countries with a surplus of goods and products. Keeping Ireland’s domestic industries, like farming, on a positive footing is very important to a small economy like Ireland’s. Buying Irish and supporting domestic industries is one way of staving off the prospect of foreign producers flooding the market with cheap imports which could put Ireland’s indigenous industries in danger. It’s incumbent on every Irish citizen to champion the best of home-grown products and services. Same goes for the support of home-grown businesses and firms operating locally in Ireland. Irish consumers have confidence in the country’s producers and manufacturers and retailers to bring authentic and quality brands to the market place. Consumers don’t tend to become fixated by particular products and services. Worldwide, they tend to be fickle. Consumers in Ireland aren’t much different. They too need to be reminded of the array of top-quality foods, products and services that are available on the domestic market. Young consumers are the future but just how they are introduced to the whole concept of ‘Buying Irish’ is not something that has been fully grasped yet by organisations

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seeking to win over hearts and minds. Certainly, the next generation of shoppers need to also be encouraged, advised and convinced of the need to buy Irish. It remains to be seen how good the communication lines are between young consumers and the producers, manufacturers and distributors of Guaranteed Irish products. We are now living in a modern, inclusive Ireland and digital communication is where it’s at in terms of getting your message across. Digital should play a key role in encouraging young people in this country to do the patriotic thing and buy Irish. Young shoppers in Ireland are very savvy but there is no reason not to be believe that they are anything but keen to contribute to building a sustainable local economy. Certainly, they have shown themselves not to be allergic to purchasing global brands from companies who are Irish owned and others whose clean, green produce emanate from local growers and suppliers. Irish consumers are a discerning group of people and they have never been more conscious of their purchases since Covid 19 gave them a new insight into so many facets of food production, food hygiene, food science etc etc. Covid 19 was a huge challenge for Irish manufacturers and producers, but they came out the other side, albeit badly bruised. But how come? Since the pandemic, it appears that more and more consumers are deliberately sourcing local suppliers while also showing a greater degree of loyalty to their local businesses. Society has changed since the pandemic. The mother and father of pandemics has changed our way of living and working but silver linings have been found. In one regard, consumers have chosen to display a real sense of loyalty to their locallybased businesses who suffered more than most during Covid 19. Together we are stronger. Buying Irish brings us together and makes us stronger.

Protecting our environment through sustainable practices.