Business Ireland Yearbook 2015

MEMBERSHIP BUYERS GUIDE CHAMBER SERVICES MEMBER DIRECTORY

MEMBER DIRECTORY & YEARBOOK

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Aviva Stadium Where Ireland Does Business

Make Your Next Event Stand Out A purpose built conference and event venue which marries a spectacular event space with an award winning team to deliver outstanding results At Aviva Stadium we plan corporate meetings, car launches, exhibitions, award ceremonies and association conferences.

Guests have dined amongst the newest vehicles in our Atrium and collected prizes on the impressive stage sets in the 1872 suite. Clients have created supermarket aisles in our President’s Suite and raced Formula 1 cars in the tunnel.

Aviva Stadium’s Meeting and Events team create memorable corporate events with the added wow factor.

The versatility and scale of the venue means we can accommodate an extensive range of events within our 50 event spaces.

I just want to say a big thank you to all of the staff at the Aviva Stadium for helping us ensure that the Intouch event last week ran brilliantly. The facilities were perfect for what we were trying to do coupled with efficient an friendly service. The delegates commented particularly on the excellent quality of the food served over the three days so please pass our thanks to the catering team.

Ciaran Budds, Diageo

An enormous thank you to the team at Aviva Stadium for your huge efforts in making our Gathering for Action Conference such a success.

Your help with planning; at the walk through stage and throughout the execution of a very complex two day programme was invaluable.

Yve O’Driscoll British Irish Chamber of Commerce

Call our sales team today and let Aviva Stadium make your next event stand out.

Phone: 01-238 2388 Email: sales@avivastadiumevents.ie www.avivastadiumevents.ie COM-00516 Aviva Conference 233612_1C_Aviva_BI.indd 1 Guide Ad_v5.indd 1

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Editor: Joseph O’Connor

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Commercial Editor: Valerie Jordan Managing Editor: Mary Connaughton

MAKING THE MOST OF MEMBERSHIP

An overview of the many different services that the Chamber provides.

Art Director: Alan McArthur

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Production Executive: Nicole Ennis Production Manager: Mary Connaughton

LAST YEAR AT A GLANCE

A look at some of the star performing industries from 2014.

Sales Director: Paul Clemenson

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BOOM TIME AGAIN

The outlook for the property market in 2015 is extremely bright, writes John Ring, Investment Analyst Capital Markets, Knight Frank.

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OVERCOMING YOUR GROWING PAINS

John Dunne, Partner, PwC Private Business Services, has advice for businesses looking to grow in 2015.

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BUSINESS IRELAND YEARBOOK is published by Ashville Media Group, on behalf of the Dublin Chamber of Commerce ASHVILLE MEDIA GROUP Old Stone Building, Blackhall Green, Dublin 7.

Tel: (01) 432 2200; Fax: (01) 672 7100 Email: info@ashville.com DUBLIN CHAMBER OF COMMERCE 7 Clare Street. Tel: (01) 644 7200; Fax: (01) 676 6043; Email: info@dublinchamber.ie; Web: www.dublinchamber.ie Material printed in this journal is not necessarily endorsed by the Dublin Chamber of Commerce or

by Ashville Media Group.

All rights reserved. Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © 2015

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TOURISM ON TARGET

The removal of the air travel tax and the nine per cent VAT rate means Ireland is back in vogue with tourists, according to Niall Gibbons, Chief Executive, Tourism Ireland.

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AN ENTERPRISING YEAR

Irish companies supported

by Enterprise Ireland reported strong growth in 2014, and the agency’s priority is to maintain momentum for the year ahead.

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300 NOT OUT

If Dublin Port is a bellwether for the overall economy, then the outlook is positive with throughput back at peak levels in 2014.

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ALL ABOARD

More than 32 million trips were made on the Luas last year. The RPA’s Ger Hannon outlines the success of Dublin’s tram system.

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A FOCUSED APPROACH TO NONPROFITS

AIB is investing in frontline capabilities to support the nonprofit sector, according to Maura Moore, AIB’s Nonprofits Sector Specialist.

DUBLIN CHAMBER 5 6 8 9

10 75 145

President’s Address Chief Executive’s Letter Past Presidents Chamber Council and Executive 2015 Chamber Staff Directory of Members Buyer’s Guide MEMBERSHIP BUYERS GUIDE CHAMBER SERVICES MEMBER DIRECTORY

GO TO DUBCHAMBER.IE FOR THE ONLINE EDITION

MEMBER DIRECTORY & YEARBOOK

MEMBERSHIP BUYERS GUIDE CHAMBER SERVICES MEMBER DIRECTORY

MEMBER DIRECTORY & YEARBOOK

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30/01/2015 13:40

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17/6/14 18:05:05 30/01/2015 15:57

PRESIDENT’S ADDRESS

PRESIDENT’S ADDRESS

D

ear fellow member,

This year marks 20 years since I first became a member of Dublin Chamber of Commerce. It is a huge honour to represent you as President for 2015.

Both my company and I have benefited significantly from being a member of the Chamber. I hope that over the coming 12 months – and beyond – you will grow your business and personal acumen with the help of the Chamber and its impressive network.

This is an exciting time for business in Dublin. Following several years of austerity, in 2014 we really saw the roots of growth take hold. There is much to be positive about in the coming years.

But business success won’t come by itself. The good news is that as a Dublin Chamber member, you now have the keys to growth in your hands. The next step is to ensure that you use them to unlock the door of potential.

I am proof of what joining the Chamber can do for your business. I joined the Chamber in the mid-90s following seven years working abroad. I was working in sales at the time and in order to develop business contacts, I realised I needed to network. The Chamber was the logical choice.

Two years and many networking events later, I was able to set up my own company - Digicom. The Chamber network was a huge help starting out, not only in sales terms, but also by putting me in touch with like-minded business people with whom I could share, learn and grow.

Today, Digicom employs nearly 30 people and has an annual turnover in excess of 5 million.

As a returning emigrant, networking wasn’t the only draw of the Chamber.

Chamber membership has also allowed

AT PRESENT, DUBLIN IS A GOOD CITY IN WHICH TO DO BUSINESS. THE CHAMBER’S GOAL IS TO MAKE IT A GREAT CITY – A CITY IN WHICH PEOPLE WANT TO LIVE, WORK AND VISIT. A CITY WHERE BUSINESSES MOVE TO, AND WHERE ENTREPRENEURS LOOK TO START AND GROW A BUSINESS.” me to meaningfully contribute to the development of my city. Being an engaged member requires commitment and energy, but - as in life - you get back what you put in.

As the voice of business in the whole Dublin region, Dublin Chamber is working tirelessly to ensure that the needs of companies are being heard and acted upon by Government. With a general election imminent, the coming 18 months will be an important time politically. It is imperative that whichever political party is in power, a pro-business agenda is maintained. Our international reputation is the result of many decades of hard work and this cannot be jeopardised.

At present, Dublin is a good city in which to do business. The Chamber’s goal is to make it a great city – a city in which people want to live, work and visit. A city where businesses move to, and where entrepreneurs look to start and grow a business.

With other rival cities constantly improving their offering, it is essential that Dublin does not rest on its laurels.

At the heart of this is the need for Dublin to remain competitive. Ensuring competitiveness means addressing a number of quality of life issues.

Keeping Dublin competitive means benchmarking business costs and ensuring certainty and stability on water, waste and energy charges. It also means fostering

an entrepreneurial culture in the Dublin region.

Dublin is already losing out to competitor cities because of lack of office space. Lack of transport investment is leading to concern amongst businesses that rising congestion will stifle economic growth. The cost will be borne by the employer who loses staff hours to traffic jams, or has to cut down on client or delivery numbers.

In 2015, these are some of the issues that the Chamber will continue to lobby on as we strive to make Dublin the best city it can be. To help us achieve this goal, I would call on you to play your part in the organisation. You can do this in a number of ways, including networking at one of our 130+ events through the year or talking to the Chamber’s policy team about key business issues.

By making the most of your membership, you will be doing your bit to grow business in the city.

I would like to thank you for your continued support of the Chamber and wish you and your business the very best for 2015.

I look forward to seeing you at a Chamber event very soon.

Sincerely, Greg Clarke President

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CHIEF EXECUTIVE LETTER

CHIEF EXECUTIVE LETTER

D

ear member,

Was 2014 the year that the economy finally turned the corner? I think most of us in business would agree that we ended the year in a much more positive frame of mind than we started, and I am optimistic for further improvement in 2015.

Dublin Chamber will provide services to help you make the most of these new opportunities, allowing you to grow your business, expand your network and increase your knowledge through our great members programme.

Last year, more than 10,000 people attended our programme of over 130 events – that’s 10,000 business hungry members! This strong engagement shows the desire to grow, learn and improve Dublin business.

As CEO, I want to see even more businesses grow and avail of our services.

We have expanded our events offering for 2015 (a full listing of our main events can be found on page 14).

You will note that we are continuing to develop all of our popular series and reintroducing, in response to your feedback, our Competitive Edge Series. This series sees expert trainers and speakers present on key skills for growing your business.

The Chamber provides many platforms for profiling your business to potential customers including; Business Ireland magazine, our monthly business page in the Irish Daily Mirror and our strong social media presence.

You can also use our web profiling tools, including ‘My Dublin Chamber’, featuring the latest news and deals from your business, and the new Chamber Blog, where you can share

your expertise and business stories.

Also on the website you’ll find the ‘Business Insights’ section, which pulls together the main highlights, tips and advice from Chamber events – perfect if you have missed an event.

In this Directory and Yearbook you will find a full listing of all Chamber members. This is your opportunity to source suppliers, services and products and to make direct contact with your fellow members. This is your Chamber.

Please use it!

Feel free to make contact with the Chamber team (page 10) if you would like to find out more about any of the services we offer, which are outlined in full in the Yearbook. We are here to listen to your business concerns and we will be asking your opinion many times during the year as we lobby Government to ensure business is given the priority it deserves in our economy.

Do respond to our surveys and let us hear your views.

I want to thank you for your support and commitment to the Chamber in the past year. Your active participation makes the Chamber Dublin’s strongest business network. We want you to stay involved, bring your colleagues and business associates with you (we love to meet potential new members), and maximise your business potential through this vibrant network. Both myself and the Chamber team look forward to seeing you in 2015.

LAST YEAR, MORE THAN 10,000 PEOPLE ATTENDED OUR PROGRAMME OF OVER 130 EVENTS – THAT’S 10,000 BUSINESS HUNGRY MEMBERS! THIS STRONG ENGAGEMENT SHOWS THE DESIRE TO GROW, LEARN AND IMPROVE DUBLIN BUSINESS. AS CEO, I WANT TO SEE EVEN MORE BUSINESSES GROW AND AVAIL OF OUR SERVICES.”

Best for growth in 2015.

Gina Quin Chief Executive

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CHANGE STARTS HERE

APPLY NOW FOR IRELAND’S PREMIER BUSINESS QUALIFICATIONS Make a decision today and impact your career in 2015. Take a look at the latest offerings from Executive Development at UCD Michael Smurfit Graduate Business School. Our range of accredited and short programmes will provide you with

the strategic skills to drive higher performance and deliver greater results throughout your organisation and career.

Find yourself at the very centre of business in 2015 – at Smurfit Executive Development.

INFLUENCE & PERSUASIVE COMMUNICATIONS

LEADING FOR HIGH IMPACT AND RESULTS

14th – 16th January 2015

Commences May 2015

WINNING NEGOTIATION STRATEGIES

DIPLOMA IN CORPORATE GOVERNANCE

11th – 13th March 2015

DIPLOMA IN ORGANISATION RENEWAL & TRANSFORMATION Commences March 2015

DIPLOMA IN ADVANCED BUSINESS & EXECUTIVE COACHING

Commences September 2015

DIPLOMA IN SALES MANAGEMENT Commences October 2015

DIPLOMA IN STRATEGY, INNOVATION AND CHANGE Commences October 2015

Commences March 2015

DIPLOMA IN BUSINESS & EXECUTIVE COACHING

DIPLOMA IN STRATEGIC GROWTH (BIOTECH & PHARMA INDUSTRY)

DIPLOMA IN STRATEGIC GROWTH (FOOD INDUSTRY)

Commences April 2015

Commences November 2015

Commences December 2015

HOW DO I FIND OUT MORE? To discuss the programme or request an application form, please contact Deirdre Luby on (01) 716 8080 or email deirdre.luby@ucd.ie

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PAST PRESIDENTS

PAST PRESIDENTS >2010s Martin Murphy.......................................2014 Liam Kavanagh ......................................2013 Patrick Coveney......................................2012 Imelda Reynolds ...................................2011 Peter Brennan....................................... 2010

>2000s PJ Timmins ............................................ 2009 Margaret Sweeney ..............................2008 Ronan King ........................................... 2007 Eugene McCague ................................2006 Áine Maria Mizzoni .............................2005 David Pierce .......................................... 2004 Clive Brownlee .....................................2003 Peter Webster .......................................2002 Alfie Kane ...............................................2001 David Manley .......................................2000

>1990s Hugh Governey ...................................1999 Jim Ruane ...............................................1998 John McNally ........................................1997 Mary Finan ............................................1996 John Donnelly .......................................1995 John F Daly ............................................1994 George McCullagh ..............................1993 Brian Duncan ........................................1992 Dr Patrick Loughrey ............................1991 Vincent O’Doherty ............................ 1990

>1980s Tony Prendergast ................................1989 T P Hardiman .......................................1988 Denis Shelly ..........................................1987 Roy Donovan ........................................1986 John A Vaughan ....................................1985 Desmond Miller .................................. 1984 Niall Crowley ........................................1983 D L Lennon ............................................1982 H Hannon ..............................................1981 H C Tierney ............................................1980

>1970s J A Lenehan ...........................................1979 E J Kelliher ............................................. 1978 Ald. P F Belton ......................................1977

Frank A Lowe .........................................1937 John O’Neill ......................................... 1936 Ald. J Hubbard Clark ...........................1935 Edgar Anderson ....................................1934 H M Dockrell ........................................ 1933 D J Cogan............................................... 1932 James J Halpin..................................... 1931 W P Sheriff ............................................ 1930

>1920s F F Carthy ..............................................1976 H J Bambrick .........................................1975 A C Crichton ........................................ 1974 James Gallagher .................................. 1973 Michael W O’Reilly ............................ 1972 James A Walmsley ..............................1971 Edward W Beck ....................................1970

>1960s

Sen. Sir Walter Nugent ..................... 1929 David Barry ........................................... 1928 J C M Eason .......................................... 1927 George N Jacob .................................. 1926 William Crowe .................................... 1925 W Lombard Murphy ...........................1924 James Shanks ....................................... 1923 William Hewat ......................................1922 Rt. Hon. Andrew Jameson .................1921 John Good ...............................................1920

Gerald L M Wheeler ...........................1969 R E M Clarke ..........................................1968 James Boylan ........................................1967 J R Dick ................................................... 1966 E C G Mulhern ..................................... 1965 Thomas F Laurie ..................................1964 Thomas C Lenehan ............................ 1963 Phillip R Walker ....................................1962 John O’Brien .........................................1961 Vincent Crowley ................................. 1960

William Wallace ...................................1919 Edward H Andrews ...............................1918 Matthew J Minch .................................1917 Richard W Booth ..................................1916 Patrick Leonard .....................................1915 Richard K Gamble.................................1914 William M Murphy ................ 1912-1913

>1950s

>1900s

Lt. Col. J E Armstrong ........................ 1959 J Harold Douglas ................................ 1958 J W Gallagher .......................................1957 Alex O’D Shiel ......................................1956 Stephen MacKenzie ........................... 1955 Thomas F Laurie.................................. 1954 Patrick J Loughrey .............................. 1953 G H C Crampton ................................ 1952 Michael P Rowan ................................ 1951 Sen. F M Summerfield .......................1950

John Mooney ........................... 1909-1911 Laurence Malone .................... 1907-1908 Marcus Goodbody ................. 1905-1906 Sir James Murphy ................... 1903-1904 Sir John E Barry ....................... 1903-1904 Sir J Malcolm Inglis ................ 1900-1902

>1940s George Watson ....................................1949 S V Kirkpatrick ......................................1948 A J Broughton .......................................1947 John Hawkins .......................................1946 G Brock ...................................................1945 Ald. Ernest E Benson ..........................1944 David Coyle ...........................................1943 J Harold Aylward ..................................1942 Joseph Walker .......................................1941 A A Brunker........................................... 1940

>1930s W Woods Hill .......................................1939 Thomas F Laurie ................................. 1938

>1910s

>1800s John R Wigham....................... 1894-1896 Michael Murphy ..................... 1891-1893 John Lloyd Blood .................... 1888-1890 Sir Richard Martin .................. 1885-1887 John Bagot ................................ 1882-1884 William Digges LaTouche ..... 1871-1881 Thomas Crosthwait............... 1857-1870 Arthur Guinness ..................... 1827-1856 Lelan Crosthwait .................... 1823-1826 Joshua Pim ................................ 1820-1822 George Carleton ..................................1807 Bartholomew Maziere ...................... 1806 Randall MacDonnell .......................... 1806 William Hone .......................................1806 John Duncan ........................................ 1805 Alderman Nathaniel Hone ............. 1805 Joseph Wilson...................................... 1805 Travers Hartley ........................ 1783-1788

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CHAMBER COUNCIL & EXECUTIVE 2015

CHAMBER COUNCIL & EXECUTIVE 2015 MARTIN MURPHY

GREG CLARKE

IMM. PAST PRESIDENT Managing Director Hewlett-Packard Ireland E: mmurphy@hp.com

PRESIDENT Managing Director Digicom E: greg.clarke@digicom.ie

BRENDAN FOSTER

DERRY GRAY Vice President Managing Partner BDO E: dgray@bdo.ie

Your Council is elected annually by the members of the Chamber. It provides leadership and strategic direction for the Chamber and has specific oversight responsibilities for its day-to-day operations.

Deputy Vice President Executive Partner Grant Thornton E: brendan.foster@grantthornton.ie For a full and up-to-date listing of the Dublin Chamber Council and Executive Committee, please see: www.dubchamber.ie /about-us/your-council

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CHAMBER STAFF

CHAMBER STAFF

> GINA QUIN Chief Executive E: ginaquin@dublinchamber.ie

> SANDRA HOULIHAN PA To Chief Executive E: sandra@dublinchamber.ie

> EUGENE BENT Director of Communications & Retention E: eugene@dublinchamber.ie

> PAUL O’NEILL Senior Member Relations Manager E: paul@dublinchamber.ie

> GRACE KEARNEY Member Retention Experience E: grace@dublinchamber.ie

> KATE DAFFY Membership Administrator E: katie@dublinchamber.ie

> MICHELLE BERRY Finance Manager E: michelle@dublinchamber.ie

> JOANNE DORAN Finance Assistant E: joanne@dublinchamber.ie

> KAY GIBBONS Subscription Assistant E: kay@dublinchamber.ie

> RUTH EDWARDS Reception & Room Hire E: reception@dublinchamber.ie

> GERRY RYAN Senior Business Development Manager E: gerry@dublinchamber.ie

> MAURA WALSH Membership Development E: maura@dublinchamber.ie

> DONAL MILTON Membership Development E: donal@dublinchamber.ie

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CHAMBER STAFF

> CIARA DUNCAN Events Manager E: ciara@dublinchamber.ie

> Mﾃ！RE FAY Events Executive E: maire@dublinchamber.ie

> CAROL RYAN Events Executive E: carol@dublinchamber.ie

> DAWA LIU Events Administrator E: dawa@dublinchamber.ie

> LINDA MCNULTY International Manager E: linda@dublinchamber.ie

> MARION JAMMET International Projects Executive E: marion@dublinchamber.ie

> RICHARD BROWN Export Services Manager E: richard@dublinchamber.ie

> RUTH SPAIN Export Services Assistant Manager E: ruth@dublinchamber.ie

> AEBHRIC MCGIBNEY Director of Public & International Affairs E: aebhric@dublinchamber.ie

> PATRICK KING Head of Public Affairs E: patrick@dublinchamber.ie

> GRAEME MCQUEEN Senior Policy & Communication Executive E: graeme@dublinchamber.ie

> ORLAITH DELARGY Public Affairs Executive E: orlaith@dublinchamber.ie

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CHAMBER SERVICES

Recently joined Dublin Chamber and not sure what to do next?

Or perhaps you are a long term member and want to make sure you are getting the most out of your membership.

Let us help.

MAKE THE MOST

OF YOUR

MEMBERSHIP O

v er the next few pages we will look to answer those questions for you, with an overview of the many different services that the Chamber provides. As a member, these are all services which you can access and enjoy.

Dublin Chamber is dedicated to helping your business succeed in a successful Dublin. We aim to support you in a number of ways, including: a comprehensive and relevant events programme that will allow you and your staff to enhance both your business skills and knowledge; opportunities to profile your business via our various publications; help expanding your business abroad; and access to export services.

The Chamber is also dedicated to helping your business succeed in a successful Dublin, acting as the ‘voice’ for business in the greater Dublin region. We listen to our

CHAMBER ESSENTIALS: Dublin Chamber of Commerce 7 Clare Street, Dublin 2 Website: www.dubchamber.ie Phone: (01) 644 7247

member companies; hear your concerns and speak on your behalf, focusing on areas such as competitiveness, access to finance for SMEs, commercial rates, water charges and labour costs. We lobby Government in these areas with the all-encompassing goal of setting Dublin apart as a worldclass city to do business in, while reducing the cost of doing business.

Dublin Chamber aims to help you to:

• Improve the running of your business through thought leadership • Sell to fellow members and connect you with new prospects • Meet like-minded people from various backgrounds • Connect with potential customers and suppliers • Expand your B2B and B2C business networks • Build relationships that increase sales

SOCIAL MEDIA: @DubCham www.facebook.com/

DublinChamberofCommerce www.youtube.com/DubCham

EMAIL US: Want to contact any member of the Dublin Chamber team? Simply drop us an email. All Chamber emails are [firstname]@dublinchamber.ie.

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CHAMBER SERVICES

EVENTS

Dublin Chamber runs over 130 events for members every year – 97 per cent of which are free. Dublin Chamber is the best organisation for B2B networking in the Dublin region, representing over 1,300 businesses and 300,000+ employees. We aim to provide an events programme that caters for everyone, depending on target audience, business growth stage, topics of interest and level within a company.

Building relationships to grow your business and increase your personal network has never been more important.

Dublin Chamber’s events programme provides a platform for networking across more than 50 business sectors, with more than 10,000 people engaging annually.

SOME KEY DATES FOR 2015 DIARY FEATURE EVENTS (CBS)

> A GM Dinner (February, 500+ attendees) > Annual Dinner (October, 1500+ attendees) > Christmas Lunch (December, 500+ attendees)

INTERNATIONAL BUSINESS (CBS)

LOBBYING FOR

BUSINESS

DUBLIN CHAMBER ACTS AS THE ‘voice’ for business in the greater Dublin area. Our mission is to help your business succeed in a successful Dublin. We listen to our member companies; we hear their concerns and speak on their behalf, focusing on business competitiveness and on the competitiveness of the Dublin region. We also work with central and local government to pilot innovative projects to help better the city in an initiative called Activating Dublin.

Your business has a voice to Government through the Dublin Chamber. Dublin Chamber lobbies on: • Improving access to finance for your business: working capital, investment finance, prompt payment.

• Making your business more competitive: labour costs, water charges, commercial rates, better business supports.

• Promoting the local economy: keeping Dublin competitive to attract investment and talent.

Our goal in lobbying is not to shout

ineffectually from the sidelines like some business associations, but to build our reputation and relationship with policymakers to make them sympathetic to the needs of your business. We ensure that policymakers realise the important contribution of SMEs to society and the need to sustain it, by promoting a positive environment for enterprise.

How can you influence the Chamber’s policy agenda?

The Chamber’s policy agenda is shaped by what you - the businesses - tell us. You can inform us about current issues and challenges in a number of ways: by attending our various policy events throughout the year, by completing our business trends survey each quarter, or by speaking with a member of the policy team.

If you would like to engage with our policy team or would simply like more information, please contact our Public Affairs & International Director, Aebhric McGibney: aebhric@dublinchamber.ie.

> B usiness Mission to San Jose, California (March) > Business Mission to London (May) > Business Mission to Brussels (October) > International Briefings (x 12 per annum)

NETWORKING EVENTS (CBS) > B usiness Owners Network (x 20 per annum) > Breakfasts (x 18 per annum) > Lunches (x 6 per annum) > Evenings (x 4 per annum)

TRAINING (CBS)

> P rocurement (x 4 per annum) > Business Growth Series (x 4 per annum) > Sustainable Development (x 2 per annum)

SPECIAL INTERESTS

> I nternational Women’s Day (March) (CBS) > Sustainable Business Awards (Nov) (CBS) > G reen Economy (x 5 per annum) (CBS) > Technology Forum (x 5 per annum) (CB) > Smart Series (x 4 per annum) (CB)

EXECUTIVE BREAKFASTS

Leaders Series (x 6 per annum)

EXECUTIVE DINNERS

Dinner in Camera Series (x 6 per annum)

KEY: C - Event open to Corporate members B - Event open to Business members S - Event open to SME members 13 |

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CHAMBER SERVICES

SOME KEY DATES FOR 2015 DIARY > FEBRUARY 5th ......... AGM Dinner (CBS) 6th ......... Business Owners Network (BS) 11th ....... Leaders (C) 12th ....... Business After Hours (CBS) 18th....... Competitive Edge (CBS) 19th....... Tech Forum (CB) 20th ...... Business Owners Network (BS) 26th ...... Dinner in Camera (C)

> MARCH 5th ......... International Women’s Day Event (CBS) 6th ......... Business Owners Network (BS) 19th....... Leaders Series (C) 20th ...... Business Owners Network (BS) 24th....... Dinner in Camera (C) 26th ...... SMART Series (CB) 27th....... Competitive Edge (CBS)

> APRIL 8th ......... Business After Hours (CBS) 15th....... Tech Forum (CB) 16th....... Competitive Edge (CBS) 17th ....... Business Owners Network (BS) 21st....... Business Breakfast (CBS) 23rd....... Dinner In Camera (C) 29th ...... Leaders Series (C)

> MAY 1st ......... Business Owners Network (BS) 21st....... SMART Series (CB) 28th ...... Business After Hours (CBS)

> JUNE 11th ....... Leaders Series (C) 12th ....... Business Owners Network (BS) 16th....... Tech Forum (CB) 26th ...... Business Owners Network (BS) 30th ...... Business After Hours (CBS)

PROFILING

OPPORTUNITIES Q3 2014

NEWS LIFESTYLE NEWS HT LIFESTYLE INDUSTRY SPOTLIG ER Q3 2014 MY DUBLIN CHAMB INDUSTRY SPOTLIGHT MY DUBLIN CHAMBER

BUSINESS IRELAND

Business Ireland THE is Dublin OAREVES GLAREGLOVES Chamber’s quarterly magazine, a ACCESS S CESAREAS ACALL ALL AREAS copy of which is sent to all members.

A number of profiling opportunities are available within the magazine, ranging from news briefs and company appointments, to larger features and advice articles. The next issue of Business Ireland will be published in early April.

Details: graeme@dublinchamber.ie

IN THE ZONE IN THEGREEN PAYZONE’S JIM DEIGNAN ZOANNE EEN GR ON MAKING THINGS SIMPLE JIM DEIGNCONSUMER E PAYZONE’S FOR THESIMPL THINGS ON MAKING MER FOR THE CONSU

THE

TV3’S

FF OOFF

TV3’S DAVID

IDCREDMOND DAVM D CORNER IN ON FIGHTING HIS MCREDMON R IN

A MOREHIS COMPETITIVE CORNE MARKET ON FIGHTING TITIVE MARKET A MORE COMPE

THE STATE OF PLAY IN

THE BROADBAND PLAY INSECTOR R THE STATE OF BAND SECTO THE BROAD

IRISH DAILY MIRROR On the first Thursday of each month, Dublin Chamber has a full business page in the Irish Daily Mirror newspaper. The Chamber uses this page to showcase the latest news from our member companies, including new product launches, expansions, mergers and acquisitions and job announcements. Send all press releases and story ideas to graeme@dublinchamber.ie

SOCIAL MEDIA MY DUBLIN CHAMBER A new feature introduced on the Chamber website last summer is the My Dublin Chamber section, which features details of memberrun events, news from member companies, new members and deals of the week. To have your news, event or offer included on the page, please email katie@dublinchamber.ie

DIGITAL NEWSLETTER Our digital newsletter is sent out on the middle Wednesday of each month and carries the latest news from the Chamber, including details about events and policy updates. The newsletter also carries some member news, including information about member-run events and member-tomember offers. Details: graeme@ dublinchamber.ie

Dublin Chamber can help promote your company’s news and offers via our various social media feeds, including Twitter, Facebook and LinkedIn. The Chamber has more than 10,000 followers across our social media accounts, providing an excellent outlet for members to connect with a receptive business audience.

Details: grace@dublinchamber.ie

CHAMBER BLOG Got expertise you want to share with your fellow members? The Chamber’s blog is the perfect platform to do exactly that. If you’d like to write on a particular subject or topic, please contact grace@dublinchamber.ie

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CHAMBER SERVICES

SOME KEY DATES FOR 2015 DIARY > SEPTEMBER 3rd ......... SMART Series (CB) 4th ......... Business Owners Network (BS) 9th ......... Business Briefing (CBS) 15th....... Leaders Series (C) 18th....... Business Owners Network (BS) 24th....... Business After Hours (CBS) 29th ...... Dinner In Camera (C)

INTERNATIONALISE

YOUR BUSINESS The Chamber’s international team offers a range of services and expertise to ensure you are fully equipped with the right skills, information, support services and contacts to maximise your success in overseas markets. Whether your business is already trading internationally, or is planning to do so in the future, the Chamber’s international services are designed to help your business connect to new markets.

Want to connect to new markets?

We will provide your company with tailor made expert advice and practical support to help you choose the best markets for your company to connect to.

Looking for a new partner in a new market?

We can find export partners, suppliers and distributors for your company.

Through the Enterprise Europe Network (EEN), an associate wing of the Dublin Chamber of Commerce we can help you. The EEN has close to 600 member organisations across the EU and beyond.

Need to import/export a product?

We will provide your company with all the necessary export documentation you

need including Certificates of Origin and ATA Carnets. We can also legalise your documents and help with travel visas.

Want to network with like-minded people?

We provide an extensive international trade seminar programme. Annual outbound missions include London, Brussels and San Jose. We host to both the Ireland Hong Kong Business Forum (IHKBF) and the Ireland India Business Association (IIBA), the fastest growing major markets in the world and the most popular markets for foreign entrants Looking for access to EU funding?

Talk to our experts about how to access EU finance and funding.

Simply don’t know where to begin?

We are a one-stop shop for all your internationalising needs. If we cannot answer your question through our extensive links and networks we will signpost you in the right direction.

If you would like to discover how we can help you internationalise your business, please email our International Manager, Linda McNulty: linda@dublinchamber.ie

> OCTOBER 2nd ........ Business Owners Network (BS) 8th ......... Annual Dinner (CBS) 14th ....... SMART Series (CB) 16th....... Business Owners Network (BS) 20th ...... Leaders Series (C) 21st – Networking Breakfast (CBS) 22nd – Tech Forum (CB) 29th – Dinner In Camera (C) 30th – Business Owners Network (BS)

> NOVEMBER 5th ......... Business Breakfast (CBS) 13th ....... Business Owners Network (BS) 26th ...... Dinner in Camera (C) 27th....... Business Owners Network (BS)

> DECEMBER 10th ....... Christmas Lunch (CBS) 11th ....... Business Owners Network (BS)

A number of events, including networking breakfasts and networking lunches, will be organised throughout the year. All dates are subject to change. To keep up to date on all events taking place and venue information, please keep an eye on our website. All events can be booked online at www. dubchamber.ie/events. All events queries to: carol@dublinchamber.ie

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30/01/2015 16:02

2014

AT A GLANCE BUSINESS IRELAND looks at some of the star performing industries from 2014.

IRISH FILM INDUSTRY

2014 AT A GLANCE

CAR SALES 43% 8.4% 6% New commercial sales up on 2013 with more than 21,000 units sold

Used cars imported into Ireland from other jurisdictions were up with 54,290 used vehicles registered in 2014

The figures for 2014, from Motorcheck.ie, show the market is up 30 per cent on 2013 figures. The industry had predicted total sales of some 85,000-90,000 units at the start of 2014 but the final figures well exceeded the original prediction with 96,254 new cars sold in 2014. That is more than 22,000 extra registrations than in 2013, or an increase of 30 per cent.

25% 6.5% The Irish Film Board’s budget of a9.9 million for film and television projects last year generated production spending of a42 million by IFB-supported projects. Production activity in the independent film, television drama and animation sector reached a195 million last year. This is 6.5 per cent higher than in 2013 and up 37 per cent on 2012.

IRISH FOOD AND DRINK EXPORTS IRISH FOOD AND DRINK EXPORTS 2013 (am)

2014 (am)

Dairy products and Ingredients

Dairy

Dairy

Beef

2,968

3,055

Prepared Foods

1,669

1,805

Beverages

1,197

1,205

Pigmeat

552

570

Seafood

496

540

Edible Horticulture & Cereals

222

230

Poultry

259

310

Sheepmeat

216

218

Live Animals

245

245

10,072

10,448

Total Food & Drinks Figures from Bord Bia

5th

The Irish food and drink sector recorded its fifth consecutive year of growth in exports during 2014 as increased output in key sectors and better returns for much of the year particularly for dairy, seafood and prepared foods, boosted the value of trade.

Used car sales increased by almost 50,000 vehicles in 2014 with more than 835,000 used vehicles changing hands during the year

New Motorcycle sales finished the year up on 2013 with over 1,000 units sold

DUBLIN AIRPORT PASSENGERS

8 PER CENT Passenger numbers at Dublin Airport increased last year to 21.7 million.

The airport saw growth across all major sectors of its business during 2014 and has 14 new services in place for 2015, welcoming new airlines such as Ethiopian, Vueling, WOW Air, and Transavia to Dublin over the coming months.

DUBLIN AIRPORT IN NUMBERS (2014) Long-haul traffic up

Short-haul traffic up

14% 7%

1.5m extra passengers

24

new routes Figures from Dublin Airport

600,000 570,000 750,000

extra people took flights between Dublin and British destinations Additional passengers took flights between Dublin and continental European destinations passengers used Dublin Airport as a hub

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30/01/2015 14:58

FEATURE

The Irish property market enjoyed a boom year in 2014. With forecasters predicting Ireland to have the strongest economic growth in Europe this year, the outlook for the property market in 2015 is extremely bright, writes John Ring, Investment Analyst Capital Markets, Knight Frank.

2

014 was a record breaking year for the Irish property market with 4.5 billion worth of investment deals transacted, more than double the 1.9bn figure recorded in 2013 and well in excess of the previous high of 3.4bn achieved in 2006. The dramatic restoration of international capital markets’ confidence in the Irish economy has driven investor demand, with values across property types witnessing a rapid upward readjustment following the overt pessimism following the global financial crisis and the subsequent eurozone crisis.

While a rising tide lifts all boats, the investment market is experiencing varying degrees of market activity.

For example, while the majority of investment sales in 2013 focused on the office sector, 2014 has seen a number of large retail deals transacted. Chief amongst these was the purchase of a 72.8 per cent stake in Liffey Valley Shopping Centre by HSBC Alternative Investments and Hines for 253 million, making it the largest single asset deal completed in 2014. NAMA remains the dominant supplier of property for sale with recent disposals focusing on the delivery of regional shopping centres to the market following on from the

BOOM TIME AGAIN successful sale of Project Acorn to United States based fund Värde Partners for 171.5m in July of last year. The portfolio comprised Blackpool Shopping Centre in Cork, the Showgrounds Shopping Centre in Clonmel, County Tipperary and Millfield Shopping Centre in Balbriggan, North County Dublin with the sale price representing a 30 per cent premium on the guide.

While retail increased its investment market share in 2014, office investments continue to dominate with significant NAMA disposals ongoing. A prime example of this activity is the bringing to market of 4 and 5

Grand Canal Square in the final quarter of 2014 for a combined guide price of 216m as part of The Tara Collection. Both buildings are leased to Facebook and are used to house their European, Middle East and African Headquarters. 2 Grand Canal Square, the remaining building in the development, sold in the second quarter of 2014 for 120 million to Irish Life, making it the highest individual office sale of the year.

The exceptional interest in office investment is being driven by a strong occupier market, led primarily by the Technology, Media and Telecommunications

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FEATURE

THE DRAMATIC RESTORATION OF INTERNATIONAL CAPITAL MARKETS’ CONFIDENCE IN THE IRISH ECONOMY HAS DRIVEN INVESTOR DEMAND, WITH VALUES ACROSS PROPERTY TYPES WITNESSING A RAPID UPWARD READJUSTMENT FOLLOWING THE OVERT PESSIMISM FOLLOWING THE GLOBAL FINANCIAL CRISIS AND THE SUBSEQUENT EUROZONE CRISIS.” (TMT) sector. This sector accounted for half of all the 2.5m square feet of office space leased in Dublin in 2014 and is reflective of Dublin’s continued success in attracting internationally mobile companies by establishing itself as a global hub for these industries. The strong occupier demand combined with the lack of new office supply has put severe upward pressure on prime city centre rents in 2014, growing from 35.00 to 47.50 per square foot over the course of the year. Without a significant level of new supply in the pipeline, upward pressure on rents will continue throughout 2015, which should lead to increased leasing activity in peripheral and suburban office locations as the rental spread between core and non-core widens, making the latter increasingly attractive to locate in.

The second half of 2014 saw a number of proposed office developments submitted for planning approval in the recently established Strategic Development Zone (SDZ) located in the Dublin Docklands.

It is estimated that the Dublin Docklands has the capacity to deliver new office stock equating up to 15 per cent of existing Dublin City stock and the streamlined planning process afforded under the SDZ will play a key role in enhancing Dublin’s reputation as a dynamic city in a similar vein to Canary Wharf in London and Marina Bay in Singapore. There are already a

number of joint ventures in the pipeline with local developers joining forces with international investment funds. Recent examples of this trend include Bennett Construction’s pairing with California private equity giant Oaktree Capital and Ballymore’s teaming-up with Singapore based Oxley Holdings.

The majority of development activity to-date is however focused on the residential market, where a lack of new residential supply in Dublin saw prices rise by over 20 per cent in 2014.

Nevertheless, new construction has not been high enough to satisfy demand as developers remain risk adverse and highly location sensitive with a preference for ‘ready to go’ sites which are in short supply.

On the residential demand side, the year was spilt between two distinct halves of buyer behaviour. The first half was characterised by the venting of pent-up demand, which resulted in the continued rapid growth of prices initiated in 2013. The second half of the year saw a pause for breath, as the market considered the effect of the Central Bank market stability proposals, before finishing on a note of heightened activity as investors sought to acquire in advance of the expiration of the capital gains incentives. Although a lack of supply continues to weigh on the market, the frenetic period caused by the initial rebounding of demand appears to have passed and

4.5b worth of investment deals transacted in 2014, more than double recorded for 2013

2014

has seen a number of large retail deals transacted

Prime city centre rents grew from 35.00 to

47.50 per square foot over the course of 2014

Dublin residential prices rose by

20%

due to lack of new supply in 2014

has been replaced by a more sustainable level of market activity with buyers adopting a more considered approach when purchasing. Overall, the market is very well positioned with favourable demographics and strong economic growth to sustain demand levels going forward.

2014 will also be remembered as the year that residential prices outside of Dublin rose for the first time in six years, with growth particularly strong in the main regional cities. However, do not expect to see price growth of the same velocity in the rest of the country in 2015 as occurred in Dublin over the recent past.

Regional residential values did not undergo a commensurate climb and subsequent fall in values, as Dublin experienced, which means there is less scope for a rapid appreciation. That said, we still expect price growth to hit double figures in 2015.

It will be extremely interesting to see how the industrial sector develops in 2015. The recently commenced European Central Bank action to fight deflation is expected to weaken the euro, which will help grow exports and boost demand for industrial space across the eurozone.

This, in combination with the attractive high-income yield industrial property is currently producing, is making the sector a favoured pick by real estate analysts across Europe with Ireland expected to outperform its European peers due to the export focused nature of the economy. As ever, location will be key, with demand highest for properties around the major urban centres with easy access to excellent transport links.

Finally, with a range of forecasters predicting Ireland to have the strongest economic growth in Europe this year, the outlook for the property market in 2015 remains extremely bright.

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The natural choice

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We deliver local expertise coupled with access to a worldwide resource. Our range of products and unique project management approach enable you to control time, costs and risk.

If you want to experience a top quality law firm that is committed to unlocking the full potential of your organisation, then we would be delighted to hear from you.

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The criteria which saw Eversheds voted the overall leading firm in the Legal Business, in-house counsel survey 2013.

www.eversheds.ie

233273_1C_EVERSHEDS_JR_BI.indd 1

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FEATURE

OVERCOMING YOUR

GROWING

PAINS John Dunne, Partner, PwC Private Business Services, has advice for businesses look to grow in 2015.

P

lanning for growth is a major issue for many Irish businesses at the moment.

While a significant task at the best of times, the current environment, with the economy emerging from a prolonged period of recession, poses a particular set of challenges for SMEs. Many businesses have been in a ‘hunkering down’ mode for a long time retreating from markets, trimming their cost-bases and preserving scarce capital.

With chinks of light opening across many markets and industries, the time is ripe for a more expansionary approach to business.

While this of course is a positive development, caution remains a byword.

It is a well-established principle that the period at the end of a recession is often a very dangerous one. Businesses need to guard against over-trading, for one.

Following periods of slow order books, the temptation is to drive forward with sales and expand the debtor book but businesses need to ensure that they have adequate working capital at a time in their business cycle when this resource may be especially scarce. What may have been a catalyst for driving your business forward can end up posing significant challenges if cashflow levels are not adequate. Proper planning and budgeting can help avoid pitfalls in this area.

Finance in general is a huge issue for

growth focussed SMEs. It is important that robust business plans, with detailed financial information, are developed when approaching financial institutions for support. Evidence from the market suggests that banks are open to supporting viable growth orientated businesses, but only if the plans are backed up by detailed professional business plans.

It is also important to know who to approach in each financial institution. For example, in some cases officials in your branch may take a more conservative approach than the specialist banking unit staff operating at a different level so target your application carefully.

Another issue businesses need to address is skills. Many businesses will have lost experienced people during the recession. Skills are now at a premium and having the right skill-sets is vital.

Not only do you need someone with the skills to drive forward a business but also someone with the specific skills in your industry. Some lateral thinking and brave moves may be required in terms of empowering people within your organisation.

For those firms looking to export markets for their growth, it is important not to underestimate the challenges associated with breaking into new markets. The best general advice here is stick to the areas in which you have proved yourself. If you have a couple of

John Dunne, PwC Private Business Services

key suppliers who are overseas based it is worth discussing ways in which they may be able to help you in terms of your own expansion.

Acquiring existing businesses can be a faster route to growth than doing it organically but be especially careful in your due diligence to ensure that you are not buying a problem.

If you do one thing in 2015: Get your team right, concentrating on getting the right people with the right skills, either on a full-time, part-time or independent advisor basis. If you get that right, many of the other issues will look after themselves.

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FEATURE

10m

TOURISM TARGET FOR

2025

The removal of the air travel tax and the nine per cent VAT rate means Ireland is back in vogue with tourists.

Tourism Ireland’s Niall Gibbons believes that a record number of visitors will come to Ireland in 2015 and states some bold predictions for the next ten years.

2

015 looks set to be the best year ever for Irish tourism – surpassing the previous record year of 2007. Tourism Ireland’s aim is to build on the success of overseas tourism in 2014 and welcome 7.74 million visitors to Ireland this year. This figure will represent growth of +6 per cent over 2014 and deliver almost a4 billion to the Irish economy (+7 per cent). In the longer-term, the aim is to welcome some 10 million visitors to Ireland in 2025, contributing a5 billion to the economy and helping to sustain about 250,000 jobs.

LOOKING BACK AT 2014 Tourism plays a vital role in the overall economy – it is the island of Ireland’s largest indigenous industry, responsible for in excess of four per cent of GNP in the Republic of Ireland and employing more than 200,000 people across the island. Last year, approximately 7.3 million overseas visitors came to Ireland, delivering revenue of about a3.7 billion, a +10.9 per cent increase over 2013. In fact, last year was

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022_BIYB 2015_Tourism Ireland.indd 22

2.65m

Fans of Tourism Ireland on Facebook, making it the fourth most popular tourism board in the world on the social media platform.

$1bn

The estimated spend of US visitors in 2014.

7.3m

The number of visitors to Ireland from overseas in 2014, contributing more than 3.6bn in revenue to the economy.

Ireland was named the fifth best country in the world to visit in 2015 by Lonely Planet.

13.6m

By the end of 2014, Ireland.com attracted about 13.6m visitors.

10m

The number of visitors hoped will visit Ireland in 2025, contributing 5bn to the economy and helping to sustain about 250,000 jobs.

a record year for visitor numbers from North America, Germany, France and Spain, as well as from our long-haul markets. Throughout 2014, Tourism Ireland undertook a packed programme of promotions, to bring Ireland to the attention of travellers everywhere.

Thousands of opportunities were created for potential visitors around the world to read, hear or watch positive messages about Ireland; Tourism Ireland estimates that this media exposure is worth an estimated a280 million in equivalent advertising value.

Government policies, such as the reduction of the air travel tax to zero in April 2014 and the retention of VAT on tourism-related services at nine per cent in Budget 2015, have also played an important part in helping us to grow visitor numbers. The introduction of the British-Irish Visa Scheme in 2014 was also good news, making it easier than ever before for visitors from China and India to visit the island of Ireland. The new programme will enable visitors from those countries to travel freely between Ireland and the United Kingdom using the same travel documents; either an Irish or UK visa. It is a significant step in helping us to grow visitor numbers from these emerging tourism markets – whether those visitors wish to travel here for sightseeing, golf or as business tourists.

30/01/2015 15:03

FEATURE

Niall Gibbons, CEO of Tourism Ireland, and Minister for Transport, Tourism and Sport, Paschal Donohoe at the launch of Tourism Ireland’s marketing plans for 2015.

Tourism Ireland kicked off its promotional drive for 2015 over the Christmas period – with a a1 million, end-of-year campaign which included ‘wrapping’ the Daily Telegraph with images of Ireland. The wrap was seen by more than 1.2 million ‘culturally curious’ readers, or potential holidaymakers for Ireland, across Britain.

2015 AND BEYOND Building on the success of 2014 and sustaining growth into the future is at the heart of our strategy for 2015.

Tourism Ireland will prioritise those markets that offer the best return on investment, in terms of holiday visitors and revenue such as Britain, North America and Mainland Europe. Ireland’s ‘best prospect’ visitors will be targeted more closely – with distinctive holiday experiences, events and special offers tailored to their interests and designed to trigger their ‘must go now’ impulses.

Emerging markets of high potential will also be targeted, particularly China and India, where we will highlight the new British-Irish Visa Scheme.

Important factors working in our favour for 2015 include new access developments - including a new Aer Lingus flight from Washington DC to Dublin, a new United Airlines flight from Chicago, a new Transavia service from Paris, as well as other new air routes like a Finnair service

from Helsinki and SAS flight from Gothenburg in Sweden. Consumer confidence is returning in our key source markets; and the Ireland ‘brand’ or image abroad is strong. Continued product investment enhances our offering overseas – particularly investment in the Wild Atlantic Way. Exchange rates for sterling and the dollar are favourable; and the lower price of oil will help make air and sea routes more sustainable.

In 2015, Tourism Ireland will continue to leverage its strength in digital and social media. We are now the fourth most popular tourism board in the world on Facebook (about 2.65 million fans), number three on Twitter and number two on YouTube.

Since the beginning of 2015, we have been rolling out our new ads – part of our global advertising campaign, ‘Jump into Ireland’ – in 22 markets around the world, on television, in cinema and online. The soundtrack for the ads is the hit single “Love Like This” by popular

Dublin rock band Kodaline.

Promoting the Wild Atlantic Way will continue to be a major focus of Tourism Ireland’s activity around the globe this year; we will also showcase Dubline, the new Dublin Discovery Trail. We will work with the new Grow Dublin Tourism Alliance, to boost tourism to the city.

2015 marks 150 years since the birth of world-renowned Irish poet and Nobel laureate, WB Yeats, a colossus on the world literary stage and an important figure in the history of our country; Tourism Ireland will promote Yeats 2015 – particularly to our ‘culturally curious’ audience. And, this year has also been designated ID2015 (the year of Irish design), a showcase of the best of Irish design. This special year will help raise the profile of Irish design and designers and show how they reflect our unique culture, helping to give us ‘stand-out’ on the world stage.

Niall Gibbons is Chief Executive of Tourism Ireland.

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DUBLIN PORT at the Heart of the City Port Centre, Alexandra Road, Dublin 1 Phone: +353 1 887 6000 Email: info@dublinport.ie Fax: +353 1 855 7400

233639_1C_DublinPort_CMD_BIYB.indd 1

30/01/2015 16:07

FEATURE

AN ENTERPRISING

YEAR Irish companies supported by Enterprise Ireland reported strong growth in 2014, and the agency’s priority is to maintain momentum for the year ahead.

B

y any reckoning, 2014 was a very strong year for Irish companies supported by Enterprise Ireland. Across all regions, and across all sectors, the new job creation figures were up. The figures show the highest level of job creation in the history of the agency – adding 19,705 new jobs in 2014, resulting in a net increase of 8,476.

This impressive performance was largely achieved on the back of very strong growth in key export markets, by companies led by innovative, ambitious and focused management.

This continuation of employment growth shows once again the direct impact that increasing exports has on jobs in Ireland.

The positive out-turn means that more than 300,000 people are now employed in Irish companies; that equates to one in every six jobs. The national spread of the companies involved means that every region in Ireland experienced positive employment growth.

Enterprise Ireland has partnered with these Irish companies to help them achieve success, helping them to start, develop and grow, leveraging open doors of opportunity for them to compete and win in global markets. The agency actively assists Irish companies to create and sustain employment in Ireland and in so doing, contributes to the wider prosperity of towns and cities across the country.

During 2014, Enterprise Ireland invested in the international growth strategies of 412 Irish companies.

This level of investment activity is impressive against any standards, but in the current climate it makes the agency the most prolific and largest venture capital partner in Europe, in terms of deals done.

Start-up businesses, which are the life-blood of any developed economy, performed well during 2014, and 183 new businesses established with help from Enterprise Ireland. 102 were ‘High Potential Start Up’ businesses, meaning they will progress quickly towards achieving sales in international markets. 137 entrepreneurs honed their business ideas on Enterprise Ireland’s ‘New Frontiers’ programme during 2014.

The agency has been creative in harnessing the power of the national innovation eco-system, to help Irish companies to develop a competitive edge. The highest ever level of collaboration between

research and business yielded the commercialisation of 871 innovative collaborations during 2014. That’s a lot of exciting tech ideas turned into new processes, new products introduced and new business start-ups established.

Growth was experienced across all business sectors, but the Business Process Outsourcing/ Financial Services sector, which has a strong regional presence particularly in the south/southeast of the country, accounted for the majority (58 per cent) of the growth, with five of the top ten companies in terms of job creation.

Enterprise Ireland provides access for Irish companies to senior decision makers in global markets through strategic redeployment of resources in High Growth Markets such as Asia and the BRIC Countries.

Two new Enterprise Ireland offices were opened in 2014 - one in Perth, Australia and the other in Abu Dhabi - and the number of in-market ‘Pathfinders’ used by the agency were increased. This expanded export platform means that Irish companies now have direct access to more than 55 countries worldwide.

THE PRIORITY IS TO MAINTAIN THE MOMENTUM SEEN IN 2014 The agency is working to a plan that aims to see Irish enterprise become a powerhouse of job creation and economic growth in

25 |

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30/01/2015 15:06

FEATURE

Ireland by 2016, maximising growth and job creation within Irish owned businesses. The strategy to 2016 is focused on four key drivers to deliver jobs gains in Irish companies - START, INNOVATE, SCALE, ANTICIPATE, and aims to contribute a further 40,000 new jobs in Irish owned companies by 2016. Employment growth within Irish companies will be fuelled by an increase in global demand for Irish products and services and delivery of such strong results in 2014, in the first full year of this strategy, represents a strong start.

SO WHAT NEXT FOR ENTERPRISE IRELAND CLIENTS? Achieving this vision will require a major drive for international scale across all companies from start-ups, right through to large internationally trading companies. The ambition is to build a larger cohort of Irish-owned multi-national companies. The Agency is revising its service delivery model, to work intensely with companies that have big ambitions to scale in international markets. This new model of engagement will recognise and respond to different challenges of exporting companies according to company size and growth ambitions.

The successful delivery of the Agency’s strategy for Irish owned businesses to become a powerhouse of economic growth and prosperity in Ireland will require the greatest performance ever by Irish enterprise in international markets.

There has never been a better time to go global and expand business. Under the Action Plan for Jobs, the Government has put in place a raft of measures to support Enterprise Ireland and its client companies go out and win new business.

This includes doubling the number of trade missions, recruiting extra staff in overseas markets and putting in place new funding supports for Irish exporting companies. Irish companies are really on the move, all the indicators are that the growth trajectory continues upwards, and as we look forward to 2015, we can be very confident that exports will continue to grow, and so too will the follow-on job creation.

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30/01/2015 15:06

00239_2015 Yearbook and Members' Directory_297x210.pdf

1

03/12/2014

15:59

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30/01/2015 16:08

FEATURE

300 NOT OUT If Dublin Port is a bellwether for the overall economy, then the outlook is positive with throughput back at peak levels in 2014. Dublin Port Company Chief Executive Eamonn O’Reilly outlines the port’s plans for further growth.

D

ublin Port began to take its modern form just over three centuries ago and, on the April 29th 2015, we will celebrate the 300th anniversary of the decision

by Dublin Corporation to build the Great South Wall. The Great South Wall and the later North Bull Wall are the port’s most important assets and continue to provide the channel which allows the port to operate.

Over all of these years the management and ownership of the port have been vested in a number of bodies and, most recently in 1997, Dublin Port Company was formed to operate and develop Dublin Port.

Dublin Port is today the largest port on the island of Ireland and the level of activity in the port is a reliable bellwether for the health of the national economy. During both the good times and the bad times in recent decades, port volumes have changed at a rate of 1.4 times changes in real GDP.

This close relationship with economic activity continues and since April 2013, volumes of both imports and exports have grown consistently. In 2013, the port grew by three per cent and, in 2014, this growth accelerated strongly to seven per cent. The total volume of goods reached a level of 31 million gross tonnes in 2014. This simultaneously equalled the port’s record throughput in 2007 at the height of the boom and unambiguously highlighted the city’s and the country’s improving fortunes.

Growth at the level seen in 2014 and expected in the coming years requires additional capacity and, during 2014, Dublin Port Company continued to make progress on projects from the port’s Masterplan 2012 to 2040.

In September, the port opened a new 4.2 hectare a3.4m trade car terminal on East Wall Road. This has capacity to store 2,500 imported cars discharged from ships prior to being distributed around the country. This development

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FEATURE

was timely as car imports increased by one-third in 2014 to 81,169.

During the year, work on the third and final phase of the a35m Alexandra Quay Container Terminal was completed. Complementing the port company’s investment, the terminal operator has purchased its seventh rubber tyred gantry from Liebherr in Killarney and, during 2015, will install a a6m ship to shore gantry crane also supplied by Liebherr.

In addition to completing these infrastructural projects, the port published a new Franchise Policy in May 2014 aimed at maximising the efficient use of the port’s existing estate. Following on from this, Ecocem has taken up a new self-handling stevedoring licence and has invested a0.5m in cargo handling equipment.

As part of the Franchise Policy, the port company has also acquired the now redundant Odlum’s site. This is the latest in a series of land acquisition initiatives which has seen over 23

hectares of the port’s 260 hectare estate come back under the control of Dublin Port Company. These lands are being redeveloped to facilitate the port’s growing volumes in such a way as to maximise the use of the port’s existing land area before any further expansion into Dublin Bay might be considered.

The Alexandra Basin Redevelopment (ABR) Project was progressed during 2014. This is the largest single project in the history of the port, will cost in excess of a200m and will take five years to complete. Three kilometres of the port’s total of 7km of berths and quay walls will be variously lengthened and deepened and the port’s channel will be deepened by 2.2 metres over a distance of 10km; five from the East Link Bridge to the Poolbeg Lighthouse and another 5km from there out into Dublin Bay. The port applied for planning permission to An Bord Pleanála on March 6th 2014 and an oral hearing took place in October. The importance of the project has been recognised

at EU level and has attracted funding under the EU’s TEN-T programme to bring it to the construction phase.

The ABR Project is very challenging and has required the port to carry out extensive studies of environmental, archaeological and industrial heritage impacts. It also required close and collaborative work with National Roads Authority and Dublin City Council to ensure that the project will be compatible with the completion of the Eastern Bypass in future years.

Dublin Port Company’s strong commitment to the environment led to the publication of the port’s first Sustainability Report in November 2014. The next report will be published in June 2015 and thereafter it will be an annual publication every March in respect of the previous year.

Aside from the infrastructural and environmental initiatives, Dublin Port Company continued to work with local communities particularly in the Ringsend, Irishtown and East Wall areas to support educational, social and sporting activities. More widely, the port sought to bring life back to the Liffey with the second annual Riverfest over the June Bank Holiday weekend attracting 60,000 people to the port and the river. Beyond this, the port and Dublin City Council have lodged a joint bid to bring the spectacular Tallships event back to Dublin in 2019.

Dublin Port Company enters 2015 with ambitious plans in place to develop the port for the benefit of the city, the county and the country. The port has the financial strength and the commitment to see these plans through to completion. The work to develop the port which started 300 years ago continues.

SUMMARY OF 2014 DUBLIN PORT TRADE STATISTICS 2014

2013

% CHANGE

Throughput (‘000 gross tonnes)

30,849

28,840

7.0%

Imports (‘000 gross tonnes)

18,358

17,271

6.3%

Exports (‘000 gross tonnes)

12,491

11,569

8.0%

Ro-Ro (freight units)

821,876

761,958

7.9%

Lo-Lo (TEUs)

565,698

516,872

9.4%

Ferry Passengers

1,710,275

1,607,987

6.4%

Tourist Vehicles

462,215

428,468

7.9%

Trade Vehicles

81,169

60,905

33.3%

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FEATURE

ALL

More than 32 million trips were made on the Luas last year. The RPA’s Ger Hannon outlines the success of Dublin’s tram system and looks ahead to the opening of the new Luas Cross City line in 2017.

T

hose who turned out to welcome the first Luas trams as the Luas Green and Red Lines were launched may find it hard to believe that more than ten years have since elapsed. During these years Luas has earned recognition as a high quality modern public transport system among both residents and visitors to the capital.

After the highs and lows of the intervening years since 2004 Luas remains a gleaming example of solid return on investment. Few national or metropolitan authorities consider the development of modern trams systems without visiting Dublin and the team who planned and delivered Luas, the Railway Procurement Agency (RPA).

In June 2014 Luas celebrated ten years of successful operations commemorating the first Luas passenger services which started on the Luas Green Line in June 2004 and on the Luas Red Line three months later. From the start Luas exceeded expectations with 22 million passenger trips made in 2005, the first full year of operations, surprising many sceptical observers and commentators.

2014 saw Luas passenger numbers climb to an all-time high of 32.4m, an increase of nearly 50 per cent in ten

Luas image souced by RPA.©

ABOARD years spanning a particularly difficult economic period in the history of the State. As if to confirm economic recovery, 2014 alone saw an additional 1.9m trips being made - an increase of 6 per cent on 2013, exceeding general economic growth measures.

These strong figures reflect the ongoing pattern of people choosing and switching to public transport. This pattern is set to increase as economic recovery strengthens and we see more people at work, more visitors to the capital and more socialising and shopping trips being made.

The success of Luas in the early years allowed reserves to be built up for maintenance and renewal purposes.

These reserves along with prudent management by RPA meant that in the years following the economic crisis, which saw passenger numbers drop in 2008 and 2009, RPA managed the resulting annual operating deficits from its own resources without having to seek government subvention.

In September 2014 a new fiveyear Luas operations contract was signed with Transdev Dublin Light Rail Limited. This contract covers operation of the Luas system and provides for maintenance of Luas infrastructure and trams through a number of novated maintenance contracts. RPA retains

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FEATURE

LUAS BY NUMBERS

46

The number of years trams were absent in Dublin until the Luas was launched

Brian Brennan, Transdev, Gerry Murphy, NTA, Transport Minister Paschal Donohoe and Rory O’Connor, RPA, at the signing of Transdev’s five-year a150m contract to operate Luas

revenue risk and maintains keen interest in successful implementation of the contract and protection and promotion of the Luas brand. Savings achieved from this contract and the significant growth in passenger numbers over the last two years brought Luas back to an operating surplus in 2014.

Huge emphasis is placed on positive customer experiences and on ensuring the ongoing frequency, speed and reliability of Luas services, key ingredients which, combined with an uncompromising approach to safety, amount to a winning formula.

The Luas lines grew from 24km to a total of 37km with the opening of three further extensions; to The Point in 2009, to Brides Glen in 2010 and to Saggart in 2012. Remarkably, up to 40 per cent of the capital cost of each of these extensions was funded from non-tax payer funds with major contributions from property developers.

The efficiency of the system increases as the network develops. A striking fact is that more than 32m passengers were carried in 2014 with only 40 to 50 trams in operation at any one time during a typical day.

Luas Cross City, a 5.6km extension to the Luas Green Line, will deliver an estimated additional 10m passenger

37km The current distance of the Luas lines combined

The first Luas driver Eddie Byrne gets into the spirit of things on the Luas’ 10th birthday

journeys each year when it comes onstream. Construction is well underway and further significant progress is planned for 2015.

Continued economic recovery will inevitably give rise to demand for more Luas lines. Over recent times RPA has seen a growing level of interest expressed by communities, their representatives and key institutions, all interested in future Luas plans and priorities. Among Luas priorities for the future must be a link to Dublin Airport and Swords and a line to Lucan. Early work on viable affordable options has been carried out and 2015 may well see public engagement in relation to priority options.

10m

The estimated number of additional passenger journeys made each year when the Luas Cross City comes on-stream

40-50

The number of trams in operation at any one time during a typical day

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FEATURE

A FOCUSED

APPROACH TO

NONPROFITS Maura Moore, AIB’s Nonprofits Sector Specialist, writes how AIB is engaging proactively with all stakeholders across the ecosystem, adapting in house, increasing sector specialism and investing in frontline capabilities to support the nonprofit sector.

V

oluntary activities and charitable services have always been an integral part of the Irish social and economic fabric. Often influenced by religious, cultural, social and political forces, they play a vitally important role in delivering much needed services to communities and individuals in Ireland and indeed overseas.

Non-Governmental Organisations (NGOs) in Ireland number up to 25,000 (notwithstanding a significant majority are very small) and are active in a range of fields, from health and education, sport, arts and culture, environment, development/housing, religious orders and professional associations.

Given the importance of the sector to the Irish economy, the Government published its intent to invest in the reactivation of the Irish Nonprofits Knowledge Exchange database (INKEx) and the establishment of a single digital

repository of financial, governance and other relevant data and documents.

Nonprofit organisations in Ireland receive their income from a mix of private giving, fundraising, grants, corporate giving, trusts and foundations as well as Government departments.

Education, health and social services remain the dominant recipients of funding. The top ten charities in the country by income (Charity 100 Index, Boardmatch Ireland 2013) are dominated by hospitals and four are voluntary hospitals which are grant aided by the HSE. Nine overseas aid agencies are listed in the 100 Index. In 2011 the income of the top 100 charities was a2.79 billion, a decline of almost nine per cent from 2009. Indeed, the sector as a whole receives more than a4.4 billion annually in Government funding, employs more than 100,000 people and has a total income in excess of a6.5bn. In terms of human capital, it is heavily reliant on the

active engagement of more than 560,000 volunteers or active citizenship.

SOCIAL FUNDRAISING An ongoing legacy from global recession and post-crisis difficult local conditions is that charities, while experiencing an increase in demand for services, they are faced with the challenge of having less income. ‘Doing more with less’ is becoming the new norm. Arguably one of the biggest challenges the sector is facing is that resources are often focused on immediate, short-term requirements and there is often a struggle to persuade Government and nonGovernment funders to support longer term transformative initiatives. However, change is underway as a culture of impact investing is beginning to gain traction.

Mobile technology and social media are changing the way people donate and interact with charities. Donations through websites, social media and apps

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ARGUABLY ONE OF THE BIGGEST CHALLENGES THE SECTOR IS FACING IS THAT RESOURCES ARE OFTEN FOCUSED ON IMMEDIATE, SHORT-TERM REQUIREMENTS AND THERE IS OFTEN A STRUGGLE TO PERSUADE GOVERNMENT AND NON-GOVERNMENT FUNDERS TO SUPPORT LONGER TERM TRANSFORMATIVE INITIATIVES.”

now account for a significant portion of non-government income to nonprofits.

Charities, particularly the larger ones, are using social and mobile platforms to boost their fundraising efforts, winning support from friends, family and individuals from across the world who can now effortlessly connect with other fundraisers, increasing global charity output.

PHILANTHROPY Philanthropic activity is on the increase and not just on the global stage.

Philanthropists, who are often also successful entrepreneurs, are increasingly willing to increase their engagement as strategic partners, rather than simply donors, to tackle social challenges such as education, healthcare and financial inclusion.

In Ireland, The Forum on Philanthropy and Fundraising seeks to develop philanthropy and charitable giving in Ireland from its current estimated level of a500 million to a800m by 2016.

One of the drivers for this increase is the creation of a National Social Innovation Fund with a remit to provide growth capital to Ireland’s best social innovations tackling social problems in this country. This, in turn, will spawn a new breed of social entrepreneurs championing impact investing with dual social and financial goals.

IMPACT INVESTMENTS Impact financing investments often only pay out if measurable social benefits have been achieved and the traditional up-front grants model for service delivery is being replaced by release of funds in return for delivering specific outcomes.

Critical therefore, to social impact and fundraising for delivery of impact offerings, is a sustainable business model operating in an environment of transparency and public oversight which in turn will pave the way for access to equity and debt finance for development and growth together with sustained public confidence. As with all business, the commercial dimension of each business and provider together with a robust business case are essential for social outcomes to be delivered.

032_BIYB 2015_AIB.indd 33

Maura Moore, Head of Nonprofits, AIB

GOVERNANCE AND REGULATION Finance and regulation have a symbiotic relationship and will benefit the sector and the communities. Regulation heralds a new era for the sector, albeit presenting new challenges for smaller charities who are resource stretched in every sense, notwithstanding their desire to adhere to codes of good practice regarding governance and financial management.

The very recent establishment of the Office of The Charities Regulatory Authority coupled with the enacted Charities Act 2009 is widely welcomed by the industry. Of the 25,000 NGOs in Ireland, some 8,500 charities transferred from Revenue’s database to the new Register of Charities published in October 2014.

In our research on the topic of perceived improvements which would most contribute to better governance standards within the sector, over four in five respondents identified: public disclosure of accounts (89 per cent), commencement of the Charities Act/ Establishment of the CRA (83 per cent), board training (83 per cent) and more focus on ethics/integrity (81 per cent).

SERVING COMMUNITIES One segment of nonprofits that is under the spotlight is social housing, with record levels of homelessness and demand nationally for social housing, which is particularly acute in the greater Dublin area. Tackling this has been key for Government with significantly increased

multi annual Exchequer funding provided for in Budget 2015 and a commitment to provide 35,000 additional social housing units at a cost of a3.8bn over six years under the recently announced ‘Social Housing Strategy 2020: Support, Supply and Reform’.

The Government’s capital advance lease model of supporting social housing is predicated on leveraging long-term external finance. A Financial Framework for Approved Housing Bodies (AHBs), Tier 3, under The Voluntary Regulation Code is currently being finalised with consultation from key stakeholders including lending institutions.

AIB welcomes the recently announced social housing strategy and is engaging proactively with all stakeholders across the ecosystem, adapting in house, increasing sector specialism and investing in frontline capabilities. AIB launched a a350m New Homes Fund in 2014 to support development of new homes and this fund is also supporting social housing development.

AIB has a dedicated nonprofits sector team with responsibility for internal peer to peer knowledge sharing and specialism, supporting the nonprofits sector as well as external key stakeholder engagement across the public and private sectors. AIB will support the sector with funding and other appropriate products and services.

To view the AIB report Outlook – Nonprofit Sector visit http://business.aib.ie/help/ nonprofit Email: non.profits@aib.ie

30/01/2015 15:14

BI SURVEY > CONCERN

The value of

CORPORATE SOCIAL RESPONSIBILITY > Concern tells BUSINESS

IRELAND about the impact of corporate donations one year after Typhoon Haiyan in the Philippines.

I

n 2010, a survey by Business in the Community found that 75 per cent of chief executives in Ireland felt corporate social responsibility (CSR) is an essential part of their business. Ninety per cent of employees who have a CSR programme feel proud of their company values. Moreover, companies that manage and measure their CSR outperformed their FTSE peers in seven out of the last eight years.

CSR programmes can save lives through their support of Concern Worldwide, Ireland’s largest overseas charity. Our emergency programmes have been supported by a range of businesses from all over Ireland for many years, from small family-run companies to large multinational corporations. This vital support enables Concern to continue its work in the poorest countries around the world, whilst simultaneously enabling a business to engage and invest in meaningful CSR activity.

Concern Worldwide is one of only 18 NGOs in the world that are fully certified by the Humanitarian Accountability Partnership (HAP).

Established in 2003, HAP is the humanitarian sector’s first international self-regulatory body, and members are committed to meeting the highest standards of accountability, quality management and service delivery.

Concern strives for transparency and accountability in all that we do, and for the fifth successive year we have won the award for charities and not for profit organisations in the Published Accounts Awards. The Awards reward companies who seek excellence in

Grazel Ann Articulo, her husband Jayford and their sons Kian and Gabriel stand by Jayford’s brother’s new boat.

Grazel and her family lost their home and boat during Typhoon Haiyan. One year on, they have a better house, a healthy seven-month-old baby, reduced risk and a livelihood restored thanks to Concern supporters. Photo: Steve De Neef, October 2014

financial reporting in Ireland. Concern has been a finalist in these awards for the past 25 years. Clear, transparent and timely annual accounts are crucial to ensure the ongoing support and trust of our donors.

We have very high brand recognition in Ireland and over 280,000 supporters on our Irish database, so your employees and customers are most likely already familiar with our work, many supporting our work as individuals.

TYPHOON HAIYAN

fishing communities living on small islands and coastlines. Their primary source of income is fishing, with coconut crops an important secondary source of income. The typhoon hit both industries very hard, destroying both fishing boats and coconut trees and devastating livelihoods.

Concern raised over a2.8 million in voluntary income and co-funding for our work in the Philippines in 2013.

A staggering a1.7 million of this was raised from individuals and corporations in Ireland and the UK.

On November 8th 2013, Typhoon Haiyan struck the Philippines, one of the strongest tropical cyclones on record.

With sustained winds of at least 180mph, the typhoon destroyed everything in its path and claimed more than 7,000 lives.

When the typhoon struck, Concern was able to mobilise its emergency response team from Dublin, sending highly trained and experienced personnel to conduct assessments and implement an emergency response.

We identified some of the poorest and worst-affected communities as those

Over the last 12 months, Concern has: • Provided emergency shelter and non-food item (NFI) kits to 55,000 individuals. NFI kits contain items like plastic sheeting, solar lights, jerry cans, cooking utensils and soap.

• Supported the re-establishment of fisheries related livelihoods for over 2,000 households.

• Repaired and replaced water systems to provide clean drinking water to over 8,000 people.

• Helped 2,404 households to rebuild

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BI SURVEY > CONCERN

their livelihoods by providing 946 new fishing boats, 419 boat repair kits, 1,365 fishing gear sets.

• Assisted 369 coconut farmers to control a pest infestation that was destroying crops.

• Implemented a coral reef regeneration programme to help increase fish stocks.

• Rebuilt schools to ensure children have safe, permanent buildings in which to learn and which double up as evacuation centres.

All of Concern’s rehabilitation work in the Philippines has been implemented with the future in mind. As well as replacing fishing boats, Concern has worked together with local authorities to implement a community-wide project on sustainable fisheries, with a focus on securing fish stocks for future generations. In the last six months, we have observed rapid coral growth which will continue. Concern has put sustainable fisheries on the top of the local government’s agenda.

One of the most important aspects to our work in the Philippines is ensuring that people and communities will be better prepared for future typhoons, known as Disaster Risk Reduction (DRR). The Philippines is hit by upwards of 20 typhoons each year, each of varying severity, so it is vital that people are given sufficient warning of an incoming storm and know how to keep themselves safe.

Early warning systems are key to DRR. Weather patterns are constantly monitored to predict where a typhoon will hit and how bad the effects are likely to be. On 6th December 2014 the Philippines was hit by Typhoon Hagupit. Despite the ferocity of the storm, casualties were minimal – some 21 people died compared to more than 7,000 during Typhoon Haiyan.

With the help of our donors, we have achieved so much in the Philippines since Typhoon Haiyan in 2013. Since the emergency response ended, we have worked closely with the local government and communities to help ensure they become more resilient.

The success of this strategy was demonstrated during Typhoon Hagupit

THANKS FOR YOUR SUPPORT

Elvejen Maraba is a grade 3 student from Baliguian Island, Concepcion, Philippines. Here Elvejen tries out the newly installed taps connected to the rainwater tanks sponsored by Concern Worldwide. Typhoon Haiyan destroyed most of the fresh water facilities on Baliguian. Photo: Steve De Neef, October 2014

with large-scale evacuations, use of early warning systems and a notable lack of a widespread emergency.

Evacuation centres were made available and upwards of 1.2 million people were evacuated from vulnerable coastal areas.

GET INVOLVED We are always keen to discuss opportunities for companies of all sizes to support Concern’s lifesaving emergency response work. For companies, an emergency response partnership can take the form of in-store appeals, staff fundraising, matched gift fundraising for staff, sponsoring an element of our emergency response work or a once-off corporate donation.

Corporate emergency support helps our life-saving efforts while ensuring a business’s CSR programme is delivered by maximising employee and consumer engagement.

We give regular updates on how your donation is being spent to ensure you understand the impact your support is having on our emergency work.

CONTACT US:

To get involved with Concern or discuss potential partnership opportunities, please contact:

Ruth Rowan Email: ruth.rowan@ concern.net LinkedIn: ie.linkedin. com/in/rowanruth Tel: 087 9188245

Concern would like to express a sincere thank you to all of the corporate partners who have supported our life saving emergency responses to date. Below is a sample of those companies.

• Microsoft Ireland donated over a36,000 for our response to the Haiti earthquake, and recently did a staff appeal for the Philippines and the Ebola crisis.

• Accenture employees generously donated funds of a11,000 from their 2013 ‘Last Hour Appeal’ to the Philippines.

• Bank of Ireland, Ulster Bank and AIB have all done appeals in their banks to generate funds from customers and staff for large-scale emergencies.

• The Communications Workers Union generously gave us a50,000 for Somalia food vouchers and a5,000 for our Ebola response.

• IMPACT Trade Union’s Developing World Fund generously donated a100,000 towards our Syria response.

• Barry Herriott Search & Selection donated a22,000 to Haiti, a4,000 to the Horn of Africa drought and a5,000 to Somalia.

Mary Filan Email: mary.filan@ concern.net LinkedIn: ie.linkedin. com/in/maryfilan Tel: 01 479 1301

Tel: 01 417 7700 • Web: www.concern.net

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30/01/2015 15:16

BI SURVEY > 360 TURBINES

POWERING

THE WORLD > Operating from Mitchelstown, Co Cork, Irish company 360 Turbines is steadily extending its reach and influence across the globe. Managing Director Denis McGrath speaks to Business Ireland about his own background, growth and expansion at the company, and what 360 Turbines is all about.

Q: Can you tell us about your educational and business background?

A: I spent 23 years working with SpS International in Shannon, a role which prepared me in many ways for life as a company director.

I started there as a machine operator in March 1984 and in the following 23 years became a set-up man, supervisor, lean coordinator, business unit manager and operations manager. With the support of SpS management I studied Continuous Improvement and Lean Principles in the US, supervisory management in the National College of Ireland, Mechanical Engineering in LIT and Lean Six Sigma black belt with the PCC Employee Development Program.

I was lucky to work under and alongside some great people and mentors such as Jack Tangney, an old school foreman whose words of wisdom and coaching are as relevant now as they were back in 1984. Joining PAS Technologies in 2007 was my introduction to the power generation world.

The positions held with that company – GM, MD and VP of Global Industrial Gas Turbines further prepared me for the day in 2011 I would incorporate my own company IGTSP Limited trading as 360 Turbines.

Denis McGrath at the opening of a new trading office in Sharjah, UAE

Q: What is it that you offer as a company?

A: 360 Turbines is primarily concerned with the provision of power generation solutions for its client base. We source pre-owned and new power plants and match them to our client’s requirements.

Whether our clients are looking for a 25KW generator or a 1000MW power station, 360 Turbines provides tailormade solutions to support their request. From a ‘simple’ outright sale to a full turnkey project, we can materialise their requirements.

We can supply power

generation packages covering the following fuel sources: diesel, natural gas, HFO and bio-mass. 360 Turbines is your ultimate partner in power generation. Design, financing, procurement, rental, leasing, logistics, installation, commissioning, service, maintenance, upgrades, selling your equipment, de-commissioning and reinstallation are all services we can provide.

My vision for the company is the same now as it was when I started the company; it is the vision of 360 Turbines being the preferred provider

EVEN THOUGH WE NOW HAVE A STRONG INTERNATIONAL DIMENSION TO OUR COMPANY, WE WILL CONTINUE TO BE AN IRISH COMPANY AND MITCHELSTOWN WILL CONTINUE TO BE 360 TURBINES’ HEAD OFFICE.”

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BI SURVEY > 360 TURBINES

of high quality services to the oil, gas and power generation industry. Our commitment to our customer is to deliver our services with enthusiasm, honesty and integrity while being mindful of legal, ethical and environmental considerations.

Q: What kind of growth has the organisation experienced over the last number of years? Do you think 2015 will be a positive year for the company, and why?

A: We have focused very heavily in growing our presence in the international market and most recently our latest sub office has been incorporated in Nigeria. With offices and representatives already in China, India, Venezuela, Canada, Jordan, UAE, Iraq, Yemen, Libya and the US we are growing our global footprint and will continue that mindset in 2015.

I firmly believe that sustainable business is built on good relationships which can only be developed in face-to-face meetings. Teleconference calls, email, text, skype and social media are all very valuable business communication tools but there is still no substitute for a face-to-face meeting and a business dinner where the client can become comfortable with the person and company with which they are going to enter into a very significant contract.

Q: Explain the lean strategy employed at 360 Turbines, and why this is an important facet?

A: Coming from a manufacturing background and understanding the cost and cash flow pressures on Irish businesses, I firmly believe that only businesses

who employ lean strategies will survive in the postCeltic Tiger era. Remaining competitive on the global stage means increasing output while maintaining or reducing current cost. I am in a unique position in this respect, I am a lean six sigma black belt and having studied lean manufacturing and employed lean strategies in facilities I’ve managed. I have walked the walk and bring that experience to my own company and others.

Q: In your opinion, what factor separates 360 Turbines from any of its competitors?

A: In the industrial gas turbine power generation world, it is difficult to find a company that can supply new and used turbines and power plants.

360 Turbines will not only do that, but together with our associate companies, we supply, install, commission and offer them with warranty and a long term service agreement.

We can generally offer power solutions in a greatly reduced lead time due to our very flat managerial structure.

At different levels we have representation agreements with some very large companies such as Mitsubishi Power Systems Europe, and supply service components to many large companies across the world.

Q: Your head office is in Mitchelstown, will this continue to be the case for the foreseeable future? Do you intend 360 Turbines to remain an Irish company with an international focus, and is this an important factor for you, personally?

A: Mitchelstown is a good base for 360 Turbines. We spend a lot of time in the

MY VISION FOR THE COMPANY IS THE SAME NOW AS IT WAS WHEN I STARTED THE COMPANY; IT IS THE VISION OF 360 TURBINES BEING THE PREFERRED PROVIDER OF HIGH QUALITY SERVICES TO THE OIL, GAS AND POWER GENERATION INDUSTRY.” air travelling to business meetings and negotiating new contracts. Dublin Airport is 2.5 hours, Cork is 45 minutes and Shannon is 1.5 hours away. Office and warehouse space is relatively cheap and in less than five minutes you are on the M8 from the centre of town. We frequently travel to a lot of different countries where power generation requirements are growing; Nigeria, Libya, India, Pakistan, Iraq, Egypt, the Middle East, Asia and South America.

Being an Irish company and holding an Irish passport certainly makes it easier to travel through these countries unhindered.

Even though we now have a strong international dimension to our company, we will continue to be an Irish company and Mitchelstown will continue to be 360 Turbines’ head office. There is a great sense of pride when you travel to one of these countries and upon entering the parking lot of the company you are visiting, the first thing you notice is the Irish tricolour flying proudly and, inside, your company name on the welcome board. I think Irish

people are recognised as being open, friendly and hard working and for those reasons keeping my company Irish with a strong international focus is very important.

Q: What is your vision for 360 Turbines, not just for 2015, but long term?

A: Our plans for 2015 are to continue on the path we have set for the company, and to continue to develop relationships with existing and new clients. In the past we have focused on supplying turbines and power plants to our client base. Going forward we will continue to do this but also offer full turnkey solutions.

We will focus heavily on the North African and Middle East markets where we now have a strong presence. The move from gas fired to coal fired power generation in India and China has opened many power plant acquisitions opportunities for 360 Turbines where we are currently actively involved on a number of fronts.

Q: If you had one message for any potential customers, what would that be?

A: 360 Turbines is a young and energetic company that prides itself on being responsive to our customers’ requirements. As a relatively small company we can move quickly when offering power solutions. With so many turbines and power plants at our disposal we can provide new or used core engines, generators, complete power plants and full EPC solutions in a fraction of the time offered by larger companies. We are very optimistic about the future and can assure our customers that they will receive a personal and professional service when dealing with 360 Turbines staff.

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30/01/2015 15:20

BI SURVEY > LONDON CITY AIRPORT

A GATEWAY

FOR BUSINESS > Irish travellers have more choice than ever before when flying to London, thanks to the enhanced services now available to and from London City Airport, says its Chief Commercial Officer, Matthew Hall.

L

ondon City Airport (LCY), the only airport actually in London, is served by three airlines offering flights to Dublin – CityJet, British Airways and Flybe – and with up to 18 flights per day, the schedule offers more flexibility than any other London airport.

The Dublin to London air corridor is the second busiest in the world with over 3.6 million passenger journeys made in 2013, according to the International Air Transport Association (IATA).

LCY is the only airport in London itself. By choosing London City Airport, you are choosing to fly into the heart of the UK capital, from where you can reach your appointment, meeting, hotel, or leisure venue with ease.

With LCY, you are also choosing the most punctual airport in the UK. It has had the most on-time flights (measured quarterly) and the shortest average delay since April 2012.

2014 was a record year for London City Airport, with 3.65 million passengers travelling through – an increase of eight per cent compared to 2013. It also celebrated its 27th year in business and is pressing ahead with plans for expansion, which will see the number of people using the airport almost double in the next ten years.

Matthew Hall, Chief Commercial Officer at London City Airport said: “LCY is predominantly a business airport, with around 60 per cent of our passengers travelling on business.

Dublin is of course an extremely popular route for business and leisure and that is reflected in the significant capacity increase on the route into LCY and the confidence CityJet, British Airways and Flybe have shown.

PEOPLE CHOOSE TO FLY INTO LONDON CITY FOR ITS UNRIVALLED LOCATION IN LONDON TRAVEL ZONE 3, LESS THAN 15 MINUTES FROM CANARY WHARF AND LESS THAN 30 MINUTES FROM THE CITY AND WEST END BY PUBLIC TRANSPORT.” “People choose to fly into London City for its unrivalled location in London Travel Zone 3, less than 15 minutes from Canary Wharf and less than 30 minutes from the City and West End by public transport. They choose it for the time-saving it offers – with quick check-in and security processes meaning you can go from door to departure lounge in under 20 minutes and, on arrival, from tarmac to train

in 15 minutes. And they choose it for the customer experience it offers, with a business-class feel, small footprint, no budget airline crowds to compete with and one of the world’s best views from the air.

“Research carried out at the airport shows that the average business passenger values an hour of their time at around 218. Therefore, saving time getting to and from the airport saves money too.

“Dublin is one of our most important routes and we look forward to an exciting 2015, welcoming record numbers of passengers travelling from and to Ireland.”

London City Airport was named the best airport of its size in the 2014 World Airport Awards and has won the same category in the Airports Council International Europe Best Airport Awards for the last three years running. www.londoncityairport.com

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30/01/2015 15:19

BI SURVEY > UCD SMURFIT SCHOOL

MOVE

AHEAD > The UCD Michael Smurfit Graduate Business School’s effective executive

development programmes can help managers improve their knowledge, expand their horizons and get ahead.

E

xecutive development programmes are an important career-building tool for managers who strive constantly to master greater challenges.

This is especially true in today’s complex global business environment: top leaders need to be on their mark at all times – so it’s critical for them to keep their skills up-to-date and perfectly tuned.

UCD Smurfit School, one of the world’s top business schools, is continually innovating to develop programmes through the school’s Executive Development Centre, that best meet the needs of executives in the real world.

Why is it important to take executive development programmes?

Even the sharpest leaders need new skills and updated knowledge as they move forward in their careers. Without fresh outside injections, their horizons and skills progression may be limited – especially if they stay within one company or field.

Smurfit Executive Development programmes offer fresh perspectives and focused skills development for each stage of your career progression.

Smurfit’s Diploma in Advanced Management Performance, for example, prepares experienced functional managers for general management positions. As such, it builds the core competencies and leadership skills that general managers need in order to be effective. The programme goes beyond this, however, inspiring participants to create the future they want and broadening their understanding of key global trends and markets.

Whatever your career stage, you can benefit from:

• Complementing your knowledge with insights from other industries • Becoming aware of the trends that will shape the future • Expanding operational abilities and competencies • Honing leadership skills • Networking with peers to share knowledge and Helen Brophy, Director, Smurfit Executive Development at UCD Michael Smurfit Graduate Business School opportunities • Developing concrete action plans to make a

by UCD at Level 9 on the National positive impact on your career, Framework of Qualifications,” says Helen organisation, and the world Brophy, Director, Smurfit Executive Development at UCD Michael Smurfit Graduate Business School.

In response to the changing “We have witnessed a surge in open environment and demands upon today’s enrolment numbers in the past three business leaders, Smurfit Executive years and we expect to see more Development added new programmes than 1,300 participants attend our to its open enrolment portfolio last programmes and events during 2015.” year including a new MSc Business Customised programmes, designed (Leadership & Management Practice) specifically for individual companies, have pathway, and it is planning the launch shown the strongest growth over the past of two new diplomas on the pathway by three years, she notes. “Companies want early 2015. executives that can apply their learning “The MSc in Business (Leadership & Management Practice) is based around a and business schools are shaping up to framework of select diploma programmes. the challenge ahead.”

By completing any three of these select diplomas within a five-year timeframe, you To find out more about the UCD will earn 90 credits (the national standard Michael Smurfit Graduate Business for a Masters Qualification) and will be School and for more information on conferred with the qualification of MSc the MSc in Business (Leadership & Business (Leadership & Management Management Practice) pathway, visit Practice) accredited and awarded www.smurfitschool.ie

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30/01/2015 15:21

BI SURVEY > DUBLIN PORT

PORT

OF CALL > With its diverse range of attractions and excellent transport links, Dublin is

well-equipped to cater to the growing number of cruise passengers that visit its port every year

D

ublin Port, located in the heart of Ireland’s capital city, provides the gateway to Europe and has a diverse range of attractions on offer which have appealed to cruise guests and cruise line itinerary planners over the past 20 years.

From tours of the Guinness Storehouse and Trinity College’s The Old Library and the Book of Kells Exhibition to shopping in the elegant surroundings of Grafton Street and walks through the beautiful glacial valley of Glendalough – visitors have no shortage of places to see and things to do. Alongside excursions to the scenic coastal villages around Dublin Bay to the trail of fabulous food in Dublin city, cruise lines have a vast range of attractions to build diverse itineraries around.

With excellent public and private transport links, Dublin Port Company can presently cater for up to four cruise vessels measuring a maximum of 300m in length at any one time. The company

Nautica Cruise Liner at Dublin Port

provides security, pilotage and towage, as well as customs facilities, anchoring and bunkering services. Dublin Port also puts on a band of traditional Irish musicians to welcome passengers as they disembark from the large cruise vessels that pull into Ocean Pier.

Smaller vessels are berthed at East Link Bridge in the heart of the city so that guests may get as close to the centre as possible.

Over one million airline seats from North America to Dublin were available in 2014. This airlift capacity, coupled with an extensive range of hotel rooms in the city, makes it easy for people to travel from places like North America

DUBLIN PORT RECOGNISES THE CONSTANT NEED TO CHANGE, DEVELOP AND INNOVATE IN ORDER TO REMAIN RELEVANT IN THE CRUISE INDUSTRY.”

direct to Dublin. It takes just 15 minutes to get from the national airport to Dublin Port via the dedicated Port Tunnel. This makes the port an attractive option for cruise turnarounds.

Dublin Port recognises the constant need to change, develop and innovate in order to remain relevant in the cruise industry and continue to enhance its existing relationships with cruise companies. In the near future it will launch ‘Cruise Dublin – Ireland’s Cruise Capital’ – a collaboration with Dublin City Council, tourism agencies and the private sector. Its aim is to attract more cruise vessels to Dublin by offering a diverse and exciting range of activities to guests.

“Cruise Dublin will be the launch pad for repositioning Dublin on the cruise itinerary planning agenda as a destination that offers traditional appeal for guests along with a diverse range of activities centred on the city, Dublin Bay and the nearby mountains,” says Pat Ward, Head of Corporate Services.

Coupled with this initiative is the company’s structural plan to deal with the new, larger generation of cruise vessels coming on stream. Ward advises that planning permission has been lodged and the Oral Hearing with Bord Pleanála completed for the Alexandra Basin Redevelopment project. This will provide cruise facilities for three cruise ships measuring up to 350m in length to berth in full view of the city, making Dublin Port a world-class destination bursting with attractions and hospitality.

“Dublin Port Company recognises the importance and value of working in partnership with cruise companies to ensure that both parties’ commercial expectations are met,” concludes Ward.

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30/01/2015 15:22

BI SURVEY > DBS

SPRINGBOARD

TO SUCCESS

> CEO of Dublin Business School, Gerry Muldowney outlines the wide range of opportunities that students can avail of at DBS. Q: What distinguishes DBS from other colleges?

A: DBS is the Irish division of Kaplan, which delivers education and training programmes in over 100 countries. We are 40 years old in 2015, which is an exciting milestone in our illustrious history.

Over these last 40 years DBS has established an excellent reputation in Ireland.

It is the largest independent higher education institution in Ireland, with a student population of approximately 9,000. Its success is attributable to its focus on students, the quality of its teaching and staff, the recognition and reputation which it has achieved, responsiveness to market needs, and the range of programmes it offers.

Q: Why should undergraduates choose to study at DBS? A: DBS is attractive to undergraduate students for a variety of reasons which could be summarised in one general statement: ‘the quality of the student experience’.

For our full-time learners, a third level education is not just about their time spent in the classroom, laboratory or library. It is much more holistic, with students engaging in a wide range of extra-curricular activities, and engaging with

a multi-cultured, ethnic and international student body.

The three years of study with DBS provides our students not only with academic knowledge, we also equip our students with personal development and life skills which prepare them for their future careers.

This coupled with the added value of the ‘personal touch’ approach by the college makes us attractive to learners.

Q: What postgraduate and professional programmes are DBS offering?

A: DBS offers a range of postgraduate and professional programmes in the areas of arts and business. When the college started in 1975, the main focus was the delivery of professional accountancy programmes. Since then, DBS students have achieved thousands of prizes on a national and worldwide basis in the professional accountancy examinations.

In 2014, 37 of our students were awarded places and prizes in the examinations, including 13 first places in Ireland.

As DBS has grown and developed, it has designed and launched approximately 20 Masters Programmes in a variety of disciples, leading to MBA, MSc and MA awards.

CEO of Dublin Business School, Gerry Muldowney

Q: What Government initiatives are DBS involved in and what are the benefits?

A: Since 2011, DBS has been involved in a number of Government initiatives, such as Springboard, ICT Skills Programme and Momentum.

These are aimed at reskilling and retraining individuals for the emerging future growth areas of the economy. To date, DBS has retrained and upskilled over 3,000 learners in the areas of ICT, digital marketing, international financial services and project management. One of the most significant initiatives in this area has been our graduate conversion course in computing. Graduates of the programme have achieved an 80 per cent fulltime employment outcome.

Q: How was 2014 for DBS? A: There have been many highlights for the college in 2014. On the international front the launch of our programme in Malaysia in conjunction with the Malaysian Government was a highlight. The programme was formally approved and validated by both the Irish and Malaysian regulatory bodies in May 2014, and from a standing start we recruited 170 students who commenced their studies in September 2014.

2014 also saw 40 of our Quality and Qualifications Ireland (QQI) programmes be successfully revalidated through a programmatic review process for a further five years, and the launch of new programmes in computing (BSc in Computing) and psychology, with the validation of our MSc in Applied Psychology.

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Employers can save up to

10.75% PRSI with Taxsaver.ie Find out how big your PRSI saving could be at taxsaver.ie

Terms & conditions apply.

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29/10/2014 16:09 11:20 30/01/2015

BI SURVEY > DUBLIN BUS

TAXSAVER SUCCESS

> The Dublin Bus Taxsaver scheme has been hugely successful over the last 15 years.

O

ver 6,500 companies across a wide variety of sectors participate in the The Dublin Bus Taxsaver scheme to avail of the tax savings on Bus Éireann, Dublin Bus and Iarnród Éireann services.

Companies can save up to 10.75 per cent in PRSI while employees can save between 31 per cent – 52 per cent in tax, PRSI and USC with the initiative.

The Taxsaver Commuter Ticket scheme was introduced by the Government to cut the cost of travel for regular commuters and incentivise the use of public transport.

The initiative has gone from strength to strength since its inception with more and more employees reaping the benefits on a daily basis.

The scheme provides a facility for employees and employers to make savings on their tax bill. All employees and company directors are eligible to participate in the scheme as long as the tickets are provided by their employer.

This year marked the 15th year of the scheme and the Minister for Transport, Tourism and Sport Paschal Donohoe was on hand to help celebrate the milestone with An Post employee, Dave Kavanagh, who has been part of the scheme since its inception.

Speaking about the scheme, Kavanagh said: “I’ve been a member of the scheme since 1999 and I find it a great service.

It’s the cheapest, fastest, and most environmentally friendly way for me to get to work every day and also having a Taxsaver ticket means that I can use services at the weekend also.”

Minister Donohoe said: “Any initiative that makes it easier and cheaper for people to use public transport is one that should be wholeheartedly supported. The Taxsaver scheme has been intrinsic to the promotion of sustainable public transport for 15 years now. And the savings made by Mr. Kavanagh, and people like him who avail

Minister Paschal Donohoe & An Post Employee Dave Kavanagh celebrate 15 years of the Dublin Bus Taxsaver scheme.

of the scheme, demonstrate the tangible impact initiatives such as this have on people; it puts more money back in their pocket. With savings also being made by employers who make the scheme available, it’s a win-win for everyone. Ensuring we have a sustainable public transport system in place that is affordable and reliable is key to our economic development and future job creation, which is the number one priority of this Government.”

The benefits of the scheme include a substantial saving of up to 52 per cent of travel costs through tax and PRSI savings with employers saving up to 10.75 per cent on PRSI. Not only can employees avail of tax benefits but it is also convenient as they do not have to queue for a ticket or rummage around for small change.

As always, Dublin Bus continues to promote the scheme to the public and this year was no different as the company introduced their Cross Company Taxsaver Campaign.

The campaign was launched in September and the initial idea behind the campaign was to drive traffic to the Taxsaver website while also promoting awareness of the Taxsaver Commuter Scheme.

A partnership with Metro Herald presented Dublin Bus with the opportunity to reach Dublin commuters with the aim of publicising the scheme. The partnership had the advantage of reaching many who commute into the city from surrounding areas such as Greystones, Newbridge, Maynooth and Balbriggan.

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30/01/2015 15:23

BI SURVEY > KPMG

Latter-day DUBLIN

> Shaun Murphy, Managing Partner of KPMG in Ireland, discusses Dublin’s liveability, connectivity, infrastructure and innovation, and implementing policy to drive entrepreneurship and competitiveness.

C

ities have become the driver of national economies the world over and Dublin is no exception.

Our ability to continually develop Dublin as an attractive capital in which to live and work has a national impact far beyond the city boundaries.

The context is that worldwide, urban areas continue to power national economic growth. According to the influential Brookings Institute most cities, including Dublin, registered faster GDP per capita or employment growth in 2014 than their home countries. A third of the world’s 300 largest metropolitan economies were “pockets of growth,” outperforming their national economies in both indicators, revealing that specific characteristics of city economies often differentiate their economic performance from that of their countries.

Sustained growth means that a majority of the world’s cities (60 per cent) have recovered to pre-recession levels of employment and GDP per capita.

Other projects such as The Global Cities Initiative highlight what many business leaders already know – modernising, entrepreneurial and youthful cities have a future. A new competitive awareness is driving initiatives amongst civic and business leaderships, including Chambers of Commerce, to attract mobile investment, events and students. The initiative highlights positives such as infrastructure, skills, education, culture, sustainability and quality of life as core strengths that European cities combine more successfully than those on other continents. Europe’s most successful

Shaun Murphy, Managing Partner of KPMG in Ireland

cities including Dublin also exhibit many of the traits of global success; a culture of internationalism, excellent cross-border connectivity, a compelling identity and reputation and innovation.

So how does Dublin measure up in comparison with our global and European peers? By any standards Dublin is an important city. Whilst not

SO HOW DOES DUBLIN MEASURE UP IN COMPARISON WITH OUR GLOBAL AND EUROPEAN PEERS?

BY ANY STANDARDS DUBLIN IS AN IMPORTANT CITY.

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BI SURVEY > KPMG

on the scale of say London or New York, the consistent placing of Dublin in the rankings in the top 50 global cities as noted by the GAWC (Globalization and World Cities Research Network) is a strong indicator of Dublin’s success and connectedness with the rest of the world.

Dublin is also highlighted on a Fortune magazine list of the global cities that are hotbeds for start-ups and innovation. As well as Dublin, the six other cities on the list are Zurich, Stockholm, Copenhagen, Oulu in Finland, Eindhoven and Singapore.

Major global events such as the KPMG supported Web Summit help underpin Dublin’s reputation.

Meanwhile Singapore was recently named fDi’s Global City of the Future 2014/15 with Dublin in a very creditable fourth place. fDi (foreign direct intelligence, a unit of The Financial Times, which tracks FDI - foreign direct investment activity) recently ranked Dublin first for Large City Business Friendliness; second after Copenhagen for human capital and lifestyle; and second after Dubai for economic potential.

However, Dublin faces competitive challenges in securing its future. The Economist Intelligence Unit (EIU) produces a global list of the most liveable cities in the world. Dublin remains within the top 50 world cities, marginally ahead of Rome and Manchester. Taking 100 as the ideal overall rating, Dublin gains a score of 89.5 – just below the average for Western Europe at 91.7. A good performance in education, culture and environment is countered by poorer ratings for healthcare and infrastructure.

The EIU liveability index is a valuable scorecard against which to gauge Dublin’s status as being attractive to its citizens and an appealing destination for visitors and investors.

Major infrastructural projects such as the M50, Terminal 2, the LUAS and better sporting and cultural facilities have all helped Dublin improve.

However it can be argued that these gains only brought Dublin to the European average. No successful city can afford to stand still. In this

regard the near ten years since the economic crash will be marked by little additional progress due to the spending straitjacket imposed by circumstances.

Meanwhile some competitor cities power ahead.

The good news is that LUAS cross city project will start to connect a still fragmented public transport infrastructure. However, despite growth and an expanding route network, Dublin Airport is one of the busiest airports in Europe without a rapid rail connection, train journeys between Dublin and Belfast take roughly the same time as 30 years ago and our water infrastructure remains highly antiquated.

So there is much work to be done.

At a human level, entrepreneurship appears often undervalued by Government. A successful Dublin needs domestic entrepreneurs as much as it needs inward investment. The private sector does much to help enthuse,

skill and mentor start-ups. Our own experience for example of “Going for Growth”, a KPMG supported initiative to encourage female entrepreneurship, highlights the fact that entrepreneurship is a vital part of our economy. Yet the tax treatment of self-employed entrepreneurs remains discriminatory and anti-enterprise. Despite indicators that Government recognises this counterproductive anomaly, the Dublin business community will remain sceptical about policy until a level playing field is introduced.

Of course, an improved recognition in tax terms by Government of the value of domestic entrepreneurship benefits the entire state and not just Dublin. In fact, it is arguable that regional Ireland needs this discrimination removed just as much, if not more so than our capital.

Despite the relentless growth in the importance of cities, the majority of our people do not live in Dublin. Balanced national growth means that all parts of Ireland should be encouraged to develop where they have competitive advantage. Entrepreneurship in tourism and agribusiness in particular are labour intensive activities with a high value added component.

Whilst Dublin benefits from inbound city-break visitors, the success of the Wild Atlantic Way driving route and the Western Greenway cycling path are a template for how to encourage regional tourism. If replicated with care, they can bring similar success to parts of Ireland that are unlikely to attract significant multinational investment. Similarly in the food sector, we have a growing reputation for high-quality branded food and the valuable local employment this can bring. In this context, it is also vital that we continue to improve infrastructure between our towns and cities as well as with Dublin.

Dublin has many advantages. A superb location, the cluster effect of many highly successful sectors, an attractive history and culture, a skilled and educated workforce and improving global connectivity. The business community is committed to helping drive Dublin’s success and acknowledges the leadership and contribution of Dublin Chamber in this shared objective.

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30/01/2015 15:24

BI SURVEY > RDS

TOP CLASS AMENITIES

IN A HISTORIC SETTING > CEO, Michael Duffy, talks business at the RDS. Q: How was 2014 for the RDS? A: 2014 was a very positive year for the RDS. The commercial operation saw an increase in the number of major events that took place at the venue. There was also a broadening in the type of events that were held at the RDS last year, varying from corporate meetings, high profile sports events, exhibitions and exams. The RDS is a unique, flexible venue and it can accommodate a wide variety of events.

The Discover Ireland Dublin Horse Show proved a huge success again this year and attracted a lot of publicity in the national and international media.

Corporate hospitality at the show was a sell out as were trade stand spaces.

Attendance at the show was excellent – testament to the ongoing investment and improvement in the show, which has an outstanding equestrian programme along with a full schedule of events ensuring that there is something for everyone to enjoy.

The RDS is a not-forprofit organisation, with our philanthropic work substantially funded by our commercial activities.

Founded in 1731 the RDS is one of the world’s oldest philanthropic organisations, working to improve Ireland’s

WE ARE VERY OPTIMISTIC FOR ANOTHER SUCCESSFUL YEAR AHEAD AND THE RDS ALREADY HAS A VERY BUSY EVENT CALENDAR FOR 2015.”

cultural and economic situation. We support emerging Irish talent in the areas of arts, agriculture, equestrianism, industry and science.

Q: How is the RDS staying competitive?

A: The RDS actively invests in its long term future through the ongoing capital expenditure investment programme. We are committed to ensuring that the RDS can provide top class modern amenities in these historic grounds and that it continues to remain the premier event centre.

Through prudent investment the RDS has expanded and improved its exhibition halls and function rooms and has installed high density wi-fi ensuring that a best in class IT service can be delivered on site.

A new team was appointed to promote the philanthropic side of the RDS and the great work of the Foundation Programme, which continues to fulfil its commitment to participate in the economic and cultural development of Ireland.

Q: The RDS has undergone some development in the last year. How did this progress?

A: 2014 saw the launch of the redevelopment of the RDS Main Arena, home to

ahead and the RDS already has a very busy event calendar for 2015.

Michael Duffy, CEO, RDS

both Leinster Rugby and the Dublin Horse Show.

The RDS in partnership with Leinster Rugby ran an architectural competition under the auspices of the Royal Institute of Architects of Ireland (RIAI) to design a multipurpose world class arena that will increase the stadium capacity from 18,500 to 25,000.

The redevelopment of the Main Arena will also greatly enhance facilities for sporting events and concerts alike, while still retaining the special atmosphere and experience of the RDS. Q: What is your outlook for the year ahead?

A: We are very optimistic for another successful year

The unique benefit of being a very flexible venue, allows the RDS to cater for large and small events on its 42 acre site. With multipurpose conference and reception halls, breakout rooms, an outdoor stadium, concert venues and meeting rooms, on-site catering and 2,000 car spaces, the RDS has the ability to tailor to individual client requirements. This is enhanced by the outstanding skills and customer service provided by experienced staff.

This year the RDS will see the return of some high profile events including the BT Young Scientist & Technology Exhibition, Showcase Ireland, the Pregnancy and Baby Fair, the Web Summit, the National Crafts and Design Fair and the Dublin Coffee and Tea Festival. The annual Discover Ireland Dublin Horse Show will take place on August 5-9, 2015.

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LOOKING FOR A UNIQUELY FLEXIBLE VENUE?

PLEASE CONTACT THE RDS SALES TEAM TODAY

T: +353 1 668 0866 E: sales@rds.ie W: www.rds.ie

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30/01/2015 16:10

BUSINESSMAN OF THE YEAR > RONAN FOLEY OF IPB INSURANCE

A New Way of

DOING BUSINESS > Ronan Foley, Chief Executive of IPB Insurance, is a firm believer in integrating a unique social engagement model as a core strategy for business. He tells BUSINESS IRELAND that a successful company is one that delivers both commercially and socially.

S

ince joining IPB Insurance as chief executive over three years ago, Ronan Foley has introduced a range of strategic and operational changes, including a social dividend model designed to give back to society on behalf of IPB’s local authority members. This formal approach of committing to corporate citizenship is a corporate first for a company, not just in an Irish context but indeed globally. The issuing of social dividends (11 million since 2012) supports IPB’s programme of Corporate Social Engagement (CSE), making the company one of the leading corporate donors in Ireland today. We caught up with him to find out more about the benefits of adopting a CSE approach.

Q: Where did the idea for issuing a Social Dividend come from?

A: If a company is doing well, and it can afford to give a commercial dividend, then why wouldn’t it issue a Social Dividend? I thought we could bring it a step further and do two things: Firstly, to commit the business, if successful, to a commercial and a Social Dividend and, secondly, to measure its impact in our combined annual stakeholder report. I believe that what we’re doing

here is making a significant positive social impact and at the same time creating a more successful sustainable business model.

Q: How has adopting CSE as a core strategy changed IPB’s business?

A: Since we launched this Social Dividend model and CSE framework as a core strategy we’ve enjoyed the best results on record over the past three years. Part of that is because customers are looking for different things now; they don’t just want to buy from us, they want to buy into us.

The CSE element sort of redefines the company. We’re a strong Irish business and we underwrite insurance, but it doesn’t mean we’re defined as an insurance company.

Employees have got to see beyond that, and they do. They have to see that our success impacts positively in the wider society.

Q: So, being good is good for business?

A: Absolutely, and it’s okay to say it’s good for business.

From our own perspective we have recorded the best results in each of the past three years in tandem with a new strategic approach that anchors our members at the centre of the business and places society at the heart of our wider corporate goals.

Ronan Foley, Chief Executive of IPB Insurance

WE HAVE RECORDED THE BEST RESULTS IN EACH OF THE PAST THREE YEARS IN TANDEM WITH A NEW STRATEGIC APPROACH THAT ANCHORS OUR MEMBERS AT THE CENTRE OF THE BUSINESS AND PLACES SOCIETY AT THE HEART OF OUR WIDER CORPORATE GOALS.”

You only have to look at the expenditure every year on CSR. The CECP (Committee Encouraging Corporate Philanthropy) carry out research every year and the results are very interesting.

They measure 261 of the largest companies and there has been a 64 per cent increase in giving since 2010, growing by more than 10 per cent for 52 per cent of those surveyed. Companies that have increased giving by more than 10 per cent since 2010 also increased median revenues by 11 per cent over the three year period and pretax profits increased for 59 per cent of those companies.

So clearly, being good is also good for business.

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30/01/2015 15:28

BI SURVEY > CBRE

The Dublin

OFFICE MARKET > Alan Moran, Director, CBRE discusses the challenges and opportunities for the Dublin office market in 2015.

L

ast year saw record take-up achieved in the Dublin office market with several large transactions signed towards year-end boosting overall leasing activity to over 225,000m sq. Some of this activity emanated from technology companies leasing additional space to accommodate future headcount growth.

Changes to Irish tax law in 2014 to remove the Double Irish loophole don’t appear to have had a material impact on the number of multinationals seeking to set up an Irish base with strong volumes of foreign direct investment (FDI) continuing to be attracted to Ireland, primarily on the back of our 12.5 per cent corporate tax rate. Changes to the Special Assignee Relief Programme (SARP) also increased multinational appetite for office accommodation in 2015. However, it remains to be seen if changes to tax law will affect demand over the course of the next 12 months. We also must be aware that if Northern Ireland proceeds with plans to reduce its rate of corporation tax, to compete with or match that prevailing in the Republic, this could potentially dampen demand for Dublin office accommodation in due course.

Many of the large office requirements that were in the market 12 months ago have now been fulfilled. However, in addition to new corporates looking for premises, we believe that improving economic conditions will see the expansion of many existing indigenous and international companies over the course of 2015, which combined will support activity in the Dublin office occupier market this year.

The scarcity of prime office stock in Dublin city centre to satisfy demand will prove the biggest challenge for this sector of the market in 2015, making it difficult for annual average volumes of take-up activity to be achieved and fuelling further rental growth. There are shortages of modern accommodation across all size brackets and across all industry sectors due to the lack of development of new office stock in recent years. This may stimulate some forward funding to emerge in 2015.

With new office schemes taking up to two years to complete, there is no room for procrastination with development needed urgently to meet requirements. The scarcity of affordable residential accommodation to house workers is also increasingly

Burlington Plaza, Burlington Road, Dublin 4 – Letting of 9,525m sq to Amazon

Alan Moran, Director, CBRE Office Agency

being mentioned by many potential office occupiers, and needs to be addressed.

While it is important that office accommodation in the capital remains competitively priced, the lack of modern accommodation in the city centre will see sustained upward pressure on rental values until such time as there is an increase in the supply of new office accommodation after 2016. We believe that prime office rents in Dublin have the potential to reach a592 per square metre (a55 per square foot) by year-end 2015, reflecting more than 22 per cent of an increase year-on-year.

Against this backdrop, we expect to see considerable focus on pre-letting activity as the year progresses. Stronger demand for Georgian properties and properties in fringe locations outside of the core central business district is likely to materialise over the course of 2015 as supply shortages of modern accommodation push rents to levels that are too expensive for some occupiers.

We also expect to see increased demand for suburban offices during 2015. As more development schemes are planned and commenced over the next 12 months, we need to ensure that we are providing a range of different types and sizes of office accommodation to meet the needs of a range of different occupier types.

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OUR SER VICES Interior Architecture Our interior design service is ideally suited to meet the demands of a diverse market in terms of creative design, time frame and budget.

Bespoke By designing unique, practical pieces of furniture and lighting we award every project an exclusive scheme which in turn exceeds the clients expectations.

Project Management We work closely with all of the appointed fit-out suppliers to ensure a smooth transition from tender to installation. We do not buy furnishings directly, we recommend and vet suppliers to ensure they are capable of the quality and workmanship required.

Docklands Innovation Park, 130 East Wall Road, Dublin 3.

Mail: info@adistudio.ie | Web : www.adistudio.ie

RESTAURANTS 234606_1C_ADI_CMD_BIYB.indd 1

LEISURE

OFFICES

SPAS

HOTELS

BARS 30/01/2015 16:13

BI SURVEY > IE DOMAIN REGISTRY

Fulfilling the online potential

OF IRISH SMES

> IE Domain Registry, the company responsible for the management and administration of

.ie web addresses, launched the OPTIMISE Fund in 2011 to help Irish SMEs develop or upgrade their web presence and e-commerce functionality.

R

ecent research by the Central Statistics Office shows that 80 per cent of the Irish population used the internet in Q4 2014 while 86 per cent of people aged 16-29 use the internet daily. The Irish population has most definitely embraced the internet however, in terms of e-commerce, they are buying from foreign SMEs in the UK/USA as Irish SMEs remain slow to capitalise on the opportunities afforded to them by the internet and new technologies. Small firms need to take action, upgrade their websites and tap into the 24 hour sales and marketing channel that is the internet.

To highlight the issue, the IEDR, the company responsible for the management and administration of Ireland’s official internet address, .ie, launched the OPTIMISE Fund in 2011.

OPTIMISE is an e-commerce website development fund for Irish SMEs to develop or upgrade their web presence and the e-commerce functionality of their websites. Since its inception, 60 companies have been assisted by the fund in practical, tangible ways such as adding shopping carts and online catalogues to their websites, facilitating online bookings, implementing social media campaigns and much more. The main goal of OPTIMISE is to help Irish SMEs to grow their business online.

Ireland has a terrific brand in the .ie domain name and it is imperative that Irish businesses use it to fulfil their potential online. .ie is Ireland’s internet address – It is the only domain name reserved for anyone with a connection to Ireland and helps to connect Irish businesses to local and global markets.

The identity of all .ie web address owners

IE Domain Registry’s 2011 Optimise Fund Recipients with David Curtin CEO.

is verified at the point of registration, to make sure we all know who is behind a .ie website. A .ie web address offers consumers and businesses the benefits of a secure e-business platform. The .ie namespace provides a solid and trusted foundation to afford Irish businesses the freedom to build the strongest possible online presence for their own brands, products and services.

As an Irish SME choosing .ie for your business, you are guaranteeing that your website has a connection with Ireland, that you are who you say you are and that anybody who visits your site can do so safely and securely. The IEDR authenticates and verifies who is behind a .ie website, therefore consumers are safer using .ie websites. This is because there is less cyber-squatting, spam, identity theft and credit card fraud in the .ie namespace, compared to .com and others. This aspect has been independently verified, and .ie has been consistently ranked in the top five safest

domains in the world, according to international security specialists McAfee.

The IEDR operate a managed registry model which means that there are rules governing the registration of .ie domain names. New applications are reviewed to ensure compliance with the terms and conditions of registration, for example, IEDR will verify an applicant company’s registered number with the CRO, or its patent reference number with international databases. This contrasts with other domains such as .com or .eu where there is no manual review, and the domain applied for will be automatically registered – once the name is available.

The traceability of .ie domains provides consumers with the confidence to transact on a .ie website because every .ie website owner has a proven connection with Ireland and a valid claim to their name. A .ie web address tells the global community you are Irish and tells the Irish community you are local.

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30/01/2015 15:31

Delivering a full range of outsourced servicing solutions in Ireland

Capita Asset Services Ireland is a leading provider of innovative service solutions for clients across a range of sectors.

Our innovative service solutions and record of consistent operational delivery have helped to fuel our growth and maintain our position as the leading provider of outsourced and professional support services in Ireland.

We have over 1,300 professional and experienced staff in Ireland who will work with your organisation to deliver service excellence and efficiencies. Our services are flexible and designed to scale up alongside your business expansion and growth. For a more detailed overview visit www.capitaassetservices.ie

Our range of services cover: – Corporate

Capita Asset Services is a division of Capita plc - a FTSE 100 company and Ireland and the UK’s leading provider of business process management and integrated professional support solutions. This gives us financial strength and stability. In addition to our substantial Irish presence we offer services to clients through our operations in Amsterdam, Budapest, London, Luxembourg, Zurich and Jersey. We also have representative offices in New York and Singapore.

– Debt – Treasury – Retail banking – Aviation

For further information about the services we provide, please contact: Robbie Hughes Chief Executive Officer t: +353 (0) 1 654 8804 e: robbie.hughes@capita.ie

Fergal Molony Business Development Director t: +353 (0) 1 224 0337 e: fergal.molony@capitaifs.com

www.capitaassetservices.ie Capita Asset Services is a division of Capita plc and a trading name of the companies in the division that provide corporate, treasury, debt, shareholder, fund and private client solutions. For further information about Capita Asset Services, including the regulatory status of these companies, please visit www.capitaassetservices.com

234503_1C_Capitcha_CMD_BIRL.indd 1

30/01/2015 16:14

BI SURVEY > CAPITA

Strategic banking

AND DEBT SOLUTIONS > Capita Asset Services goes from strength to strength, says Robbie Hughes, Chief Executive and Capita Country Manager for Ireland.

C

apita Asset Services, Ireland’s leading provider of business process management and integrated professional support solutions, has strengthened its banking and debt solutions offering with a number of strategic developments.

Capita recently acquired UK mortgage specialist, Crown (now called Capita Mortgage Services), one of the longest established residential mortgage servicers in the UK, providing residential and small balance commercial mortgage administration services to banks and financial institutions. The company has significant experience in managing clients’ strategies across both performing and non-performing mortgage assets, providing services including commercial and residential loan administration, new mortgage origination, equity release administration, credit management and due diligence.

Euristix, (now called Capita Analytics) a financial services data analytics specialist, has been integrated into Capita Asset Services, bringing significant synergies for its banking and debt solutions clients with specialist services including cutting-edge data mining, portfolio analysis, segmentation, reporting and forecasting.

Capita Asset Services has also been IT IS CLEAR THAT TECHNOLOGY AND BIG DATA HAVE REVOLUTIONISED THE BUSINESS AND WE’RE CONSTANTLY ON THE LOOK-OUT FOR INNOVATIVE WAYS TO ADD VALUE.”

Robbie Hughes, Chief Executive and Capita Country Manager for Ireland

assigned a ranking by Standard & Poor’s as a primary, special and master servicer of commercial mortgages in Ireland, the first time it has received such a ranking from the agency. Standard & Poor’s has confirmed an ‘above average’ ranking on Capita as a primary and master servicer and an ‘average’ ranking as a special servicer. In addition, Fitch has affirmed Capita’s business as an Irish commercial mortgage master servicer, a commercial mortgage primary servicer, and as a commercial mortgage special servicer.

Discussing recent developments, Robbie Hughes, Capita Asset Services Chief Executive and Capita Country Manager for Ireland, said: “The Crown acquisition bolsters our growing retail banking business in Ireland and

allows us to leverage their specialist systems, infrastructure and expertise developed over 40 years in the residential mortgage sector.

“Euristix is integrating very well through many facets of our business.

Capita Asset Services currently manages 123 billion of commercial and residential loans, so any improvements we can implement will have a significant impact for clients. It is clear that technology and big data have revolutionised the business and we’re constantly on the look-out for innovative ways to add value. The investment and growth within our business has clearly made an impact in terms of agencies such as Standard & Poor’s and Fitch, who have both endorsed our services in recent months.”

With over 3,200 professional staff across Ireland, the UK, Jersey, mainland Europe, India, Asia and the US, Capita Asset Services works with clients having a diverse range of requirements, from international banks, global corporates and major financial institutions to private equity houses and private clients.

Its range of services include corporate services, treasury, debt and fund administration. Apart from their work in the debt space, the firm specialises in providing innovative solutions across a broad suite of financial transactions and structures – from transaction management, to accounting, reporting and corporate compliance. Services also cover international financing, IP and holding structures, administrative and customer-facing solutions for financial institutions, aviation leasing, full service corporate treasury outsourcing and securitisation vehicles. www.capitaassetservices.ie

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30/01/2015 15:34

BI SURVEY > SOUTH QUAY GROUP

Group

For all your financial needs, we’re ready and waiting to help.

AFFORDABLE South Quay Group

° Accountants ° Auditors Chief Financial Offi cer ° Consultants ° Corporate Capital > If you are a business with ambition for growth and export potential you need a CFO,

Contact now at www.southquaygroup.com according to Patrick Lane of South Quay us Group.

Auditors Limited

M

any businesses will achieve success and growth through the founder’s entrepreneurial strengths and determination. Every day we see that many businesses, upon hitting a certain level of development, struggle for the want of proper financial expertise. Many small businesses fail to develop for the want of a more rigorous and tactical financial management structure.

To enable the exponential growth in business, a Chief Financial Officer (CFO) will be required to transform the business development culture into a corporate development strategy.

Download Aurasma and Follow SouthQuayGroup

PROBLEM Large firms have financial control departments headed up by a Chief Financial Officer. Most small to medium enterprises and entrepreneurs simply can’t afford an experienced full time CFO. Traditional accountants will provide tax, bookkeeping and financial statements and other forms of basic service with no analysis or advice.

A CFO will play a more strategic and tactical role within a company. Literally a CFO is pivotal to the expansion and stability of a business on the world markets.

SOLUTION Hire a part time CFO. Outsource this critical function to a specialist that can leverage both ever changing fiscal policy and a new network of contacts, for the benefit of your business. Focus on what you do best, whether it be leading and setting a vision for your company, managing operations, selling or marketing.

Focus on your strengths and

outsource the pain and confusion associated when navigating throughout the world of financial management. Yet it is critical that the Outsourced CFO is welcomed as part of the management team. By doing so, greater opportunities can be secured and an additional insight to growth strategy can be implemented into your business.

SUGGESTIONS We recommend a trial phase of at least three months. This will ensure that you are not tied to an individual or a process.

It will also enable the Outsourced CFO to have an appropriate time to make real impact and create tangible benefits for your business. Then extend the engagement as suitable.

We offer a risk reversal policy as well. Simply if we don’t save you money, release or access new funds or even help you generate new revenue over a set period of time, we refund all amounts paid. Obviously a strict and

exact business roadmap must be created to ensure all milestones are achieved. It’s a tough arrangement and not for everyone. Yet that level of accountability is what we offer only to those that offer it in return.

THE NEXT STEP If you are a business with ambition for growth and export potential, with possible R&D requirements, you need a CFO. Especially in the technology, life sciences and food sectors there is an urgent need for a CFO. If you would like further information, please contact us for a discrete conversation. We are here to help.

South Quay Group Patrick Lane - Outsourced CFO Ph. 01-6139880 patrick.lane@southquaygroup.com www.southquaygroup.com Suite 19, Butler’s Court, 77 Sir John Rogerson’s Quay, Dublin.

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30/01/2015 15:35

We’ve been helping to start and sustain small businesses for 25 years.

We know from experience that entrepeneurs place huge value on being able to connect their businesses to the three essentials for start-ups:

} BUSINESS ADVICE

} BUSINESS FINANCE

} ENTERPRISE SPACE

By bringing these three key elements together, Dublin Business Innovation Centre helps to start and sustain new businesses.

For more go to www.dublinbic.ie Investing In Entrepreneurs Member of European Business & Innovation Centre Network (EBN), supported in part by the Exchequer through the Department of Jobs, Enterprise and Innovation under the NDP Enterprise Science & Innovation Operational Programme, managed by Enterprise Ireland. Dublin Business Innovation Centre is regulated by the Central Bank of Ireland.

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photography

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THE GLOBAL FAMILY BREWER WITH A PORFOLIO OF EXTRAORDINARY BRANDS

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30/01/2015 16:15

BI SURVEY > ADI STUDIO

EMOTIVE DESIGN

> ADI Studio is led by Maria Rice, Creative Director and Interior Designer, who has spent over 16 years working in the commercial design industry. Maria heads a team of talented interior designers all of whom offer their own areas of expertise. She tells BUSINESS IRELAND why ADI Studio should be your go-to for interior design.

W

hat comes to mind when you hear the term interior design?

The majority of people think of cushions, rugs and paint colours. But commercial interior design is far more than that.

At ADI Studio we are emotive designers.

Psychology plays a big part in how we design and for whom we are designing.

Whether it’s a 5-star boutique hotel or a rebranding of an office fit out, achieving the desired effect for the end users is what makes any project succeed.

We are usually brought onto a new project in the early stages of design. This improves consistency across the design team and helps to establish a common goal within the various disciplines. We work closely with the appointed project architects and liaise on a continuous basis with other project consultants.

A typical design brief for any project encompasses a myriad of angles; the market/end users, the branding, the client

Maria Rice, Creative Director and Interior Designer, ADI Studio

Titanic Hotel, Liverpool

requirements, the end goal, the budget, the location, the desired ambience, and so on. In the case of large hotel design there can be several clients on one project; the operator, the owner, the main contractor, etc. Our project management skills are of a very high standard to enable us to manage the various people involved and to achieve a successful design scheme.

At ADI Studio we produce consistently high quality schemes and detailed bespoke fit-out packages. We participate in joint ventures with architectural practices resulting in award winning projects. Based on past experience, close consultation between ADI Studio and clients has proven to be essential to the success of concept realisation.

What ADI Studio brings to the table is not only a creative input but a wealth of commercial expertise from interior scheme development to concept implementation.

Our offices are based in the creatively diverse Docklands area of Dublin city. Our work is primarily based in Ireland and in the UK. Our most recently completed hotel

project Titanic Hotel, Liverpool, which opened to the public in July 2014, is housed in a Grade II listed brick warehouse building in Stanley Dock, Liverpool.

The site is part of the UNESCO World Heritage collection of buildings in Liverpool and is part of the first phase of a huge regeneration plan for the area.

The interior design scheme included 153 spacious bedrooms, reception lounge, bar/ restaurant, conference centre and Victorian spa. The company was honoured with the RIAI Overall Interior Design Award at their annual Architecture Expo in the RDS in October. The hotel’s interior is already a contender for some prestigious design awards in 2015.

Previous award winning interior projects

by ADI Studio include the 5-star Chelsea Harbour Hotel, London; the 5-star Lough Eske Castle Hotel, Donegal; Brasserie Sixty6 Restaurant, Dublin; the Waterloo Pub, Dublin.

Contact Maria at info@adistudio.ie or visit our website www.adistudio.ie for further details.

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30/01/2015 15:35

Producing exceptional films for businesses across Ireland.

• • • • • Call Catherine 087 9150986 Email info@DameMedia.ie

Full Video Production Services Concept and Scripting Filming & Editing Animation Marketing/PR/Training/Events Filming

To turn your ideas into engaging & professional films, contact Dame Media now! www.damemedia.ie

234573_1C_DameMedia_CMD_BIRL.indd 1

30/01/2015 16:16

BI SURVEY > DAME MEDIA

VIDEO’S

RISING STARS > With its unparalleled reach and ability to satisfy our information and entertainment needs, online commercial video use continues to surge amongst businesses today.

Catherine Richard, co-founder of Dame Media explains why.

I

t’s been said that one minute of video is worth approximately 1.8 million words. Online commercial video use by businesses is growing rapidly and, according to Catherine Richard, cofounder of Dame Media, an Irish based video production company, it’s easy to see why.

“Video is the most engaging medium available in any marketing strategy. It encourages viewers to spend longer on your website and more time interacting with your brand. It’s increasingly expected and demanded by customers whether they are booking a hotel room, purchasing cavity wall insulation or selecting educational courses. Its application is truly universal.”

But is video really a practical possibility for every size of business in Ireland? “Absolutely!” explains Richard.

“Production costs have fallen significantly in recent years and, as one of the best tools in the kit for any social media campaign or SEO exercise, the return on investment is extremely tangible. The scope and scale of individual projects may vary but our clients are very often surprised at what we can achieve for them within their budget.”

Dame Media provides a full, tailored, video production service for each of their clients. Richard, along with her business partner Shonagh Lyons, will develop your ideas, provide detailed scripting, select locations, plan the shoot and organise presenters or voiceovers accordingly. Professional editing and packaging ensures that an initial concept can quickly become an engaging and highly usable product.

“We encourage our clients to carefully consider their target audience and we strive to understand the message they

Catherine Richard, co-founder of Dame Media

THAT PERSONAL TOUCH IS OFTEN MISSING WHEN DEALING WITH LARGE PRODUCTION HOUSES AND OUR CLIENTS LOVE THE LEVEL OF INTERACTION AND CREATIVE INPUT WE CAN OFFER.” want to convey,” Richard assures.

Lyons also takes pride in Dame Media’s personable and highly connected style. “Close consultation throughout the production process is vital and something we’re really good at. That personal touch is often missing when dealing with large production houses and our clients love the level of interaction and creative input we can offer.”

Requests for video go beyond sales

and promotional content. Dame Media frequently films conferences and events.

Training and in-house health and safety videos are also extremely popular where clear and consistent messages need to be delivered over and over again.

Companies are also increasingly looking at video as a recruitment tool to attract the best talent possible.

It’s clearly important that businesses offer content and information to viewers that is relevant, easy to digest and positively impacts their brand. This is a point echoed by Richard.

“Poorly executed film can potentially do more damage than good but when you consider the upward trend of video consumption, particularly on mobile devices, companies in 2015 really can’t afford to ignore this medium. It just has to be done well. Shaky hand-held camera work, amateur graphics and poor sound quality just won’t cut it.”

“Professional production can enhance your brand, increase your sales and deliver that key message effectively.”

Taking the first steps with Dame Media is, according to Richard, extremely easy.

“I’d encourage any business, large or small, considering video content for the first time or refreshing an existing offering, to make contact with us.

“We’d be delighted to discuss your ideas, get a feel for your business as well as your aims and outline how Dame Media can create the best video content for you.”

With preferential rates available to Dublin Chamber members, Dame Media can be found at www.damemedia. ie and Catherine Richard directly on 0879150986 or info@damemedia.ie.

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30/01/2015 15:36

www.friendsfirst.ie

Life’s a marathon, not a sprint.

When you’re looking for a sound financial partner, look for one that’ll go the distance for you.

Fortunately, you don’t have to look too far. Friends First offer extensive experience and a wide variety of first-rate financial products - including Income Protection, Life Assurance, Savings, Pensions and Investments designed to suit all your needs.

As part of Achmea, a pan-European group with over 13 million customers in 7 countries, Friends First is in the perfect position to offer longterm financial solutions and great value to all our customers.

Put your financial life back on track. Talk to your broker today or visit friendsfirst.ie

Friends First Life Assurance Company Limited is regulated by the Central Bank of Ireland.

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30/01/2015 16:17

BI SURVEY > ADI STUDIO

New Retail Centres

for BMW

> B MW Ireland welcomes new additions to the network in Galway and Naas.

A

s the Irish economy continues to grow, so does the motor industry which saw a 30 per cent increase in sales for 2014. With BMW’s ever increasing product range, complemented with bespoke and attractive financial packages from BMW Financial Services, BMW Group Ireland is reaping the awards of this industry growth and is expanding its retail network within Ireland. BMW Group Ireland added two new sales and service facilities to its portfolio: N. Conlan and Sons’ new retail centre in Naas and Colm Quinn in Galway. This demonstrates BMW’s commitment to supporting its customers and BMW’s confidence in the Irish economy through its investment in job creation for these regions.

Colm Quinn BMW has created 25 new jobs at its new BMW retail centre in Galway. The new retail centre, which brings BMW new and used cars sales back to Galway following a five year absence, has employed 14 full-time staff in the last 11 months and will recruit 11 more full-time employees by end of this month. The new retail centre will also offer a full suite of aftersales services.

The purpose-built BMW retail centre located on the Tuam Road in Galway is Colm Quinn’s second facility with Colm

Quinn Athlone in operation since 2008. The group will employ 80 people in total across both branches by the end of the year.

While Naas is the focal point for N. Conlan and Sons’ new retail centre, located in the heart of Kildare and close to Naas and Newbridge, N. Conlans is just minutes from exit 10 on the M7 motorway.

N. Conlan and Sons Naas, Co Kildare The new retail centre in Group Ireland, said: “The significant Naas operates BMW sales, service, parts investment of both N. Conlan and Sons and bodyshop departments, employing and Colm Quinn in the opening of a 35 people. N. Conlan has invested new retail centre in Naas and Galway significantly in this new facility, not only in its state of the art premises but also in a demonstrates their confidence in the future and commitment of the BMW highly skilled and professional workforce brand in both Kildare and Galway who will offer a premium BMW service region. Through our improved presence to both individuals and small to large in these regions, BMW Ireland is corporate businesses. committed to supporting its customers The company is no stranger to and the Irish economy through expansion and change. In 2009, it the employment of a highly skilled expanded into Limerick, where, it is workforce. We are confident that both currently employing 26 people at its the team at N. Conlan and Sons and BMW and MINI retail centre. The Colm Quinn have the experience and Limerick retailer has just finished extensive renovations to bring this centre expertise required to make a success of the new retail centre in Naas and Galway in line with the current BMW global respectively, and we wish them every standards.

Paulo Alves, Managing Director BMW success for the future.”

Colm Quinn, Tuam Road, Galway

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30/01/2015 15:37

Make a commitment to the future, with Alstom

RAIL SYSTEMS Alstom is committed to enhancing the intelligence, comfort and fluidity of sustainable mobility. We develop, supply and maintain integrated, safe rail systems for public authorities, operators and passengers.

POWER GENERATION Alstom and its partners are committed to rising to the challenges facing our society. We reduce the environmental footprint of our clients, optimize the flexibility and reliability of their plants, and lower the cost of power generation.

ELEcTRIcAL GRID ENGINEERING Alstom builds power grids for now and the future. We interconnect major grids, ensure an intelligent balance between production and consumption, and improve the integration of renewable energy.

www.alstom.com

CORP_AD_A4_ENG.indd 1 234318_1C_Alstom_CMD_BIYB.indd 1

13.03.2013 16:29:36 30/01/2015 16:18

BI SURVEY > ALSTOM

Where is my

SMART CITY? > “The main issue preventing smart city development is not technology,

but adapting human behaviour,” says Niall Gleeson, Managing Director, Alstom Ireland.

T

he idea of smart cities has been around for 15 to 20 years now, but there has been little realisation of our visions of citizens flowing smoothly in and out of an energy efficient, low carbon city. There have been some sporadic projects in major cities and the odd showcase city, created at great cost, but no true move to smart cities.

I get the impression people are jaded with the idea because there has been so little development. So what has happened, what is a smart city? When do we get one?

Part of the problem is the definition of the concept: I could fill an entire article with the varying interpretations.

The Smart Cities Council describes the concept as: “A smart city is one that has digital technology embedded across all city functions.” To me this definition is part of the problem, it smacks of technology for technology’s sake. Much was made of devices that allow home heating to be controlled remotely via a smart phone. Take-up has been slow, probably because most of us have pretty routine lives and simple timers that turn on and off heat based on this routine are fit for purpose.

There are areas where digital technology has made significant improvements, such as Dublin Bus Real Time Information system. The system is reasonably accurate, given Dublin’s erratic traffic, and makes a difference to how long one has to stand at a bus stop. Another great system is the Hailo app, allowing reliable efficient use of taxis by both user and operator. Both of these systems have been quickly adopted by users as the benefits are real and tangible.

SOME SMART SYSTEMS WILL EVOLVE BASED ON CONSUMER DEMAND BUT OTHERS WILL HAVE TO BE DRIVEN. ONLY GOVERNMENT CAN AFFECT THIS LEVEL OF CHANGE.”

Niall Gleeson, Managing Director, Alstom Ireland

The main issue preventing smart city development is not technology, but adapting human behaviour. An example of this is private car use. Technology exists to monitor and manage all private cars. Speeding, red light breaking, bus lane using, illegal parking and erratic driving could be automatically reported and fines or summons issued. Tolls and parking charges could be automatically collected. However, there is a belief that people don’t want this as they would consider it an infringement of the freedom that a car offers. That may be true in Jeremy Clarkson’s world, but most of us use our cars for the daily commute and would welcome a system that improves driver behaviour and frees-up the roads.

Another problem for smart cities is the meeting of vastly different

industries and their approach to design and manufacturing. Google and Apple design for a life of one to three years; car manufactures ten to 15 years and my company, Alstom, builds plant and infrastructure that is designed to last a minimum of 30 to 40 years. Car manufacturers have tried to produce infotainment systems, but there is no comparison between the infotainment system in a five-year old car and the latest tablet. Some car manufacturers have already admitted defeat and are looking to build cars with adaptable interfaces, allowing tablets and phones to be fully integrated. Heavy industry will also have to start thinking this way, allowing control systems to adapt as technology advances.

How do we progress? Some smart systems will evolve based on consumer demand but others will have to be driven. Only Government can affect this level of change. We need Government with drive, imagination and willingness to change. At the Dublin Chamber we need to target projects that give maximum benefit to the users of the city and try to get Government support through imaginative incentives.

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30/01/2015 15:38

REGISTERED AUDITORS & BUSINESS CONSULTANTS AUDIT & ACCOUNTANCY

CORPORATE SERVICES

◆ Preparation of audit exempt

◆ Mergers and acquisitions ◆ Sources of Finance ◆ Preparation of documentation

financial statements ◆ All audits comply with international auditing standards ◆ Investigation and Forensic accounting services ◆ Review and assessment of company’s internal control systems ◆ Due diligence on proposed acquisitions

for Banks/Investors etc.

◆ Management of change ◆ Business Plans ◆ Management Accounts ◆ IT management and advice ◆ Insurance protection plans

TAXATION AND WEALTH MANAGEMENT

COMPANY SECRETARIAL

◆ Preparation of all company and individual

◆ Preparation of CRO returns ◆ Registered office service ◆ Maintenance of company

tax returns in a compliant manner ◆ Retirement and Pension planning ◆ Revenue audits and tax investigations ◆ Company reorganisations and restructuring ◆ Incentive packages for senior personnel ◆ Property Taxation ◆ Inheritance planning

BUSINESS ADVISORY SERVICE ◆ Management Consultancy (MIS systems,

management accounts, cash flow, etc.)

◆ Incorporation & Registration of new companies ◆ Bookkeeping and Payroll service ◆ Budget Preparation ◆ Projections & Cash Flow forecasts ◆ Development of Strategic business plans ◆ Business and investment appraisal

234662_1C_BKRM_JR_BIYB.indd 1

secretarial records

CONTACTS:

TOM KEANE (Partner): tom@bkrm.ie DECLAN FITZGERALD (Partner): declan@bkrm.ie DARREN BENHAM (Associate Partner): dbenham@bkrm.ie

TEL: 01836 5522 FAX: 01855 1234 EMAIL: INFOBKRM.IE 81/82 NORTH STRAND ROAD, DUBLIN 3, IRELAND 30/01/2015 16:18

BI SURVEY > BKRM

Proper Books & Records

REDUCE ADVISORY FEES > The maintenance of proper books and records is essential to effectively manage your

business and ensure compliance with company law and Revenue regulations, advises Darren Benham, Audit Manager and Associate Partner, BKRM Corporate Services Limited.

P

roper books and records should ensure that an accurate assessment of the financial position of an entity can be ascertained at any point in time. This will encompass assets, debtors, creditors, bank balances, sales, purchases and stock information.

It is important to maintain proper books and records to ensure that the financial statements compilation and/ or preliminary audit work undertaken by your professional advisor can be carried out without substantial rectification adjustments. Unless you have agreed a fixed-fee arrangement, the key to reducing your professional advisor’s fee is to reduce the chargeable hours on the assignment. This can be done by ensuring that all financial information is timely, complete and consistent with prior periods.

Implementing the following procedures will assist with ensuring compliance with legislation, reduce professional advisors’ fees and provide relevant and reliable financial information to directors/management: • Bank and loan account reconciliations should be performed on a regular basis and outstanding transactions greater than six months should be written back.

• Age the debtors and creditors listings and review balances on a weekly basis.

Adjust for potential bad debts, review and/or clear minus balances on a regular basis. The aged listings given to your accountant/auditor should be clear of any unusual items and bad debts. The less time required to review and/or test these balances, the less chargeable hours will be incurred.

• Reconcile trade creditors with supplier statements. Unreconciled creditor balances run the risk of being incomplete or understated. Reduce the time spent by your professional advisor reviewing or audit testing individual balances by reconciling the majority of them to statements.

• Review the trial balance on a regular basis for unknown or ‘suspense’ items and reclassify correctly. A ‘clean’ trial balance will be up to date and complete, be very informative and require little or no rectification work by the accountant/auditor.

• Stock should be aged and adjusted for slow moving, damaged or obsolete stock. Stock is very often an area where auditors will spend time testing if it historically contained obsolete items.

• Mileage claims for employees and directors should be completed, properly signed and authorised, calculated at the appropriate rate, be for business journeys from the place of work and filed separately. Claims are frequently reviewed by Revenue and if material will be selected for audit testing.

•T ax returns should be filed on time and you should engage with the Revenue if potential late filing issues arise.

• Generate and maintain a fixed asset register. There should be a complete list of all company/business fixed assets and the related accumulated depreciation for each asset. Review depreciation regularly and write

Darren Benham, Audit Manager and Associate Partner, BKRM Corporate Services Limited

off damaged or destroyed fixed assets. This register is essential in determining the correct depreciation to be charged and claiming the correct quantum of capital allowances.

• Ensure the correct etching, VAT number(s) and other necessary data appears on all related invoices/ documentation. Particular care needs to be taken with RCT invoices where the reverse charge rules apply and with invoices involving transactions with UK or foreign customers/ suppliers.

BKRM Corporate Services Limited is a medium sized accountancy practice, based in Dublin 3, providing expert accounting, audit, taxation and insolvency services. www.bkrm.ie

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30/01/2015 15:39

With a Zurich pension, your future starts now.

We make planning for your retirement easier, with a wide range of pensions and helpful online tools.

Talk to your Financial Broker or visit zurichlife.ie today.

Zurich Life Assurance plc is regulated by the Central Bank of Ireland.

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12/01/2015 16:19 10:31 30/01/2015

BI SURVEY > DUBLIN BIC

START-UP DUBLIN > Dublin Business Innovation Centre assists entrepreneurs make the journey from concept through to regular trading.

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ublin Business Innovation Centre (Dublin BIC) help entrepreneurs get to market by providing intensive business advice to start-up and growth companies. We marry this with the provision of incubation space, to selected enterprises, in the Guinness Enterprise Centre, Taylor’s Lane, Dublin 8, which we manage.

The business advice is consultant led and delivered on a one-to-one basis by a cohort of high calibre ‘hands on’ internationally experienced business executives.

Dublin BIC also provides access to finance through its management of the Irish BIC’s Halo Business Angel Programme and the AIB Seed Capital Fund. Our work ensures

there is a high quality business plan, including financials; an accompanying presentation, which communicates the business value proposition; and, in particular, that there is robustness to the proposed start-up. The promoting team will have a clear understanding of their market and competitors.

Example of companies assisted by Dublin BIC are: Havok, DemonWare, Zamano, Brown Bag Films, Boulder Media, IT Force, Adaptive Mobile, Storyful, Open Jaw Technologies, MicksGarage, Sentient Solutions, Point of Care, Blueface, Clevamama, Jam Media, StatCounter, Vigitrust and Terminalfour.

Dublin BIC recently organised a ‘Silicon Stroll Bootcamp’ a two-day event

Pictured L-R: Alejandro Villaran Vazquez of Seabery; Desmond Fahey, CEO of Dublin BIC and Basilio Marquinez of Seabery following the announcement of Seabery as most investable start-up at Silicon Stroll Bootcamp.

promoting cross-border investment in ICT start-ups from Europe and Ireland.

The Bootcamp on November 3rd and 4th involved representatives from 50 start-up companies from 13 countries who came together with Google, IBM, Paypal and Microsoft for two intensive days of learning collaboration and pitching for investment.

For further information contact: startups@dublinbic.ie

Residence St. Stephen’s Green Situated in the heart of Dublin’s business district, over-looking St. Stephen’s Green, Residence offer a number of excellent and valuable services to our Members.

• Unlimited access to beautiful Georgian meeting rooms • Complimentary bespoke event spaces for up to 120 people • Private dining for up to 36 guests • Reciprocal clubs include The Club at the Ivy in London, Norwood in NYC, Saint James in Paris & The River Club in Jacksonville • 40+ Member events & networking opportunities per annum • Fine dining at the award winning Restaurant FortyOne

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To enquire about membership, email tadghw@residence.ie or call 01 662 0000 Open from 8am Monday to Friday and 12 noon on Saturday

30/01/2015 15:40

BI SURVEY > CORPORATE PSYCHOANALYTIC CONSULTING

Putting your company on the couch > What can psychoanalysis offer business organisations?

Actually, it can offer a great deal, and help make work better.

C

orporate psychoanalysis can offer a great deal to businesses.

A psychoanalytic consultant can help resolve problems between colleagues, address difficulties in leadership, identify issues that arise in management teams, and help resolve ineffectual planning or poor decision-making.

Corporate Psychoanalytic Consulting is a unique consultancy offering a range of expert psychoanalytic services to companies and organisations. Assessing and critically reviewing the psychological factors in the workplace is a crucial means of identifying the unexplored factors that drive a company. Resolving psychological dysfunction will allow a company or organisation to work better and more smoothly.

Psychological factors are so important that they tend to drive all workplace issues and interactions, often in unseen and unreflected ways. Identifying them is an important step in resolving conflict, addressing leadership difficulties and poor decision-making, demotivation, bullying, stress and burnout as well as helping a firm or organisation to function better. A psychoanalytic consultant can also assist those in senior and middle management to make rational choices as free as possible from unconscious influences. Unconscious influences are by their nature not immediately obvious, but their effects can be seen in our day-to-day actions and can affect others with whom we work.

Such is the work that psychoanalytic consultants Dr Eve Watson and Hugh

Arthurs are engaged in. With more than 70 years of clinical experience between them, and with significant academic and business experience, they are best placed to apply their significant skills to the corporate field.

Corporate Psychoanalytic Consulting Putting your Company on the Couch

Corporate Psychoanalytic Consulting is a unique consultancy offering a range of expert psychoanalytic services to companies and organisations.

Hugh Arthurs (MA, MSc) is a corporate psychoanalytic consultant, psychoanalytic psychotherapist and educationalist.

We conduct analysis and comprehensive review of psychological factors in the workplace. This is an invaluable tool to any company seeking to improve its culture, productivity and professionalism.

In-house analyses and assessments, seminars and talks  Stress & Professional Burnout  Bullying & Conflict Resolution  Motivation & Demotivation  Organisational Culture & Dysfunction

 Leadership Difficulties & Decision-Making  Teamwork &Team Building  Effective Communication

Eve Watson (PhD) is a corporate psychoanalytic consultant psychoanalytic clinician and academic.

For further information please contact: 

psychconsult.ie@gmail.com

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

087-9678965 (Eve Watson) 087-9583749 (Hugh Arthurs) 14/01/2015 17:54

30/01/2015 15:43

BI SURVEY > RPS

Social Acceptance of Energy Projects > R PS discusses the issues surrounding large energy projects and social acceptance.

T

he social acceptance of energy projects is becoming more difficult mainly because of the scale of the projects now required to fuel our future national development.

It is great to see the Corrib onshore pipeline nearing construction completion with First Gas expected by mid-2015. We were employed on the Corrib project in 2007 to reroute the onshore pipeline and to reconfigure the stakeholder engagement process with the local community. It is also good to see the Dublin wasteto-energy project under construction which will finally bring Dublin’s waste management system into the 21st century, and on a par with most of the European Green Capitals. We were highly instrumental in ensuring that this final piece in the jigsaw of the Dublin waste

management plan was implemented to entirely eliminate the future need for landfill.

These are all national strategic infrastructure projects to service a growing economy and assist job creation. Each had varying degrees of social acceptance. Our largest energy project of all – Gas Pipeline to the West from Meath to Limerick via Galway – 330km in total, had virtually universal public acceptance, thanks to robust planning and the stakeholder engagement process. It was built by Bord Gáis on time and within budget.

What have we learned from these projects in terms of social acceptance?

Firstly, there has to be a clearly defined ‘project need’ grounded to a national and/ or EU policy directive. Secondly, there

needs to be a robust and transparent site selection process. Thirdly, there needs to be early, earnest and respectful engagement with local residents.

RPS is one of Ireland’s leading multidisciplinary, all island consultancies providing services in Planning, Engineering, Environment, Communications and Project Management.

Our success is based on our commitment to excellence, innovation and the expertise and dedication of our staff.

Our range of projects include:

visit rpsgroup.com/ireland for more information and contact details

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Water Resources & Services

Transport

Environment

Project Communications

Waste Management

Health & Safety

Sustainability

Food

Energy

Marine

Planning & Urban Design

Pharma

Buildings & Structures

Mechanical & Electrical

28/11/2014 16:26

30/01/2015 15:45

BI SURVEY > THE K CLUB

CONFERENCING AT THE K CLUB >T he K Club, Ireland’s first Five AA Red Star property is synonymous with 5-star luxury & natural Irish hospitality.

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ocated just 30 minutes from Dublin’s International airport, The K Club is a luxurious former stately home nestled in 550 acres of mature parkland and perfectly manicured gardens. Home to two premium Arnold Palmer designed Championship golf courses, the resort has hosted 13 exciting European Open tournaments and, of course, the world renowned 2006 Ryder Cup. With 5-star service, well equipped meeting rooms and stunning surroundings, The K Club is the perfect place to host a business meeting. The K Club offers a discretely elegant venue for a selection of events ranging from conferences for 400 delegates theatrestyle, to gala dinners for up to 350

people. There are 11 breakout rooms across the resort.

One of the main boardrooms, the Tower Room, features an exquisite mahogany table that seats 22 delegates.

The room is equipped with sophisticated audio-visual equipment and offers natural daylight. The Tower Room is used extensively for meetings by groups

who combine their meetings with some element of leisure activity, including spa, golf and fishing.

The overriding plus for The K Club is the sense of solitude that offers a quiet, productive working space in the gorgeous Kildare countryside – all the while being only 35 minutes transfer from Dublin.

THE K CLUB

WHERE WORLD CLASS TEAMS MEET… Located just 30 minutes from Dublin City & Dublin Airport, The K Club offers the perfect venue for your business meeting.

Day Delegate packages from €55.00 per delegate includes: • Meeting Room for up to 8 hours • Meeting Room capacity: up to 400 Delegates • Tea & coffee breaks including: • Home-made chocolate chip cookies • Soup & sandwich lunch 24hr Delegate packages from €260.00 per delegate includes: • All of the above with: • Accommodation & full Irish breakfast • 4 course evening meal • Complimentary Wi-Fi, parking & access to the K Spa Gym & Leisure Facilities

The K Club is the ideal setting to inspire creative thinking, foster teamwork and show participants just how much they are valued.

If you would like more information about hosting your meeting or event at The K Club please contact sales and quote ‘Business Ireland Yearbook’ at : sales@kclub.ie • +353 (0) 1 601 7200 • www.kclub.ie 234589-2L-KCLUB-BIYB.indd 1

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29/01/2015 15:05

30/01/2015 15:45

BI SURVEY > AAL

A NEW YEAR... A FRESH APPROACH >T his is quite simply, the best investment you’ll make in 2015: Accountable Advisors (AAL) offers your business a return on investment worth shouting about.

A

AL is a leading and innovative professional services firm, providing Advisory, Accountancy and Management Systems Development services. Its ability to provide strategic management advice is quite unique when clearly identifying cost saving procedures, commercial opportunities and risk for its clients’ businesses.

Having built strong relationships with its clients AAL has helped them to achieve their goals through the implementation of innovative management solutions.

The team at AAL has been very successful with auditing, design and implementation of management information systems to enhance the communication of an organisation’s strategic vision.

Business services offered by AAL empower

clients to be successful in driving their business forward whilst reducing costs and continually scanning the marketplace to develop commercial opportunities. AAL provides an expert service with up to date information, management support and systems to assist your business to adapt as required.

Since 2007 AAL has successfully partnered businesses, both large and small, in sectors such as construction, engineering, telecoms, retail, charities, manufacturing, agriculture and hospitality. Measured by goal accomplishment, AAL works as an integrator within a business to ensure the alignment of strategic vision for all divisions.

A strategic driver for AAL is providing management and solutions customised to its clients’ requirements through an efficient effective service.

“In the struggle for survival, the fittest win out at the expense of their rivals because they succeed in adapting themselves best to their environment.”

Charles Darwin

TEL: 086 8394862 | 0818 919555 EMAIL: INFO@AAL.IE | AINE@AAL.IE

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AINE KIELY O’DONNELL CPA MBA, MANAGING DIRECTOR, AAL Aine and her team have over 30 years’ experience in industry, accountancy & business development, management, information systems, tax, risk and project management. w: www.aal.ie | e: aine@aal.ie | t: 0818919555

GROW YOUR BUSINESS and increase profitability whilst incorporating efficient work practices and reducing commercial risk

COMPREHENSIVE SOLUTIONS to Accountancy & Business Development, Management Information Systems, Tax & Risk Management & Project Management

DECISION MAKING with confidence across all aspects of your business regardless of size, sector or budget

CLIENT SATISFACTION is guaranteed, no business is perfect it is evolutionary structure and that’s our forte at AAL “It is not the strongest of the species that survives, nor the most intelligent that survives.

It is the one that is most adaptable to change.

ADDRESS DUBLIN: SUITE 7 GREENOGUE BUSINESS PLAZA, RATHCOOLE, DUBLIN 24 ADDRESS TIPPERARY: CHANCELLORSTOWN, CLONMEL, CO TIPPERARY

20/01/2015 15:32

30/01/2015 15:46

The greatest victory is that which requires no battle Sun Tzu - The Art of War

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30/01/2015 16:20

KEEPING HACKERS AT BAY IN 2015 Wouldn’t it be nice if you could win the cyber-war without even going to battle?

It’s clear from our vulnerability report (November 2014) and many other industry reports, that many of the vulnerabilities which may result in a data breach were easily preventable. http://www.bccriskadvisory.com/wp-content/uploads/EdgescanStats-Report.pdf

“Knowing what issues you need to fix and where they are in your web and hosting infrastructure is the challenge.”

Cyber security does not need to be an expensive aspect of doing business if approached in an educated way. The challenges to cyber security are still the same and have been for many years: ˾ Cyber security tools are expensive and require expertise to use and understand output. ˾ Cyber security skills are scarce, inhibiting effective use of the tools resulting in paying a premium for security consulting services.

We all want protection from; being attacked, from data theft and from reputation damage as a result of a cybersecurity breach. The following are some suggestions in achieving a more robust security posture in a pragmatic and affordable way: ˾ Use a Security-as-a-Service (SaaS) provider which can reduce capital costs and also leverage security expertise of the service provider. ˾ Discuss the options of bundling services and training/ mentorship when negotiating. ˾ Shop around and use market competition as a negotiating factor. ˾ When purchasing an IT asset / system / solution, make the vendors certify that the packages they are selling have been tested for security vulnerabilities. ˾ Using a SaaS such as edgescan™ removes the requirement for security expertise because that is delivered as part of the service.

www.edgescan.com

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Once edgescan™ finds a vulnerability, our engineers verify that it is indeed a real issue before it is reported to you along with remediation and risk advice.

All vulnerabilities discovered by edgescan™ are categorised in order of risk, so you understand what needs to be addressed by priority. edgescan™ does not require any additional hardware or software as the entire service is based in a secure cloud.

The edgescan™ team (at BCC Risk Advisory) provide training to developers to assist with learning how to maintain and develop secure web applications and systems; such training which can be bundled into the edgescan™ service. edgescan™ provides virtually unlimited testing of your systems including on demand and scheduled vulnerability detection for a fixed annual fee, providing a very high Return on Investment.

“You don’t need dedicated security staff or security expertise to be secure.”

SaaS services such as edgescan™ continuously explore your systems for the latest web vulnerabilities, missing patches and misconfiguration issues. Through your customised portal you can easily see what’s currently going on, your historical data and what needs to take priority.

“You can’t improve what you cannot measure.” edgescan™ provides all the information you need in relation to managing your cyber security.”

From our large corporate clients to smaller organisations and start-ups, edgescan™ levels the hacker playing field, so you can win the cyber-war without going to battle.

Contact us today to find out more!

info@edgescan.com

@bccriskadvisory.com

30/01/2015 16:20

Ireland’s market leader for accounts and payroll software

Call us on 1890 88 20 40 www.sage.ie

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30/01/2015 16:21

Tell the world you’re Irish.

Tom O’Rahilly, Museum Director.

LeprechaunMuseum .ie

Register your business as .ie Ireland’s official web address.

Tell the world your business is Irish, and tell Irish people your business is local.

• Guaranteed Irish - Proves true connection to Ireland • Safety - One of the world’s safest web addresses

visit www.iedr.ie

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03/02/2015 14:29 16/01/2015 13:07

The new BMW 2 Series Active Tourer

www.bmw.ie

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The Ultimate Driving Machine

23/12/2014 03/02/2015 12:03 14:30