Retail Times Digital Summer 2025 by Ashville Media Group

IDEAS THAT MATTER

OVER 400 DELEGATES JOINED FOR A FANTASTIC DAY OF INSIGHT, INSPIRATION AND CONNECTION, AT THE RETAIL RETREAT 2025

RETAIL RETREAT 2025: Our speakers explored everything from e-commerce, AI, and content strategy

HOLE IN ONE: Halpenny Golf’s on team culture, customer trust

15 BUILT FOR SUCCESS: How Irish-owned retailer TJ O’Mahony is scaling up

16 CARRAIG DONN AT 60: Ireland’s largest lifestyle retailer celebrates a milestone

19 CRAFTED TO LAST: Paul Sheeran sets his sights on sparkling new beginnings

20 STILL IN STOCK: Stock Design Dublin reﬂects on a legacy built to last

21 LUXURY WITH PURPOSE: Rituals on 25 years of redeﬁning wellbeing

22 POWERING UP: Homevalue and DID Electrical unite in a new partnership

RETAIL’S TALENT TIGHTROPE: Excel Recruitment on employer expectations reshaping the landscape

RESEARCH SHOWS CHANGING FACE OF RETAIL: Retail has changed enormously in recent years. Elavon discuss the need to diversify

DISMISSAL ON GROUNDS OF CAPACITY: Sherwin O’Riordan on how to manage an exit in circumstances where an employee is absent from work due to a long-term illness

27 A NATION LOGGED ON: .ie on their part in Ireland’s digital transformation

PETSTOP: The retailer celebrates three decades of happy pets

RETAIL’S NEW REVOLUTION: Two Irish retailers work together to showcase the real power of AI

Tommy Smyth on The Workplace Relations Commission’s 2024 Annual Report

36 GREAT MINDS, GREAT WORKPLACES: Cathal Divilly, CEO of Great Place to Work Ireland, on why company culture changes everything WANT TO BE FEATURED IN OUR NEXT ISSUE? We want to hear from you! Email: editor@retailexcellence.ie

Welcome

Dear Retail Excellence Members,

So far, 2025 has quietly shaped up to be a good year for trade. The recent run of ﬁne weather has been a real lift, particularly for those of us in the garden retail world. It has been a strong Q1, carrying good momentum into Q2, and that optimism feels infectious across the wider sector.

One of the great highlights of the season was welcoming so many of you to the Retail Retreat at the Lyrath Estate for our annual Retail Retreat. The quality of content impressed me; sharp, insightful, and more relevant than ever. Arboretum was delighted to host the informal ‘Retail in Bloom’ evening the night before, and it was a pleasure to connect with familiar faces and ﬁrst-timers alike. For me, the big takeaways were clear: strong retail cultures don’t happen by accident, every business needs a clear “north star,” and differentiation isn’t a luxury, it’s essential.

This year also marks the beginning of a new partnership with Elavon, our title sponsor for the Retail Excellence Awards. As someone who’s recently switched Arboretum over to their services, I can say the experience has been excellent — faster transactions and a very competitive package. I’d recommend it if you haven’t already had that conversation with them.

At the Retreat, we were joined by Minister for Retail, Alan Dillon. It was a valuable moment to speak plainly about the rising costs of doing business, a concern I know you all share. Retail Excellence recently commissioned economist Jim Power to analyse Ireland’s cost pressures compared to our European peers, and the results were stark. We’ve made sure those ﬁndings are on the desks of the people who need to see them.

A reminder, the Elavon Retail Excellence Awards are now open for entry. They’re more than just a celebration; they’re a practical opportunity to benchmark your business, test your customer experience, and push for better.

Finally, as we move into the second half of the year, I want to share a reﬂection that’s stayed with me since May, when Jean and I had the privilege of representing Retail Excellence at the World Retail Congress in London, as well as the mid-year FIRA (Federation of International Retail Associations) meeting. At the Congress, Tesco CEO Ken Murphy shared something that truly resonated: “Trust doesn’t follow success – it drives it.”

That message couldn’t be more relevant to all of us in Irish retail. In a world deﬁned by volatility, challenge, and constant change, our competitive edge won’t just come from scale or technology; it will come from how we lead. When we stay true to our values, put our customers and communities at the heart of what we do, and act with integrity, we don’t just navigate change, we shape it.

Kind

Regards, Fergal Doyle Chairperson of Retail Excellence Ireland

Editor Jennifer McShane

Retail Excellence

Editor

Keelan Bourke

Editorial Assistant

Amy McGlynn

Creative Director

Jane Matthews

Cover Photography

Philip Doyle

Leopardstown Office Park, Burton Hall Ave, Sandyford Business Park, Sandyford, Dublin 18

Tel: +353 (0) 65 684 6927

Email: info@retailexcellence.ie Web:www.retailexcellence.ie

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RETAIL NEVER STOPS. NEITHER DO WE.

IN RETAIL, EVERY SECOND COUNTS.

Whether it’s delivering a seamless customer experience or ensuring your systems run without a hitch, your IT needs to be fast, secure, and reliable. Ekco MSP helps you stay focused on what matters most - your business. As a leading Managed Service Provider, we deliver secure, scalable IT solutions that support retail businesses in driving efficiency, enhancing performance, and protecting operations. From fully managed services to complementing your in-house IT team, we offer the flexibility you need with the reliability you can trust.

WITH EKCO MSP, YOU’LL BENEFIT FROM:

✓ On-demand IT support when you need it

✓ High-performing cloud and communication solutions

✓ Proactive, always-on security

✓ A future-proof IT infrastructure

✓ Strategic IT alignment to boost efficiency and customer experience

Our experienced team takes care of your IT, so you can take care of your customers.

Retail Excellence Ireland Asks Government To Pause MinimumWage Hikes

Retail Excellence Ireland (REI) has called on the government to indeﬁnitely pause any increase in the minimum wage, due to the current ‘intensely difﬁcult’ commercial environment. REI has recently published a report on the retail industry by economist Jim Power, titled The Cost of Doing Business: Ireland’s Retail Sector in a European Context.

Some key statistics highlighted by the report include the following:

• The statutory minimum wage increased by 38% from January 2020 to January 2025, from €9.80 to €13.50, rising by 7.6% in 2023 and 12.4% in 2024.

• Ireland has the second-

highest level of minimum wage among the EU-27.

• Ireland has the seventhhighest standard VAT rate in the EU-27, and it is higher than the UK.

• In H1 2024, Ireland had the highest electricity prices for non-household consumers in the EU-27, at 62.3% above the EU-27 average.

• PwC’s latest Insolvency Barometer suggests that there were 852 insolvencies in 2024 – 16% higher than the 734 insolvencies in 2023.

• Retail recorded the highest number of insolvencies of any sector in 2024, with 200 of 852 thereof (23.5%).

REI Calls on Government to Prioritise Insurance Reform

Retail Excellence Ireland (REI) has said the government must make wide-scale insurance reform a key priority. The largest representative body for the retail industry in Ireland warned that the current insurance model is posing a signiﬁcant problem for businesses. A survey of members in August 2024 found that 84% of respondents had not seen their premiums come down despite the government reforms, and premiums rose for 67% of retailers despite 60% saying they had no claims in the previous ﬁve years. Moreover, a proposed blanket increase of almost 17% in personal injury awards will lead to even bigger premiums for businesses and customers.

M&S Faces €300m Hit Following Cyber-Attack

Marks & Spencer has revealed that a recent cyber-attack will cost the company an estimated £300 million in lost proﬁts. The incident, described as “highly sophisticated,” disrupted online clothing operations and stock systems across its UK and Irish stores. M&S has since accelerated its digital transformation plan and expects full recovery by July.

Elavon New Title Sponsor of the Retail

Excellence Awards

Retail Excellence Ireland is proud to announce Elavon as our Title Partner for the Retail Excellence Awards 2025, 2026 and 2027. A global leader in payments, Elavon shares our commitment to innovation, seamless customer experiences, and driving the future of retail. Their support as our trusted partner for reliable payments will enrich industry insights and ensure we deliver even greater value to our members.

Mercury

Systems

Joins Johnston Fitout Group

Johnston Fitout Group recently announced the acquisition of Mercury Systems Europe, and the formation of a new, uniﬁed brand: Mercury Retail Services. This merger brings together two exceptional teams – Johnston Retail Services and Mercury Systems – combining decades of experience in retail loss prevention, customer analytics and digital engagement. Congratulations to both teams on this exciting development. Garry Doyle, Managing Director of Mercury Retail Services commented - “This acquisition marks an exciting chapter for both teams, combining our strengths to deliver even greater innovation and service excellence across Loss Prevention, Customer Analytics and In Store Digital Engagement. We look forward to bring the latest technology to our customers to help maximise margins and minimise in-store losses.”

Keith Rogers Appointed Head of Retail for Skechers Ireland

Keith will be joining the Shuz4U Group run by REI board member Paul Gallagher and Sunil Shah to continue to drive strong growth in the Skechers brand in Ireland. Shuz4U Ltd is the Irish franchise of the Skechers brand with 23 stores nationwide.

Upgrades & Openings ...

1 Holland & Barrett Opens New Store In

Ennis, Co. Clare Health-and-wellness retailer Holland & Barrett has opened the doors of a new store in Ennis, Co. Clare. The 1,604-square-foot store comes complete with a fresh look and feel, boasting the retailer’s range of health and wellness solutions, including leading brands and the best of its new food and sport ranges. As part of its commitment to local suppliers, Holland & Barrett’s Irish stores stock a curated selection of home-grown brands. Ennis store manager Karolina Wojcik said, “We’re thrilled to open our new Holland & Barrett store in Ennis and to bring our wide range of health and wellness products to the local community. “Whether customers are just starting their wellness journey or are already passionate about healthy living, our team is here to help with expert advice and great-value products across our entire range. “We’re also so proud to support local, with a selection of incredible Irish brands available exclusively in our Holland & Barrett stores in Ireland.”

2 Glasthule Welcomes Butlers

Chocolate Café to its Sunny Seaside Village Opening their 28th store in Ireland, Butlers Chocolate Café recently opened on the main street in Glasthule, south County Dublin. Congratulations to the Butlers Chocolates team on another great opening.

3 B&Q Opens 3 New Stores in Ireland

B&Q Ireland recently opened three new stores at locations in Navan in Co Meath, Waterford and Letterkenny in Co Donegal. The store’s opening follows the purchase by B&Q of three former Homebase stores for about €3.79m late last year. The three new stores will employ 109 workers, 51 of whom transferred from Homebase. B&Q said the acquisitions build on its existing network and bring to 11 its portfolio of stores in the Republic of Ireland. John Eason, B&Q Retail Director, Ireland said the opening of the new stores was indicative of the conﬁdence the retailer has in the Irish market. “Opening three new stores builds on the success of our existing eight stores in Ireland and the continuous and growing demand for home improvement products and services nationwide,” he said.

RETAIL RETREAT 2025 IDEAS THAT MATTER

Retail Excellence members gathered at the Lyrath Estate on 27th May for the long-awaited return of the Retail Retreat, held outside Dublin for the first time in years. Over 400 delegates joined for a fantastic day of insight, inspiration and connection, exploring everything from e-commerce to AI, company culture and content strategy. The evening before the event, delegates were generously welcomed with dinner hosted by the Arboretum Garden Centre team, the ideal start to a packed and purposeful event. Retail Excellence also unveiled a major new partnership with Elavon, confirmed as the title sponsor of the Retail Excellence Awards 2025 and official payments partner going forward. Here’s a look at some of the standout speakers from the day.

Peter Cowgill The Power of Focus

Peter Cowgill, former CEO of JD Sports, gave an insightful, humorous account of his journey from accountant to leading one of the UK’s most successful retail brands. He traced JD’s origins from its early Mossley Sports days to becoming a FTSE 100 powerhouse, with a culture built around what he called “winning”. He highlighted how a laser-sharp focus on the customer helped JD stand out, primarily through exclusive product colourways and the now-famous “King of Trainers” positioning. Cowgill urged retailers to “control the controllables,” emphasising his preference for inﬂuencing what can be changed internally. And despite its scale, JD remained a “big small company”: agile, entrepreneurial and customer-obsessed.

Gerry Duffy The Art of Possibility

Gerry Duffy delivered a motivational session that helped delegates reset their mindset and unlock potential. He encouraged business leaders to deﬁne and clearly communicate a “North Star” goal within their organisations, ensuring employees understood their priorities and how they contribute to broader success. Through practical exercises — including a numbers game that went down very well with attendees — he demonstrated that people are often capable of far more than they realise. Duffy’s keynote became a springboard for delegates to explore what’s possible in their own businesses, and how clarity, focus and belief can drive performance.

Matthew Brown Stories That Sell

Director of Echochamber Matthew Brown explored fresh innovations in physical retail, with a focus on stores that combine storytelling, visual design and hospitality. He highlighted a new wave of directto-consumer brands creating immersive flagship experiences, from art installations and hands-on crafting to curated in-store environments that engage and inspire. “We are seeing a significant investment in flagship experiences from big brands which offer immersive storytelling in new and inspiring ways,” he said. “We even experienced the new Cyber Truck from Tesla which provided a real engaging experience.” He also flagged simplicity and clarity as key emerging themes, pointing to retail start-up Easy Plant as a standout example.

William Diamond Rebuilding Better

Founder of Diamond Furniture, William Diamond, gave a compelling keynote on resilience, reinvention and the value of staying close to your customer. After losing a ﬁve-store business during the economic crash, he rebuilt with a single-location model focused on quality, customer loyalty and strong design. His in-house collection, Will and Co, has become the hallmark of his business’s creative direction. Diamond Furniture has now been named Home Interiors Store of the Year three years running and was awarded National Retailer of the Year in 2025. He challenged the idea that growth must mean expansion, sharing personal lessons in business recovery alongside practical insights on design-led retail, customer connection and brand identity.

Edoardo Bortolato When AI Meets IQ

Google’s Edoardo Bortolato explored the powerful intersection of human and artiﬁcial intelligence. Based at Google’s EMEA HQ in Dublin, Bortolato leads the Large Customer Sales Team for Italy, Spain and Portugal, and drew on Google’s cutting-edge insights to outline what’s ahead for retail and marketing. He demonstrated how emerging AI tools are reshaping the sector and why the future lies in the collaboration between human creativity and machine capability.

Holly Hayes Content With Intent

Senior Social and Personal Brand Strategist Holly Hayes shared her expertise on digital brand growth and content performance. With experience spanning global names such as L’Oréal and content brands reaching audiences of over seven million daily, she now works at Dear Media, a leading US-based media company supporting over 70 female creatives in the entertainment space. In her session, The Art of the Subtle Sell, Hayes tackled the challenges brands face in building meaningful online traction. She highlighted the importance of preparing audiences for a sales message and stressed the need for robust content testing. “We discussed the importance of prepping your audience for your ‘sell’, why brands struggle to grow online and how testing your content has never been more important,” she said.

More expert Insight

The day also featured candid conversations on the realities of retail leadership:

• How to stand out amongst the crowd: Ed Fitzgerald, Independent Retail consultant, Ruth Roberts, Cogs, Toys and Games: Aoibhin Garrihy BEO Wellness, Paul Harvey of Windyridge Garden Centre.

• The New Retail Workforce: Leading Without Losing with Barry Whelan, Excel Recruitment, Hillary Collins, PHX, Jean Marten, Applgreen, Sharon Kelly, Woodies and Caroline Browne of Dairygold.

• Culture as Strategy: Great Place to Work Visionaries Reshaping their Retail Businesses: Sharon Kelly, Woodies and Michele Ryan, Carrolls Irish Gifts; moderated by Cathal Divilly of Great Place to Work.

From career milestones to customer care, Colette O’Reilly of Cove & Co Mullingar and Amy Donnelly of Petstop Rathmines both share a drive for retail success – and a love for Formula 1. Here’s what else fuels them, on and off the shop ﬂoor.

COLETTE O’REILLY STORE MANAGER, COVE & CO, MULLINGAR

Collette’s Q&A

What was your ﬁrst-ever job, and what did it teach you? My rst job was as a waitress, I was 16. It taught me the importance of listening to what the customer wants and the power of a smile.

If you weren’t doing this, what career would you pursue? I’d have loved to be a pilot. I have siblings in the Air Corps, so it’s always appealed

With a retail career spanning nearly four decades, Colette O’Reilly has spent her professional life in the world of interiors and customer service. She started out in 1987 at Hickeys Fabrics on Grafton Street, moving to the newly opened St Stephen’s Green Centre the following year. Quickly rising through the ranks, Colette was made supervisor in 1992 and took on her rst store manager role in Dun Laoghaire in 1996. She later played a key role in the rollout of Home Focus at Hickeys in retail park locations, joining the agship store in Blanchardstown as assistant manager in 1999 and leading it as manager from 2001 to 2021, all while commuting from Mullingar. Post-pandemic, Colette sought a role closer to home and joined GPG, the company behind Colourtrend Paints. She now manages Cove & Co Mullingar, following the brand’s rebrand and expansion in 2024.

to me.

to leave the planet in a better place as

What’s your proudest work moment (so far)? I’ve had a few. Opening new stores is always exciting and challenging in equal measure, and I’ve been lucky enough to be involved in more than one. My move to GPG / Cove & Co after being with the same company for over 30 years was a big moment for me and thankfully worked out very well. The company values of respect, partnership and excellence really resonated with me, and the fact that GPG is now a B-Corp company showed the commitment they have to leave the planet in a better place as well.

Describe your typical day in three words.

Describe your typical day in three words. Collaborative, customerfocused, adaptable.

Do you have a work mantra or go-to phrase that gets you through busy days? “This too shall pass.”

What’s a hobby or interest people might be surprised to learn you love? That I love F1 and have been a fan since being brought to Mondello Park as a child in the ‘80s.

What advice would you give your younger self starting out in retail?

Knowledge is power. Don’t be afraid to ask questions and keep learning. The customer needs to believe you know your product inside out and can guide them in the right direction. Find a company like GPG / Cove & Co that is committed to empowering their people through learning and development.

AMY DONNELLY STORE MANAGER, PETSTOP RATHMINES

Amy Donnelly’s journey with Petstop began nearly four years ago, starting part-time in the Carrickmines store. Her passion for pets, combined with a strong work ethic, saw her quickly move up the ranks to full-time sales, then supervisor, and eventually assistant manager at the Blackrock branch. Her latest role as store manager in Rathmines marks a new chapter as she leads a dynamic team at one of Petstop’s newest stores. Amy recently completed the Retail Excellence Ireland Manager’s Course in 2025, where she developed skills in leadership and technology in retail. She’s passionate about pet nutrition and training, and loves that her work allows her to stay close to animals while delivering excellent customer service. For Amy, working at Petstop is the perfect blend of personal interest and professional development.

Amy’s Q&A

What was your ﬁrst-ever job, and what did it teach you? My rst job was dog walking at 16, it taught me a lot on di erent dog breeds, their personality and their behaviours, and that massively helped working for Petstop. But I also developed time management and got customer service experience working with clients.

If you weren’t doing this, what career would you pursue? It would still include something to do with dogs and animals as they have always been a passion of mine. Maybe a dog trainer or dog boarding, but I do think I would miss the retail aspect in my current role.

What’s your proudest work moment (so far)? De netly getting the opportunity to be part of opening Petstop Blackrock and Petstop Rathmines and getting a chance to manage our Rathmines branch.

Describe your typical day in three words. Challenging, rewarding, fun.

Do you have a work mantra or go-to phrase that gets you through busy days? “Just keep the customer and pets happy.” I think it’s very important on stressful busy days not to lose sight of that. In Petstop our customers are so important to us, including the fourlegged ones!

What’s a hobby or interest people might be surprised to learn you love? Most of my life revolves around my three dogs, but I’m a massive F1 fan and cars in general are my secondary passion.

What advice would you give your younger self starting out in retail? Hard work pays o ! Just keep your head down and keep going. I do think if I didn’t do that 10 years ago when I started in retail – and even when starting in Petstop almost four years ago, I wouldn’t be where I am today.

Driving Irish Golf Forward

Halpenny Golf’s Deputy Managing Director Brian Congdon on team culture, customer trust and what’s ahead for Halpenny Golf in 2025

From one small shop to a nationally recognised retail brand, Halpenny Golf has spent decades building trust among Ireland’s gol ng community. Founded by John Halpenny, the business was born out of a passion for the sport and a drive to serve players at every level. Today, it operates stores in Swords, Lucan, Carrickmines, and Drogheda, plus a state-ofthe-art driving range near Dublin Airport. The launch of HalpennyGolf. com extended the brand’s reach well beyond bricks and mortar, providing golfers across Ireland — and internationally — with access to premium products and expert support.

“The strength of the team has always been central to our success,” says Deputy Managing Director Brian Congdon. “From day one, we’ve built a culture based on collaboration, shared purpose and doing things the right way, that remains at the heart of everything we do.”

While golf retailers are not in short supply, Halpenny Golf’s mix of product range, pricing, and personal expertise makes it stand out. The store’s stock equipment includes the world’s most respected brands, from clubs and accessories to apparel and footwear. Every purchase, in-store or online, is backed by a Best Price Guarantee, a commitment to o ering exceptional value.

More importantly, customers bene t from a team that genuinely knows the game. PGA professionals o er custom ttings, practical advice, and honest recommendations — a level of service that keeps customers coming back.

Momentum and Milestones

“So far, 2025 has been dynamic and rewarding,” says Brian. “Sales

have remained strong both in-store and online, and customer loyalty continues to grow.”

One of the year’s major developments is opening a brandnew retail store at the Halpenny Driving Range. Integrated with the Toptracer practice bays, it will provide a seamless experience: from trying out equipment to making informed purchases, all in one visit.

“Like every business, we face ongoing supply chain challenges and shifting retail expectations,” Brian acknowledges. “But the unity and adaptability of our team have kept us performing and, more importantly, kept customers at the centre.”

With a clear vision for the rest of the year, Halpenny Golf plans to

expand its online product range, launch fresh seasonal campaigns tied to its Best Price Guarantee, and host more community events at the Driving Range.

“Our focus is on innovation, accessibility, and value,” Brian says. “We’re continuing to invest in people, platforms, and partnerships and we’re building for the long term.”

Through junior sponsorships, grassroots support, and local collaborations, the brand actively promotes the sport across Ireland. “This is a workplace built on energy, respect, and a shared love of golf,” Brian says. “Whether online or instore, customers can trust they’re dealing with people who care about the game and getting things right.”

Built for Success

How Irish-owned retailer TJ O’Mahony is scaling up with strong growth, expert advice, and a clear vision for the future

For more than 70 years, TJ O’Mahony has been a respected name in Ireland’s builders’ providers and DIY sector. Today, it’s part of the HPC (Home Project Centre) Group and one of the country’s fastest-growing retail success stories.

“TJ O’Mahony is a 100% Irishowned business, part of the HPC Group, and a leading provider to the construction and home improvement sectors,” says Neil Dalton, Group Head of Marketing. “With a strong, customer-centric focus, we o er a wide range of building materials and DIY products, from paints and bathrooms to paving, decking, lighting, gardening products, homewares, and more.”

The company has seen substantial growth in the last decade. “Our current CEO, Sean Moran, undertook an MBO of the business in 2012, restructured the business and began a journey which has taken HPC to number two in its sector in Ireland,” Dalton explains. “The business has grown from six stores with revenues of €26m and 170 employees, to 19 stores today generating in excess of €150m annually.”

At the heart of that growth is a strong focus on people. “As the business has grown and evolved, one thing has remained constant — our team’s experience and extensive product expertise,” Dalton adds. “Customers who visit our stores not only have access to a wide range of high-quality products but also bene t from expert DIY advice from our knowledgeable sta .”

This commitment to service and value has helped TJ O’Mahony become a trusted one-stop shop for home renovation and DIY. “We’ve become a trusted one-stop shop for all home renovation and DIY needs, supporting everyone from rst-time DIYers to experienced tradespeople,” he continues. “And as we say: ‘We have all you need to get the job done.’”

So how has business fared in 2025? “We are pleased with our trading performance year-to-date,” says Dalton. “The market appears to be somewhat stronger than last year, which may, in part, be driven by an increase in house building activity following a large number of commencements in 2024.”

The company continues to strengthen its presence both in-store and online via tjomahony.ie and handyhardware.ie. Looking ahead,

Dalton says, “Our strategic plan includes the opening of new stores and specialist heating and plumbing outlets in key locations where we are not yet represented.”

With a clear goal in mind—“to be the leader in providing quality products and expert solutions”—TJ O’Mahony is laying the groundwork to reach €250 million turnover by 2027.

tjomahony.ie

Carraig Donn

60 at

From a single Westport boutique to a national style staple, Ireland’s largest lifestyle retailer celebrates six decades of heritage and innovation

This year marks a signi cant milestone for one of Ireland’s most beloved retail brands. Carraig Donn, the country’s largest lifestyle retailer, is celebrating 60 years in business with a nationwide celebration honouring its heritage and looking ahead to the future. Launching the anniversary year on St. Brigid’s Day felt tting for a business that the late Máire Hughes founded.

Carraig Donn began life in 1965 as a small craft store on Bridge Street, Westport. Máire, a mother of thirteen and a talented seamstress and knitter, opened Carraig Donn Boutique with a selection of Irish knitwear, jewellery and gifts. It was a modest beginning, but one that would grow into a household name.

“The business was always woven into family life,” says Pat Hughes, CEO of Carraig Donn. “Our summers were spent working in the store on Inis Mór or helping with craft production. We all grew up with it.”

Pat joined the business in 1971 and

has led its retail division for over 50 years. Alongside his brother Vincent Hughes, now COO of Aran Woollen Mills, they’ve continued to drive the family vision forward. Vincent joined in 1982 and oversees the manufacturing arm, which exports thousands of knitwear pieces weekly. In one standout moment, Carraig Donn sold 35,000 sweaters in a single QVC broadcast in the United States.

Despite growing into a network of 43 stores and an award-winning e-commerce platform, the company remains rooted in Mayo. Head o ce, warehousing, and manufacturing operations are still based in Westport, opposite the former Hughes family home.

Carraig Donn has evolved over its six decades in business. Its stores are now xtures in leading shopping centres nationwide, o ering a contemporary blend of fashion, homeware, jewellery, and accessories. They attract loyal, repeat customers

who pop in weekly to see what’s new.

“The stores o er a unique boutique style shopping experience with a wonderful selection of products, all with exceptional quality and design,” Pat agrees. “Event dressing is well catered for, and customers love getting the perfect dress and nishing touches through the beautiful o ering of jewellery and accessories.”

Carraig Donn was recently named Ireland’s Best Fashion Store at the Retail Excellence Awards 2024/25 for its Athlone outlet — a nod to its continued relevance in a competitive retail market.

“Our focus has always been the Irish customer,” says Pat. “We source unique products and deliver style at an accessible price point. That’s been our strength.”

With over 600 employees, many of whom have been with the company for decades, Carraig Donn credits its success to its people. Its stores are deeply connected to their local communities, regularly engaging in fundraising and local events. That same community focus remains a core part of its identity.

“As we celebrate our 60th year, we’re lled with gratitude,” Pat adds. “We’re proud of what began as a small boutique and has now grown into a national brand with a global reach. We know that both Máire and Pádraig would be proud.”

With further expansion planned and a full calendar of celebratory events and promotions throughout the year, Carraig Donn continues to blend Irish heritage with modern retail success.

carraigdonn.com

SMART €ASH – The future of Cash Management

Smart €ash from GSLS is the latest in cash management solutions. It combines cutting edge technology with the service and expertise from the team in GSLS. It is designed to both increase efficiency and improve your bottom line.

Cash is transacted in store.

Cash is deposited in the GSLS Smart Safe

Advantages of Smart €ash: -

Daily reporting on cash deposited

• Simplify your cash management process.

• Reduced cash handling costs.

• Deposit cash without leaving the store.

• Receive daily settlement for cash deposited in the safe.

• Access cash data and device usage remotely.

• Reduce risk and increase security.

• Access to the latest Smart Safe technology in your business.

What’s included in the monthly fee -

• Supply of the latest in Smart safe technology.

• Cash collections

• Cash processing

• Access to online reporting

• Daily cash lodgement to your bank account

Cash lodged daily in your bank account

Secure collection of cash at a convenient time

Crafted to Last

Paul Sheeran sets his sights on sparkling new beginnings

Paul Sheeran Jewellers has become a familiar and trusted presence in Irish retail for over three decades. Founded by Paul Sheeran more than 35 years ago, the brand has steadily grown into one of the country’s most respected names in diamond jewellery and luxury timepieces.

This year marks the beginning of a new phase, with a renewed emphasis on ne jewellery and diamonds — a core part of the business that continues to evolve.

“We’re now in our third year of the Chatham Street watch emporium, and we’re really happy with how it’s performing,” Paul explains. “That allows us to now put a big focus on the diamond and ne jewellery side of the business, which is incredibly exciting for us.”

That focus includes a move: “We’re moving our diamond and ne jewellery business to a new location closer to Grafton Street,” he says. “This will allow us to redesign the space for jewellery and elevate this business even more.”

The new premises will o er the same curated collection — including pendants, rings and earrings — alongside expert guidance and personalised service from the inhouse goldsmiths and gemmologists. The relocation is set to enhance the customer experience and increase the brand’s visibility in one of Dublin’s most prominent retail areas.

The luxury watch emporium on Chatham Street, launched in 2022, remains a key part of the business. It features world-leading brands including TAG Heuer, Breitling, IWC, Jaeger-LeCoultre and Panerai, alongside Ireland’s only Cartier Espace, with additional displays for Tudor and Hublot.

Completing what Paul calls their “luxury triangle” is the Montblanc boutique on South Anne Street,

which showcases the brand’s writing instruments, leather goods and watches in a space that re ects its craftsmanship and heritage.

He describes 2025 as a strong year so far. “As a business, we’re currently on a fantastic journey. We’ve been investing in our team, introducing new systems and tools, and elevating our jewellery o ering

with new collections and a refreshed space,” they say. “Of course, wider global challenges a ect everyone, but we try not to let that impact our momentum. Our business is here to celebrate all the major milestones in people’s lives — and those still happen.”

Looking ahead, the focus remains on growth in terms of people and product.

“This year, we look forward to growing our team, growing the business, and continuing to shine a spotlight on our ne jewellery and diamond collections. And as always, we love meeting our customers and being there for them throughout the big moments in their lives.” paulsheeran.ie

Still in Stock

Marking 52 years, Stock Design Dublin reﬂects on a legacy built to last

Celebrating over half a century in business, Stock Design Dublin has become a xture for customers seeking exceptional, design-led home and lifestyle products. From its longstanding base in South King Street, the business continues to evolve while staying true to its original vision: sourcing beautiful, functional products from across the globe and delivering them with knowledge, personality, and care.

“We carry a range of over 10,000 products from all over the world,” says the Stock Design team. “And with 52 years in business, it’s the experience that makes the di erence – our four key team members have over 140 years of combined retail knowledge.”

From its early days on South William Street in 1973, Stock Design was never just about products. It was about creating a space where good design felt accessible and personal. Its longevity, the team says, is rooted in consistency: a refusal to chase trends, a love for quality materials, and a loyal customer base that spans generations. “We’ve seen a lot of change around us,” they note, “but our ethos has stayed the same.”

That depth of experience has proven critical through periods of immense change. Having weathered everything from recessions and pandemics, Stock Design remains as relevant as ever. In 2023, the business was pro led in The Irish Times to mark its 50th year, celebrating its independence and longevity.

Standing the Test of Time

The team travels extensively to discover new products, many of which are exclusive to Ireland, across categories including homeware, tableware, lifestyle gifts, and kitchen essentials. With decades of supplier

Looking Ahead

relationships and an eye for quality, the store’s o ering is known for its variety and originality.

That, combined with tactile in-store experience and trusted customer service, sets it apart in an increasingly impersonal retail landscape. While online sales have grown steadily in recent years, the physical shop continues to be a destination for tourists and locals alike — and for many, a go-to when searching for the perfect gift or something unique for the home.

“2025 will be a challenging year,” the team acknowledges. “But having come through Covid and the implications of Brexit, Stock Design should be able to cope with the challenges in global uncertainty.”

Adapting is nothing new to the team. The store continues to evolve, with new products arriving from Europe throughout the year, adding fresh variety to the shelves. While external pressures remain, the store’s core values of service, quality, and curation continue to guide it forward.

Luxury With Purpose

As Rituals celebrates 25 years of redeﬁning wellbeing, Managing Director Annemarie Forsyth explains how growth, impact and innovation are shaping the brand’s future

Rituals may have started in the basement of an Amsterdam canal house, but in just 25 years it has grown into a global beauty and wellbeing powerhouse. Founded in 2000 by CEO Raymond Cloosterman and a small team, the brand’s vision was clear from day one: to merge ancient traditions with modern technology and create a new type of luxury — one that elevates everyday routines.

“Rituals is a luxury beauty & wellbeing brand and a certi ed B Corp™, founded in the basement of an Amsterdam canal house by our CEO alongside a small, passionate team in 2000,” explains Annemarie Forsyth, Managing Director, UK & Ireland. “Their mission was: to merge ancient traditions with modern technology and create a new type of wellbeing, one that rede nes luxury and elevates everyday routines through luxury yet a ordable products.”

Today, Rituals has over 1,300 stores in 42 countries and more than 4,000 points of sale in retailers worldwide. The business opened 241 new stores globally in 2024 alone, including 34 in the UK and Ireland, and continues to scale its digital and wholesale operations. It now operates more than 100 stores across the UK and Ireland, with 37 more planned for 2025.

“We’re keenly focused on using our growth to build a business that is sustainable, with impact at its heart,” she continues. “This year, we have been proud to innovate and expand into new categories including our new luxury Men’s line, exclusive Home collections, and limited editions such as The Ritual of Yozakura and The Dream Collection.”

What sets Rituals apart from competitors? “We’ve set our own course. We want to rede ne luxury by combining the world of luxury and beauty with a more accessible price point and important impact initiatives,” Annemarie explains. That includes the launch of the brand’s

Pro t Pledge — a commitment to donate 10% of its annual net pro ts to wellbeing and environmental causes. “We’re starting this o cially from bookyear 2025, based on 2024 revenues, and expect to invest €300400 million over the next 10 years.”

That impact is already being felt through partnerships with organisations like War Child, Blue Marine Foundation, Sacred Forests, Super Chill and Tiny Miracles.

“Each product is inspired by an ancient tradition allowing you to nd happiness in the smallest of things,” Forsyth says.

Rituals is also a leader in innovation, with around 200 new products launched each year. “Innovation is the foundation. It sets us apart from competitors and paves the way for our success,” she adds. The company is also embracing re llable packaging and formulas that are predominantly of natural origin.

Its success isn’t just coming from stores. Rituals’ TikTok campaigns have played a key role in growing brand awareness. “Many new customers discover us via word of mouth and social media, where our TikToks in particular have been a huge hit with our community.”

“And 2024 was a record-breaking year for Rituals,” she con rms. “Our turnover grew by 21% from €1.7 to €2.1 billion, with all sales channels and

geographies supporting that growth. We’re continuing to build on this momentum by opening the equivalent of one new retail store every working day this year.”

As for 2025? “We’re rolling out our rst o cial year of Pro t Pledge, investing €26 million towards supporting our partners to have a positive impact on important wellbeing and environmental issues around the world,” Forsyth says. She’s particularly excited about new customer touchpoints and growing product lines.

“It’s an exciting year for our product development. Without saying too much, I am looking forward to growing our new collections and categories like Men’s,” she adds. “We’re excited to engage more with younger consumers through our products and, more importantly, to continue making an impact, which is what makes Rituals so special.”

ABOVE: Annemarie Forsyth. Managing Director, Rituals

Powering Up Irish Retail

Homevalue and DID Electrical unite in a new partnership to bring quality appliances to more communities across the country

Two of Ireland’s best-known retail names, DID Electrical and Homevalue, are joining forces in a new partnership that will see leading home appliances land in hardware stores across the country. The collaboration brings together two Guaranteed Irish businesses with a shared commitment to local service, trusted brands, and communityrooted retail.

The partnership marks the launch of a new concept: DID Essentials, a carefully curated range of home appliances set to appear in Homevalue outlets nationwide. With over 110 stores between them, the agreement signi cantly expands access to reliable, highquality electrical products — all while reinforcing both brands’ focus on Irish provenance and economic sustainability.

“As an Irish-owned company, our commitment to supporting local communities and businesses has always been at the core of what we do,” said Ciaran McCormack, Managing Director of DID Electrical. “By partnering with United Hardware, we are strengthening our ability to provide Irish consumers with quality electrical products while ensuring that local retailers thrive. This partnership aligns perfectly with our values and our passion for Irish retail.”

The rollout of DID Essentials has started, giving Homevalue customers access to a focused selection of appliances chosen for their value, durability, and performance. The

initiative will also allow DID Electrical to reach more customers through Homevalue’s local footprint, especially in areas where there may not be a standalone DID store.

For Paul Candon, CEO at United Hardware, the collaboration makes strategic and cultural sense. “We are delighted to partner with DID Electrical Appliances Limited, a company that shares our dedication to Irish retail and quality customer service,” he said. “By bringing ‘DID Essentials’ into Homevalue stores, we

are expanding the o ering available to our customers and ensuring they can access the latest home innovations and high-quality brands, conveniently and a ordably via local, Irish-owned retailers.”

He added: “Choosing to shop at Homevalue stores means customers are supporting local businesses and communities, and helping to keep money and resources within their local economy. Our collaboration with DID Electrical further enhances this commitment.”

Retail’s Talent Tightrope

Hiring across Irish retail remains active in Q1 2025, but as Aislinn Lea of Excel Recruitment says changing candidate behaviour and rising employer expectations are reshaping the landscape

As Q1 2025 wraps up, recruitment across Ireland’s retail landscape — especially in fashion, non-food, grocery, and pharmacy— remains active but more complex. While job vacancies continue steadily, both candidate engagement and employer strategies have shifted in response to economic pressures and evolving workforce expectations.

Fashion & Non-Food Retail: Leadership & Agility in Focus

According to Aislinn Lea, Director of Fashion & Non-Food Retail Recruitment, the market has been exceptionally buoyant, with new roles added daily. However, she notes a shift toward more deliberate and thoughtful hiring, where employers are placing greater emphasis on leadership ability, change management experience, and authentic passion for retail.

The exit of several fast fashion and high street brands has forced remaining retailers to rede ne their bricks-andmortar presence, focusing on enhancing customer journeys, creating meaningful in-store engagement, and reinforcing the unique identity of each brand.

Duty Managers remain the hardest roles to ll in non-food retail. “Many employers are now looking to hospitality talent pools, leveraging their strengths in customer service, sales performance, and KPI management,” Aislinn explains. Speed in recruitment remains critical: businesses with streamlined interview and o er processes are securing talent ahead of slower-moving competitors.

Head Ofﬁce & Buying: A Cautious Candidate Market

Aoife Clarke, Senior Recruitment Consultant for Head O ce & Buying, describes a slow-moving market where

candidates are showing increased hesitation, often withdrawing late in the process. Active job seekers are focused on securing the most competitive o ers, while passive candidates attend interviews without genuine intent to move, unless all requirements are met. When combined with slow timelines, below-market o ers, and in exible expectations, this often results in unsuccessful hires.

At the same time, employer o ers often fall short of market expectations, further widening the gap between demand and supply. As Aoife notes, “Recruitment cycles are now longer and more complex, and success hinges on strong relationships, clear communication, and employer exibility.

Pharmacy: Stabilisation Amid Structural Shortages

Barbara Kelly, Senior Recruitment Consultant for Pharmacy, describes a more stable but constrained environment. Rates for Supervising Pharmacists have levelled out, and there’s been minimal movement due to the high salaries already locked in during recent shortages. Relief and support roles remain scarce, while locum rates are holding steady.

One standout challenge remains the shortage of quali ed pharmacy technicians, which has pushed up pay

slightly. Encouragingly, Barbara notes an uptick in technician roles being lled by non-EU pharmacists who’ve gained local experience.

Grocery: Investment in Fresh Food Talent & Work-Life Balance

Nikki Murran, Director of Grocery Retail Recruitment, highlights a continued investment in fresh food talent, especially in butchers, bakers, deli sta , and retail chefs. Supermarkets are responding to increased consumer demand for health-conscious, convenient, and online options by shifting manpower to these key departments. There’s also a noticeable move toward better worklife balance o erings. “Many retailers are now providing improved shift patterns and 39-hour contracts to attract and retain sta ,” says Nikki. Trainee managers are in demand, with higher salaries justi ed by expectations for stronger leadership potential.

While talent shortages and candidate hesitancy remain central themes in Q1, retailers that adapt quickly, o er competitive packages, and streamline hiring processes are best positioned to succeed in an evolving employment landscape.

If you’re looking for recruitment solutions, contact Aislinn Lea, Director of Fashion & Non-Food Retail, at aislinn@excelrecruitment.com or call 086 8073544 / 01 814 8747

recruitment

Aislinn Lea, Director of Non-Food and Fashion Retail at Excel Recruitment

Research shows changing face of retail

Retail has changed enormously in recent years and the need to diversify is more important than ever before.

Research by payments experts Elavon highlights the fact that Ireland’s shopping streets are not dead, just di erent.

In an online survey of more than 1,000 adults in Ireland, people were asked whether they shopped mostly online or instore for groceries; household products; clothes, shoes and accessories; beauty products; furniture and home decorations; electrical goods and gadgets; and toys and games.

The results show that the majority of shopping is done in-store but that younger people are more likely to shop online than older.

“While there was a move from the high street to online shopping in recent years, accelerated by the 2020 Covid pandemic, these results show the high street is not dead, just di erent,” says Scott Frisby, Head of Strategy at Elavon Europe.

“But it also shows that it is important for businesses to diversify, to o er di erent ways to pay, either in person at a shop, or online. O ering both these is known as omnicommerce.

“We can see that the supermarket shop, including independent food shops, remains the primary way people buy their groceries and household products, such as washing up liquid.

“Similarly, there is a strong showing for in-store for items which shoppers want to see such as furniture, beauty products and clothes.”

Multicommerce

Another arresting piece of data highlights the importance of convenience to the consumer with a fth of shoppers saying it was the

The data for the above chart was rebased to exclude those who said they did not shop for that item The data for the above chart was rebased to exclude those who said they did not shop for that item

most important consideration when choosing where to buy an item, except groceries and household products.

“Here we see consumers just going with the easiest place to buy. Here’s an opportunity for you, the retailer, to give yourself an edge over your competitors,” says Frisby.

“Make sure you o er di erent ways to pay, and make it a smooth, seamless process. This might be o ering a self-checkout kiosk, selfscan and pay, paying at a traditional till, or a combination of those di erent methods.

“It might involve what we call de-coupling of the payment process from the delivery of service, where customers order their items and pay for it, freeing up your sta from the administrative process of payment.

“This is frequently already available in larger chains, but we see no reason why it won’t increasingly be taken up by smaller retailers.”

The data in greater depth

If we take a closer look at the survey results, the data shows that younger people are much more likely to shop online, particularly electricals. About half of the under 34s shop online for this product.

Conversely, about two thirds of the over 55s shop in-store for their electricals.

For adults who buy toys and games the under 34s buy online more frequently than in a shop.

Interestingly, men who buy electrical gadgets are much more likely to go online at 36% than women (27%).

You can see more detail about the survey ndings on Elavon.ie.

U.S. Bank Europe DAC, trading as Elavon Merchant Services, is regulated by the Central Bank of Ireland.

Dismissal on Grounds of Capacity

Where an employee is absent from work due to a long-term illness, how should the employer manage their exit in circumstances where that employee’s role is required to be ﬁlled on a permanent basis? David O’Riordan of Sherwin O’Riordan Solicitors advises

The handling of an employee’s exit from their role due to longterm illness presents a challenging balancing act for employers. Many businesses may have genuine operational needs to ll that employee’s role permanently, however they must adhere strictly to fair procedures and ensure that the decision is reasonable in all the circumstances.

Dismissal on the grounds of capacity is potentially fair, provided it falls within the scope of the Unfair Dismissals Acts, 1977-2015. Section 6(4)(a) of Unfair Dismissals Act, 1977 states that for a dismissal to be substantively fair, the reason for the dismissal must refer to “the capability, competence or quali cations of the employee for performing work of the kind he was employed to do.”

The employee is also protected under the Employment Equality Acts 1998-2015 which requires employers to consider reasonable accommodations for employees with disabilities, including long-term illnesses.

A lawful dismissal of an employee due to long-term illness should involve the following steps:

1. Employers must obtain up to date and objective medical evidence to assess the employee’s condition and prognosis. Such independent medical assessment can be carried out through Occupational Health. It is also important to allow the employee to provide their own medical evidence regarding their tness to work.

2. Employers must engage with the employee regularly by letter and/or email, and the employer must request meetings with the

employee to discuss the content of the independent medical reports, where they can put forward their own views in relation to same. It is imperative that the employee is given the chance to participate and engage with their employer regarding the situation.

3. Employers should consider whether the employee could return to work in a reduced capacity, or with the provision of reasonable accommodation, as required under the employment equality legislation. However, case law has determined that there is no legal obligation on an employer to retain an employee who, even with the provision of reasonable accommodation, is not able to perform the essential functions of the job that they were employed to do.

4. Following a reasonable period of time, and having adhered to the steps outlined above, if the employee still remains un t for work and the employer has a genuine business need to ll the role, a dismissal may be considered. Employers must tread carefully when contemplating the dismissal of an employee on long-term sick leave. They must honestly believe, on reasonable grounds, that the employee is incapable of carrying out their role.

A recent decision from the Workplace Relations Commission (WRC) issued on 5th April 2024 under Roche -v- Beacon Hospital:

The Complainant was out of work for over three years and was continuously certi ed as un t to work by her GP. She was later dismissed by the Respondent as there was no prospect of her returning, but she claimed unfair dismissal.

The WRC found that the Respondent, represented by Sherwin O’Riordan Solicitors, reasonably concluded she lacked the capacity to perform her role and was unlikely to recover in the foreseeable future. She had received fair notice that dismissal for incapacity was being considered.

The Respondent arranged meetings and Occupational Health Assessments, but could not facilitate her return because she failed to provide the necessary engagement or information. As such, the Complainant’s claim for unfair dismissal failed.

Again, employers must consider the following to support a fair capabilitybased dismissal

(1) It was the ill health that was the reason for the dismissal;

(2) That this was the substantial reason;

(3) That the employee received fair notices that the question of his dismissal for incapacity was being considered and,

(4) That the employee was a orded an opportunity of being heard.”

However, given the complexity and potential legal exposure in some cases, it is advisable for employers to seek legal advice before making a nal decision to dismiss.

David O’Riordan, Sherwin O’Riordan Solicitors

A Nation Logged On

As .ie celebrates its 25th anniversary, the team look back at how the domain helped shape Ireland’s digital transformation

When .ie launched 25 years ago, just one in ve Irish households had internet access, and dial-up was still a noisy novelty. Fast-forward to 2025, and Ireland is one of Europe’s most digitally connected countries – a shift that mirrors the journey of .ie itself. Since 2000, the company has worked closely with Irish businesses, communities, and individuals to build awareness around the bene ts of an online presence. Its careful stewardship has earned it the position of Ireland’s most trusted domain, with their gures revealing 79% of consumers saying they prefer .ie websites when shopping online. Today, .ie holds 54% of the hosted domain market in Ireland, compared to 29%

for .com. That trust has grown in parallel with access. “At the turn of the millennium, only 20.5% of households were online and just 32.5% had a permanent home computer.

As of 2024, 94% of Irish households now have internet access,” the team explain, with email, messaging, news, and online banking among the most common uses.

Over the last 25 years, the .ie domain database has increased by a staggering amount, with 311,056 new domain registrations added since 2000.

Looking ahead, .ie sees growing challenges in areas like cybersecurity and information integrity. “As social media platforms move away from fact-checking, the value of a secure,

owned web presence becomes even more critical for Irish businesses.

“You own your .ie domain, and you control how it’s used – unlike social media platforms, where content can be restricted or removed at any time.”

They continue to focus on digital safety, advocating for greater public awareness around phishing, ransomware, and email compromise.

“We’re going to see more collaboration between internet guardians,” they add.

“The bad guys have organised, now the good guys need to do the same.”

As Ireland’s digital future unfolds, .ie remains committed to supporting secure, transparent, and authentic online experiences for businesses and consumers alike.

Three Decades of Happy Pets

Petstop marked its 30th anniversary with the opening of a new Rathmines store and a nationwide celebration of its journey in Irish pet care

Petstop, a familiar and trusted name in Irish pet care since 1995, celebrated a major milestone this May—30 years in business and the grand opening of its newest store in The Swan Centre, Rathmines.

Founded by Anthony Gallagher, the company has grown from a single outlet into a leading national brand. Now with 14 stores and a growing online operation, Petstop remains 100% Irish-owned and family-run, known for its knowledgeable sta , curated product ranges, and longstanding commitment to animal welfare.

“We’re incredibly grateful to our loyal customers who have supported us for 30 years,” said Anthony says. “Our new location in Rathmines is more than just a business expansion — it’s a celebration of our journey, the

pets we’ve helped care for, and the community that’s grown with us.”

Back in May, all Petstop stores across Ireland welcomed customers for an afternoon of giveaways, discounts, treats, and pet-friendly fun to mark the anniversary. Visitors enjoyed face painting, puppuccinos, and even appearances from popular dog in uencers. In a show of continued community support, each store also donated €500 to a local animal rescue centre.

The Rathmines opening represented a key moment in the company’s expansion, with Petstop now o ering over 12,000 products online, as well as in-store advice and services that continue to adapt to changing customer needs. From specialist foods and pet tech to toys

and grooming essentials, the brand remains a one-stop destination for pet families.

The celebrations alsomarked the strength of the pet care sector. In Ireland, the market is now worth more than €500 million — three times the size of the baby goods industry. Globally, the sector is forecast to reach €500 billion by 2030, surpassing industries such as recorded music and gaming.

Petstop’s 30th anniversary re ects the longevity of a successful retail business, and its loyal (often furry) customers. As the company looks ahead, it continues to blend service, care and innovation, and hopes to be enjoying the same for many more years to come.

www.petstop.ie

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Data That Delivers at Petstop

AI isn’t just a buzzword at Petstop. Founder Anthony Gallagher joined Galvia AI’s John Clancy on stage at this year’s Retail Retreat to share how data is driving real results and reshaping strategy from the ground up

Petstop, founded 30 years ago, grew out of a love for animals, which is clearly evident in its in-store charm, from puppicinos to friendly service. Today, the company has a network of 14 stores and a strong online presence. But despite having so many years of customer data, much of it was fragmented and hard to use. “Trying to make sense of it was impossible,” Anthony shared.

Over a year ago, they partnered with Galvia to change that. Through their Connected Intelligence platform, they were able to unify data from across their systems and apply AI-powered insights to turn complexity into clarity. Now, Petstop’s leadership has a single source of truth — empowering them to simplify decisions, predict trends, reduce costs, and uncover new growth opportunities. This wasn’t about adding more dashboards; it was about timely, relevant insights that drive con dent action.

Smarter Decision Making

At Petstop, Anthony explained to the audience, in early 2024, Petstop paused its €7,000/week Google Ads, which had been driving 550 new weekly customers. As expected, customer numbers fell to 300 and revenue dipped by 2.5%. Instead of returning to ads, they turned inward, tapping into 140,000 email addresses gathered over three decades. With Galvia’s segmentation tools, they targeted lapsed customers with a simple anniversary email. No discount, no urgency — just a good story. That single cohort’s engagement recovered the full revenue dip, with zero ad spend. This campaign not only validated the AI-powered approach

but also covered the cost of Galvia’s platform, with an expected 10x return over time.

Smarter Teams, Not Smaller Teams

For Anthony, AI isn’t about replacing intuition but enhancing it. “We’re freeing up our team from spreadsheets so they can think strategically,” he said. From store managers to online teams, sta now have the insight and time to act.

Anthony’s advice to other retailers? “Don’t wait. Just do it.”

“Acting on your data today will create a long-term edge in the face of rising costs and atlining sales,” he added.

As for what’s next, Petstop and Galvia are just getting started. With predictive sales, smarter inventory planning, and deeper store-level analytics in the pipeline, their datadriven journey is set to unlock even more growth and loyalty. The lessons from Petstop’s journey o er a clear roadmap for any retailer ready to unlock the potential of their data.

Missed this conversation at the REI Retreat?

Don’t worry. Galvia is hosting an exclusive webinar featuring Declan Gallagher from Petstop and Jean McCabe from Retail Excellence Ireland on Tuesday, June 24th. Join us to hear ﬁrsthand how AI is shaping the future of Irish retail — and how your business can get ahead.

To register, visit www.galvia.ai

UNLOCKING RETAIL VALUE

The Retail sector is the true barometer of economic conditions, with changes in consumer buying behaviours and conditions being reﬂected instantaneously in their purchases. John Nyhan & Niall Kearney, from KPMG’s Rapid Performance Improvement team, explore 4 key areas for retailers to examine to drive value creation

A Challenging Landscape

In 2025, Irish retailers face challenges such as rising operational costs due to in ation, supply chain disruptions, and increased competition from e-commerce. Shifting consumer expectations for sustainability and personalised experiences also add pressure. Additionally, labour shortages, adapting to digital transformation, and maintaining pro tability while meeting regulatory requirements present ongoing di culties in an evolving retail landscape.

The recent KPMG Next Gen Retail series, which analyses the results of independent research, highlights that consumer attitudes are changing, while habits on the other hand, are staying the same. Of those surveyed, 87% still purchase groceries in-store, while only 29% intend to increase their online shopping in the coming year. Large shopping centres are still preferred by 43%, and 62% enjoy the ability to see and

feel products in-store before buying. This positive sentiment echoed by consumers support the view that in person business is here to stay.

Business o erings, however, need to adapt. Businesses are now expected to deliver higher quality at lower costs, with 66% of Irish retail customers believing businesses should focus on customer satisfaction rather than cost-cutting. Indeed, half say they are willing to pay more for quality. Additionally, 47% feel that cost-cutting measures negatively impact their shopping experience. Recognising these changing demands while understanding that existing models may not need a complete overhaul presents a unique opportunity for growth and innovation.

Identifying opportunities & creating value

In such a challenging operating environment, businesses must focus on the areas they can keep control of.

Consistently, examining 4 key areas presents value creation opportunities and helps businesses to improve their operations. The 4 areas are:

• Core operations

• Procurement

• Back O ce

• Revenue and margin management

By focusing on these areas’ businesses can drive sustainable growth while meeting the demands of modern consumers.

Keith Watt, Head of Retail & Manufacturing, KPMG

47% feel that costcutting measures negatively impact their shopping experience

1. Core Operations:

• Efﬁcient Store Management: Retailers need to optimise day-to-day operations such as; stock management, sta scheduling, and customer service. Leveraging automation and real-time data analytics can streamline processes and improve decision-making.

• Omnichannel Integration: Retailers must align online and physical store operations, ensuring seamless customer experiences across channels (e.g., click-and-collect, returns, consistent pricing).

2. Procurement:

• Supplier Relationships and Sourcing: Retailers must negotiate favourable terms with suppliers and source products e ciently to minimise costs. Building strong relationships with suppliers ensures reliability, quality, and timely deliveries.

• Sustainable Sourcing: With increasing consumer demand for ethical and eco-friendly products, retailers must adapt procurement strategies to prioritise sustainability without increasing costs signi cantly.

3. Back Ofﬁce:

• Inventory Management: E cient back-o ce systems, like automated inventory tracking, help retailers manage stock levels, avoid overstocking, and minimise wastage.

• Financial Management: Retailers need robust accounting and payroll systems to streamline nancial operations, ensuring accurate cost controls, budget tracking, and regulatory compliance.

4. Revenue and Margin Management:

• Pricing Strategies: Retailers must employ dynamic pricing strategies to remain competitive while protecting margins. Understanding consumer behaviour and demand allows for pricing adjustments in real-time.

• Promotions and Discounts: Managing promotional campaigns e ectively, using data insights to tailor discounts and o ers, helps maximise revenue without eroding pro tability.

• Cost Control: Monitoring operating costs, supply chain expenses, and labour costs is critical for maintaining healthy margins while delivering value to customers.

By focusing on these areas, businesses can keep control of overheads and absorb smaller hits to their gross margins. Implementing timely management controls are crucial in managing targets and variances. This in turn allows business to understand dynamics and adapt their o ering accordingly.

Positioning for Growth

In 2025, for retailers to grow it’s crucial to examine your current performance rst and foremost. Focusing on the 4 areas outlined above will ensure you have a solid footing to grow your business and focus your attention on changing consumer behaviours – exploring consumer trust, sustainability and digital transformation.

KPMG’s Rapid Performance Improvement team can help position your business for success. For more insights and tailored strategies, consider consulting with industry experts with experience in the Retail sector. Leveraging objective and experienced perspectives can help you develop a robust plan, ensuring quick, tangible, and sustainable growth for your business.

KPMG provides end-to-end FinTech services from strategy to implementation. Combining our industry insights and cross functional experience, our team of strategy, risk compliance, tax, audit, and emerging technology professionals are ready to help you.

WRC Report Reﬂ ects Progress – and Pressure

The Workplace Relations Commission’s 2024 Annual Report outlines strong service delivery across inspections, adjudication and mediation — but also highlights ongoing challenges in communication, delays and employer clarity, says Tommy Smyth

In late April 2025, the WRC published its Annual Report for 2024. It is full of statistics and information on the services o ered, and delivered, by the body during that calendar year. The WRC is an independent, statutory body with the overall objective of delivering a workplace relations service and employment rights framework for employers and employees in Ireland. The main functions of the WRC are to:

• Promote the improvement of workplace relations and the maintenance of good workplace relations.

• Promote and encourage compliance with relevant employment legislation.

• Provide guidance in relation to compliance with Codes of Practice.

• Conduct reviews of and monitor ongoing developments in workplace relations.

• Conduct or commission relevant research and provide advice, information, and the ndings of research to Joint Labour Committees and Joint Industrial Councils.

• Advise the Minister for Enterprise, Trade and Employment in relation to the application of, and compliance with, relevant legislation.

• Provide information to the public in relation to employment legislation (other than the Employment Equality Act).

• Within this framework, the Commission’s core services include:

• The provision of mediation, conciliation, facilitation and advisory services, adjudication on complaints and disputes.

• The monitoring of employment conditions to ensure compliance with and (where necessary) enforcement of employment rights legislation.

• The provision of information, and the processing of employment agency and protection of young persons (employment) licences.

2024 in Review:

1. Information Services:

Over 59,400 callers were helped by the WRC’s Information and Customer Service sta providing information on employment, equality, or industrial relations matters. While there were over 4.3M pageviews of the WRC’s website.

2. Inspections:

A total of 5,156 inspections were completed in 2024. Successful prosecutions were up 27% in 2023 with € 2.15m recovered in unpaid wages to employees, predominantly in sectors such as Retail and Hospitality. Much

of these wages relate to incorrect payment of public holiday pay, failure to pay or communicate payment of a Sunday rate, minor time periods not paid for (e.g. cashing up time at the end of a retail shift)

3. Conciliation Service:

The WRC’s Conciliation Service was involved in the resolution/prevention of a number of high-pro le disputes. Its success rates remain high and continues to be above 85%. The new Public Service Agreement 2024- 2026 was agreed as a successor agreement to Building Momentum. This followed two months of intense negotiations between the Government and the Public Sector Trade Unions/Associations at the WRC.

4.Mediations:

The WRC pre-adjudication mediation service delivered a total of 894 mediations in 2024, which is a 14% increase compared to 2023. The WRC provides two distinct forms of mediation: pre-adjudication mediation and workplace mediation. 526 mediations ended in resolution in 2024, with an additional 427 complaints being withdrawn after parties had engaged with the mediation team but before an adjudication took place. The overall resolution rate of mediation increased to 59% in 2024 (up from 56% in 2023 and 48% in 2022).

• Pre-adjudication mediation is con dential, and any agreement reached is legally binding on the parties. Engaging in mediation allows the parties to explore

Tommy Smyth, Tom Smyth & Associates

and agree solutions in a nonadversarial and creative manner.

• Workplace mediation provides a prompt, con dential and e ective remedy to workplace con icts, disputes, and disagreements on an ad-hoc basis.

5. Adjudications:

The WRC saw an increase of 6% in Adjudication Hearings o ered in 2024 compared to 2023. In total, 9,054 Adjudication les were o ered a hearing in 2024, an average of 180 per week.

6. Code of Practice:

The WRC Advisory Service develops Codes of Practice to provide guidance and outline what it considers best practices in promoting e ective industrial relations. The Code of Practice on the Right to Request Remote and/or Flexible Working was published on 7 March 2024.

7. Outreach:

WRC sta across all Divisions, attended over 60 outreach events involving a range of schools and colleges, enterprise bodies, business and employee representative bodies and state bodies. These events are an extremely useful and important method of engaging with the public to provide information on WRC services.

General

Commentary

While the WRC Annual Report contains all the achievements of the WRC in 2024, it has certainly not all been plain sailing.

A longstanding pay dispute regarding overpayment to external, self-employed Adjudication O cers (AOs) now appears to be resolved. Their daily rate is to increase by just over 17% from €515 to €616. Additionally, the ‘writing up days’ for AOs (the days in which they write up their decisions, paid at the same rate as hearing days) has increased from 48 days per annum to 52 days. These changes are due to take place from 1 May 2025.

There is also an unacceptably long delay in hearing dates being scheduled, and more critically, decisions being published after a hearing. There are also many cases of simple administration errors such as incorrect case reference numbers being sent to parties and submissions being lost or not passed onto involved parties.

On the inspection side, there is still confusion over how Public Holidays have been historically interpreted. Many employers calculate the Public Holiday entitlement for Part Time workers using the ’13-week rule’ which for years was accepted by Inspectors, the WRC, the LRC, the Labour Court etc. In fact, many payroll software

providers have this pre-loaded as the method for calculating the entitlement for many workers.

Shortly before Covid, it became clear that this was not the correct method for calculating a Part-Time worker’s Public Holiday entitlement, however, rather than clearly communicating this to employers, no formal announcement has been made. Accordingly, inspectors will likely challenge employers to calculate a year of back pay to check for underpayment. If an REI member is ever in this position we encourage them to contact us so we can advise on the most e ective way to manage it.

The WRC plays a vital role in the employment landscape and much of the work they do, and the services they o er, are invaluable to employees and also of great bene t and clarity to employers. With Employment Law continuing to expand, it is important that the WRC keeps improving so it can deliver the worldclass service it promised when it was set up almost 10 years ago.

Tom Smyth & Associates.

P: 021 4634154

E: info@tsaconsultants.ie

W: www.tsaconsultants.ie

We remind readers that REI members have complimentary HR support time through their membership. Contact Tom Smyth & Associates at 021-4634154

Great Minds, Great Workplaces

Cathal Divilly, CEO of Great Place to Work Ireland, on how they are helping companies build high-trust, high-performing cultures — and why listening to employees matters more than ever

“Great Place to Work began its journey in Ireland over twenty years ago, and since then we’ve partnered with thousands of companies of all sizes and across a wide range of sectors, helping them cultivate hightrust, high-performing workplace cultures,” says Cathal Divilly.

While recognition as a Certi ed “great place to work” is a proud milestone, the real focus, he explains, is helping businesses understand their workplace culture—identifying strengths, uncovering areas for improvement, and providing practical support to enhance the employee experience.

“Central to this process is our Trust Index survey, a key part of the Great Place to Work programme that helps organisations gather actionable data on their employees’ perceptions of trust, leadership, and the overall work environment,” he adds. “By listening closely to each company, we aim to support meaningful, long-term progress that bene ts both people and business outcomes. Trust is the foundation of every great workplace and building that trust is at the core of everything we do.”

Why 2025 Matters

That focus on trust and employee experience has never been more relevant. “2025 has been a year marked by resilience and reinvention across Irish businesses,” Divilly notes. Many companies have celebrated milestones already, including those named on the 2025 Best Workplaces in Ireland™ list announced last February, which honoured employers excelling in high-trust culturebuilding.

Other tailored recognitions include the Best Workplaces for Women™, which highlights businesses making strides in equity, career development, and work-life balance, and the Best Workplaces for Health and

Wellbeing™, which celebrates leadership in mental health support and overall wellness.

“Companies that are actively listening, measuring, and acting on employee feedback are in a stronger position to adapt to changing needs — both in their workforce and among customers,” he explains. In a

challenging environment, especially for sectors like retail where high turnover and erce competition are common, “it’s critical not just to engage employees, but to build workplaces where they feel valued and trusted.”

Looking Ahead Together

Recognition is just one part of the journey. Great Place to Work also places a strong emphasis on community and learning. “Through our regular events and webinars, we connect individuals from across sectors to share ideas, insights, and best practices,” says Divilly. “These gatherings foster a sense of shared purpose and collaboration, whether the focus is enhancing customer experience through employee experience or responding to market shifts.”

“As organisations across Ireland continue to evolve, Great Place to Work remains focused on the conversations, data, and connections that will shape the future of work — and support better outcomes for businesses and their people.”

Cathal Divilly, CEO, Great Place to Work Ireland

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From luxury lookbooks to in-store wow moments, we bring your brand to life through powerful print and bold campaigns.

Whether you’re boutique or big-brand, we craft marketing that turns heads and drives sales.

BUSINESS SUPPORT MADE SIMPLE

Finding the right government support for your business has never been easier. The new National Enterprise Hub is the single source for every business support - over 180 different ones. Whether your business is looking for grants, training or advice and support , you’ll ﬁnd it all in one place.