SHAKEN AND STIRRED KEEPING THE GLASS MORE THAN HALF FULL AT DRINK BOTANICALS
ON THE MENU
THE ARTISAN FOOD PRODUCERS STANDING OUT FROM THE CROWD
DIVERSITY AT WORK WHAT YOU NEED TO KNOW ABOUT DISABILITY
2.70
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All rights reserved. Every care has been taken to ensure that the information contained in this magazine is accurate. The publishers cannot, however, accept responsibility for errors or omissions. Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © Ashville Media Group 2024. All discounts, promotions and competitions contained in this magazine are run independently of Better Business. The promoter/advertiser is responsible for honouring the prize. ISSN 2009-9118 SFA is a trading name of Ibec.
In the autumn edition of Better Business, we focus on politics as the country heads to a General Election. It has been an intense year of lobbying already, amid the local and European elections and the recently published Budget for 2025. e SFA team and SFA members have been busy engaging with policy makers about rising business costs.
For this issue, the SFA reached out to key political stakeholders to ask what their respective parties (or political groupings) would do to assist the small business community.
On October 1st the Government announced its Budget, which yielded some mixed news for small business. While there are a number of measures designed to help businesses, most notably the delayed roll out of auto-enrolment, the 80cent rise in the National Minimum Wage will put pressure on the retail and hospitality sectors.
In September, the SFA launched the Small Business Awards at a photocall with Taoiseach Simon Harris at Government Buildings. e Small Business Awards, of which the Taoiseach is its patron, is the ideal showcase for Ireland’s best and most innovative entrepreneurs.
is issue has a particular focus on food and beverage producers. e value of Ireland’s food, drink and horticulture exports were almost €16.3 billion in 2023, according to Bord Bia. So, it is important to showcase this sector as it’s an integral part of our economy.
In this issue of Better Business, our Sector Spotlight looks at the childcare and early learning sector while the HR section focuses on understanding disabilities and details the legal obligations related to employees with disabilities for small business owners. e health section gives advice on ergonomics for o ce-based work.
As always, Better Business contains stories that will both inform and inspire. Many of the businesses featured in this publication are the heartbeat of communities across Ireland. It is a credit to these businesses that they are viable at a time when business costs continue to rise.
Better Business is the magazine of the small business community. We welcome your feedback, suggestions and ideas to info@sfa.ie on X (Twitter) @SFA_Irl
David Broderick Director, Small Firms Association
Big News for Small Business News, views and profiles from SFA members and small businesses in Ireland
18
Sector Spotlight
Childcare providers are struggling with rising costs and an unmanageable admin burden
36 Policy
Abolishing sub-minimum rates for all employees under 20 would have a negative impact on employers and staff
46
Arts and Culture
We catch up with Kneecap Director Rich Peppiatt ahead of the Academy Awards next year 12
Interview
Laura McCarthy at Drink Botanicals talks about humble beginnings and company milestones
24
Cover Story
Pinergy’s Daire Keating is bringing a fresh perspective to a business that’s poised for growth
38 HR Mohamed S Camara on what you need to know about disability as a small business
50
Travel
For companies looking to export to the US, careful consideration must be given to the finer business details
16
Events
Taoiseach Simon Harris has launched the SFA National Small Business Awards 2025
28
Entrepreneurs
Four food industry leaders talk about standing out from the crowd
41
Health
Could you be overlooking a simple way to reduce absenteeism and boost productivity?
55 And Another Thing… Solve your energy waste and save on costs, all while helping the planet, writes Tracy O’Rourke
Jack Murphy Clothing has launched its Autumn-Winter 2024 collection, where fashion meets functionality. is season, the brand has elevated its designs, blending style, comfort and purpose. Highlights include the ‘Earth Check’, a rich twotone blend of brown and black and the introduction of the ‘Amiee’, a style inspired by the 1960s elegance of Jackie O. Also available is the ‘Tweed Digital Print’, featuring a tweed-like pattern on 100% waterproof, windproof, breathable and machine-washable fabric. Jack Murphy Clothing specialises in sustainable, luxurious outerwear, appealing to customers who value quality, sustainability and unique style.
IF
Research shows increase in online sales PayPal’s 2024 ‘Business of Change Report’ has shown that small and mediumsized enterprises (SMEs) that sell online appear to be experiencing a growth period, with 96% seeing an increase in online sales over the past 12 months. A similar proportion (95%) are feeling optimistic about the growth of their business over the next year. e report also revealed that on average, SMEs selling their products or services in international markets generated €240,605 in the last 12 months. ose surveyed that don’t currently sell internationally, but are planning to do so in the future, estimated that the move would generate €122,728 annually for their business. Half (50%) of SMEs in Ireland are presently engaged in international sales, with an additional 30% intending to do so within the next year. Among those already selling internationally, 77% have experienced a surge in international sales volume over the past three years.
Irish educational technology rm Child Paths has announced Dr Gillian Lake as its new Chief Education O cer. Dr Lake transitions from her role as Associate Professor at DCU Institute of Education, bringing a wealth of expertise in early childhood and primary education. Her academic journey, including tenures at the University of Oxford and Oxford Brookes University, has positioned her as a distinguished gure in the educational sector. At Child Paths, she will drive innovation and expand the company’s reach within the primary education sector. Her appointment underscores Child Paths’ commitment to enhancing educational experiences through technology and supporting personalised learning paths that empower students to achieve their potential.
3Q Recruitment turned 25 in September. Originally founded by three friends, original founder Cora Barnes became a full owner a er purchasing the company from the other two founding shareholders. e company, which is moving to a new premises, has had a 20% increase in new team hires in 2024 to position it for continued growth and success. Supplying up to 200 temps in locations across Dublin, Kildare and Meath and nding in-demand talent for clients across Ireland, Cora believes the future is bright for 3Q. “Quality is our key value and operating model and it has stood to us well over the last 25 years. We look forward to the next 25 with the same passion for people, excellence in service delivery and quality personnel for our clients.”
Bannerton PR has launched the Bannerton Launchpad PR programme, created to enable bigger and better business and communication outcomes. e new programme introduces SMEs and others, new to marketing, to the value of professional PR. Priced at €2,000, ex VAT, and with a six-week campaign duration, it comprises a strategic media consultation to help forge your bespoke media strategy, tailored media collateral consisting of two releases or feature/interview proposals and media monitoring to analyse media reach and impact to further re ne strategy.
Email marydillon@bannerton.ie for more information
In a continued e ort to support HR professionals in navigating the evolving recruitment landscape, Rent a Recruiter has released the latest ndings from its quarterly market research survey. is year, Rent a Recruiter gathered responses from 60 HR professionals, providing valuable insights into the most pressing challenges they face in recruitment. e survey highlights key issues such as talent scarcity, accelerating the speed of hiring, diversity and inclusion and reducing hiring costs. 57% surveyed identi ed nding quali ed candidates as their primary challenge. is issue stems from a talent pool that o en lacks the speci c skills and experiences companies require for their evolving needs. Speed in recruitment is another signi cant concern, with 28% of respondents marking it as a critical issue. Managing recruitment costs e ectively continues to be a concern, with 7% of respondents citing it as a signi cant challenge. e cost of hiring new employees includes advertising job openings, operating recruitment tools, conducting interviews and training new hires.
“We are often described as an economy of multinational companies. We are of course very proud of our success in attracting FDA, but I think that description ignores how many hundreds of thousands of successful SMEs we have in this country, employing record numbers of workers.”
Taoiseach Simon Harris addressing the Ibec President’s Dinner
“Any solution to the current early childhood education and care sector must be cocreated with providers for it to succeed. The early childhood learning sector agrees that reforms are needed, but it can only happen with meaningful two-way dialogue between providers and Government.”
Stephanie Roy, Director of Childhood Services Ireland in response to recent calls for the childcare sector to be nationalised
“What we want to see out of the Budget is targeted solutions and we see the PRSI rebate as the best way to implement that.”
David Broderick on Newstalk’s Breakfast Business with Joe Lynam
Clonakilty Distillery recently underwent a brand refresh, with ‘It’s in our Nature’ the brand’s new slogan. Marketing Manager, Karina Collins said: “We rst started making whiskey in 2019 and as our whiskey matured, so did we. is growth helped us become clearer about who we are and how we stand out from competitors. While we felt di erent, we realised we were not expressing it as clearly as we could.” For that reason, the company began the process of a brand audit, evaluating their current messaging across all consumer touchpoints, social media, advertising, marketing materials and website. Engaging consumers, sta and retailers, they delved into what the brand meant to them and how it resonated. “Nature is woven into the fabric of our story. rough our unique location next to the Atlantic Ocean, the salty mist imbues our barley, grown on the family farm at the water’s edge, while the warehouse where our whiskey ages is just 460 yards from the ocean cli s. Embedded in the very essence of our brand is the nature of the founding family, who have farmed these lands for nine generations.”
@SFA_Irl
Interesting data from the CSO, proving that small firms are the lifeblood of the economy: “SMEs account for 99.8% of all businesses in Ireland and employ two thirds of workforce”
@businessposthq “I’ve been calling for an infrastructure ministry to be set up... if I was given €13 billion, I would immediately [be] starting an outer ring road” — Ryanair boss Michael O’Leary
@IRLDeptFinance
National Financial Literacy Stakeholder Event gathered stakeholders from Ireland’s financial literacy eco-system. “What We Heard” highlights some of the recurring themes & priorities heard during breakout discussion groups held at the event.
Read in full: https://gov.ie/en/ publication/21fcdwhat-we-heardnational-financialliteracystakeholder-event05-july-2024/
Scatter Box has launched its Edition 2 2024 Collection. e collection connects the vibrancy of maximalism with the serenity of minimalism, celebrating Scatter Box’s 65 years of innovative design. e Luxurious Cognac Maximalist story is at the heart of the collection, designed to exude personality. In contrast, the Calm Edit story o ers a serene escape with its neutral and so colour palette, perfect for those who seek a retreat from the hustle and bustle of everyday life. New to this year’s collection are the fur Pods. Filled with high-quality by-product crumb foam, the Pods provide an eco-friendly seating option that doesn’t compromise on comfort. e crumb foam lling adapts to your body shape, o ering personalised support and an indulgent lounging experience. e Edition 2 2024 Collection also includes a curated selection of 11 handpainted canvases by international artists, designed to complement any home décor.
Contact centre testing so ware company Klearcom has announced a signi cant expansion of its services to o er local testing in 100 countries. is expansion covers testing across both landline and GSM networks, enabling multinational companies to ensure their contact centre services are reliable and compliant across diverse regions. Alongside this geographic expansion, Klearcom is making signi cant strides in integrating AI into its so ware, enhancing its ability to perform sophisticated analysis and automate testing processes for IVR’s. Klearcom’s AI capabilities are now being used to predict and identify telecom and IVR issues before they impact users, optimise testing routines based on historical data and provide actionable insights that help global organisations improve service quality. Klearcom’s COO, Mark Rohan said: “ is is a monumental step forward for Klearcom and our clients. By providing local testing capabilities in 100 countries and integrating advanced AI into our platform, we are empowering companies to optimise their contact centres and IVR’s with unprecedented precision and e ciency.” MarkRohan ,COO , Klearcom
The Government announced a budget with various cost-of-living packages ahead of the forthcoming General Election. The SFA was pleased that the Government has listened to some of its proposals to support small businesses, such as the extension of the Employment Investment Incentive, the Start-Up Relief for Entrepreneurs and the Start-Up Capital Incentive. However, many of its key recommendations around tackling high business costs did not emerge as the Government announced an 80-cent increase in the National Minimum Wage to €13.50 per hour from January 1st. While the minimum wage hike was expected, it still leaves many businesses, particularly the hospitality and retail sector, in a vulnerable position.
Reacting to Budget 2025, David Broderick, SFA Director said: “Going forward, the Small Firms Association believes that the Government must introduce a more targeted measure like PRSI rebate to assist small businesses with the transition towards the Living Wage rates. One in three businesses that the SFA recently surveyed stated that they will run out of liquidity within six months without any additional financial supports. 83% of businesses surveyed stated that costs have risen in the past year, which further emphasises the challenging environment for the small business community.”
Kinsella, Tax Partner at Crowe, outlines some of the tax measures for businesses as set out in Budget 2025
There will be an increase in the annual limit of the small benefit exemption from €1,000 to €1,500 and it will also permit five non-cash benefits (up from two) to be granted by an employer in a single year. The small benefit exemption allows an employer to provide limited non-cash benefits or rewards to their employees without the payment of income tax, PRSI and USC.
The Minister confirmed that a participation exemption on foreign dividends received by a company will come into effect from 1 January 2025.
The angel investor capital gains tax relief, which is targeted at encouraging business angel investment in innovative start-ups, was announced in last year’s Budget and will commence shortly. It is proposed to increase the lifetime limit on gains on which the reduced rate of CGT applies from €3 million to €10 million.
The R&D tax credit provides a 30% tax credit for all qualifying R&D expenditure. The firstyear payment threshold will increase from €50,000 to €75,000. This is the amount up to which a claim can be paid in full in the first year, rather
than being paid in instalments over three years. The increase will provide valuable cash flow support to companies undertaking smaller R&D projects or engaging with the credit for the first time. In addition, there will be a review of the R&D tax credit carried out over the next year.
Following a tax expenditure review, it is proposed to extend the Relief for Investment in Corporate Trades, which comprises the Employment Investment Incentive (EII), Start-Up Relief for Entrepreneurs (SURE) and the Start-up Capital Incentive (SCI), for a further two years. The limit on the amount that an investor can claim relief on for EII investments will be increased from €500,000 to €1 million. The maximum relief available under SURE will increase from €700,000 to €980,000 (€140,000 per year over seven years).
Section 486C allows relief of up to €40,000 per year against corporation tax for new companies. The relief is calculated by reference to employer PRSI paid of up to €5,000 per employee. This does not include PRSI paid by owner-directors. Under changes proposed, up to €1,000 of Class S PRSI per individual will count toward this cap.
WHAT THEY THINK ARE THE BIGGEST CHALLENGES FACING THE SMALL BUSINESS COMMUNITY AND WHAT THEIR PRIORITIES ARE IN RELATION TO SUPPORTING SMALL BUSINESSES
What is the biggest challenge facing the small business community?
Ged Nash, TD, Labour Spokesperson on Finance, Public Expenditure and Reform, Enterprise and Trade
“ e biggest challenge facing small businesses today is navigating the a ermath of a ‘polycrisis’. Since 2017, SMEs have been bu eted by a series of disruptive events – from Brexit to Covid-19, followed by a war in Europe.
Ongoing pressures, such as crippling insurance premiums, historically high borrowing rates and energy costs, have compounded these crises. Labour shortages, driven by the cost of housing, childcare and other services, further strain the sector. e Government’s response has o en been inadequate, leaving many local businesses struggling to survive.”
Louise O’Reilly, TD, Sinn Fein Spokesperson on Workers’ Rights, Enterprise, Trade, and Employment
“ e most signi cant challenge facing small businesses is the insu ciency of Government support to small businesses amid rising operational costs.”
Peter Burke, TD, Fine Gael Minister for Enterprise, Trade & Employment
“ ere are both challenges and opportunities facing the small business community at present and the twin processes of digitalisation and decarbonisation are chief in my mind. e use of technology in small businesses can have a transformative impact but the cost can be signi cant, especially in businesses where turnover and margins are low. Similarly, as the world moves towards a net zero carbon economy, there is a demand now – including from customers – for businesses to be more sustainable. at’s why my Department, through Enterprise
Ireland and our Local Enterprise O ces, have increased the grants available to businesses to become more digitally intensive and review their emissions. I have made changes to these schemes so that businesses now must only contribute 25% of funding for many of the energy e ciency grants, as well as increasing the amounts available for training and to get support to trade online. ese options are not available to all business types of course, but I would urge businesses to log on to our new portal – neh.gov.ie – to see what grants and supports are available.”
What is the biggest challenge facing the small business community?
Ged Nash, TD, Labour Spokesperson on Finance, Public Expenditure and Reform, Enterprise and Trade
Dara Calleary, TD, Fianna Fail Minister of State for Trade Promotion, Digital
“ ere are many challenges and indeed opportunities for the SME sector. I am very conscious however that the cost base is an ongoing challenge for small businesses and that is something that Fianna Fáil in Government is very conscious of.
As you know, as a party we have a strong social dimension and we are keen to support the rights of employees with good terms and conditions and a strong work life balance. However, it is essential that we do so in a measured and balanced way that combines social progress with a thriving SME sector. at is the challenge for us and it’s one that, working with small businesses, I am sure we can meet. Budget 2025 has again illustrated the seriousness of our intent. While not every demand for any sector can be met, it shows that we are responsive to the small business community.”
“ e most signi cant challenge facing the small business community in Ireland is rising operational costs coupled with regulatory burdens. SMEs o en lack the nancial resilience and access to resources that larger rms enjoy, making it di cult to absorb increased costs. Additionally, the disparity in support between SMEs and the Foreign Direct Investment (FDI) sector exacerbates these challenges. e need for reduced VAT rates, especially in struggling sectors like retail and hospitality, and improved access to low-cost nance are critical to alleviating these pressures.”
“Labour’s priorities are clear – we want a renewed Government focus on SMEs – the backbone of our economy. is means nally addressing challenges like energy costs, insurance premiums and a ordable nance. We must also create a level playing eld for SMEs in line with MNCs by reducing costs, investing in essential infrastructure and services and providing targeted incentives to help indigenous enterprises scale and thrive.”
Louise O’Reilly, TD, Sinn Fein Spokesperson on Workers’ Rights, Enterprise, Trade, and Employment
“Sinn Féin’s priorities include full utilisation of existing funds and repro ling and redistributing the remaining TBESS funds to give nancial relief to SME’S. Cost reduction – tackling the rising costs of insurance, energy and materials to ease the burden on SMEs. Tax debt solutions – developing sensible approaches to tax debt recovery that protect SMEs from undue nancial strain. Enhanced and transparent Government engagement is required, to address the needs of the small business community and ensure that funds earmarked for business support are fully utilised and targeted to those in need.”
Peter Burke, TD, Fine Gael Minister for Enterprise, Trade & Employment
“Since April, there has been an increased focus in particular on small businesses coming from Government. I have visited businesses up and down the country listening to their concerns and I am preparing a budget with these concerns in mind, with the full backing of the Taoiseach. Costs are a huge issue and the Increased Cost of Business Grant was designed with this in mind. is grant provided some relief and was targeted at retail and hospitality, which our research
shows are the sectors under the most pressure when it comes to increasing costs. ere has been signi cant regulatory change imposed on businesses and we are looking at reviewing some of this, as well as providing further support through our State agencies and of course, through Budget 2025. We recognise that small businesses are the backbone of our economy, providing two thirds of employment in this country and they must be supported.”
“Obviously, our priority is helping business meet the current challenges and indeed future ones. We have been proactive in direct supports to address cost challenges and we will continue to be so. We will also ensure strong local support via the LEO’s. We recognise the need to encourage innovation, digitalisation and decarbonisation and we will continue to implement strategies to support businesses here.
We are committed to providing more regulatory certainty to business and we will review the current criteria to see how they can be improved.
Expanding on the new SME Test, we will ensure that not only is the impact on SMEs of every individual regulatory proposal considered by Government, but also that Government takes into consideration the cumulative impacts of proposals from across various Departments and State agencies.”
“ e Rural Independent Group prioritises creating a more supportive environment for SMEs by advocating for policies that reduce nancial and regulatory burdens. is includes pushing for a reduction in the VAT rate for the hospitality sector to 9%, ensuring SMEs have better access to low-cost nance and enhancing support systems to make Government schemes more accessible. We also emphasise the importance of giving SMEs a voice in policy-making processes to ensure their concerns are heard and addressed e ectively.”
Laura McCarthy (LMC): The company was founded back in late 2017 when I was studying marketing in DIT, now TU Dublin. I was supposed to travel with friends that summer, but I decided to stay home and focus on this business idea I wanted to bring to life. This was when gin and tonic trends were taking off and you’d see goblets, glasses and botanicals popping up in bars, restaurants and hotels everywhere. I thought, wouldn’t it be cool to recreate that experience at home, especially as people started leaning towards at-home experiences more and more. That’s where the idea for our gin and tonic kits with essential botanicals came from. I brought the idea to my local off-licence and they loved it. I went home and made the kit myself at my kitchen table. I teamed up with my cousin, a graphic designer, and within a week, we had a prototype ready. When I brought it back, the off-licence agreed to stock a dozen kits. A week later, I got a call saying they’d sold out! That was the moment I realised I was onto something, even though I was quite young, just 20.
LMC: We offer a range of dried botanicals, fruits and syrups that help people create bar-quality cocktails at home. During the pandemic, we expanded to include cocktail kits, which became a huge hit. Our idea was to provide customers and bartenders with easy, high-quality ingredients that save time. We’ve since developed more natural-based products, like 100% natural syrups, and moved into dried fruits like oranges, limes and lemons that bartenders and customers love for their convenience and long shelf life. Instead of spending hours drying fruit themselves, they can use our products, which last up to two years. Bartenders really appreciate the quality and they’re willing to upgrade to our premium products because they know the difference it makes in drinks. The price difference isn’t major, but the leap in quality is significant for them especially.
LMC: After launching, I got a call saying the kits had sold out. That was the moment I realised there
Laura McCarthy, CEO and founder, Drinks Botanicals
was a real opportunity here. After that, we just kept knocking on doors, getting listed in more stores and growing. During Covid, we pivoted to offer home cocktail kits and that really took off. It also gave me time to step back and think about new product development. People wanted faster solutions, especially after Covid, and our products filled that need. We offered something they could rely on, which was not only convenient but also had a longer shelf life. That made a huge difference. I could see it was working in our home market and I wanted to try to replicate that in the UK. I thought a low-risk option was to go through Amazon in the UK, so we
Don’t be afraid to take risks. If you have a good idea, just go for it. Surround yourself with a strong support network – mentors can be a big help. At the start, I think it’s all about giving people a chance and many people support young entrepreneurs in Ireland. In my case, without that, the business probably wouldn’t have grown to where it is today or diversified. Make sure your business is commercially viable; creativity is important, but so is making sure you have good margins.
started shipping into their fulfilment centres and that just blew up; a lot of our products got Amazon choice badges, meaning our products meet specific criteria for high quality, competitive pricing and fast shipping. So that was pretty cool and really helped grow our brand in the UK market.
What challenges have you faced?
LMC: Staying ahead of industry trends and maintaining product quality while scaling up has been challenging. Customer feedback has been essential. During Covid, customers asked if they could buy our dried fruits separately, which led to us expanding our product range. Scaling operations without compromising quality is a key focus for us. We also have to juggle B2B and B2C markets, which both have different demands. Bars and restaurants go through stock quickly, while retail customers might buy a kit that sits in their kitchen for months. Both markets require attention and we make sure our operations can handle the unique needs of each. As we scale the operation side of it, ensuring high quality of products while increasing production capacity is a key focus, because you can lose sight of that and you don’t want to lose the customer service side of things around quality. So maintaining that is hugely important for my team and I always say quality is at the heart of what we do, alongside customer service.
What awards have you won recently?
LMC: We’ve won several awards which has been amazing, including the Outstanding Small Business Award at the SFA Awards, the ‘One to Watch’ Award at the National Enterprise Awards and we also won at the Irish eCommerce Awards. So it’s been a whirlwind few months for us this year alone. These recognitions mean a lot to our small team and validate all the hard work we’ve put in. We’re a small, dedicated group and seeing our efforts recognised in this way is incredibly rewarding.
LMC: We’re expanding internationally. We’ve had great success in the UK and now we’re focusing on the US market. We recently launched on Amazon US and one of our products became the fourth best seller in its category. We know there’s so much potential for our brand globally and we’re always working on diversifying our products and exploring new opportunities. We’ve just opened our own in-house packaging unit, which allows us to control quality and costs better. It’s been a huge achievement. We’re making progress but this is just the beginning for us.
The Small Firms Association (SFA) National Small Business Awards 2025 have been officially launched by Awards Patron, Taoiseach Simon Harris, TD. Now in its 21st year, these awards celebrate the achievements, innovation and excellence of small businesses in Ireland and recognise the vital contribution of the small business community to the Irish economy.
Small firms (employing fewer than 50 people) have from 23 September until 25 October 2024 to enter free of charge at www. sfaawards.ie. There is also an option to nominate a business to receive an award.
Speaking at the launch, Taoiseach Simon Harris said: “The SFA National Small Business Awards is an opportunity to celebrate and promote the countless examples of entrepreneurship, innovation and creativity across Ireland’s small business community. For over two decades it has been shining a spotlight on the companies that are the beating heart of our thriving cities, towns and villages throughout our country. The Government is deeply aware of their importance to our continued economic success and we are committed to ensuring that such businesses can continue to thrive and prosper long into the future.”
“THE SFA NATIONAL SMALL BUSINESS AWARDS IS AN OPPORTUNITY TO CELEBRATE AND PROMOTE THE COUNTLESS EXAMPLES OF ENTREPRENEURSHIP, INNOVATION AND CREATIVITY ACROSS IRELAND’S SMALL BUSINESS COMMUNITY.”
The Awards are free to enter and the prize package for ALL finalists is valued at €50,000. This includes a strategic management masterclass weekend, participation in SFA Business Mentor’s Work Programme as well as in the SFA Business Connect event where they will be able to showcase their products and services to an audience of over 300 attendees. It also includes broad-ranging national and local media coverage and each finalist company will feature in a special supplement in the Irish Independent on the day of the gala presentation of prizes which takes place in the RDS Concert Hall on Wednesday, 26 March 2025 when the category winners and overall winner will be announced. Finalists also receive three complementary tickets to this ceremony. The category winners will be presented with a trophy and free membership of the Small Firms Association for one year.
In addition, the five best Emerging New Businesses –(companies who are less than two years in existence) – supported by Microfinance Ireland will be selected. These are companies that have the potential to grow and have the ability to be an SFA National Small Business Award winner in the future. The awards media partner is the Irish Independent.
Entrants may enter the category of their choice and have the option to enter more than one category, but must complete a separate entry form for each one they choose.
Chair of the SFA, Geraldine Magnier, said: “The SFA National Small Business Awards are a celebration of the achievements of the 270,000 small firms in Ireland, who collectively employ over 850,000 people, half the private sector workforce. As many companies experience challenging times at present, it is very important to promote excellence, achievement and innovation amongst small businesses in all sectors and parts of the country. I am really looking forward to celebrating all our category winners and overall winner next March.”
THE SFA NATIONAL SMALL BUSINESS AWARDS ARE OPEN TO ALL COMPANIES IN IRELAND WITH UP TO 50 EMPLOYEES AND THE CATEGORIES ARE:
MANUFACTURING supported by ptsb
FOOD AND DRINK supported by Bord Bia
SERVICES supported by Sage
OUTSTANDING SMALL BUSINESS: UP TO FIVE EMPLOYEES supported by Elavon
INNOVATOR OF THE YEAR supported by National Standards Authority Ireland (NSAI)
SUSTAINABILITY supported by Strategic Banking Corporation Ireland (SBCI)
WORKPLACE
WELLBEING supported by DeCare
EXPORTER supported by Enterprise Ireland
RETAIL supported by One4all Rewards
Skillnet Ireland is supporting management training for the programme.
Entries to the awards will be accepted until 5pm on Wednesday 25 October and entry forms are available online at www.sfaawards.ie
CHILDCARE PROVIDERS ARE STRUGGLING WITH RISING COSTS AND AN UNMANAGEABLE ADMIN BURDEN
If
or older, your pre-school provider was most likely an enterprising stay-at-home mum down the road who had converted the garage into a playroom. Today, the sector has become heavily regulated and professionalised – for the good and welfare of children – but it is turning the focus of childcare work from a nurturing vocation into an administrative nightmare for providers.
It was in the 1990s that the sector became more regulated and started to professionalise, with the introduction of the Child Care Act 1991, a piece of legislation designed to promote the welfare of children and ensure the proper oversight of childcare services by HSE inspectors. A series of regulations under the Act and updates to it over the intervening years have set out detailed requirements for preschool services (including nurseries, playgroups and
crèches) regarding health, safety, welfare and development and set out standards for child-to-staff ratios, the suitability of premises and the overall quality of care, providing a more formal structure for early childhood education and care (ECEC). Stricter requirements for providers around staff qualifications and facility standards have also been enforced.
In 2006 the National Childcare Investment Programme (NCIP) was launched, which aimed to increase the availability of childcare places and improve the quality of services; and in 2010 the Early Childhood Care and Education (ECCE) Scheme was introduced, to provide free preschool education for children in the year before they enter primary school. Then in 2019, the National Childcare Scheme (NCS) was introduced to replace previous subsidy schemes and further regulate funding and access to childcare.
Since the establishment of Tusla, the Child and Family Agency, in 2014, it is responsible for the registration, inspection and enforcement of standards in preschool services. In 2022 the Core Funding grant was introduced for early learning and childcare providers towards their operating costs, with 95% of providers taking it up in year one. However, due to the constraints of the scheme’s freeze on fees, coupled with rising costs, it is making it more difficult for providers to keep their doors open and many have opted out.
In a joint statement earlier this year, the four representative associations for the sector presented a number of survey results in which a range from 40% to 75% of members were considering leaving the Core Funding scheme.
Regina Bushell, Managing Director of Grovelands Childcare, grew her business from a playgroup in her front room, which she started in 1979, to multiple award-winning facilities across Athlone, Tullamore and Mullingar servicing around 800 children, with 130 staff. Bushell has been an advocate for the sector for many years and was appointed Chair of Childhood Services Ireland (CSI), the Ibec group representing the childcare sector, in 2023.
“There were huge changes when public money started coming into childcare, in terms of administration, because we have to account for how that money has been spent,” she says. “But the level of administration has got completely out of hand. Some people would say the involvement of Government has left us with no autonomy as to how to run our businesses.”
While she recognises increased investment under the National Childcare Scheme, she notes it’s parents that are benefitting, while childcare providers are facing increasingly challenging times.
“They’re open 50 to 60 hours a week and the providers are caught up with a huge amount of administration during that time, which actually takes them away from the operation side of their service. Keeping track of everything has become very difficult and we’ve ended up having to employ more and more people in order to keep on top of it all.”
Bushell is keen to emphasise that “There are thousands of children being cared for every day in quality services all around the country and sometimes you only hear the negative stories in the media, which can be very distressing if you’re running a quality service... that’s the minority. The majority of services around the country have an excellent track record.”
Bushell points out that early childhood education and care providers are instrumental in shaping children’s developmental journeys during their crucial formative years and says, “It is incredibly important for Government to engage with those who deliver these essential services in order to co-create and cultivate a more effective and supportive framework that meaningfully contributes to the growth and development of all children.”
“IT IS INCREDIBLY IMPORTANT FOR GOVERNMENT TO ENGAGE THOSE WHO DELIVER THESE ESSENTIAL SERVICES IN ORDER TO CO-CREATE AND CULTIVATE A MORE EFFECTIVE AND SUPPORTIVE FRAMEWORK THAT MEANINGFULLY CONTRIBUTES TO THE GROWTH AND DEVELOPMENT OF ALL CHILDREN.”
“When the current funding system was designed by the Department of Children, Equality, Disability, Integration and Youth expert group, early childhood education and care providers were not included in that group,” she notes. “We urgently need a new policy that includes the input of providers to ensure that their needs are reflected.”
Regina Bushell, Managing Director,
Grovelands Childcare
Monica Campbell started out in childcare in 1992 looking after one child and set up Little Rainbows as a business in 2002. It now operates three sites in Dublin, serving 400 children with 90 staff.
Alec Flood is the Company Secretary and says the business has adapted to rising costs by focusing on efficiencies, closing and selling a number of the operations to focus on “bigger premises and to concentrate on having businesses which are a similar platform and size for efficiencies in management and moving with the times in terms of regulations and environmental improvements to the premises.”
Flood says they have rethought their business to align with the dictates of the regulations and funding schemes. “We now design our creches around providing the most efficient services possible in terms of staffing and catering for children. Then as we’ve made improvements to the building layouts, we’ve also introduced renewable energy and sources of heating, as well as air conditioning and a filtered ventilation system which have proved really successful... even staff have noticed they have less sickness themselves due to having the HEPA filters in the rooms.”
With the demand for childcare services so strong, Flood admits that the real benefit of making the environment more inviting is to attract staff. They also offer a four-day week and competitive salaries, with wage costs making up 70-80% of their overheads. They decided to leave the Core Funding scheme this year, fearing the inability to give staff pay rises. “We’ve always given staff increases and not being able to would be damaging for our business – if we can’t attract staff, then we can’t stay in ratio and can’t provide our service.”
Flood notes that in global comparisons, Ireland’s investment in early years education is notably low. “I recognise that the Government are investing more money than they’ve ever done in previous years,” he says, “but international tables are based not on the amount of money you invest, it’s the amount of money invested per child in the system. As a result, Ireland is always at the bottom.”
Ríona Long founded Ashvale Creche in Wicklow almost 20 years ago and has seen massive changes in the industry since then – many positive and some that she fears could run her business into the ground if the situation does not improve.
“The business has changed beyond recognition,” she says. “For the most part, it’s changed for the better, but there have also been really challenging changes.”
The small, independent creche employs 16 staff and serves 65 children daily. Long says that over the past two decades, the industry has become highly regulated and compliance-focused, with compliance visits from Tusla, environmental health and other authorities. From the point of view of improvements in childcare and safeguarding this is a positive, but has created a lot of extra work for creches. “The downside of it is that we are now so regulated that it is really overbearing on our industry. There are constant inspections and the paperwork is an administrative burden.”
Likewise, schemes which are to the benefit of parents in terms of paying for childcare, also create administration work for creches. While she signed up to the Core Funding programme, freezing her rates at 2020 prices, Long is struggling to keep going with the scheme. “Unfortunately, it hasn’t kept in line with inflation over the last three years and it hasn’t kept in line with staff wages.”
While she feels wage increases have brought stability in terms of staffing, the rise in costs is causing the creche to run at a loss and Long has engaged with a mechanism that she hopes will allow her to increase her fees, which are currently well below the county average.
With capped fees and rising costs, including staff wages, the future is uncertain and many creches across the country have already closed their doors. Meanwhile, she is awaiting a decision from the Government around increasing her fees to see if her business can remain viable. “Four months later, I still don’t know whether I can increase my fees and I don’t have a timescale of when I may be able to... even though they have acknowledged that we do need to increase fees in order to remain viable.”
The long-awaited auto-enrolment (AE) retirement scheme may finally be on the way in 2025. Legislation has passed all stages in the Oireachtas and although the focus was originally a January 2025 start date, a phased launch over 2025 is a more likely outcome at this stage. While exact dates are still not confirmed, it is noted by the Government that o cial updates will be provided on the its autoenrolment web pages.
Who will be impacted by the AE scheme?
In short, in one way or another every employer in Ireland, regardless of size or industry, and every employee, regardless of contract term or type if they are not already in a pension scheme will be impacted.
Even employers who currently already have existing private company pension schemes in place will need to see what adjustments may need to be made to their schemes and to ensure that their existing schemes are competitive and still fit for purpose.
Some of the finer details have yet to be formalised and communicated by the new AE body, so while employers, employees and the wider pension industry waits to see the final information and weigh up the pros and cons, here is what we know so far.
What is auto-enrolment?
Auto-enrolment is a new Government
administered retirement savings system; it is designed to ensure that anyone who is not building a pot for their retirement starts to do so. Ireland is the only OECD country with no form of this style of Government backed pension scheme. This new pension savings system will be made up from contributions from employers and employees with a Government top-up to be added also. It will be administered by the National Automatic Enrolment Retirement Savings Authority which is a new Government department. The Government’s plan is to phase this new scheme in over 10 years from inception, with contribution rates to rise every three years.
What is the right approach for employers?
Auto-enrolment or company pension plan/PRSA
As is always the case with any financial planning, the specific needs of the employer and employee may make one option more appealing than the other. AE or a private company pension scheme have characteristics that di erentiate them.
For example, occupational pension schemes a ord generous tax relief to employee contributions and o er much greater flexibility, including Additional Voluntary Contributions (AVCs), whereas it appears AE will be much less flexible with a fairly rigid structure with fewer options. Employees who pay tax at 20%
rate or do not pay any tax will benefit from the State contribution in AE, which is e ectively similar to a tax relief at a rate of 25%, as opposed to 20% or 0% in an occupational pension scheme. Equally, employees who are higher rate taxpayers (currently 40%) will be significantly better o in an occupational pension scheme where they will get tax relief on contributions at the marginal rate rather than at 25% in autoenrolment.
Employers with existing schemes in place, who ensure that all their employees are members of their occupational pension scheme and adjust eligibility criteria accordingly, will avoid the need to administer contributions to two or more schemes at the same time, ie some employees are auto-enrolled and others are members of the company pension scheme. Also, the absence of risk benefits (death in service/income protection) for employees with autoenrolment is another key consideration. Ultimately the issue we face in Ireland is that there is a shortfall of people who are saving for later in life. Any plan to help these people save will ultimately be a positive and AE will help drive awareness of the need for income in retirement and set more people on the path to a financially secure future. The best advice…. is to get advice.
Bobby McDonnell is Corporate and Pensions Risk Manager at Bank of Ireland
1
Ronan Foley CEO, Gallagher in Ireland
Businesses face many challenges, however when you encounter a tough situation, that’s when resilience and perseverance are most important. If you reach a point where quitting seems like the easiest option, that’s when it’s crucial to push forward – you never know what opportunity you might miss. Also, consider investing in your local community through fundraising and volunteering, which strengthens your business and builds meaningful connections within the wider community.
2
Rob McConnell Global Solutions Director, Expleo Group
Don’t take your eye off the cybersecurity ball! Staying vigilant about cyber risks is essential. Effective management involves educating and raising awareness amongst employees since they are typically your weakest link. Despite sophisticated threats and investments in layered security controls, some risk will always remain. Cyber insurance helps you transfer these risks to an insurer and can be easily integrated into your general business cover if you follow best practices.
3
Gráinne Earley Director of Employee Experience Solutions, FUEL
As workplace culture evolves, connection and inclusivity are key. In a hybrid working environment, it’s crucial to maximise every opportunity to bring teams together and engage our employees. This helps foster connections between team members, boost morale, show appreciation for team efforts, recognise your company’s achievements and reinforce company culture. Having a strategic approach to employee engagement leads to improved workplace cultures, stronger organisational loyalty and increased employee retention.
Show me a person who has never made a mistake and I’ll show you someone who has never achieved much
4 5
Caroline O’Sullivan Head of Ireland, Delta Capita
Understand your clients’ challenges deeply and prioritise solving them. Foster strong, trusted relationships by consistently delivering exceptional service or products that meet their needs. Don’t be afraid to bring in experts when necessary – nobody can do everything alone. Most importantly, ensure you have a dependable, supportive team to help your business thrive and grow.
Ray
McKenna
Partner,
Lockton People Solutions
Keep recruitment simple – hire for culture fit as well as skills. When advertising, emphasise what you offer – strong culture supported by a solid benefits package. Highlight specific perks like health and wellbeing, pensions, flexible working and growth opportunities. Move quickly with top candidates and ensure they understand the full value of joining your team. A wellcommunicated benefits package attracts talent and ensures retention, building an engaged workforce for long-term success.
6
Insurance Colm Power
Managing Director, NFP Ireland
Building strong relationships with both external and internal partners is key to your firm’s success; at the end of the day, satisfied partners and collaborative teams lead to valuable referrals and sustained progress. When it comes to delivering an exceptional service to clients and customers, you can only do so when your entire team fully understand their needs.
Regular communication helps build trust and loyalty, driving growth and ensuring long-term success.
DAIRE
THE NEW CHIEF COMMERCIAL OFFICER AT PINERGY, IS BRINGING A FRESH PERSPECTIVE TO A BUSINESS THAT’S POISED FOR GROWTH
Pinergy announced that phase one of the solar roof on Cork’s Virgin Media Park was up and running. The partnership with Munster Rugby will meet the Park’s energy needs, while any excess will be repurposed to the national grid. It’s just another in a long line of initiatives undertaken by Pinergy to help power energy transition in Ireland and support the move towards cheaper renewable energy. The appointment of Daire Keating to the newly created role of Chief Commercial Officer is another step forward in that mission and one that will introduce existing and potential customers to the variety of energy solutions available from the company.
Six months in and Daire is busy making the new role at Pinergy his own. As Chief Commercial Officer, responsibilities include the commercial supply side of the business, the residential and commercial solar team, growing Pinergy’s customer base and guiding and advising customers through their energy transition. Over the last few years, Pinergy acquired Solar Electric and Accutrace; Daire has been tasked with integrating the two companies under the one brand, to provide a bundled, allencompassing proposition to customers. When it comes to managing acquisitions, Daire has plenty of experience. “Before joining Pinergy, I worked at DCC for 13 years, holding several different roles throughout my time there. The most recent was Managing Director of Mobility at DCC Energy, a role that included M&A along with new business development. My team was responsible for operating over 1,200 fuel forecourts across Europe including France, Norway, Sweden, Denmark, Austria and more recently, rebranding the Irish Tesco forecourts to Certa. The other part of the portfolio was a fuel card business – we were the largest independent fuel card distributor in the UK. So I think that role and all it entailed set me up nicely for what I’m doing at Pinergy.”
Pinergy acquired Solar Electric in 2021, which has since rebranded to Pinergy Solar. In 2023, it acquired Acutrace, an energy and utilities measurement solutions company. Acutrace measures energy consumption and other utilities in commercial premises across Ireland and the UK – a natural fit for Pinergy as it continues to grow and scale. A new website for Pinergy Solar launched this year and going forward, it’s Daire’s responsibility to bring the three strands of the business together under one cohesive brand. “There’s a lot involved in terms of enabling that process and ensuring it works seamlessly for the customer. We have a team of over 20 energy consultants that can talk to the customer about their energy needs,
regardless of whether they’re interested in solar, energy measurement or green electricity.” A strong market share on the solar side complements Pinergy’s energy measurement offering, says Daire. “From a data insight perspective, we can offer our blue chip customers great insights into how they’re using not just their energy, but also their water and gas. We’re even analysing visitor footfall for some facilities as well. We’re seeing a real appetite among our commercial customers in particular to understand how they’re using their energy. We can provide that insight, whether you’re a
small trader on the high street or a large corporate.”
Pinergy was established in 2013, initially with a focus on the residential and private customer. In 2018, the company launched its business proposition and since then, has firmly been on an upwards trajectory. Its core supply base has grown 47% year on year and electricity consumed by this expanded customer base has risen by 27%. Business was strong in 2023 and that growth has continued to stabilise into 2024. “We’ve got a customer base of close to 10,000 commercial customers and 30,000 domestic customers. We’re
“OUR AIM AT PINERGY IS TO DELIVER THE BEST POSSIBLE SERVICE TO OUR CUSTOMERS, REGARDLESS OF THEIR SIZE.”
Supply “We’ve got a customer base of close to 10,000 commercial customers and 30,000 domestic customers. We’re seeing a real appetite from customers for energy transition.”
Energy transition “We can help customers when it comes to the visualisation of energy consumption, we can provide EV charging and solar PV and fundamentally, we’re here to help our clients on their energy transition journey.”
Customer service “Our team of over 20 energy consultants can talk to customers about their energy needs, regardless of whether they’re interested in solar, energy measurement or green electricity.”
seeing a real appetite from customers for energy transition. We only provide green and renewable electricity into our customer base; there’s no option to sell anything else.” Pinergy’s key objective is to be a differentiator in the marketplace and bring a fresh proposition to commercial customers. “We want to work with our customers to drive down their energy usage. It’s about changing that narrative so it’s not just about price. Reducing our customer’s energy consumption is for the overall good. It’s not just a short-term proposition and that’s something we’re very aware of.”
Small businesses are offered the same value-added solutions as larger customers. “I’ve worked with SME’s throughout my career and I know how important it is to ensure those smaller voices are heard. Our aim at Pinergy is to deliver the best possible service to our customers, regardless of their size. We’re not a huge business as of yet, but even as we grow it’s important that we retain that personal touch and continue to listen and engage.”
With a market share of around 5%, the commercial space holds huge potential for Pinergy going forward. Daire also sees growth in the renewables sector, while a continued focus on residential will cement its current strong standing in that space. “Our focus is across all strands of the business, but we are very much concentrating on the commercial side at the moment.”
The culture at Pinergy is one defined by resilience. A relatively young company, it managed to successfully navigate the pitfalls faced by small businesses in the initial stages and increase its supply base by 61% year on year. Now, not just surviving but thriving, Pinergy’s thirst for growth is reflected in its timely acquisitions and its focus on the needs of customers. In a sector that’s been hit by a series of energy crises there is, Daire says, an opportunity for a young, dynamic business like Pinergy to get a step ahead. “I think that today, we’re in a strong position. We’re building a really strong team that’s knowledgeable and talented and very much focused on providing the right solutions. We can help customers when it comes to the visualisation of energy consumption, we can provide EV charging and solar PV and fundamentally, we’re here to help our clients on their energy transition journey.”
Since coming into the business, Daire has hit the ground running. “I think I’ve come in with a fresh perspective on the business. Pinergy continues to grow, grab market share and be that true differentiator in the energy sector. I think if I can continue and advance that growth, I’ll sleep well.”
JENNIFER MCSHANE TALKS TO FOUR FOOD INDUSTRY LEADERS ABOUT CRAFTING DELICIOUS IRISH PRODUCE AND STANDING OUT FROM THE CROWD
he family beekeeping business based in the beautiful Sliabh Aughty Mountains, Loughrea, Co Galway has been in operation for four generations. “I took over because beekeeping was always in the family, going back years,” Noel Leahy recalls. “I grew up with bees as a kid on the family farm and later on, when I was back in Tipperary, we found some of the old hives and decided to x them up. My background as a builder and stone mason gave me the skills to do it and from there, the interest came back.” It wasn’t a planned business venture at rst. “About 12 months later, someone came to the door asking for a jar of honey and it snowballed from there,” he says, laughing. And so Sliabh Aughty Honey was born. It’s a business with over 200 hives producing around 15,000 jars of honey a year, as well as a sideline in skincare products.
When asked about scaling up, he explains how the business grew. “I spoke with a friend and we realised the key was to guarantee a 365-day supply. I took 16 months to get the setup right, so we could promise that reliability to our customers. It just took o from there and now we have a nice little business,” he re ects.
e beekeeping experience they o er is unique, very hands-on. “People don’t just watch, they get involved,” he says. One visitor described the rush of adrenaline when the hive was opened. “She said there was a thrill to it and was anxious when the bees ew up, but then, once she focused on her hands and the work inside the hive, the fear disappeared.” e experience gives people a new appreciation for bees and their role in nature, he agrees.
As for product diversi cation, his family have been instrumental. “A lot of our ideas come from chats around the kitchen table,” he says. “We have a passion for food ourselves and we do chilli-infused honey, cold-smoked honey with applewood and have even worked with chefs on unique blends for produce. e chilli honey, for example, came about from a collaboration with e Dough Bros in Galway. We swap honey for pizzas!”
ey’ve also branched out into skincare and candles. “Everything from the hive gets used – there’s no waste,” he explains. “ e wax goes into candles and creams; we even use the propolis for tinctures. Even the little bits of waste make great compost.” Sustainability is key for the business. “A fun fact is we can’t call our honey ‘organic’ because of how far bees can travel, but everything we do is natural and sustainable.”
When asked about the challenges, he talks about the impact of climate change and farming practices. “Weather can be unpredictable and yields are down this year. But we always keep reserves for tough times, just like my father and grandfather did.” Despite these challenges, they’re expanding. “We’re working on new products like creamed ivy honey and a lemon zest and ginger honey for cold season. ere’s always something new to try.” e business has grown from its traditional roots and is thriving with its many layers of o ering – all stemmed from raw honey – but he remains committed to the values that have guided them for generations.
“We love what we do. It’s all about thinking outside the box.”
“WE LOVE WHAT WE DO. IT’S ALL ABOUT THINKING OUTSIDE THE BOX.”
was founded in 2006 a er its Managing Director Ciara Troy completed her nal exams at Trinity College Dublin. “I came up with the concept of Oishii that summer,” Ciara explains. “I had spent several months in Japan as part of my degree and was so taken with the avours and tastes of di erent Japanese food dishes. Japanese food was my inspiration and I just wanted to share my love of Japanese cuisine with others.” e name Oishii, which means ‘delicious’ in Japanese, re ects her passion for the cuisine. Since then, Ciara has been leading the Oishii team.
Her background in the food industry is built on hands-on experience. “I had a concept idea in 2006, but I was extremely green. I had little retail or food experience at that point,” she recalls. “All that I’ve learned is through experience and ‘doing.’ Failure is a great teacher too – you have to be willing to take risks, be open to failure and learn from it.” From selling her products at a farmer’s market stall to building a team of 62 sta , Oishii has grown signi cantly. “We’re now in our fourth premises, which we built from an empty shell into a state-of-theart food production facility.”
Ciara says there have been many highlights in her journey with Oishii, with customer feedback being a major motivator. “Every time I get feedback about how people have discovered and enjoyed our products, it pushes me and the team to keep going. It’s incredibly rewarding to know that our sushi has helped people achieve their goals in terms of health, wellness or weight loss,” she says.
In terms of recognition, Oishii has had several milestones which speak for themselves. “We are so proud to have won the Small Firms Association ‘Food & Drink’ category in 2024,” Ciara notes. “We’ve been nalists in previous years, but this was our rst win and it felt like real validation.” Oishii also recently won four Golds in the Irish Quality Food Awards and two nalist awards in Blas na hÉireann. “It’s been amazing to reach this point and we’re just thrilled.”
When asked about challenges in her current role, Ciara emphasises the importance of sustainable growth. “ e challenge is to continue leading a growing business through the next level of growth. We need to grow at a pace that is manageable, given the business’s resources, but fast enough to maximise opportunities in this sector,” she explains. Another key goal is maintaining the company’s ethos. “Oishii is a people-oriented business that prides itself on making high-quality products.”
Looking to the future, the ambition is clear. “I’m always looking for ways to improve, grow and push the boundaries of what Oishii can be. My goal is to strengthen the business and scale it further while staying true to what Oishii is about –Japanese-inspired products, fresh ingredients and innovative, delicious food.” For those aspiring to make a mark in the industry, Ciara o ers straightforward advice: “Persevere. You have to really want it and it won’t happen overnight. Be prepared to fail, to try again and to try di erently,” she says. “Work with people who put wind in your sails – people who bring energy, ideas and get things done.”
“PERSEVERE. YOU HAVE TO REALLY WANT IT AND IT WON’T HAPPEN OVERNIGHT.”
Daniel Emerson describes the founding of Stonewell Cider as his “midlife crisis,”
which began a er moving back to Ireland in 2007. At least, he says, that’s what his wife tells him. With a small orchard and inspiration from his French winemaking in-laws, Daniel started making cider for personal use rst in 2009. “Ireland was consuming more cider per capita than anywhere else, but there were only large industrial producers,” he explains. is gap in the market led him to launch Stonewell Cider. Despite the economic downturn, his cider found success, with customers eager for a more authentic Irish product.
Starting during a tough nancial period wasn’t easy. “Nobody was lending money back then,” Daniel recalls, “but we were the only alternative to massproduced cider.” Despite the higher retail price, on-trade customers loved the product, which allowed Stonewell to carve out its niche in the market. “We coattailed on the growing cra beer movement and there was an appetite for something di erent,” he adds. Integrity has always been central to the Stonewell ethos. “We don’t use concentrates or additives, unlike industrial producers.” Stonewell’s cider is made like wine, using only fresh juice from apples, a practice
that remains crucial to the brand’s identity. “It costs more but there’s demand for it,” he notes, emphasising the growing trend of consumers drinking less but opting for higher-quality beverages. eir production process re ects this dedication to quality. “Every apple is eyeballed and graded manually,” he adds. His team, which consists of nine full-time sta and six additional workers during pressing season, takes pride in every step of the process. “We look at every apple that comes in,” Daniel says, explaining how the apples, which are mechanically harvested, o en arrive covered in mud and debris, requiring careful washing and sorting. Stonewell Cider also supports Irish Bee Conservation as part of its commitment to sustainability. “Without pollinators, I wouldn’t have a product.” His partnership with the conservation project is just one example of Stonewell’s broader goal to not only make a quality product but also give back to the environment.
Looking ahead, the company continues to have ambitious plans, including investing in its own bottling plant and planting an orchard of specialist cider apple varieties. “We’re also focusing on expanding into European markets, particularly Spain.” Despite the challenges, he’s determined to keep the company growing while maintaining the quality and integrity that has de ned Stonewell since its inception. “A er 15 years, we’re still committed to making a product we’re proud of.”
product. “ ere are enough jams in the world,” he
rian Farrell’s journey into sea salt production began, he says, out of boredom during the Covid lockdown. “I was out of work,” he shares, “and looking for something to entertain myself.” As a trained chef with over 30 years of experience, Brian had always dreamt of becoming a food producer but struggled to nd the right product. “ ere are enough jams in the world,” he jokes. One day, a documentary about sea salt sparked an idea. “I realised no one was making sea salt in Kerry.” Armed with buckets of seawater, he began experimenting and within weeks, he gured out how to extract sea salt crystals for what would become his West of Dingle Sea Salt.
en, with the help of his wife, Marie, they decided to test the market. ey created simple labels and launched three products – seasoned, nishing salts in lemon, rose and natural sea salt – selling them to a local shop. “ e next day, they were sold out,” he recalls and that initial success gave them the momentum to move forward. e local support was overwhelming, especially during such a bleak time. “It was a bit of good news in the middle of a lockdown,” Brian re ects. e community rallied behind them and soon, the demand for their product grew.
eir business produces four kilos a day and since a small dedicated team does everything, it’s quite an ask. Nonetheless, Brian is ambitious about its future. “We’re trying to expand,” he says. e process, however, is challenging, requiring specialised equipment. He’s visited other sea salt companies,
learning from their journeys and looking at how best to shape their future. “Neither of us had experience in running a food business,” Brian admits. Yet, they’ve been learning on their feet, aided by programs like Enterprise Ireland’s New Frontiers. ey’re now working on scaling up, while maintaining the artisanal quality of their product. “Even as we grow, everything will remain handmade,” he insists.
A major turning point was the rebranding. A young graphic designer revamped their packaging, which caught the eye of larger retailers. “When the new packaging hit the shelves, it opened up doors for us,” says Brian. Today, their ve avours stand out in shops, drawing customers in with their striking appearance. While growth has been steady, Brian emphasises the importance of maintaining the handcra ed nature of the product. “We want to create jobs locally and turn this into a visitor experience,” he says, optimistic about the future. “We’ve put blood, sweat and tears into this and we’re not giving up now.”
“EVEN AS WE GROW, EVERYTHING WILL REMAIN HANDMADE.”
Karl Flannery CEO, Storm Technology
Navigating a successful digital transformation journey begins with a well-de ned business strategy. While it may seem obvious, this rst step is imperative for ensuring that the transformation is meaningful and impactful. A robust strategy will articulate the arenas within which the company operates, its unique di erentiation, the vehicles it will employ to reach its goals, the sequencing of the journey and the economic logic that underpins the entire enterprise. In essence, the strategy establishes what the business will do and more importantly, how and when it will do it, as well as the competitive di erentiation and nancial rationale behind it.
A clear business strategy provides the framework necessary to navigate digital transformation. It ensures that the evolving Digital Operating Platform will enhance e ciency, while bolstering business and technological resilience. Although many enterprises face diminishing opportunities to extract e ciency gains, the more strategic and valuable objective is to cultivate agility and innovation to enhance or even revolutionise the underlying business model.
e digital transformation journey is multilevel, multifaceted and multi-stage. Each phase and aspect of the journey should be carefully considered to maximise bene ts and minimise risk. Here are ve tips on how to achieve that.
Striving for perfection can sti e progress. It is essential to recognise that improvements can be made later and it is better to move forward with a solid, albeit imperfect, plan.
Quick wins are crucial in the initial stages of digital transformation. While they may not always deliver the most signi cant value, they are vital for building con dence and momentum within the business.
Crystalising value requires focus. However, balancing entrepreneurial innovation and focus is more of an art than a science. Maintaining a clear direction makes sense, but it is necessary to remain open to innovative ideas.
Successful digital transformation hinges on people. Augmenting the capability and productivity of your team through e ective training and technologies is crucial. People are the backbone of transformation and their engagement is vital.
From the very beginning, security and data privacy must be built into your digital transformation journey. is foundation ensures that the business can operate securely and maintain the trust of its customers and stakeholders, while enabling change.
A digital transformation journey that is firmly anchored to a clear business strategy will navigate the complexities and challenges of the digital landscape e ectively. By focusing on the elements of strategy, quick wins, focus, innovation, people and security, organisations can ensure an e ective and resilient transformation – one which not only enhances current operations but positions the business to disrupt and reimagine its model for future success.
For over 30 years, Paul Soul has been involved in the entertainment business, supplying bands, DJ’s and musicians to corporate events, bars and hotels across the country. Business is good and corporate events are particularly busy. “We have a growing list of corporate clients who are organising events for staff this year. These events give staff a chance to get to know each other better, especially after Covid when no-one was meeting up. We provide entertainment for summer barbecues, sports days and get-togethers. Our service is based on quality and being cost competitive and I think that’s why this year has been our busiest for corporate events. I expect that side of the business to continue to grow,” says Paul.
Paul set up Paul Soul Entertainment in 1991. Working as a DJ, Managers in bars and nightclubs began asking him where they could find good bands and musicians for their venue. “Obviously there was no Facebook or social media back then, so there was really no way of contacting these guys unless you knew them. At that stage, I was getting
seemed like the next natural step. Thirty years later, we’re still going.” Paul supplies every type of band - from one piece right up to nine piece bands – across all genres of music. His client list includes pubs and hotels across Leinster and he also provides bands, DJ’s and musicians to the wedding market.
Although business is buoyant, Paul is up against the same challenges every other small firm in Ireland is facing. Cashflow is an issue and maintaining the excellent reputation he has built up over the years is something he doesn’t take for granted. “I have to ensure we have legitimate, talented bands and musicians. There are so many guys out there that aren’t paying taxes so we don’t use them. We’re a professional, long-established company and we insist on invoices from our bands. Also, making sure that our musicians and bands are talented and that they’re what our clients actually want is so important.” If a band or musician is unable to make it to a gig, Paul will always have a stand-in ready to take up the reins. “With us, our clients are reassured that they’ll never be let down. We always have back-ups in place to step in and make sure the client isn’t left with no entertainment.”
As a member of the Virgin Media Business Backing Business Community, Paul benefits from the networking aspect of the initiative. “Meeting other like-minded business people from different industries is great. I’ve always believed in being as open-minded as possible. Something that somebody else is doing in a completely different business could help me; it could be something I would never have thought of if I hadn’t met those
Support from the Virgin Media Business team has also been invaluable. “All I have to do is pick up the phone or send an email and they’re ready to help. As a Sole Trader, sometimes you can feel quite lonely and like you’re on your own, so that support along with the networking aspect is really helpful.”
To contact Paul, go to www.paulsoul.ie or call 086 814 0774
VISA’S ‘SHE’S NEXT’ GRANT PROGRAMME IS BACK, MARKING THE FOURTH CONSECUTIVE YEAR OF OUR COMMITMENT TO SUPPORTING WOMEN ENTREPRENEURS ACROSS IRELAND
At Visa, we deeply value the essential role that small independent businesses play in strengthening our communities. With over 309,000 SMEs operating across Ireland, these businesses form the backbone of our economy and drive local growth.
As a long-time advocate for small businesses, we understand the unique challenges entrepreneurs face. It takes tremendous determination to sustain and grow a business despite these obstacles and for women entrepreneurs, those challenges can o en be even greater. at’s why in 2021, we launched Visa’s ‘She’s Next’ Grant Programme in Ireland – the rst market in Europe to introduce this initiative. Our mission is to empower women business owners to take their next step by addressing the barriers they face.
Alison McGrath, 2023 She’s Next Grant winner and founder of My First Steps, is one such example of how winners have really bene tted from She’s Next and proof of why programmes like this are so important. e €10,000 from Visa’s She’s Next Programme helped Alison launch a comprehensive digital transformation of her business by bringing her shoe shop online. Speaking about the win, Alison said: “My business had only been going for two years when I won Visa’s She’s Next, so to have any money that’s not already allocated is massive. For me, winning the grant money was a real catalyst to be able to digitise my business.”
is year marks our most ambitious She’s Next Grant Programme yet, with a total prize fund of €90,000 being awarded to ve women-owned businesses. is includes four grants of €10,000 and one grand prize of €50,000, awarded to one overall winner.
Beyond financial support, all five women entrepreneurs will also receive:
• Professional coaching and one to one mentoring sessions from our partners at MentorsWork, as well as from Aimee Connolly, Founder of Sculpted by Aimee.
• Pitch preparation in a series of group and individual sessions to be in with a chance of winning the grand prize of €50,000 and to equip them with the skills and confidence to excel during future funding endeavours.
Truly transformational prizes are up for grabs through Visa’s She’s Next Grant Programme and if you want to follow in the footsteps of some of the incredible past winners, don’t miss your shot and apply today. You can find more information as well as the application details for Visa’s She’s Next Grant Programme at visa.ie/ shesnext
The closing date for entries is 30 October 2024
1 x €50,000 and 4 x €10,000 grants available. Open to women owned businesses in ROI. T&C apply
e Low Pay Commission (LPC) has recommended the abolition of all sub-minimum rates for all employees and in its own report, has highlighted that this is “an important and complex issue that will require detailed examination by Government.” With the National Minimum Wage rate at €12.70 per hour, a worker who is 19 years of age can be paid €11.43 per hour on the sub-minimum rate, while an employee at 18 years of age can be paid €10.16 per hour and so on. It is worth noting that all these rates will increase from January 1st, with the National Minimum Wage going up to €13.50..
e Small Firms Association (SFA) and Ibec have contacted the Department of Enterprise, Trade & Employment to express concern with the proposal to abolish sub-minimum rates for all employees under 20 years of age. e SFA has stated that the same wage for youth workers will be particularly relevant to seasonal employers and those employers o ering rst time work experience to students during holiday periods. e SFA also stated that the removal of the sub-minimum wage rate would have a negative impact on the ability for young people to access the labour market, as their employment would come at the same cost to employers as employing more experienced workers.
In mid-September, the Joint Oireachtas Committee on Enterprise, Trade and Employment held a discussion about the Equal Pay (for Young Workers) Bill 2022 where it scrutinised the Low Paid Commission’s recommendation to abolish sub-minimum rates for those under the age of 20.
At the Committee, o cials from the Department of Enterprise, Trade & Employment informed TDs and Senators present that Minister Peter Burke, TD has requested the need for a further study of sub-minimum rates and its impact on businesses, particularly SMEs. is was followed by a series of questions from committee members. Many committee members expressed concerns at the requirement for such a study and some cited the lack of existing evidence regarding the negative impact that sub-minimum rates are having on employers. During the proceedings, there appeared to be growing support from committee members to treat 18- and 19-year-olds di erently than 16- and 17-yearolds in relation to sub-minimum wage rates.
NATIONAL MINIMUM WAGE RATE WILL BE
€13.50 PER HOUR FROM JANUARY 2025
A WORKER AGED 19 YEARS OF AGE CAN BE PAID
€11.43 PER HOUR ON THE SUB-MINIMUM RATE
A WORKER AGED 18 YEARS OF AGE CAN BE PAID
€10.16 PER HOUR ON THE SUB-MINIMUM RATE
A WORKER AGED UNDER 18 YEARS OF AGE CAN BE PAID
€8.89 PER HOUR ON THE SUB-MINIMUM RATE
new free service called the National Enterprise Hub has been launched to help Irish SMEs find the Government support they need. The hub brings together more than 180 supports from 20 di erent Government departments and State agencies. It provides information on grants, funding, loans, expert advice and training programs. The hub also has a team of advisers who can help businesses find the right support.
Information and resources on supports for specific sectors and areas are also accessible through the hub including Bord Bia, Fáilte Ireland, the Sustainable Energy Authority of Ireland, Bord Iascaigh Mhara, Teagasc and the Design & Crafts Council Ireland. Specialist finance agencies Microfinance Ireland and the Strategic Banking Corporation of Ireland are also connected to the hub, as are Irish language business agency Údarás na Gaeltachta and the Western Development Commission.
To ensure this new service meets the needs of Irish businesses, it was developed with input from business owners and industry groups like the Small Firms Association, IBEC, Retail Excellence Ireland, Irish SME Association (ISME) and Chambers Ireland.
The hub is a Government of Ireland initiative run by Enterprise Ireland on behalf of the Department of Enterprise, Trade and Employment. It can be accessed at neh.gov.ie or on 01 727 2100, Monday to Friday 9am to 5pm.
The agencies involved include:
Promoting diversity and inclusion has become a key pillar for businesses of all sizes. For small businesses, ensuring the inclusion of individuals with disabilities is not only a legal obligation but also an opportunity to access a broader talent pool and foster a more equitable workplace. With 22% of the population marked as having a disability in the latest Census, there is a strong chance that you already have employees who are disabled working for you. And with 70% of disabilities acquired, it could happen in the future to someone working for you now.
A disability refers to any physical, sensory, intellectual or mental condition that significantly impacts a person’s ability to engage in daily activities or participate in work. In Ireland, the definition of disability is broadly interpreted under the Employment Equality Acts 1998–2015. Examples include:
Disabilities can be visible, such as mobility impairments, or non-visible which is estimated at approximately 80% and includes conditions like chronic pain, diabetes, multiple sclerosis, mental health conditions and learning disabilities, along with other conditions. Each employee’s experience with their disability is unique and it’s essential to avoid making assumptions about an individual’s capabilities or needs.
While making accommodations is necessary, it doesn’t have to be financially burdensome for small businesses.
Reports also show that 2/3 of these accommodations are of low cost or no cost at all. The Irish Government provides several supports for employers seeking to make their workplaces more accessible; contact the Department of Social Protection at employer@welfare.ie or your local Intreo o ce, which o ers advice and guidance on applying for these grants.
Promoting disability inclusion is more than just meeting legal requirements. It o ers several important benefits to small businesses including:
Access to a larger talent pool
Individuals with disabilities represent 22% of the population in Ireland. By excluding them, businesses limit their access to a wide array of skills and talents.
A diverse and inclusive workplace fosters a positive culture, improves employee morale and increases job satisfaction. Employees who feel valued and supported are more likely to remain loyal to the company.
Customers and clients increasingly prefer to engage with businesses that prioritise inclusion and social responsibility. A disability-inclusive small business can improve its reputation and attract both talent and customers.
Under Irish law, small businesses are required to comply with several regulations concerning the inclusion of employees with disabilities. The key legislation includes:
1. Employment Equality Acts 1998–2015: This Act prohibits discrimination in employment on the grounds of disability. Employers must not treat a person less favourably because of their disability, whether in hiring, training, promotions or working conditions.
2. Equal Status Acts 2000–2018: These acts ensure that people with disabilities are treated fairly in accessing services, including employment services.
3. Reasonable Accommodation: Employers must provide reasonable accommodation to candidates and employees with disabilities. This involves making necessary adjustments or modifications to the work environment or duties to enable the person to perform their job e ectively, unless such measures would impose a disproportionate burden on the employer.
Employers for Change is an employer disability information service and a program of the Open Doors Initiative, funded by the Department of Children, Equality, Disability, Integration and Youth. The service empowers employers with all the information and advice needed to hire, employ, manage and retain sta with disabilities
For free consultations regarding government supports, reasonable accommodations or disability policies, contact info@employersforchange.ie or follow on LinkedIn
Learn more about the free trainings about Building Disability Confidence, Disability Inclusive Recruitment and Accessible Communication: www.employersforchange.ie
Implementing a disability inclusion plan might seem daunting for small businesses, but with the right approach, it can be an achievable and rewarding process. Here are some practical tips:
1. Assess your workplace accessibility
Conduct an audit of your current workspace and identify any potential barriers for people with disabilities. This could include physical barriers like stairs or narrow doorways, as well as technological barriers such as inaccessible websites or software.
2. Develop clear policies
Create written policies that a rm your business’s commitment to diversity and inclusion. Ensure that these policies clearly outline the process for requesting reasonable accommodation and include a zerotolerance stance on discrimination.
3. Educate staff
Providing disability awareness training is key to fostering an inclusive work environment. Employees should understand how to interact respectfully with colleagues who have disabilities and know how to address any accessibility issues they may observe. Employers for Change provides free disability awareness for any type of business and many other resources.
4. Incorporate flexibility
A flexible work environment is often essential for employees with disabilities. Whether this involves remote working options, adjustable work hours or changes in job duties, flexibility can help employees succeed in their roles.
5. Promote an inclusive recruitment process
Ensure your hiring practices are free from bias and designed to attract diverse talent. O er accessible application forms and interview processes and consider advertising job openings through disabilityfocused recruitment platforms.
By understanding what constitutes a disability, fulfilling legal requirements and implementing reasonable accommodations, businesses can foster a diverse workforce that benefits everyone.
SIMPLE
TheSafety, Health and Welfare at Work Act 2005 is clear –employers must ensure, as far as is reasonably practicable, the safety, health and welfare of their employees. at includes providing proper ergonomic setups whether that’s o ce desks, seating or how equipment is used. Non-compliance can result in signi cant penalties, not to mention the potential legal rami cations following workplace injury claims. It could also help to reduce absenteeism and even save you money when it comes to insurance.
You might ask, “Is ergonomics really that important?” e short answer is yes, both for your compliance with Irish law and the health of your employees.
Tips for an ergonomic workstation:
01 Monitors at correct height
02 Adequate lighting
03 Provision for a document holder
Ergonomics is about making sure everything ts the person doing the job so that they can work comfortably and safely. It might involve making adjustments to help someone with a disability such as neurodiversity, blindness, amputation, illness, injury or making sure a pregnant worker is comfortable at work. If you don’t pay attention to ergonomics, you could be putting your employees at risk of developing musculoskeletal disorders (MSDs) like back pain, neck strain or shoulder injuries. ese issues aren’t just personal problems – they’re your business’s problems too as they can lead to signi cant absences which can cost your business nancially and increase demands on your workforce.
You might think your workplace is ne, but here’s a statistic that might surprise you. According to the Health and Safety Authority (HSA), MSDs account for over 50% of work-related illnesses in Ireland. at’s a staggering gure and it could be costing your business much more than you realise. ink about the last time one of your employees took time o due to a bad back or a strained wrist. Now multiply that by several employees over a year. According to the Economic and Social Research Institute (ESRI), the average cost of absenteeism per employee is around €818 annually. For a small business, those numbers add up fast, draining your productivity and your pro ts. Worse still, presenteeism – where sta come to work while in pain or unwell – can hurt your bottom line even more by reducing e ciency and leading to further health complications down the road.
04 Use of an external keyboard & mouse
05 adjustable seat
WHAT’S
Investing in ergonomic assessments can pay o in a big way. An ergonomic assessment involves a professional coming in, evaluating your workspace and making recommendations that will help prevent injuries. Businesses that invest in ergonomic improvements o en see a signi cant drop in absenteeism. One Dublin-based IT company reported a 30% reduction in sick days a er making a few ergonomic changes.
JOIN THE FREE ISCP WEBINAR
Occupational Health Professional of the Year 2024, Carol Deasy, will go through the practical steps to ensure your workplace is legally compliant and optimised for your employees’ wellbeing at the ‘Ergonomics Advice’ webinar, taking place at 3pm on Wednesday 27th of November. For further details, please contact jonathan.mcdade@sfa.ie
You can access resources from the ISCP at www.iscp.ie
Carol Deasy is a Chartered Physiotherapist and owner of
Occupational Health Solutions
Oral diseases are among the most common diseases in the world. The Global Burden of Disease Study 2016 estimated that oral diseases affected half of the world’s population (3.58 billion people). It also states that “there is a direct correlation between dental health and overall health”. Our eyes have been named the window to the soul and our mouth is regarded as the gateway to the body. By addressing the oral and optical health of employees, an organisation can demonstrate its commitment to a healthy working environment and in turn, make a worthwhile and lasting contribution to society.
An ageing population is one of the success stories of modern society. Medical advances, improved diet and living conditions and better healthcare have resulted in the rapid growth of older people. People are entering the socalled ‘silver circle’ at 55 and keeping and retaining their teeth for longer. As a result, teeth require more maintenance. Furthermore, at the age of 40, most people begin to experience a condition called presbyopia. Presbyopia, or the ‘hardening of your eyes’ lenses, makes it harder for you to focus on objects that are too close. Thus, we require attention to optical and dental health as we age across the life course.
David Casey, Wellness Health Promotion Manager, Decare
The human eyes are among the smallest organs in the entire body. They are, however, two of the most important organs to many people, since sight is the
sense that humans tend to rely on most. Most dental cover promotes preventive care and good oral health habits, which improve an employee’s overall health. By investing in employee health through offering dental coverage, a company can improve employee productivity and reduce costs associated with dental or health care over a life course. Regular preventive dental exams, provided through dental insurance, can reduce lost working hours by identifying and treating problems earlier, while visits to the dentist can help prevent, detect and manage disease. By offering optical and dental insurance, a company is more likely to have healthier employees who are in a stronger position to make a significant contribution while they are at work. It ensures that your employees remain healthy and provide your company with the best they have to offer. Regular optical and oral health exams can help detect dental or medical conditions before they become serious and more time consuming to treat. Studies show that people with a benefit are more inclined to visit the dentist regularly than those without cover.
Providing a benefit isn’t just an incentive run by an organisation to appear more attractive to employees. It can actually have a beneficial and longstanding impact on an employee’s overall health and quality of living over a lifetime. By offering benefits, a company is proving its commitment to the health of its employees. It is also investing in them as the future of the business. By creating this culture, an organisation can enhance its capabilities in recruiting and retaining the best talent.
Therefore, making oral and optical health and wellbeing an important part of your company’s working environment can make employees feel valued and satisfied. They play an instrumental role in keeping the workplace culture alive and thriving through regular interactions with co-workers and management. DeCare is proud and committed to playing a critical role in this development as the only dedicated dental, optical and wellness specialist provider in Ireland. At DeCare, we underpin all our benefit offerings with a full range of workplace wellbeing programs helping to change lives in workplaces, families and the wider society.
David Casey is DeCare’s Head of Head Promotion and a Doctorate Candidate of Trinity College Dublin. Find out more about our dental, vision and wellness programs at decare.ie
As summer draws to a close, it’s important for businesses to plan for the funding of seasonal stock purchases. Consumer demands can shift from September to December and having the right stock can significantly impact a company’s profitability and customer satisfaction.
Seasonal stock purchases often require significant upfront investment, which can strain a company’s finances if not properly planned. By forecasting cashflow needs and arranging financing options such as lines of credit or short-term loans, businesses can ensure they have the liquidity to make necessary purchases without disrupting other operations.
By securing the necessary funds in advance, businesses can strike a balance on stocking levels, ensuring they have enough stock to meet demand without overcommitting resources. While overstocking can lead to increased holding costs and potential losses, understocking can result in missed sales opportunities and dissatisfied customers. Having your finance and funding lined up in advance can ensure you get your stocking levels just right, maximising sales and profits.
But what if I am having difficulty securing credit from my bank?
Credit Review is here to help. We provide an independent appeal service for
Having difficulty getting a new business loan or restructuring your existing debt with your bank?
Established by the Minister for Finance, Credit Review is here to help.
Talk to the credit experts today on 0818 211 789 or visit creditreview.ie
businesses who have had credit facilities refused, reduced, restructured/refinanced or withdrawn by AIB, BOI and PTSB for amounts up to €3 million. Our helpline also provides useful information and assistance over the phone to SME’s –sometimes credit issues can be resolved without a formal appeal.
Our appeals process is flexible and responsive. Our credit experts will engage directly with you and provide comprehensive insights into the credit application/decline process.
For more information on our independent appeals process and information services, visit creditreview.ie where you can request a call back, or call the helpline directly on 0818 211789
NOW, MORE THAN EVER, COMPANIES NEED TO ENSURE THEIR EMPLOYEES HAVE THE SKILLS TO COMPETE IN A LOW CARBON, RESOURCE EFFICIENT AND CIRCULAR ECONOMY
Upskilling teams in green skills is becoming recognised as an essential part of future-proofing businesses, while empowering employees to act as agents of change in tackling climate change.
With the Skills to Advance, Green Skills micro-qualifications, it has never been easier to train your team. This highly-subsidised suite of programmes is designed to boost awareness of the key environmental sustainability issues affecting organisations and equip every learner with the green skills needed for sustainable business practice.
These micro-qualifications have been developed under Skills to Advance, an initiative providing subsidised upskilling for employers and their employees, funded by SOLAS, the State agency responsible for Further Education and Training (FET). The programmes have been created in collaboration
with SOLAS, the 16 Education and Training Boards (ETBs) nationwide, the Environmental Protection Agency, Sustainable Energy Authority of Ireland, Irish Water, IDA Ireland, Enterprise Ireland and the Regional Skills Fora. Micro-qualifications are short, stackable, fully accredited qualifications. They are provided locally by ETBs across the country and at little to no cost. Programmes are delivered in a flexible, blended format with tutor support and online digital resources to enhance the learning experience and are scheduled to fit around the schedules of participating companies and their workforce.
There are currently seven Green Skills micro-qualification courses that are awarded at levels 4 to 6 on the NFQ. Programmes include Environmental Sustainability in the Workplace, Sustainable Procurement, the Circular
Economy and more, with further programmes in leadership, reporting and sustainable finance currently in development.
Jon Geary, Co-Founder of the awardwinning Little Mamma’s gelato shop in Donegal town, completed Environmental Sustainability in the Workplace micro-qualification course run by the Donegal ETB. He found that the course helped in taking action to transform different parts of the business to more sustainable practices, with impressive cost savings.
“We were able to bring all these new skills back to the business basically straight away, starting off with waste segregation, looking at reusable items for the business, cutting out plastics and also energy savings,” he explained.
Since 2019, more than 80,000 people have participated in a Skills to Advance course. These programmes are a fantastic opportunity for career development within companies, empowering business owners and employees with the skills to create more sustainable, competitive and profitable companies, while future-proofing jobs.
Learn more about the programmes on offer by visiting skillstoadvance.ie or contacting your local ETB
THE NEW FILM ABOUT IRISH HIP-HOP BAND KNEECAP MIGHT JUST BE IRELAND’S SURPRISE PACKAGE AT THE OSCARS. EVEN IF IT DOESN’T GET THE NOD, IT STILL PACKS AN ENTERTAINING AND THOUGHTPROVOKING PUNCH. JOSEPH O’CONNOR CAUGHT UP WITH ITS DIRECTOR RICH PEPPIATT AHEAD OF THE NOMINATION ANNOUNCEMENTS.
is back home in Belfast after a whirlwind US media tour promoting his new film Kneecap.
Grateful for his time at the tail-end of his press duties, I suggest he’s probably already heard every question in the book – and he agrees. So I begin with an observation instead – that Peppiatt has joined an exclusive club of English directors like Ken Loach and Steve McQueen telling Irish stories on screen and that sometimes it takes an outsider to spot a great story.
“Yeah, I think it was one of those things where the Kneecap story was hiding in plain sight,” he says. “As you say, the fact that I’m an outsider probably did help me see that story and see it from a bird’s eye perspective. Maybe an Irish lmmaker would have struggled to get it made because if you want to take a lazy view of the lm, it’s sectarian or anti-British, and that’s an accusation that doesn’t quite stand up when the writer and director has a British passport.”
Originally from Berkshire in England and a former journalist by trade, Peppiatt moved to Belfast with his wife in 2019. A few weeks later, he stumbled upon a live performance by an Irish-language hip-hop trio called Kneecap. Immediately, he was blown away by the band’s energy and charisma, but even more by the idea of Belfast artists rapping in Irish. at’s when a ve-year journey of friendship and collaboration between the four began, culminating in a feature-length lm that’s been chosen as the Irish entry for the International Feature Film category at next year’s Academy Awards.
Peppiatt’s rst feature-length drama (he previously wrote and directed mockumentary One Rogue Reporter) tells the semi- ctitious story of Mo Chara (Liam Óg Ó Hannaidh), Móglaí Bap (Naoise Ó Cairealláin) and DJ Próvaí (JJ Ó Dochartaigh), who come together to form an Irish language hip-hop group and become the unlikely gureheads of a movement to save their indigenous language. Kneecap play themselves while the lm draws some big-name actors like Simone Kirby and Michael Fassbender.
It’s an impressive debut that perfectly encapsulates the band’s high-energy and provocative style, using dynamic editing techniques, inventive camerawork and quirky animations that wouldn’t look out of place in a Danny Boyle or Guy Ritchie lm. While the scenes where Kneecap perform steal the show, perhaps the lm’s biggest triumph is successfully navigating the tricky balance of mixing music and comedy with complex political issues.
Securing funding for any independent lm is a challenge, but Peppiatt says his cause was helped not only by a talented band but a strong Irish lm industry that has punched above its weight in recent years, producing some international box o ce hits like e Banshees of Inisherin and Irish language lm An Cailín Ciúin. Kneecap secured funding from 11 di erent sources, ranging from the Irish Language Broadcast Fund to investor company Great Point Media. So, with so many company logos featured in the opening credits, was there much compromise on what the nal piece looked like?
A moment of serendipity
Peppiatt shares a story about a special moment that made him realise just how far he and the band had come in making the Kneecap film. “I was flying to LA to do the US press stu . There was a WhatsApp group I set up when I first met them to discuss the film and I jokingly called it ‘Kneecap Goes to Hollywood’. So it was quite the serendipity to be sitting on a plane flying out to Hollywood and seeing it.”
He says he never expected the film to reach the heights that it has. “Our ambition was to make an Irish film that would probably never leave these islands, given it was quite niche. It’s interesting how you can tell such a specific story that finds a universal narrative connecting with people around the world.”
“I think there were e orts to make me compromise,” jokes Peppiatt. “But no, there was very little actual compromise involved. Of course, people have di erent opinions on what the priorities should be. I think the hardest thing about directing is that it’s not an art form that nds you sitting in a room on your own with a pen or paintbrush; it’s really all about people management. e challenge is trying to keep in your head what your vision is amid all the madness and never letting go of it.”
Peppiatt says it was much more important to listen to and collaborate with the band who had placed a lot of trust in him. “I was always conscious that as much as it was my name above the door, it was also theirs. And it would have been very detrimental to their music career if the lm had opped.”
If having the expectations of 11 funders and the reputation of a rising band resting on his shoulders wasn’t enough, how was it to add an Oscar-nominated actor into the mix? “Getting Michael onboard was a massive coup and it gave us a lot of con dence that we were on to something,” says Peppiatt. “Certainly, as a lmmaker, to be sitting there looking at your monitor and seeing one of the greatest character actors of his generation taking your direction was certainly a pinch yourself moment.”
Peppiatt was excited by the creative energy and healthy debate the cast and crew brought to the set. He says that while he had to remember that being a director is just one part of a bigger puzzle, he was always conscious of the directorial duties that came with the job. “I think it’s important to a crew and the con dence a crew has in you that you, as a director, project at least a degree of authority, even if inside you’re shitting yourself!”
So far, the lm has won plenty of plaudits and accolades internationally, including the Audience Award at the Sundance Film Festival in Utah. It has also performed strongly at home, crossing the €1 million mark at the box o ce across the island of Ireland just weeks a er its release, making it o cially the top-grossing Irish lm of the year. Given the lm
“MAYBE AN IRISH FILMMAKER WOULD HAVE STRUGGLED TO GET IT MADE BECAUSE IF YOU WANT TO TAKE A LAZY VIEW OF THE FILM, IT’S SECTARIAN OR ANTI-BRITISH, AND THAT’S AN ACCUSATION THAT DOESN’T QUITE STAND UP WHEN THE WRITER AND DIRECTOR HAS A BRITISH PASSPORT.”
and the band’s edgy approach to a sensitive subject matter, what kind of reaction has Peppiatt received from the Unionist community?
“ ere’s not been a backlash, maybe disappointingly,” he jokes. “But it’s hard to tell. No one goes into the cinema buying a ticket and marks whether they’re a Catholic or a Protestant. I know there have been complaints at certain cinemas in very Unionist areas in the North about why they show it, but the cinemas have held their ground — a er all, it’s only a bloody lm. But no, there’s not been any sort of huge backlash.”
Peppiatt says rubbing some people up the wrong way is part and parcel of who Kneecap are, but they have fans with a Unionist background who get in touch to say they love what they’re doing. “I think the older people are probably a bit more resistant to it than younger people,” he adds.
Either way, the lm has tapped into a generation, many of whom are not as tuned into the history of Northern Ireland and the Troubles as the generation before them. “ at’s something we’re really happy about,” says Peppiatt. “ e lm is, rst and foremost, entertaining. But I think it’s hard to leave there without having learned something along the way. If you can come out of a lm a little bit enriched or aware of a new issue to do with an indigenous language, a little bit about history, that’s a great thing.”
Peppiatt’s success with Kneecap has found him a wanted man for new projects. His next one is adapting Elaine Farrell and Leanne McCormick’s best-selling book Bad Bridget to screen, which he says will most likely have an Irish language element. While it will be a very di erent piece of work to Kneecap, he says it will still come with a similar “spiky and controversial energy”.
“For me, it’s opened a lot of doors,” he says. “ ere’s a lot of projects in the pipeline, including some American ones too, but if there’s one thing I know about lmmaking, it’s that you’re making nothing until you’re standing there making it.”
Ahead of the Oscar nominations announcement in January 2025, is Peppiatt conjuring up images of him and the three lads — tricolour balaclava and all — strutting their stu on the red carpet? He sounds unfazed by it all.
“I try to always live life at seven,” he says. “I don’t get too excited and I don’t get too down. It drives my wife crazy, but I don’t really move out of that because I nd it easier. If you indulge too much emotion in any of these things, it’s too much of a rollercoaster and just exhausting. So, yeah, to even be in the mix is great. We’d obviously love to get on the red carpet and to be there would be amazing. We’re in with a puncher’s chance and that’s all you can ask when you’re an independent lm.”
Suppo r t loc a l to l i ft us a l l
All Ri s e All Ri s e
Ch am p i o n G r ee n . i e
The US has no o cial national language, but English has acquired o cial status in 32 of the 50 states; 2017 data on the languages spoken in homes puts English only at 78.2%, Spanish 13.4%, Chinese 1.1% and other 7.3%.
COMPANIES LOOKING TO EXPORT THEIR PRODUCT OR SERVICE TO THE US, CAREFUL CONSIDERATION NEEDS TO BE GIVEN TO THE FINER BUSINESS DETAILS
Enterprise Ireland advises that to qualify to do business in the United States, you must, at the very least, have a registered branch o ce in the country. Choosing the branch o ce option can, however, make the parent company in Ireland a more visible target for lawsuits and legal claims and liable for US federal, state and local income taxes. Therefore, it is more prudent and in the long run more cost-e ective, to form a distinct US legal entity, be it either a US business corporation, known as a C-Corp, or a US limited liability company (LLC).
It is Ireland’s second largest export market.
WithC-Corp profits can be taxed twice, under the US ‘double taxation’ system. Firstly, at federal and at state level, a C-Corp is assessed for corporate income tax on profits. Then, if the company chooses to distribute earnings, shareholders will pay capital gains tax on dividend income. However, as most early-stage companies reinvest profits to fund growth, when dividends are not issued, double taxation is not a major concern.
Networking is essential in the US business environment.
Leverage Government trade missions, industry events and agencies like Enterprise Ireland to build connections with US customers, suppliers and partners. Michael Carey, Co-Founder of East Coast Bakehouse, told Better Business earlier this year that he was wowed by the strength and power of ‘Team Ireland’ when he joined Government trade missions, both in his years promoting his own business and more recently as Chair of Enterprise Ireland.
a large market, diaspora links and a common language, cracking the US market is a cherished goal for many export businesses. It’s one of the most developed and diversi ed economies in the world – with a GDP of $27.36 trillion and a population of 332 million potential customers.
Many Irish companies have found a path to the US market through working on projects with multinationals here – for example construction companies such as Linesight impressed at home with work on data centre builds and were retained for international projects. Others, such as the Brogan cousins’ wellness platform PepTalk, have taken advantage of Enterprise Ireland’s network of o ces across the US (Seattle, San Francisco, Austin, Chicago, Boston, New York) and started o spending time networking and building contacts across the pond.
While the accommodation part is easy (hands up who doesn’t have a cousin on the Eastern Seaboard they can stay with?), the ner business details, such as its complex taxation system, visas, immigration, trade and customs, need careful consideration.
If California were a country, it would be the 5th largest economy in the world, Texas the 9th and New York the tenth
A C-Corp is similar in structure to an Irish limited company and is usually considered a better option than an LLC for overseas businesses; owners tend to be less exposed to litigation and to have more limited liability, it is scalable and can be made public – yes, that infamous NYSE bell ring is the dream to aim for.
No matter where you plan to focus your market penetration, it’s best to incorporate in Delaware, famously the most business-friendly state in the US. Delaware’s General Corporation Law is one of the most flexible in the US, making it easier to structure a business in a way that suits the company’s needs. It o ers protections and predictability for businesses, with a legal system designed to support corporate interests through its specialised business court, the Court of Chancery, which handles corporate disputes e ciently without juries and is renowned for its expertise in corporate law. Additionally, Delaware does not impose state corporate income tax on companies that do not operate within the state and there is no sales tax or tax on intangible assets like trademarks and patents, which can be advantageous for holding companies.
Businesses with under 500 employees represent
99.9% of all businesses and 66% of all jobs
Regardless of how many episodes of Judge Judy you’ve watched, you’ll need to engage the services of a local professional attorney to advise you and help you navigate any deals or sales contracts you enter into in the US market.
CPL CEO LORNA CONN IS STEERING A TEAM THAT’S DEDICATED TO PROVIDING CLIENTS WITH SUSTAINABLE TOTAL TALENT SOLUTIONS
Lorna Conn is CEO of Cpl, a subsidiary of Tokyo headquartered, Outsourcing Inc. Lorna is a chartered director and a qualified chartered accountant. She started her career with Deloitte where she worked for five years and progressed to Audit Manager. During her time at Deloitte she worked on three flagship clients and gained international experience, both in the US and Australia.
She then moved into industry, joining NTR plc, as CFO of the company’s Roads division. This was followed by two US based roles – CFO of their Waste division and Commercial Director of their Wind division.
After six years with NTR plc, Lorna returned to Ireland and joined
Independent News & Media plc as their Digital CFO, before moving on to ISS plc, an integrated facilities management company, as their Finance Director for Ireland.
Lorna joined Cpl in late 2017 as CFO, joining the Board of Directors eight months later. She helped manage the company’s takeover by Outsourcing Inc and in April 2021 became Deputy CEO. In January 2022 she was appointed CEO. Headquartered in Dublin. Cpl is a global provider of recruitment and talent solutions including specialist recruitment, managed services,
outsourcing and strategic talent advisory services through Cpl’s The Future of Work Institute. She is an Independent Non-Executive Director of Bord na Móna plc and Glenveagh Properties plc and an advisory board member of Ireland’s 30% Club and the UCD Michael Smurfit Graduate Business School.
SOLVE YOUR ENERGY WASTE AND SAVE ON COSTS, ALL WHILE HELPING THE PLANET, WRITES TRACY O'ROURKE
Oneof our clients, a large multinational, had state-of-the-art o ces in Dublin. Nobody expected us to discover 60% energy waste! ere were several reasons for it, including sta treating the o ce like a hotel with lighting and heating on all the time, no sensors or controls, equipment grossly oversized for their needs and a gas boiler for heating. e reality is that energy waste is widespread across organisations, large and small.
E ciency is the hidden quick win that can transform your energy use and costs in under 12 months. It can be completely self-funding with models such as lighting, solar and energy as a service that spread the costs over time, with the supplier taking the performance risk.
LED lighting can save 50%-80%+ of energy and if your LEDs are more than six years old, it could be worth revisiting. Watch out for significant variation in quality; an energy expert can help you compare technical data sheets. With grants now available, solar panels have become more popular and a ordable. Funding options include no upfront cost – instead you pay a fixed rental or price per kilowatt-hour of electricity used. It may not make sense to cover an entire roof that is partly shaded. Check the yield per square metre and per euro cost to compare design o erings.
Heat pumps are a terrific carbon saving measure, but electricity costs more than gas. Installing solar panels can help your business case and SEAI grants also help. A deep retrofit addresses the entire building at the same time and is the optimum approach from a cost and energy e ciency perspective. High energy saving measures such as lighting and solar can help fund the overall project.
The most energy e cient light is the one that’s switched o ! Appoint a Green Team to drive awareness and good behaviour. An excellent resource is sustainablelifeschool.ie
Solving your energy waste can save you money, improve the working environment and operational resilience while helping the planet. It’s also a compelling customer story. What’s not to like!
Tracy O'Rourke is the Founder and CEO of Vivid Edge
6AM My energy is at its highest in the morning, so I’m an early bird. I let the dog out, put the kettle on for co ee and make my porridge. It’s onto the laptop then to get the highest priority emails out of the way. 7.15AM I have two kids still at home so have to get them up for school. One is 17 and the other is 10; the youngest isn’t like me and likes to snooze so it can be tough to get him out of bed! 8.30AM Depending on the day, I could be at our manufacturing facility in Dundalk or on the road for meetings. On days when I work from home, mornings are spent dealing with various queries, regulatory issues or the day to day of running a business. We’re a small company, but we’re growing rapidly. I came up with the idea for the business when working in a pharmacy and talking to parents about their kid’s health issues. We’ve gotten great feedback from parents about our Tonstix Pops and also about Tonstix Travel Pops, which are great for travel sickness. We’re already available in the UK and Malta and our listings in Ireland are growing consistently. 12.30PM Lunch is usually a sandwich and a co ee, sometimes at the laptop. Every day is so busy, but I love it. 1PM Today I’m o to Blanchardstown to visit some pharmacies and chat to sta . We’re into sore throat and cough season so we’re going to be busy over the next few months. 4.30PM I collect my youngest from the childminder and make dinner for us all. Both my sons are involved in sports four nights a week so while they’re busy, I bring my sausage dog Marshall for a long walk. That’s my time to relax; I don’t listen to anything, it’s just me and the dog and the quiet. It’s my saving grace every day. 9PM Time to open the laptop again and catch up. Social media is important so I’ll spend some time going through our various feeds. 10.30PM I’ll relax for a while before bed, which is usually around midnight. I’m not a great sleeper and if I get six hours, that’s a great night for me!
WWW.TONSTIX.COM
WITH SORE THROAT AND COUGH SEASON IN FULL SWING SINÉAD CROWTHER IS HELPING TO EASE THE PAIN, ONE TONSTIX AT A TIME
“WE’VE GOTTEN GREAT FEEDBACK FROM PARENTS ABOUT OUR TONSTIX POPS AND ALSO ABOUT TONSTIX TRAVEL POPS, WHICH ARE GREAT FOR TRAVEL SICKNESS.”
Ag cur ardchaighdeáin d’iompar corparáideach chun cinn trí dhlí na gcuideachtaí a fhorfheidhmiú.
Promoting high standards of corporate behaviour through the enforcement of company law.
Tabhair cuairt ar ár suíomh gréasáin agus lean muid ar na meáinshóisialta le haghaidh eolas maidir leis an méid seo a leanas:
• do chuid dualgas agus oibleagáidí mar stiúrthóir na cuideachta,
• do chuid cearta mar bhall den chuideachta / mar scairshealbhóir,
• conas gearán, léiriú imní nó nochtadh cosanta a chur faoinár mbráid, agus
• deiseanna gairme linn atá ar na bacáin.
Visit our website and follow us on social media for information on:
• your duties and obligations as a company director,
• your rights as a company member / shareholder,
• how to submit a complaint, expression of concern or protected disclosure to us, and
• upcoming career opportunities with us.
