Business Ireland Q2 2013

NEW Lexus RX Hybrid

Q2 2013

BUSINESS IRELAND CONNECTING | INFLUENCING

LUXURY. REFINEMENT.

PORT OF CALL

H AND ATTITUDE.

What’s in store under the Dublin Port BUSINESS IRELAND Q2 2013

Masterplan

THE

NEXT

GENERATION The state of play in Ireland’s 4G market

Never before has a Lexus presented discerning drivers with such a thrilling dilemma. Because while the new RX represents an even further step forward in luxury motoring, the all new RX F-Sport is, quite simply, a different animal altogether.

NEW Lexus RX Hybrid F-Sport

Talk to your Lexus dealer about the exceptional fuel economy and low road tax that come with these hybrids, or go to www.lexus.ie

CREATING AMAZING

WHAT A

PHELAN

PayPal boss on the company’s latest expansion

AUTHORISED LEXUS DEALERS: Cork: Macroom Motors, Macroom, Co. Cork. Tel. (026) 20890. Lexus Blackrock: Rock Road, Blackrock, Co. Dublin. Tel. (01) 288 5220. Lexus Kilbarrack: Kilbarrack Road, Dublin 5. Tel. (01) 832 2701. Lexus Galway: Ballybrit, Galway. Tel. (091) 480 123. Lexus Ireland is a 100% Irish owned company. Models shown are RX Hybrid FWD Dynamic; CO2 140g/km, fuel consumption (combined) 6.1l/100km (46.3mpg) & RX Hybrid AWD F-Sport; CO2 145g/km, fuel consumption (combined) 6.3 l/100km (44.8 mpg)

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BUSINESS IRELAND CONTENTS

619u Cool Grey 5u Cool Grey 11u

On The Cover:

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WHAT A PHELAN

PayPal’s Louise Phelan speaks to Joseph O’Connor about the challenge of filling 1,000 positions at the new centre of excellence and how Ireland’s language skills deficit is being addressed.

REGULARS 2

BRIEFCASE The latest business news.

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CAREER PATH Recent job announcements.

10 MOVERS & SHAKERS is huManly possiblE. New appointments in the Dublin Movers & shakers in association with Manpower

business community.

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MORE THAN A SPORTING VENUE For over a decade now, Croke Park Stadium has been offering a unique conference venue in the heart of the capital. Joseph O’Connor reports.

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CHARTING A LEGAL COURSE Conor Forrest reports on digital piracy and the work of the Irish Music Rights Organisation in offering licences to people who wish to use music in their business.

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THE REPUTATION ECONOMY Kevin McElligott examines how businesses are getting to grips with reputation management in light of the latest Reptrak Study.

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FUTURE PORT OF CALL Dublin Port plans to double its capacity within 30 years under its 2012-2040 Masterplan. Sarah Kavanagh examines how this will be achieved and its implications.

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MOTORING Motoring Editor Michael Sheridan test drives the new Range Rover and finds the luxury vehicle to be a triumph.

05/09/2012 13:06:04

100 CHAMBER NEWS The latest news and events from the Chamber.

FEATURES 15

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MOBILE: THE NEXT GENERATION Conor Forrest considers the state of play in Ireland’s 4G market, and examines where each of the main players currently stands.

WASTE NOT, WANT NOT Joseph O’Connor reports on how the European Recycling Platform is making it easier for businesses to meet their waste obligations.

RAISING HOPE

Kevin McElligott reports on the work of the Early Learning Initiative which aims to raise the aspirations of young people and families in Dublin’s Docklands.

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ENTERPRISE RESOURCE PLANNING

A TASTE OF INDIA

Business Ireland looks at the opportunities for Irish companies in India and profiles a number of organisations forging links between the two countries.

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Business Ireland explores the ERP arena and talks to some of the companies involved.

EDITOR: Joseph O’Connor COMMERCIAL EDITOR: Conor Forrest MANAGING EDITOR: Mary Connaughton CONTRIBUTORS: Conor Forrest, Daniel Griffin, Sarah Kavanagh, Kevin McElligott, Ruraidh Conlon O’Reilly DESIGN: Alan McArthur, Edel Quinn ADVERT DESIGN: Alan McArthur, Kevin O’Connor Photography: iStockphoto.com, Thinkstock PRODUCTION MANAGER: Leonard Wilson PRODUCTION EXECUTIVE: Nicole Ennis SALES DIRECTOR: Paul Clemenson PRINTING: W&G BAIRD BUSINESS IRELAND MAGAZINE is published by Ashville Media Group, on behalf of the Dublin Chamber of Commerce ASHVILLE MEDIA GROUP Old Stone Building, Blackhall Green, Dublin 7. Tel: (01) 432 2200; Fax: (01) 672 7100 Email: info@ashville.com DUBLIN CHAMBER OF COMMERCE 7 Clare Street. Tel: (01) 644 7200; Fax: (01) 676 6043; Email: info@dublinchamber.ie; Web: www.dublinchamber.ie Material printed in this journal is not necessarily endorsed by the Dublin Chamber of Commerce or by Ashville Media Group. All rights reserved. Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © 2013

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Briefcase The latest business news from Dublin.

Aebhric Mc Gibney, Dublin Chamber’s Director of Policy, Rachel Allen, TV Chef & Audi Brand Ambassador, and Mark Cunningham, National Sales Manager, Audi Ireland. u Audi

Centre hosts business networking event

A record 140 people showed up at the Audi Centre in Ballsbridge to attend a Dublin Chamber of Commerce business networking event that featured Audi Brand Ambassador Rachel Allen. Allen spent the evening interacting with Chamber members and offering them networking tips. Networking events hosted by the Chamber now attract more attendees than any other event type they

offer and demand for additional events has increased. Networking events are free for members of Dublin Chamber. Up to four representatives per company are able to attend each event. The Chamber has also recently hosted a ‘Networking on the Move’ event which is a partnership between Irish Rail and Dublin Chamber of Commerce that provides members of the organisation with the opportunity to make new business contacts while travelling on the rail network.

u Convention

Centre Retains ‘Best Overseas Conference Centre’ Award

The Convention Centre Dublin (The CCD) won the Gold Award for ‘Best Overseas Conference Centre’ at the Meetings & Incentive Travel (M&IT) Awards 2013, a gala banquet attended by over 1,000 UK and international industry professionals at Battersea Evolution, London.

This is the second consecutive year that The CCD has won this prestigious award, winning Gold in 2012, following on from a Silver award in 2011, just months after opening. This year, The CCD was shortlisted against four major international convention centres – Grimaldi Forum Monaco, Amsterdam RAI, Hong Kong Convention & Exhibition Centre and Sands Expo Las Vegas.

Speaking after the win, Nick Waight, CEO of The CCD, said: “We are absolutely thrilled to once again receive this prestigious award. The M&IT awards are particularly significant because they are voted for by UK Event Organisers. As a relatively new convention centre, winning this award two years running represents a massive endorsement from the UK market, especially given it was against such tough international competition.”

Since opening in September 2010, The CCD has hosted over 680 events and has now won 22 industry awards, including recognition by the International Association of Convention Centres (AIPC) as one of the top four convention centres in the world, when awarded one of three runnerup positions for ‘World’s Best Convention Centre’ at the AIPC Apex Awards 2012.

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Briefcase Business News

u eircom

strike €1.1m cloud services deal with Irish Greyhound Board

The Irish Greyhound Board (IGB) has announced a technology partnership with eircom Business that is set to advance its business worldwide by enabling more international streaming of greyhound racing and data worldwide. The three-year deal, valued at €1.1m, will see eircom provide cloud computing and network services that will help to continue the modernisation of the Irish Greyhound Board through the latest cutting edge technology.

This will bring new levels of entertainment and experiences to its customers and greyhound racing followers around the world as well as help further reduce operational costs. The Irish Greyhound Board has reduced operational costs by 45 per cent since 2007 which has u Erasmus

©shutterstock.com/Bohbeh

for Budding Entrepreneurs is launched

An EU-funded international business exchange initiative, entitled ‘Erasmus for Young Entrepreneurs’, has launched its 2013 programme for Ireland at a briefing hosted by Dublin Chamber of Commerce and the Dun Laoghaire Rathdown County Enterprise Board.

Under the Erasmus for Young Entrepreneurs programme, an entrepreneur intending to start a company or having just started one, can get first-hand, practical coaching from an experienced entrepreneur from another country, by working alongside him or her for one to six months. New entrepreneurs receive a grant from the European Union for their stay abroad.

Aebhric Mc Gibney, Dublin Chamber’s Director of Policy, said, “Erasmus for Young Entrepreneurs is a fantastic initiative that will give participants a unique opportunity to learn from experienced colleagues so that their business ideas can become

largely been driven by innovations in technology usage. eircom has designed and implemented a cloud computing infrastructure solution, powered

by Amazon Web Services, that will enable the Irish Greyhound Board to focus on revenue generating opportunities whilst ensuring high quality services are delivered to customers at a much reduced cost.

The investment forms a key part of the Irish Greyhound Board’s five-year strategic plan to support the business with a leading edge technology infrastructure that will deliver significant efficiencies to the business and enable it to generate new and growing revenue streams both nationally and internationally.

Commenting on the announcement, Adrian Neilan, CEO, the Irish Greyhound Board, said: “We are extremely excited about the world of possibilities that now open up for us with the move to eircom cloud. a reality. Host entrepreneurs will also benefit significantly from the exchange.

They can make use of the particular knowledge the young entrepreneur brings, profit from the entrepreneur’s energy and talent, and last but not least get the opportunity to explore new markets abroad.”

Since 2009, more than 1,600 exchanges have been organised under the Erasmus for Young Entrepreneurs programme and some 3,200 businesses have been created or expanded.

Anne-Marie Shanahan, founder of AMS Languages and a participant in the programme said, “I would highly recommend emerging entrepreneurs to take part in this excellent programme.

Jason O’Conaill, Head of Cloud and Data Centres, eircom Business and Adrian Neilan, CEO, the Irish Greyhound Board at Shelbourne Park Greyhound Stadium in Dublin.

The new content and revenuegenerating services that we can now begin to roll out over the coming three years look set to be a real game-changer for the industry as we seek to realise the potential to further grow and engage with our community of greyhound racing followers, not only in Ireland but also internationally.”

Through my participation in the programme I had the opportunity of acquiring new business skills, work in an international environment and develop my project management skills. The programme also gave me an invaluable insight into the workings of an international business consultancy firm. All these new experiences allowed me to progress with greater confidence with my business ideas upon my return to Ireland.”

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Briefcase Business News

u HP

Ireland launches free cancer screening programme for employees

HP Ireland, Aviva Health Insurance Ireland and the Mater Private Hospital joined forces with Italia ’90 hero Packie Bonner to launch ‘The Power of Prevention,’ a new innovative programme that will offer, for the first time in Ireland, onsite free male cancer (prostate and testicular) screening and risk assessments for all employees and their families. This will be undertaken by the staff of the Mater Private Hospital during the month of April.

The Power of Prevention is a global health initiative that is supported by Packie Bonner and is now targeting all cancer types.

This initiative follows the success of the award winning Power of Pink, a pilot programme that provided onsite breast cancer screening to all HP employees and their families in 2011.

As part of the programme, HP employees and their families will be given the opportunity to complete a Risk Assessment Form that will allow the Mater Private Hospital to identify those who will need to undergo a Prostate Specific

u Red

Flag Launches Wicklow County Tourism Mobile App

Red Flag has launched an Androidbased mobile application that lets Wicklow tourists find nearby points of interest such as attractions, activities, B&Bs and pubs.

The new mobile application developed by Red Flag for Wicklow County Tourism integrates a set of maps to help Wicklow visitors quickly find their way around. Red Flag redflag.ie - is an ICT services provider specialised in mobile solutions.

Designed as a companion of the Wicklow County Tourism website, the application allows mobile users

Antigen (PSA) test and/or a Digital Rectal Exam (DRE). These tests will be carried out onsite in HP, and additional support and advice will be made available throughout the process for any employee who may be affected by the disease.

“HP is proud to launch the global wellness initiative, The Power of Prevention, which recognises the

importance of early detection in improving survival rates for all cancer types,” said Martin Murphy, Managing Director of HP Ireland.

“We are steadfast in our commitment to the health and well being of our employees, especially men who are often too embarrassed to talk about health issues or act quickly to address them.”

Packie Bonner, Italia ’90 hero and Power of Prevention Ambassador and HP employees Barry O’Donnell, Greg Skelton, Aidan Lawrence, Aidan Griffin, Noel Farrell.

to easily locate those attractions, activities, places to eat and places to stay closest to their current geolocation at a glance, regardless of internet access availability.

“Our new platform has tremendously improved our work here, as well as opening up great opportunities,” says Fred Verdier, CEO of Wicklow County Tourism.

“The app is giving extra exposure to our members, and we are getting loads of enquiries from local businesses wanting to join our organisation.”

“The integration between the app and our website means that visitors always get the information they’re

looking for whether they’re online or offline no matter where they are.

The app makes it really easy for them to locate, contact and go to nearby attractions, activities, places to eat or stay when visiting Wicklow.”

The Wicklow County Tourism mobile app can be downloaded now on Google Play at https://play.google. com/store/apps/details?id=ie.redflag. visitwicklow.

Red Flag is a mobile solutions and ICT services provider that develops mobile applications, mobile sites and responsive websites. Red Flag also offers SEO services and assesses organisations on Information and Communications Technology.

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Briefcase Business News

leaps ahead with Wexford Bus

Payzone, Ireland’s largest consumer payments network, has announced its support for Wexford Bus in the rollout of the Leap Card integrated ticketing system. Already well established as a convenient ticketing system with over 250,000 users to date operating on Luas, DART, Dublin Bus and commuter rail services, the extension of the service to Wexford Bus on their Wexford to Dublin City and Airport route, represents the first private commercial bus operator to officially adopt the Leap Card ticketing system.

With Wexford Bus now on board, passengers of the bus company can use the travel credit on their Leap Card to pay for discounted single trips, or they can choose to load weekly tickets to their card. Wexford Bus offers a service

between Wexford and Dublin City and Airport.

As a key technology and retail delivery partner in the operation and administration of the Leap Card initiative, Payzone is primarily responsible for the provision and management of the smart card point-of sale network, so customers can buy smart cards, top them up, and buy a range of products in retail outlets.

Brendan Crowley, Managing Director of Wexford Bus, commented: “We are very pleased to introduce the Leap Card ticketing system to our customers. We are continually looking at ways to improve the service for our passengers and the convenience that the Leap Card technology brings will be of huge benefit. We expect that many of our regular commuters will switch to a Leap Card and we look forward to further developing the offering over the coming months.”

Minister Brendan Howlin TD at launch of Leap Card service on Wexford Bus. u Dublin

Chamber launch free mobile app

Following the recent re-launch of their website, the Dublin Chamber of Commerce have launched an app, allowing individuals in their 1,300 member companies to access a range of services through their smartphone or tablet devices. The app, which was developed with the support of Vodafone Ireland, provides a range of services, including the ability for users to review upcoming events, read the latest Chamber news and view video

content from recent events.

Speaking at the launch, Gina Quin, Dublin Chamber Chief Executive, said: “Over 70 per cent of people in Ireland own a smartphone and it is primarily through this platform that they access online content. As the largest Chamber of Commerce in Ireland, representing 300,000 of the 500,000 working population in Dublin, it was important for us to respond to this trend by enhancing our digital service offering and making it easier for members to engage with us.”

u Irish

PR firm expands into Asian market

Ireland’s independent PR and public affairs firm, Hume Brophy, has become the first Irish company in its field to expand into Asia.

The organisation which already operates in Dublin, London, Brussels and Paris is opening a new base in the heart of Singapore’s Central Business District.

From its Asian hub, the company will deliver communications and public relations services to international and Asian companies across the South East Asia region.

The new operation will be headed up by Dubliner Una McGirr, a former communications director at BT Ireland. McGirr takes on the role of Managing Director and brings to it more than 20 years of international corporate communications expertise, specialising in strategic communications, media and investor relations and stakeholder and crisis management.

Founding Partner John Hume commented: “Hume Brophy is a highly ambitious firm attuned to our clients’ international needs and growth aspirations. As companies increasingly look to the East, the establishment of an Asia operation was a logical next step in providing existing and prospective clients with a global communications and public relations network, and the opportunity to build their profile and reputation across the region.

©shutterstock.com/Luciano Mortula

u Payzone

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CAREER PATH JOB CREATION

uCuBiC

Business Ireland looks at companies expanding or starting operations in Dublin and the jobs that are coming on stream. ufineos

Corporation

FINEOS Corporation, a global provider of claims management software for the insurance industry, has announced that it is recruiting 50 highly skilled employees in the first half of 2013. The majority of the new roles are being created in the FINEOS Research and Innovation centre in Dublin and the remaining positions are open to anyone who would like to join the FINEOS Professional Services Team working on projects in Australia, United States and Canada.

The new positions include software engineers (Java), software testers, business analysts and technical implementation consultants. They will see FINEOS’ workforce grow from 350 to 400. Recruitment is currently underway for some of these positions and interested candidates can go to www.FINEOS.com/about/careers. uazteC

money

Aztec Money, a newly-established international finance company, has announced the establishment of its global headquarters in Dublin with the creation of 100 jobs.

Aztec Money specialises in linking investors to small and medium enterprises to buy up their unpaid

invoices providing instant cash flow to the smaller company. The company already employs 30 people in Dublin. The 100 new jobs will be multilingual positions in the areas of data processing, marketing, sales and information technology. The jobs will be created over the next two years.

The company said it had made the decision to locate in Ireland because of the skilled workforce and the positive business environment that exist. u10gen

Database multinational 10gen is to grow its presence in Dublin five-fold in the next five years, as it officially opened its new offices in the capital.

The company behind the MongoDB database announced the creation of 60 jobs earlier this year, and has moved into an office development in Latin Hall in Dublin City Centre which has capacity for up to 48 staff and will accommodate the first stage of its expansion. The offices will serve as the company’s headquarters for the Europe, Middle East and Africa region.

The company has now launched a recruitment campaign for positions in engineering, sales, human resources, legal affairs and finance.

u aer

arann

Regional airline Aer Arann is to create 50 jobs in Dublin over the next year for engineering and support staff, and flight and cabin crew, as the first of eight new aircraft in its fleet began operations.

Recruitment for the new jobs, which will bring the total number of Aer Arann staff to 370, has already begun.

Aer Arann, which operates Aer Lingus Regional routes from Cork, Shannon, Kerry and Ireland West Airport, Knock, aims to double its passenger numbers to over two million over the next five years, according to the Aviation Tribune.

The airline has overseen a 32 per cent rise in Aer Lingus Regional passenger numbers in the past 12 months and this year is on track to carry in excess of 1.2 million passengers. g

©iStockphoto.com/studiovision

Career path

teleCom

Irish technology company Cubic Telecom has announced the creation of 70 new jobs after securing US$5.2m in funding from US telecoms tech giant Qualcomm, ACT Venture Capital, TPS Investments and Enterprise Ireland.

The new jobs will be created over the next three years with fifty of them based at Cubic’s new Sandyford headquarters in Dublin. The remaining positions will be created across the world.

In less than 10 years Cubic Telecom has evolved from a start-up based in Cork specialising in voice and data roaming services to a licensed telecoms company, providing software-defined network services to more than 500 mobile operators and some of the top Fortune 100 OEM manufacturers of smartphones, tablets and notebook computers.

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www.aib.ie/sepa

The best time to prepare for SEPA was months ago.

The next best is now.

It’s estimated it will take the average company 8-12 weeks to migrate to SEPA. We’ve made a series of online videos to help.

They‘ll take you through the main steps in preparing for SEPA and set out what you need to do next. See them at www.aib.ie/sepa. www.aib.ie/sepa • Call 0818 72 00 00

Terms and conditions apply. Allied Irish Banks, p.l.c. is regulated by the Central Bank of Ireland.

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MOVERS & SHAKERS APPOINTMENTS

Movers

shakers

New appointments in the Dublin business community.

u

peter

Brennan, aramark ireland

u graham

Aramark Ireland has appointed Peter Brennan as group executive chef. In his new role, Brennan will oversee all of Aramark’s food service menus and have responsibility for developing innovative, on trend, healthy menu options satisfying changing consumer demands using fresh, locally sourced products for over 200 client restaurants throughout the island of Ireland.

Brennan has worked as an executive chef in a number of locations and restaurants globally, including restaurants in zurich, Portugal and London. In London, he worked at the Grosvenor House Park Lane, The Savoy and Turners before returning to Ireland in 1998 where he served as executive chef at Mount Juliet Golf Estate.

He joins Aramark from the Parknasilla Hotel in Kerry where he was also executive chef.

Graham Fagan has been appointed head of innovation and development at BT Ireland.

Fagan will have responsibility for leading the development of propositions for BT’s solutions business across the island of Ireland.

A first class honours graduate of Trinity College Dublin, with BSc and MSc degrees in business and technology disciplines, Graham is also a chartered IT professional and holds a number of other leading industry accreditations.

“It’s a particularly exciting time for BT Ireland as we are currently launching a range of new propositions that will enable our customers to maximise their communications investment and accelerate the benefits into other areas of their business,” he said.

Fagan joined BT eight years ago as technology director and has over 15 years’ experience within

ireland

the industry. He has worked in a number of senior management roles ranging from strategy, architecture, operations and management consultancy.

fagan, Bt

u rosie

lennon, medirest

Compass Group Ireland has appointed Rosie Lennon as business development manager for its healthcare brand Medirest.

In her new role, Lennon will be responsible for identifying and driving new business opportunities for Medirest to supply specialist food services to the healthcare industry across the island of Ireland.

Prior to joining Compass Group, Lennon was a national account manager for An Post’s One4all gift card brand, where she worked with corporate organisations in developing company employee incentives and trade promotion programmes across state, education and health sectors.

She also previously held the

Expanding capabilitiEs 10

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MOVERS & SHAKERS APPOINTMENTS

position of account manager with Britvic Soft Drinks in Scotland, working with key stakeholders to develop a strategic plan on healthier eating options.

Lennon holds a degree in marketing from Strathclyde University, Glasgow.

since 2004.

Overseeing press and publicity and audience recruitment strategy for RTÉ Radio 1, 2fm, Lyric fm, Raidió na Gaeltachta and RTÉ Radio’s digital radio services, she will work closely with marketing and communications colleagues in radio and across RTÉ.

u ken

u tara

Brennan, Compass group ireland

Compass Group Ireland has appointed Tara Brennan as marketing manager.

In her new role, Brennan will be responsible for marketing and communications strategy across all Compass Group Ireland brands including Eurest, Medirest and Chartwells. She will work closely with senior management to drive and oversee research, public relations, brand and retail marketing activity on an all-island basis.

Prior to joining Compass Group, she was head of marketing at Carphone Warehouse for seven years, where she led marketing and customer experience strategy for both consumer and B2B markets.

She also previously held the position of marketing manager with Siemens Mobile.

Brennan holds a degree in marketing management from Trinity College and a post graduate diploma in business studies and information technology from Dublin Business School.

tyrrell, pwC

Ken Tyrrell has joined PwC’s corporate recovery and insolvency practice as a director.

According to PwC, Tyrrell, who has worked in the restructuring and insolvency market for the last 10 years, has unrivalled experience in corporate receiverships, examinerships, liquidations, personal insolvency, debt advisory and corporate restructuring.

He joined PwC in November 2012. He was previously with Kavanaghfennell, which he joined in 2003 and where he was appointed a director in 2010.

u maureen

Catterson, rtÉ radio

Maureen Catterson has joined RTÉ Radio as communications manager.

Catterson has moved from TV3, where she was head of press and publicity, having been at the station

u deirdre o’donoghue,

nestlÉ ireland

Nestlé has appointed Deirdre O’Donoghue as its new country business manager for Ireland.

O’Donoghue assumes responsibility for Nestlé Ireland’s operations and its portfolio of products across the confectionery, beverage, food and petcare categories.

O’Donoghue has over 20 years of international experience in the fast-moving consumer goods (FMCG) sector. She has held a variety of marketing and commercial leadership roles in Nestlé over the past 12 years in the UK and Europe. Her most recent role was as general manager, confectionery for the Ukraine and Moldova.

Before joining Nestlé, she worked with Masterfoods and Sara Lee in a range of marketing and commercial positions.

Born in Dublin, O’Donoghue is a graduate of UCD with a bachelor of commerce degree and a master’s degree in international marketing.

is huManly possiblE. Movers & shakers in association with Manpower

12/11/2012 16:17:38

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Louise Phelan with Dr. Martin McAleese and former President of Ireland, Mary McAleese, at the 24th Annual American Celtic Ball in New York City.

What a Phelan

PayPal’s Louise Phelan speaks to Joseph O’Connor about the challenge of filling 1,000 positions at the new centre of excellence and how Ireland’s language skills deficit is being addressed.

O

rganising a meeting with Louise Phelan can be difficult. The challenge I had in securing time for a chat is testament to an exciting but hectic year for PayPal’s Vice-President of Global Operations across Europe, the Middle East and Africa thus far.

Thankfully, once in her company, she gives you her undivided attention.

Headhunted by the global online payments firm in 2006, Phelan had to get through fifteen interviews to land her current role. Now seven years with the firm, she is at the heart of both securing and recruiting for 1,000 positions at PayPal’s new operations centre in Dundalk, County Louth.

Phelan outlines the significance of the past few months for PayPal: “It has been exciting and challenging but it has been a fabulous journey. I am

very fortunate that we have a great leadership team which is supporting that journey, to get us where we need to get to. Announcing one thousand jobs was just fantastic for PayPal and for Ireland Inc.” The past number of months has also seen Phelan receive a number of accolades recognising her hard work securing such a significant number of jobs for Ireland, including the prestigious ‘Sir Michael Smurfit Business Achievement Award’. However, she is quick to highlight the support she has had behind the scenes. “There was a lot of support because it was a huge investment and obviously with a new building in Dundalk there was a very significant company investment based on that. We looked at other options around Europe, but again we were very happy to say we could put

the jobs here, and the jobs are here really as a result of the existing talent and the existing teammates that we have in Ballycoolin; we knew they could take us from good to great and that’s what they’ve done.” u Recruitment

and foreign languages

In an extremely difficult economic climate, Ireland needs to keep its employed working and help those unable to find work to develop new skills valued by employers. Now more than ever, people, and the media in particular, are taking notice of big firms recruiting from abroad. Ireland is among the lowest ranked countries in the EU when it comes to learning a foreign language, a skill paramount to operations at PayPal. A skills report published last year by Forfás pointed to a lack of foreign language proficiency in the Irish workforce.

This is something Phelan has been vocal about in the past. However, she points to the fact that the majority of jobs at PayPal are still being filled

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Cover story Louise Phelan

from within Ireland. “If you look at what we have in Ballycoolin it is 50-50.

But the reality is that 80 per cent of the people we are employing, if not 85 per cent, are already in Ireland, so we are not bringing them in. The people that we will bring in are the people who are not in Ireland, and an example of that is the Nordics. We have gone ‘in-country’ now in the Nordic region to see how we can bring people in to support the business. But everyone we have hired to date in Dundalk has been in Ireland and we have 400 there already.”

The same Forfás report recommended boosting foreign language courses at third level, specifically German, French, Spanish, Italian, Mandarin Chinese, Russian and Arabic. It also highlighted the need to increase formal international sales training at third level, recommending compulsory modules on international sales for business courses and the introduction of a degree and post-graduate diploma in international sales with foreign languages. So does Phelan think our poor ranking in foreign languages has hampered an economic recovery? “In fairness that is only one part of the pie. The pie is a lot bigger than just language. I think the opportunity is that we all have a part to play –

government, parents, industry and we’re all working towards that to do the right thing. I think the opportunity is how do we help everyone to help themselves so that we have a bigger pool within Ireland to choose from and that the education system supports that and I think the Government in fairness, and industry, is certainly trying to support that.”

The languages challenge is not something Phelan and PayPal are taking on lying down. The company is already developing strong links with Dundalk Institute of Technology to see how they can produce ideal graduates for future positions. Phelan explains: “I met with DKIT last week and the work that we’re doing with them is ‘how do we make sure, for example, that Erasmus is mandatory?’

If I’m learning French I need to go to the country to learn it, so we’re working with DKIT, as an example, to see what we can do to be able to say ‘maybe we can bring them into us’ because we have a full Frenchspeaking team of 55 people sitting in Dundalk today. How can we work together to bridge that Erasmus year gap? So, there’s a lot of work we can do together and I think it’s an opportunity for everybody to win-win in that situation.” PayPal currently provides German, French and Italian

Louise Phelan with An Taoiseach Enda Kenny and Co. at the official opening of PayPal’s new European operations centre at Dundalk, Co. Louth.

“PayPal’s vision is to let people pay ‘Anytime, Anywhere, Anyway.’

That’s what we are striving towards. We are going from good to great. We want to be the best.”

classes to their employees and is reviewing the introduction of Nordic and Russian language classes too.

The access to language classes is an indication of how much PayPal values its employees. This was recognised when the firm was awarded the Employer of the Year Award at the 2012 Fingal Business Excellence Awards last November. Phelan outlines what makes the company such an ideal workplace. “It’s the people. It is a great place to work; it is multi-cultural, everybody has a voice, everyone has an opinion and everyone has the right to that and we want to hear all those voices. Every head is a world and we think it is great to have that in PayPal, and it’s great that our people are paramount to everything we do. We spend a huge amount on our people,” says Phelan. “We’re always trying to see how we can balance fun and work.

We balance it very well. We have a great team and great people come up with great ideas around how we engage better culturally and that’s a huge opportunity for us, but a huge challenge as well with the amount of languages we have out in both centres.” u PayPal’s

Vision

While PayPal still has hundreds of positions to fill in Dundalk, the company is very much focused on building for the future. Phelan says: “PayPal’s vision is to let people pay ‘Anytime, Anywhere, Anyway.’ That’s what we are striving towards. We are going from good to great. We want to be the best. In every business there is competition, and it’s healthy. We’re so busy focusing on getting to be ‘Anytime, Anywhere, Anyway’, I think that’s our priority.”

It may seem a bit soon to be thinking about potential for further expansion in the future, but planning ahead is always high on Phelan’s agenda. “I’m always out there looking for expansions for Ireland. Right now I have a busy job to fill the 1,000 positions I have so I don’t want to look the gift horse in the mouth just yet. I mean we’re always looking for opportunities but right now today my hands are full for the minute.

But I still have one eye on it.” g 13

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Home is the place where memories are made.

There are 5,000 people homeless in Ireland. One in seven people accessing homeless services is a child. By remembering Focus Ireland in your Will, you can provide more people with a place to call home, a place to create their own happy memories.

We understand that when making your Will, you’ll want to care for those closest to you first, but once you have, any contribution to Focus Ireland can make such a big difference. Please contact Pauline Costello in Focus Ireland, in complete confidence, on 01 881 5900. Thank you.

1850 204 205 www.focusireland.ie

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INDUSTRY SPOTLIGHT 4G

Mobile:

Sheila Kavanagh, Head of Networks at Vodafone.

the next generation Conor Forrest considers the state of play in Ireland’s 4G market, and examines where each of the main players currently stands.

L

ate last year Ireland’s Exchequer was boosted by more than €850 million as the country’s four main telecommunications providers – O2 Ireland, Vodafone, eircom (Meteor) and Hutchison 3G – bought up swathes of 4G spectrum, allowing them to roll out the next generation in mobile services – 4G/LTE. Since then there has been quite a lot of noise, both gossip and factual, concerning how close we are to a

capable 4G infrastructure, access to 4G devices and how much it’s going to impact on our wallet. uCoverage

ConCerns

Several concerns have been raised in the lead up to the roll out of 4G here in Ireland. One issue regards the availability of 4G-ready handsets when the technology is made available to the public. “Obviously it’s very dependent on handsets,” says Sheila Kavanagh, Head of Networks

at Vodafone. “About two per cent of handsets today are LTE-capable, so it’s a small minority of customers that will be able to avail of this capacity in the autumn timeframe. That’s just subject to handset availability from the different manufacturers.”

Additionally, in the UK, an estimated 2.3 million people will experience varying degrees of interference to their Freeview television reception when 4G services go live. In Ireland, people using amplifiers could be effected, though it is unlikely that those with Saorview will experience any signal degradation, as it factored in its use without the need for 15

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amplifiers. “If you receive off air reception of the national services (RTÉ, TG4, TV3) by means of a rooftop aerial which is fitted with a mast head amplifier, you may suffer degradation or even loss of television reception when LTE services come on stream from early 2013 onwards.

This loss is likely to be as a result of the amplifier on your roof amplifying an unwanted signal and suffering overload,” says the communications regulator, ComReg. uO2

4g EXPLAINED

One company readying themselves for the roll out of 4G services to the public is O2, which invested €225 million through parent company Telefonica in a combination of spectrums across 800, 900 and 1800 Mhz, and is currently working

on upgrading its 3G network in anticipation of the arrival of 4G, upgrading its network in 250 locations across 14 counties. “O2 is well advanced in readying its network for the roll out of 4G, with sites due to go live in key locations throughout the country from later this autumn,” says Paul Whelan, Director of Finance and Technology at O2. “The 3G network upgrade is great news for our customers. In simple terms they will now see a stronger 3G signal on their mobile device in more places, indoor and outdoor. We have already upgraded and enhanced our 3G network in 250 locations across 14 counties in May, resulting in significantly faster mobile data speeds for O2 customers in Carlow, Cork, Donegal, Galway, Kildare, Kilkenny, Limerick,

What is it?

Fourth generation (4G) mobile technology provides broadband internet access to devices such as tablets and smartphones. The main difference between it and its predecessors is faster data transfer speeds and the types of media that can be accessed on a 4G-enabled device. Possible applications include HD mobile television and video conferencing. In Ireland, 4G will use three spectrums – 900 MHz, 1800 Mhz and the 800 Mhz spectrum which was freed up following the switch-off of analogue television broadcasting last October.

How fast?

Current average 3G speeds in Ireland are estimated to be somewhere between 1-10 Mbps where 3G is available. With 4G, theoretical speeds of 180 Mbps have been claimed by Vodafone, however it is more likely that the average 4G customer will enjoy speeds in the region of 10-20 Mbps, based on figures from UK provider Everything Everywhere, a joint venture between Orange and T-Mobile. Wicklow company Data Edge will supply Irish operators with servers aimed at boosting download speeds to 100 Mbps.

When?

The latest news indicates that initial public access will arrive in the autumn as Vodafone rolls out 4G coverage to customers in Kilkenny, followed by Dublin, Cork, Waterford and Limerick.

Longford, Louth, Mayo, Meath, Sligo and Wicklow. A similar number of 3G sites are due to be upgraded in other locations around the country by the end of the year.”

Quite simply, 4G will deliver faster data speeds and faster connection to the internet, five times faster than its predecessor, 3G. As a result, the distinction between mobile and fixed broadband will become much less pronounced, leading to, Whelan believes, a bridging of the broadband deficit in rural locations. “O2 is focused on rolling out a national 4G service and improving data services for the wider community. To this end, we secured the maximum band of the most valuable spectrum across 800 and 900 Mhz which is required for a national 4G roll out. This spectrum also allows us to roll out enhanced 3G and 4G services, and we are already seeing a greater spread of 3G coverage in rural areas.”

Business-wise, Whelan believes the impact on factors such as productivity and access will be quite positive. “We already know from what our business customers are telling us that data is important to them,” he says. “Once it was about email but now they want richer capability. They want video conferencing, they want to use applications in the cloud. Bringing internal applications to life in terms of data mobility is what it’s all about.

4G will enable that, facilitating not only faster download speeds, but significantly faster upload speeds too.” And one of the most important and major impacts will be in the arena of cloud computing, according to Whelan. “We see cloud as a very exciting opportunity and we see it

Where?

Unfortunately, the whole country won’t get to experience the joys of 4G – coverage in the area of 70 per cent is expected.

How much?

The all important question. In the UK, Everything Everywhere offers unlimited calls and texts plans, with data caps ranging from 500MB for £31 (€36) to 20GB for £76 (€89), on a two year contract.

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BUSINESS IRELAND Industry SPRInG 2013 Spotlight ARTICLE 4G

from two different aspects. From the employees’ point of view it is going to increase mobility of the workforce and allow people to work much more efficiently from home and strike a much better work-life balance. On the enterprise side, cloud offers a great opportunity for business people to realise greater efficiencies. It frees up a business to concentrate on what it really should be doing, which is working with customers, developing new sales channels and new products. The days of a company having to carry a huge IT and telecoms overhead are over and I think that’s because of cloud computing.” uThree

Ireland

Speed is one of the words on everyone’s lips when it comes to extolling the virtues of 4G. According to David Hennessy, Chief Technical Officer at Three, their customers can look forward to speeds of up to 100 Mbps. “Although not everyone will achieve this, customers will receive more than twice the speeds that they are currently experiencing, and will have sustainable speeds of 15-20 Mbps,” he explains. “It is expected that 4G will allow users to download an album in as little as 60 seconds or a movie in ten minutes, compared with an hour or more for 3G.” For many, understanding the speeds they are or will receive can be somewhat daunting, the biggest stumbling block being the difference between Megabits per second (Mbps) and MegaBytes per second (MBps). While data such as songs or films are measured in megabytes, internet connections are generally measured in megabits. A handy point of reference is 1 megabit = 0.125 megabytes, or roughly eight times the difference. For example, while broadband speeds of 100 Mbps look quite good, it actually translates to 12.5 MBps – fast but without the same ring to it.

To roll out their 4G offering to the public, Three has partnered with Samsung as its sole provider of LTE Radio Access Network (RAN)

Paul Whelan, Director of Finance and Technology, O2 Ireland.

and core infrastructure equipment; Samsung’s second such roll out in Europe, and its first here in Ireland.

“As part of the agreement, Samsung will deploy LTE base stations, including associated systems and network support services, across Three Ireland’s network nationwide,” says Hennessy. “Samsung are market leaders in LTE solutions and their advanced network solutions will allow Three to deliver a marketleading 4G experience.” ueircom

Recently eircom has followed a similar strategy to O2 in making a significant investment in its 3G network, with data users noticing much improved coverage and speeds, both indoors and outdoors, as the company readies itself for the move to 4G. Eircom is under some pressure to re-establish its hold on the telecoms sector following its exit from examinership last year and 4G services will form one prong of a quad-play bundle the provider hopes to offer – telephone, broadband, mobile and television services all from the one provider.

The company spent €144 million last year to acquire a 4G licence for its mobile division, Meteor. In a recent speech by group CEO Herb Hribar, it was confirmed that by 2014, eircom will have spent €240 million to provide 4G services. “We

have adopted an aggressive timeline to trial 4G services this spring and plan on a commercial launch of service by the end of summer 2013, giving users a vastly improved experience via smartphones and dongles,” he said at the time.

It has also been recently confirmed that eircom are part of a collective deal with Wicklow company Data Edge, in introducing Grandmaster Clock servers into Irish networks. In a €500,000 deal, a total of 25 Grandmaster Clocks are to be supplied to Irish operators. This specialist timing technology will aid in a smooth network transition to 4G and aims to improve the quality of service on both current 3G and forthcoming 4G networks, and maximise download speeds up to 100 Mbps. “The transition to 3G and 4G networks is great news for carriers, businesses and consumers in Ireland, as the underlying Ethernet network will deliver higher bandwidth at a lower operational cost. Our synchronised systems are helping to eliminate much of the complexity created by the introduction of Ethernet into the network by improving network efficiency and reducing delay, thus enabling faster data transfer and enhancing experience for mobile and fixed broadband users,” said Paul Phelan, CTO, Data Edge.

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Industry Spotlight 4G

uVODAFONE

4 g T he numbers

Certified as the best network for smartphones and tablet by independent organisation Metrico last year, Vodafone is currently on schedule to roll out 4G services to the public in the autumn. Last February saw the organisation conducting a trial for journalists and the Minister for Communications Pat Rabbitte, and in recent weeks they have been launching a user trial with journalists and key corporate customers.

“The performance of 4G is the latest and greatest,” says Vodafone’s Sheila Kavanagh. “If we take a typical YouTube video of 50MB size and upload it to YouTube, typically on UMTS-900 (3G) it takes about three minutes. On 4G, it’s going to take 30 seconds. It’s four times faster on the downlink, and ten times faster on the uplink. So people who are on the move and need to push up data into the cloud or into a back end server, that’s where they’re really going to see the business benefit. It’s going to be faster and more reliable. It also means that TV on your phone is going to be a reality; you’re going to see telecom providers moving into the TV space and into TV capability. €854 million – The amount paid by the main Irish providers Eircom (Meteor), Vodafone, Telefónica (O2), and Hutchison 3G Ireland for 4G licences, including €481 million upfront. £2.34 billion – The figure paid

by UK providers Everything Everywhere, Hutchison 3G UK, Telefónica (O2), Vodafone and BT for their 4G licences.

180 Mbps – Theoretical 4G speeds, more likely to be 100 Mbps and below.

70 per cent - Percentage of Ireland covered under new 4G licences.

David Hennessy, Chief Technical Officer, Three Ireland.

There’ll be no buffering and there are no performance issues with 4G.” Similar to their Irish telecom competitors, Vodafone is also updating its 3G network across the country. With only a small number of LTE-capable handsets available today, the extension of 3G services is an important step, as more people will have 3G devices than 4G for the foreseeable future. “To be honest, that’s more transformational from a customer experience point of view than even 4G or LTE because the [3G] handset penetration is probably somewhere around 60 per cent of handsets today,” says Kavanagh. “The plan is – everywhere you can make a voice call today in Ireland you will, in the next 12 to 18 months, be able to make a data call. So with that there will be areas in the network where you have no fixed broadband service today, but you will have a mobile broadband service. I think that’s even more revolutionary compared to 4G.” Kavanagh continues: “We’re committed to investing in Ireland.

We’ve already invested €1 billion in the network here to date, and we’re going to commit the same again over the next number of years. We’re very committed to Ireland and we do think that the extension of the 3G network is going to appeal to a

much more mass market than LTE. But LTE is going to be the high end service capability that we will have for important customers as well, depending on the kind of services they need.” uANTICIPATION

Though all four major telecoms providers across Ireland are at varying levels of readiness for the eventual transition into 4G, it’s clear that some time will pass before any great levels of user participation are guaranteed. A combination of a lack of proliferation of LTE devices, the continued work on the infrastructure and the current upgrading of the country’s 3G networks means that the third generation of mobile technology is by no means a defunct technology; in actual fact more people than ever before should have access in greater locations across the country, bridging the problematic urban-rural broadband divide to a large degree. However, when the infrastructure is truly in place and a wide variety of competitively priced LTE-enabled handsets are at hand (with the price plans to go alongside), the true advantages of 4G – immensely faster speeds and greater variety of use – will truly be felt. g

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PLATFOrM EUROPEAN RECYCLING platform

Launch of Junk Kouture 2013.

Waste Not, Want Not At a time when the Government seeks to transpose the recast WEEE Directive and review the current producer responsibility initiatives (PRIs), the European Recycling Platform continues to deliver on innovative waste management strategies and is focused on making it easier for businesses to meet their waste obligations, writes Joseph O’Connor.

M

aking recycling look fashionable is no mean feat. But that’s exactly what the European Recycling Platform (ERP) have managed to achieve by supporting the Junk Kouture recycled fashion competition, a highly innovative and educational environmental awareness campaign.

Junk Kouture invites secondary school students to showcase their fashion designs made from rubbish and recycled materials in a fun and engaging manner. Other initiatives ERP are involved in include battery recycling starting them at an early age via Early Childhood Ireland who represent crèches and childcare facilities around the country.

Another fashionable initiative is the

Electric Art Competition, where ERP invite budding artists to design a sculpture made from electrical waste to ultimately feature in the renowned Electric Picnic Arts Trail. ERP more recently joined the Big Egg Hunt in association with Lily O’Briens to raise money for the Jack and Jill Children’s Foundation. These campaigns indicate how ERP prides itself on the level of constructive engagement it has with all types of recyclers.

Established in December 2002

by Braun, Electrolux, HP and Sony in response to the introduction of the European Union’s Waste Electrical and Electronic Equipment (WEEE) Directive, the European Recycling Platform is a panEuropean organisation which

states its mission is “to ensure cost-effective implementation of this Directive through innovative waste management strategies for the benefit of participating companies, their customers, as well as the environment.” ERP was the first WEEE pan-European compliance scheme permitted to launch multiple operations. Today, ERP is established in thirteen countries across Europe, collecting and recycling on behalf of almost 2,300 members, approximately 400,000 tonnes of WEEE per year, representing around 15-20 per cent of the WEEE collected by compliance schemes in Europe. Since its establishment, ERP has collected and treated almost 2,000,000 tonnes of WEEE. 21

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“It’s getting the message out there to the general public about the importance of recycling and making sure we get enough waste back to meet the targets and that it is treated in strict accordance with the appropriate regulations.”

Although ERP might not be an organisation everyone is familiar with, Martin Tobin, Chief Executive Officer of ERP Ireland, says it is important that its message, not the brand, is the one on the public’s and industry’s mind. “The important thing for us is not the brand or the company name, it’s the message. It’s getting the message out there to the general public about the importance of recycling and making sure we get enough waste back to meet the targets and that it is treated in strict accordance with the appropriate regulations,” he says. That’s what we do on behalf of producers and that’s probably the best way of describing what it is ERP does.”

Tobin is a seasoned executive and an industry expert in environmental operations, as well as a man with many strings to his bow. When not competing in ultra marathons, he makes up the strategic leadership team at ERP and is also involved in the Metal Theft Task Forum. He previously managed global reverse supply chain operations at Alcatel Lucent and served in several positions during his five years with the company, so he has experienced two sides of the recycling compliance process; as producer and implementer. This he believes can only benefit his current role. “It’s good to have that background, so that you’re not completely naive to the practicalities of business and that’s why when I am developing a strategic direction or policies for here and across Europe, it’s great to have that background because you understand what will fly and what won’t fly, what causes problems and what is easy to implement.” uWEEE

Obligations

Electrical waste is by far the fastest growing waste stream in the developed world and in 2002 the EU took a major step forward by

enacting the WEEE regulations, which put certain obligations on those who produce electrical products. Under the current EU directive a target of 4kg of WEEE per person each year exists. In Ireland, the Department of the Environment, Community and Local Government (DECLG) set a national target in 2010 of 7.6kg per capita to ensure all stakeholders moved towards the anticipated future targets. This has turned out to be a very wise move as this continued focus in achieving the national return rates year on year leaves Ireland well placed to achieve any new targets coming down the tracks in the WEEE Recast. Despite this achievement, the leakage of WEEE to unauthorised channels is still cause for concern.

A study carried out by ERP in 2009 concluded that across Europe approximately 70 per cent of WEEE still passes through unauthorised channels. The new Directive aims to address these deficiencies. The ERP has been busy preparing for transposition of the recast Directive (Ireland has until 14 February 2014 to transpose) and working with the DECLG and others to be prepared in advance of new regulations.

New legislation is expected to make producers responsible for business-to-business and businessto-consumer waste. Tobin outlines the challenges posed by the WEEE Directive. “I think the single biggest challenge we are going to face with the WEEE Directive is meeting the targets as a nation to make sure we build the appropriate infrastructure so we can generate enough waste to meet the targets and then on a practical level the biggest challenge for us at ERP is to make sure we can do this in a cost-effective manner and keep the cost to businesses down.

Yes, you have to meet these targets but if you take a common sense

approach to the way you do it and you don’t build in any unnecessary onerous obligations, then you can keep the cost of compliance down.” uBenefits

to business

While compliance with the WEEE Directive for businesses producing electronic goods and batteries is compulsory, meeting their obligations through a compliance scheme operator, such as ERP, is not. Tobin explains the benefits to business of being a member of ERP rather than engaging in the process of self-compliance. “The biggest benefit is cost. The regulations make provision for people to self-comply but it hardly makes economic sense.

If you consider that in order to self-comply you would need to get access to the appropriate amounts of waste to meet your obligation, you would have to hire contractors to collect it, treat it in strict accordance with the directive and provide the appropriate evidence to the enforcement authorities and make sure you are investing in awareness programmes to get the waste back. So you are basically preparing a minischeme,” he says. “We’re absolutely in favour of people having an option to self-comply if that’s what they want, but what we are saying is that if you want to do it in a more cost-effective manner, come along and we’ll have a chat with you to see what we can do to help you meet your obligations.” uPRI

Review

Last year, Minister for the Environment Phil Hogan announced a review of the Producer Responsibility Initiative (PRI) model in Ireland. Given the central role that producer responsibility plays in meeting Ireland’s recovery targets across a range of waste streams, this review of the PRI model and the various compliance schemes currently operating will be an important study in shaping the role of PRI in waste recovery in the medium term. The model covers initiatives such as WEEE, batteries, packaging, end-of-life vehicles,

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PLATFORM EUROPEAN RECYCLING platform

Martin Tobin at the launch of the ERP Eco Egg as part of the Big Egg Hunt Dublin.

tyres and farm plastics. The ERP has welcomed the review and has been involved in intense and constructive engagement with the consultants conducting it, as Tobin explains: “Almost every day of the week we receive requests for information and comparison analysis, so I can guarantee you what comes out the far side of this is going to be well thought out. They have asked all the right questions. They have done a very thorough job. Not everyone is going to like the recommendations they make but it is going to be based on a very, very thorough review of the way we do things and the way we need to do things.” uRetail

Web Portal

The ERP is conscious of the challenges faced by businesses as stricter regulation comes into force for those with WEEE obligations.

Its involvement in a new integrated licensing application system for retailers is an indication of that. The new portal will provide significant savings in terms of time and costs for businesses and entrepreneurs across Ireland through the simplification of the process for applying for multiple licences. This is expected to help business competitiveness and will ultimately protect and create more

jobs. The Steering Group of licensing authorities is chaired by Minister for Small Business, John Perry, TD and the first meeting of the group took place last March. Speaking about the significance of the new portal, Minister Perry said: “Regulation is essential to ensure national standards in health and safety, consumer protection, environmental quality, competition and provision of essential services but it is imperative that unnecessary burden is not placed on Irish businesses in the process. Streamlining licence application into a single web based application portal, whereby retailers can register once and apply for up to 25 separate licences, is a positive first step and a major reform of Government licensing processes for businesses.”

The new licensing system will be developed for the retail sector in the first instance by the end of 2013 and rolled out to other sectors of the economy thereafter. It is one of the Government’s Disruptive Reforms in the Action Plan for Jobs 2013.

The Disruptive Reform was adopted following a Forfás review in 2012 of 159 licenses for key sectors of business across the economy. The report concluded that the burden was unnecessarily high and a

rationalisation was feasible to help reduce the licensing processes for business by up to one-third.

Tobin sees the development of the portal as a positive step by Government to help businesses in a tough economic environment.

“For me this is refreshing because sometimes there is the perception that the officials in Leinster House are not that tuned into the requirements of business, but these guys are acutely aware of the challenges for all businesses up and down the country and it’s refreshing to see that,” he says.

“We’re basically coming together to develop a licensing system which will make it more efficient for retailers because they can log onto one system, insert all the information about the business once in order to apply to several licensing authorities, thereby removing duplication of forms and duplication of costs wherever possible.

We’re trying to make it easier for people to be compliant. If you make it as simple as possible and as cheap as possible, you’ll get a bigger take-up.” uFuture

targets

It is a crucial period for the Irish waste recovery market, with the recast of the WEEE Directive and the PRI Review very much the focus. The goal is to continue meeting the waste recovery targets while ensuring that consumers and businesses are encouraged to fulfil their waste recycling obligations by making it cost-effective and delivering the right message. Tobin appears focused on the job at hand and is conscious of the implications of any complacency. “The two biggest challenges are waste and cost and we are trying to balance both sides of the equation. But I’m fairly optimistic that we’ve enough knowledge built up over the past number of years to deal with the challenges ahead. Really in 2005 a lot of people were scared. ‘Will it ever work? How will it work? Will the public embrace this?’ Now we’re in the privileged position where we have met targets consistently. There is no room for complacency. We have to make sure now that what we build is fit for purpose for the future.” g 23

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Digital Evolution

Múirne Laffan, Head of RTÉ Digital

Technology is moving fast these days and it can be difficult to keep up.

Kevin McElligott speaks with Múirne Laffan, Managing Director of RTÉ Digital to find out their progress, their challenges and their plans for the future.

I

t can’t be denied that this country has readily embraced the digital age. A recent Eircom Household Sentiment Survey indicated that smartphone and tablet ownership has grown dramatically over the last year. The average Irish household contains as many as four different devices to access the web such as an itouch, a smartphone, a tablet, a PC, a laptop or a games console. In Ireland, up to 1.6 million people now own a smartphone with one-third of the population connecting to the internet through these devices.

Tablet ownership has doubled in the last six months alone and by year’s end it is expected that 1.2 million people will own one.

From checking our e-mails first thing in the morning to accessing YouTube while stuck in traffic, it’s fair to say that we are almost always connected as digital content and digital communication becomes an integral part of our home and work lives.

Many companies have been scrambling to meet these growing trends in Ireland. RTÉ is one company that has evolved to implement a successful digital strategy. Digital analytics company, comScore, recently confirmed that RTÉ.ie holds the number one Irish position amongst consumers of news, education, health and lifestyle, sport, beauty and fashion, family and parenting, receiving

almost 1.2 million unique users monthly. Múirne Laffan, Managing Director of RTÉ Digital, explains how the organisation has been evolving to meet the needs of their audiences: “I think we’ve always invested and made space to incubate. The website is 14 years old. RTÉ Player is four years old. News Now was developed in 2008 for mobile and then we took it online and now it’s actually a broadcast channel on Saorview and UPC, so I think that RTÉ has been supportive in allowing the space to get into these markets.”

Laffan identifies last year’s digital switchover from analogue as a key moment for RTÉ in progressing from a supporter of digital to a driver of digital. “The fact that digital services like RTÉ.ie and RTÉ Player were becoming so mainstream was an important factor in the company making that decision to become a multimedia organisation as opposed to just a television and radio broadcaster with online extensions,” she says.

Laffan describes her position in the organisation as having a dual role. “One is driving the digital strategy throughout RTÉ and encouraging parts of the organisation to start creating digital content. And then I also run a team that is responsible for product and market development of digital services such as RTÉ.ie, mobile services such as the News Now app, RTÉ player and a lot of new product development,” she says.

Understanding and anticipating the changes in consumer behaviour is key to this role.

Another key component of the job is the ability to analyse and interpret data to ensure the company is pursuing the correct strategy. Laffan explains: We’re now at 63 per cent mobile in terms

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SPOTLIGHT RTÉ Digital

of our traffic, so we’re constantly looking at our products and services figuring out how to evolve them, how to tweak them to make sure that we’re delivering the right services to our audience.”

Tracking the different behaviours on different platforms has also proved crucial. Using RTÉ Player as an example, Laffan explains how different programmes are accessed from different devices and the feedback that this data offers.

“Top programmes accessed on the desktop are quite similar to the top programmes on TV. But on some of the other devices it starts to get more interesting. Ipad is more drama and news, signifying an older age bracket. For iTouch, PS3 and iPhone, it tends to be almost entirely comedy, so that’s telling us that it’s a young, probably quite male audience – not the most traditional television audience. So it’s about engaging with less traditional audiences on their terms.”

She points out that the diversity in media behaviour shows how sophisticated the Irish are when it comes to using digital in tailoring the service to suit their preferences.

Her team can then use this information to further optimise their service to engage more effectively with their audiences.

New methods for audience measurement are essential for helping the digital team to continue to improve. “The data has been pretty bland in the past, but we have better tools to extract richer data so we’ll be better informed and be able to commercialise our services,” Laffan says. uClient

interaction

Coming from a background in marketing and advertising, Laffan was involved in the early days of businesses using the World Wide Web to interact with clients. Taking up a position with McCann Erikson in the mid-nineties, Laffan was involved in building websites that

“Ultimately, it’s about audiences; what do they want? How can we meet their needs? How do we engage with them?” contained helpful information relating to client products. She says: “The internet was really very rudimentary and not very attractive back then, but I remember that we used to put up a project every week and we were delayed one week and got complaints. This interested me because it indicated that there were actually people out there using this!”

This would be Laffan’s introduction to what would become Digital but she says interaction with the consumer is still very much part of her job. “Really it was media, marketing and interactive back then and that’s still part of me now. Ultimately, it’s about audiences; what do they want? How can we meet their needs? How do we engage with them?” While regularly working alongside engineers, developers and designers, Laffan explains that she is not a technologist. “I have an understanding but for me it’s about what does this deliver, how will this work for our product or service and how will audiences use it?”

The difficulty in always trying to be on the cusp of innovation means that the digital team are always planning for what’s next, building their product road map in preparation for a market that does not yet exist. Laffan says: “There’s always a risk from a commercial perspective. Mobile is a good example of that; we built up our mobile, the audience embraced it but the advertisers aren’t there yet. So you’re kind of waiting for a market to evolve. You can’t wait until the market is there before you build your product because then you would be 18 months to two years behind.”

Laffan acknowledges that technology itself is a bit of an unknown. “You can plan and plan but you never know what can happen, so things don’t always get

delivered exactly when you hope but you get experience and you kind of build all that in.”

In spite of the challenges that the job presents, Laffan enjoys her work overseeing a passionate and dedicated team turning ideas into objectives and seeing them through to fulfilment. “We don’t have huge resources but you have to be quite smart how you use them and we’re always on a deadline, it’s tough but it’s a lot of fun too.” uWorking

Together

Laffan and her team see themselves as innovators, not just for RTÉ but the entire digital market, underscoring a mission of theirs to support the leadership of Ireland’s digital economy. She explains: “We want to be a much more open and collaborative organisation and we’ve certainly been that a lot more since we launched digital.”

Indeed the recently launched RTÉ Junior app was built in partnership with Marino Software and Laffan highlights the importance of the organisation’s more collaborative approach. “We’re working with quite a lot of Irish companies and it’s not just us giving them the opportunities, they’re doing a lot of great work and bringing great stuff to us and our products have a global reach, so I think it’s a good thing for Ireland that the whole thing is so hot right now and it’s exciting to be a part of that.”

It seems that the ever-changing world of digital, which started way back when the World Wide Web was first established, is still evolving, unpredictable, progressing all the time, perhaps never levelling out or coming to a stand still. Plans are always in the pipeline to improve on current products, developing to suit the needs of modern living. It seems that RTÉ and their collaborators are certainly up to the task. g 25

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FEATURE CROKE PARK

More than a sporting venue For over a decade now, Croke Park Stadium has been offering a unique conference venue in the heart of the capital, writes Joseph O’Connor.

C

roke Park Stadium in Dublin, home to the Gaelic Athletic Association (GAA), is generally a venue one associates with sport rather than business. A stadium steeped in history which attracts crowds of 82,300 to the country’s national games, there is a lot more to this venue than meets the eye on match day. Hidden away from the roaring fans and clashes of hurls is a state-of-the-art conference centre - one that has been attracting some of the top names in business since its inception.

Situated on the airport route within 1km of the city centre, Ireland’s largest stadium has been offering a unique conference venue in a central Dublin location since 2002. The stadium complex is the fifth largest stadium in Europe and offers a wide range of facilities. The conference centre itself includes 87 meeting rooms and six adaptable conference suites catering for up to 800 delegates.

Linda McCoy, Commercial Manager with Croke Park, oversees business at the stadium across match and non match days. She says the challenge of the role was crucial in her decision to apply for the position: “While having an interest in the GAA, the prime reason for taking on the role of Commercial Manager was the huge challenge it entailed. Croke Park is widely known for its sporting activities, so the challenge for me was in

developing the conference centre within the stadium.” McCoy, who herself has ten years experience working in the hotel sector, holds a diverse range of responsibilities which cover four elements of the business; developing the conference centre and managing the sales team, sale and resale of 87 corporate suites, managing premium and suite levels on match and event days, overseeing the catering provider for all areas of the stadium. uCustomer

Base

Since its opening in late 2002, business has grown by an impressive 76 per cent, while having a customer retention rate of more than 60 per

cent. In addition, the conference centre has continued to acquire new customers across a range of industries. The client base is predominantly domestic with ten per cent of bookings coming from outside of Ireland. However, there are frequent events taking place with visiting delegates from around the world. The venue has hosted a wide range of renowned events to date including the LinkedIn Training Conference, the World Seafood Congress, the Irish Sponsorship Summit and the Bord Bia Marketplace Event. In order to continue hosting such prestigious events, the facilities must cater for the needs of a wide variety of clients.

McCoy outlines what sets the venue apart in the capital: “Croke Park is home to legends, champions and heroes. When it comes to making a statement and stirring the soul, no other venue in Ireland comes

Hogan Mezzanine, Croke Park

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FEATURE CROKE PARK

Croke Park Stadium

“The stadium itself became one of the first sports stadiums in the world to achieve certification in the recently released ISO 20121 Event Sustainability Management System International Standard.” close. The facilities are world class.

The conference team is vastly experienced.”

“It offers the flexibility to suit receptions for two to 2,500 people, private dining, conferences, exhibitions, exams, training courses, meetings, product launches, seminars, set-design and almost any event imaginable. We provide an exceptional venue experience with leading technology and support services. Clients can enjoy coffee breaks overlooking the iconic stadium, drinks receptions in the GAA Museum, pitch-side photo opportunities, or party in the Players’ Lounge. They can also take time out for a stadium tour to get behind the scenes at Croke Park or experience panoramic views of Dublin with the Etihad Skyline rooftop tour.”

Taking full advantage of the extra facilities available at the stadium seems to be popular among clients at the venue. “Many clients enjoy the range of activities available. These include a visit to the new GAA Museum which offers a state-of-theart interactive visitor experience or a tour of the breath-taking stadium.

Delegates are given the opportunity to

uA

explore the players’ dressing rooms and walk pitch side,” says McCoy. Those with a love for heights can whet their appetite with the stadium’s latest visitor attraction, an exciting rooftop tour which was launched in 2012. The Etihad Skyline tour gives visitors the chance to enjoy fantastic views of Dublin from the roof of Croke Park. Accompanied by a guide, visitors ascend to a walkway 44 metres above the ground, giving them a unique view of the city.

Green Approach

Conscious of the needs of conference organisers, the Croke Park Conference Centre is continuously investing in its technology and network infrastructure. In keeping with environmental awareness, ‘Greener. On and off the Pitch’ is a Croke Park initiative aimed at increasing sales activity through the attraction of new business and clients based on the sustainability pillar of the business; and to reduce costs through its environmental improvement programme in water, electricity, gas and waste and passing this saving onto to the client.”

The stadium itself became one of the first sports stadiums in the world to achieve certification in the recently released ISO 20121 Event Sustainability Management System International Standard.

This standard is designed to help events organisations, such as Croke Park, to recognise their impact on the economy, society and the environment. It is the standard which all venues involved in the London Olympics 2012 were required to meet. Croke Park was awarded the certification after an

audit by SGS Ireland in May 2012 for achieving the highest standards in sustainable event management, demonstrating commitment to constant improvements in the stadium’s sustainability record and showing that sustainability is at the centre of all stadium activities.

At home, the venue received a Chambers Ireland CSR 2012 award in the category for Excellence in Environment – Large Indigenous Company. It also won the Dublin Chamber Sustainable Business Challenge for 2012 and the Green Tourism & Leisure Award 2013.

McCoy outlines the importance Croke Park places on a green approach: “Sustainability is at the heart of all our Conference Centre activities. With the reduction in electricity, gas and water consumption, we can pass on the savings to our clients. Our in-house caterer, Fitzers Catering were awarded ISO 20121 (Event Sustainability Management) in 2013, the first caterer in Ireland to achieve this.” uHigh

standards

With events taking place on a daily basis, which can range from meetings to large conferences, the Croke Park Conference Centre is expected to be busy for the rest of the year and beyond. Due to the size and selection of rooms available, it is not unusual to have 3-4 different events taking place on any one day.

In the current economic climate, no business can afford to be complacent and Croke Park is no exception.

McCoy says: “Value and service is core to what we offer and we will continue to strive for high standards in all our activity. Listening to our customers is very important to us and we plan to continue monitoring and adapting our products/service to suit the needs of our customers and the changing market.”

As this year marks 100 years since the naming and signing of the deeds for Croke Park, it seems like a perfect time to plan a business event in a venue that is the home of legends. g

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Charting a Legal Course When we hear about digital piracy and illegal firesharing, we usually think of individuals releasing certain forms of media into the internet community, but businesses as well as the general public have compliance obligations. Conor Forrest explains.

D

igital piracy refers to an infringement upon intellectual property rights, generally involving the e-theft of films, music or software, shared across the internet on file-sharing websites on an illegal basis. Despite being assigned the same label of

theft as, for example, laundered fuel or smuggled cigarettes, digital piracy is, however, a little different and somewhat more complex in nature. For example, as the report into illicit trade in Ireland (released

by Grant Thornton in 2013) notes, digital piracy isn’t always fuelled by

monetary motivations. Individuals may simply be releasing certain forms of media into the internet community because of their belief that such audio-visual forms of entertainment should be enjoyed without cost, and that people should have a right to do so. Alternatively, it may be a statement against the pricing of such items, or the lack of availability across a wide range of mediums. It’s a complicated issue, that much is clear, and one which isn’t always understood by all parties involved in the debate. While those on one side argue against piracy in all shapes and forms, insisting that such actions are killing the industries involved, the so-named ‘pirates’ often counter that either they wouldn’t have purchased the content in the first place, so no money has in fact been lost by the industry, or point to several studies which have emerged from instiutions such as Columbia University, which have found, surprisingly, that those who pirate oftentimes spend more on legitimate online purchases than those who do not pirate. Perhaps the very people who are being blamed for the downfall of the music industry are actually the key to its salvation. u

The

Irish Connection

Brendan Griffin, Director of Licensing, IMRO.

In Ireland, copyright law is contained under Copyright and Related Rights Act 2000, protecting as defined by the Copyright Association of Ieland: •o riginal literary, dramatic, musical and artistic works; • film, sound recordings, broadcasts and the typographical arrangement of published editions; • c omputer software and non-original databases and performances.

According to the Irish Recorded Music Association (IRMA), losses within the music industry due to

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feature Music rights

piracy amount to €3.8 million every year, though whether this is all through digital means is unclear.

The Grant Thornton report stated that digital piracy is something of a phenomenon in that the market is a worldwide one, as anybody can access the internet from almost anywhere these days, while most people who engage in piracy in one form or another either don’t know or don’t care that it is an illegal activity and that digital piracy has been somewhat normalised as an acceptable societal behavior, while fuel laundering or cigarette smuggling hasn’t. The report also noted that legal ramifications or the chance of being caught and punished in Ireland are so low that they barely function as a deterrant of any merit – compared to the US or Australia, for example – which serves to drive up both supply and demand. uStreaming

One method which appears to be stemming the flow of digital music piracy and giving the music industry a much needed boost for the first time in over ten years is the increased use of subscription applications such as Spotify and Deezer, once again changing the way in which we access our music – this time through streaming.

Such applications appear to be the saving face of an industry which was apparently looking into the abyss as their digital offerings simply couldn’t compete with the lure of free music online. However, in a recent interview in the New York Times, Edgar Berger, chief executive of Sony Music Entertainment’s international branch said: “At the beginning of the digital revolution it was common to say that digital was killing music.”

Now, he added, it could be said that “digital is saving music.” Sales of albums and singles from online stores such as Apple’s iTunes are continuing to grow, however it is the online subscription services which are most promising; subscription numbers have grown by 40 per cent in 2012 to a figure of 20 million

according to the International Federation of the Phonographic Industry. Global sales, according to the music industry, have grown for the first time since 1999 and some are undoubtedly wondering whether – if they had embraced the digital revolution rather than showing fear and resistance – things might not have taken so long to turn around. Spotify offers its most simple features for free, while the more advanced services come under the premium label. The service offers users access to a catalogue in the region of 20 millions songs, secured via licencing fees and royalties paid to the recording companies.

According to The NPD Group, a global information company, the numbers using Peer to Peer (P2P) file sharing services to download music declined in 2012 by 26 per cent on the previous year. Correlation rather than causation, perhaps; it’s often hard to find the truth in the murky waters of the online world. uIMRO

While faceless internet users downloading illegally shared songs from filesharing sites is typically what springs to mind when you hear of individuals circumventing copyright law, what doesn’t generally go through one’s head is the convenience store around the corner, or the clothes shop in the centre of town. Though not all may be aware of this, if a business is using music – this could be telephone hold music, a radio playing in the background or a live band gigging in the corner of your pub – you need a licence to do so. “Whether that business be a pub or a shop or a restaurant or a nightclub, even in a workplace environment where music is used, there’s always a benefit to the person who is using the music. If there wasn’t, they wouldn’t be using music,” says Brendan Griffin, Director of Licensing at the Irish Music Rights Organisation (IMRO).

On the flip side, IMRO is also dedicated towards breathing fresh life into the vibrant Irish music community. The organisation puts

together song-writing contests and organises seminars. Each year they hold the IMRO showcase tour which shines a spotlight on the best of Irish musical talent while big Irish and international songwriters such as Christy Moore and Paul Williams offer their advice to willing students in IMRO songwriting workshops.

And seeing such artists grow and prosper, it’s unsurprising that Griffin is so adamant that the artist is entitled to see their work used under correct licensing standards.

“Where there is a benefit, the songwriter who pens the lyrics of your favourite song has a right to be paid for that,” he states.

IMRO, which represents the composers, song writers and music publishers rather than the record companies which have ownership of the sound recording, is a notfor profit organisation, controlling that copyright within Ireland, and offering licences to people who wish to use music in their businesses.

All of those fees go back to the songwriters, less the cost of running the organisation itself. “Half of IMRO’s business is taking in the money and half of it is making sure that it’s paid out to the people we represent,” says Griffin. “At the end of the day it’s a very reasonable cost.

Our tariffs are all on our website. If a music user comes to us before we come to them, they can get a 33 per cent discount on their rates. I would encourage any user in any business which is using music to contact us so we can make sure they have the correct licence in place, so they can legally use music to further their business aims.” The organisation has a dedicated sales team to handle enquiries, ensuring a straightforward process to ensure your business is in full compliance with copyright laws.

“On our website, we have a number of interviews with business premise owners,” Griffin adds. “They all use music in different ways to drive their business but they would all agree that music is an essential part, helping them drive their business, and they are very willing to pay for that.” g 31

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The

Reputation Economy

Paddy Murphy, Continental Tyres Ireland, Michael Nugent, BMW Group Ireland, and Gerry Murphy, Chairman of the Irish Motoring Writers’ Association.

As more and more companies recognise the value of a strong reputation, Kevin McElligott speaks with Niamh Boyle of Corporate Reputations to see who’s getting to grips with reputation management.

S

tatistics can tell a lot about a company. They tell us where the company has been, how it’s doing presently and where it’s going. Statistics allow us to predict the future based on data we have previously gathered. They indicate strengths and highlight areas for improvement. Using statistics to measure the current performance of a business can make it more efficient and effective in the future.

There are many components of a company that can be measured.

Its attributes are multi-faceted and

layered. When it comes to measuring reputation, there are many angles to approach the subject. We all know those companies which have bad reputations and the various reasons why (oil spill, workplace dissatisfaction, Third World exploitation, sub par products etc.).

We can also name a few companies off the top of our heads which we hold in high regard; we admire and respect them, regularly purchase their products, seek their opinion on matters, give them the benefit of the doubt in a crisis. For companies

enjoying this great public acclaim and admiration – they have not earned it by accident.

Good reputation is built through careful consideration and strategy as Niamh Boyle, Managing Director of Corporate Reputations, explains: “The best companies in Ireland don’t leave their reputation to chance. They ensure that reputation management is an integral part of their business strategy and they work systematically with their stakeholders to ensure that reputation decision-making remains to the forefront. Because of this, these

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FEATURE REPTRAK

companies are seeing the benefits that reputation can bring.”

Founded by Boyle almost ten years ago, Corporate Reputations is a public relations and strategic marketing consultancy, specialising in reputation measurement and management. They are an exclusive Irish associate to the global consultancy, Reputation Institute, who spearhead studies in global reputations of company, industry, country and city.

In their studies, Boyle and her team found that the importance of reputation management is being realised within the business world with 63 per cent of firms expecting reputation management to be a higher priority among executive management and directors within the next three years. Currently, most companies are ill-equipped to cope. While almost 80 per cent of companies surveyed agree that they are competing in a reputation driven economy, only 20 per cent are ready to take advantage of that.

In fact, a huge majority of firms are still in the earlier stages of implementing reputation strategy into their long-term commitments.

Boyle explains:“Companies recognise the value of a strong reputation, but they are facing new challenges that a majority are not prepared to meet. Their number one challenge is the lack of a structured process for integrating reputation-based decision-making into their business planning. This is limiting their ability to drive customer loyalty, increase sales, and capture market share.” u Helping

To Understand

A core mission of Corporate Reputations is to collect, analyse and distribute relevant data that will help organisations to improve their relationship with various stakeholders.

The Reptrak study, conducted by Corporate Reputations is the Irish arm of the Global Reptrak study.

The global study incorporates the views of about 55,000 members of

the general public about the most respected and trusted companies in the world. The Irish study, which took place between January and February, interviewed around 5,000 participants, collecting data from approximately 14,000 ratings, ranking the top 100 companies according to stakeholder support.

Boyle explains the mechanics of the survey: “We ask members of the general public between 25 and 50 questions about their views of the individual companies so we get great insight. It means we have great longitudinal data from over the last four years so we’ve been able to track industries and track companies.”

The independent study ranked how highly organisations are held in esteem, how much they are admired and trusted and how good the general public feels about them.

It also studied how an organisation was rated across the key dimensions of reputation which are leadership, innovation, governance, workplace, performance, citizenship and innovation.

Emphasising reputation as a real business driver, Boyle identifies the stakeholders whose support is often influenced by reputation:“If you take a company that has employees, customers and prospective customers, regulators and legislators, media and business partners - all of those stakeholders will either support or not support a company and very often that is based on the reputation of the company. So we’re asking questions like; Is the company trusted? Is it admired?

Does it have good leadership? Is it a good workplace for its employees? Is it innovative? Does it react quickly to market changes? Does it stand behind it products and services?”

Coming out on top among the top 100 companies studied was BMW closely followed by Apple.

Google, winner of the two previous years, dropped to third place with Volkswagen and Toyota coming in fourth and fifth respectively. The fact that BMW, Toyota and Volkswagen all made the top five is no surprise to

“Companies recognise the value of a strong reputation, but they are facing new challenges that a majority are not prepared to meet.”

Boyle.“The automotive industry has fared very well in Ireland over the last number of years, in terms of industry it took first place for most trusted industry in Ireland followed by the food manufacturing industry, which obviously is a hugely important industry to Ireland.”

Of Irish companies ranked, Superquinn just made the top ten, while Kerry foods was ranked as the top indigenous firm, coming 7th in the overall rankings. Trading in over 140 countries, Kerry group employ over 20,000 people around the world, producing and supplying ingredients, flavours and foods. Boyle recognises the company’s reputable success: “They have integrated themselves hugely with their customers all over the world. That’s an example of a company that have a great reputation here in Ireland and have been very successful overseas as well. And that’s just the kind of company that we love to see rising in our reputation study each year.”

The study found that financial services and banking are justifiably suffering having lost a huge amount of trust with the Irish public in recent years. Boyle explains how thinking in terms of building reputation can help organisations improve their relationship with various stakeholders: “They are the worst performing sector in terms of trust, respect and admiration but they’re putting strategies in place to build their reputation up. They’re putting a lot of work into it and tracking their reputation and trying to understand what they need to do to improve and to build confidence and trust in the market place again.” uRestoring

Dublin

Corporate Reputations joined the Dublin Chamber of Commerce as a corporate member a few years ago.

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FEATURE REPTRAK

“If you take a company that has employees, customers and prospective customers, regulators and legislators, media and business partners. All of those stakeholders will either support or not support a company and very often that is based on the reputation of the company.”

Niamh Boyle, Managing Director of Corporate Reputations.

Boyle recognised the networking advantages that the chamber offered “Over the years, I’ve been really impressed with the Dublin Chamber and what it’s been doing, it has hugely active programmes.” Boyle’s work in reputation management is not just restricted to company and industry. Her expertise has been noticed among contemporaries who see the importance of what she does. Encouraged by other council members, she recently moved into a more political role within the Chamber, being elected to a place in the council, a position she’ll hold for the next three years.

“The reason why I was interested in joining was because I believe that Dublin needs to do a lot of work to increase its reputation and brand and that’s something that my company specialises in, it’s something that I’m very interested in, a country brand and I believe that the reputation of Dublin is hugely important for the economy,” she explains.

Dublin’s reputation has taken a hit in recent years. With the severe economic downturn, subsequent bailout, budget cuts, unemployment and business closures, it seemed that the country and capital city’s reputation was in tatters. But Boyle believes that she and her colleagues

have much to contribute in helping to restore confidence again: “Dublin’s brand or reputation isn’t where it should be. Ireland has a good reputation and it’s growing but Dublin’s reputation has diminished over the last number of years, so I joined the Chamber in order to help and to give any support or expertise that I could, in really trying to build the reputation and brand up.” u BMW

– Reputation for Success

Insights from the Reptrak Ireland 2013 study show that the quality of a firm’s products and services continues to be the key reputational driver in Ireland. It is then, no wonder, that BMW are ranked at the top of the list of most respected and admired companies as they are constantly striving to improve their relationship with key stakeholder groups, innovating and evolving their products and services to meet consumer needs.

Knowing that CO2 emissions are becoming a key focus to prospective customers, not to mention the Government and the general community, BMW boast a modern range of motors that score well in terms of low carbon emissions.

Michael Nugent, Director of Sales and Marketing, recognises this as an important component of BMW’s success in recent years: “The introduction of that generation of models coincided with the change in VRT taxation in Ireland, which was based on carbon emissions so we got

a double benefit - producing cars that genuinely produce less CO2 but also the customer benefited in terms of purchase price.”

Always trying to see things from a customer’s perspective, BMW have introduced a number of consumer initiatives, some of which are a first for the industry. The BMW Service Inclusive Programme was established to cover standard scheduled servicing costs. A fixed sum upfront when taking out a lease covers scheduled car servicing requirements up to five years or 100,000km. The initiative has proved extremely popular in the Irish market. “We just heard that we have the highest penetration in the world with this servicing programme here in Ireland, I think it’s shown that it really has hit the nail on the head, in terms of the consumer want in the Irish market” explains Nugent.

Another initiative in the last couple of years was branching into retail banking operations, guaranteeing future minimal values on leases.

The recent demise of retail banks paved the way and BMW have since managed to establish a foothold in the car financing marketplace with their BMW Select Programme. “We were the first in the executive sector of the market to offer guaranteed future minimal leases,” Nugent explains, adding that the initiative was established because it was a prime concern for customers. “Having bought your car and addressed the running costs, the concern is, how much will the car typically be worth in three years?”

With programmes such as these proving extremely popular with customers, success seems to be rooted in a focus on customer perceptions.

“We constantly monitor our customers views of our products and services along with how our teams and dealerships perform. We want to ensure good customer satisfaction and a good purchasing and service experience,” concludes Nugent. “We have a number of initiatives in the pipeline and I’m hoping we’ll have another industry first shortly with our customer satisfaction programme.” g

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BMW Ireland

bmw.ie

The Ultimate Driving Machine

CIRCLE OF TRUST. BMW has just been named as the most reputable and trusted organisation in Ireland.* We always knew we were the ultimate driving machine. Now, thanks to you, it seems we’re also Ireland’s ultimate brand.

So, from all of us at BMW, thank you. *Source: Ireland RepTrak™ 2013 study, based on 14,000 consumer ratings from members of the general public in Ireland.

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Raising Hope

Discover University Students

More than five years into an initiative aimed at raising the aspirations of young people and families in Dublin’s Docklands, Kevin McElligott speaks with Director of the Early Learning Initiative, Josephine Bleach, to see the progress being made.

A

stroll around the Dublin Docklands area will reveal a societal division in the community. Council flats stood in the Docklands long before affluence and financial endeavour transformed the landscape. They now stand in stark contrast to the impressive corporate buildings and plush Celtic Tiger-era apartment complexes.

Nonetheless, efforts to narrow the gap between social classes within the Docklands are under way and have been seeing promising results.

Josephine Bleach, Director of the Early Learning Initiative (ELI), explains how the project, which is partially funded by government, but mostly through corporate investment, was born: “It was a group of business people who noticed that developing the Docklands didn’t just involve constructing buildings; you need to focus on the surrounding community and that means focusing on the people, giving them the

skills and the knowledge to make a contribution.”

Officially launched in 2008, the ELI, based in the National College of Ireland, has established several projects to raise the aspirations of young people growing up in the Docklands. “Our role is to support the children and their parents from early years right up until third level, such that they get the qualifications to get jobs in the corporate firms here in the Docklands,” explains Bleach.

Working in partnership with primary schools, early learning centres, community centres, secondary schools, third level institutions and local companies, the network has been described as strong, as they support one another towards a mutual goal. “What we do is, we sit down with the community, with our corporate sponsors and everybody looks at the issues that are coming up and how we can work on them together. External research would

show that we actually work really well together.”

When the project was first established, the ELI team carried out research in the area and found that parents in the Docklands wanted their children to do well but didn’t know where to start. Since then, the initiative has gone on to achieve promising levels of success, revealing an increase in aspirations in the area as well as the deepening of parents’ involvement with their child’s education, indirectly promoting the idea of parents continuing their own education. uStarting

Early

One programme that has been seeing particularly good results is the Parent Child Home Programme (PCHP), a ‘learning through play experience’ designed to strengthen the bond between parent and child while promoting a love of learning. Aimed at children between one-and-a-halfyears and three-and-a-half-years, the project puts emphasis on starting the exercises as early as possible, as Bleach explains: “We start here at 18 months, not 18 years. We have trained home visitors who go out to families and model talking, reading

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FEATURE EARLY LEARNING INITIATIVE

and playing with the child for parents who observe and can continue the exercises from there.”

The project has been receiving great feedback having been evaluated by the Children’s Research Centre in Trinity College. Parents themselves have noticed the benefits of the programme. “Research would say that a child coming from an advantaged area would have three or four times as many words as a child from a disadvantaged area, but now with the programme, the child is amazing its parents with what they can do and the parents notice the difference between them and their siblings. They’re developing the cognitive skills and the language skills so that they enter school with the right tools, ready for success,” says Bleach.

Another programme that the ELI views as an important feature of early development revolves around building mathematical skills – the Early Numeracy Project. Running since 2011, the programme works with children from under the age of one to six years old. A joint venture between early year centres and primary schools participating in the National Early Years Access Initiative (NEYAI), the idea of the programme is to show infants that maths is all around them and to establish a mindset that gets them thinking about it. “We decide on what’s done at home and at school and in the early year centres to improve the children’s learning in that particular curriculum priority. For instance, one of our initial priorities was the concept of shape and space, so there were children walking around in the Docklands, identifying all the various shapes and spaces in their surroundings,” explains Bleach.

Although official feedback on the project has yet to be released, Bleach is confident that the programme is extremely beneficial for young

minds. “It’s interesting to note that in the latest international results of TIMMS and PIRLS (who measure trends in maths and science achievement in young people) one of the areas where Ireland fell down was in shape and space but we did assessments on our infants and they came out very well on shape and space so we feel that it’s working.” uSetting

The Bar High

One of the big challenges of the initiative is supporting parents and youths in the transition from primary to secondary as the programme aims to instil these young people with direction to continue with their studies and aspire to better things, as Bleach explains: “We’re reviewing our programme in conjunction with our corporate partners such that we can establish more focus on things like career development and study skills.”

These ‘stretch to learn’ strands of the programme are aimed at adolescent development from the beginning of primary school onwards and incorporate classroom lessons, group work and classroom visits from third level students and volunteers from the corporate community.

Ultimately the goal is to see these young people grow up to be eligible for employment in the likes of the corporations that have set up residence close by. Bleach describes the

“Our role is to support the children and their parents from early years right up until 3rd level, such that they get the qualifications to get jobs in the corporate firms here in the docklands.”

difficulty involved in negotiating young people in a career orientated direction: “Once young people and their families are committed to third level, the next goal is looking at careers and honing the skills that they would need to get those jobs. A lot of families that we work with would never have had jobs in the corporate world and that’s why we try to get as many corporate sponsors and volunteers involved because their staff can help to create those high achieving standards in the community.”

Bleach insists that “the focus is on long-term positive change rather than short-term gains” as the team build on the infrastructure of the various components that make up the Docklands and create a cohesive community where everyone is working together towards the best outcomes for the young people in the area. g

Parent Child Home Programme – Home Visitor with child.

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FEATURE DUBLIN PORT

future Port of Call Dublin Port plans to double its capacity within 30 years under its 2012-2040 Masterplan.

Sarah Kavanagh examines how this will be achieved and its implications for the economy, local environment and the future of the port.

©iStockphoto.com/ddoorly

N

ow that the recession is predicted to be bottoming out, all eyes are looking to the future and how best to rebuild the economy. As an island nation, our ports will play a significant role in an economic recovery, both for trade and tourism. The Masterplan for the redevelopment of Dublin Port, which was approved in February 2012, set out a framework to ultimately double capacity in the port to 60 million tonnes by 2040.

“What the Masterplan gave us was a good, high-level, longterm framework view about the development of Dublin. It identified

options as to how it might develop,” says Eamonn O’Reilly, Chief Executive of Dublin Port. “With about a year or more under the belt now, what the Masterplan has really distilled down into is probably three big engineering projects.” While some of the redevelopment plans are very much long-term, others are currently under way and will soon be having an impact on Dublin – and possibly the Irish economy. uupComing

works

Currently in the pre-planning stages, the Alexandra Basin redevelopment project is the first of these projects.

It is focused on providing larger and more plentiful berths for a variety of sea-faring vessels, including container ships, roll-on/ roll-off ferries and cruise liners.

With tourism being Ireland’s largest indigenous industry, the construction of berths able to accommodate the largest cruise ships in the world is one of the more prominent elements of the plan. “The intention is that those will be built so that we can bring the biggest cruise ships right up very close to the East-Link Bridge, just opposite the O2,” says O’Reilly.

At present, only cruise ships of 300 metres or less in length can dock in 39

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FEATURE DUBLIN PORT

the river port but the new berths will allow for ships of up to 340 metres, which is in the range of liners such as the Queen Mary II. “The larger cruise ships tend to be of that size now,” says O’Reilly.

“We’re building now at a time when we can see what the size of ship for the next 20 years is going to be, so it future-proofs our cruise business and allows us to grow it considerably.” In fact, the Irish cruise business is already showing growth with 100 ships having visited this year, compared to 88 last year.

While O’Reilly expects the number of visiting cruise liners to rise marginally following completion of the redevelopment, it is not the number of ships that he believes to be of most importance.

“The number of ships may not increase dramatically but the number of passengers will because the ships will get bigger,” he says.

Additionally, two river berths will be constructed in the eastern part of the port to accommodate larger roll-on/ roll-off ferries of up to 240 metres. ugreater

effiCienCy

The strategy for increasing capacity does not rely solely on building infrastructure. A large part of the plan is to use the existing footprint of the port more efficiently and effectively, the second major Masterplan theme. “We’ve been able, because of the recession in large measure, to assemble – from within our own estate – parcels of land to a total of about 21 hectares which we now have control over and which are now available to us,” O’Reilly says.

He also believes that traffic through the port can be increased to equal similar-sized ports across Europe, such as Rotterdam, and eventually to surpass them.

“The key point is we think you can squeeze, and continue to squeeze, a lot more throughput with the existing footprint over time,” O’Reilly says. “You can do that by accommodation of financial incentives or penalties, smart technology, good operations and

scheduling.” He also believes that the intended doubling of capacity by 2040 is well within reach. “The Masterplan sets out to identify how we might be able to handle 60 million tonnes by 2040,” he says. “We were very confident that in fact the capacity of the existing footprint of Dublin is actually beyond that 60 million figure, bearing in mind we’re at 28 million today.“ ureintegration

The publication of the Masterplan followed a year-long consultation with business, community, industry and Government stakeholders.

This inclusion of outside parties is in keeping with the ethos of reintegrating the port with Dublin City. “If people understand the port and if they accept the port then what we do is accepted,” says O’Reilly. “We have a better opportunity to begin to grow the building of the port if people have confidence and, more importantly, trust us.”

This consultation process brought mixed reactions at first, following the Celtic Tiger era debate over relocating the port and developing the area, but O’Reilly believes the feedback was generally supportive and was one of the big positives of the process. “We developed a dialogue and the dialogue continues and it’s really important that we keep that going and we don’t allow ourselves to become isolated into mere port operations,” he says.

“Port operations are really important but we must be always conscious that we have stewardship over 260 hectares of land.” The port is envisaged as becoming an integral part of the aesthetic and cultural aspects of the city, with parts of the port being opened up to the public with better access to the water being provided. This is the third major theme suggested by the Masterplan.

Additionally, an old ship repair yard is to be uncovered as a public attraction, and O’Reilly believes it is possible to bring some vibrancy to the quays area, as has been witnessed at past events.

Dublin Port Chief Executive Eamonn O’Reilly

“We have a better opportunity to begin to grow the building of the port if people have confidence and, more importantly, trust us.”

“We think we have a big role to play in trying to bring some life back to the river upstream of East-link bridge,” he says. “From Beckett to East-link the river is pretty dead and we do as a city need more life on the river, we got a great taste of what is possible with the tall ships.”

The natural environment is also a concern with a suggestion of an infill being included in the plan. However, O’Reilly believes that this is not an issue for the moment. “For many years we looked to get permission to infill 21 hectares and we identified that in the Masterplan as being one of the options, possibly the last option,” he says. “I think as time moves on in our minds it is pushed out a decade or even more and we’re beginning to question will we ever go back towards that. The focus is very much on the existing footprint.” The company also collaborates with Birdwatch Ireland, who are conducting a three-year programme of scientific research in all areas of the port.

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FEATURE Dublin port

uEffectiveness

“We’re not going to require state aid or assistance or anything else, we are independently able to deliver the infrastructure that’s needed.” in the port, reduced from 720 in the 1990s, and only some techno-nautical services are provided. “We step back and let the private sector operate our infrastructure and do that in competitive markets,” he says.

In the roll-on/roll-off sector, there are four companies competing with each other – Stena, Irish Ferries, Seatruck and P&O – and today trailer charges are 5 per cent less than in 1997.

This is not entirely a result of increased competition, however, but also an indicator of the high prices of Celtic Tiger Ireland. “What has happened is we have worked – my predecessors in particular before me and I’ve continued that work as much as possible – to keep our costs reducing and reducing as much as possible so that whatever we do we operate as efficiently as possible,“ O’Reilly says.

The lessons learned from the boom years and subsequent recession are plain to see in the plans for Dublin Port. There is no more impulsive spending or greedy pricing, instead there are well thought out strategies for maximising assets and futureproofing the infrastructure. “Profit maximisation is actually not an objective of the company,” says O’Reilly. “What’s very important is that we’re very efficient so that the most efficient overall logistic supply chains are established.”

With the groundwork carried out and action plan in place, the Dublin Port of the future will take shape through evolution, not revolution.

The Masterplan still has more than 25 years’ hard work ahead. Check back with Business Ireland in 2040 for a final report. g

©iStockphoto.com/doram

With hopes of an export-led recovery for the Irish economy, Dublin Port will be central to future growth. While exports have increased by about four per cent since 2007, there has been a slow start to 2013. “Our export volumes haven’t grown, in fact they’ve come back a bit in some months,” O’Reilly says. “Dublin is a microcosm of the economy; we need to see the European and the world economy grow – particularly the European economy growing – for us to get our export markets working and as a result, imports/exports to grow and grow.”

However, these years of low growth have allowed Dublin Port to plan for the future and O’Reilly believes that “the Masterplan and the Alexandra Basin redevelopment project will put us in good stead as we come out of recession.”

Most importantly, Dublin Port is financially strong and able to implement the project arising from the plan. “We’re not going to require state aid or assistance or anything else, we are independently able to deliver the infrastructure that’s needed,” O’Reilly says. This financial security is no doubt in part to the large market share Dublin Port holds on the island of Ireland with 55 per cent of all containers and nearly 50 per cent of all roll-on/roll-off trailers coming through Dublin.

The Competition Authority is currently carrying out a review of the port sector, which O’Reilly welcomes. “We engage very actively with the Competition Authority, we’ve been very open with them and, without wishing to prejudge the outcome of what they might say, I think we have been very conscious for a long time of the nature of our position within the market,” he says.

“I think we’ve operated our business appropriately within that context and I don’t believe that we generate large amounts of profits because we have in any sense abused the position that we have.” Dublin Port Company has only 145 employees 42

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BUSINESS IRELAND SPRInG 2013 Dublin pOrt ARTICLE Allianz insurance

Ensure your future Allianz Insurance offers a variety of flexible and innovative marine insurance solutions explains Tom Nallen, Marine & Aviation Manager at Allianz.

D

ublin Port lies at the heart of commerce within Ireland and remains critical not just to the facilitation of international trade but its on-going success is also an essential contributor to our national recovery. For almost as long as the Dublin Port has existed, marine insurance has underpinned international commerce by enabling buyers and sellers to transfer many of the risks and perils associated with transport of their cargoes to the marine insurance market. uPressures

In the current global financial conditions, both buyers and sellers need to be alert to the impact of factors beyond their control on any marine insurance policy they hold in their own right or have a beneficial interest in. Today’s economic pressures can lead to underinvestment in transport equipment with reduced maintenance scheduling & training, coupled with human error. These and other factors build a strong case for buyers to engage a broker to arrange their own marine insurance protection – preferably with a respected marine insurer holding a healthy solvency margin and a strong credit rating.

Relying on a third party to

arrange marine insurance on your behalf does not necessarily provide a guarantee that the cover in place is adequate for your needs or indeed that the policy is placed with a strong and stable insurance company capable of honouring their commitment. Where possible, importers and exporters should strive to ensure that they arrange their own insurance program tailored to their individual needs. uCoverage

Allianz is Ireland’s leading marine insurer and as such, manages risk from a broad perspective and works with professional insurance brokers to ensure cover offered fits the requirements of the insured. As Dublin Port plans for its future it does so secure in the knowledge that Allianz will continue to support them in their efforts whether it be linked to merchandise trade, their people or infrastructural development.

Our marine insurance services include: • Marine hull and machinery cover for blue and brown water shipping, from cargo vessels and car ferries to tugs and inland vessels, as well as yachts and pleasure craft; • Cargo, including international and domestic goods in transit and storage

“In the current global financial conditions, both buyers and sellers need to be alert to the impact of factors beyond their control on any marine insurance policy they hold in their own right or have a beneficial interest in.”

Tom Nallen, Marine & Aviation Manager at Allianz.

risks; • Cover for marine liabilities, including marine general liability and employer’s liability, as well as liability coverage for ship repairers, ports and terminal operators, stevedores etc.; • Specialist marine policies, including war coverage for high risk areas; • Property and liability coverage for organisations operating in the marine sector.

Allianz personnel are highly experienced and respected within the industry. Our extensive marine insurance knowledge, combined with a creative approach to risk, results in imaginative, flexible solutions to meet the challenges of tomorrow’s marketplace. Present in 160 countries across the globe, Allianz also delivers a locally based claims service that responds quickly and efficiently to our clients’ needs following loss. g 43

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Dublin POrt MacAndrews & Co Ltd

Short sea shipping success Short sea intermodal shipping is commonly confused with feeder shipping – and sometimes on purpose, according to MacAndrews & Co Ltd.

D

eep sea operators often try to compete with short sea intermodality by establishing dedicated feeder services that link with their long-haul trades, only to find that it takes more than a feeder link to compete effectively.

Conversely, trucks have served the intra-European supply chains with very fast lead-times to service JIT business models. However, with today’s economic volatility and escalating fuel costs, pure overland trailer operations are too financially challenged to provide stable, costefficient, long-term solutions.

Short sea intermodal is a seamless and cost-efficient integration of the sea leg using rail and/or land legs on either end. Short sea carriers can offer value added services such as ‘milkround’ collections and deliveries, consolidation, and warehousing.

Customers are primarily the manufacturers, either direct importers or exporters. They entrust their door-to-door requirements to a single operator for better reliability and control on deliveries without having to worry about coordinating all the day-to-day logistics.

The operations are complex, so the barrier to new entry into short sea intermodal transport is high. The clamp down on carbon emissions and new legislation from the European Commission means that supply chains are under increasing pressure to review how they work.

How can supply chain integrity and control over the logistics process be ensured while providing principles of economy and curbing a supply chain’s

carbon footprint? The combination of modalities to solve growing environmental, economic and safety problems is intermodal logistics.

As predicted modal shift and increased consumerism indirectly raise shipping activities between trading countries, now is the perfect opportunity for intermodal logistics in line with Dublin Port Company’s 30 year Masterplan. There will be adequate capacity for the port to handle future volumes, especially of short sea shipping. This also fits with plans for sustainable growth in facilitating seaborne movement of goods and passengers to and from Ireland.

One of the world’s largest, trusted food manufacturers have adopted MacAndrews’ logistics model and it is proving to work well for the dynamics of their supply chain. The company had already cut 2.3 million road miles per annum from its UK / Ireland bound consignments of products from various factories around Europe as a result of its decision to transport at least 90 per cent of product by sea.

This partnership involved having a cross docking warehouse in Spain to further cut any environmental and financial impact. Consolidating container packing at a single site means the company can maximise container space and further save on road miles when a product arrives at its destination. This subsequently led to the company winning the ‘Best in the Industry Short Sea Award’ recently.

Short sea carriers in the intraEuropean market with pro-active management are making it their

priority to create sustainable logistical solutions for customers that want a more cost-effective, reliable and environmentally friendly business infrastructure.

Corporate ambitions – and visions – can be decarbonised further if this type of transport mode is implemented within their intraEuropean Supply Chains, as long as the manufacturing base is willing to consider available and viable alternatives.

Dublin Port, as a key facilitator of merchandise trade in and out of Ireland, has a critical impact on the national and regional economy and its development and future plans are of great interest to many stakeholders who view it as strategically important.

MacAndrews & Co Ltd have regular fixed day sailings to and from Dublin interlinking Ireland, the UK, Spain, Portugal, France, Russia and the Baltics and have future plans to become a multiple day per week service into Ireland. g

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

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Cobelfret Ferries NV

Ireland: +352 26 44 66 266 - freight.irl@cldn.com

Zeebrugge-Purfleet: +32 50 50 22 43 - agencies.pur@croports.com

Scandinavia: +352 26 44 66 277 - freight.scan@cldn.com UK: +352 26 44 66 288 - freight.uk@cldn.com

Zeebrugge-Killingholme: +32 50 50 22 45 - agencies.kgh@croports.com

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DUBLIN PORT THE CLDN GROUP

LEaDERship in LogistiCs The CLdN Group is an asset based logistics group based in Luxembourg. Established in 1928 CLdN has developed into a leading logistics operator with significant investment in all aspects of transport from vessels, terminals, rail, and barge.

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LdN is involved in the worldwide transportation of around 50 million tonnes per annum of coal, iron ore, bauxite and other dry bulk products through freight contracts with industrial and mineral groups. It operates a fleet of owned and chartered bulk carriers in sizes ranging between 30,000 and 200,000 tonnes deadweight.

In 2009 the Group relocated their shipping activities to Dublin Port and introduced a new concept to the Irish market by engaging new build ‘CONRO’ roll-on roll-off vessels on direct routes between Ireland and the Continent. Their schedule provides Irish importers and exporters with twice weekly sailings to Rotterdam and zeebrugge; westbound sailings on Fridays and Tuesdays and eastbound sailings on Thursdays and Sundays. By using large Ro-Ro ships with this twice weekly frequency, the service is thus able to compete with the landbridge alternative many operators have chosen for the transport of freight from Germany, France and the Benelux countries to Ireland. This Ro-Ro based strategy allows maximum flexibility for CLdN customers who can now ship their product in containers and trailers in a fast, economical and environmentally friendly manner.

In addition, the firm can accept an accompanied trailer which eradicates the necessity to transit the UK enroute to the Continent enablingthe Irish transport operator to compete effectively with their Continental counterparts.

The zeebrugge service is operated by the Mazarine, a ConRo vessel, designed to allow maximum flexibility and capacity between containers and trailers. With a length of 195.40m and a beam of 26.2m the vessel is ideal for this route and with a service speed of 18.5 knots the vessel will offer a high level of reliability. The vessel’s capacity is unto 359 units (containers, trailers and tankcontainers). Containers can also be double stacked on each deck using a Translifter/Cassette system. CLdN’s Rotterdam service was launched with the Louise Russ. During 2010 she was replaced with a new build vessel, M.V. Palatine, sister ship to the Mazarine. A further four vessels of the same class ensure that vessel schedules will not be a problem for CLdN. The vessels can also carry up to twelve driver accompanied units which has proven popular with the exceptional load market. uuk

- sCandinavia

Where transit time necessitates land bridge activity CLdN provides a cost effective ferry solution through the ports of Killingholme (Humber) and Purfleet (Thames) to both zeebrugge and Rotterdam. All together, CLdN operate six sailings per day each way between the UK and the Continent of Europe which link directly with

seven sailings per week each way to Scandinavia. Both Door-to-Door and shippers-owned equipment is catered for. ueffiCienCy

Thanks to the Group’s own terminals, ferries, equipment and trucking operations, short response time and optimal lead times are realised, making the process more efficient for all parties involved. Centralised bookings, supported by bespoke inhouse developed IT systems provide clients with an online booking tool where all booking details are managed. Confirmation of shipment is one feature which gives the client positive update of units shipped.

CLdN’s experienced team of logistics professionals, with some 70+ years in the industry, are ideally located at the company’s Dublin branch in Port Centre Dublin.

For bookings, contact: freight.irl@cldn.com; +352 26 44 66 266 or sales.irl@cldn.com; +353 1 85 61 608 or visit www.cldn.com g 47

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Dublin Port Dublin Stevedores Limited

Stevedores steeped in tradition A port company large enough to offer competitive rates, yet small enough to care.

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ublin Stevedores Limited is a fully Irish owned family business with a tradition dating as far back as 200 years in Dublin Port. We are an independent operator within the port, providing long term contracts to the multinationals and are favoured by most independent shipping and forwarding agents. With a long tradition of serving our clients, we

are also fully integrated with the local community. We offer a professional, reliable service to suit individual customer needs.

Alongside Dublin Port Company, Dublin Stevedores Limited have provided major investment in machinery and quayside facilities to ensure we remain the first choice for one-off and regular shipments of dry bulk, to and from Ireland.

With a wide range of equipment and a fully trained, experienced and flexible workforce, Dublin Stevedores Limited is well placed to meet the demands of all types of project or

“Dublin Stevedores Limited have provided major investment in machinery and quayside facilities to ensure we remain the first choice for one-off and regular shipments of dry bulk, to and from Ireland. ”

general cargo requirements. Our staff are fully trained in health and safety, along with having additional port security awareness, so as to actively slot into the port facility package.

Our specialist services include stevedoring, shipping consultancy, bulk cargo, project cargo (planning and implementation), cargo stowage plans, RORO services, logistics, chartering, lashing and tallying services, salvaging services, ship agency and dock labour supply.

Our newest crane ‘The Ronnie Drew’ has recently been commissioned. As well as serving vessels on the South Bank Bulk and General Cargo Terminal, it has become somewhat of a tourist attraction for visitors of Dublin’s ‘Fair City’.

“GENERATIONS OF STEVEDORING” • Stevedoring • Shipping Consultancy • Logistics • Chartering • Ships Agency • Salvaging Services

No.2 Ramp | Ocean Pier | Alexandra Road | Dublin 1 t: 01 – 8555236 | f: 01 – 8014316 e: dps@eircom.net | w: www.dublinstevedores.ie

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King of the Road Business Ireland Motoring Editor Michael Sheridan test drives the new Range Rover and finds the luxury vehicle to be a triumph.

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he latest full-size Range Rover has lost a massive 400kgs. The stunning weight reduction has been achieved by using a bodyshell made of aluminium instead of steel.

The five-seat car still weighs in at over two tonnes but Land Rover’s engineers have, as a direct result of using lightweight alluminium, been able to downsize engines, reduce CO2 (annual road tax is down to €1,200) and better still, deliver similar power and far better fuel consumption.

During a week of mixed driving I easily averaged 8 litres of diesel per 100 kilometres (35mpg) in the entry V6 diesel Vogue. Range Rover claims up to 40mpg is possible and I don’t doubt it.

Range Rover looks more estate carlike now thanks to a heavily revised exterior. The cabin has been moved rearwards to achieve this look. There are lots of subtle exterior design treats for the eye. The beautifully detailed headlights show great attention to detail. On the side of the SUV the shark gill vents are moved

rearwards and this helps break up the slab-sided look. The rear end features a new powered split tailgate. While the outside looks like it is far lower to the road, the big Range Rover has improved off road ability - it can even wade in up to 900mm of water.

I have driven Range Rovers through, up and over places you wouldn’t think possible in any four-wheel drive vehicle, so the fact the luxury machine manages to look as well as it does on the road is remarkable.

Inside, as you would expect, the cabin is very plush. There is far less clutter thanks to a roughly 50 per cent reduction in buttons and switches in and around the dash area. The driving position is truly imperial. Behind the wheel you get a commanding view of the road which makes the Range Rover a compelling proposition for many. Up front the seating is very comfortable while the rear seats have been improved too. Depending on the level of specification, you get a good amount of standard equipment in the entry

car and more and more toys as you progress up through Vogue trim and higher. My test car had four heated seats and massaging front seats! Prices start at €120,000 but of the 45 or so sold to date in Ireland the average sale price has been circa €140,000.

Off road we know Range Rover is ridiculously good. The level of automation has been increased to make the off road experience even easier for novices. In truth, the vast majority of users will only ever need to tow a horse box out of a muddy field, so how does the big beast handle driving on tarmac? The Range Rover is simply effortless to drive. The large, almost five-metre long machine shrinks around you as the eight-speed automatic wafts all occupants along with seemless gear changes in regal comfort. The entry model’s 3-litre V6 with its 225hp and 600nm of torque gets from 0-100kph in just 7.9 seconds – but it feels even quicker than that. Cornering will induce some body roll but far less than the outgoing model thanks to revised cross-linked air suspension.

The latest Range Rover is a triumph and remains the king of the road.

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Test drive motoring

Luxury at a stretch The BMW 3GT has created its own niche market.

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t’s not a 3 Series hatchback or a touring estate, so what exactley is the BMW 3GT? In a nutshell 3GT is a niche machine built on a stretched 3 Series platform that was designed by BMW especially for the Chinese market. In China any stretched car is adored. Yes, the 3GT has a hatchback opening but because of the steep angle and lack of a wiper it is more in the tradition of ‘fastbacks’ of old. 3GT is some 200mm longer, 81mm taller with a wheelbase that is 110mm longer than the standard 3 Series. The rear passengers get tonnes of legroom as a result.

3GT is the first ‘beemer’ to have an active rear spoiler that deploys and retracts automatically. 3GT also features some clever aerodynamic advances like the ‘Air Curtain/Air Breather’ vents that channel airflow smoothly from the front grille past the front wheels and out via the sporty looking ‘7’ shaped trim panels on the front wings.

Inside, the cabin is very similar to the current Continental Irish Car of the Year - the BMW 3 Series. The extra space is clearly felt and overall there is a sense of quality to the machine.

A six-speed manual gearbox is standard and an excellent eight-speed automatic is an option - but one I would tick. Diesel and petrol versions are available from launch and an X-Drive (four wheel drive) version is on the way too. The 184hp, 320d impressed me most and in Ireland it is denfinately the one to go for. It has plenty of pulling power and is quite economical too. Petrol power is smoothly delivered and if you can afford the stunning 335i you will really enjoy its dynamic on road ability. I took both machines for tests on the roads of Sicily at the car’s European launch, but ultimately the 320d makes more sense. The ride is very composed and thanks to the long wheelbase the ride quality in the back is excellent.

3GT is slightly less nimble than its

sibling, the 3 Series saloon, and you will feel this especially when cornering.

The GT is more forgiving and a little less dynamic – again the wheelbase plays a big part here.

BMW Ireland is offering a comprehensive 23 model range with the 3GT. SE is the entry trim level, followed by Sport, Modern, Luxury and M-Sport.

3GT is priced at the upper end of the 3 Series range at €44,170 and very close to the entry level 5 Series. The niche machine should appeal to those who don’t feel old enough for a 5 yet want the versatility that the 3GT offers.

In many ways the 3GT is the Austin Powers ‘Mini-Me’ version of the BMW 5GT – that is built on the larger 7 series floorplan that also offers massive rear legroom. Where 3GT differs slightly is that it doesn’t have the clever feature of the twin opening hatchback/boot that makes the 5GT so brilliant. If the kids are growing up faster than expected or you frequently visit IKEA, then the 3GT is ideal. BMW 3GT is an interesting luxury machine that has created its own niche market.

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Hot Hatch The new Ford Fiesta ST packs a punch.

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he good-looking Fiesta is a firm favourite in Ireland. The little front-wheel drive Ford is sensible, economical and very easy to use - but up until now a Fiesta could never be called exciting. Enter the 180hp hot hatchback Fiesta ST. Ford has a brilliant track record in delivering performance cars at a price people can afford. Fiesta ST packs a punch that many cars costing far more struggle to match. Once driven, the €25,000 Fiesta ST seems very reasonably priced.

Under the five-door’s sporty skin is a standard Fiesta platform that has been stiffened and modified to handle the increase in power. The front-wheel drive car’s suspension has been reworked by Ford’s performance ‘RS division’ to handle the greater demands of enthusiastic driving.

Image is important for hot hatch drivers and the Ford certainly looks the part. The beefy 17-inch alloy wheels (unique to the ST) fill out the wheel arches while the aerodynamic spoilers and diffusers, front and rear, help generate cornering downforce.

The twin exhaust delivers a tasty grin-inducing note thanks to a bit

of trickery that Ford calls a ‘Sound Symposer’. This device moulds and channels the engine note back to the driver to enhance the driving experience. More and more cars are now using similar devices to generate a more audibly sporty experience.

Inside the Fiesta’s cabin there is seating for five but only four adults will really fit. There are some nice sporty touches to the cabin but nothing that is too over the top. The ‘Recaro’ seats up front have good lateral back support and the seat base is best described as ‘hip-hugging’ – in fact, for larger drivers the base is a little constricting for male drivers, if you get my drift. There are just two trim options called ST1 and ST2 with roughly a €2,000 difference in price between them.

While Ford says the petrolpowered 1.6 litre ‘ecoboost’ ST produces 180hp, the engine actually has an overboost function that delivers more power. Under hard acceleration, overboost kicks in and the power output goes up to 200hp for 20 seconds. In theory you can lift off the accelerator before 20 seconds is up and apply your right foot to

reset the overboost clock – allowing you to have 200hp at your command nearly all the time. In terms of pulling power the ST produces 240nm and ST features a three-mode ESC to help exploit this. The driver can select how much assistance or interference (depending on your skill level) they want from the electronic stability control. ST also gets the latest in steering assistance with the most advanced Ford torque vectoring system ‘eTVC’.

On the road the steering is razor sharp and beautifully geared.

0-100km/h takes just 6.9 seconds.

The compact hot hatchback changes direction effortlessly and in a predictable manner. The ride is firm and a little fidgety on poor surfaces. Cornering will load up the suspension but at all times the ST gives the driver plenty of feedback as to how much grip is available. We took to the hills of southern France at the car’s European launch and grew more and more fond of the little Ford’s personality. ST is a bit of a Springer Spaniel, always eager and happy to dart around the place.

Hot hatches are making a comeback after being all the rage in the ‘80s and ‘90s and the Fiesta ST is a very affordable version of the genre.

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Test drive motoring

Audi A3 to boot O ne car that will shake up the market is the booted version of the Audi A3. We have had a preview of the compact executive machine that is due to arrive in Ireland this autumn and are in no doubt that it will be a highly desirable machine. Prices are yet to be confirmed but needless to say it will be a few grand cheaper than the much loved and larger A4 and dearer than the A3 hatchback and ‘Sportback’. Audi is opening the order book later this summer.

The engine range will initially be two 1.4-litre TFSI petrol units (125hp/140hp) and one 2-litre (150hp) TDI diesel. The 140hp version will have Audi’s excellent CoD (cylinder on demand) fuel

saving technology fitted.

In Ireland we love small saloon cars more than most nations - bar China!

Last year saloons accounted for 28 per cent of the new car market.

The A3 saloon offers 45 litres more boot space than the hatchback A3, with 425 litres.

The A3 saloon is a very well thought out design. The ‘B’ pillar rearward is new, the 4.46 metre car has very good proportions and the overhangs are compact and particularly

The Hybrid Economy

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hat is the world coming to when Porsche produces a very economical car?

At a recent press launch 42 test drives were conducted in the Panamera S E-Hybrid that covered a total distance of over 1,200 kilometres.

The car consumed just 4.4 l/100 km or 64mpg in old money (averaged over all drives). The top value recorded on the circuit course for the world’s first plug-in hybrid in the luxury class was

a low 2.8l/100 km or 100mpg!

These results illustrate that in real everyday operation, it is possible to attain fuel consumption values of the same magnitude as the value determined in NEDC testing, which is 3.1 l/100km (91mpg). These results were even more impressive when you consider that each unmodified car had three or four people in them.

Even the A/C was on and at times they had to accelerate up to 230km/h

impressive for a predominantly frontwheel drive car.

Inside the cabin there is a reasonable amount of space. In the rear you can sit two adults or three kids. The cabin reflects the premium feel of the hatchback A3.

The range topping 300hp S3 quattro saloon that will feature a 0-100km/h time of just 4.9 seconds, will be available in early 2014.

on the motorway section of the route.

The test circuit, which had a total length of 28.7km, followed a course through and around the city of Hockenheim and comprised 6.5km city driving, 9.2km of country roads and 13km of German Autobahn – some without speed limits. A prerequisite for attaining such values is systematically exploiting opportunities for charging the 9.4 kWh lithium-ion battery on the electrical grid. The car’s range of 36 kilometres in all-electric driving was also confirmed in practice with a fuel consumption value of 0.0 l/100km and zero local emissions, which was not only attainable in NEDC testing on a dynamometer, but also on the street. And it even attains this value at an average speed of 54km/h, while the average speed in NEDC testing is just 33km/h.

The Panamera S E-Hybrid offers a combined system power of 416hp, accelerates from 0-100km/h in 5.5 seconds and has a top speed of 270km/h. The new Panamera S E-Hybrid will be available late this summer.

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Navigating a world of new rules and new opportunities.

There is a certain way.

In a fast-evolving marketplace which demands leadership that brings results, there exists a way of certainty: Tata Consultancy Services (TCS).

With TCS as your strategic advisor and partner, the ever-changing new landscapes of business become new vistas of opportunity, from digitally connected consumers to big data to emerging markets to end-to-end solutions for transforming your organization. TCS offers you market-proven, world-class experience, expertise and guidance to show the way for your business to evolve. Visit tcs.com and you’re certain to learn more.

IT Services Business Solutions Consulting

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Feature India

©Collection Mix/Thinkstock

A taste of

India The rate of Ireland’s economic growth can depend on our ability to successfully penetrate foreign markets, introducing our products and services abroad and opening up strong lines of trade. India is one market that has grown in considerable wealth and although relations between the two countries are strengthening, there’s much opportunity and much still to do. Business Ireland talks to some of the organisations forging links between the two countries.

A

number of factors have contributed to the position of India as one of the fastest growing economies today. The second most populous nation behind China, it is the fourth largest economy in terms of purchasing power. A series of economic reforms like increasing deregulation and foreign investment measures have seen the Indian economy grow strong and become a key world figure evidenced by its significant role in the G20 Summit and World Trade Organisation. Heavy investment in education has led to a highly skilled and English speaking workforce as a rising middle class has developed more sophisticated consumer needs. uGlobal

Player

global trade and has spurred its trading partners to exert greater efforts to familiarise and establish its products and services in the large Indian market. The country has undoubtedly become an attractive marketplace for foreign investors, particularly Ireland. With a similar history, it’s surprising that Indo-Irish ties are not stronger. Both countries were claimed by the British Empire for centuries, both eventually achieved independence and both were left to forge their own path towards selfgovernance. In fact, India’s legal system is quite similar to the Irish one since many of the provisions of Bunreacht na hÉireann were incorporated into the Constitution of India. But a similar legal system is not the only aspect that is attracting Irish companies to Indian cities. With some of the lowest operating costs in the

world, Irish companies are realising the strategic benefits of entering the market with over 30 Irish companies set up there in construction, higher education and IT. Dented negotiations in the long pending India-EU Free Trade Agreement have hindered the growth of imports and exports but, while talks are ongoing, Ireland is making considerable efforts despite the setback. uEconomic

Links

With the decision to strengthen economic ties with India only coming as recent as 2004, trade missions have been planned over the years with one common purpose; to create an Irish presence in the minds of Indian investors and key decision-makers.

IDA Ireland has commented that the biggest challenge is combating the lack of knowledge about Ireland

TCS “TATA” Pattern 01 Solid

India’s impressive growth has boosted their reputation as a key player in

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in these foreign markets. In 2006, Taoiseach Bertie Ahern led an Enterprise Ireland trade mission to Bangalor, Delhi and Mumbai to promote economic development and business opportunities between the two nations. Since then several trade missions have visited major cities in India, slowly establishing contacts and building networks.

In 2011, Minister Bruton led 22 Irish companies with a focus on education, IT, telecommunications and life sciences in a bid to influence key political leaders and corporate decision makers in their considerations of Irish products and services. Most recently, Minister Leo Varadkar led nine organisations on a Tourism Ireland mission to endorse Ireland as a tourist destination through a series of networking events with tour operators and travel agents.

With an outbound Indian market size of 13 million, this number is expected to increase to 50 million by 2020. Future trade missions, such as one planned for November, will focus on opening doors for client companies, particularly in the software and services sector in the Indian Market, meeting with key influential figures, potential partners and customers. There has been increasing prominence in Irish strategies to promote trade, education and tourism in India but there is much more to be done, more networks to be established and more opportunities for both countries in the years ahead.

IIBA

The Ireland India Business Association (IIBA) was founded in May 2008 to foster commercial links between Irish and Indian businesses.

The IIBA is a member-driven non-profit organisation which organises regular networking events, bringing together Irish businesses interested in India, and Indian businesses already based in Ireland or interested in Ireland, for the purpose of exploring opportunities and making contacts. The Association also provides a programme of

seminars and business briefings with guest speakers from Ireland and India, including ministers and ambassadors.

The organisation is sponsored by reputed companies like Etihad Airways, CRH, KPMG and Bank of Ireland India Business Association Cork chapter.

Ireland. It is also uThe Next Step supported by Enterprise Ireland, IDA, Dublin Chamber of Commerce The IIBA supports and participates in trade and business missions organised and the Irish and Indian embassies.

by Government and private agencies.

The next step for the IIBA through uAims The primary aim of the association is its Indian chapter is to organise an Indian trade mission to Ireland. The to promote bilateral trade between Irish government has a huge role to the two states, from a need to play in expanding the ties between heighten the awareness of Ireland in Ireland and India. There is a real need India as the ideal location for Indian for increased diplomatic activity and companies to do business in. Even more, we need to generate an interest more trade missions between the two countries. Visa regulations need to be towards India in Ireland, as Ireland reviewed, to make it more conducive needs to reach out to India to attract to business visits by Indian corporate investment or tap into the huge Indian market, competing against leaders and industrialists. Indian other countries of a similar scale in companies establishing themselves Europe and the rest of the world. in Ireland must have the necessary There tends to be a certain mystery support to enable them to move and fear among Irish companies manpower smoothly between their associated with going to and doing Irish and Indian operations. business in India. The association works to dispel these fears by uEducation bringing businesses directly in touch The IIBA also recognises that with quality contacts in India and education is a huge focus area of the also peers from Irish businesses, who Irish government and the colleges who have overcome these fears and have are trying to entice Indian students managed to successfully establish to come to Ireland. There are a lot of themselves in India. The IIBA has positive aspects which will help Ireland taken key steps towards that goal by to attract Indian students but the establishing its first Indian chapter in main deciding factor will be the world Mumbai in December 2012. Through university ranking of Irish institutions. this chapter, the Irish Diaspora and It must be improved before Ireland the friends of Ireland scattered can enjoy a sizeable share of the circa throughout India, we provide a six billion dollars that Indian students landing ground for Irish businesses spend abroad annually. Another key venturing into India for the first time. element here is that Indian students coming to Ireland want to gain some The IIBA also set up a Cork chapter work experience following completion recently to bring businesses in the of their course. To that end in May south and south east region of the 2013, the IIBA launched its innovative country closer to India.

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Feature India

‘Indian Student to Business’ scheme.

This programme will provide a platform for Irish business to connect with and source Indian students graduating from Irish universities.

It aims to bring a portion of the huge pool of Indian talent to Irish businesses, who are facing a shortage of skilled manpower in certain sectors.

TATA

Tata Consultancy Services is an IT services, consulting and business solutions organisation that delivers real results to global business, ensuring a level of certainty no other firm can match. TCS offers a consulting-led, integrated portfolio of IT, BPO, infrastructure, engineering and assurance services. “This is delivered through its unique Global Network Delivery Model™, recognised as the benchmark of excellence in software development,” says Mr Shankar Narayanan, Country Head, UK and Ireland for TCS. As part of the Tata group, India’s largest industrial conglomerate, TCS has over 276,000 of the world’s best trained consultants in 44 countries.

The company generated consolidated revenues of US $11.6 billion for year ended March 31, 2013 and is listed on the National Stock Exchange and Bombay Stock Exchange in India.

TCS established operations here in Ireland in 2001, and today has approximately 20 customers across

“Future trade missions, such as one planned for November, will focus on opening doors for client companies, particularly in the software and services sector in the Indian Market, meeting with key influential figures, potential partners and customers.” banking, insurance, telecom, utilities and more. “The driving vision in Ireland has been to serve the Irish organisations with our best in class service and solutions. In this period of its operations in Ireland, TCS has taken great strides forward and is increasingly being recognised in the Irish market as a valuable business adviser. More and more of our recent projects are towards transformation programmes that enable organisations to become more efficient and competitive,” says Narayanan. uIndian

Connections

As one of the leading Indian companies operating in Ireland, TCS has been a founding member of the Ireland India Business Association (IIBA). Regional Manager, Venkatesh Priyadarshi, is the current Deputy Chairman of IIBA and also serves on the steering committees. TCS has been involved in various events in association with IIBA, the largest of which was ‘Paths to Growth’, sponsored by the organisation.

Always willing to do its bit in promoting Ireland India trade, TCS advises Irish businesses who are interested in expanding into the

Indian market, as well as Indian businesses looking to invest in Ireland. “India will play an increasing role in the global economy as demand from a growing working age population continues to drive consumption. Independent studies estimate that over the next decade, as this population earns, consumes and saves more, these factors could contribute about four per cent annually to India’s GDP,” Narayanan explains. “In terms of long range economic forecasts, more than 400 million people, a full 40 per cent of the population, will enter India’s middle class over the next 15 to 20 years. The factors above provide a great opportunity for Irish companies to participate in India’s growth.” uOpportunity

The interesting factor is that Ireland and Indian have shared competencies in a number of areas, such as IT and pharmaceuticals. While Ireland has the experience and know how, India can offer cost competitiveness and scale, thereby offering enormous opportunities to partner and offer differentiated solutions in the global marketplace. “We firmly believe we are still in the infancy of Ireland India trade and business potential. With the kind of focus that is building up, one can be assured that in the coming year the volume of trade and the amount of mutual interest will grow manifold.

Irish and Indian businesses should position themselves to benefit from each other’s expertise and market opportunities,” Narayanan adds.

Open for Business at Maynooth

Shankar Narayanan,Head-TCS UK & Ireland.

The Industrial Placement Office at NUI Maynooth is charged with placing students in industry as part of their degree, to experience industry best practice first-hand. More and more students from Europe and 57

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Feature India

students, spending time in an organisation on a work placement lasting between six and twelve months not only gives one an idea of the working world, it also affords one the opportunity to discover whether your chosen career is for you, or if a slightly different path should be chosen.

In addition, when graduates seek employment, as Murray points out, employers will often search CV’s for evidence of work Dr. Rosemary Monahan, Computer Science MSc Course Director, NUI placements Maynooth, receives Grad Ireland, New Postgraduate Course of the Year completed during Award 2013. college, often further afield are passing through the opting for these prospective employees office’s doors, including many from who have shown they can integrate India. “When speaking to students successfully in the workplace. and parents in India, there is a real focus on career progression and job uMutual Learning opportunities after students graduate,” However, it isn’t simply the students says Noreen Lucey, International who benefit from such placements; Officer at NUI Maynooth. “Indian the positives are manyfold for the students are very motivated and organisations who take them on want to see a career progression after during an experience in which both graduation. The work placement parties can learn from one another. opportunities at NUI Maynooth “They get students who are coming give a real boost to Indian students’ out of college learning new techniques future career prospects. Indian and new theories, so they’re at the students are highly sought after, are cutting edge of whatever is going entrepreneurial and bring many on in their area,” Murray explains. benefits to Irish and multinational “They have the benefit of the student’s companies. They bring experience to knowledge and they also have the companies who have an Indian focus link with the university – there are or wish to enter the India market.” always possibilities for research or collaboration, or even for partnering uBenefits with the student in a final year project.

Paula Murray, Industrial Placement We have companies who tell us about officer at NUIM is full of support for students who were a breath of fresh the benefits of the work placement air, and had a different way of seeing undertaken by these students at a certain problem, a different way of Maynooth, both for the students and approaching it.” And as students are the participating businesses. For fresh to the workplace when they first

begin their placements, organisations can mould them in line with their particular way of doing things; as a result, should the company wish to bring them back on completion of their studies, the learning curve is much less pronounced and the new graduate can hit the ground running, which certainly benefits both parties. uStepping

Stone

As programme director for the taught M.Sc. programmes in the computer science department, Dr. Rosemary Monahan has seen first hand the benefits for her own students. “It’s a mixture of putting the coursework into practice and then getting the real world experience,” she explains.

“It’s basically invaluable in terms of a stepping stone to a career in IT. They also do a project alongside their work experience which is based with their company. They get to pick an aspect of the industry and write a dissertation on it in association with their employer and an academic in NUI Maynooth. That’s good experience too because they have to think a little outside the box and focus on the critical analysis and evaluation of a piece of work within the industry.”

Amrita Manohar is currently pursuing an M.Sc. In IT Management at Maynooth. She says: “Our final projects are done at organisations like IBM, Accenture, and Ernst & Young, to name a few – and there is always the opportunity that you might get a job there, depending on your performance.

I’m currently basing my final thesis on a company called Mainstream Renewable Power, an Irish company in the renewable energy sector. My thesis is about cloud computing strategies and I will be analysing their strategy to adopt this technology. I have the privilege of discussing my project directly with the CIO of the organisation, which provides me with a deeper understanding of the workings of a company. Apart from learning a lot, I feel well-equipped to find a job when I finish my course.”

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• r e n n i •W r u o y e t a n i No m

BUSINESS PARENT OF THE YEAR Nominations open July 1st Log on to www.maternity&infant.ie/awards For more information contact orla.bonner@ashville.com

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ERp ENtERpRISE RESoURcE pLANNINg

making the most of Your

enterprise’s resources ERP software has come a long way in consolidating business functions, and using the resulting data to make informed decisions.

Business Ireland explores the ERP arena, including cloud ERP offerings, and talks to some of the companies on the ground involved in many different aspects of ERP and the resultant data analytics.

t

he pace of business is changing at a rate unlike anything which we have seen before, for example with new product turnaround times reducing from years to mere months. to deal with it all, businesses need to access more information than ever before. According to figures from gartner, by 2014 50 per cent of employees in a typical organisation will have access to some kind of analytic system. That figure rises to 75 per cent by 2020. The adoption of ERp systems over the past number of years has made it increasingly easier for organisations to access useful and

meaningful data on which sound decisions can then be made. However, while most ERp systems will collect large volumes of Big Data – large and complex collections of data sets – they don’t provide an adequate analysis, something referred to as business intelligence. companies searching to gain a competitive edge look towards easier ways of consuming data locked away in ERp systems, using business intelligence or analytics solutions to unlock this data. That’s where providers such as SAp come in, the gartner-proclaimed market leader in business intelligence.

MANAGE YOUR BUSINESS SMARTER VIA THE CLOUD ENABLING SMARTER BUSINESS

accountsIQ is Cloud financial software designed for multi-entity businesses.

Collaborate online to manage all your accounting processes, without requiring your own IT infrastructure.

• Made in Dublin – used by 10,000 users in 25 countries • Available anytime – anywhere via Internet • No CapEx – simple monthly usage fee • Full backups & disaster recovery • Consolidations for multi-entity businesses • Full Order Processing & Inventory Control • Approval Workflow & Document Storage • Easy integration using Webservices API LEARN HOW TO INCREASE YOUR BUSINESS IQ @ www.accountsIQ.com | Phone: 01 707 4400 | email sales@accountsIQ.com

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RUN

on a first-name basis with millions.

Imagine if you could make each and every customer feel special — no matter how many you have.

SAP analytics solutions can help turn mountains of structured and unstructured data into powerful predictive intelligence, helping you excite and delight your customers in ways they never would have expected. So whether they’re in-store, online or on an app, they’ll always feel the love.

Run like never before at sap.com/runanalytics

RUN BETTER.

© 2012 SAP AG. SAP and the SAP logo are trademarks and registered trademarks of SAP AG in Germany and several other countries.

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ERP Enterprise resourcE Planning

uSAP

& ERP

“For a long time we’ve used ERP systems as a way to manage and transact business processes. Clearly from an ERP perspective, SAP has dominated this market and is still today way out in front in terms of market share,” says James Fisher, Group VP, Product Marketing Analytics at SAP. “But we’ve seen a real shift in terms of the evolution where the opportunity lies. There has always been an opportunity in managing and driving business processes more efficiently but there is a real opportunity in the growth around analytics and around big data which is really giving us the opportunity to do things more effectively. It starts with giving us the ability to look at the way we’re running our business and frankly make better decisions on the way we do that. Ultimately I think its a case of moving beyond managing the transaction which is what we tend to do with ERP systems, augmenting that with the ability to really see what’s going on with our customers, with our employees, with the resources we have.” utRends

As more and more companies begin to use data analytics to examine key data, Fisher identifies a number of key trends within the analytics field. Firstly, tools are moving from historical analysis towards real time snapshots of where you are in a particular process or organisation there’s no lag in terms of receiving the data you need to make a particular decision. Secondly, analytics is also becoming far more predictive in nature; giving you the ability to discover hidden insights and predict what may happen in the future, allowing you to make decisions based upon those predictions. Thirdly, Fisher sees analytics becoming more widely used in a much broader context across organisations. “There’s also a shift in the type of analytic,” he explains. “We’re seeing a lot more drive for self-service, for real strong data discovery and visualisation

capabilities as opposed to tabular reports, the ability to mash up that data with geospatial information and there’s a change in the nature in which we’re getting these analytics out to people; mobility.” These trends; the need for real time, predictive and mobile analytic solutions are what drive SAP’s Technology and Innovation Strategy, a strategy which spans the organisation, rather than one branch. “Three pillars - SAP HANA, cloud and mobility all play into the way in which we’re investing in and developing analytics strategy at SAP,” says Fisher. “We have a broad analytics portfolio which spans business intelligence and predictive capabilities, through to performance management and compliance solutions. We’re innovating across each of these dimensions with the power of SAP HANA behind it, looking to the cloud, looking to mobility, looking to ease of use.” uHANA

As Fisher mentions, SAP HANA is one of the driving forces behind SAP’s analytic solutions. An inmemory database, it opens up new possibilities, new solutions to Big Data challenges, paving the way for faster, real time analytics. “We’ve been talking about HANA for three years now and not only do we have a large number of customers live and using this, we really embedded the strategy for SAP HANA right across the entire innovation platform for SAP. It really does give us a way in which we can create and deliver this platform for real time business. It’s not just about managing the volume, the velocity, the variety, it’s about understanding how you can use that, the power of the information that you have, to change the way in which you run your organisation, to change the way in which you make decisions and identify new opportunities.

HANA is the platform to enable that.” uSAP

Solutions

SAP’s solutions across the field of data analytics are broad and allencompassing. Within business

James Fisher, Group VP, Product Marketing Analytics, SAP.

intelligence, the company’s portfolio is a highly unified platform, spanning all dimensions in terms of how and where you need business intelligence, whether it’s static-based reporting capabilities, predictive solutions or some of the visualisation discovery solutions such as SAP Lumira, which allows for the visualisation of data leading to rapid insight and thoroughly accurate decision making. “It’s a very broad platform taking Gartner, who cited SAP as the industry leader with a 22.1 per cent share of the business intelligence, analytics and performance management market. The portfolio spans all of it, whether it’s cloudbased business intelligence solutions with Lumira Cloud or mobile-based solutions with BusinessObjects Mobile,” says Fisher. uRecognition

Fisher is certainly proud of the recognition afforded SAP by Gartner in relation to their BI platform of solutions. However, even more important is the feedback from the consumers who utilise SAP’s services each day. “We’re extremely proud of the heritage we have in the BI and analytics market,” he says. “What I’m more proud of is when I get to talk to customers and to hear some of 63

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ERP Enterprise resourcE Planning

the things they’re able to do with our solutions, the way in which it makes their day to day lives easier. Market share is one thing but its talking to the customers and hearing those types of stories that personally excites me. SAP HANA is really a platform for everything we’re doing, whether it’s ERP through to analytics.” uAvnet’s

Solution

Avnet Client Solutions (ACS) is one of the leading SAP partners in the UK and Ireland market, delivering SAP solutions since 1997, bringing consumers extensive industry knowledge particularly in the Life Sciences and Wholesale and Distribution sectors. “There is no minimum size of a company that would usefully benefit from an ERP solution,” said Graham Collins, SAP Division Manager at Avnet. “Companies look to introduce an ERP solution such as SAP’s All in One for many different reasons – complex business processes or to provide a baseline to grow with the company as it looks to grow and develop in the future. The SAP All in One solution is one of the few really comprehensive single system offerings that can cater for a company’s current as well as future requirements across a range of industries.” uA

Solid Venture

Usability improvements and rapid implementation tools which simplify deployments make enterprise applications a less risky venture for midsize companies. ACS has worked with many SME enterprises and found that firms could deploy once with limited risk, and then have enterprise-class functionality in place to support future business needs.

Companies with similar growth plans should seriously consider packaged applications when evaluating their ERP strategy. Tier-1 applications are more attractive to companies than ever before for several reasons: • They want to invest once in systems that position them for growth, so they can avoid the risk of outgrowing their initial investment;

Graham Collins, SAP Division Manager at Avnet.

• They believe Tier-1 capabilities will give them competitive differentiation against their smaller peers and increase their ability to compete/ partner with larger players.

“The range of SAP All in One solutions are the most powerful industry-specific solutions available to mid-size companies, offering comprehensive functionality sales order processing to shop floor control of manufacturing process to environment health and safety monitoring. Project implementation times can range dependent on the functionality being introduced by the customer – anything from as little as six weeks to six months for a complete cross functional solution,” says Collins. uBenefits

Following the deployment of SAP ERP, ACS has determined that companies gained other benefits, including lower initial and ongoing costs, less risk of future disruption, easier upgrades and the ability to leverage industry best practices already configured in the software.

In order to accelerate the time to benefits realisation, SAP has been developing new ways for companies to acquire additional software and functions without going through the usual cumbersome software delivery process. SAP now offers bolt-on

applications for advanced analytics, collaboration, finance management, and the like through web-based app stores that resemble the iTunes store.

This makes cloud-based systems even more appropriate for companies that are quickly evolving to meet a changing competitive environment.

Although the benefits of a cloud-based solution seem clear, many companies are apprehensive about adopting this technology for ERP systems. uSoothing

Fears

Historically, midsize customers have been wary of the cost, disruption, and unpredictability of Tier-1 enterprise applications. However, vendors such as SAP have made investments in tools and technologies to reduce the cost and complexity of enterprise applications in key areas including: • Planning and discovery: SAP Accelerators and business processflow based content built using the ASAP tools accelerate business discovery and scoping and guide customers through a rapid deployment plan based on industry best practices.

• Implementation. Pre-built industry templates and configuration tools reduce errors and streamline configuration while allowing customers to incorporate their own specific requirements.

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ERP Enterprise resourcE Planning

• Delivery and support. SAP and ACS provide customers with a number of deployment and support solutions that are available via different deployment options.

“These changes have given midsize companies access to the robust functionality and competitive differentiation of Tier-1 enterpriseclass applications at lower cost and risk than ever before. Companies poised for growth, or those seeking to compete against larger rivals, should seriously consider Tier-1 applications and SAP/ ACS accelerators as a way to leverage industry best practices and position themselves as enterprise class while mitigating cost and risk,” adds Collins. uIntelligent

Cloud ERP

An excellent example of software both collecting data and offering the tools to make intelligent decisions comes in the form of accountsIQ, an Irish based cloud accounting and business software firm. Founder Tony Connolly, a chartered accountant by background, spent much of his career implementing ERP systems in multi-location businesses, and saw a real opportunity to deliver business and accounting solutions via the cloud. Established in Dublin in 2005, over 30 man years were put into the software before it was launched commercially in 2008. Its primary target is multiple entity businesses needing to collaborate on a single platform. “Most accounting systems analyse business results using the GL chart of accounts but accountsIQ augments that with a fully userdefinable BI analysis structure with up to six definable analysis groups for group-wide BI reporting,” Connolly explains. “You can use it to define a project-based structure across multiple locations or a coding structure to track business activity by lines of business across multiple branches.” Targeted specifically at accounting practices, franchises and groups, accountsIQ was designed and built for delivery over the web and combines a full feature package

Tony Connolly, founder, accountsIQ.

with ease of use in the cloud – “users don’t need to install or maintain software and we host the system and look after all backups and disaster recovery concerns, eliminating the IT burden on the user. We also provide automated approval workflow to allow a collaborative approach via the Cloud, so data entry and approval control can be clearly separated, involving management who don’t even need access to the system.” uBusiness

Intelligence

Business Intelligence is an umbrella term used to describe a series of concepts or methods by which businesses can make informed decisions based on collated data.

Overall, it is designed to help users gain a comprehensive knowledge of those factors which influence their company’s performance, and understand where intervention may be required. Usually accounting software for SMEs doesn’t feature the capability for such understanding. accountsIQ’s business analytics facility offers both financial and non-financial measures - all financial results, KPIs and statistics can be easily extracted in reports or graphs/ tables displayed on a dashboard, benchmarked against budget or forecast or historic results. “All of your revenues and costs can be

analysed across the user defined BI analysis structure and consolidated for multiple subsidiaries/branches or franchisees” says Connolly.

“We also have statistics so that key performance indicators (KPIs) can be compared against the target. You’re using the actual data of how the business did, comparing it against KPIs that are meaningful to your business and benchmarking across the group. We also have a powerful Excel add-in which allows data to be extracted directly into Excel and using what are called power pivot and pivot tables to allow extensive analytics of data. Standard reports allow fairly detailed analysis but one of the things that is always required is the ability to take that data and analyse it your own way. You can now dynamically link to sales analysis and transaction level details in your accountsIQ database from within Excel. It opens up a whole world of business intelligence capability to SMEs.” uPositive

Reception

While cloud accounting is a relatively new concept, accountsIQ’s offering has been positively received and is already used in 25 countries. A number of large accounting firms use the solution to service their clients, and would have completed thorough due diligence evaluations of the platform before its selection. “We have firms like Deloitte in Australia, BDO in the UK and Baker Tilly in Ireland using it to provide outsourced services to their clients,” Connolly says.

“Insomnia in Ireland has implemented it across its 40+ outlets, replacing Sage Line 200 because it is more suited to managing their locations remotely, including full integration with their Point of Sale systems. Internationally, BDO UK uses our software to deliver outsourced services to Jimmy Choo Shoes across all its European subsidiaries”. Cloud applications like accountsIQ are now very real options when considering ERP solutions for growing businesses who want to focus on running their businesses rather than acquiring and managing IT. 65

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We’ve always been committed to quality.

And that commitment is alive and well today.

Find out how we give our clients the service they deserve at ey.com.

See More | Quality

© 2013 Ernst & Young Ireland. All Rights Reserved. 2743.indd

© 20XX: Insert appropriate copyright information and legal disclaimer here.

Mr Ernst and Mr Young never met any of our 167,000 people.

But they’d recognise every one of them.

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BI Survey Ernst & Young

Irish Firm,

International Reach Ernst & Young Managing Partner Mike McKerr explains how the company has seen its policies of global integration and investment in people pay real dividends during difficult times.

T

racing Mike McKerr’s rise through the ranks of Ernst & Young, one of Ireland’s largest financial firms, shows an organisation that puts strong emphasis on international business and development. Within the space of a decade, McKerr was based in Dublin, the USA, London and Belfast. This global aspect is now one of Ernst & Young’s strongest features, and is very much what differentiates the firm from its competitors.

“We are the most globally integrated professional services firm which enables us to mobilise our best team on an international basis and bring specialist knowledge for the benefit of our clients by leveraging our international network. The firm’s global structure and scale in the emerging markets means the Irish firm can provide advice and assistance to Irish exporters, multinationals and entrepreneurs alike, wherever they need it,” says McKerr.

Ernst & Young are also committed to bringing business into the country and showcasing Ireland. In support of this commitment, and in recognition of the Government’s Gathering initiative, Ernst & Young are bringing 1,500 of their international colleagues to Dublin in November 2013 as part of their Europe, Middle East, India & Africa (EMEIA) New Senior Manager and Assistant Director Programme. The attendees at the conference will occupy approximately 4,000 hotel bed nights and contribute circa €3 million to the economy.

The past 24 months have been good for Ernst & Young and have seen

Mike McKerr, Managing Partner, Ernst & Young.

their revenues rise by 12 per cent, including a 5.7 per cent increase for the 2012 financial year. This is a direct result of investment in senior talent, which in turn has led to significant client wins and an increase in revenue across all departments. 2013 sees the trend continuing, with Ernst & Young the only firm to have grown their assurance and tax practice in each of the last three years.

“Economic conditions remain challenging but I am optimistic that we can continue to shape and positively support the future direction of our clients’ strategic agenda, the way that our people work, and the social and business issues that impact on the recovery of the Irish economy,” explains McKerr. “We’ve recently added to our talent pool with the arrival of new partners and they bring unique expertise and specific sector experience which will allow us to provide clients with the insight and

advice they need to not only survive, but to grow their business.”

This investment in people extends to Ernst & Young’s Entrepreneur of the Year Programme and they are proud of the vital role they play in promoting and building established and future entrepreneurs.

Their expertise and international experience best places them to offer advice at key growth stages.

Although Ernst & Young are clearly thriving, the audit industry is not without its challenges, particularly in the current financial crisis. Reestablishing stakeholder confidence is paramount and Ernst & Young are confident that this can be achieved.

Formal deliberations continue in the European Parliament and the European Council about the European Commission’s audit reform proposals, published in November 2011, and Ernst & Young welcomes any policy reforms that would contribute to increased confidence in financial reporting and improved audit quality.

McKerr concludes: “Auditors serve the public interest, and confidence in the audit profession is fundamental to confidence in financial reporting.

We believe that it is essential to continue the positive debate about the role and relevance of the audit.

Audit reform should, in our view, focus on improving the quality of financial reporting, reviewing the role of not just the audit but also of audit committees and other stakeholders to help address the perception gap which was so evident during the financial crisis.”

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BI Survey Aztec Money

Trade and Export Finance

YOU Control Aztec Money is putting funding access directly into the hands of business which is inherent in the company’s owners by offering an alternative to traditional trade and export finance. core marketing message: ‘Trade &

W

ithin the glass and metal towers of central Dublin’s George’s Quay Plaza, one of Ireland’s most exciting finance companies is emerging as the leading global alternative to traditional factoring and letters of credit for domestic and export suppliers.

By allowing suppliers to sell their invoices outright in a competitive auction marketplace, on terms chosen by the supplier, the availability of trade and export funding for companies in Ireland will be transformed. Aztec connects (non-bank) investors such as asset managers and insurers to suppliers, thus replacing bank lending and removing the need for credit scoring, lending limits, debentures or loan agreements as suppliers sell invoices rather than borrow against them.

Vice President of Business Development, Colm Devine, outlines the benefits of using Aztec Money’s services. “Aztec Money is the easiest, fastest and most secure way to access financing for any company without using factoring, invoice discounting, bank loans or letters of credit.

Suppliers simply register and start selling invoices on terms they choose and watch bidders compete to buy.

Aztec Money charges one to two per cent for successfully completed transactions with no hidden charges.

Aztec operate on a ‘no sale, no fee basis’, supporting businesses in any sector worldwide, selling invoices for goods or services.”

Companies like Aztec Money aim to reshape the architecture of global finance and help vital companies and

Export Finance YOU Control’. He says: “At Aztec we take the approach of supporting great companies in all sectors to grow and compete the way the business owners intended, without the uncertainty of a lending system that can no longer adequately support all sectors of global business. We aim to grow in over twenty-five markets by working with buyers, logistics companies, trade associations and banks to provide cheap, unrestricted access to trade and export finance on a direct or partnership basis.”

Aztec Money’s presence in markets as disparate as Ireland and Thailand underscore the global nature of the problem facing SMEs and exporters at a critical point in the economic cycle.

Supporting and developing alternatives to the shrinking traditional forms of credit from banks and factoring will be critical to local and regional economic development. As Thomas Edison once said: “There’s a way to do it better find it.” Aztec Money appears to have achieved exactly that.

industries develop sustainable export growth. Aztec Money CEO, Edwin Hagan-Emmin, views the company’s location in Ireland as a significant competitive advantage in the context of a European wide banking system that continues to fail in its mission to support SME or export companies at a time when other export nations are beginning to recover.

According to Hagan-Emmin, eurozone SMEs and exporters in Spain, Ireland, Greece and Portugal continue to suffer significantly higher borrowing costs relative to German, Chinese or American companies with significant economic consequences for competitiveness, GDP growth and jobs. “Aztec Money supports SMEs, exporters and supply chains globally, whether in Greece, Italy or Brazil.

Ireland has been great for sourcing a multi-lingual and educated workforce,” says Hagan-Emmin. “We continue to create jobs in Ireland, establishing a funding marketplace that will prove critical to supporting local, regional and international trade and export by putting funding access directly into the hands of business owners.”

Aztec Money Vice President, Colm Devine, Oliver Gabbay, COO Aztec Money, John Whelan, President of the summarises Irish Exporters Association, Colm Devine, VP Business Development Aztec’s Aztec Money and Jim Power, Chief Economist, Friends First at the recent Aztec Money product launch in the Westin Hotel, Dublin. philosophy,

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BI SURVEY AIRpoRt cLUB

putting the pleasure in parking Airport Club is delighted to announce the launch of the Parking Plus card.

I

n line with the ongoing development of our services to our Airport club members, we are actively working to enhance and expand the range of services in a relevant and meaningful way. our current members regularly communicate with us to advise and recommend services that they feel would be of benefit to them. one such recommendation was for a parking product that would eliminate the need to pre-book car parking, prepay an annual amount and reconcile one parking expense per annum. And so,

parking plus was born.

Airport club, in conjunction with our car parking team, have responded to our members request with the launch of the parking plus card. parking plus offers members all the benefits of the current Airport club membership plus a great car park offer. The benefit of purchasing a parking plus membership is that you never have to pre-book your parking again, annual unlimited parking, payment upfront and only one parking expense per annum. Entrance to the car parks is automated by registration recognition for speedy entry.

In consideration of the varying needs of business travellers and frequent car park users we have

Change a Child’s life now

developed three parking plus offers: green parking plus offers you annual parking in the Express Red long term car park plus speed through the fast track security channel and more.

Silver parking plus offers you annual parking in the short term car parks in both terminals plus all the benefits of the standard card. gold parking plus offers you annual VIp parking in the collins town executive car parks in both terminals plus all the benefits of the standard gold membership Contact us: Ph: +353 1 8144898 Email: airportclub@daa.ie Web: www.airportclub.ie

Yes, I want to change a child’s life.

I would like to make a donation of _______________to Barnardos by Cheque Credit Card

Postal Order Cash

Laser Card

(please make cheques and postal orders payable to Barnardos) Please debit my card with the amount indicated above Card No. Security Code

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1850 216 216

Please complete this form and enclose along with your donation to: Barnardos, Christchurch Square, FREEPOST F126, Dublin 8.

www.barnardos.ie

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BI Survey AIB

Every Business Must

Prepare For SEPA Businesses should prepare for SEPA sooner rather than later, writes Peter Vance, Head of Payments, AIB.

T

he deadline for the Single Euro Payments Area, or SEPA for short, is 1st Feb 2014. From that date, banks will standardise euro electronic payments across the European Union. From 1st February 2014, all eligible electronic payments will have to be SEPA-compliant. This includes staff payroll, payments to creditors and collecting payments from customers by Direct Debit.

uWhat

is changing?

The most significant changes relate to the use of Bank Identifier Code (BIC) and International Bank Account Numbers (IBAN) as the primary account identifiers, rather than National Sort Code (NSC) and Account Number, and the introduction of a new file format (XML, moving from today’s Standard 18 format). uWhat

is a Bank Identifier Code?

Also known as the SWIFT Address, BIC is a unique identification code

for a specific financial institution.

BIC codes consist of either eight or 11 alphanumeric characters and can be verified at www.swift.com/biconline. uWhat

is an International Bank Account Number?

IBAN is the standardised European bank account number. uWhere

can I get my IBAN and BIC?

Details of your IBAN and BIC are printed on your account statement.

They can also be found on most online banking services. uWhere will I get my customers’ BIC & IBAN?

Either go directly to your customers or use the BIC and IBAN conversion service provided by the Irish Payment Services Organisation (IPSO) for both individual consumers and businesses.

See www.ipso.ie. For all new customers to your business, you should now capture BIC and IBAN when gathering company data on initial setup. uWhat

does my company need to do to be ready for SEPA?

As a first step, AIB recommends you contact your payment software provider (if applicable) and then our SEPA Helpline. You should then perform a detailed impact analysis and identify the activities that need to be undertaken – technical, operational, internal business payment processing, financial and administrative. Even for a company that only

needs to obtain IBANs and BICs, the work still needs to be done. In fact, we estimate a typical migration for a business will have an eight to 12 week timeframe at a minimum, as there will be a range of business process changes required. uWhat

support has AIB to help business customers be ready for SEPA?

• We have produced a series of information videos for our customers, focusing on Credit Transfer and Direct Debit payments. These are the two key areas where the changes will have the most significant impact.

• AIB has set up a dedicated SEPA migration team, as well as a SEPA telephone and e-mail helplines.

• AIB has been working with payment/ software providers, but your first migration step should be to contact your provider to discuss their SEPA readiness.

• AIB has upgraded its Internet Business Banking Portal to offer comprehensive SEPA functionality.

Among the enhancements available via the new file management system is the ability to get real time updates on the status of all payments within a payment file.

“AIB’s goal is to make customers’ migration to SEPA as efficient and disruption free as possible,” says Peter Vance, Head of Payments for AIB. “AIB is ready for SEPA. Are you?”

For further information, see AIB’s SEPA videos on www.aib.ie/sepa or contact the dedicated SEPA migration team email sepa@aib.ie or call 0818 72 0000 or (01) 641 4889. Terms and conditions apply.

Allied Irish Banks, p.l.c. is regulated by the Central Bank of Ireland.

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BI Survey NESPRESSO Business Solutions

An exceptional coffee with excellent service Treat your company to the best in coffee with the new NESPRESSO Business Solutions service.

I

n January 2013 Lyreco became the exclusive Irish Nespresso Business Solutions distributor.

We at Lyreco pride ourselves on delivering the highest standard of service and we always guarantee a next day delivery service. Lyreco operate in 44 countries worldwide and employs over 10,000 people.

They have been Nespresso agents in Switzerland for the past ten years.

With Nespresso you can create enjoyable moments in which you share ideas. When you offer Nespresso you show your customers and business partners a truely positive image.

Tailored Services for your specific requirements:

• A dedicated customer service team.

• Next working day delivery.

• Responsive customer helpline.

• Machine Technician call-out within 48 hours.

• Loan of a machine while yours is being serviced/ repaired.

• Dedicated Customer Service Team.

Make an appointment with excellence and discover an exceptional coffee.

Our consultants can carry out a thorough appraisal of your coffee needs to advise you of the best Nespresso solution to suit your specific requirements. With the Nespresso portioned coffee system, a simple gesture is all that it takes to make an exceptional coffee. Its preparation is easy and efficient, helping you to keep costs under control.

uMeet

the Nespresso Business Solutions Team

§ Gordon Thompson, Sales Manager He is an avid Nespresso drinker and has previously worked for GAP in New York and managed the Irish Distribution of Vitra bathroom products. § Niall Kerbey, Account Manager Niall was a business development manager with Coca Cola prior to joining Nespresso and he is a self confessed Nespresso addict.

O’Sullivan, Account Manager § Elaine

Elaine is a highly determined individual and has worked in an account management role in the telecoms sector. § Izabela Lis, Account Manager Izabela is an experienced account manager and has spent time working with Nestle in Ireland and Poland. § Edel Murray, Account Manager Edel joined the Nespresso team from Nestle where she was the top performing sales person in Dublin. She has a strong love for the brand which makes her a great brand ambassador. § Jemma

Gunning, Account Manager Jemma moved from UPS to join Nespresso Business Solutions.

She is a very determined and committed salesperson and a Nespresso lover. § Sarah Byrne, Marketing Sarah previously worked with Glanbia Plc prior to joining the Nespresso team. She is hardworking and eager to succeed and is very proud to work with such a fantastic brand.

Nespresso Tower We invite you to discover the range of Nespresso coffee machines designed especially for businesses.

To find out more about Nespresso Business Solutions or to request a trial call 1800 818668.

Whether you’re requesting supplies, maintenance or technical expertise, you can count on a trusted partner all year round.

Lyreco, Unit 41, Park West Industrial Park, Nangor Road, Dublin 12 www.coffee.lyreco.ie 71

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BI Survey ESET Ireland

Protect against data leakage The Irish are becoming serious about protecting laptops, less about other devices, but have no idea what data leakage is, according to ESET Ireland.

T

he latest research carried out

by ESET Ireland discovered the extent to which Irish computers and devices are covered by antivirus and data leakage protection.

The research was carried out on one thousand people. First we determined what sort of devices the Irish use to connect to the internet. (Figure 1) Then we discovered that 90 per cent of Windows-based PC/Laptop users have antivirus installed, as do 63 per cent of Mac users. Linux users,

(Figure 1)

(Figure 2)

however, still feel confident they’re entirely invulnerable, as only ten per cent use antivirus protection. The picture is a bit grimmer among mobile users, as only 41 per cent of Android users have their mobiles protected by antivirus, followed by 27 per cent of iPhone users and 26 per cent of Windows phone users. (Figure 2) But the picture completely changes when it comes to data leakage protection. The Irish, so it seems, are barely aware of data leaks being a problem at all, as 74 per cent answered that they ‘don’t know’, while about one-third of Linux users use some protective measures, as does one in four Windows/Mac users. (Figure 3) So, while

malware awareness seems to have reached a certain satisfactory level among computer users, it is still lacking for mobile devices, even though mobile devices are as much targets of malware as are computers since they are increasingly used for accessing social media, various apps and offer various purchasing functionality, which could be compromised by malware, causing the victim direct financial damage.

More surprising is the complete lack of awareness about data leakage, particularly with the amount of coverage the media have given various data leaks in the past. With BYOD (bring your own device) becoming increasingly popular, this could cause many companies’ sensitive data to be at risk of getting lost or stolen.

So, mobile users should give some thought to installing an antivirus on their device and all computer and mobile device users would be wise to start paying attention to information on data leakage.

More info at www.eset.ie

(Figure 3)

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BI SURVEY SAFEtIcA IRELAND

dlP soFtware keePIng clIent

InFormatIon conFIdentIal The leaking of confidential client information can seriously damage a company’s reputation, writes Urban Schrott of Safetica Ireland

R

ecently a cache of 10,000 confidential messages sent

by Bloomberg News Agency clients containing details of financial trades and email addresses was uncovered on the internet. This is the second recent data leak for Bloomberg, coming on the heels of reports that its journalists were given special access to data from the 300,000 users of the Bloomberg terminals. It is worth noting that Bloomberg has a 30 per cent share of the global market for financial data and investment services.

The lost data was found by the Financial times using a regular google search. “This leak was instigated by a Bloomberg employee analysing client data in order to improve the overall business processes. The source files were apparently placed on the Internet for easier transfer and access in the belief that nobody else would notice them,” said Jakub mahdal, cEo of Safetica technologies. “This is an example of an ‘employee error - employer enabled’ leak because the company information policies gave employees access and the ability to mishandle the data.” urePuTaTion

aT risk

Both incidents confirm what managers know but don’t like to talk about. You can always pretend everything is fine, but it just takes one such incident to destroy the work and reputation of your company. Not

to mention that the business impact and damage could be in the range of millions. It’s also important to realise that this data leak was by accident and happened without malicious intent – if intentional, it could have been much worse.

No company wants to talk about data loss caused by its own employees’ failure and the general public usually learns about this only by chance.

However, this is about change in the EU as reporting data leaks will become mandatory. Even so, the number of reported data leaks has increased in the past two years by 40 per cent. And it is just the tip of the iceberg. According to the Uk Information commissioner’s office, the amount of data leaks increased by a full 1,600 per cent during the last five years. uvulnerable

device users

Recent research by Safetica Ireland, a provider of employee monitoring and data leakage protection software, revealed that 74 per cent of Irish computer and mobile device users don’t know if they have any data leakage protection installed – while 90 per cent of Windows-based computer users said they had antivirus protection – which shows an almost complete ignorance of the data leakage issue. Rather surprising, particularly with the amount of coverage the media have already given various data leaks in the past. With BYoD (bring your

own device) becoming increasingly popular, this could cause many companies’ sensitive data to be at risk of getting lost or stolen.

Safetica’s Data Loss prevention (DLp) software solves the issue of data leaks caused by human error.

The software makes sure that only legitimate users can access sensitive data and only in a permitted way can such users handle the data which has been entrusted to them. DLp software suites watch over either corporate networks or endpoint stations, making sure corporate data stays where it belongs – inside the company.

More info at www.safetica.ie.

“No company wants to talk about data loss caused by its own employees’ failure and the general public usually learns about this only by chance. However, this is about change in the EU as reporting data leaks will become mandatory.”

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BI Survey Irish Distillers

Home & away success for Irish drinks group

Irish Distillers are performing well at both home and abroad, while continuing to produce a brand of Irish whiskey which is admired and trusted among the public.

T

he Irish Distillers brand is one that is synonymous amongst the Irish public and this was confirmed when it was voted the most reputable beverage company in the country in 2013. The annual Ireland RepTrack Study, which was released in April, also named Irish Distillers the fourth most reputable indigenous company in Ireland, with an overall rating of sixteenth among Irish firms.

The annual RepTrack study measures the reputations of 100 firms in Ireland based on more than 14,000 consumer ratings from members of the public. Companies are rated on how much they are admired, trusted and perceived in terms of quality, leadership and innovation, so it really is a vote of confidence for the beverage company.

Irish Distillers saw further success in the same month when the Jameson Graduate Programme, run by Irish Distillers Pernod Ricard, won Student Marketing Campaign of the Year and Best Graduate Recruitment Website at the 2013 Gradireland Graduate Recruitment Awards. The Jameson programme entitled ‘The Vital Ingredient’ was awarded ‘Best Graduate Recruitment Website’ for 2013 for its innovative website which acted as the hub for their entire graduate recruitment campaign.

The site, which was re-launched ahead of the 2012/13 campaign, used engaging content to provide an interactive forum for candidates to gain a real insight into the Jameson brand, and life as a Jameson graduate

Anna Malmhake, CEO, Irish Distillers Pernod Ricard.

within the Irish Distillers Pernod Ricard network. The site received over 40,000 visits over the 14-week recruitment campaign. The award, which is a new category for 2013, was judged by a student panel sourced from current final year students, led by a digital media expert as facilitator.  Success

Abroad

Irish Distillers’ success is by no means restricted to home and this was highlighted when Jameson Irish Whiskey achieved a significant landmark, when global sales reached an annual level of four million cases at the end of 2012. This figure included the sale of over one million cases in the United States alone, the single largest market for the Midleton distilled whiskey. Jameson has now achieved twenty three years of successive growth.

The announcement reflects recent sales figures which highlight the success of Jameson as an Irish export, where it is sold in over 120 markets.

Net sales growth rose by 16 per cent overall in the first nine months of

the 2012/13. The US market is now growing at 23 per cent, with 49 of the 50 states in double digit growth.

Key markets such as Russia and South Africa, where Jameson is now the second biggest international premium whiskey brand, also enjoyed huge success.

As one of Ireland’s most successful exports, Jameson is playing a key role in the export led recovery of the Irish economy. The whiskey has been distilled in Midleton, Co Cork since 1975 where a recent €100 million investment was made by Irish Distillers to expand the distillery in order to cater for future growth, as it is now operating at full capacity.

As part of the investment, sixty manufacturing and technical jobs will be created, thirty in the Midleton Distillery, and a further thirty in the Fox and Geese bottling plant in Dublin, bringing the company’s total employee numbers in Ireland to 560.

Separately, up to 250 jobs will result from the construction process. There will also be a significant benefit to the local economy.

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BI Survey T V3

Building for a Better Broadcast David McRedmond, CEO of TV3, tells Business Ireland about recent developments at the broadcaster, how its new state-of-the-art studio is bringing in business and why it has learned to stand on its own two feet.

H

aving spent much of his early career abroad working in the retail sector, Dublin native David McRedmond adapted with ease to the world of broadcasting at TV3. When McRedmond returned to Ireland in 2000 after a successful career with Waterstones and WH Smith, he became Managing Director of Enterprises with eircom, where he remained until 2006 when it was sold to Australian firm Babcock & Brown.

It was at this juncture he felt he had had enough. Plans for a career break came to a dramatic halt when he was headhunted by TV3 for the position of chief executive. McRedmond reflects on the move: “I really felt it was time to take a break. Because I had worked on the shopfloor since ‘86 I had never had a break so I planned to take a year off. A week after I left Eircom I got approached for this job in TV3. So the year never happened. I’m still waiting for my year off! Though you should be careful what you wish for.”

When McRedmond arrived at TV3 in 2006, the broadcaster was performing well in a competitive market, but also benefiting from the boom years in the Irish economy. At that time, TV3 had just broken away from Canadian media firm CanWest.

McRedmond outlines the challenges that came with the move: “A lot of the behaviours in the company were around being a subsidiary. So it’s like there is some parent out there that’s either going to look after us or who we have to please and actually that whole world changes when

you become a standalone company.

There’s nobody looking after you.

You’ve got to look after yourself so I think that was perhaps the biggest challenge – that cultural change. It is really a fascinating challenge – at times invigorating, at times very easy, at times very tough.” This shift to a standalone company was most felt during the market crash, as McRedmond expains: “You realise, ‘wow, we’ve really got to work hard here’. Before then we had a very supportive shareholder that was helpful, but now we had to do it all ourselves.”

The company is now coming out of its own recession and beginning to perform again. According to McRedmond, 2012 was perhaps the most difficult for the company.

“Last year was probably the toughest year. Not as bad as the crash in 2008 and 2009, but in many ways a much tougher year because you didn’t expect to go into another dip, so 2012 was very tough but we are coming out of that. The first quarter of this year was still tough, the second quarter is looking much better,” he says. “I think there is some consumer confidence coming back and as long as we can focus on the business then it’s great.

But there are always other things to focus on like the debt and how you manage that debt. You need to focus on your business and how you grow.

You need to focus on your customers, on your advertisers and viewers. That focus is coming back into the business now and I’m very, very positive about where we are now.”

David McRedmond, Chief Executive Officer, TV3.

With that focus comes a greater emphasis on home-produced content.

For any regular viewer of TV3, this shift will have been clearly noticeable over recent years; a shift which was made with McRedmond at the helm. He outlines the importance of producing your own content: “It has been absolutely essential. There is no great genius in doing this. When I came in I looked at two things. I looked at what was working in the Irish market. RTÉ have done a good job with home-produced content.

That’s clearly what people want and where the ratings are. The question was: could we produce it at a low enough cost and could we afford to do it? I think we worked very, very hard to find ways. The second thing around home-produced content is that in media now, if you don’t own your own

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BI Survey T V3

content, you’re dead, because there is such a proliferation of distribution and distribution platforms. Any American show can be watched on twenty channels here, so you can’t rely on just having them.”

The broadcaster’s ability to deliver home-produced content will be made much easier for the autumn season following its €5 million investment in what is now the TV3’s new Sony HD studio. largest purposebuilt TV studio in Ireland at its It’s good technology, we’re every bit headquarters in Ballymount. The new as advanced as anybody else in it, state-of-the-art facility will also give arguably more advanced. It performs the broadcaster the opportunity to extremely well, it’s profitable and generate revenue by allowing third there are few profitable online parties to use the space. McRedmond businesses. The most exciting thing says: “This can be a whole separate though is really getting into the much business. For example, Tyrone more advanced area which is second (Productions) are making School screen technology, which is where Around the Corner for RTE there at people are watching television and the moment. We’ve also just signed synchronising that with a second a contract for a BBC programme. screen, whether it be a tablet or a We did an ITV2 pilot so we’re part smartphone. And we’ve developed of a broadcast eco-system and that’s world class technology there and really important that we’re connected we’re launching that in the autumn.” globally, even though we’re not a One issue that McRedmond has huge company it is a global business. been quite vocal on in the past It is really now about us hopefully is the lack of competition in the doing a lot of co-productions, broadcasting sector. He has called looking at doing co-productions with for a more stable, efficient and US studios, co-productions with UK predictable funding regime for producers using a better facility, and state broadcaster RTÉ. He says: that’s been absolutely vital for us.”

“The government has to sort out TV3 is also making great headway broadcasting policy. At the moment in the area of delivering online all the money goes to RTÉ and I don’t content. Their online player ‘3Player’ object to RTÉ getting all the licence has proved to be a great success and fee. I think they should, but I think the company is always looking to people need to know where their expand this service. McRedmond money goes. Compared to the rest of says: “I think we’ve done pretty well.

Europe, we still have a very dominant

State sector, so we need to update that and liberate ourselves from the State. Then once we have more money, we’re very keen to expand, we’re keen to do it on our own two feet. We’re not looking for handouts or anything but we need fairer access to the commercial market and I don’t think that’s quite there yet.”

With or without any significant changes at Government level, it is business as usual at TV3 and McRedmond is focused on how the broadcaster can continue to develop in an ever-changing industry. He concludes: “I think in many ways our strategy over the past few years has been to survive the recession.

But I think where we’ve been really lucky is we’ve maintained a focus on what we should be doing, which is building the company for the longterm, investing in the infrastructure, investing very heavily in skills. We have brought in a lot of good people to compliment the fantastic people we have here. We’ve invested in people and we’re investing in the infrastructure and all of that will be here for the long-term.”

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Achieve All ThAT is

humAnly Possible

Manpower is part of ManpowerGroup, the leader in innovative workforce solutions which for 60 years has been creating unique value propositions and helping clients, in over 80 countries and territories, win in the Human Age. in ireland, manpower has been delivering contingent and permanent recruitment solutions to enterprises of all sizes for almost 40 years. our focus is on helping companies achieve their business goals and enhance their competitiveness. We create powerful connections between organisations and the talent they need and help everybody achieve more than they imagined.

Across our offices in cork and Dublin, we work in areas of specialism which ensure that our recruiters are subject-matter experts in the fields of Accounting & Finance, human Resources, sales & marketing, commercial & customer service, manufacturing & logistics, multilingual and senior Appointments.

Our Services include; • Permanent, Temporary and Contract Recruitment • Recruitment Process Outsourcing (RPO) • Talent-Based Outsourcing (TBO) • Tailored Assessment • Tailored HR Services

Contact us to discuss how Manpower can help your business achieve all that is humanly possible.

Please contact Deborah O’Leary on 01 645 5200 or deborah.oleary@manpower.ie.

Realise your ambition 33215_Manpower_BusIreland.indd BI Summer 2013 54_112.indd 78 1

www.manpower.ie 12/11/2012 25/06/2013 16:13:59 16:46:40

6:13:59

BI SURVEY mANpoWER IRELAND

actions to take for a

sUstaInaBle workForce ManpowerGroup offers employers the solutions to current talent shortages, explains Deborah O’Leary, Head of Operations at Manpower Ireland.

A

pproaching the midpoint of 2013, it is plain that the recovery from the recession continues at a steady but frustratingly slow pace. Unemployment remains high with a current outlook of -7 per cent in the Irish labour market according to the manpower Employment outlook Survey Q3 2013. consequently growth for the most part seems stalled as employers continue to navigate an uncertain economic environment. today’s competitive business environment continues to increase pressure on employers as they seek more cost structure flexibility while negotiating increasingly volatile economic cycles. Business leaders must confront the challenge of executing business strategies and remaining competitive while simultaneously dealing with value/ margin compression and ongoing economic uncertainty. Against this backdrop manpowergroup asked employers across the globe to participate in our eight annual talent Shortage Survey 2013. Findings indicated that 35 per cent of employers on average are having difficulty filling jobs due to lack of available talent.

usoluTions

At manpowergroup we believe solutions do exist. By asking the right questions, companies can understand how talent shortages affect them specifically and identify how to address the issue. Solving the problem is a matter of looking

at HR as a strategic partner instead of a simple functional area, in order to look at talent shortage through a different lens. The market has changed and talent acquisition strategies need to change with it.

Developing and supporting a framework for teachable fit is one of the many strategies manpowergroup has identified to help HR leaders address the talent shortage and fuel high performing organisations.

This approach pioneered by manpowergroup involves hiring or promoting from within those who may not possess all the necessary technical skills but have the right mindset and ‘soft’ skills that represent the aptitude and capability to develop into the position. manpowergroup has created an analytical framework to help hiring managers predict how successfully a candidate’s skills gap can be filled. In other words it identifies how likely a candidate is to be a strong teachable fit. Therefore HR executives can apply the teachable Fit framework to understand where opportunities exist to recruit previously unidentified sources of talent. uTalenT

develoPmenT

creating a culture of talent Development is another strategy that, if adopted by an organisation, can help solve the current shortage. Successful companies understand the importance of investing in the development of existing talent. This commitment must exist at all levels of an organisation and include everything from promoting a learning environment where on the job training replaces sending people on traditional training courses, to incentivising efforts to improve collaboration. Working across roles should be an expected method of conducting business and internal

Deborah O’Leary, Head of Operations, Manpower Ireland.

role changes should be rewarded and encouraged. The people who thrive in such an environment are the people who collectively create an adaptable, agile enterprise that is able to respond to certain uncertainty. By way of example manpowergroup regularly places new management–level employees on assignments within operations in other countries, what we have coined as the ‘Reverse Expat’ strategy. In effect, rather than relocating a western expat to lead a completely foreign team, culture and mode of operating, the reverse expat spends a period of time immersed in and exposed to a mature and established operation by intensely shadowing and role-playing with the local leader there. The reverse expat observes and absorbs effective protocols, processes and practices, considering how to quickly adopt and adapt as appropriate in his/her emerging market upon return for immediate and lasting impact.

The above strategies along with the many others which can be found on www.manpowergroup.com will not be driven by finance, sales or marketing.

In truth there’s only one group with the power and expertise to completely reshape a company’s future ensuring a sustainable workforce. HR, the future is up to you.

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tHoUgHt LEADERSHIp ESRI IRELAND

sPatIal data:

a business intelligence tool without the hype Paul Synnott, Country Manager with Esri Ireland, tells Business Ireland why spatial data is such a valuable asset to the business community.

I

n a world of two and a half billion people connected with various devices, an explosion of sensor and behavioural data is being created.

For most businesses in Ireland the most challenging aspect of any decision-making process has been finding, validating and massaging relevant data by normalising, analysing and harmonising it in a manner that helps solve business problems. In the last two years there has been a heightened awareness of both the challenges and benefits of harnessing business-relevant information that is inherent in the vast array of open and big data that is available to us. It is this explosion of data from sources such as sensor networks, crowd sourcing and social media channels that ensures that ‘data’ is king when it comes to the discipline of business analytics.

Businesses now, more than ever before, need access to authoritative data content and relevant information, whether that content is contained in open data sources, big data sources, or in the case of a fast developing area of business analytics called location analytics, ‘spatial’ data sources. Up to now, spatial data (to you and me this is simply data that can be viewed on a map) fell into that very specialist area of geographical Information Systems (gIS). Now, spatial data is pretty much available and accessible to anyone with an internet connection, whether that is through a pc, laptop, tablet or smartphone. companies such as Esri, google and microsoft are providing large volumes of rich ready-to-use spatial data content, including high quality aerial imagery, street level

data, census data, environmental data, health data, economic data and other business-relevant data such as demographic profiles, deprivation indexes and consumer spending.

Location analytics makes use of this array of spatial data by combining it with your own business data in a way that will reveal trends and patterns that otherwise wouldn’t be visible with traditional business analytics tools and processes.

Location has always been a part of business analytics, often helping answer questions such as: ‘Where should I locate my next store or branch?’ ‘Where are my existing customers and where are my target prospects?’ However, this explosion of location based data collected through smartphones and other devices has meant that it is now fast becoming a source of competitive advantage for the business sector.

Location analytics is about dynamic, interactive mapping; sophisticated spatial analytics and rich complementary spatial data. making use of this resource is now no longer the domain of the gIS specialist. For example, Esri is now working with major technology suppliers such as microsoft, IBm and SAp to integrate mapping with common Business Intelligence (BI) technologies. In this way microsoft office users can now harness the benefits of location analytics and spatial data inside Excel and powerpoint by using products such as Esri maps for office (similarly for users of mS Dynamics and mS Sharepoint); cognos (IBm) users can benefit from location based analysis through Esri maps for cognos and

Paul Synnott, Country Manager with Esri Ireland

later this year Esri maps for SAp will expose the power of location analytics to SAp users. This means the powerful business benefits associated with the efficient and effective use of spatial data is now accessible to traditional business analysts from within traditional BI tools.

As we hear more and more from the open data and big data movements it is easy to get caught up in the hype around both of these data sources. But let’s not forget about spatial data, which in itself is both open and big in the context of its impact and value proposition to the business community.

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BI Survey ICD BUSINESS SCHOOL

ICD BUSINESS SCHOOL ICD Business School offers firms the opportunity to study the world’s fastest growing economy – China.

I

CD Business School, Ireland’s only boutique business college, was founded in 2001 for the purposes of delivering quality third level qualifications in Accounting and Finance, Business and Management and related subjects, to Irish and international students.The college has grown and expanded over the previous twelve years and recently moved to new premises in the centre of Dublin City. The college has completely renovated Wicklow House in South Great George’s Street Dublin 2. The current facilities include the following:

• Lecture Rooms, from ten person capacity to 110 person capacity • Surround sound • Internet connections • Induction Loop Technology (hearing impaired facility) • Disability access and facilities on all floors • Canteen facilities • Wi-Fi • Computer labs with over 50 PCs and internet connections • Printing facilities • Copying facilities • Reference library • Copy library • Streaming technology for downloading lectures to iPads/mobile phones and other locations • Parking facilities.

ICD’s lecturers and staff are experts in their own areas; amongst the academic staff are authors of current university text books, professional practitioners and a Fulbright Scholar.

All of ICD’s undergraduate and Masters degree programmes are validated by QQI the state awarding

Shanghai, China.

body for the majority of third level institutions in Ireland. uThe

Chinese Market

Over the past number of years ICD has created a niche in the training of management personnel, specifically in respect of the Chinese market.

This may include desk research into the Chinese market, researching target markets in China, preparing for a product launch in China or simply basic Chinese language skills for firms who may be exploring the Chinese market for the future. The Chinese programmes are delivered

by Chinese nationals who speak Mandarin, Cantonese and local dialects such as Shanghainese and who are also currently involved in business between China and Ireland and indeed other European countries. Currently ICD’s graduates are working for various Irish firms in China, these firms include CRH (Cement – Roadstone Holdings) Ireland’s largest and most successful company which employs a number of ICD graduates at its facility in China. uCourses

• Chinese History, Culture and Society, 15 weeks • Contemporary Chinese Society, 15 weeks • Doing Business in China, 15 weeks All of the above courses are delivered by qualified Chinese lecturers and business professionals who have the requisite experience both in the Chinese market and Ireland.

The course leader for the Chinese programmes is Ms. Zhao Wan Jing. Ms Zhao first came to Ireland in the 1990s to study for a degree in Business which she successfully completed. She then worked in the International Office of Griffith College Dublin for four years, before joining ICD a decade ago. Ms. Zhao holds a degree in English from The Shanghai International Studies University and a BA in Business Studies awarded by QQI. If you or your firm have an interest in doing business with the worlds’ fastest growing economy and would like to find out more about our tailored Chinese and Chinese business courses, please contact us at the following;

The following are a number of the Chinese courses delivered by ICD Business School;

ICD Business School, Wicklow House, 84-88 South Great Georges’ St, D2

• Chinese Language (Mandarin for beginners, HSK Level 1) 15 weeks • Business Mandarin, 15 weeks

Tel: 01 6333222 Email: chinese@icd.ie Web Site: www.icd.ie

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BI Survey KPMG

Getting Ready for

iXBRL Filing of Accounts iXBRL statutory accounts filing is due to become mandatory for a wide range of companies in Ireland in the near future and has some significant implications for business, writes Jon D’Arcy of KPMG .

A

combination of improved reporting and analysis capability for tax authorities as well as reduced related costs are the likely main drivers for compulsory iXBRL filing – already introduced by HMRC in Britain.

Revenue here will have the capability to perform instant analysis of high-value data using their existing computer systems.

uiXBRL

So what exactly does this all mean?

XBRL (eXtensible Business Reporting Language) is a freely available, open and global standard for exchanging business information. A primary use of XBRL is to define and exchange financial information, such as financial statements, in a computer readable format. iXBRL (Inline XBRL) is a development in which the XBRL data is embedded in an XML document such as a published report and accounts.

Typically, iXBRL is implemented within HTML documents displayed or printed by web browsers without revealing the XBRL data inside the document.

Revenue’s computers will be able to immediately scan and record corporate tax values using this system. This data can then be compared with other taxpayers’ data enabling the authorities to compare and contrast similar sized and structured entities while effectively transferring the reporting and data preparation work to taxpayers at the same time! uTools

Various iXBRL tools are available

on the market. They import a Word or Excel document and allow a user to attach “tags” from a taxonomy (an electronic chart of accounts) to matching items on the accounts.

For example, there is a section in the taxonomy called ‘Balance Sheet’ in which are tags for all the items located in a Balance Sheet, such as debtors, fixed assets and share capital.

The user transfers the appropriate tag to the appropriate item. The tag attached to the text is usually highlighted so as to indicate that text has been tagged.

When the Word or Excel statutory accounts are then converted into a HTML document suitable for submission the accounts are still readable and in the same format as the original statutory accounts but hidden in the code is information telling the Revenue Online Service (ROS) that a debtor’s value is, for example, €1 million. uDifficulties

Typically we found that clients initially underestimated the difficulties associated with iXBRL. Basic errors will often result in an immediate failure when you submit your accounts. Even if the accounts pass this technical test, the error will be picked up by a tax official. Obvious tagging errors include tagging monetary tags as text or getting the scale wrong on a monetary tag. iXBRL tagging is quicker and less technically difficult than pure XBRL, meaning it can be used more widely by taxpayers too.

The downside is that while certain tags are obvious, others are less so. To be ‘best effort compliant’ a tagger needs to know when to tag an item, what tag is most appropriate and when to have confidence that there is no appropriate tag available at all. Thus we recommend that a qualified accountant should perform the tagging. Interestingly, HMRC in Britain noted that partial or inaccurate tagging makes it more likely that a return will be selected for risk analysis leading to a compliance check. uPlan

Ahead

Our clients in the UK who reacted quickly and set up processes and filed early found the overall process far less onerous than those who ignored the challenge until the last minute.

Regardless of whether you do this in-house or outsource the work, you need to allow sufficient time to do so. iXBRL tagging can be a technically challenging discipline and reviewing tagged accounts is a task for an accountant, not an IT person. Finally, whichever solution or iXBRL vendor you opt for – make sure that their tool and processes include internal-tag validation- functionality as standard.

Having a tool that performs all the same tests internally that ROS will perform at the final submission stage means you can rest assured that there will be no mishaps which could cause you to incur penalties.

Jon D’Arcy heads up the iXBRL Team at KPMG. 83

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The K Club For all your Meeting & Conference requirements Where business becomes a pleasure

Full Day Delegate Package – from €48.00 per delegate

24 Hour Delegate Rates 2013 – from €235.00 per delegate

• Arrival Tea and Coffee with Mini Breakfast Pastries • Morning Tea and Coffee break served with Homemade Biscuits • Afternoon Tea/Coffee break served with homemade Biscuits & Scones • 12 Hour Conference Meeting Room, which includes: • 2 Flip Charts, Water, Mints, Paper, Pens and Projector Screen • Lunch – Selection of salads, Homemade Soup of the day with a selection of open and closed sandwiches, Chef’s choice, served with Tea/Coffee • Complimentary parking and WIFI access throughout the Resort

• Accommodation in one of our luxurious Superior Bedrooms • Full Irish Breakfast in the River Room Restaurant • A 4 Course Table D’hôte Evening Meal • Arrival Tea and Coffee with Mini Breakfast Pastries • Mid-morning Tea and Coffee with Homemade Biscuits • Afternoon Tea and Coffee with Tea Breads • Conference Meeting Room Hire (12 hours) • Includes 2 Flip charts, water, mints, paper & pens • Lunch on one day – Selection of salads, Homemade Soup of the day with a selection of open and closed sandwiches, Chef’s choice, served with Tea/Coffee • Complimentary WIFI & Parking

Please contact our dedicated Meetings & Events team

Telephone: +353 1 601 7200 • Email: sales@kclub.ie • Website: www.kclub.ie

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BI Survey ICS Skills

An Education in Innovation The training and certification arm of the Irish Computer Society (ICS), ICS Skills is the leading provider of strategic professional training.

I

CS Skills is Ireland’s leading provider of training, consultancy and professional development solutions for Irish businesses. The organisation is Ireland’s largest provider of IT user skills training, having trained over half-a-million students since 1997, and are also one of the country’s fastest-growing providers of professional-level training. uProfessional

Solutions

ICS Skills provides professional training for – IT professionals, Data Protection Officers, HR managers and advanced business and IT users. “Our clients are drawn from all sections of the economy; public, private, technology and non-tech companies.

With over 4,000 members and 600,000 past students there are few who do not know someone who has completed one of our programmes,” says ICS CEO, Jim Friars. “However, in the past three years we have seen tremendous growth in our professional certifications. Employers and individuals are increasingly recognising the need to develop their competencies to meet the challenges of new technologies, new legislation and new economic imperatives.

While interest in ECDL continues to be strong, high level programmes for senior professionals such as IT Architecture, Business Analysis, Data Protection and IT Innovation are all growing rapidly. The IT department is no longer merely a provider of utilities but the source or at least fuel of innovation in many companies and industries.”

uExciting

Additions

From March 2013, the IT Architects Network of the ICS has merged with the Irish chapter of Iasa (Global IT Architect Association), forming a single IT architect community. IT architect professionals in Ireland will now have access to internationally recognised courses through Iasa Ireland at the ICS training facilities in Ballsbridge. The object of this move is to ensure that IT Architects of all skill levels have the necessary training required to both grow professionally and continue delivering value to their business. In addition, ICS Skills now offers a new HETAC Level 8 course in Business Analysis.

Developed by the Business Analysts Association of Ireland, the course will be delivered by the National College of Ireland, and focuses on improving enterprise performance through the use of proven business analysis techniques. This programme will be delivered two days per month across six months and leads to a professional certification in Business Analysis and Consultancy. “Our data protection courses address the most pressing concerns for businesses, big and small, equipping attendees with the latest information, insights and training. The feedback is that the courses are very informative,” says Friars. “In terms of the Business Analysis Certification for example, there is high praise for the way in which the modules are taught and structured, for the mix of theory and practice. Very positive results are seen on the job, in some cases leading quite quickly to promotion.

Jim Friars, CEO, ICS.

The IT Architects’ course is seen as first rate training and helps attendees to identify strategic opportunities, reduce costs and increase productivity.”

To avail of these upskilling opportunities, ICS can be contacted through the sales/training phone line at 01 237 7723 or by contacting Mary Stafford, Training Coordinator, at training@ics.ie. “ICS Skills is very much your enterprise partner for training, consultancy and professional development solutions. We pride ourselves on identifying your business objectives and working with you to achieve them through our suite of courses,” concludes Friars.

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KNOWING SOMEONE IS ALWAYS THERE GIVES ME HOPE Talk to us – if things are getting to you.

We’re always here – round the clock, every single day of the year.

A safe place – as volunteers we’re ordinary people who keep what you say between us.

Be yourself – whoever you are, however you feel, whatever life’s done to you.

We’re a charity – it’s your kind donations that keep our helpline open.

1850 60 90 90* (ROI) 08457 90 90 90* (UK) jo@samaritans.org www.samaritans.org

Samaritans is a registered charity. *Please see our website for latest call charges.

Ireland year book A4.indd 1 86 BI Summer 2013AD 54_112.indd

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HABItAt FoR HUmANIt Y IRELAND

home at last Habitat for Humanity Ireland partners with businesses to offer a ‘hand up’ to low-income families to lift themselves out of poverty.

Brent pope and entrepreneur and businessman Bobby kerr volunteered onsite alongside Jennifer and her neighbour Fiona. “Volunteering is a fantastic opportunity to give something back and also get a better understanding of the challenges the families face. Just talking to the families about their experience while we were working was a real eye opener for me,” said pope.

t

here’s something about long summer evenings that lifts everyone’s spirits. Leaving the office in daylight, spending time in the garden and catching up with friends at barbecues are just a few of the things that make summer special.

This year, Jennifer clail is making the most of the longer evenings like never before - for the first time, Jennifer, her partner keith greene and their two young children are enjoying summer in their new Habitat home.

uhome,

sWeeT home

Their new home was a derelict Dublin city council house which was the scene of anti-social behaviour and illegal dumping. previously, the family lived in a small, one-bedroom apartment in the inner city. If one child woke during the night, everyone did. Lack of sleep and living in cramped, damp conditions caused high levels of stress and anxiety.

There was no secure outside space for the children to play in and enjoying long summer evenings outdoors was simply unimaginable.

The clail-greenes recently became first-time homeowners through Habitat Ireland’s local programme.

The organisation partnered with the council to renovate their home and three other adjoining homes on Emmet Road, Inchicore. The clailgreenes and their other Habitat homeowner neighbours contributed to the renovation through ‘sweat equity’ and are also paying off a small mortgage on their new home. “It instilled a sense of pride knowing that we contributed to it,” said Jennifer

ufamous

about working on the site. trade professionals and more than 260 volunteers, many from the corporate sector, also helped out with the renovation. ucorPoraTe

suPPorT

Wells Fargo was one of the generous donors that helped fund the project, and employees from their Dublin office volunteered onsite for a week. The company’s cEo John Harvey saw the benefits of his team working together on a project. “It helped us build a stronger team and improved morale… our team bonded and partnerships and relationships were improved,” he said.

A few famous faces also rolled up their sleeves to help out with the renovation. popular rugby analyst

GET INOLVED

38:19

BI SURVEY

neiGhbours

Emmet Road is in close proximity to Áras an Uachtaráin and president Higgins, Habitat Ireland’s patron, recently paid a visit to the project to meet his new neighbours. “I commend Habitat for Humanity for their groundbreaking work in the area of alleviating housing poverty at home and abroad,” president Higgins said during his visit.

Since the clail-greenes moved into their three-bedroom Habitat home their quality of life has dramatically improved. They have embraced the ‘hand up’ that the project has offered, helping to create a brighter future for the whole family. They now have the peace of mind to enjoy the small things in life, like long summer evenings playing in the garden with their children.

• PARTICIPATE:

‘Swap Suits for Boots’ and get involved with Habitat Ireland on a work site at home or around the world.

• SPONSOR:

Sponsor a renovation or fundraising event, raise your company’s profile and help offer more families like Jennifer’s a ‘hand up’ out of poverty.

• SHARE:

Help us engage more people in our work by sharing stories like this on your website, social media sites and publications www.habitatireland.ie www.Facebook.com/HabitatIreland www.twitter.com/HabitatIreland Phone: 01 531 0033

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BI Survey Irish Cement

Irish Cement Celebrates

75th Anniversary This year, Irish Cement looks back on the company’s rich and varied history as they celebrate their 75th anniversary.

time, officially opened both plants simultaneously at 12.15pm on May 23rd 1938. uThe

Limerick Works under construction.

T

here are few companies in Ireland that can match the longevity and sustained contribution to Ireland’s national growth and development of Irish Cement Limited. Irish Cement has made a significant contribution to the growth and transformation of Ireland over the past seventy five years, from what was then a rural agricultural country on the periphery of Europe into what is now a largely urban-based 21st century modern economy. Today, modern production plants at Platin and Limerick incorporate the most up-to-date and efficient production technologies and serve home and export markets with a portfolio of eco-efficient products which will make a lasting contribution to the built environment.

uHistorical

Beginnings

Following the Cement Act of 1933 which provided the legal framework for the development of a cement industry in Ireland, ‘Cement Limited’ was registered as a Limited Liability Company in May 1936. Agreement was reached to proceed with the construction of a 150,000 tonne cement factory on the north bank of the river Boyne east of Drogheda and a 75,000 tonne cement factory on the south bank of the river Shannon about five kilometers west of Limerick city. The two plants were brought into operation in the spring of 1938, with cement deliveries commencing from Limerick on 11th April and from Drogheda on 9th May. Mr. Sean Lemass, Minister for Industry and Commerce at the

Early Years

Due to increasing demand during the 1930s it was decided to double capacity at the Drogheda plant by building a second production line which commenced operations in late 1940. Despite the impact of the Second World War, many large construction projects were undertaken in Ireland during the 1940s, notably Busáras in Dublin, the Liffey Hydro-Electric Scheme and the expansion of Dublin Airport. The new aprons and runway at Dublin Airport - with their significant demand for large volumes of concrete - resulted in the first deliveries of cement in bulk in 1946. Ready-mixed concrete was produced in Dublin for the first time in 1949, leading to a growth in demand for bulk cement from the end of the decade. In late 1951 plans were developed to extend both Works. In 1954 a third unit of 150,000 tonnes at Drogheda and a second unit of 100,000 tonnes at Limerick came into production. uExpansion

In the 1960s, production capacity was further increased to meet the growing demand levels by commissioning three new kilns at Limerick in 1961, 1964 and 1965 which brought total production levels to over one million tonnes. In addition, in 1968 Cement Limited announced that a new factory would be built at a greenfield site at Platin outside Drogheda, to meet the demands of the expanding economy.

Platin Kiln 1, the first dry process plant in Ireland, was commissioned in 1972, increasing annual

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BI Survey Irish Cement

production capacity by over 400,000 tonnes and soon after, a second kiln project followed which was at the time the largest single construction project ever undertaken by Cement Limited. Commissioned in 1977, Kiln 2 added over one million tonnes of capacity.

By now Cement Limited and Roadstone Limited had merged to form Cement Roadstone Holdings Ltd., subsequently renamed CRH plc, which has grown to become one of the world’s largest building material companies. In December 1978 the name of the company was changed from CEMENT LIMITED to IRISH CEMENT LIMITED to reflect the long history of indigenous cement manufacture at Drogheda and Limerick and more appropriately brand the company and its products as being 100 per cent Irish. Following the highly successful introduction of the new dry process kilns at Platin during the 1970s the company commenced a major modernisation project at Limerick Works which culminated in the commissioning of a new Kiln 6 dry process line in 1983. uRecent

Capacity Developments

The recessionary years of the 1980s gave way to renewed growth during the 1990s and early 2000s.

The company responded to the increased demand by planning and implementing a number of major projects to enhance capacity at Limerick and Platin. Kiln Control systems and Quality Control and

Irish Cement bag.

Monitoring systems were enhanced to ensure quality was maintained at higher throughputs.

In addition, new cooling technology was installed on the Platin Kiln 2 production line in 1998. To meet market demand, a decision was made to increase capacity once more. A new state-of-the-art energy efficient Kiln line with modern milling technology and a production capacity of 1.4 million tonnes Platin Kiln 3 pre-heater tower. was successfully completed in late 2008. of growth and periods of recession.

Through all of these years Irish uEco Credentials Cement Limited has made a A major product development notable contribution to the local programme was launched in the communities in which it operates, early 2000s to establish the most giving much needed employment sustainable eco-efficient low carbon in the North-East and South-West product portfolio for the future. CEM of the country. In every corner of Ireland, the sustainable development II Portland – Limestone cement, of the built environment – houses, produced by inter grinding unburnt schools, hospitals, farms, roads, naturally occurring limestone commercial and industrial buildings with clinker – was identified as the and infrastructure of all kinds – has sustainable flagship product for the been made possible through concrete future and was introduced to the market in 2007 and quickly became the made with the company’s products main cement used throughout Ireland. over this period.

In recent years, Irish Cement has made further developments in sustainable uThe Future cement production – the substitution Irish Cement Limited, as the major of fossil fuels with alternative waste producer of cement in Ireland, with derived fuels in Platin Works. This modern energy efficient plants, its new development not only enhances the eco-efficient product portfolio and its company’s strategy of producing renowned technical excellence both sustainable low carbon cements but in cement plant process technology also makes a significant contribution and cement and concrete technology to national waste management by in use, is well positioned to continue diverting waste from landfill. to make a major contribution to the sustainable development of Ireland Throughout the history of Irish well into the future.

Cement, there have been periods 89

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BI Survey Fexco

Improving profits from managing risk Following his address at the recent, highly successful Dublin Chamber Business Mission to London, Fexco’s Tony Wilson tells Business Ireland how businesses can improve profits through careful FX risk management.

R

epresentatives from 55 Irish based companies joined Dublin Chamber of Commerce on a two-day business mission to London on 21st May. It was the Chamber’s largest ever international business mission and incorporated briefings from UK business leaders, site visits, and a networking reception at the House of Commons. Tony Wilson, Head of Strategic Development with Fexco, was among those to address the Dublin Chamber Business Mission.

Here, Wilson explains how businesses can increase their profits through careful management of foreign exchange risk.

A lot of businesses spend time, money and effort going on trade missions. They view the quality of the goods they are purchasing and negotiate a price. But the thing that a business will often forget is the purchase order cycle. So from the time of actually making that order to the goods being produced, dispatched and shipped home - it could be 30, 60 or 90 days. The rate of exchange that was prevalent at the time of contract may have a different rate when it comes time to make the settlement, so the company may lose money because the goods end up costing more. Or indeed if they are actually selling overseas they will have agreed a sales price and because of exchange rate differences, by the time they actually invoice and receive the money, the rates may have gone against them and they will receive less euro for their dollars. By using foreign exchange tools, you can actually agree the price now to take delivery of that currency later on.

The thing that keeps most business owners awake at night is the profit line, making profit or having cashflow to manage business on a day-by-day basis.

What Fexco does is send its trained Joe Redmond, FEXCO Group Executive (Council Member of Dublin consultants in to have a detailed Chamber of Commerce) and Tony Wilson, Head of Strategic Development, Commercial Foreign Exchange Services. discussion with every business it works with to see methodologies best suit the client. They what the purchase order cycle or sales may not know exactly when they need order cycle is, and make the business the money but we can afford them what aware of the currency exposures that we term an ‘open forward contract’, to could be at risk if the company doesn’t enable them to take the money between take action to protect the price today. two determined dates. This gives a If the company we are speaking to client complete flexibility of when they has a sufficiently robust balance sheet, use that money and if the client doesn’t Fexco may not actually take a deposit use all the forward contract, they can from the client to arrange the former settle the difference. contract. But we will arrange at a Customers need to look at how price maybe three, six, nine months they use online technologies to help in advance for that customer today them make their payment processing and deliver the currency to that client easier, and if someone is shopping on the pre-determined date at the about for foreign exchange, they agreed price. should consider a specialist Foreign A lot of businesses, particularly in Exchange and Payment provider like Ireland, will find that when they are Fexco. You should have more and more using Foreign Exchange and Payment consultations to see which company providers that compete with Fexco, works best with you, who will give you they may be asked to provide a deposit information, not necessarily advice. in advance and that deposit could be Fexco will be pro-active. We won’t ten or fifteen per cent of the face value sit back and wait for the customer of the contract. Not many businesses to come to us. Our dealers will be have that amount of cash lying around speaking to the client regularly to see on a day-to-day basis. Fexco stands out what deals are coming up and making by having a consultation, not just being sure the client actually makes the best involved in selling. We want to see what use of what’s available in the market.

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BI Summer 2013 54_112.indd 92 36079 Westbury Press A4.indd 1

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BI Survey Westbury Hotel

A winning welcome In light of its latest international accolade, the Westbury Hotel continues to be the first business destination of choice.

T

he Westbury Hotel, Dublin’s iconic five-star hotel, has traditionally been one of Dublin’s favourite meeting places. Its reputation as a business destination of choice stems from a long tradition of welcoming corporate guests from Ireland and overseas. Therefore, it comes as no surprise that The Westbury Hotel has just been named ‘Best Business Hotel Ireland’ in the internationally acclaimed Business Destinations 2013 Travel Awards.

The Westbury Hotel, owned by The Doyle Collection and member of the prestigious Leading Hotels of the World, enjoys an unrivalled location just off Dublin’s Grafton Street, at the very heart of Dublin’s premier business, retail and entertainment quarter.

Currently, it is the lead five-star host hotel for Ireland’s EU Presidency term, accommodating EU Heads of State and high-profile EU delegations.

Unique in travel accolade platforms, the Business Destinations Travel Awards are based on several criteria including quality and range of facilities, customer service, business acumen, sustainability practices and environmental awareness. The Westbury Hotel clinched this highly coveted award based on the luxury experience offered throughout the hotel. Everything from the food and beverage offering, the comfort of the bedrooms, to the wellinvested meeting room technology was considered by a high-profile international panel, which found the hotel to be superior to its competitors.

The Gallery has long been synonymous with informal corporate meetings, leisurely afternoon teas and cocktails. Guests can relax surrounded by a fine collection of

The Marble Bar at the Westbury Hotel.

original Irish art and sculptures, alongside a street-side view of Grafton Street, where real-life city drama is played out in front of them.

The Marble Bar provides a palatial setting with a dash of edgy sophistication for an informal meeting. The recent re-design has broadened the bar’s appeal as an allday meeting space that offers a relaxed ambience for business lunches, transforming itself into a buzzing and intimate cocktail bar in the evening.

Guests can dine in the elegant surroundings of the AA award-winning ‘Wilde - The Restaurant’ where Head Chef, Thomas Haughton, performs his magic using the finest local fare and seasonal produce to create menus of simply cooked, exquisitely presented dishes. For those seeking more informal dining, Café Novo is a fashionable bar and brasserie, offering a menu of traditional favourites but with an interesting twist!

Whether guests are checking in for business or leisure, they can avail of enhanced guest services throughout the hotel. Smart technology, designed to make doing business a pleasure, includes complimentary high-speed Wi-Fi, flat screen LCD TVs, a media hub, iPod-compatible entertainment systems and US and European ports.

Seven magnificent boardroom suites can host anything from eight to 50 people, offering cutting-edge technology, around-the-clock support from the hotel’s business centre and a highly-experienced meetings and events team. The grandeur of the Grafton Suite, suitable for hosting up to 200 guests, is matched by its versatility, making it a regular venue for private dinners, events and prestigious international forums.

The Westbury Hotel may be the flagship of The Doyle Collection but there are eight equally luxurious boutique-style hotels, set in the most desirable quarters of five major cities across Ireland, the U.K. and the U.S. Each hotel has its own unique character, but all of them deliver a uniform sense of understated, memorable luxury. So, whether guests choose to stay in London, Dublin, Washington DC, Cork or Bristol, the physical properties may differ vastly, but the warm personal welcome they receive and the determination to make their stay a pleasurable one will be exactly the same.

For more information please visit www.doylecollection.com/westbury or Tel: +353 (0)1 679 1122.

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BI Survey Smith & Williamson

Independent

business reviews Not just for banks, IBRs can be a valuable way of assessing risks to your business in time, explains Sean McNamara, Director, Restructuring and Recovery, Smith & Williamson.

P

eople generally think IBRs are carried out for banks. While that is true, IBRs are beneficial for all types of stakeholders, including shareholders, trade creditors, and significantly directors of the company itself. uWhat

is involved?

Stakeholders often ask us to advise them on what action they should take, for example, based on a set of forecasts they have received from management showing that the cash needed in the business exceeds the current facility limit. In other cases, we have been called in when the business is suffering and already trading beyond its overdraft limit.

Typically we would: • Listen to management - what has gone wrong; what has gone well, and what are their plans for future.

• Look at the company’s financial forecast. If there is a lack of accounting resources, we can produce an integrated model to show a monthly profit and loss, cash flow and balance sheet.

• Look at the key business drivers.

These are often key factors in determining how a business is performing, and we seek to understand reasons for any shifts in these, both historically and in the forecast figures.

It is important that any key changes in performance between the forecast and historic results are investigated thoroughly and credible reasons are given, particularly for any significant

upturns in profit. For example, we recently built a model for a business showing the continuation of a trend of falling sales income, which management considered was the most likely scenario. This unfortunately showed the business needed far more cash than its existing lenders were prepared to make available. In our discussions with management, we impressed upon them that the way forward was not to change the forecast assumptions to close the funding gap, but to recognise that it was coming and to take action straight away. u The

Sean McNamara, Director, Restructuring and Recovery, Smith & Williamson.

stakeholders, and should recommend how to minimise risk by taking decisive action. For example, possible solutions can include:

business review an opportunity • Introduction of new investors to

It is important to also look at the company’s existing balance sheet and current liquidity, to understand the cash dynamics of the business, and again to check that any changes in assumptions can be supported.

We also run sensitivity analysis – ‘what if ’ scenarios to show the effect on cash flow and profit if management’s forecasts are not achieved. Management are often concerned that the business review is a precursor to insolvency. We see the review as an opportunity to assist with identifying ways that a business can be turned around. u Concluding

the review

Stakeholders need clear advice – depending on the agreed scope, the IBR should conclude with a clear summary of the options available for both the business and the

support the business through a difficult trading period.

• Negotiating a time to pay arrangements with creditors, thereby gaining breathing space for the business.

• Improvements to the business model - changes to its cost structure, or management team.

• In a case where the business is unsustainable, implement a distressed sale of the business as a pre-packaged receivership/ examinership.

In current circumstances, stakeholders and management need to be more aware of the risks to businesses which continue to operate when under-performing, or where they risk running out of cash. A business review will highlight these risks and offer clear advice as to available options for all parties.

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BI Survey PKF O’Connor, Leddy & Holmes

Restructuring Your Future While examinership is an unlikely option for small businesses in trouble, the restructuring alternative is one which shouldn’t be forgotten.

I

t has been a good few weeks for big retail in Ireland. Both B&Q Ireland and Pamela Scott have emerged from examinership having secured debt write-down and reduced rents. The success of these cases demonstrates that examinership can effectively address problems faced by large retailers.

This will provide little comfort to their smaller competitors, for whom examinership is made inaccessible by the costs involved. A business that emerges from examinership is generally leaner and more efficient.

Smaller businesses will rightly point out that their larger rivals gain an unfair competitive advantage by using examinership to write-down their debts and have rents reduced.

uDisadvantage

It is likely that many viable small businesses have failed because they were at a disadvantage to larger rivals who used examinership to obtain a lower cost base. One response to this unfairness might be to object to examinership on grounds that it distorts competition. Another response would be to demand removal of the obstacles to small businesses going into examinership. In an environment where businesses of all sizes are at risk of insolvency, the latter response is likely to yield better results for society at large. There is no novelty in suggesting that examinership be made easily available for all businesses.

Indeed the Fine Gael/Labour Programme for Government expressed an intention to go much further by making out-of-court debt restructuring available to small businesses.

Unfortunately, this proposal has been watered down and they now propose to allow small companies apply for examinership in the Circuit Court instead of in the High Court. It is easy to understand why the Coalition watered down their original proposal on examinership when you consider that the State (through NAMA and the nationalised banks) is the country’s largest lender and commercial landlord. uRestructuring

Whilst examinership is unlikely to become an option for troubled small businesses, it would be a mistake to assume that no restructuring options are available to them. It is possible for small businesses to make creative use of existing legislation to achieve many of the same ends.

One approach that might be used is to implement a scheme of arrangement under Section 201 or 279 of the Companies Act 1963.

These schemes can provide for the balances due to all creditors to be written down where at least 75 per cent of creditors are in agreement.

Another approach to restructuring small companies is to organise a prepack liquidation. This is a mechanism whereby a troubled company goes into liquidation, and the liquidator seeks consent from creditors to sell the trade and assets for market value to the directors’ new company. The new company will not be bound by leases or other agreements entered into by the old company, and can negotiate new terms with landlords.

Declan de Lacy, Corporate Restructuring & Insolvency Department, PKF O’Connor, Leddy & Holmes.

The terms of the sale to the new company might even provide for payment to be made by instalments based on the new company’s profit.

The directors of troubled small companies frequently aren’t aware that it is possible to restructure without resorting to examinership in the Courts. A consequence of this is that good businesses – as well as the employment and tax revenue they produce – are lost. If this is to be avoided then it is essential that directors of troubled small businesses get advice on the restructuring options available to them.

Declan de Lacy is a Chartered Accountant and law graduate. He leads the Corporate Restructuring & Insolvency Department in PKF O’Connor, Leddy & Holmes. Declan has been appointed liquidator in the winding-up of many companies and also advises directors of troubled companies on restructuring options.

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Get back to business with help from our Turnaround, Restructuring and Insolvency team We advise on the full turnaround process, including: • • • • •

Strategic options Operational reviews Interim management Business planning Cashflow management

For information: Liam Dowdall t: (01) 6142528 e: liam.dowdall@smith.williamson.ie www.smith.williamson.ie

Smith & Williamson Freaney Limited Authorised to carry on investment business by the Institute of Chartered Accountants in Ireland A member of Nexia International

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BI Survey Eugenie Houston

Direct Professional Access

to Barristers Direct acess to barristers is a crucial step, explains Eugenie Houston, Barrister-at-Law.

W

hen involved in a dispute, instructing a barrister at an early stage can help resolve a problem quickly and efficiently, often without going anywhere near the door of a court. But if the dispute continues, barristers have the advocacy skills to represent their client’s best interests, whether in court or a tribunal, or at an arbitration or mediation.

Imminent legal changes to the way in which barristers work in Ireland will make barristers more accessible than ever. This is essential, as the current system restricts and distorts competition. In addition, a bizarre situation exists where organisations take advice on important legal matters from sources with little or no legal qualifications and who are not subject to regulation. Costs perhaps?

uDirect

Access

Direct professional access to barristers, a crucial element of the new regime with the potential to substantially decrease legal costs, is in fact already available to users of legal services. Almost two thousand barristers practising in Ireland are available to provide legal services directly to clients in non-contentious matters. ‘Non-contentious’ means that proceedings have yet to be issued. England and Wales have gone a step further. There commercial and non-commercial organisations (and the public) instruct barristers directly in contentious matters.

On its website, the Bar Council of England and Wales says this

allows clients to take charge of their litigation and save on the cost of additional legal support. The Council says that the demand for barristers’ advocacy and advisory services is growing all over the world. But who handles client funds? Domestic and international clients of all sizes, who regularly turn to barristers directly in England and Wales, need a trustworthy and transparent vehicle to manage payment of their legal costs. Barristers are prohibited from handling client funds under the Bar’s Codes of Conduct in England and Wales, and in Ireland. There is no impetus to change that as insurance costs would soar. uSOlution

The Bar Council of England and Wales has come up with a unique solution that makes it easier than ever before to work with barristers, whilst maintaining the Bar’s high quality and cost effective services. BARCO is a third party company, owned and operated by the Bar Council of England and Wales and regulated by the UK Financial Services Authority (FSA). BARCO operates an escrow service to receive and manage the funds from clients required to facilitate on-going legal services provided directly by barristers in England and Wales for legal fees, alternative dispute resolution costs, disbursements and settlements. uConfidential

Resource

Practising barristers in Ireland undertake continuous professional training and, as members of the Law Library, have constant access to significant resources, including informal, confidential advice from

Eugenie Houston, Barrister-at-Law

expert and experienced colleagues on any matter, on a ‘no names’ basis, if appropriate. Perhaps some matters may not fit readily within the direct professional access model, for instance family law matters, wills and title on property. As a highly-trained problem-solver, a practising barrister will use the resources available and assess that in each individual case.

In my view, examples of matters that are well suited to a client seeking the direct assistance of a barrister, and which are immediately possible under current rules and law, include employment matters of any kind where no proceedings have issued, commercial agreements and independent workplace investigations including into allegations of bullying and harassment.

Eugenie Houston BL is a practising barrister in Ireland and author of Transfers of Undertakings in Ireland: Employment Rights.

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Century Collections Ireland Ltd offers a comprehensive, risk free, debt recovery service with a seamless process from prelegal through to full legal action to SME’s and financial institutions throughout Ireland.

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BI Survey The Hope Foundation

Messengers of Hope The Hope Foundation is a registered Irish charity with offices in India, the UK, Germany and the USA. We now work with 14 Indian partner organisations to rescue thousands of children from the streets and slums of Kolkata, enabling them to have a better future.

G

anesh Mali was just four years old and weighed only 8kg or 16 pounds when he was found on the streets of Kolkata by the HOPE night watch team. He was suffering from severe malnutrition, anaemia, respiratory distress and diarrhoea. When the HOPE team attempted to rescue him, his mother refused to let HOPE take him into their care. Thankfully, the next day a HOPE volunteer got permission to admit him to the HOPE Hospital in Kolkata. uSaving

Aims

The Hope Foundation’s aim is to help break the cycle of poverty and abuse and free the street and slum children from a life of horror and fear. As the founder of the charity, Maureen Forrest, recognises, “Poverty in India is a dire and hopeless poverty.” Established in 1999 with the aim of fundraising for one girl’s home in Kolkata, The Hope Foundation now funds over 60 projects in education, primary

healthcare, shelter, vocational training, child protection and drugs rehabilitation. Countless children are rescued, just like Ganesh. After three months of intensive care, Ganesh was responding positively to treatment by progressively gaining weight, as well as sitting up in bed, colouring pictures and playing with his soft toys.

So how could this happen to such a young child? uFight

to Survive

As Ganesh and his nine siblings know, life in Kolkata is a daily fight for survival. The poor in Kolkata exist rather than live. They are considered to be the bottom of the caste system in Indian culture, with no support from Government. Before his rescue, Ganesh was living on the streets with his family. Children living on the streets in abject poverty are being denied their basic human rights; the right to food, shelter and childhood. His parents, rag pickers and day labourers, simply did not

have enough money to buy food for the whole family. They simply did not earn enough to keep their family alive. The Hope Foundation’s main focus is to help the street and slum children in Kolkata, but not every child can be rescued like Ganesh. 47 per cent of children under three are malnourished, and at least half of infant deaths in India are related to malnutrition. India has the highest number of child deaths in the world, with about 1.65 million children dying before they reach their fifth birthday mainly due to the malnutrition of the mother and child. As a city with over one million people, 250,000 children are living on the streets and this is no place for a four year old. Hundreds of people would have passed Ganesh as he lay on the footpath, his body slowly succumbing to the detrimental affects of malnutrition and abandonment, yet nobody took notice. Nobody seemed to have cared. uSupport

The Hope Foundation works to help children like Ganesh and make it possible for them to enjoy their childhood like other children their age. HOPE believes that no child should suffer hunger that challenges their survival. Every volunteer with HOPE aims to improve their quality of life and chances of a better future.

If you or your company are interested in getting involved with HOPE, we run many volunteering opportunities, including our annual Himalayan Walk, yoga trips and other volunteering programmes.

Alternatively, if your company would like to make a difference, organise a fundraiser or donate directly, please contact: The Hope Foundation, Silverdale Grove, Ballinlough, Cork +353 21 4292990 or donate online at: www.hopefoundation.ie Charity number: CHY13237 99

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Dublin chamber NEW MEMBERS

New Members Acacia Facilities Management

General Manager james.frost@bronway.com

www.acacia.ie Fergus MacMahon, Operations Director fergus.macmahon@acacia.ie

Careerwise Recruitment

ADC Barcode Ltd www.adcbarcode.com Ciaran Fitzpatrick, Sales Manager ciaran@adcbarcode.com Paddy Ray, Sales Executive paddyr@adcbarcode.com

Aegis Media Ireland www.carat.ie Liam McDonnell, Chief Executive Officer liam.mcdonnell@aemedia.com Brid Spencer, Office Manager Brid.Spencer@aemedia.com

Audi Centre

www.audicentre.ie Richard Hemming, Head of Business richard.hemming@audicentre.ie

Aztec Money www.aztecmoney.com Colm Devine, Vice President, Business Development colm.devine@aztecmoney.com Martina Schriffelova, Events Manager martina.schriffelova@aztecmoney.com

Becker Tansey & Co www.beckertanseysolicitors.ie Stephen Fleming, Owner sfleming@beckertansey.com

Bronway Automation Ltd www.bronway.com James Frost

www.careerwise.ie Alan McGrath, Branch Manager amcgrath@careerwise.ie Leona Skelly Senior Recruitment Consultant lskelly@careerwise.ie

Century Collections Ireland Ltd www.centurycollections.ie Leah Cullen, Director leah.cullen@centurycollections.ie Jean Cullen, Director jean.cullen@centurycollections.ie

Document Archive Solutions Ltd David Ennis, Director davidennis60@hotmail.com

EUSA - Academic Internship Programs www.eusa-edu.com Chris O’Connell Dublin Director chris.oconnell@eusa-edu.com

Event Dimensions www.eventdimensions.com Darren McCann, Managing Director darren@eventdimensions.com

sales@fitzerscatering.ie Barry Storey Managing Director barry@fitzerscatering.ie Sharon Fitzpatrick Owner/Director sharonfitzpatrick@fitzerscatering.ie

Genworth Financial www.genworth.ie Redmond McDonnell Managing Director redmond.mcdonnell@genworth.com

GOAL www.goal.ie Cathy Brooks, Fundraising Dept cbrooks@goal.ie Barry Andrews, CEO bandrews@goal.ie Darren Hanniffy Head of Fundraising Dept dhanniffy@goal.ie

Griffith College Dublin www.gcd.ie Tomás MacEochagain Director of Academic Programmes tomas@gcd.ie Steven Roberts Head of Marketing steven.roberts@gcd.ie

Horizon

Fitzers Catering Limited

www.horizonhouse.ie Siobhan Sacker, Marketing Executive Marketing@horizonhouse.ie

www.fitzerscatering.ie Imogen O’Kelly Sales & Events Manager

www.igbc.ie

Irish Green Building Council

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Dublin chamber NEW MEMBERS

Pat Barry, Director pat@igbc.ie

Head of International Recruitment aoife@nextgeneration.ie

John D. McKenna & Co Limited

Nissan Ireland

John McKenna, Owner john@jmckenna.ie

www.nissan.ie James McCarthy, Managing Director jmccarthy@nissan.ie

Kilkenny Rivercourt Hotel

Padraig Berry Business Consultants

www.rivercourthotel.com Gillian Pierce, Sales and Marketing Manager sales@rivercourthotel.com Joanna Hannick, Sales Manager Joannahannick@lyrath.com

www.berry.ie Padraig Berry, Managing Partner padraig@berry.ie

Linked Finance www.linkedfinance.com Marc Rafferty, Business Development marc@linkedfinance.com Peter O’Mahony, Founder & Owner peter@linkedfinance.com

Managing Mobile www.managingmobile.com Ian Finnegan, Director ian.finnegan@managingmobile.com

McCann Erickson Dublin www.mccanndublin.com Orlaith Blaney, Managing Director Orlaith.Blaney@mccann.com

NDB, Chartered Accountants & Auditors www.ndb.ie Niall Beggs, Principal niall.beggs@ndb.ie

Next Generation Recruitment www.nextgeneration.ie Linda Davis, Managing Director linda@nextgeneration.ie Aoife Donnelly,

Plexus Strategies www.plexus.ie Joseph McLoughlin, Managing Director j.mcloughlin@plexus.ie

Pulse Security Management Michael McQuillan, Managing Director mmcquillan@pulsesecurity.ie Virginia Murphy, Training Manager vmurphy@pulsetraining.ie

Quality and Qualifications Ireland (QQI) www.qqi.ie Barbara Kelly bkelly@qqi.ie Susan Macneill Corporate Affairs and Communications smacneill@qqi.ie

Red Flag www.redflag.ie Alfonso de Arribas de Renedo Director alfonso@redflag.ie

Reynolds Logistics www.reynoldslogistics.com Andrew Reynolds, CEO areynolds@reynoldslogistics.com

Schneider Electric www.schneider-electric.com Ryan O’Neill, Corporate Sales Director ryan.oneill@ems.schneider-electric.com

Sentenial Ltd

www.sentenial.com Brendan Sweeney Corporate Sales Manager Ireland brendan.sweeney@sentenial.com Patricia Wade, Marketing patricia.wade@sentenial.com

Shannon Consulting www.brendadooley.ie Brenda Dooley, Principal info@brendadooley.ie

Siobhan Browne and Associates Limited Siobhan Browne, Managing Director siobhan.browne@sba.ie

SourceDogg Ltd www.sourcedogg.com Eugenio Mourino Balsa, Enterprise Sales Manager eugenio.mourino@sourcedogg.com

Team Solutions www.tsolutions.eu Tony Kearney, Owner tony.kearney6@gmail.com

Trevor King & Co Trevor King, Managing Director teking@trevorkingandco.ie

Western Union Business Solutions www.business.westernunion.com Chrissy Taylor UK & Ireland Sales Manager chrissy.taylor@westernunion.com Dominic Robinson Corporate Sales Manager dominic.robinson@westernunion.com

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Dublin chamber MEMBERS PROFILES

Members Profiles

u ADC

Barcode Systems

ADC BarCode is an Irish owned technology company, involved in the supply of barcode scanning, demand label printers, custom software and the manufacture of consumables.

ADC was formed in 1988 with a specific mission to bring technical applications knowledge and market leading products to the marketplace.

ADC has a strong, direct relationship with all the leading manufacturers including Motorola, Intermec, Zebra & Honeywell.

Our in-house engineers, software developers and back-up and support

teams have extensive experience in all products and solutions supplied.

If you require assistance in this area, please contact Ciaran Fitzpatrick at: Mobile: 087 9532581 Office: 01 4656480 Email: Ciaran@adcbarcode.com

to finance an exporter’s outstanding invoice. Aztec Money provides a flexible, transparent and low cost solution for exporters seeking to raise working capital within days whenever needed. Visit www. aztecmoney.ie for more details.

uAztec

u CareerWise

Money

Aztec Money is an open-access global online platform that connects exporters with multiple providers of capital, being predominantly non-bank institutional investors.

Exporters can receive funding via a secure online auction in which accredited global investors compete

Recruitment

CareerWise Recruitment is a specialist recruiter of Senior Management, Supply Chain, IT/ Software and Technical/Engineering personnel for multinational and indigenous businesses in Ireland.

With offices in Dublin, Cork, Galway

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Dublin commercial chamber feature MEMBERS PROFILES xxxxx

and Shannon we have developed a reputation for our professionalism and responsiveness. Below is a list of our recruitment expertise.

• Engineering & Technical • Scientific & Laboratory • IT / Software • Manufacturing & Production • Supply Chain • Executive / Management • Accounting & Finance • Sales / Marketing For additional Information, please contact us: Alan McGrath, CareerWise Recruitment.

Citywest Business Centre, 3013 Lake Drive, Citywest, Dublin 24.

Phone: +353 (0) 1 4693358 Email: AMcGrath@careerwise.ie u John

D. Mc Kenna & Co. Limited

John D. Mc Kenna & Co. Limited was founded in January 2013 by John Mc Kenna – a chartered accountant with close on 20 years experience in the areas of • deal project management • corporate restructuring • project finance How John helps clients is as follows: • Assembles and leads an experienced transaction team co-ordinating the delivery of the legal, financial, tax and funding elements of the transaction ensuring the business acquisition/disposal completes on time and on budget.

• Reviews the business’s existing funding facilities, maps out an ideal structure and negotiates with the funds provider to deliver a workable solution.

• Assesses the project, advises on preparation of the proposal and approach to be taken with funders, presents to funders and negotiates the final terms.

John can be contacted at the address below: IMI Business Campus,

Coworkinn Suite, Sandyford Road, Dublin 16. (t) + 353 1 901 1677 (m) +353 86 8530013 (e) john@jmckenna.ie u GOAL

GOAL is an international humanitarian agency that was founded in Dublin in 1977. Its CEO is Barry Andrews. Since GOAL’s inception, the organisation has responded to most major humanitarian disasters in the developing world and spent in excess of €790 million on emergency relief and development programmes in 53 countries. It is currently delivering 101 programmes in 13 countries, including Syria. GOAL employs 2,800 staff, most of whom are local to the region in which they work.

It is a non-denominational, nongovernmental and non-political organisation. www.goal.ie u Kilkenny

River Court Hotel

Four star hotel located in the heart of Kilkenny City on the bank of the River Nore. Located just over one hour from Dublin via the M9, Kilkenny is now more accessible than ever before. If in need of a welldeserved leisure break the hotel is ideally located to leave your car and explore all that Kilkenny has to offer by foot. With award-winning dining outlets on-site, a range of meeting rooms, full leisure facilities including the Oasis Treatment Rooms and the numerous golf courses nearby, the hotel is a great company escape from city living.

Tel: 056 7723388 Email: info@rivercourthotel.com Web: www.rivercourthotel.com uLinkedFinance

LinkedFinance’s technology offers a new and painless way for businesses

to borrow money from a large group of real people, including their own customers.

Crowd Funding: Person to Person lending or Crowd Funding is simple.

People with money to lend can lend it directly to people who need it.

With LinkedFinance lenders can lend directly to Irish businesses looking for funding. Crowd Funding provides complete transparency to both the lender and borrower and it brings lending back to basics where a lender simply deposits funds and when there are enough funds available loans can be made to credit-worthy borrowers. www.linkedfinance.com uManaging

Mobile

As consumers increasingly turn to mobile devices in order to discover information, it is critical for every SME to have a presence on mobile.

Standard websites do not translate well onto mobile devices, and thus provide a poor customer experience.

Therefore SMEs need elegant mobilespecific websites – and they need them now: • 1 in 4 of searches are on mobile devices – Google.

• 61 per cent of users call a business after searching from their phone – Google.

• Mobile-friendly sites increase consumer engagement by up to 85 per cent – Gartner.

Managing Mobile uniquely provides a fully managed service offering, covering the design, development, hosting and ongoing enhancement of a mobile website for any small business or enterprise. uMedia

World

Media World Limited, trading as MediaHub.ie, was founded in 1988 as a joint venture company with Business & Finance Magazine, marketing the Top 1000 Companies 103

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EXCHEQUERS TAXIS WE COVER ALL OF DUBLIN 20% DISCOUNT ON ALL ACCOUNT JOBS

SHARE REIDYS EXCHEQUER TAXIS

BY SMS OR EMAIL

ACCOUNTS WELCOME • SAME DAY OPENING ON A/C SERVICES • OVER 300 CARS, VANS, MINIBUSES, EXECUTIVE CARS AVAILABLE

• COURIER SERVICES MOTORBIKE COURIERS, VAN COURIERS’ AVAILABLE

• FULLY COMPUTERIZED OFFICE

• ONLINE BOOKING SERVICES FROM YOUR COMPUTER OR PHONE APP

Some of our Customers include James Hospital, Guinness & the Dublin City Council

Call Keith for details of opening your a/c today save your company money on having to use separate taxi and courier company’s 01 8343435 or email: reidysbookings@gmail.com

www.style.cat/ reidysexchequertaxis/

T: 01 834 3435

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Dublin commercial chamber feature MEMBERS PROFILES xxxxx

Members Profiles Marketing Tools and supplying online business news content to the financial sector under the name of Business World, www.businessworld. ie. Media World identified a market in media monitoring and commenced its monitoring division in 1998. Today it is a key provider of Print, Broadcast Web and Social Media Monitoring and analysis to the corporate sector, Government departments and leading banks.

Media World and Business World style themselves as the market leader in the provision of up to-date business news stories and media intelligence services to the corporate sector in Ireland.

Company name: MediaHub.ie Nature of Business: Publishing/ Broadcasting Address: 6 Merrion Row, Dublin 2 Tel: 01 6618625 Web: www.mediahub.ie Nominees: Deirdre Rooney, Operations Manager: deirdre. rooney@mediahub.ie Joe Downes, Editor, Business World: newsdesk@businessworld.ie Catherine Carr, Digital Marketing Coordinator: catherine.carr@ mediahub.ie u Next

Generation Recruitment

At Next Generation Recruitment, we pride ourselves in delivering world-class leadership and talent for key positions at high-ranking executive and support level, middle management and specialised professional requirements throughout Ireland and Europe.

As a single source for a wide range of contingency, search and selection, RPO, permanent, fixed and day-rate contracts models, as well as bespoke headhunt campaigns, we understand that the investment you make in your people makes them the most

important asset for your company.

Next Generation Recruitment recruit extensively for roles in Finance, IT Contract, IT Permanent, Marketing, Sales and Supply Chain.

If you would like to know more about Next Generation Recruitment, our services and how we can transform your career or your organisation, please contact us on +353 1 6629120 or mail contact@nextgeneration.ie u Padraig

Berry Business Consultants

Padraig Berry is an entrepreneurial business leader who helps scalable businesses to grow. He brings clarity and focus to a business’s strategy, plans and team and, to its business development, sales and fundraising activities.

Padraig is a shareholder and Chairman of a company developing a revolutionary flexible, low cost, low energy heating technology. He is a partner in an export business, supporting Irish SMEs wishing to export to French speaking countries.

He is a business coach to a small number of entrepreneurs. He is actively involved in a wave energy technology company responsible for strategy development, business planning, communications and fundraising.

Padraig previously worked for 5 years in Ireland, India and the US on business start-ups / fundraising with Dublin based private equity firms in the areas of education, real estate and technology. For 10 years before that as MD of Strategic Focus and Ignite Strategic Coaching, business strategy consultancy practices working with entrepreneurs across a range of industries and company sizes and for 8 years before that as MD of Chuck Feeney’s Irish private

investment firm working in the areas of hospitality, tourism and leisure; east-west trade into Baltics, Russia and Eastern Europe; retail; real estate; and education.

Phone: 0872585384 Email: padraig@berry.ie www.berry.ie uRed

Flag

Red Flag helps businesses to go mobile. We provide Information & Communications Technology consultancy and development services. We develop and market responsive CMS websites whose layouts adapt to the accessing device’s screen whereas it is a desktop, a tablet or a mobile, highly targeted mobile sites based on campaignspecific goals and mobile apps. We offer website localisation services to organisations targeting the Spanish or the French market. All our customers websites are mobile friendly and search engine optimised.

Red Flag assesses organisations on Information & Communications Technology and gets involved in projects as external consultants. u Western

Union Business Solutions

Western Union Business Solutions enables companies of all sizes to send and receive cross-border payments and manage foreign exchange. With deep expertise in moving funds around the globe, access to over 135 currencies, and a global financial network spanning more than 200 countries and territories, we help Irish companies spend less time managing international financial transactions and more time growing their businesses. We have extensive experience working with clients of all sizes from SMEs to large multinational corporates across a range of industry sectors.

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DUBLIN cHAmBER pIctURE gALLERY

Dublin Chamber

Kindly Sponsored by:

technologY ForUm

Gina Quin, Chief Executive, Dublin Chamber of Commerce, Adrian Weckler, Sunday Business Post and Liam Kavanagh, President, Dublin Chamber of Commerce.

Liam Kavanagh, President, Dublin Chamber of Commerce

Redmond O’Leary, IBM Adrian Weckler, Sunday Business Post

Maria Doyle, FleishmanHillard

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commERcIAL DUBLIN moVERS & SHAkERS FEAtURE cHAmBER X X XgALLERY XX pIctURE AppoINtmENtS

leaders series with

Kindly Sponsored by:

Colm O’Neill, CEO, BT Ireland

Colm O’Neill, CEO, BT Ireland

Gina Quin, Chief Executive, Dublin Chamber of Commerce, Colm O’Neill, CEO, BT Ireland and Alan Murphy, Managing Partner, Eversheds.

Alan Murphy, Managing Partner, Eversheds Kevin Cahill, Eversheds

Clare O’Neill, Eversheds

Bob Semple, PwC

Gina Quin, Chief Executive, Dublin Chamber of Commerce

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DUBLIN cHAmBER pIctURE gALLERY

Green Economy Forum

Kindly Sponsored by:

annual conference

Dr. Werner Kruckow, Project Director, “The Crystal” at Siemens AG , Dr. Janez Potočnik, European Commissioner, Environment Directorate-General, Gina Quin, Chamber Chief Executive, and Paul Hallam, Chairman of the Green Economy Forum.

Dr. Werner Kruckow, Project Director, ‘The Crystal’ at Siemens AG, Gina Quin, Chief Executive, Dublin Chamber of Commerce and Paul Hallam, Chairman of the Green Economy Forum.

Dr. Janez Potočnik, European Commissioner, Environment Directorate-General and Dr. Werner Kruckow, Project Director, ‘The Crystal’ at Siemens AG.

Dr. Janez Potočnik, European Commissioner, Environment Directorate-General

Paul Hallam, Chairman of the Green Economy Forum

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Dublin chamber picture gallery

SMART Series with Barry O’Leary, CEO, IDA Ireland

David Delaney, Innovation Director, Fujitsu, Gina Quin, CEO, Dublin Chamber of Commerce, Liam Kavanagh, President Dublin Chamber of Commerce, Barry O’Leary, CEO, IDA, , Anthony McCauley, Head of Research, Fujitsu & Niamh Boyle, Managing Director, Corporate Reputations.

Liam Kavanagh, President, Dublin Chamber of Commerce

Stephen Walker, Whitney Moore Solicitors and Una Ryder, McCann Fitzgerald.

Adam Urwin, Regus

Kindly Sponsored by:

David Delaney, Innovation Director, Fujitsu

Barry O’Leary, CEO, IDA Ireland

SMART Series with Robert Watt, Secretary General of the Department of Public Expenditure and Reform

David Delaney, Innovation Director, Fujitsu

Robert Watt, Secretary General of the Department of Public Expenditure and Reform

Liam Kavanagh, President, Dublin Chamber of Commerce, David Delaney, Innovation Director, Fujitsu, Robert Watt, Secretary General of the Department of Public Expenditure and Reform and Liam Duggan, Director of Business Development, Capita.

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CONGRATULATIONS TO MASON HAYES & CURRAN LAW FIRM OF THE YEAR Commercial Law Team of the Year Sponsored by Miller Mason Hayes & Curran Employment Lawyer/Law Team of the Year Daniel Spring & Co – Donal Spring, Paula Murphy & Ailbhe Murphy Criminal Law Team/Lawyer of the Year Sponsored by Search4Less KOD Lyons Law School of the Year Sponsored by O’Sullivan Antiques UCD School of Law – University College Dublin Pro Bono & Public Interest Team/ Lawyer of the Year Sponsored by Documatics FLAC (Free Legal Advice Centres)

Emer Gilvarrry, Mason Hayes & Curran Law Firm of the Year and Terry Browne, Country Manager, Danske Bank

CONGRATULATIONS TO OUR RECIPIENTS Lifetime Achievement Award Sponsored by Lexis Nexis Rory O’Donnell – Eversheds Law Firm of the Year Sponsored by Danske Bank Mason Hayes & Curran Leinster Provincial Law Firm of the Year Sponsored by Iris Legal Augustus Cullen Law International Transaction of the Year Sponsored by Financial Times Simon Carty – Simon Carty Solicitors

Mediation, Arbitration, Dispute Resolution Team/Lawyer of the Year Sponsored by CEDR Ireland Bill Holohan & Co – Bill Holohan Bar Council’s Human Rights Award Irish Rule of Law International – Eithne Lynch & Ruth Dowling

Law Firm Innovation Award Sponsored by Keyhouse Woods Hogan Solicitors/Fileaway – Peter Woods In House Legal Team/Lawyer of the Year Sponsored by The Sunday Business Post Paddy Power Legal Executive of the Year Ballymun Community Law Centre Ltd – Christina Beresford

Special Merit Award Sponsored by Danske Bank Dr. Geoffrey Shannon Munster Provincial Law Firm of the Year Ronan Daly Jermyn Family Law Team/Lawyer of the Year Sponsored by Fuzion Gallagher Shatter Solicitors – Catherine Ghent

Litigation Team/Lawyer of the Year Sponsored by Lex Consultancy William Fry – Owen O’Sullivan

Banking/Finance/Restructuring & Insolvency Team/Lawyer of the Year Sponsored by Kantar Media Eversheds

Sole Practitioner of the Year Sponsored by eXpd8 Daniel Hughes – Hughes & Associates Solicitors

Property Team/Lawyer of the Year Beauchamps Solicitors

Ulster Provincial Law Firm of the Year V.P. McMullin Solicitors

Connacht Provincial Law Firm of the Year RDJ Glynn

Public Sector Lawyer/Team of the Year Sponsored by Thomson Reuters Patricia T. Rickard Clarke

O Sullivan Antiques

S O L I C I TO R S ' BENEVOLENT ASSOCIATION

FOR MORE DETAILS VISIT WWW.IRISHLAWAWARDS.IE BI Summer 2013 54_112.indd 110

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DUBLIN commERcIAL cHAmBER FEAtURE X X XgALLERY XX pIctURE

dinner in camera with Pat O’Doherty, Chief Executive, ESB

Kindly Sponsored by:

Brendan Jennings, Managing Partner, Deloitte

Gina Quin, Chief Executive, Dublin Chamber of Commerce, Pat O’Doherty, Chief Executive, ESB, Liam Kavanagh, President, Dublin Chamber of Commerce and Brendan Jennings, Managing Partner, Deloitte.

Liam Kavanagh, President, Dublin Chamber of Commerce

Pat O’Doherty, Chief Executive, ESB

dinner in camera with Richie Boucher,

CEO, Bank of Ireland Kindly Sponsored by:

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Dublin chamber picture gallery

Dinner in Camera with Richie Boucher, CEO, Bank of Ireland

Brendan Jennings, Managing Partner, Deloitte and Richie Boucher, CEO, Bank of Ireland

Liam Kavanagh, President, Dublin Chamber of Commerce, Richie Boucher, CEO, Bank of Ireland, Gina Quin, Chief Executive, Dublin Chamber of Commerce and Brendan Jennings, Managing Partner, Deloitte

Visit of Lord Green, UK Minister of State for Trade and Investment Kindly Sponsored by:

British Ambassador to Ireland HE Dominick Chilcott, John Cronin, Chairman, McCann Fitzgerald, Gina Quin, Chief Executive, Dublin Chamber of Commerce, Lord Green of Hurstpierpoint, UK Minister of State for Trade and Investment and Liam Kavanagh, President, Dublin Chamber of Commerce

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Lord Green of Hurstpierpoint, UK Minister of State for Trade and Investment, Liam Kavanagh, President, Dublin Chamber of Commerce and British Ambassador to Ireland HE Dominick Chilcott

25/06/2013 17:00:13

NEW Lexus RX Hybrid

Q2 2013

BUSINESS IRELAND CONNECTING | INFLUENCING

LUXURY. REFINEMENT.

PORT OF CALL

H AND ATTITUDE.

What’s in store under the Dublin Port BUSINESS IRELAND Q2 2013

Masterplan

THE

NEXT

GENERATION The state of play in Ireland’s 4G market

Never before has a Lexus presented discerning drivers with such a thrilling dilemma. Because while the new RX represents an even further step forward in luxury motoring, the all new RX F-Sport is, quite simply, a different animal altogether.

NEW Lexus RX Hybrid F-Sport

Talk to your Lexus dealer about the exceptional fuel economy and low road tax that come with these hybrids, or go to www.lexus.ie

CREATING AMAZING

WHAT A

PHELAN

PayPal boss on the company’s latest expansion

AUTHORISED LEXUS DEALERS: Cork: Macroom Motors, Macroom, Co. Cork. Tel. (026) 20890. Lexus Blackrock: Rock Road, Blackrock, Co. Dublin. Tel. (01) 288 5220. Lexus Kilbarrack: Kilbarrack Road, Dublin 5. Tel. (01) 832 2701. Lexus Galway: Ballybrit, Galway. Tel. (091) 480 123. Lexus Ireland is a 100% Irish owned company. Models shown are RX Hybrid FWD Dynamic; CO2 140g/km, fuel consumption (combined) 6.1l/100km (46.3mpg) & RX Hybrid AWD F-Sport; CO2 145g/km, fuel consumption (combined) 6.3 l/100km (44.8 mpg)

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