“AIB Merchant Services has truly enhanced our payment experience at Windyridge. Their seamless transactions, reliable processing, and superior customer support stand out. The integration of Clover with our till system, a testament to their tailored and bespoke solutions, has notably streamlined our operations, affirming AIB Merchant Services as ourtrusted payment partner.
Paul Harvey - Windyridge Garden Centre
““It was great for Alacarte Software to partner with AIBMS. The integration process was well supported and provided fora quickturnaroundto implementation.This collaboration has empowered ourEposwith efficient and secure payment processing capabilities. This is a truly valuable partnership forAlacarte Software and our users, current and future.
Tim Gunning - Alacarte Software
Welcome to the latest edition of the Retail Times. 2024 continues the trend of an ever-changing retail market!
Well, 2024 has continued to be an interesting year, so we are lucky we have built up a thick skin as retailers! The continued bad weather has delayed the gardening season which normally kicks off from March and with Easter falling so early this year, this has had a double negative effect. I know from speaking with fellow members, this has impacted fashion and footwear members with slow sales in summer items. I do see some light at the end of the tunnel, with pent-up demand from Irish consumers, sick of the poor weather, that will no doubt drive a bounce in trade in the coming weeks. Meanwhile, retailers continue to fight gallantly in the face of serious pressures on-business costs and a consumer sector that is financially challenged due to cost-of-living pressures.
The REI team have been busy over the last number of weeks, led by their CEO, Jean McCabe, with the Cost of Doing Business, the No.1 issue being lobbied. Numerous Ministerial meetings have taken place, and with the recent change in Taoiseach, we are confident that our efforts will pay off shortly for members. Furthermore, a productive workshop was held with senior members of Enterprise Ireland on future supports for the Retail Sector. There was also a very successful member networking event with AIB, and it was great to catch up and hear from fellow members Joe Barrett, Oonagh O’Hagan and Anthony Gallagher. I hear the pharmacy members had a hugely insightful visit to Ronan Mulligan’s new Clonmel store, which won Pharmacy Store of the Year last year. Thank you Ronan for facilitating. Personally, there has been months of hard work by the Arboretum team which culminated in the launching of our brand-new state-of-the-art Kilquade, Co. Wicklow, destination Garden Centre. Sustainability has been a focus of the design with a specialist rainwater harvesting, solar, climate control system connected with a building control system. This is being used to make the site as carbon-neutral as possible. Please do come and visit our revamped store, I look forward to welcoming members there in the future!
Finally, I would encourage all members to bring their teams to the upcoming Retail Retreat on the 21st May in the Royal Dublin Convention Centre, in Dublin City Centre. A star-studded line up including Andy Farrell, IRFU Head Coach, will be speaking at the event. It will be a great opportunity to network with members and catch up on all things retail.
Kind Regards, Fergal Doyle Chairperson of Retail Excellence Ireland
Editor Jennifer McShane
Retail Excellence Editor
Keelan Bourke
Editorial Assistant
Amy McGlynn
Creative Director
Jane Matthews
Cover Photography
Philip Doyle
Leopardstown Office Park, Burton Hall Ave, Sandyford Business Park, Sandyford, Dublin 18
Tel: +353 (0) 65 684 6927
Email: info@retailexcellence.ie Web:www.retailexcellence.ie
Published by Ashville Media Group on behalf of Retail Excellence www.ashville.com
All rights reserved. Every care has been taken to ensure that the information contained in this magazine is accurate. The publishers cannot, however, accept responsibility for errors or omissions. Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © Ashville Media Group 2024
Mairead O'Leary - Blanchardstown & Navan
Athlecia - Shaws Nationwide
Retail Excellence are delighted to announce a three-year partnership extension with AIB Merchant Services. AIB Merchant Services remains the exclusive payments partner to Retail Excellence’s 2,200 Irish retail members. The collaboration includes substantial investment in the Retail Excellence Awards, set for November 2, 2024, at the Galmont Hotel, Co. Galway.
The 2,400 m² garden center, opened by Taoiseach Simon Harris, adds 25 new positions to its 200 jobs. Renovations include a glass-roofed, modern, shopping space, and sustainable features like rainwater harvesting and solar power to ensure future viability. Taoiseach Simon Harris, said, “I’m delighted to be opening Arboretum Kilquade today following its redevelopment. It’s great to see a family business go from strength to strength and it’s great to see new jobs being created. The Arboretum is a special site in Wicklow and a really special place for family and friends to meet. It’s also so important that children have access to as much information as possible on the natural world and the ethos of the Arboretum has always been right on point in this regard. I wish the business every success.”
REI Pharmacy members enjoyed an insightful visit to Mulligans Pharmacy in Clonmel. The former Post Office Building, now a cutting-edge pharmacy, showcased innovative technology, sustainable design and industry-leading practices. After the tour, attendees networked at Mulligans’ coffee shop, exchanging insights and discussing pharmacy optimisation and industry challenges.
Kilkenny Design’s digital pop-up store features Irish businesses, supported by Champion Green and Visa. The initiative offers live shopping events, exclusive pieces, and special offers for eight weeks. Participating businesses include Little Bliss, Ground Wellbeing and Siar Photography.
Furniture giant IKEA has announced a further expansion into Ireland with the opening of its first-ever logistics and distribution centre in the country. The Rathcoole site spans 27,000 square meters, employing over 200 people. Part of IKEA’s strategy is to improve Irish delivery. They expect 300,000 deliveries annually, rising to 600,000 in 5 years, aiming for 3 million deliveries per year.
A toolkit designed to take the uncertainty out of waste segregation in the workplace is now available from MyWaste, Ireland’s official guide to waste. Speaking on behalf of the Regional Waste Management Planning Offices, Kevin Swift, Connacht Ulster Region Waste Office said: “This initiative will empower small and medium size businesses, particularly those in the retail, hospitality, manufacturing and corporate sectors, to further improve how their waste is managed.”
Assets and materials are available to order (while stocks last) or download free of charge from www.mywaste.ie/business/. Additional information available from mywaste.ie or snimhainnin@mayococo.ie
Fashion giant New Balance, famed for its trainers, is planning a new store on Dublin’s Grafton Street. Subject to Dublin City Council approval, New Balance aims to occupy the vacant No 104 unit, previously Cath Kidston’s.
2 Petstop Opens First Store in Wexford: Pestop unveils a new Wexford store in Redmond Square, revitalising the former Iceland space. Anthony Gallagher, Petstop’s Managing Director, takes care of the community’s pet needs, offering a range of Nadur products and essentials for pet wellbeing, play, and comfort.
3 H&M Opens at Clerys Quarter: H&M is the first retail shop to open at Clerys Quarter on Dublin’s O’Connell Street. Revitalising the historic building, Klas Degeryd from H&M UK & Ireland expressed excitement about the largest Dublin store, with its curated fashion collections, saying,“We are delighted to be opening our doors in the newly restored iconic Clerys Quarter, helping to bring a new lease of life to a much-loved building.”
4 Australian Discount Mega-Pharmacy Chemist Warehouse Opens New Cork Premises: Australia’s leading pharmacy chain expands in Ireland with a new store at Cork City’s Cornmarket Centre, the third in Cork. It brings 30 jobs and includes top brands in beauty, wellness, and baby products across a 600 m2 space in Cork city center. The Chemist Warehouse brand entered the Irish market in 2020 and has since opened 10 stores, with 4 stores in Dublin, 3 in Cork, 2 in Meath and 1 in Carlow.
Children’s charity Barretstown is to receive an additional €550,000 in funding thanks to its existing partnership with Applegreen, bringing the total committed donation from the group to more than €1.5 million. The extra funds will pay for 300 children with cancer or other serious illness to experience a life-changing weekend family programme at the Barretstown residential campus in County Kildare. Stocktaking.ie powered by RGIS, are thrilled to announce the continuation of their charity partnership with the Cancer Fund for Children. The partnership holds deep significance to the whole team, and they have a host of engaging fund-raising events planned this year, including a daring skydive by a member of the management team.
With the landscape of retail shifting in a post-Covid world and the rise of new technologies, several Retail Excellence Ireland members tell us what they’ve been doing to stand out from the crowd
County Boutique in Ennis is not just a retailer, but (quite literally) a part of the very fabric of its location. Housed in a protected 1760 limestone-fronted building at No. 57 O’Connell Street, Ennis, it recently marked its 57th birthday, a testament to its enduring presence in the community. The story of County Boutique and the Culligan family store began on 14th October 1966, and always staying in the family, has been run by its two co-directors, sisters Gwen and Maeve Culligan since 2002. The store expanded to triple its original size and now focuses on the online business, which continues to grow. “In recent years we availed of grants from Enterprise Ireland and the Local Enterprise O ce, who have been hugely instrumental in providing mentoring, grants and training,” says Maeve Culligan Flouch. “We believe that we o er our customers great quality at the best price, a ordable luxury and together with our fantastic team, we like to think that we make our customers’ day, whether they shop in-store or online.” An eye for spotting trends and translating them for their customers is one of the key ingredients to the success of County Boutique. “At the core of the business is providing investment pieces that customers can wear year after year, and will see them returning to update key pieces in their wardrobes,” she continues. “It is essential that customers look at the cost per wear of their clothes, creating wardrobes that cost them less in the long run and buying into a sustainable ethos.”
Key to longevity and success is, agrees founder of Ryan’s Pharmacy Shane Ryan, going above and beyond for the customer. Established in 1996 by Shane, Ryan’s Pharmacy is an independent community pharmacy with several locations in Rathangan, Derrinturn, Daingean, Edenderry, and Rhode, serving O aly and Kildare. Shane expanded the business from one store to ve between 1996 and 2004, with Rathangan being the rst to open. “Employing over 70 sta from the local areas, our ethos revolves around community support and personalised service,” he explains. “We were the rst pharmacy in Ireland to be a liated with the Craft Council of Ireland, showcasing their products. We are always keen to o er our customers a wide range of items across our health, beauty and gift sections. We are proud of our pharmacies’ longevity and always want to grow and evolve with the changing times.” Having remained operational throughout the pandemic, they focused on providing a much-needed essential service, and this is equally essential now: they listened to their customers’ needs. “We have listened to our customers and o ered them what they are looking for. In doing this, we have also captured new customers,” he adds. AI, Shane says will be a help, but he stresses the need for humans behind the technology. “AI will bring e ciencies, but keeping the human touch is more important than ever, especially in our industry. A lot of what we do is knowing our customers and o ering personalised services to them, this is where sta training, upskilling and knowledge are so important across our stores. Though, naturally, we have used technology to our advantage with our online social media presence to showcase our wide range of product o erings. It lets us easily learn about trends, buying behaviours and interact with our customers, which is crucial if we’re to continue to grow.”
Love Cherish began in 2012 when owner Maeve recognised a gap in the market for a ordable, trend-based clothing. From there, she used her social media presence to grow and reach out to customers, showing them how to style pieces together. Winning Expose Frock Advisor’s Best Occasionwear Boutique in 2016 saw them become a destination boutique, with an increase in over-the-phone sales, particularly. In 2017, Love Cherish launched its online website and moved into a larger store. “Even when the pandemic hit, we were lucky. With such a large online customer base, Love Cherish continued to grow from strength to strength, which led to moving into a large warehouse,” Maeve explained. For Maeve, it’s always been about giving her customers what they want, but at the time, hadn’t got. Next, Maeve identi ed a gap for smart casual, comfortable pieces that could easily be dressed up or down. “From there, our label Oh Molly, was created and launched in September 2021. “Today we have both a strong bricks-and-mortar and online presence with a team of 18 sta ,” she adds. And growth is always on her mind. Maeve is currently participating in the EI—KPMG sponsored programme Going For Growth with the Oh Molly label. “The brand has grown beyond our expectations and has brought a new customer base to us, and so we are looking for opportunities to grow. Love Cherish will continue to focus on customer experience along with adapting to the customer needs and wants.”
A roaring new store Maxi Zoo’s latest addition to its growing family of stores marks a signi cant milestone in the brand’s Irish journey. Based at the Kinsale Road Retail Park in Turner’s Cross, Cork, the opening of their 30th store roaringly rea rms Maxi Zoo’s commitment to catering to the needs of pet lovers across Ireland. Since its inception in Ballincollig, County Cork, in 2006, Maxi Zoo has evolved, boasting an impressive range of over 8,000 products. With 305 dedicated employees across the country, including eight newly recruited sta at the Turner’s Cross location, Maxi Zoo is focused on expansion as their continued metric for success. This includes new product launches, such as introducing in-store Maxi Zoo Salons in Ashbourne, Dublin, Kerry, Louth, Meath and Cork. Anthony Cremin, Marketing Manager at Maxi Zoo Ireland, re ects on the journey and their tremendous achievements so far. “The opening of our 30th store in Ireland is a testament to Maxi Zoo’s tremendous growth and success since our humble beginnings in Cork less than two decades ago,” he says. “Ireland is truly a nation of pet lovers and at Maxi Zoo we strive to o er the best products and services for our customers and their furry friends. We’re especially proud of our level of engagement with good causes since we opened our rst store in 2006through numerous campaigns we’ve raised hundreds of thousands of euros for animal charities right across the country.”
Barnhill Stores operated as a Centra Store until 2021 when we decided to boldly become an independent store. “Dalkey is quite a unique area of South County Dublin with an a uent population. We knew for the store to thrive in its location that we had to bring a more appealing product range and store. We were also aware that we just couldn’t launch Barnhill Stores as a new brand on its own, we wanted our customers to recognise the brands in key areas such as Meat, Fish, Cheese and Flowers so to this end we teamed up with some of the most established brands in the market, which gave Barnhill Stores instant credentials in these key areas,” explains Dave Whelan, Owner of Barnhill Stores, Dalkey of Barhill’s beginnings. “We are very proud of the business that we have established over the last three years and believe that it is raising the bar of convenience retailing in Ireland.” Post-pandemic, it’s been a mix of highs and lows. “Our highlight has to be the excitement of creating a brand that in our sector stands out for its product o ering but most importantly in its customer service ethos. In the store, the rst thing you will notice is how friendly and engaging the sta are, truly our biggest asset. Over the last year, we have worked nonstop to create new, fresh and vibrant food o erings that di erentiate us from our peers. It’s been a rollercoaster ride but like a rollercoaster we have enjoyed the thrills along the way! However, like everyone else, we are battling with the ever-increasing cost of doing business,” he continues, stressing the need for more Government action and support for retailers. “I think that the government must take action by putting a meaningful and long term plan to support the retail sector. Businesses are closing at an alarming rate and I would forecast that if no action is taken, a retail landscape will develop similar to the UK, where corporate brands are all that exists. We have a wonderful independent sector in Ireland that is world-class, it would be a shame to be the generation that witnesses its demise. I would encourage retailers to lobby their local representatives, the louder they hear it locally the more chance they will react. Our customers want us to survive, express your concerns with them also.”
A shiny new start
Established in 1990, Paul Sheeran Jewellers has experienced a journey akin to a roller coaster ride, marked by highs and lows, says founder Paul. “The most recent ‘down’ has been the pandemic, but something great glimmered and it turned into our latest ‘up,’ as it gave us a unique time to plan the opening of our new watch boutiques in Dublin. Located on Chatham Street (just o Grafton Street), they feature renowned brands like IWC, Panerai, JaegerLeCoultre, Cartier, Breitling and Tag Heuer, creating Ireland’s rst truly experience-driven watch retail environment. This has truly been a highlight to work on over the previous months,” he says. This has truly been a highlight,” he says. “With retail returning to normal post-Covid, we have normal business challenges with high-interest rates and so on, but I think Ireland is in a strong place right now. There are employment opportunities in a diverse range of successful businesses, both local and international, based here. There are also great tourism opportunities. We need our Government to nurture this, raise airport caps, encourage entrepreneurs, reduce the costs of doing business and welcome more people to visit for business and pleasure,” he adds of overcoming challenges, post-pandemic. And AI? “AI will a ect us, be it improving stock rotations or the written word, I’m not entirely sure how, but it’s coming!”
Dublin Royal Convention Centre, 1 Ship Street Great, Dublin 8. 21st May Book your Place Below
‘Time Well Spent’, a new podcast from AIB Merchant Services shines a light on heroes of Irish business who prioritise customer satisfaction, starting with Founder and CEO of Petstop, Anthony Gallagher
For AIB Merchant Services, customer satisfaction isn’t just a goal – it’s a key metric of success. ‘Time Well Spent’, a brand-new podcast from AIB Merchant Services, deep dives into the stories of Ireland’s retail heroes. The podcast uncovers the stories behind some of Ireland’s most successful retail ventures, from uncovering motivations to exploring the everyday practices that help maintain their customer relationships and deliver exceptional experiences both online and instore.
In the pilot episode, Founder and CEO Anthony Gallagher from Petstop, shares how he built his pet store empire. From humble beginnings sweeping the shop oor of multinational retailer Penneys to owning one of Ireland’s largest Pet Store chains, his journey means he has invaluable insights and experience. Anthony also shared his perspective on new technologies, speci cally how payment technology is reshaping the trajectory of his business. Growing
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his bricks-and-mortar store to the expansion of his online business, he shares, was propelled by a conversation with his daughter who was living in Wuhan, China just before the outbreak of Covid.
As a result, Petstop experienced an e-commerce explosion during the pandemic, with online sales growing from 10% to 30% almost overnight.
“Over the 28 years we’ve made lots of mistakes, but we’re still here,” he told the podcast. “We’re in a market leadership position, we’ve got a vision, but we’re only 10% on the journey.”
The series also introduces experts from AIB Merchant Services payment solutions, who expand on the ever-changing world of payments technology and what this can do for you and your business. From improving operational e ciency to
To listen to the full podcast, scan the QR code opposite with the camera function on your phone or search ‘Time Well Spent’ wherever you get your podcasts
managing cash ow, facilitating better security, business continuity, and customer experience.
Mícheál Ó Gruagáin, Head of E-commerce Product in Fintech at AIB Merchant Services, adds that exibility and innovation are key in a world where there must be a seamless integration between a business’ high street presence and its online o ering. “We develop with an eye to the future at all times. Whenever 1% of the customer base is ready to try something, we need to be there.”
Over the 28 years we’ve made lots of mistakes, but we’re still here. We’re in a market leadership position, we’ve got a vision, but we’re only 10% on the journey.”
Powered by AIB Merchant Services, Retail Excellence Ireland’s Retail Retreat, Ireland’s Largest Retail & E-commerce Conference 2024, takes place on May 21st. Two of its influential speakers discuss the influence the rapidly growing tech-sector has on the industry, from AI to social media
Dr. Aalok ShuklaCo-founder Implement AI
Combining technological and clinical expertise, Dr. Aalok Shukla has worked with AI since 2018 as part of the AI accelerator at Founder’s Factory. He is co-founder of Implement AI, a nextgeneration technology and training partner that supports organisations in understanding, selecting, and implementing AI systems and agents Alongside Dr. Shukla is co-founder Piers Linney, a former Dragon’s Den investor and experienced technology entrepreneur. Together, their goal is to guide companies to successfully integrate and maximise emerging AI capabilities.
“AI is transforming the retail landscape, o ering opportunities for businesses of all sizes. Now smaller and medium-sized retailers can deliver wholly new experiences that once only the largest companies could provide,” he says of how AI is shaping the industry.
There’s much debate and some uncertainty about its long-term impact, but its pluses can’t be underestimated, he adds.
“AI presents the opportunity to create more engaging customer experiences to help customers discover and try more products. Tools such as virtual try-ons or AI stylists / shopping assistants can help retailers
o er a more unique experience for customers that can lead to larger average purchases while delivering a more useful experience for shoppers. Retailers can increase the speed and quality of their customer support by using AI chat agents or AI voice agents to quickly and intelligently understand customer issues and then provide solutions.”
“The capabilities of AI are increasing rapidly and right now it can already see, hear, speak and write at a higher level than most people so it can unlock whole new possibilities,” he continues. “It’s important for business leaders to carefully consider the technology so they can identify their own unique AI advantage and plan for this AI- rst world.”
Managing Partner at Frankly, ExHead of Social Media for Ryanair Michael Corcoran, Managing Partner at Frankly has over 12+ years of experience in his eld. Prior to his current role, he ran Ryanair’s muchlauded social media. He does, he says, let his work do the talking. Below he shares his expertise on importance of a curated, careful social media strategy for retailers
“As professionals, we really need to start to think about the core role social plays for your brand or business,” he says when asked about social media’s in uence in a world of fast-growing AI. “If you try being all things to all people, you are more
than likely diluting your e ort. You can curate your content in a way that works for your brand – it doesn’t have to be 24/7 – and still have maximum impact.
Planning, strategy and processes are key to social media success, Michael agrees. “When I joined Ryanair, I was tasked with putting a planning strategy in place, building a team and an operation to execute that. And, of course, hopefully, try and make the brand as famous as it could be. I built the strategy rst, then recruited the team – our overall plans had to re ect what we wanted to deliver. So, we created the tools, the systems, and then the processes to try and execute that strategy to get the attention we were looking for.”
AI is new, intimidating and scary for many. For professionals, there’s a fear that their roles will become more redundant based on the introduction of how AI can do the work or the processes of certain people. But, like all evolutions in life, when new tech comes, new industries and new roles appear.”
And the big question: Will AI make composing copy for social media redundant? It is, he says, a layered answer.
“AI is new, intimidating and scary for many,” he continues. For professionals, there’s a fear their roles will become more redundant based on the introduction of how AI can do the work or the processes of certain people. But, like all evolutions in life, when new tech comes, new industries and new roles appear. So, people need to evolve with the times and look at how they will contribute, because AI will still require human intervention at some point.”
“Another plus is AI is also going to make the more di cult, laborious, mundane steps within marketing, communications and retail, much easier to do. And where the opportunity lies is with creativity. The weakest, non-innovative brands are going to struggle, because mediocrity is going to be taken out of the way –you’ll need to think outside the box to standout creatively among a sea of commercial competitors.”
Powered by AIB Merchant Services, The Retail Retreat, Ireland’s Largest Retail & E-commerce Conference, takes place on May 21 at The Royal Dublin Convention Centre, Dublin 8
Every business possesses its own dynamic culture, cultivated over time. Paul Cummins, CEO of SeaChange Ltd, an NFP Company, explores how a safety culture firmly embedded within your business can encourage greater employee satisfaction, improve employee wellbeing, and increase your organisation’s overall success
With work-related fatalities in Ireland increasing from 28 deaths in 2022 to 43 lives lost in 2023, it is vitally important that proactive measures are taken to stimulate engagement from the people who form the bedrock of your business operations.
What is Safety Culture?
Safety Culture is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to and the style and pro ciency of an organisation’s health and safety management.
What are the benefits of a positive safety culture?
• Safety compliance
maintain an open-door policy and encourage transparency without fear of repercussions. Conduct regular safety meetings and o er anonymous reporting options, such as placing safety suggestion lockboxes in each department. Provide regular feedback on growth, behaviours, incident rates and reporting.
4. Promote and reward safety ownership
• Decreased accidents, injuries, and lost time incident rates
• Increased productivity
• Employee engagement
• Employee retention
• Increased brand reputation
• Reduced claims and insurance costs
• Increased ROI (Return on Investment)
Here are ve e ective ways to engage your people in a positive safety culture:
1. Exhibit strong leadership Safety must be a core value of your organisation, with safe behaviours modelled from the top down. All are held accountable, and no one is exempt from safety policy, such as wearing PPE (personal protective equipment).
Lead by example and foster trust by demonstrating to your people that their wellbeing is an unwavering priority — you care about them and their safety.
2. Involve your people
Form safety teams, clearly de ne roles and responsibilities and establish goals and safety procedures. Host safety talks to further reinforce buy-in. Emphasise shared values and the importance of everyone’s participation in maintaining company best practices. Every person in your organisation plays an integral part in protecting themselves and their colleagues from harm.
3. Encourage open communication
Clearly communicate your company’s safety message. Make safety systems visual and easy to understand. Display these visual aids throughout your business premises. To create an environment hospitable to reporting safety concerns and near misses,
Encourage your people to take ownership of their own safety by involving them in identifying potential hazards and creating practical safety plans. Conduct regular safety audits and enlist their help in improving procedures. When employees feel empowered to take an active role in the safety process, they are more likely to take safety seriously. Remember to recognise and reward good behaviours like good housekeeping, to encourage investment in your company’s safety mission.
5. Provide ongoing safety training
Regular safety training sessions ensure your people understand the importance of safety procedures and the potential hazards they may encounter in their work. Training should be current, jobspeci c, and cover all aspects of safety, including equipment usage, hazardous materials handling, and emergency procedures.
Contact: Karen Hickey, Sales Manager, Karen.hickey@seachange-intl.com, 085 861 9499
As Irish businesses ramp up their artificial intelligence (AI), investments tools like ChatGPT are transforming the retail industry, says Ireland Website Design co-founder Nick Butler
This surge in generative AI use, highlighted by a recent Microsoft Ireland report, demonstrates that nearly half of Ireland’s enterprises now deploy these advanced technologies. With the country advancing its AI adoption and surpassing the EU average by 6%, according to research by ESRI, retail leaders really must consider how best to leverage this tech to maintain a competitive edge on a global scale.
Take product descriptions, for instance. ChatGPT rede nes how we write this crucial conversion copy, o ering better output than basic text generation.
Used strategically, AI content tools can help Irish retailers create richly-detailed descriptions that make clicking “add to cart” an easy choice – without the tediousness, talent, or time drain typically required.
With ChatGPT, creating product descriptions becomes irresistibly swift, straightforward, and scalable.
It delivers engaging content that aligns with rapid catalogue updates and new launches, helping retailers streamline content creation and maintain brand consistency across platforms. It also eliminates the need for duplicating supplier descriptions and ‘copycat’ content – which can seriously impact search rankings and product performance.
As consumers increasingly value authenticity, retailers must avoid generating content that, while quick to produce, could be too generic, failing to engage their audience.
We’re humans. Complex emotional beings who understand the nuances of language. This means we’re better at spotting AI-generated content than one might think. We may even lose trust with a brand because of it.
All in all, using tools like ChatGPT can do more harm than good without human creativity, strategy, and oversight.
To stay on the right side of AI history and protect customer loyalty, retailers adopting ChatGPT must be proactive in overseeing how natural language processing tools integrate with their branding e orts.
This involves regular updates and re nements to align
AI outputs with evolving marketing objectives, avoiding copy complacency, and keeping content fresh, relevant, and undeniably on-brand.
“As the founder of Ireland Website Design, I’ve been helping retailers establish their brand online and increase revenue for over a decade,” Butler explains. “With our e-commerce expertise, we partner with you long term to help you cultivate a powerful online presence and grow your business on a national and global scale.”
www.irelandwebsitedesign.com
In an interview with Retail Times, Ciaran McCormack, Managing Director of Select Technology Group, charts his impressive career journey so far
What steps led you to a career in the retail tech sector? I originally studied Film & TV at IADT. After nishing college, I was the Creative Manager of IADT’s move into educational development for education through Film and TV for FÍS. I led a new venture called ‘School in a Box’ during this time. Working so closely with Apple on this project led me to coach and train SMB and retail leaders in key strategic Apple channels, which then led me to accept a key role with Apple as the Commercial Channel Manager in doing so, growing and developing the APR (Apple Premium Reseller), AAES (Apple Authorised Education Specialists) and AAR (Apple Authorised Reseller) channel. Subsequently, I worked closely with Compu B (Select’s previous guise) and left Apple to become Compu B’s CEO in 2015. After years of doubledigit growth, we (myself, the Finance Director, the Commercial Director and the Retail Director) performed a management buyout of the business in 2021 and took it in its current direction. We acquired another Apple Reseller in the UK, which grew our footprint to 30 Apple locations across both countries and in December 2023, we acquired DID Electrical, one of Ireland’s most prominent electrical retailers, to grow Select Tech Group’s retail doors to over 50 locations across two brands in the UK and Ireland.
How have you found a demanding Managing Director role post-Pandemic? It’s been a whirlwind; like every business post-pandemic, we have had to adjust to growth and decline in di erent areas – sometimes quarter to quarter, not to mention everything else that has gone on in the world. But the main thing to remember is that people still value a great shopping experience, and in a post-pandemic world, that is just as vital online as o ine. People’s time is valuable, and they want to spend it in a place that gives them the best experience possible, and that’s what we lean into —ensuring that every customer who passes through our door or visits our websites is treated exceptionally. Whether dealing with shoppers, schools, or businesses, we are a people business, and I think it is vitally important for me as an MD to ensure our people are as skilled and trained as best as possible when dealing with today’s challenges. Over the past two years, our sta have completed over 15,000 hours of training, crucial to our business in a hybrid working world.
Any particular highlights and challenges over the last few months? The apparent highlight and challenge are the same: most recently, the acquisition of DID Electrical. When we purchased the business, we knew we were getting one of Ireland’s best-known and beloved brands. We knew we had a huge opportunity to bring a new shopping experience to their audience. However, I constantly remind people that ‘I don’t know what I don’t know’ and stepping into a multi-vendor world, having predominately dealt with one (albeit HUGE) brand was challenging for myself and the Select team. I’m delighted to say that even after just 100 days of
owning the business, those challenges are becoming strengths as we’ve combined teams and knowledge, and we’re rolling out phenomenal in-store and online changes. It’s an exhilarating time for us and our suppliers.
What advice would you give anyone hoping to lead their own business? It’s perfectly okay not to be the most knowledgeable person in the room, not to be the best at every single element of the skillsets required. Do yourself one favour: own your weaknesses and admit them, and then surround yourself with people who know more than you in those areas.
Finally, where do you see the business being in the next 12 months? What I know is our group is a di erent business every six months. If we learned anything about global impacts, it would have been nearly impossible to predict that many of them would come. What we have to do is control the controllables. Outside of that, I have views on where I want it to be and how we will currently get there with the economic climates we know. However, I am fully prepared that in 12 months, I might need to change that to adapt thoroughly. So, in 12 months, we will be willing and able to adjust to the next unexpected event.
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We ask managers of Fagan Toymaster Mullingar, Skechers Marshes and Nook and Cranny Gift Store, Portlaoise what makes them tick in and out of a retail setting
Fagans started as an o ce supplies/ newsagent in 1979 and started branching into toys a few years later. We are proud members of Toymaster over 20 years. We have expanded steadily over the years and now supply o ce furniture, stationary and of course toys all over Ireland and
sometimes further. I started working in the family business part-time while still attending school. After I studied sports and business at Technological University Dublin, it made perfect sense for me to become involved.
What was your last purchase? Football boots.
What is one thing you have done that has had a profound and positive effect on your business We became more active on social media and online which has opened more opportunities for us. We recently had a viral success on TikTok with the soccer bot video I created that reached 4.5 million views!
What’s on your bucket list? Travel the world.
What was your last favourite holiday? A city break in Krakow with a group of friends.
What is the greatest challenge currently facing your business?
The current challenge facing the toy business is the increasing competition from online retailers and digital entertainment. Many children are now spending more time on screens and playing video games which can impact traditional toy sales.
What is your greatest retail achievement? Our greatest business achievement has to be winning the independent toy retailer of the year award across the UK and Ireland.
What is your favourite retail store and why?
Skechers obviously! Standing on my feet ve days every week my shoes need to be comfortable and Skechers are perfect.
What was your last purchase? New arch- t Skechers. What is one thing you have done that has had a profound and positive effect on your business?
Bringing positivity into the store that I manage. My team is extremely important to me so keeping everyone positive each day is my focus. How do you achieve a work/life balance? Try to turn o when I leave work, turn o noti cations reply to emails etc in my own time. Have my next day planned out before I leave work so that I’m not planning it when I get home.
What’s on your ‘bucket list’?
Travelling is most important to me. Getting to see three or four di erent countries each year. What was your last favourite holiday? Tenerife was my last holiday. The plan is to head back again this year In the summertime.
What is the greatest challenge currently facing your business? Footfall for my store has been up and down. Some weeks it’s quite low, other it’s higher in comparison to last year.
What advice would you give one starting out in retail? Take each day as it comes. No two days are ever the same. Treat customers like you want to be treated when you go into a store.
What is your greatest retail achievement? My promotion to store manager. I started my journey as a sales assistant and have worked in every position in the store. Progression for me has been quite quick, which is great. I’ve now been there for just under ve years.
LORRETTA DUNNE, ASSISTANT MANAGER, NOOK AND CRANNY GIFT STORE, PORTLAOISEOriginally trained as a geo-surveyor, I found my passion for retail at Nook and Cranny and what started as a hobby quickly became a ful lling career.
What was your last purchase? A quirky pair of re engine red Marco Mareo shoes. I couldn’t resist them! What is one thing that has had a profound and positive effect on your business? Having a commitment to learning and evolving. I rmly believe that there’s always room for improvement, and our company is very proactive in seeking further training opportunities to expand our team’s knowledge and skills. The REI and Laois Enterprise O ce are excellent resources for us.
How do you achieve a work/life balance? I try to maintain a healthy work-life balance by nurturing my creative side outside of work. Knitting, crocheting, and sewing help me to unwind.
What’s on your ‘bucket list? To revisit Italy with my husband Martin and children (now adults!) For the pasta and the views…
What was your last favourite holiday? The rolling waves of the Atlantic are my ‘happy place.’
What advice would you give to anyone starting out in retail? My advice to anyone starting out in retail is to recognise that retail is so much more than just a transactional space. Be creative, stay curious and openminded and always focus on being better than the year before. What is your greatest retail achievement? Our greatest retail achievement is being honoured twice (yay!) on a national level at the prestigious AIBMS Retail Excellence Ireland Awards. In 2019, Nook and Cranny Gift Store was awarded National Gift Store of the Year, followed by winning National Lifestyle Store of the Year in 2023.
Precision and efficiency are the key to stocktaking! Whether you’re a seasoned professional or just starting, these five expert tips from Stocktaking.ie will help maximise yours
Gone are the days of manual stock counting. Invest in stocktaking software and mobile apps to simplify the process. With features like barcode scanning and real-time updates, technology can revolutionise your stocktake while still ensuring accuracy and speed.
As the saying goes fail to plan, and you plan to fail. Prepare a detailed plan for your stocktake. Outline the main areas, set deadlines for each, and allocate resources proportionately. A well-planned stocktake minimises surprises, reduces downtime, and keeps everyone on the same page.
Equip your team with the right skills and knowledge and ensure they are all invested in the result. Conduct thorough training sessions covering everything from proper counting techniques to software navigation.
Don’t wait for the annual stocktake to uncover discrepancies. Incorporate regular audits into your routine to keep tabs on your inventory. Monthly, quarterly, or bi-annual audits will help catch discrepancies early, allowing you to take corrective action before they spiral out of control. They will also make the annual stocktake more straightforward.
After the stocktake, the real work starts. Analyse the results, identify patterns, and pinpoint areas for improvement. It might be ne-tuning processes, tweaking work ows, or even moving categories, but this analysis will help in the long run.
2024 is the year to improve your stocktaking game. By embracing technology, planning meticulously, training your team, conducting regular audits, and analysing results, you’ll find everything becomes so much easier.
Stocktaking.ie
Johnston Retail Services originally known as Detectag Retail Services, embarked on a new chapter in July 2023 when it was acquired by the Johnston Fitout Group. Under the leadership of Garry Doyle, the company is poised for growth, both within Ireland and internationally
This innovative retailer-focused rm, specialises in equipping retailers with tools essential for maximising revenue and minimising losses with o erings centred around three core pillarsCustomer Analytics, Loss Prevention Systems and Digital Signage Innovations:
The Power of Analytics in Bricks-andMortar Retail
Retail Analytics serves as a pivotal tool for Brick-and-Mortar retailers. It e ectively closes the information gap between the comprehensive insights accessible from online stores and the
traditionally opaque physical store environment. Online retailers have bene ted from leveraging extensive data to ne-tune every facet of the shopping journey, whereas their Brick-and-Mortar counterparts have often operated without such detailed insights into customer numbers and dwell times etc.
This disparity is addressed by the Customer Analytics solution o ered by Johnston Retail Services, which equips physical retailers with the level of detailed, actionable data that online platforms regularly utilise. Through the strategic application of Retail
Analytics, physical stores are not only able to enhance their competitive edge in the digital era, but also deliver unique, personalised shopping experiences that meet modern consumer expectations.
Revolutionising Loss Prevention with Vision247
One of the standout security innovations from Johnston Retail Services is Vision247, a cuttingedge solution leveraging arti cial intelligence to enhance in-store security. This system continuously monitors CCTV footage across the
Services has also set a new standard in digital signage with their introduction of super-slim 55” free standing digital displays.
store, employing AI to detect theft or suspicious activities in real-time. Upon detection, it instantly noti es store management, enabling rapid response to prevent loss. With the recent announcement from the CSO that over 50% of thefts reported to Gardai occur in a retail setting, it is now more important than ever that retailers have access to the most up to date tools to tackle this growing problem.
Johnston Retail Services has also set a new standard in digital signage with their introduction of super-slim 55” free standing digital displays. These screens, heralded as the slimmest in the market at just 25mm thick, are designed for both single and dual-sided displays.
Coupled with Johnston’s market leading Content Management System, which managed over 33 million hours of content last year, they o er retailers a sleek, e cient way to engage customers with dynamic content, from promotions to crucial store information.
Addressing the issue of trolley walkout theft, Johnston Retail Services has introduced Gatekeeper, a solution designed to physically prevent the unauthorised removal of goods in trolleys from stores. This system is crucial for retailers, as it directly impacts pro tability; a loss of €200 in goods requires an additional €4,000 in sales to compensate. Gatekeeper stands as a testament to Johnston Retail Services’ commitment to developing solutions that not only prevent loss but also enhance overall pro tability.
Johnston Retail Services, with its innovative solutions and customercentric o ering is at the forefront of transforming the Irish retail landscape. By focusing on customer analytics, loss prevention, and digital signage innovations, the company is empowering retailers to thrive in a challenging market.
They have recently opened a state-ofthe-art showroom in Bluebell, Dublin 12 where you can experience all they have to o er.
To nd out how they can help you, please contact sales@retailservices.ie or call 01 281 8110
We ask Sean Gleeson, Digital Manager of mccabespharmcy.com and Fiona Dillon, E-commerce Manager of obrienswine.ie for some of their tricks of the trade when it comes to success in the online retail sector
Sean Gleeson
Digital Manager of mccabespharmcy.com
How was 2023 trade wise for you online? Really good, especially as we traded well while managing a full website re-platform as well as lot’s of new partnerships in 2023.
What is your favourite recent purchase? A secondhand original 1974 vinyl copy of Steely Dan’s album ‘Pretzel Logic.’
What is your outlook for 2024? Optimistic, we’ve a great team with a positive mindset, and we are always thinking about and working on ways to improve and grow.
What one area of focus would you recommend for growth? Get the basics right. It sets you up for growth and helps to avoid wasting money. What is one Ad channel you are exploring further? Email. It’s not an ad channel per se, but we are trying to replace our reliance on paid advertising with email.
One Book or Podcast recommendation? ‘Word In Your Ear’. It’s a music podcast made by two crusty old dudes, so it’s right up my street. Favourite time saving work hack? “Well done is better than well said,” from a conversation I had 10 years ago with my pal Paul Kealy’s dad Tony, about his +40 years in retail. To this I’d add, value your time, keep things simple, and don’t run towards res.
Final Death Row Meal? Hopefully this won’t materialise, but I don’t know if I’d be able to eat!
Pineapple on a Pizza? Absolutely not, this is heresy. Tea or Coffee? Co ee in the morning, Tea in the afternoon. Where are you going on your next holiday? London in June to see Taylor Swift (with wife and daughters!)
How was 2023 trade wise for you online? As it was the rst full year post-pandemic, it was interesting to see where we stood in terms of customer shopping habits, on and o ine. Overall, we were happy, especially over the festive period, and we have targeted new opportunities for growth in the coming years.
What is your favourite recent purchase? This might be cheating, but I bought one of our newest wines, Scorpius Sauvignon Blanc. It was a real hit with guests, and an excellent price too! It’s an ideal wine for the summer.
What is your outlook for 2024? We’re in a strong position for 2024 but there is a lot more work to do! There are exciting plans in the works at O’Briens to make the business a much more omnichannel environment. Watch this space! What one area of focus would you recommend for growth? Understanding your customers and their ever-changing shopping habits, on and o ine. Data is getting trickier with a cookie-less future ahead, so being on the ball with rst party data capture has never been so important. Focus on segmentation and on being authentic in how and where you speak to your audience.
What is one Ad channel you are exploring further? Anything and everything video! TikTok and YouTube Shorts are two we’ve just started exploring, along with optimising Meta Reels and Stories.
One Book or Podcast recommendation? I just love ‘The In nite Monkey Cage’ – you can learn and you can laugh. Favourite time saving work hack? Take 15 or 20 minutes at the beginning of every week to plan out your task list – be organised and you can get so much more done.
Final Death Row Meal? Oh, that’s tricky! I suppose it would depend on the wine…
“We have observed this quarter that employers are no longer willing to exceed their package o erings in their quest of lling their vacancy. This shift marks a signi cant departure from the recruitment landscape of 2022/2023, where the urgency to ll management positions amidst widespread talent shortages drove companies to hastily extend generous salary and bene t packages to secure candidates.
As the quarter comes to an end, Excel Recruitment has noted the minimum pay increases has undoubtedly contributed to the upward movement for entry-level roles. The same cannot be said for mid and high-level management positions, where the allure of competitive salaries has waned amid a more cautious approach to recruitment. The plateauing salaries observed in the rst quarter prompt the question of whether this trend will persist throughout 2024.
In 2023, the recruitment frenzy in the retail sector was characterised by a sense of urgency and panic, as companies raced to ll management vacancies amidst acute talent shortages. Recruitment partners of Excel Recruitment were inundated with requests to expedite the hiring process, often resorting to o ering in ated salary packages and bene ts to secure candidates who were simultaneously elding multiple job o ers.
clients, who are taking longer to review applications and extend o ers. This newfound prudence re ects a desire to ensure the right t for the role and explore alternative options before committing to a hiring decision.
However, a cautious approach comes with its own set of challenges. In a job market that’s thriving and where skilled individuals are highly sought after, delays in making job o ers can lead to frustration for both candidates and companies. This situation risks alienating potential hires and leaving businesses disappointed if they’re unable to secure their top choices. Striking a balance between certainty and expediency is paramount in navigating the delicate dance of recruitment, especially in an industry as dynamic and competitive as retail management.”
So is this good or bad news? Aislinn says it’s an opportunity.
“While the salary plunge in retail management may signify a paradigm shift in the industry’s hiring practices, it also presents an opportunity for re ection and adaptation. By embracing a more measured approach to recruitment, companies can ensure they nd the right candidate for the role while remaining mindful of the need for agility and responsiveness in a rapidly evolving job market.
to 2024, with the number of jobseekers per job up 41% in the same period. The number of retail management jobs was also up 17% in February 2024 when compared to February 2023, highlighting the active and competitive nature of the market in rst quarter of 2024.
We are also seeing a trend of delayed interviewing, decision making, and o ers; therefore, there is an increase of o ers being rejected due to timing, and candidates have already secured another role. We encourage all recruitment and hiring partners to:
• Ensure all decisions regarding the role, job responsibilities, reporting structure, and required experience are nalised before initiating the recruitment process.
• Have the complete package ready to o er, including salary, bene ts, and any additional perks, to streamline the hiring process.
Once this has been decided and agreed, the interview process should in fact move quickly with hopefully the ideal and perfect candidate.”
However, the landscape has shifted in the current quarter, with employers adopting a more deliberate and considered approach to recruitment. While roles are still being registered and candidates interviewed, there is a palpable sense of caution among
Certainly, if we were to review in numbers, we are seeing an increase in applications and an increase in new candidates coming to the market interested in hearing more about the roles on o er. We have seen the number of retail management jobseekers almost double when comparing February 2023
Since 2002, Excel Recruitment have built a strong network of retail professionals and expertise in understanding the specific needs of the retail industry. I f you need recruitment assistance, you can contact Aislinn Lea on 086 8073544 or aislinn@excelrecruitment.com
In the fast-paced world of retail management, where talent acquisition often hinges on competitive compensation packages, salaries on offer are stabilising. Aislinn Lea at Excel Recruitment examines what this means for businesses recruitment
KPMG believes retail is facing a third wave of digital disruption. In the multichannel age, different routes to market operate largely independently, as silos. In the omnichannel age, enabled by data analytics and AI, retailers began building bridges across these silos to encourage them to work together. With seamless commerce, we are now entering a further evolutionary wave. Keith Watt, Head of Retail & Manufacturing, explores key drivers for retailers to capitalise on seamless commerce revolution
What is seamless commerce?
Seamless commerce is a way of organising commerce which recognises that Inspiration, Exploration, Choice, Transaction, Receipt (and potentially Return) all happen across multiple channels; online and o ine are interwoven; online is not just a website or app, and physical store includes digital interaction. To provide consumers with a truly seamless commerce experience, retailers need to take an end-to-end view of their operation, still making the same day-to-day decisions but through a fundamentally di erent lens.
4 Key Drivers
Seamless commerce necessitates the evolution of established retail business models, integrating best practices from both o ine and online realms into a cohesive, customer-centric organisation. We believe that retailers who focus on 4 of the capabilities from our Connected Enterprise Model can help organisations evolve towards seamless commerce:
1. Customer-Aligned Leadership and Workforce
2. Depth of Insights from Organisation-wide Data
3. Investment in Digitally Enabled Technology Architecture
4. Innovation in Products and Services
Innovative products and services
Insightdriven strategies and actions Seamless interactions and commerce Responsive operations and supply chain Integrated partner and alliance ecosystem Digitallyenabled technology architecture Aligned and empowered workforce
2x Impact
Experiencecentricity by design
Customer-Aligned Leadership and Workforce
In the world of seamless commerce, traditional industry metrics, centred around products and channels, must give way to a consumer-centric approach. Key performance indicators (KPIs) now revolve around metrics such as
cost-to-serve, share of wallet, customer acquisition costs, and customer lifetime value. To succeed, leaders should consider the following questions:
1. Does your operating model put a seamless commerce experience for consumers before products and channels?
2. Do you need to create a new leadership role that ultimately can focus on bringing the front, middle and back-o ce together in service of seamless commerce?
3. What metrics do you set, report on and reward to enable an organisation-wide focus from your leaders and managers?
Insight-driven organisations leverage data to anticipate and adapt to evolving consumer needs e ectively. Seamless commerce demands a transition from siloed data to a shared model accessible to all. Establishing a silo-agnostic data asset, integrating data across the organisation, serves as a foundational step. This journey progresses through phases, culminating in data analytics and AI-driven capabilities to predict consumer behaviour, forecast demand, and personalise o ers e ectively. To succeed, leaders should consider the following questions:
1. Where does your data reside, how good is it and how easy is it to access?
2. What does your organisation need to change to enable you to develop a single view of the consumer?
3. Have you undertaken a thorough risk assessment of your data ecosystem, governance etc?
A truly connected organisation architects and engineers intelligent digital services and platforms to deliver seamless customer experiences cost-e ectively and securely. Technologies like AI enable retailers to develop a uni ed view of stock, orders, and shoppers across channels, enhancing inventory management and customer satisfaction. Historically, retailers have typically spent around 1–3% of revenues on technology, we predict this may need to more than double to between 4–8 % of revenue if the retail sector is to ourish.
To succeed, leaders should consider the following questions:
1. What percentage of your revenue are you investing in technology? If it’s below 3 percent (1-3% being the historic average retailer spend) how will you go about changing this?
2. Do you understand the relationship between your investment in real estate and customer value?
3. What speci c AI user-cases have you or are planning to test?
in Products and Services
Compelling customer value propositions, combined with the right mix of pricing, products, and services, drive pro table growth in the era of seamless commerce. Adopting a customer-centric view allows retailers to re-evaluate their product portfolio across channels, leveraging data to optimise assortments and personalise o erings. To succeed, leaders should consider the following questions:
1. How connected is your product, price and promo elasticity across your di erent channels?
2. Have you explored range and assortment optimisation as a potential e ciency un-locker?
3. Do you have a social commerce strategy, and if so, how integrated is it in your seamless commerce strategy?
Truly seamless commerce requires cultural, structural and technological change. Tomorrow’s successful retail businesses should embrace the relentless focus on the customer and the organisational and technological integration this requires. You can read KPMG’s full report Towards Seamless Commerce which assesses the present state of play in Australia, Brazil, Canada, China, Germany, India, the UK and the US.
KPMG provides end-to-end FinTech services from strategy to implementation. Combining our industry insights and cross functional experience, our team of strategy, risk compliance, tax, audit, and emerging technology professionals are ready to help you.
March 7th finally saw the longawaited publication from the Workplace Relations Commission (WRC) of the Code of Practice for Employers and Employees on the Right to Request Remote or Flexible Working arrangements. Tommy Smyth details key aspects employers need to be aware of
A code of practice from the WRC is not strictly law however, if ever referenced in a legal hearing before the WRC or Labour Court, the contents are admissible and employers must realise it will be expected that they take the provisions of this document seriously and follow its key steps.
The rst thing to say is that this document is substantial and detailed. This article serves only to introduce employers to this document. All employers will have to ensure they read, understand and transpose this document into their terms and conditions of employment.
Many employers have already created an internal policy for ‘Remote Work’ or ‘Working from Home’. As we have advised clients over recent years, such policies were only ever interim or ‘holding’ policies and would always be subject to review once the Code was published. This review will now commence with the title of any policy. Employers should establish a ‘Work Life Balance Policy’.
Areas that must be covered under this policy include:
• Introduction: The introduction should set out the organisation’s commitment to supporting work life balance for employees.
• Role Eligibility: The wording in the policy should clearly set out who this policy is applicable
to. This wording should also be incorporated into existing policies.
• Employee Eligibility: The policy should outline employee suitability requirements and service requirements that an employee has to meet before being considered for remote/ exible working arrangements.
• Health and Safety: Employers should ensure they meet their obligations under the Health, Safety and Welfare at Work Act 2005 in relation to remote working. Employees should also be reminded of their obligations regarding their own safety and the safety of others in their workspace.
• Working Arrangements: The policy should identify the di erent types of remote working arrangements that would be open to consideration by the organisation. This may include working from home full-time, hybrid work or the occasional use of work hubs. Limits or restrictions on where remote work can happen can be considered. In relation to exible working, the policy should also outline any other types of working arrangements that may be considered by the
company such as part-time work, job sharing, exitime and compressed working hours.
• Flexibility: Employers should set out their expectations of employees regarding their exibility to meet the needs of the business.
• Anchor/Onsite Days: If an organisation requires xed days on site where employee’s attendance is mandatory, this should be clearly outlined in the policy.
• Working Hours: Employers should set out clear working hours during which employees are expected to be available when working remotely and be conscious of breaks and the right to disconnect.
• Working Environment: Employers need to inform employees whether there will be an assessment of their remote working location to ensure its suitability for work. Employers should list what will be assessed.
• Costs and Expenses: Employers should also consider any costs and expenses,if any, that may be associated with remote/ exible working arrangements and any speci c reimbursements that may be due to employees.
• Tax: The policy should inform employees how remote working may impact their tax liabilities.
• Jurisdiction: The policy should outline the geographical/ jurisdiction scope in relation to remote and exible working arrangements to manage employees expectations.
• Review: The employer should include a provision in the
policy to allow the employer to review and update the policy as required.
• Other Company Policies: The company should outline in the policy how other policies such as performance management, sickness/absence, training and development etc will operate in conjunction with remote/ exible working.
The Code very clearly sets out the application process and the quite strict expectations on both parties. Employees submitting a request for exible working arrangements in order to care for someone with a serious medical condition must comply with the following:
• Employees must submit their request for exible working as soon as reasonably possible but no later than 8 weeks before the proposed start date.
• A request for exible working arrangements must be submitted in writing and signed by the employee. An online application can also be completed and accepted for consideration.
• A request for exible working arrangements must include the following information:
• The form of exible working arrangements being requested.
• The proposed start date of the exible working arrangement.
• The proposed duration of the exible working arrangement.
• Employees that are requesting exible working arrangements may be required to provide the following documentation to their employer:
• Details of the person the request for exible working for caring purposes relates to.
• In the case of a child, a copy of the child’s birth certi cate/ certi cate of placement for registered adoption agency/ Tusla.
• In the case of another speci ed person who is not a child but requires signi cant
care or support for a serious medical reason, the employee should state the person’s relationship to the speci ed person and the nature of the care/support required and provide evidence that the speci ed person is in need of signi cant care/support. Relative evidence may include a medical certi cate for the speci ed person to demonstrate that signi cant care/support is required.
Employees submitting a request for remote working arrangements must comply with the following:
• Employees must submit their request for remote working arrangements as soon as reasonably practicable but no later than 8 weeks before the proposed start date.
• A request for remote working arrangements must be submitted in writing and signed by the employee or submitted through an online application to the employer.
• The application for remote working should include the following information:
• Details of the remote working arrangement e.g. number of days and which days.
• Proposed start date and end date (if applicable) of arrangements.
• The reason for remote working.
• The employee must provide any additional information that the employee may reasonably require as part of the employee’s request.
When considering an application for exible or remote working arrangements, the employer must take the following into account:
• Their own needs and the needs of the business.
• The needs of the employee i.e. their reasons for requesting remote working.
• The requirements of the Code of Practice
An employer that receives an application for exible/remote working should reply as soon as reasonably practicable but not later than 4 weeks after receiving the application. In certain circumstances an employer may extend this period to a maximum of 8 weeks.
Within the rst 4 weeks of receiving an application for exible/remote working, an employer must either:
• Approve the request and include the signed agreement by both parties with details of the arrangement.
• Refuse the request in writing notifying the employee that the request has been refused and the grounds for the decision, or
• Provide notice to the employee stating that more time is required to review the request. As stated, this is a new and comprehensive document but all employers will need to consider it fully and, even if you operate in an industry such as retail or hospitality where remote working may not seem naturally aligned, create an appropriate policy for dealing with any requests that may come for exible or remote work.
TSA are available for any REI members who may require our support in updating any Company speci c policies to meet the requirements of this Code of Practice
Tom Smyth & Associates.
P: 021 4634154 E: info@tsaconsultants.ie W: www.tsaconsultants.ie
Please note all information above is correct at time of print. This brie ng is for general guidance only and should not be regarded as a substitute for customised, situational advice. Such advice should always be sought before acting on any of the matters discussed.
Audit, Tax, Advisory KPMG Claire Davey
& Consulting Services www.kpmg.ie claire.davey@kpmg.ie
Boost Mobile Signal Instore Stella Doradus
James Browne
www.stelladoradus.com sales@stelladoradus.com
Branding & Retail Design TapCreative Niamh Higgins
www.tapcreative.ie niamh@tapcreative.ie
Broadcast Media Sky Media Ireland AJ Crinion
www.skymedia.ie aj.crinion@sky.ie
Business Loans Grid Finance
Greg Baur
www.gridfinance.ie greg@gridfinance.ie
Cash Handling Solutions Glory
David O’Meara
www.glory-global.com david.omeara@glory-global.com
Cash Logistics Services GSLS Paul Cahill
www.gsls.ie pcahill@gsls.ie
Consumer Market Customer Perceptions & Optimum Results Emma Harte
Research & Training www.customerperceptions.ie emma.harte@customerperceptions.ie
Customised Paper Cups CupPrint
Terry Fox
www.cupprint.com sales.ireland@cupprint.com
Digital Marketing Agency Core Optimisation Caroline Dunlea
www.coreoptimisation.com caroline@coreoptimisation.com
Digital Signage Stacked
David Moriarty
www.stacked.ie david.moriarty@stacked.ie Domain Name Registration IE
www.weare.ie
E-commerce AI Technology Shopbox AI Alan Gormley
www.shopbox.ai alan.gormley@shopbox.ai
E-commerce Agency StudioForty9 Ger Keohane
www.studioforty9.com ger@studioforty9.com
E-commerce Agency Ireland Website Design
Nick Butler
www.irelandwebsitedesign.com nick@irelandwebsitedesign.com
Electronic Security Solutions Convergint Stephen Carbery
www.convergint.com stephen.carbery@convergint.com
Employee Workforce Timepoint
Colin Ryan
Management Solutions www.timepoint.ie colin@timepoint.ie
Energy Advisory Service Sustainable Energy Authority of Ireland Sara Norris
www.seai.ie sara.norris@seai.ie
Counting, Digital Johnston Retail Services
Signage & Loss Prevention www.retailservices.ie garry.doyle@retailservices.ie
Solutions, Phone Radius Technologies
Systems & Security www.radius.ie jerryb@radius.ie
www.jobs.ie
www.sor-solicitors.ie jsherwin@sor.ie
Store Assessments www.crestireland.com michele@crestireland.com
www.aibms.com jonathan.mahon@aibms.com
www.paycheckplus.ie Ciaran.mccormack@iris.co.uk
www.seachange.ie
and Retail Design Johnston Shopfitters
www.johnston-shopfitters.com sbrennan@johnston-shopfitters.com
www.stocktaking.ie sharonk@stocktaking.ie
www.weareplanet.com Tom.sharkey@weareplanet.com
