Horizon 2020: Supporting transformation in the agri-food sector


There were multiple challenges, including a substantial amount of EU politics at the start with many partners wanting to take the lead, but we were determined to keep DEMETER rooted in Ireland.

Kevin Doolin, Co-ordinator of the DEMETER project and Director of Innovation at Telecommunications Software & Systems Group

Overview:

  • TSSG, part of the Waterford Institute of Technology, is leading a project that aims to transform Europe’s agri-food sector through the rapid adoption of advanced Internet of Things technologies, data science and smart farming.
  • The DEMETER project is being significantly funded by the European Union’s Horizon 2020 research and innovation programme.
  • With 60 partners, 18 countries and 20 pilots, DEMETER is one of the largest Horizon 2020 projects coordinated by an Irish entity and is expected to have significant impact across the agri-tech sector in Europe, and beyond.

The European Union has identified smart farming as a key component in supporting sustainable agriculture and food production, protecting natural resources and boosting food safety. At the heart of this is the need for new technology and standards to achieve full supply chain interoperability.

This is the subject of DEMETER, a large-scale, €17.7m Horizon 2020 project involving 60 partners across 18 countries, 6,000 farmers and 38,000 devices.

At the helm of DEMETER is Kevin Doolin, Director of Innovation at Telecommunications Software & Systems Group (TSSG), an internationally recognised centre of excellence for ICT research and innovation and part of the Waterford Institute of Technology.

“The situation now is that you have various different elements in the agri supply chain – machinery, warehouses, trucks, sensors and so on – but none of these systems talk to each other so it’s impossible to get a holistic view from farm to fork,” explains Doolin.

“With DEMETER we’re trying to connect those elements, so we’re developing new industry standards, writing software for platforms and building interfaces.”

DEMETER’s goal is nothing less than the digital transformation of Europe’s agri-food sector and it includes a series of 20 pilot programmes that aim to demonstrate the impact of the technology.

A key deliverable is the DEMETER Dashboard. “This will give farmers an instant update on the status of their farm. It’s a precision support system that provides information to assist decision making, and increase productivity and efficiency,” says Doolin.

 

 

The Horizon 2020 process

The first step in the Horizon 2020 process is building the consortium, which Doolin did using his extensive network of contacts and the opportunities afforded by networking events run by the Commission.

“It’s important to identify a core set of partners that you can rely on to help write the proposal. Within DEMETER there are about 10 partners that did most of the heavy lifting on that, and then we drew on expertise from the other partners when required.

“We also engaged quite heavily with Enterprise Ireland’s National Contact Points who were able to introduce us to additional partners. And the EI financial support we got to write the proposal was really important.”

As a highly experienced Horizon 2020 co-ordinator, Doolin was aware of the challenges a project of this size, one of the largest ever coordinated by an Irish entity, presents.

“There were multiple challenges, including a substantial amount of EU politics at the start with many partners wanting to take the lead, but we were determined to keep DEMETER rooted in Ireland,” says Doolin.

Co-ordinating 60 partners is an ongoing challenge but one that is mitigated, says Doolin, by having good work package leaders.

“Each Horizon 2020 project is structured into a number of work packages with specific roles. If you have a good team of work package leaders you can leverage them very heavily to co-ordinate the overall effort.”

Moreover, the challenges are offset by the benefits.

“Horizon 2020 enables us to engage in large-scale work, with a substantial group of partners from across the agri supply chain. We have access to technology providers, research and academic experts, real works users and policy makers,” says Doolin.

 

Walk before you run 

Involvement in a Horizon 2020 project can be as a partner organisation or as co-ordinator. Doolin strongly recommends starting as a partner.

“I estimate the level of work involved in being a participant versus co-ordinating to be about 1:10, so I think the best place for institutions to start is by partnering on a proposal and maybe taking a work package leader role where you’re involved in writing the proposal. After you’ve done a few projects you can go down the route of co-ordination, starting with a small project.”

Doolin also advises engaging early with Enterprise Ireland to find out the project topics that are coming up in the next Horizon round of funding, and starting to build the consortium before the Commission launches the call for proposals.

“After the call you’ve only three months to write the proposal, which isn’t a lot of time,” he says.

“It’s also important to tell Enterprise Ireland what proposals you’re writing or you can end up in a situation where different entities in Ireland are writing competing proposals when in fact we should be collaborating. Enterprise Ireland is the mechanism for bridging that gap.”

Within the DEMETER project €1m of funding has been reserved to be given out to new partners who want to join the programme.

“We’ll be issuing our own mini-calls for proposals starting on September 16, inviting SMEs and farmers and so on to come up with a small project idea that will test elements of DEMETER in different scenarios.

“These open call projects are something that I think industry in Ireland needs to take advantage of. It’s a really good way for companies to get into Horizon 2020 and get quite a bit of funding to do just one trial of the technology.”

For advice or further information about applying for Horizon 2020 support please contact h2020support@enterprise-ireland.com or consult www.horizon2020.ie

Empiric Logic: Pivoting your business plan in the wake of Covid-19

When the Covid-19 crisis hit, High Potential Start Up, Empiric Logic, repositioned the business to address new challenges

Key Takeouts

  • High Potential Start Up ‘Empiric Logic’ hit by Covid-19 as they prepared for seed funding
  • CEO Gareth O’Sullivan applied for Enterprise Ireland’s ‘Business Financial Planning Grant’ which heled the team to re-evaluate their planning in the wake of Covid-19
  • Empiric Logic was able to connect with a local advisory company with a substantial background in business planning and finance

Covid-19 has thrown up an unprecedented number of challenges for every business, particularly start-ups that could be at the very beginning of their business plans and in the early stages of establishing a flourishing business. For a company established in 2019, 2020 could have been the year in which they raised funding, developed further their product range, and got their offerings in front of potential clients through meetings, trade shows and more. All that was thrown into jeopardy by Covid-19.

To help clients navigate through this challenging time, Enterprise Ireland (EI) is offering a Covid-19 ‘Business Financial Planning Grant’, which provides financial support of up to €5,000 (100% grant funded) for engagement with an approved third-party consultant. The offer is designed to encourage companies to be proactive in developing a detailed financial plan that identifies funding needs and potential sources of funding. This allows the client work with an expert to prepare a detailed financial and business plan with forecasts and assumptions to help reposition the business to address challenges presented by  the Covid-19 crisis.

One EI client that has availed of the grant is Empiric Logic, a High Potential Start Up (HPSU) company that began trading in August 2019. “Covid hit us at a time when we were aiming to onboard a number of new customers,” explains CEO Gareth O’Sullivan. “We also had some existing customers with whom we were hoping to extend contracts. In addition, we were in the middle of preparing for seed funding. So it really couldn’t have happened at a worse time.

“We’ve lost a couple of customers; thankfully our business has increased with another. But the uncertainty has also led to a lot of investors holding off on new investments – so it’s been very challenging.”

Empiric Logic is a software as a service bioinformatics company that provides a platform to enable organisations derive greater value from their biologically generated data, solving many of the challenges associated with aggregating, correlating, analysing and gaining valuable insights from complex health-related data. The company has already won a number of significant clients, including Open Orphan, a rare disease and orphan drugs pharma services company. With a significant role to play in supporting the more accurate, faster and more secure development of drugs and treatments, the platform offered by Empiric Logic is even more important during this time.

“Essentially what we’re doing is analysing data on behalf of other  companies and providing a platform to enable owners of data get more from it,” explains Gareth. “Our [main] target market is obviously pharmaceuticals and the medical space. We pivoted slightly to look at some Covid-related data analytics, to see if we could offer something there. One of our existing customers and a potential new customer are looking at Covid-related treatments, and we’re hoping to help them with their data.”

The importance of flexibility

While the pharma space is understandably important for a company like Empiric Logic, flexibility is vital for a start-up, and so Gareth and his team have spent a lot of time looking at how their platform can be used in a variety of other sectors. “From our perspective, we see applications for our product across a wide range of verticals as well as pharma. We’ve looked at areas where we can support companies working in the medtech sector, biotech, nutrition, foodstuffs, even further into biothreats – we recently completed a pathogen analysis proposal to help analyse viral and bacterial presence in an environment.”

The need to be flexible has taken on a whole new importance in 2020, when everyone’s plans simply flew out the window. “We had just come through the review with EI, and we intended to hopefully raise some funding early in 2020, which would give us six months to build the platform out more substantially and take it to market in Q4; go to events, get in front of potential clients and showcase the platform. But as a result of Covid, this has all changed. We have tried to maintain contact as best we can though Zoom meetings and phone calls – but none of that is a great substitute for networking and face-to-face meetings.”

Gareth was encouraged to look at the €5k Business Financial planning grant, which was approved quickly and proved invaluable. “We’d done some rudimentary business plan development; this was offered as a way to re-evaluate your planning in the wake of Covid-19, and we felt it was a great opportunity to revamp our business plan. And it worked well for us – it was a very useful process. It also helped us connect with a local advisory company; up to that point we had been managing our books with a book keeping service, but this process allowed us work with a company that had a more substantial background in business planning and finance.

“EI is a lifeline during times like this; the Business Financial planning grant grant is just one of the many supports offered, and it’s helped refine our message to potential investors.”

This grant enabled Empiric Logic to look at Covid as simply a bump on the road in terms of their business – getting that expert insight and practical advice has helped the company plan for a brighter and more secure future, with more clients across more sectors. Most recently, Empiric Logic was approved for a feasibility grant, which they will use to investigate other sectors for their platform. “We’re in contact with a medtech consultant, and we’re hoping to develop more substantial use cases for our platform that enables us to prospect into verticals other than biotech and pharma, which predominantly we’ve been focused on until now.”

Click here for more information on the Covid-19 Business Financial Planning grant

Global Ambition – Industry Insights webinar series

Enterprise Ireland will host a series of Global Ambition – Industry Insights sector focused webinars for clients, to deliver market intelligence on the evolving international export opportunities across global markets. The five sector market webinars will focus on:

  • Construction – 15th September, 9:30am – 10:45am

  • Lifesciences – 15th September, 2pm – 3pm

  • Travel Tech – 16th September, 3pm – 4pm

  • Agritech – 17th September, 11am – 12pm

  • Consumer Retail – 17th September, 2pm – 3pm

 

This webinar series will draw on Enterprise Ireland’s unique insight into key markets for Irish exporters lead by the Market Advisor in that sector and will explore crucial issues such as relationship strategies and the shift in consumer behaviour in the context of Covid-19.

You can register using this link. You can register for multiple webinars and all registrants will receive a copy of the webinar recording and slides.

Digital communication – the key to success in North America in the context of Covid

The ongoing Covid-19 global pandemic has thrown up many challenges for companies worldwide. For Irish companies exporting to North America, these challenges have varied widely from sector to sector, but some, such as remote working, communication with clients, difficulties in finding new business, establishing sales pipelines and cash flow issues have been identified as common. As such, a basic roadmap to recovery has been drafted by Enterprise Ireland (EI) to help companies navigate through this uncertain time.

“The roadmap is a framework,” says Sean Davis, Regional Director for North America at EI, “but what’s interesting is that it extends across many, if not all sectors.”

There are three stages to the roadmap, and it’s backed up by EI supports to get companies into stages two and three:

  • Stabilise – protect your business, maintain operations and retain employees
  • Reset – adapt your business, plans and operations to new conditions
  • Recover – Restart innovation and capitalise on early demand as recovery develops

Communication is key

One major issue that affects every stage of the framework is communication. Many companies found themselves scrambling to deal with a workforce that suddenly became remote. Face-to-face meetings became impossible, and in the North American market, different time zones and inability to travel became massive issues for Irish companies – and so setting up successful and secure online communication technologies became key.

Dr Martyn Farrows, COO of Soapbox Labs, explains that the communication issue is not just an internal problem, but also extends to your customers and potential clients. “For us, as an online business, we were very comfortable with using many of the technologies available to us, such as Slack, as we had already had them set up internally. That situation was put into very stark contrast with the market. Our business has a very regular 12-month rhythm as we do a lot of work with the education sector, so when this kicked off in February/March, we were right into our development phase and two very big customer networking events in North America were cancelled as a result of Covid. So we had to react very quickly as to how we could communicate with our clients and how we could support them as they adapt to a remote learning environment.”

But there are positives. Because this is a global problem, everyone has the same communication issue – and Sean explains that in a way it’s a great leveller for companies, as location becomes less of an issue when face-to-face meetings are not possible for anyone. “We also had a good call with Professor of Innovation and Entrepreneurship at the Kellogg School of Management, Northwestern University.  Following research work with a large number of North American companies, the conclusion is that we’ve actually crossed the digital rubicon in terms of our movement towards digitalisation and this new virtual environment.

“Maybe one of the benefits of Covid has been that push of the technological envelope, leading companies to utilise technology in a more utilitarian way.”

Adapting your business

For every company, there is a real need to adapt to the new market conditions, and answer any individual challenges that present themselves to the company. John Power is the CEO & Managing Director of Aerogen, a company that manufactures the only product that delivers drugs via a closed-system aerosol on ventilated patients, so he experienced great demand as the crisis took hold. “In the second two and a half weeks of March we received orders equivalent to the orders received in the first half of last year. But that meant we had to ramp up our manufacturing at a time when the world in many ways was shutting down. For instance, a lot of our product is shipped globally on passenger planes but when they were grounded, we had to look for capacity on cargo planes. It was a very challenging time and we had to manage expectations to make sure everyone was getting what they needed to keep them going.”

For Martyn, too, there was a need to adapt quickly. “We have just launched a first-of-its-kind voice-powered assessment tool to help educators understand and accelerate literacy development for remote learners in the US. That is an interesting case study as we signed the contract in January 2020 for delivery in August 2021. In May, the customer floated the idea that they’d like to speed up development to bring it in this year to address needs created by Covid. Now there are 150,000 kids able to access that product for their learning, growing to 2 million in the next two years. This is a good example of needing to be agile, needing to adapt to your customer’s needs as they try to respond to the needs of the market.”

Both John and Martyn agree that the key to rising to such challenges is being sensitive to your staff’s needs, especially in such uncertain times when staff members may be dealing with virtual working challenges, stress and worry about illness, and children at home from school. “You have to manage things very carefully and set clear expectations,” says Martyn. “Our team has been amazing and adapted extremely well, but a lot of that is down to effective communication.”

Preparing for the future

While stabilising and adapting your business is key to survival, to keep trading once the crisis is over, preparation for the future is vital. And again, finding new ways to communicate is extremely important.

“In the medtech industry, our usual method of opening new accounts would be to meet the people and demonstrate our products,” says John. “Obviously that has been disrupted now as hospitals don’t want people coming off the street amid the restrictions. We’ve had to develop more online training, online webinars and keynote speeches to try and attract a pipeline for the future that way.”

Both Martyn and John agree that to succeed in the North American market, preparation and flexibility are needed. “We did a lot of research into the market and were fortunate to get a Market Discovery Fund grant approved through EI, which was pivotal for our entry into the market,” says Martyn.

“It’s all about preparation; there is no such thing as an overnight success in the US market.”

“Our modus operandi at EI over the past 30+ years has been to cultivate the client/buyer relationship,” says Sean.

“With the opening of our Montreal office, we will have eight offices across North America. I would advise any client company to get in contact with our local manager and market adviser for help during this time. We have had the same communication issues as our clients, but we’ve moved quickly to adapt so we can continue to nurture those client-buyer relationships.”

So what will be the future for Irish companies operating in North America? “At the start of this crisis, you couldn’t over-communicate, everyone wanted information,” says Sean. “But as it started to move through its different phases, we’ve moved more into trust and delegation. There will be a certain snap-back once we start to get back to normal and a certain amount of personal interaction will come back. On this point, there is a distinct difference between the US and Canada, as in Canada, those personal relationships are very important – which is why we have two offices there now.

“There has always been a cultural affinity between America and Ireland – but there are a lot of domestic NA companies that will be dusting themselves off and looking at the opportunities within the region – of which there are plenty – and they may be taking advantage of the huge markets on their doorstep to help them recover. That will be a future challenge for our clients.”

eiffel tower

French €100 billion recovery package puts business first

Recovery package which invests in Green economy, public transport, sustainable builds and digitisation could be of interest to Irish firms.

The impressive two-year stimulus plan announced in Paris last week puts business high on the priorities list. With the lion’s share going towards a tax cut for businesses, the goal is to spur economic growth and get back to 2019 levels by 2022.

With the global economy in the midst of the worst economic downturn in decades, governments are under pressure to outline individual recovery plans. France — feeling the sting of a 13% contraction — isn’t taking any chances, announcing one of the largest cash injections amongst bigger European countries.

The government’s spending strategy is heavily focused on boosting business to the tune of €34bn. Jobs, health and social programmes which aim to create at least 160,000 new jobs next year will see €36bn of the pot. Finally, €30bn will go towards green transition initiatives which will go a long way to help France meet climate goals without relying on carbon taxes.

The key measures outlined in the recovery plan are:

  • €20bn in production tax cuts for businesses
  • €11bn investment to improve transport networks, particularity railways
  • €7.5bn towards extending the furlough scheme, though limited to the worst-hit sectors and part-time subsidies

As France24’s Senior Business Editor Stephen Carroll notes, the plan has “a little something for everyone”.

The general sentiment among France’s business community is that it will open opportunities, triggering new and innovative projects.

Banking on consumer confidence

Central to the plan is boosting consumer confidence. France argues that incomes have largely been maintained and that households have continued saving during the two-month lockdown period. Encouraging consumers to spend their money, the government believes, will stem primarily from people having job security. They say the focus on business investment will provide that security by spurring and maintaining economic growth.

 

Green goals

The recovery investment presents the opportunity to make some serious headway on climate goals. Of the €30bn going towards the green transition, €2bn will be injected into the hydrogen energy industry — accelerating a move away from fossil fuels. Almost €7bn will be invested in making public and private buildings more energy-efficient, creating jobs in manufacturing and construction at the same time.

 

A 40/60 split

The money will come from two sources: 40% from the EU’s Recovery Fund and 60% in affordable loans from the European Central Bank. The government plans to repay loans by 2025 and insist they won’t implement tax increases to do so. The €100bn investment aims to create economic growth which in turn will reduce the debt burden, making repaying easier.

 

Opportunities for Irish companies

The emphasis on the green economy and digitalisation will undoubtedly trigger major investment projects. Enterprise Ireland Market Advisor for France, Jean-Charles Moczarski, says that Irish client companies with a current foothold in France are well-positioned to take advantage of such opportunities and that the potential is ripe for those yet to enter. “I think it will bring market opportunities within France; it certainly makes it even more worthwhile for client companies to put France on the list of priority export destinations.”

Ticketsolve

How Ticketsolve met client needs with support from the Sustaining Enterprise Fund

Ticketsolve“Due to Covid-19, our sales fell off the edge of a cliff. SEF has kept us going and allowed us to  continue to support our customers. Thanks to Enterprise Ireland, we have a plan for the future.”

Paul Fadden, Managing Director, Ticketsolve

Key Takeouts

  • Ticketsolve is a complete box office, online ticketing, and marketing solution servicing over 300 clients across Ireland and the UK. Due to Covid-19, the company experienced a dramatic drop in sales. Despite the hit, Ticketsolve continued serving customers. They quickly adapted their product and service offering to bring value to theatres, festivals, arts organisations, and visitor attractions.
  • In order to supplement lost revenue, Ticketsolve applied for the Sustaining Enterprise Fund, which includes a non-repayable grant. This enabled the company to continue to refresh its product and reimagine their customer support to meet client needs.
  • Enterprise Ireland helped Ticketsolve to develop a financial plan for the future and provided the necessary funding to bridge the gap caused by a global pandemic. The company onboarded 13 new clients during the lockdown and plans to continue innovating their product with the help of the Sustaining Enterprise Fund.

Case Study: Ticketsolve

At the start of March 2020, Paul Fadden was in the UK meeting with clients. During this trip, he discussed Covid-19 with friends and colleagues and remembers realising that the ramifications of a global pandemic would be enormous. Two weeks later, the world came to a grinding halt. Fadden was in the office when the government directive came in. The entire team left early to go home—and nothing has been the same since.

Ticketsolve is a complete box office, online ticketing, and marketing solution for arts and entertainment venues. Lockdown meant worldwide postponements and mass cancellations of events, shows, and concerts. As a result, Ticketsolve experienced a dramatic loss in sales overnight.

“It was one of the most anxious moments of our career,” recalls Fadden. “Our customers are extremely passionate about their work, so to see everything suddenly shut down was mind-blowing. The world as we know it has changed.” 

 

Adapting in order to meet customer needs

Fadden says the Ticketsolve team acted fast during the period of closure for their customers. Their goal was to offer uninterrupted support to their customer community. First, they encouraged ticket holders to donate a partial or full amount of their ticket bookings to the arts organisation. Customers also had the option to exchange their refund for a credit note. Through developing The Ticket Exchange Tool, Ticketsolve were able to secure 52% of ticket revenue through donations and credit for customers. The product was created to preserve their clients’ cash flows.

Ticketsolve put a stop to all outbound sales and marketing efforts, which Fadden says would have been insensitive during this time. They redeployed resources into initiatives that would help their customers recover and prepare for a successful and safe reopening. The team launched the “Ticketsolve Academy”, a webinar series offering clients three sessions per week. Sessions included a mix of industry guest speakers, skills sharing, brainstorming sessions, and steering groups. More than 3,500 people attended their virtual events over a 13-week period.

Ticketsolve also introduced the “Arts Recovery Toolkit”. This free resource was designed to guide event organisers through the coronavirus fallout as they work to make their premises safe so they can resume operations.

 

Continued service required support

Ticketsolve adapted quickly to unexpected circumstances, but there was still the issue of revenue. How would they pay the bills? What was the plan moving forward? Fadden says this is where Enterprise Ireland came in. After applying for a Covid-19 Business Financial Planning grant, they were appointed a finance mentor. She worked to understand their business and then created a number of scenario models for the coming months and even years. Fadden says this was a really useful exercise. This well-defined financial plan also enabled Ticketsolve to apply and qualify for Enterprise Ireland’s Sustaining Enterprise Fund, which includes a non-repayable grant.

“Applying for the SEF gave Ticketsolve the security we needed,” says Fadden. “It took away some of the anxiety caused by Covid-19. Funding isn’t the silver bullet—we’re working on new ideas we believe will really sustain our business—but Enterprise Ireland’s support was a lifeline.

Ticketsolve used SEF for working capital. The funding also enabled the team to focus on the complete redevelopment of their backend technology. This refresh is a large project, which they are still working on. These improvements would not have been possible without the SEF. The grant enabled Ticketsolve to keep staff working as they adapted their services to meet the evolving needs of their customers.

 

Looking to the future

Despite the upheaval and interruption of outbound sales efforts, Ticketsolve has won and onboarded 13 new clients since the lockdown. Among their newest customers is well-known Dublin tourist attraction, The Book of Kells. The Ticketsolve team have adapted their processes, moving on-site implementation to remote meetings and repurposing support tools. Overall, they’re getting used to this new way of operating and customers are up to speed.

So, what’s next for Ticketsolve? Fadden says they will continue to prioritise customer support and new product innovation. It’s his goal that Ticketsolve always be a helpful partner, making a difference for customers and patrons of the arts, now and into the future.

Enterprise Ireland has been a huge support during these times of massive uncertainty,” says Fadden. “Without the Sustaining Enterprise Fund, things would be very difficult for us.”

 

Click here to learn more about applying for the SEF. Contact your Development Advisor or our Business Response Unit to find out more.

How the Sustaining Enterprise Fund helped Bizimply launch new solutions

“Enterprise Ireland did two things for us: Firstly, they gave us the confidence that comes with having a plan. Secondly, they gave us oxygen on the balance sheet.”

 

Conor Shaw, CEO, Bizimply

Key Takeouts

  • Bizimply’s workforce management platform lost 50% of their revenue due to the global pandemic. Despite cutting costs and adapting their offering, the company was in need of additional financial support.
  • CEO Conor Shaw applied for Enterprise Ireland’s Sustaining Enterprise Fund, which gave the team confidence as they continued to innovate and support customers.
  • Bizimply was able to retain a customer base, 70% of which are operational again. The SEF, along with a willingness to improvise, allowed the company to thrive in a difficult time.

Case Study: Bizimply

Bizimply is a workforce management platform primarily serving hospitality and retail companies. In 2019, the company grew over 60%, but in March 2020, everything changed. With the spread of Covid-19, businesses were closing their doors and workers were suddenly staying home. The majority of Bizimply’s customer base was shut down.

Conor Shaw, Bizimply’s CEO, says the team moved quickly to cut internal costs. They also contacted their customers to assure them they were available for support. In the beginning, the company took advantage of government wage support. They halted marketing efforts and rallied their newly remote workforce around a few immediate projects. Shaw’s goal was to keep the team focussed, busy, and feeling positive.

“We gathered around a shared cause,” says Shaw. “There was less departmental demarcation—we rolled up our sleeves, working together, regardless of roles.”

 

Solving the funding problem

Behind the scenes, Shaw was working on the company’s finances. What he saw was worrying.Revenue had declined by about 50% in two months. Wage support was not going to be enough to get them through this crisis. So, when Shaw heard about Enterprise Ireland’s Sustaining Enterprise Fund, which included a non-repayable grant of up to €200,000, he began the application process.

“When we were awarded the SEF, you could see a visible relaxation within the company,” recalls Shaw. “You can believe in yourself, but it’s nice to know that Enterprise Ireland believes in us, too.”

 

Confidence and oxygen

Receiving the SEF did two things for Bizimply, according to Shaw. Firstly, it gave the team the confidence that comes with having a plan. Secondly, the grant added much needed liquidity to their balance sheet. The funding allowed them to evaluate what was required in a post-Covid business environment and respond with ways Bizimply was able to meet those needs. Suddenly, Shaw says, the team had capacity to tackle the projects they had been promising to complete.

Bizimply used the SEF to “get stuff done.” They pushed into new markets, launching solutions specifically for pharma and care home environments. The team also created an innovative mobile application, which allows workers to answer questions about their health and Covid exposure as they clock in for their shift. This customisable screening tool offers crucial support as hospitality and retail businesses open their doors again.

Shaw says, “Thanks to Enterprise Ireland, we can say this was a year out, rather than a year lost.”

 

Advice for other impacted businesses

Today, 70% of Bizimply’s business is back. Hospitality and retail customers are operating again, with adjustments. Care homes are implementing the company’s new and adapted products, and Shaw believes the future is bright for Bizimply. Looking back, he says that, in addition to the important support provided by Enterprise Ireland, the key to survival was staying focussed on the aspects of their business that truly made a difference for them and their customers.

“My advice to other impacted companies is to remember: nothing is sacred anymore,” says Shaw. “You’re going to have to unlearn some of the stuff that led to your past success, give up on things that were previously held sacred, and stay focused on the future.”

 

Click here to learn more about applying for the SEF. Contact your Development Advisor or our Business Response Unit to find out more.

Nearform

Inside Innovation Show – Nearform

Inside Innovation brings you the stories of Ireland’s leading innovators and changemakers.

On the last of our 3-part series called Innovating in a Crisis, we are joined by Chief Commercial Officer of NearForm Larry Breen.

 

On the 7th of July 2020, Ireland launched its contact-tracing app; COVID Tracker and within a week it was downloaded by around 37% of Ireland’s adult population. Ireland has been heralded as an exemplar in Covid Tracking via Smartphones and emulated all over the globe.

Larry Breen shares the story of the company behind the app, outlining useful tips on a distributed workforce and how collaboration is key to a successful project.

happy employee

Irish talent tech firms boost global engagement and productivity

In this era of widespread remote working, employee engagement and wellbeing matter more than ever. Isolated workers need to feel a sense of community and get support from their employers in line with their company’s values.

Companies around the world are looking to Irish talent tech companies for cutting-edge digital solutions to enable streamlined, effective work by HR departments, managers and employees. From wellbeing apps to performance management tools, Irish companies are exporting best-in-class products to businesses in dozens of countries.

Most are also focused on integrating with the existing technologies used by companies, meaning those in charge of IT budgets can maximise their legacy investments. Discover how five of the best in Irish talent tech are meeting the needs of a global client base.

 

1. Workvivo: Engaging employees with a highly social experience

Cork-based Workvivo is an enterprise social network, designed to enable organisations to engage as well as communicate with their employee communities.

“We took activities such as posting, liking and sharing content to an activity feed, which people are used to on social media apps outside the workplace, but developed them in a business context, enabling people to more easily engage with one another and with their company.” says Pete Rawlinson, Chief Marketing Officer at Workvivo.

 

Describe your business

“Disengagement was an issue for as many as 70% of businesses before the pandemic,” he adds. “One-to-one communication tools such as email or messaging facilitate communication but don’t do anything to provide that sense of community and culture.”

“People  need to feel part of something, especially when they are working remotely.” Pete Rawlinson, CMO at Workvivo

Since the pandemic spread, Workvivo has seen a significant increase in enquiries. “Companies are seeing that many remote workers can feel isolated. Our platform helps bring employees together through a highly social experience. We see customers using the platform to host activities such as quizzes and competitions that really help create that important sense of community….and fun!”

Woodies found that its Workvivo activity went up when its workers were furloughed due to Covid-19. “These were mainly employees with no work email account or company device, but they wanted to stay engaged,” says Rawlinson.

Workvivo has sought to ensure it can integrate with existing communication tools such as Slack, Zoom and Workday, and also includes built-in engagement analysis through pulse surveys, he says, adding that many customers report higher levels of employee satisfaction and engagement than before they implemented the platform. “Higher engagement typically leads to increases in talent retention and acquisition,” he said.

Established three years ago, Workvivo now has customers in 35 countries with over 150,000 users on the platform. The company is headquartered in Cork, Ireland and has recently opened an office in Sacramento, California. Having recently secured $16m (€14.2m) in Series A funding, it is now focused on expanding its US client base and accelerating its product development plans.

 

2. Frankli: automating continuous performance management

While performance review cycles can strike dread into both managers and employees, Frankli aims to make performance management easier and more intuitive with its end-to-end platform.

“Our product allows managers to have much more meaningful conversations with people and support their development,” says Noel Dykes, founder and CEO of Frankli. “This approach is transformative and agile — we don’t set out to be a once-a-year annual cycle of goal-setting and meetings.”

A software engineer by background, Dykes worked as a consultancy practice manager in New Zealand and saw first-hand that younger employees were particularly keen on continuous feedback and recognition. “People want to be truly connected to the work,” he says. “They want to understand their purpose. Why are they there? What is the company they are working for trying to achieve?”

He adds that purpose-driven organisations will thrive, especially as remote working opens up a global marketplace.

“Managers are going to become coaches, rather than engaging in direct management in the office where they can see employees and know what they are working on. From now on, they will have to trust people and give them much more autonomy.”

Within Frankli, managers can set up regular recurring one-to-one meetings with their team members, setting priorities, agreeing action items and supporting accountability on both sides. The software suggests recommended talking points, based on insights from organisational psychology. Employees can also contribute comments and suggestions.

The product also enables businesses to offer more tailored learning and development opportunities, including a two-sided mentor marketplace tool.

Frankli has customers of all sizes in Ireland, the UK, Poland and New Zealand. While its core focus is midsize companies looking to scale, it already supports workforces of as many as 70,000 employees.

 

3. Empeal: personalised employee wellbeing at scale

While many employee wellbeing platforms work on a one-to-many scale, says Sohini De, founder of data-driven start-up Empeal, her business aims to deliver 1:1 wellbeing support at scale.

“If someone is having trouble with sleep, perhaps not doing too much exercise, eating unhealthy food or generally falling into bad habits, they can go through the programme on our system,” she explains.

“They start by completing interactive questionnaires and we can also integrate data from their wearable devices. They could be given a personalised programme to improve their sleep hygiene, for example. If they continue to have problems, their case is escalated to a sleep expert.”

With users in Ireland and India, Empeal is now focused on expanding those markets and pushing into both the UAE and the UK, So far, it has seen engagement rates of 60% on average, which De says is high for a wellbeing app. “We have also seen very encouraging results in terms of people achieving their health goals,” she says.

In addition to helping employees improve their wellbeing, Empeal also provides anonymised aggregate data to employers to enable them make better decisions, improve staff retention rates and attract more talent.

To help companies navigate the coronavirus crisis, Empeal produced a free toolkit of resources and also made its community-level module free. “We were finding a lot of employers were asking, ‘How can we take care of our people at this time?’ — they were very concerned about how everyone in remote locations was coping not in touch with their workplace or workmates,” says De.

 

“The community engagement part of the platform, which includes fun challenges and community boards, helps employees feel connected and it’s very simple to roll out for HR teams.” Sohini De, Empeal founder

 

4. Peptalk: building community through connection and wellbeing

The three founders of workplace wellbeing platform Peptalk — all former sports stars — know more than most the value of wellbeing when it comes to performance.

“We had all been involved in high performance sports,” says CEO James Brogan, an all-Ireland winner himself and a cousin of Dublin GAA legend Bernard Brogan, another of the co-founders along with Michelle Fogarty, who represented Ireland at taekwondo. “We had seen that to get the best out of people, their lives need to be in balance. What you do off the pitch is as important as what you do on it.”

Peptalk aims to help companies build sustainable high performance cultures through its community-driven employee experience platform. The product includes an insights tool, management toolkits, an employee app and a real-time measurement dashboard.

“We’re helping organisations with those off-the-pitch activities. We’re helping humans to be better at what they do, to have more energy, and to be more focused and resilient,” says Brogan.

He adds that the Covid-19 crisis has exacerbated the issue of work-life balance: “Senior leaders have seen a different side to their staff. They’re now acutely aware that, unless people have proper support, they won’t be able to work to the best of their ability.”

During the crisis, Peptalk has seen increased engagement from existing clients, while also doubling its usual number of demos to potential customers.

Set up in late 2016, Peptalk has users in 10 countries, including Mondelez, McDonald’s and Paypal. “This is a global challenge faced by multinationals. We offer one solution that works across an organisation, so there is no sense of disconnection with different offices doing different things,” says Brogan.

With serious plans to scale further, Peptalk expects to close out its current funding round later in 2020. “This is the time for us to get out and support as many organisations as we can,” says Brogan. “It’s a challenging time and the need has never been greater for the type of services we offer.”

 

5. Wrkit: easy to implement and clinically-backed 

Founded two decades ago, Wrkit was originally a group benefits scheme, which evolved into an employee discount scheme. While users can still access thousands of discounts on holidays, food, clothes and other products, Wrkit has expanded to offer other services, including a learning portal with 4,500 personal and professional courses, a recognition portal and a wellbeing portal called Powr.

“POWR stands for Positive Occupational Wellness Resources, offering tools such as meditation, breathing exercises and reflective journaling” explains Jason Brennan, Wrkit’s Director of Wellbeing and Leadership.

“The big differentiator between Powr and similar apps is that it offers 430 clinically based behavioural plans put together by psychologists,” says Brennan. “These are based on six paths — mind, sleep, work, life, food and active. When users answer the questionnaires for these paths, they are given a personalised plan.”

“POWR users begin by finding out how they score clinically in the 6 areas of wellbeing and are instantly provided with personalised clinically based plans to improve engagement and growth in each area. During covid for example we saw a huge up take in the activity, work and life plans, helping not only users but employers by feeding back what is happening in real time with their anonymised and aggregated dashboard.”

Wrkit is based in Dublin, but also has offices in London and Massachusetts. Its clients include multinationals such as KPMG, FedEx and Boston Scientific. Its internet-based application can be launched quickly as it requires no specific IT infrastructure, says Brennan.

“All we need to launch is the list of employee ID numbers, and we provide lots of webinars and video tutorials to help staff engage with the tool, which is of course completely confidential.”

When Covid-19 struck, Wrkit quickly found demand rose. “We launched to 60 companies in eight weeks,” says Brennan. “We also quickly created a Coping with Covid portal to help users.”

social distancing

Social distancing keeps opportunities close by

Social distancing is now more important than ever as economies around the world reopen and people learn to live alongside Covid-19. For innovative Irish companies this new need to be together, but apart, is opening up fresh export opportunities.

It includes companies such as UtilityAR, which specialises in augmented reality (AR) solutions for smart factories in sectors such as manufacturing, pharmaceutical, utilities and data centres. Right now it is enabling workers separated by Covid-19 – either because of social distancing or because one may be in quarantine – to continue to work together.

“We produce systems for technical workers to help them get the job done in cases where, traditionally, they would have worked side by side, whether for oversight, guidance, trouble shooting or simply to have a second pair of eyes,” says UtilityAR CEO Patrick Liddy.

Its high tech AR eye glasses allow the wearer share what he or she is seeing with a colleague on another part of the site, allowing socially distanced collaboration. The company has clients around the world, in some case helped by contacts made working with foreign multinationals based in Ireland.  

 

Enabling companies to get back to work

Irish construction services technology company GoContractor quickly identified Covid challenges for the construction industry, particularly in relation to induction and training. Much of this activity traditionally takes place in person, either in a work trailer or classroom, and involves the sharing and copying of documents. Clocking on too, whether paper based, touch screen or turnstile, risks spreading germs.

Prior to Covid-19 GoContractor’s contractor management platform automated these processes and moved them online, saving safety and project management personnel thousands of hours of teaching and registration time over the life of a project.

Since Covid the company has been enabling construction companies in Ireland, the UK, US and Canada to get back to work by providing a socially distanced ‘no touch’ method for site orientations, registrations and access control.

Instead of a worker having to physically provide documents to site-safety personnel or a site manager, GoContractor allows workers to upload their credentials directly to the GoContractor platform, from anywhere.

For clocking on and off, GoContractor allows site security or other check-in personnel to scan a QR code to pull up their information, making sure they are properly trained and registered to be on site, and then checking them into the worksite.

GoContractor even allows for hard hat stickers with QR codes, meaning workers can simply have their hard hat scanned on the way in and out of a site to be checked at a distance.

 

Adding value for clients

All of these innovations can provide additional value to its clients in the post Covid era, including international companies such as Lendlease, AECOM and Skanska.

Irish software firm Solgari develops integrated communications solutions for the fintech sector that offer voice, video, chat, SMS and co-browsing options which are fully integrated with Microsoft Dynamics 365 and support regulatory compliance globally.

Since Covid-19 the company has been helping its clients meet demand for distance-working by ensuring that all company communications are recorded, and the data extracted efficiently, regardless of geography or medium. It allows companies whose employees are working remotely to keep up to date records of all client interactions.

Internet of things specialist Taoglas launched CROWD Insights, an IoT solution that supports social distancing. Its cloud-based analytics platform uses existing WiFi infrastructure to measure, monitor, predict, alert and notify social distancing breaches.

“We believe this will be vital in the days and months to come, to allow people to move around safely without fear and to get the economy moving again and help business to stay open,”

says Ronan Quinlan, co-chief executive of Taoglas

Waterford based Nearform answered Ireland’s call with the development of the HSE’s new mobile tracing app, designed to rapidly notify those who have been in contact with someone who has tested positive for Covid-19.

When launched the new real-time symptom tracking and digital contact tracing app will curtail the spread of the virus across Ireland.

Dublin based Kastus moved quickly in response to the pandemic, taking its already pioneering anti microbial surface coating and getting it independently tested – and verified – as a key tool in the fight against Covid-19.

It works on touch screen devices, such as those seen at airport terminals and in fast food restaurants. The company, which prior to Covid had already provided with Al Maha, a ceramic tile maker in Oman, has since partnered with Swedish company ZetaDisplay too, a specialist in digital signage.

As for so many innovative Irish companies, the move showed how social distancing globally can bring business opportunities back home. 

CX Index – Capturing valuable customer feedback

David Heneghan is the CEO of CX Index, a Voice of the Customer software company successfully doing business in the Nordic region

What does CX Index do?

CX Index is a feedback management platform. Our SaaS technology enables our customers to capture feedback from their customers through channels such as email, chat and IVR. Then, with a range of automated processes, we integrate that feedback with a host of other data sets, so our customers have the context that is necessary to measure, manage and ultimately improve customer experience.

According to Gartner’s latest Voice of the Customer vendor guide, there are over 1000 vendors within the voice of the customer space, with 29 of these leading the wa “based on their vision and technology”. CX Index is in that cohort of 29, which includes others such as Qualtrics and Medallia and the market in which we operate is incredibly competitive. This is why we invest in innovation, including utilising AI and machine learning capabilities to remain differentiated from our competitors.

 

What inspired you to start the company?

I started my career as a bond trader for an investment bank and I saw that the decision-making tools that traders used to bet on the performance of companies seemed superior to the decision-making tools of the companies we were betting on as traders. After digging a bit deeper, I discovered that the problem for the corporates was not a lack of technology, capability, or resources – the problem was a lack of data related to measuring customer experience.

I discovered that feedback is the key metric for customer experience and determined that it would be great to build a tool around this. I then realised that there was a burgeoning industry dedicated to solving this problem but also recognised it was a large market still in its early days.

Having identified the opportunity, I needed to find someone with technical abilities to build a product. I then got introduced Piotr, who is our CTO, we started the business 8 years ago and it’s been a great journey that I would recommend anyone to take.

 

What first attracted you to the Nordic region?

Back in autumn 2017 I was on a call with a Gartner analyst who was advising on the latest trends around customer experience and during this conversation I asked which markets he thought would be best for an emerging business like ours. In European terms he said he would recommend the Nordics as he felt that the Scandinavians are forward thinking with technology and open to fresh ideas and solutions plus the markets were a bit smaller than the likes of France, UK and Germany, which make them more manageable.

Around the same time we were introduced to a Scandinavian company that was in the same space as us but doing something different.

Knowing what the analyst had said to me, I immediately decided to get on a plane to meet the prospect face to face. I think it’s important where appropriate to do that, once it adheres with official travel guidelines. It shows a level of commitment, and very soon after our first meeting we started working together. Over the last 2 and a half years we have worked together to sell into over twenty companies in the Nordics, three of which were in the last two months which is remarkable given the current climate.

 

The company has seen strong growth in the Nordics – what do you attribute your success to?

Firstly, we have been lucky with the partner we found and have put a lot of work into provisioning our technology so that the partner now has a lot of autonomy in selling our platform. They are not just re-selling our tool, but they have the capability to market, to sell, integrate and set up their customers on our platform without the need for us to ever meet any of these customers. This wasn’t straightforward by any means, but it has set us up on a firm footing for a fruitful long-term relationship.

 

What type of companies do you sell into?

We have customers in a host of industries such as retail, retail banking, insurance, hospitality, utility companies (nine of which are in the Nordics), travel companies, B2B companies, BPOs, technology companies and government agencies. Basically, if a business needs to capture feedback from their customers, we generally have a solution to fit their needs. That said, we primarily work with medium to large businesses.

 

What are your top tips for exporting to the Nordics

1. Get on the ground to build your network

Face to face meetings count for a lot, so the best way to achieve that is to go and meet people once you comply with current travel advice. If you feel like it’s a market that you want to pursue, it’s worthwhile reaching out to Enterprise Ireland in the region, as they host great events and offer a range of support.

 

2. Find a partner

If you can identify a strong partner that has a complementary solution or product, it makes life a lot easier. It’s easier for them to sell into their existing customer base than for you to start from ground zero. We have been very lucky with the Provad / Visma relationship.

 

3. Focus on a region

If you get success in a geographic region or country, we have found it is good to focus on that region and try to expand your capabilities there. Having experienced growth in several markets now, we know that local references do count for a lot and it is worth trying to capitalise on these.

 

What are your aspirations for the future of CX Index in the Nordics?

We have had a lot of success in the Finnish market to date and are looking to expand our footprint in Norway, Denmark and Sweden. I hope to double our customer base in the Nordics before the end of 2021. Given our track record, I think that this is eminently achievable, even with what is happening with the Covid-19 pandemic.

It is nice to work in places where there is a nice culture and as a region for doing business I plan for it to remain a top priority for some time to come.

 

Contact our Nordics team to discuss how Enterprise Ireland can support your business.

ReturnWorkplace 1

Covid-19: Returning to the workplace safely

In four short months, the world of work has changed dramatically thanks to the Covid-19 pandemic. Many of us experienced remote working, changed working conditions, altered hours or even layoffs. But now, as the economy slowly reopens according to the Government’s phased roadmap, employers and employees are slowly returning to the workplace, albeit a very “new normal” type of workplace.

“The Covid-19 pandemic has impacted on companies in many different ways,” says Karen Hernandez, Senior Executive, People & Management, at Enterprise Ireland. “As a result, the challenges that companies are facing as employees return to the workplace tend to be different, but in general, there are a number of key considerations that companies will need to address to ensure a safe return to work.”

To help companies navigate their way through these considerations, Enterprise Ireland has produced Covid-19: Return to the Workplace Guide, which can be downloaded on the Globalambition.ie website. This is a practical guide that takes employers through four key areas: the health, safety and wellbeing of employees; employee communication and engagement; resource planning; and data privacy and GDPR. The guide also includes some templates that employers can use within their own business, such as a Pre-Return to Work form.

“The first consideration that employers need to address is the health, safety and wellbeing of their employees,” explains Karen. “The Health & Safety Authority (HSA) has issued the Return to Work Safely Protocol, which supports companies put measures in place that will protect the health and wellbeing of their employees as the economy begins to open up. Measures include completing a Risk Assessment, completing or updating your business’s Covid-19 Response Plan, and asking your employees to fill out a Covid-19 Pre-Return to Work Form.”

The HSA Protocol can look daunting at first, but Joyce Rigby Jones, Joint Managing Director at HR consultancy Voltedge, explains that it’s up to an employer to decide what is right for them. “The HSA Protocol provides a list of guidelines and protocols, and it’s up to each company to look at these and decide what is reasonable and appropriate in their case. But at the same time, as employers, we have to make sure we’re providing a good and safe base for our employees.”

Many guidelines include practical measures such as putting processes into place for suspected Covid-19 cases in the workplace, but another major part of ensuring employees’ health and safety is looking after their wellbeing, as Joyce explains. “We’ve all gone through major stress and there’s been such radical change that every employer has to take  onboard how this has affected employees.

Many employers have put into place an Employee Assistance Programme or Occupational Health Service to help employees with any issues they may encounter. But if you don’t have this, there are other things you can do, such as running wellness sessions or spearheading wellbeing initiatives.

There are some really nice resources on the gov.ie website called In This Together. The HSE website also has a mental health section, which is very useful. And of course, the Enterprise Ireland Covid-19 Return to the Workplace Guide offers some useful ideas such as a buddy system, which can be great for those working remotely. Communication is key – not everyone will be able to return to the workplace so talking to each individual and making them a part of the decision-making process will help their wellbeing and make sure any decision is good for them.”

Communicate, communicate and communicate some more!

The second key consideration identified by Enterprise Ireland is communication, which is essential during a time of so much change. “The HSA has provided guidance on a number of practical measures to enhance communication with your staff as they return to work,” says Karen. “Employers should be looking at all the changes in policies and procedures that must be made and ensure that employees know what they are.

A first step includes putting a Covid-19 Response Team in place, who will be responsible for completing and implementing the business’s Covid-19 Response Plan. At least one worker representative should be appointed, who will work with the team to engage with employees regarding any changes that need to be made as part of the Covid-19 Response Plan. All staff must also be trained.”

Enhanced communication will also help your employees’ wellbeing. “Everything about the workplace will change, from where you enter and exit to where you take your breaks,” explains Fredericka Sheppard, Joint Managing Director at Voltedge. “Change is difficult and it’s up to each employer to implement those changes, map it out, communicate with their employees and communicate again – you cannot communicate too much in this instance.

“Collaboration will bear fruit. You want to know if there are risks or if an employee is nervous about the workplace or feels unsafe. You want your staff working in a safe environment; if you are communicating with your staff through surveys, questionnaires etc on a regular basis, you will get greater engagement with your employees – and we know that in an environment where there is greater engagement, there is greater productivity.”

Successful resource planning

Inevitably, some businesses will have to take a hard look at their company and make some changes. Remote working will become a long-term reality for some companies, while sadly for others, redundancies may have to be implemented. Any changes in resources should be made objectively and with the constraints of employment law in mind. “Given current physical distancing guidelines, it’s highly unlikely that any company will be bringing back their full complement of staff initially,” says Karen. “Businesses will have to look at their resources in line with their business plans and their employees’ needs. For instance, some employees might have underlying health conditions and mightn’t come back into the office at first.”

“Some companies may have to look at restructuring or altering their business,” adds Fredericka. “They must pay attention to the legislation in this area. This hasn’t changed and the crisis won’t excuse you if you don’t do it right.

The Enterprise Ireland Return to the Workplace Guide has some useful information regarding this. Of course there’s a financial impact to this, but you must also remember that there’s a psychological impact too. The staff who are staying may be affected by any redundancies too – and this is talent that you have worked hard to get. Evaluate your business and market; you must keep this under constant review.”

On the other hand, this is a great opportunity to look at the skills of your employees and invest in your talent. “Resilience and good people management have never been more important and we need to support and invest in managers in developing these skills. Your marketplace may have changed, you may have to alter the product you offer – invest in your people to adapt to these changes and you’ll reap the rewards in the future.”

Protect sensitive information

A final key consideration is the tricky issue of GDPR and data protection. The HSA Protocol requires employers to collect information and keep records that could contain potentially sensitive information. It’s imperative that employers only collect the information they need, and that it is stored appropriately.

“GDPR and data security are more vital than ever,” says Karen. “The HSA is asking employers to keep contact logs, and there may be a need for some companies to undertake temperature checking too. There will also be health information included in the Pre-Return to Work Form. Companies need to be very mindful of their obligations under GDPR and data security. They must make sure that any information they request is reasonable and that this information is stored securely.”

These points, and more, are explored and expanded in the Covid-19: Return to the Workplace Guide. Enterprise Ireland has also launched a number of supports for businesses, including the Lean Business Continuity Voucher, which provides companies with up to €2,500 to help them put into place any guidelines or strategies needed before opening up the workplace again. More details can be found at https://globalambition.ie/covid-19/