Industry Bulletin – Automotive – New mindset to focus on future solutions

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AVL is the world’s largest independent company for the development, simulation and testing of powertrain systems for passenger cars and commercial and industrial vehicles and is directly exposed to the deepest and most rapid business downturn in the history of the automotive industry. Dr. Daniel Kürschner, Head of the Company’s Munich-based advanced driver assistance systems (ADAS) centre, remains optimistic, however.

He points out that AVL is not a traditional Tier 1 supplier to the industry and is not directly connected to the supply chain. It is therefore also not directly affected by vehicle sales as many other companies.

While some projects are subject to renegotiation and delay, there are positives to the current environment, he notes. “We as a German or European car industry need to see this crisis as an opportunity to rethink our traditional mindset and to focus on more sustainable, future-oriented solutions, following the CASE trends (connectivity, autonomous, sharing/subscription and electrification) and also noting different demands of the younger generations.” says Kürschner. “Car makers would have the time now to catch up on delayed technology developments which they have not focused on over the past decade. A lot of companies worldwide, particularly innovative start-ups, have technologies available that could be combined with those of the traditional corporations in order to speed up launching competitive products at the end.”

AVL is already moving into new areas such as e-mobility, fuel cells and ADAS. “We see a big opportunity to grow within these new business fields and it would be great to see a green economy emerge in the near future,” he adds.

As a direct impact of Covid-19, also AVL has successfully switched to remote working. “Like for others, it has affected us in the sense that people can’t come together in person , but that we are currently working in home offices but, luckily, our teams are experienced in digitalisation and web-based communication so that we can keep the productivity levels very high.”

The downstream effect of the industry downturn is being felt, however. “The car industry in general is very cautious at the moment, so capital expenditure is on hold and also AVL – as one player in the industry – has changed over to short-term work,” Kürschner explains. “As a technology and engineering provider we are dependent on the automotive industry reopening, and we will continue to provide our technological expertise as best as possible, trying to overcome all hurdles resulting from the crisis.”

 

Addressing future market demands

Many of the challenges the industry is currently facing, already existed before the current crisis, he adds. “The current situation just accelerates the formation of fundamental structural changes within the market. The structural changes basically result from the green trend and because younger generations are demanding greener and more sustainable yet still safe and superior technology. However, they are still willing to spend money for this, so the industry must adapt to these changing circumstances and take measures to understand and accept future market demands.”

This superior technology includes ADAS.

“More and more customers will expect to find ADAS and autonomous driving features within their cars,” says Kürschner. “Moreover, autonomous driving is providing the technical basis for future concepts such as mobility as a service.”

He also mentions the upcoming development of the centralised electronic control unit. “This has a lot of benefits for maintenance and remote updates. It allows the provider to keep the product updated all the time, and will also feature active safety and cybersecurity functions.”

Innovation will continue to play a major role in automotive industry, he believes. “As we had already seen in the e-mobility trend starting over 10 years ago, today, also ADAS and newer trends will cause shifting supply chains, with innovative solutions looking to alter and take over from traditional fields within the industry.”

He takes a positive view of the industry’s future. “Looking at the business perspective, the focus will be on measures over the near term to keep the industry and economy running, which is partially a government responsibility, but also the companies themselves need to sharpen their product portfolio, ready to keep up with the latest customer demands. People will continue to need mobility despite the deep crisis and despite the current uncertainty and therefore, for now I am not concerned that people will stop buying cars. However, in the medium and long term, I would focus on the technologies following the CASE trends in order to maintain our global competitiveness within the future car industry.”

 

 

 

 

Managing Cashflow

Managing Cashflow in a Crisis

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As managers reset the business for recovery, companies need to adopt a lean culture where expenditure is minimised and every cost is questioned.

One of the greatest risks facing many businesses in the current environment is running out of cash. A company that can’t pay its bills, regardless of how profitable it is, will quickly go out of business. Cash conservation is therefore key to survival.

While in the medium to longer term companies will have to look at reengineering their business and operational models in order to meet challenges presented by the post-Covid-19 world, the short term is going to see a focus on cash according to Business Financial Consultant Brendan Binchy.

“There is much more urgency relating to cash now,” he says. “And there are many things a business can do to manage its cash. Almost everyone out there is availing of debt payment deferrals, for example. They are trying to hit the pause button on cash going out wherever they can so that they can preserve the status quo as much as possible. They are also looking at other areas like aged debtors. You almost have to look at it like a company threatened in a pre-receivership condition.”

Binchy recommends a structured approach to cash conservation and this starts with the balance sheet. “The profit and loss account is a record of a business over a period of time, but the balance sheet gives a snapshot of the business at a particular moment in time.”

Companies should pay particular attention to their gearing, he advises. This is the ratio of debt to equity on the balance sheet. “The lower it is the better, but losses will erode equity and increase the gearing ratio,” Binchy continues.

A healthy gearing ratio will allow companies to borrow judiciously in order to bolster their cash position. “This can be very helpful, but companies need to be aware of the associated debt service costs.”

The next step is to look at asset funding, where they may be scope for some reverse engineering. “Businesses frequently purchase assets for cash during good times,” Binchy notes. “They could be re-financed now with bank debt and this will improve the cash position. Generally speaking, the asset lifetime and the funding cycle should be the same. It is important to remember that trade debt, like invoice financing, is for working capital not capital expenditure.”

The sales lead to cash cycle is the next area for examining.

“It takes time for marketing effort to translate into sales leads, buying decisions, billing, and cash collection”, Binchy explains.

 “This can be quite protracted, and companies need to look for ways to get to close sales quickly and speed up invoicing.”

The supply chain should also come in for attention to slow the outward flow of cash. “Companies should identify strategic supplier relationships, tighten stock management overall, improve workflows, and negotiate new arrangements such as stockholding facilities with key suppliers. Talking to key suppliers and developing strategic partnerships is a very good ongoing strategy for companies. The more they do it the better.”

And then there are what Binchy calls the common-sense measures.

“Defer capital expenditure and other spending decisions wherever possible,” he advises. “Companies need to adopt a mean and lean culture where expenditure is minimised, and every cost is questioned. But this must come from the top down and everyone must share the pain and to be seen to share it.” 

Once those actions have been taken, it is time to put together a budget plan. “Having these measures in place means you already have your fingers on the pulse and you can make a budget plan to take you from where the business was before the crisis to what’s likely to happen afterwards. The most important thing about the plan is that it should be iterative. You’re not going to get everything right first time around. The plan gives you a framework to forecast and plan for what might happen. You can adjust it weekly and monthly rather than having to build new plans all the time.”

And businesses don’t have to do this on their own. Binchy recommends the Enterprise Ireland Lean Business Continuity Voucher as a good starting point. This offers eligible companies up to €2,500 in training or advisory services to help them identify and implement the measures needed to ensure they can continue to operate during the Covid-19 pandemic.

There is also the Covid-19 Business Financial Planning Grant, which is worth up to €5,000, and can be used by companies to pay up to 100% of the cost of engaging an approved financial consultant to assist them prepare a financial plan, understand their immediate financial position, manage costs and identify their funding requirement.

When it comes to cash for the business, Binchy points to the Temporary Covid-19 Wage Subsidy which he says has been very helpful to businesses throughout the country.

Sources of working capital and loan finance include the €450 million Covid-19 Working Capital Loan Fund and the €200 million Future Growth Loan Scheme fund available through the Strategic Banking Corporation of Ireland. Businesses which have difficulty accessing bank finance can apply for funding of up to €800,000 from the Enterprise Ireland Sustaining Enterprise Funds. There is also a fund for smaller companies which offers funding of up to €25,000 and €50,000 depending on the size of the business.

 

    Hear from financial expert, Brendan Binchy and Enterprise Ireland’s finance team in our Accessing Liquidity & Managing Cashflow webinar.

    manufacturing

    Seismic change on global auto production could offer opportunities for Irish suppliers  

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    Continental AG addresses fresh challenges as a result of the Covid-19 pandemic

    The company was forced to shut down all of its global tyre manufacturing operations within a short space of time as a result of the Covid-19 pandemic and has recently begun a return to production. “During that period, we had to wind down operations efficiently as well as implement cost mitigation measures such as short-term work initiatives from national governments, having workers take holidays, as well as unpaid leave along with salary reductions at management level,” says David O’Donnell, Global Head of Passenger and Light Truck Tyres at Continental AG.

    The company is now seeing a welcome but slow return to activity among key automaker customers globally. 

    “We are observing more build-to-order in response to a concrete need for the vehicles in contrast to before, where they were built for an assumed level of demand.” said David O’Donnell

    O’Donnell believes it will be several years before production levels recover. “We will be looking at 2022 or 2023 best case before we get to anything like 2019 volumes. Everybody will have to react to the seismic shift in volumes. We are looking at 70 million vehicles this year versus more than 80 million last year. If you can get used to the current level somehow, then you likely have two years of growth. The question is do you hold your capacity to be able to access more opportunities, or do you reduce your cost exposure in order to go into a new growth mode in a different way? That will put pressure on cost management and will also make them look at systems efficiencies and internal company structures.”

     

    Focus on Agility

    One impact of the global pandemic has been an enforced increased level of agility on the part of manufacturers. “How quickly can you ramp something down? Can you run with a portion of the plant and do that cost-effectively? How do you align it better system-wise to orders?” O’Donnell asks.

    “They might have full orders for a certain vehicle and then change it completely from week to week or month to month. It will take time for people to get over their nervousness to rely on orders and feel comfortable with the new processes,” he adds. “Those who can adapt to that uncertainty will be winners in this situation.”

    He believes this may present opportunities for Irish firms, which have a reputation for agility and flexibility. According to O’Donnell, anything a company can offer in terms of productivity, improving potential efficiency or agility such as adjusting payment terms for a period, holding more stock, or quickening pace of production would be beneficial.

     

    Supply Chain

    Opportunities may also exist in the dual procurement structure and more localised supply chain which could result from the crisis. “When China went into lockdown there were war room discussions in our organisation concerning who’s going to stop the slide first. It was a pivotal moment because you had electronic equipment coming from the huge manufacturing hub of China and that affected the batches in Serbia, for example. The aftershock will see OEMs discussing a change in tactics with their purchasing groups, as well as sourcing from multiple and more local suppliers going forward.”

    Noting that the Trump administration’s policies have already led to a discussion about what operations can companies relocate to the US, O’Donnell says more nationalisation in Europe may bring more opportunities than in the past.

    “A friend and colleague of mine is doing relatively small batch production of printed circuit boards and prototypes. He’s based in Germany and he has had a lot of requests because he is both local and agile as well as an alternative supplier to China. He might be more expensive but he’s offering the flexibility these companies need.”

    But customers won’t be willing to pay higher prices forever. “Once the OEMs are back at full capacity with high volumes again, they will come very aggressively with price discussions as they try to regain profitability.”

    He advises suppliers to be proactive in going after these opportunities. “It’s a question of arguing yourself into that space as a potential partner and bringing the advantages forward. Become ready for agility and be customer-centric by assessing challenges they have, look at the macro picture and present yourself as a local and flexible supplier. If you can do something there, you may have an advantage in winning long-term business.”

     

    Market Watch Germany – Webinar – Managing and supporting channel partners

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    Enterprise Ireland’s offices in Germany have launched a series of Webinars: Market Watch Germany. Every Wednesday at 14:00 BST/15:00 CET a new theme will be addressed to help Irish companies exporting to Germany navigate the challenges and opportunities presented by Covid 19.

    Managing and Supporting Channel Partners in the German market’ is the fourth installment of Market Watch Germany webinar series. The purpose of this webinar is to help Irish companies exporting to Germany navigate the challenges and opportunities presented by Covid-19.

    Panellists:

    Brian English an Engineer and Marketer with over 30 years international sales and routes-to-market experience.

    Dr. Andrea Seidel, with a wealth of experience in business development and strategic partnership.

    Paul Browne from Enterprise Ireland’s Client Management Development & Client Skills department.

    Financial planning to accelerate your recovery

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    The global economic crisis triggered by the Covid-19 pandemic is unlike any seen before in history in terms of the rapidity of its onset and its scale. It has been variously referred to as a black swan event or as a perfect storm, and for individual businesses worldwide its effects have included state- mandated shutdowns, a near total collapse in demand and, for the lucky, an enforced shift to new ways of working and business models.

    As Ireland begins its first tentative steps towards a return to something approaching normality, businesses too must start planning their pathway to recovery and beyond. According to Business Transition Consultant Brendan Binchy, the first step for business owners is to analyse the company’s current position and develop a vision for the future.

    He advises people not to panic. “It’s not a question of asking if the crisis will impact on the business and worrying about that,” he says. “It is self-evident that it will impact. You have to be proactive, not reactive. You might know how it will affect the business this year, but what about next year? Where do you want to be then? You need a to have vision for that. And from there you can work out what to do and what not to do and what you need to change.”

    There are also actions which need to be taken immediately to stabilise the business. In Binchy’s view, these actions require businesses to examine and reset their business models, develop and implement very tight cash management strategies, and adapt and modify their operations to meet the new conditions in which they find themselves.

    “You have to look at where you are financially, ask where your customers are coming from and why they buy from you, and if it is possible to recalibrate the business, to come up with a new model which will see it through the current period,” he advises.

    That might be termed the firefighting or survival phase. The next stage is to plan for recovery and beyond. While planning in such times of massive uncertainty may seem an impossible or even futile task, Binchy believes it is worthwhile and an absolute necessity.

    But the plan must be flexible and adaptive in order to deal with sudden changes in a highly dynamic environment. “We have to accept that what we think will happen may not come about. But if you don’t have a flight plan, you have no way of getting to your destination. When you’re up in the air you need to know where you’re going. You may get knocked off course from time to time and you will need to adjust the plan in response.”

    Even the process of putting the plan together can be helpful, he notes. “It is cathartic and helps clarify things.”

    This clarity comes from the examination of the business and its environment. Questions Binchy puts include:

    • Is your industry shut down or is it still working?
    • Are there opportunities there?
    • What has been the impact of the crisis on customers?
    • Do they still have money?
    • Do they still need your products or services?
    • Are there customers you no longer need?
    • What has been the impact on competitors?

    Fortunately, there is help out there both to develop plans and implement them.

    He points to the Enterprise Ireland Covid-19 Business Financial Planning Grant as a very important support. The grant, worth up to €5,000, can be used by companies to pay up to 100% of the cost of engaging an approved financial consultant. The consultant will work with the company to prepare a robust financial and business plan that identifies the funding needs and the potential sources of this funding.  

    Another valuable support Binchy advises businesses to take note of is the Lean Business Continuity Voucher, which offers eligible companies up to €2,500 in vouchers for training or advisory services to help them identify and implement the measures needed to ensure they can continue to operate safely during the Covid-19 pandemic.

    Support for the implementation of the plan is there in the form of the Enterprise Ireland Sustaining Enterprise Fund, which offers funding of up to €800,000. Very importantly, no repayments are required for the first three years of the five-year term of the advance and there is an annual administration fee of just 4%, making it a very attractive source of finance.

    Smaller businesses can also apply for advances of up to €50,000 depending on their size under the Sustaining Enterprise Fund – Small Enterprise scheme.

    “Businesses can also look to shareholders to put in new capital or go to the banks,”, Binchy concludes. “The important thing is to develop a plan and have the finance in place to implement it.”

     

    Watch our webinar addressing the critical challenges facing Covid-19 impacted businesses – Accessing liquidity and managing cashflow.

    Get advice from financial expert, Brendan Binchy on how best to navigate these issues and hear from Enterprise Ireland’s finance team on the financial supports available from Enterprise Ireland.

    manufacturing

    Cellix Ltd: Disrupting cell manufacturing and gene therapy with funding from the DTIF

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    Ireland has long been known for a high level of innovation and entrepreneurship, and now a fund worth millions of euro looks set to bring this innovation to a whole new level by investing in long-term projects that have the ability to make a significant global change within an industry.

    The Disruptive Technologies Innovation Fund (DTIF) was established under Project Ireland 2040 and is run by the Department of Business, Enterprise and Innovation with administrative support from Enterprise Ireland. Call 1 in 2018 awarded €75 million in state funding to 27 collaborative projects covering the health, food, ICT and manufacturing sectors.

    Call 2, in 2019, resulted in 16 collaborative projects sharing €65 million, covering life sciences, medical devices, ICT, artificial intelligence, blockchain, manufacturing and environmental sustainability, including in the waste and energy sectors. This brings the total State funding awarded to industrial research projects under the two Calls of DTIF to €140 million across 43 projects with 159 project partners.

     

    Emerging therapies

    One area that has benefitted from DTIF investment has been cell and gene therapy, with four company-led projects receiving a total of €25.5 million. One of these projects is led by Cellix Ltd, a company providing high throughput cell analysis and sorting platforms for cell-based assays. Cellix and its consortium partners in Trinity College Dublin and the National University of Ireland Galway’s Regenerative Medicine Institute were awarded €3.4 million for developing a Microfluidic Gene Transfection Cell Analysis and Sorting Platform (GTCASP).

    “The difference with DTIF compared with other funding in Ireland is the funding amount and its long-term nature,” explains Vivienne Williams, CEO and co-founder of Cellix Ltd. “Before, we would only have been able to apply for a grant that funds a few months’ work, but with DTIF, we have three years, which allows us to plan and produce a really good body of work from a scientific standpoint. Historically, for a long-term project such as this, we would have had to apply for a European grant, such as those under the European Commission Horizon 2020. These grants require us to work with a minimum of three partners in three different member states.

     

    Streamlined approach

    “DTIF is the first fund that allows us to work with Irish researchers on a project of this scale; the logistics even of just being in the same country as your researchers means that we can work much faster and interact so much more as our skillsets are extraordinarily complementary. Eight months in, we have already produced a great body of really interesting data.” said Williams.

     

    International collaboration

    The project led by Cellix stemmed from work carried out over 2017 and 2018, when Cellix harnessed collaborations with international partners to develop a label-free cell analysis and sorting platform. Cellix’s technology can now be used to identify, analyse and sort cells without compromising their biological function, avoiding the use of fluorescent dyes or other potentially disruptive labels. The DTIF funding will allow the technology already developed to be integrated into a new platform and validated for transfection capabilities.

    This platform comprises a microfluidic chip through which cells from patients or donors can be characterised, sorted and can be subsequently genetically modified and sorted again. The GTCASP offers a fully automated, closed system in cell manufacturing for gene therapy. The goal is for this platform, when developed to become a standard in the area of gene therapy, therefore bolstering Ireland’s reputation for innovation in the area of cell manufacturing and gene therapy.

     

    Commercial focus

    “We’re about eight months into the project and already we’ve generated some really interesting results, which I’m discussing with potential commercial partners,” says Vivienne. “Just before we started the project, I visited Bio International in the US and met with a number of different companies developing cell therapies; the feedback was very positive and they want to be kept informed of progress and data when it’s available so it’s a very good start in gaining traction with potential commercial partners.”

    Having this level of commercial activity so early in a project helps keep research on track and relevant to industry.

    “Industrial research is an essential part of the project so we need to constantly talk with industry partners who may want to license or buy the technology.” said Williams. “We need to continually validate what we’re doing with the market.”

    Home-grown talent

    The potential for Irish researchers to develop projects that disrupt and revolutionise an industry is high, adds Vivienne. “The quality of the research is so important; without good-quality research, we can’t come up with a good-quality product. To be blunt, we wouldn’t have applied for DTIF if we didn’t think Irish researchers could produce the results we need. Ireland really punches above its weight in terms of innovation; we’ve really become known for it now.”

     

    For more information and call dates for the Disruptive Technologies Innovation Fund visit the Department of Business, Enterprise and Innovation website.

    Industry Bulletin – Automotive – Impact of Covid-19 on automotive technologies

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    Jens Altmann, Market Advisor, Automotive Industry, Enterprise Ireland Germany interviewed Robert Metzger CEO and publisher at eMove360°, a trade fair and community platform for Mobility 4.0 – electric – connected – autonomous in Munich.

    eMove360° Europe is already now world’s biggest B2B trade fair for electric mobility and connected & autonomous driving.

    The video interview discusses the effects of the current Covid-19 situation on new technologies, forecasts on the industry and alternative ways of connecting with stakeholder in the market.

    • Effects of Covid-19 on technological development in the automotive industry
    • Influence on regulations and Electromobility  and its related supply chain
    • How to counteract current contact restrictions e.g. alternatives for physical trade shows

     

    Offshore Wind Webinar – Global Market update and Covid-19 Assessment

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    In the second of its Offshore Wind Webinar series, Enterprise Ireland’s Offshore Wind Cluster are joined by the Renewables Consulting Group which provides an update on the global offshore wind market outlook and assess the implications of Covid-19 on the industry.

    Dr. Lee Clarke and Sebastian Rae present detailed analysis from RCG’s recently published Global Offshore Wind Annual Report and focus on the following:

    • Provide an overview of the industry’s evolution
    • Outline key development hotspots
    • Highlight several markets of interest to Irish companies in the space
    • Assess the implications of Covid-19 on the offshore wind industry and supply chain

     

    UK BPO & IT

    Market Watch Industry Bulletin – BPO & IT

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    UK BPO & IT_Market Watch

    See the webinar here.

    Customer engagement is critical during the Covid-19 pandemic, as organisations across every industry look to connect, engage, reassure, and supply their customer base.

    In this time of uncertainty and disruption, Irish BPO and IT companies have demonstrated impressive flexibility in providing their outsourced services to ensure international companies can overcome these engagement challenges from a remote setting and provide a positive customer experience.

    Following Enterprise Ireland’s recent Industry Bulletin which looked at developments across the world affecting Irish BPO and IT Services companies, this edition of our Market Watch series focuses on the UK region and a key end-market for many Irish companies; the UK energy sector.

    This webinar reflects on the

    • Immediate impact of Covid-19 on the UK Energy sector
    • Challenges for energy retailers and their customers
    • Future opportunities in the sector for outsourced service providers to develop new and stronger partnerships with energy retailers in the UK.

     

    See the webinar here.

    Panellists:

    David Corcoran, Senior Market Advisor, Enterprise Ireland UK

    Peter Haigh, former Managing Director of Bristol Energy, CEO of ELEXON, and Director of Business Retail at E.ON.

     

    ASINA: enabling safe-and sustainable-by-design nanotechnologies

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    Picture of male interviewee, Dt Ehtsham U.Haq

    “One of the advantages of being involved in Horizon projects is the breadth of experience one gets by sharing expertise and access to new networks in partner countries.”


    Dr Ehtsham U. Haq, University of Limerick, ASINA Horizon 2020 project

    Key Takeouts:

    • The University of Limerick is taking part in a major project that is developing scientifically sound safe-by-design nanotechnologies.
    • The 42-month ASINA project has received €5.99m from the European Union’s Horizon 2020 Research and Innovation Programme.
    • The ASINA project will support the fast industrial uptake of nanotechnology by providing safe-by-design solutions and supporting tools.

    H2020 Case Study: ASINA

      Nanotechnology impacts nearly every sector of the global economy from electronics to cosmetics, and from defence to the automotive sector and agriculture. It plays a part in everyday items such as antibacterial hand creams and coated textiles and it is anticipated that the market worth will exceed $120 billion by 2024.

      However, safety issues in relation to producing and disposing of nano-enabled products remain a concern.

      “Although previous EU-funded projects have defined tools and concepts to ensure the safety of nano-enabled products through design, the current state of the art indicates that industrial production is struggling to activate the safe-and sustainable-by-design (SSbD) approach and the fast industrial uptake of engineered nanomaterials (NMs) is missing or unsafely implemented,” explains Dr Ehtsham U Haq, Senior Research Fellow at the University of Limerick, one of the ASINA (Anticipating Safety Issues at the Design Stage of NAno Product Development) project partners.

      “The ASINA project aims to promote consistent, applicable and scientifically sound SSbD nanotechnologies by collecting information across all the design dimensions: functionality, production technologies, safety, environmental sustainability, cost effectiveness and regulatory requirements.”

      Led by the National Research Council of Italy, the Horizon 2020-funded ASINA project will use an approach modelled on six-sigma practices, that  focus on process improvement.

      “One of the challenge that ASINA will address is how to distil existing methods into simple, robust, cost-effective methods for monitoring of physio-chemical properties and biological effect assessment of nanomaterials and address properties of concern like technical performance, hazard and exposure related issues in product-relevant matrices. ASINA will develop pilot facilities with a combination of digital technologies and artificial intelligence technologies (Digital Twins) under a SSbD framework,” adds Haq.

      “In turn, this should help to accelerate the uptake of nanotechnology by industry and reassure end users of its safety, matching existing challenges summarised by the European Green Deal.” 

      Real-world applications

      One of 21 partners in the ASINA consortium, the six-strong University of Limerick team is tasked primarily with physical-chemical characterisation of the nanoparticles and developing information about their properties. Two spin-out companies from the university are also partners on the project.

      Focusing on two real-world product lines–antimicrobialcoatings for clean technology applications (textile and air filtration sector), and nanostructured capsules for applications in the cosmetic sector, ASINA has also had a part to play in tackling the Covid-19 pandemic.

      “The methodologies of physio-chemical characterization developed by us can be applied to other nano-enabled products as well. We are developing coatings for variously functionalized textiles for face masks, air filters for example in collaboration with other partners,” says Haq.

      “We’re enthusiastic about ASINA because what we’re doing will be used in real-life industrial applications,” explains Haq.

      “We’re using machine learning tools to generate response functions and obtain the full set of design solutions performance attributes. An expert system (ASINA- ES), easily adoptable by industries, will be developed for supporting the industrial product designers in identifying the suitable SSbD solutions better complying with the design constraints….There will be huge learning from this project.”

       

      The Horizon advantage

      Like all Horizon projects, ASINA is a multi-disciplinary, international project involving a range of players from large research institutes to small and medium-sized enterprises. The project is also collaborating with other Horizon 2020 funded projects focusing on safe-by design production of nano-enabled products. While ASINA is still very much in its infancy, having been held up by laboratory closures due to Covid-19, Haq has recently been involved in two other Horizon projects – OYSTER and M3DLOC.

      “One of the advantages of being involved in Horizon projects is the breadth of experience you get and the profile of your research in an international audience. The projects I’ve been involved with have all been very different. OYSTER  aims to develop standardized measurement protocol for surface free energy for quality control in nano-enabled and bioinspired products, while M3DLOC involved 3D printing for the fabrication of microfluidic MEMS for lab-on-a-chip and sensing applications.  ASINA is on the other hand is dealing with nanoparticles and nano-enabled products. That makes the work very interesting, challenging and in return it also extends your technical expertise,” says Haq.

      “Overall, the Horizon experience is beneficial for both your research and personal development. Because you are dealing with people from other professions who have a completely different perspective and experience, you become more multi-disciplinary and broaden your collaborations and skill level.” says Haq.

      For those considering getting involved in a Horizon proposal, perhaps for the first time, Haq highlights two issues.

      “In Horizon projects a great deal of time is spent on consortium building. You’re bringing together not only researchers but managers, Intellectual Property experts, SMEs and others, so that side of things is as important along the original idea, and it’s important to get it right.

      “Also, take advantage of any support that’s available if you are involved in producing the proposal. Enterprise Ireland has a range of supports and my experience of dealing with them has been very positive.”

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

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      Enterprise Ireland’s top tips for entering the Luxembourgish and Belgian markets

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      The Benelux markets comprise the countries of Belgium, the Netherlands and Luxembourg. Although small in area, the region’s combined population of almost 30 million people presents three prosperous markets in their own right, and a huge opportunity to develop exports further into mainland Europe.

      The Enterprise Ireland Belgium and Luxembourg team are here to help you prepare, launch and succeed in your export activities. We are eager to share the expertise and network gained from studying, working and living in the market. Don’t hesitate to get in touch with our team of dedicated Market Advisors to help you with your export strategy.

       Belgium market tips 

      Belgium truly is the heart of Europe and has proven itself to be a hub of international business and networking, a large market in its own right, and also a great test market for companies with the ambition to grow and scale in the wider European region.

      • Navigating the languages. As a result of its history, Belgium is broken into 3 different regions: Flanders, Wallonia the Brussels-Capital. In turn, it has three official languages: Dutch, French and German, but most speak English. It is important to understand these differences, as the business culture is different per region.
      • In terms of business culture, it’s best to play it safe, so arrive on time and dressed your best. Business culture in Flanders mirrors that of the German or Dutch working culture as Belgian-French business culture is similar to that of France. In general, the culture is kept formal and meetings are structured to maximise productivity.
      • Belgium is a European leader in logistics and distributions; driven by its strategic location and strong cluster of ports, with the port of Antwerp being very noteworthy. With 95 % of Europe’s consumer market reachable within 24 hours.
      • Decide on a route to market: Networks are important, and it is advantageous to sell to a distributor that will resell directly into Belgium, as you can explore new potential leads and clients.
      • Get involved locally: Belgian companies are open to meeting with international sellers, and although not obligatory, a local representative is advised to facilitate a smoother entry strategy. We can recommend trusted pathfinders or sales consultants to help you along your way.
      • Trust the Process: Belgium is a great test market for businesses looking to dive into the Eurozone. Most often than not, a successful launch in Belgium leads to success in other EU markets. Make sure to leverage the multi-cultural and skilled workforce, these new perspectives are sure to benefit your product or service.
      • Understand that the tax system in Belgium is quite attractive SMEs, and they have seen a decrease in their corporate tax rate to 20% during 2018 for the first 100,000 of taxable income Better yet, these reforms helped reduce labour costs too.
      • Be prepared and know your competition: This is a highly competitive and diverse landscape, with many international and national players. Make sure to fine-tune your USP so your product or service can really stand out from the rest.
      • Be Innovative: Belgium is ranked 8th in the world on the 2018 European Innovation Scoreboard, making it more open to change and willing to embrace new technologies something Ireland happens to be very good at producing.
      • Finally, do your research. Explore the different resources available from Enterprise Ireland to delve deep into the market and really understand the opportunities and challenges that will occur. Our world-class Market Research Centre provides countless market reports, and MA’s are happy to help with market-related requests.

      For more be sure to read our Belgium Going Global Guide 

      Luxembourg market tips 

      Luxembourg may be one of the smallest EU countries, but has become world leader in finance and administration, hosting 3,900 investment funds and fostering new opportunities for SME’s.

      • There are three national languages, which are Luxembourgish, French and German. However, English is widely used in business contexts and a translator will not always be necessary.
      • Luxembourg is number 2 in the world in terms of global logistical capabilities and is strategically located in the heart of the greater region. Take advantage of this, and make sure not to rule it out as part of a European export strategy.
      • Decide on a route to market: A sales consultant can be attractive in Luxembourg, as they assist with generating leads and gaining certifications. We can put you in touch with trusted agents who can help accelerate your business.
      • Get involved locally: As a country heavily reliant on exports itself, Luxembourg is home to businesses which are open to being approached by international companies so take a pragmatic approach.
      • Trust the Process: Luxembourg is a global destination, not just for the financial sector, but has also developed high-value industries such as logistics, biotechnology, information technology and green technology. These factors make it a good test market.
      • Understand the tax incentives Luxembourg has put in place, aimed towards stimulating innovation and support SME’s.
      • Be prepared and know your competition: Luxembourg is home to many multi-national and EU headquarters, as well as fostering a growing number of SME’s. The financial sector particularly is quite competitive, but there are plenty of opportunities in other sectors.
      • Be innovative: With a Government that makes innovation in all industries a priority, make sure to showcase your dynamic new ideas, they will be welcomed and supported.

      Finally, do your research! Explore the different resources available from Enterprise Ireland to delve deep into the market and really understand the opportunities and challenges that will arise. Our world-class Market Research Centre provides countless market reports, and MA’s are happy to help with market-related requests.

      For more be sure to check out our Going Global Guide Luxembourg 

      If you would like to know what to prepare ahead of your first MA call, click the graphic below

      Clean Air

      Novaerus clean air technology helping to fight the spread of Covid-19

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      As focus falls on airborne spread of virus, independent research suggests Irish innovation can help solve a major problem for healthcare and other sectors

      One of the many ways our lives have changed during the spring of 2020 has been the way we communicate. New words, phrases and expressions have entered our vocabulary, from acronyms like WFH and PPE to the rallying cry ‘Stay home’.

      The one we’ll remember the most, however, the one most likely to linger in our lexicon is the term ‘social distancing’. Years from now, in a bar in Belfast or a restaurant in Rathmines, we will probably still be acutely aware of the social distance between ourselves and the next person.

      The huge emphasis on social distancing – and other rules including hand washing – underline that the focus on limiting the spread of Covid-19 has up to now been about avoiding human contact. Keep your distance – no touching.

      While steering clear of potentially contaminated people and surfaces remains the focus, there is increasing awareness of the ‘aerosol’ or airborne spread of the virus that comes from dried particles dispersing over long distances and remaining suspended in the air.

       

      Clean air vital to prevent virus spread

      Many health authorities are now aware that these viral particles can circulate for long periods and can cause infection when inhaled. For hospitals, care homes, schools, factories and other buildings where large numbers of people gather indoors, clean air is now vital to prevent the spread of Covid-19.

      This is where Novaerus comes into the picture. One of the many Irish tech companies helping the world to fight the virus, this Dublin-based firm specialises in manufacturing medical-grade clean air solutions for the healthcare and other sectors.

      Part of the WellAir company, Novaerus has just announced successful independent test results for its most powerful solution, the Defend1050. Significantly, this patented, portable air disinfection device has been proven to reduce MS2 Bacteriophage (a surrogate for Covid-19) by 99.99% in just 15 minutes.

      Novaerus patented plasma technology

      Designed for continuous, rapid air cleaning in large spaces, especially where there is a high risk of infection, the Defend 1050 uses Novaerus’ patented, ultra-low energy plasma technology to eliminate airborne viruses and vastly reduce the risk of disease.

      “Infection can be transmitted on air currents over distances, by direct and indirect contact, or by a combination of all three routes,” says Dr Felipe Soberon, Chief Technology Officer at WellAir.

      “Independent tests prove that the Defend 1050 is ideal for mitigating the risk of airborne dissemination of infection and contamination of surfaces and hands by reducing the bioburden in the air.” says Soberon.

      The Defend 1050 was independently tested by US-based Aerosol Research and Engineering (ARE) Laboratories. Placed in a sealed Bioaerosol Test Chamber with aerosolized MS2 bacteriophage, the device took just 15 minutes to reduce the MS2 bacteriophage by 99.99%.

      “The methods used by labs like Aerosol Research and Engineering are informed by consensus standards and established by international bodies and scientists,” says Dr Kevin Devlin, CEO at WellAir. “We’re confident that the tests are indicative of how effective the Defend 1050 can be when removing viruses, like coronavirus, from the air.”

      The efficiency of the Defend 1050 has been recognised by Chinese health authorities and registered on China’s official platform for disinfection products. Novaerus also recently donated several air dis-infection devices including Defend 1050 models to two hospitals in Wuhan, China, to help them reinforce their virus protection protocols.

      Many hospitals worldwide have installed Novaerus technology to help reduce the transmission of Covid-19 among both staff and patients. The Irish technology is also being used in other healthcare facilities, senior living facilities, schools, and other buildings.

       

      Internationally recognised innovation

      The patented plasma technology used in Novaerus products was invented in 2006. Clinical trials began in Europe in 2008 and a radical upgrade of the technology was completed in 2011. With the help of Enterprise Ireland, the company expanded into the US, Asia, Europe and the Middle East, and its products are now deployed in more than 40 countries worldwide.

      Novaerus is part of WellAir, an Irish company on a mission to reduce indoor airborne pollutants to create living, working, and healing spaces that foster rather than detract from human health, productivity, and wellbeing.