Creating innovative solutions to new and emerging threats

Cybersecurity solutions that address new and emerging threats

The Covid-19 pandemic saw a rapid shift for many to virtual ways of doing work – and the recognition – finally – that remote and hybrid working is a very viable possibility in many industries. And, that offering flexible ways of working can actually give companies an edge when it comes to attracting talent. Unfortunately, however, with more flexibility comes a very real problem – the increased risk of cybercrime and cyberattacks. And the need for effective cybersecurity solutions is becoming more urgent by the day.

According to a study by McKinsey & Co, only 16% of executives felt that their organisations are well prepared to deal with cyber risk. Plus, the United Nations has warned that cybercrime increased by nearly 600% during the pandemic.

“Globally, there has never been a more challenging time for organisations in relation to cybersecurity,” says Pat O’Grady, Senior Business Advisor and Global Lead for Cybersecurity at Enterprise Ireland. “A higher level of cyber threats and attacks, security challenges linked to remote working, and increasingly sophisticated attacks on personal accounts have all put systems under immense pressure.”

 

Irish cybersecurity solutions

Ireland has long been a leader in technology innovation, with our advances in medtech, agritech, fintech and more in high demand across the globe. So it comes as no surprise that an increasing number of ambitious Irish companies is coming up with some very clever solutions to cybercrime. As an example, Cork-based Velona Systems has developed a solution that protects large call centres in the US against brute force call spam attacks, ghost calling and robocalling, a growing challenge in this sector.

Velona is just an example of our strength in the area, which is highlighted in the Enterprise Ireland Cybersecurity Innovation Series 2021, which this year is titled ‘Creating Innovative Solutions to New and Emerging Threats’. Taking place over six separate events in November and December, covering different world regions, the series features talks by leading cybersecurity experts, pitches by innovative Enterprise Ireland client companies, and opportunities for individual client-buyer meetings.

“All the participating Irish companies have identified the most urgent areas within cybersecurity and come up with intelligent solutions that potentially have a worldwide customer base,” says Pat. “For instance, one of the biggest issues now is the sharp rise in phishing emails. Cyber Risk Aware is an Irish business offering learning platforms that can build training programmes within Microsoft Office 365 to raise staff awareness regarding phishing and teach them how to spot a dangerous email. The company also offers a phishing simulation platform, which can build email templates and schedule simulation campaigns to test the level of awareness within the organisation and to offer additional focused learning for staff when required.”

Like all good responses to security threats, many solutions are based on prevention rather than cure – and with the cost of cyber crime rising sharply as the attacks get more sophisticated, this is sure to be a massive area of growth. “EdgeScan is leading the way in pen testing, or vulnerability scanning,” says Pat. “This includes scanning company IPs or carrying out pen tests on company websites or client portals to find any potential weaknesses – therefore stopping the threat before it happens.”

 

Remote working challenges

With remote and hybrid working looking likely to stay in the long term, many companies are looking for ways to boost their security with staff working on devices away from the office and even out on the road. “Remote working has brought with it many challenges; one issue is providing the same amount of security as in the office,” says Pat. “Web and email filtering identifies new malware sites and can block specific categories of websites, such as gambling sites. Galway-based TitanHQ offers advanced solutions for this issue, currently helping businesses in over 120 countries.”

A big issue for companies is our increasing reliance on mobile phones for work purposes – now a company has to look into protecting these as well as laptops and computers. “Many companies have introduced a controlled ‘Bring Your Own Device’, or BYOD, policy in which company apps are locked down or secured on the device, while others have restricted access to only corporate devices to allow for full control. And yes, there’s an Irish company involved in this area too: CWSI are experts in the field of mobile device management and offer guidance on both policy and the technical aspects of managing devices.”

It’s clear that Irish companies are leading the way in cybersecurity solutions. Many companies are finding it difficult to acquire and retain staff with skills in the areas of compliance, ISO certification, incident response, forensics and investigations – and, as Pat explains, there are several Irish companies in a great position to help. “Irish innovators such as Integrity360, SmartTech 24/7, Kontex and Evros are providing a solution to this issue by providing expert security consultant services. These companies’ Security Operations Centre (SOC service) offers uninterrupted monitoring of their clients‘ IT networks.”

 

Details of the Enterprise Ireland Cybersecurity Innovation Series 2021 can be found here

SmartAgriHubs connecting European agricultural and IT innovation

“The SmartAgriHubs project has been invaluable not just to Walton but to Ireland, as it’s allowed us to build a network of contacts and strong strategic relations with similar partners across Europe.”

Hazel Peavoy, Walton Institute, SmartAgriHubs Horizon 2020 project

Key Takeouts:

  • Walton Institute, part of the Waterford Institute of Technology, is involved in a major project that is driving the digitisation of the agricultural sector in Europe.
  • The SmartAgriHubs project has received €20m in funding from the European Union’s Horizon 2020 research and innovation programme.
  • With 164 partners, the ambitious project aims to build a network of over 2000 Competence Centres supported by 250 Digital Innovation Hubs and deliver 80 new digital solutions to the market.

H2020 Case Study: SmartAgriHubs

     

    Increasing the competitiveness, resilience and sustainability of Europe’s agri-food sector is a prime focus for the European Union as it looks ahead to the challenges of climate change and feeding a growing population. Central to the future success of the sector will be the widespread adoption of innovation and smart-farming techniques but this will rely heavily on interconnectivity and knowledge-sharing across a multitude of stakeholders.

    This is the focus of the ambitious €20m SmartAgriHubs Horizon 2020 project. Involving a consortium of 164 partners, including start-ups, SMEs, service providers, technology experts and end-users spread over nine Regional Clusters, the project aims to build a network of over 2000 Competence Centres supported by some 250 Digital Innovation Hubs and deliver 80 new digital solutions to the market.

    Walton Institute, a centre for information and communication systems science and part of the Waterford Institute of Technology (WIT), is leading the Ireland & UK Regional Cluster, with Hazel Peavoy at the helm.

    “Part of our role is to identify the Digital Innovation Hubs and Competency Centres across Ireland to build our local network. Digital Innovation Hubs are larger centres that bring together research, funding, business models and services, while the smaller Competency Centres tend to have a single technical service,” she explains.

    “The aim is to create a network that will work together on ground-breaking research and innovation. We want to be able to give farmers a clear view of the technologies that may be coming down the line and to ensure they get assistance to apply whatever technology they need to support their activities.”

    SmartAgriHubs is also funding a number of Flagship Innovation Experiments through which technology solutions are tested with a view to eventually bringing them to market. The experiments are conducted with the help of the Digital Innovation Hubs and Competence Centres.

    The Ireland & UK Regional Cluster is currently running two Flagship Innovation Experiments. The Farm Sustainability Audit is measuring a range of metrics in the dairy industry related to energy and water use, nutrient use efficiency, animal welfare and greenhouse gas emissions, while STREAM is applying digital technologies to simplify the production of farmland habitat reports.

    “These experiments are helping to bring innovation to the fore. Currently there are three more open calls under SmartAgriHubs that are offering funding for experiments that will drive digital innovation,” says Peavoy.

     

    Connecting the dots

    SmartAgriHubs’s full project title is ‘Connecting the dots to unleash the innovation potential for digital transformation of the European agri-food sector’, which highlights the importance of excellent communication and dissemination of information across project partners and stakeholders.

    “The project has been very successful with regards to communication. The Regional Cluster leads attend monthly meetings and then we disseminate the information down to other elements of the project. And there are also monthly meetings with the Flagship Innovation Experiments. So we can quite clearly see what’s happening across Europe with the other partners and with agriculture and we can learn from each other,” says Peavoy.

    “Having such a large number of partners meant, at an early stage, it took some time to mobilise the consortium but once that was achieved the network has become invaluable to all involved in this sector globally.”

     

    The value to Walton Institute and Ireland

    Peavoy believes that taking part in SmartAgriHubs has positioned Ireland and the UK as key drivers for the agri-tech sector across Europe.

    “This project has been invaluable not just to Walton but to Ireland, as it’s allowed us to build a network of contacts and strong strategic relations with similar partners across Europe.”

    “From a personal perspective, it’s very interesting to see how other countries approach particular problems and to get an insight into what research is required by the sector to meet its future needs,” says Peavoy.

    “Likewise, we can see that our partners in SmartAgriHubs are learning from us. For example, the Competency Centres we’ve identified through SmartAgriHubs are often start-ups and SMEs and through WIT’s Technology Gateway they’ve been able to benefit from Enterprise Ireland funding. Our partners in Germany were very interested in how our Technology Gateways function because they don’t have anything like that.

    “The SmartAgriHubs partners are also looking at how we’ve created a culture of multi-disciplinary collaboration in Ireland. What was once a landscape of competition has become a landscape of collaboration; A perfect example of that is the VistaMilk Research Centre which has brought together a number of RPO’s to develop new technologies for the dairy sector. I believe that in many ways Ireland is leading the charge in this space and is well-positioned to lead on future Horizon Europe projects linked to agriculture” says Peavoy.

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

    H2020 success stories banner link

    Brexit and Intellectual Property – Webinar

    The UK’s decision to leave the EU will impact many aspects of business including Intellectual Property Rights (IPR).

    Our webinar explained the effects of Brexit on the different types of IPR, and discussed practical answers to questions like:

    • Will my existing IP rights be sufficient after Brexit?

    • What changes might I need to make to my IP portfolio?

    • Do my licence and distributor agreements cover the relevant territories?

    • If I am importing or exporting goods, have the IP rights contained in the goods been exhausted in the relevant territory?

    • Will my custom notifications still apply in the UK and EU?

    Hosted by national broadcaster and journalist – Jonathan Healy with insights from:

    • Peter MacLachlan and Cherrie Stewart of MacLachlan & Donaldson

    • Joe Doyle, Intellectual Property Manager in Enterprise Ireland

    • Emer O’Byrne of Enterprise Ireland’s Brexit Unit.

    Watch here 

    Webinars – Brexit Customs Briefing Series

    As the Brexit transition period comes to an end on 31 December 2020, Irish businesses trading with the UK will need to operate in a new business environment.

    To assist Irish companies with their final preparations, Enterprise Ireland in partnership with the Local Enterprise Offices will host a series of webinar briefings to advise on logistics, freight, customs clearance and the critical steps needed to avoid trading disruption on Jan 1st.

    Register Below:

    Inside Innovation Show – Combilift

    Inside Innovation brings you the stories of Ireland’s leading innovators and changemakers. Across the series we will cover a whole range of topics from innovating in a crisis, to looking at the future of many business areas. We go behind the stories, to understand what drives these innovators and what the innovation success factors are, from capability building, to culture and leadership.

    The podcast is hosted by innovation expert Aidan McCullen.

    Episode 1 – Interview with Martin McVicar, CEO & Founder of Combilift

    The first episode is part of a series ‘Innovating in a Crisis’. An Irish innovator who innovated in the Covid-19 crisis is CEO and Founder of Combilift, Martin McVicar. The Irish engineering firm leveraged the innovation skills that make it a world leader in forklift trucks, to solve a global shortage of the ventilators required to fight Covid-19.

    Export Compass webinar series

    Export Compass: the first step to export success

    Export Compass webinar series

    The export economy is widely seen as vital to the success of the Irish economy – and even more so now we are looking into a period of recovery after the twin challenges of Brexit and Covid-19. There’s no better time to look at the possibilities afforded by exporting, and the opportunities that are available for ambitious Irish companies.

    Plus, there are more markets that ever before that are actively welcoming innovative and ambitious Irish export partners. The UK market continues to be an important market, while our ongoing commitment to the EU has made trading within the Eurozone easy and accessible. What’s more, Brexit has created more opportunities for Irish companies to increase business within the Eurozone.

    But while it’s clear that now is the time to develop an export strategy, getting started is the most difficult step – and that’s where Enterprise Ireland’s Export Compass series of webinars can help.

    “Exports are critical to the Irish economy,” says Keelin Fagan, Head of Exporter Development at Enterprise Ireland. 

    “As micro, small and medium-sized businesses are the backbone of the Irish economy, it’s a key focus for us and other agencies such as the Local Enterprise Offices (LEOs) to support these types of businesses when thinking about exporting and during their export journey. The Export Compass webinars are a first step for any company even considering exporting.

    “The last 18 months have been extremely challenging for SMEs and micro businesses. The pandemic has resulted in the digital economy completely opening up, and there’s been a dramatic shift in how people buy goods. But this has also created opportunities for businesses that weren’t there before, whether in terms of mindset or in in terms of the market itself. In short, Export Compass is a chance for companies to really explore the possibility of developing an export strategy, and what are the right next steps for them.”

    The series of five webinars cover every aspect of developing an export plan, including research into different markets and opportunities, culture and doing business in other countries, sales and marketing techniques to win export customers in a digital world and financing your export plan through funding and pricing. The final session aims to bring all the information together, with a chance for participants to interact with a panel of experts.

     

    Essential first steps

    Export Compass is open to any company considering exporting, or perhaps in the very early stages of developing an export plan, as Keelin explains: “The Export Compass webinars aim to show companies the benefits of exporting, as well as where companies can get support in overcoming any potential barriers or challenges, for instance, language or business culture. The purpose of the series is to explain the key facts when it comes to exporting and how to get into the mindset of developing an export plan.

    “Participants will hear from other companies that have started their export journey, or perhaps are even a little further along.”

    “We touch on areas such as market research, the ideal customer from an international point of view, cultural differences in each of the market, and tips and tools to win customers in a competitive digital world. These are the fundamentals of what you need to think about if you want to move forward in developing an export plan.” says Keelin.

    Introduction to supports

    The series features interviews with companies who have successfully exported to a variety of different countries, giving participants a valuable opportunity to learn from other Irish businesses and network with those in similar situations – something that has been hugely missed over the last 18 months.

    A pivotal part of the series is the introduction to the many available supports for Irish companies considering an export strategy. Enterprise Ireland has over 40 international locations, which facilitate access to more than 60 countries worldwide; each of the international offices are there to help Irish companies overcome any obstacles to trading in each country, from facilitating introductions and meetings with potential export partners to researching a chosen sector or overcoming language barriers. The Export Compass series features insights from many of the personnel available to help Irish companies implement an export strategy in their chosen country.

    We also bring in some of the Enterprise Ireland staff from the offices around the world so participants can hear first-hand how they can support client companies as they begin their export journey,” says Keelin. “We want participants to leave the series of webinars with a clear idea of what support is available to help them during their export journey and what next steps they need to take in order to develop their plan.”

    The webinar series is free to all micro & SME companies who are looking to take the first steps on the export journey. Watch the on-demand series here.

     

     

     

    Three EU flags in front of a Eurozone recovery banner on the Berlaymont building of the European Commission

    Eurozone Recovery, Irish Opportunity: How Irish companies can benefit from the EU’s recovery plan

     

    Key takeouts

    • NextGenerationEU funding represents an opportunity for Irish companies to break into new markets or scale their presence in existing markets
    • From digital health care and green technology to smart cities and cybersecurity, there are hundreds of Eurozone recovery projects that will be fully funded by the EU
    • The Enterprise Ireland Eurozone team can help you find the right markets and projects to target

     


     

    What is NextGenerationEU?

    We are living in extraordinary times, but it’s not all bad news for Irish business. Over the next couple of years, those who can or who are keen to export can take advantage of a significant opportunity, fuelled by the NextGenerationEU funding package put in place by the European Commission. At €750 billion*, it’s the largest ever stimulus package in Europe and some is directly aimed at SMEs.

    “The objective is twofold,” explains Marco Lopriore, at the European Institute of Public Administration (EIPA). “It is recovery, to help the European economy recover from the past year, but it is also resilience.

    “This is a push for a radical transformation of consumption and production to prepare European economies to withstand future crises in a better way. We’re speaking in Brussels about a paradigm shift. This is basically changing the way we function completely.”

    Within the overall project, the EU level of investment is supplemented by the agendas and priorities of each national government.

    *The current value of the funding is €806.9 billion. It was €750 billion when agreed in 2018.

     


     

    What does the Eurozone recovery plan mean for Irish SMEs?

    This Recovery and Resilience Facility (RRF) means a wave of funding unrolling across all 27 EU member states to support investment in public services and infrastructure, to make Europe greener, more digital and more resilient.

    As Ireland seeks to build a deeper trade relationship with Europe, that funding represents an excellent opportunity for Irish companies to break into new markets or to deepen and scale their presence in existing markets.

    Across everything from digital health care and green technology to smart cities and cybersecurity, there are hundreds of Eurozone recovery projects to complete across the EU over the next few years. All of them will be fully funded.

    “SMEs are not always directly affected by macroeconomics,” says Anne Lanigan, regional director, Eurozone at Enterprise Ireland, “but when that volume of money is going into it, especially to drive the green and digital agenda, it has to have an impact on what is happening at a business level.”

     


     

    Core focus on green and digital

    European Commission bannerThe overall fund is focused on six pillars, with the green transition and digital transformation being top of the list. The European Commission has specified that each country must assign at least 37% and 20% of their spending to those pillars, respectively.

    “Several member states have gone beyond those minimum thresholds,” says Lopriore. “Luxembourg, for example, is putting 60% to green, while Germany is putting 50% to digital.

    The green transition covers everything from clean tech, renewable energy and energy efficiency, sustainable transport, improving water quality to creating greener cities and making farming more eco-friendly.

    Digital projects to get funding span 5G, digitalisation of public service, cloud computing, smart cities, artificial intelligence, blockchain and more, including projects focused on reskilling and upskilling to improve digital literacy.

     


     

    Leaning into Irish tech expertise

    Areas in which many Irish firms specialise, such as cybersecurity and the digitalisation of health are a significant focus in many plans, says Lopriore, who wrote extensively on national areas of focus for NextGenerationEU funding in a recent paper.

    “In Belgium, for example, the plan is to spend €585m on digitalisation, of which almost €80m is allocated to cybersecurity. Spain wants to reinforce cybersecurity on its rail network, its air traffic control, its central public administration and in the tourism sector.”

    When it comes to providing health and medical services online, France will invest €2 billion in the digitalisation of health, while Germany will invest €3.8 billion.

     


     

    Breaking into a new European market

    The funding offers new momentum to Irish exporters targeting Europe, a trend that was already soaring, says Lanigan.

    Anne Lanigan, Patrick Torrekins, Leo Varadkar, Leo Clancy“Since we implemented our Eurozone strategy in 2017, we’ve seen a 33% jump in exports from Ireland to the Eurozone,” she says. “Even in 2020, when some sectors were hit very hard, we still saw a 1.6% growth in exports, which is significant considering economies across Europe shrunk.

    For companies that want to export for the first time or to diversify their export markets, Enterprise Ireland can offer support and advice. This includes everything from market research and helping a company to get export-ready to tapping into a wide network of contacts and making the right introductions.

    “The easiest model is where a client is looking for a customer and we can introduce them,” says Lanigan. “Exporting often involves a local partner and we introduce companies to the right people– the local influencers, the potential partners and those they could collaborate with, including other Irish companies.

    “We work to build clusters that bring companies in the same space together,” she explains. “If there is an opportunity around smart mobility, for example, we can bring companies working in that area together and introduce them to the right people.”

     


     

    Finding the right market to target

    The markets of interest to individual companies will depend on the nature of the products and services they offer. Those selling into the tourism and hospitality sector, for example, will find more extensive opportunities in Southern Europe, where governments are placing more emphasis on this sector.

    Many countries mention renovating buildings to be more energy-efficient and installing more electric vehicle charging situations, but Germany is putting particular emphasis on hydrogen production and AI, for example.

    Detailed country-by-country information in English on the plans and priorities of each Member State can be found here.

     


     

    How will the Eurozone recovery funding work in practice?

    • While SMEs may believe trying to tender for public contracts is too complex and likely to be choked by red tape, 15% of the NextGenerationEU funding will benefit SMEs – more than half of that in direct business.
    • Furthermore, Enterprise Ireland can advise on the tendering process.
    • In practice, each EU state has its own national Resilience and Recovery Plan (RRP), with all projects in it open to public tender on an online portal.
    • Some of these portals, such as those of France, Italy and Portugal, are already up and running.
    • Every project linked to this Eurozone recovery funding must be completed by 2026.

     


     

    Rising to the export challenge

    While deciding to expand export operations can seem daunting to some, Lanigan encourages Irish business owners and managers to examine the RRP options open to them. That includes going beyond the UK, even as a first export market.

    “Diversifying our export markets has become even more important since Brexit,” she says. “Now, 29% of our clients’ exports go to the UK, but that is down from 45% a decade ago.

    A marked improvement in marine links is helping, she adds, as more routes with more capacity mean it is much easier to trade directly with EU customers.

    “We have a huge market on our doorstep. After all, we have the biggest free trade agreement in the world, with no customs, no tariffs and no regulatory challenges. And, of course, for 19 countries in the Eurozone, there are no currency costs.”

    “Irish companies have a great reputation across Europe, with customers having a really positive view of them. And when you see the Irish products and services selling into Europe – they are top notch and born of incredible innovation – it’s evident why they are well regarded.”

     

    If you’re interested in starting to export to the Eurozone or in growing your exports to the Eurozone, get in touch.

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

    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

    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  

      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

       

      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

      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.