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:

Evolve UK – Ready for Brexit: Meeting UK customer expectations

The Evolve UK webinar series highlights the opportunities for Irish companies interested in doing business with the UK.

This webinar discuss how businesses are tackling customer communication and customer care during continued Brexit uncertainty with insights from:

Robert Rowlette, General Manager of Archway Products

Alan Croghan, Financial Director of EasyFix

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 

The African opportunity for Irish firms

There is a tendency among people in Europe and the rest of the Developed World to take a somewhat negative view of Africa. While the continent certainly does have its problems, the fact remains that Africa presents huge opportunities for Irish firms in a variety of sectors, including agritech, life sciences, education, fintech, construction, ICT and other digital technologies.

And the extent of the opportunity is vast. There are 46countries in Sub-Saharan Africa, with a total population of 1.2 billion. According to the World Bank, between 10% and 15% of those people are middle class. Furthermore, there are more people earning over $25,000 a year in Africa than in India.

Africa is the second-largest landmass in the world after Russia and has more cities with a population of over 1 million than the US.

Overall, the population of Sub-Saharan Africa is set to double to 2.5 billion by 2060. That will give the continent a very large cohort of young people. While the rest of the world is greying the African population is getting younger.

At an individual country level, Nigeria has a population of 200 million at present. That is set to grow to 400 million by 2060 when it will have overtaken the US in population terms. Ethiopia has more than 100 million people at present and that is also set to double by 2060 and has been the fastest-growing economy in the world over the last two years (10% annum).

Sub-Saharan Africa pre-Covid-19 was the second-fastest growing economic region in the world after South East Asia. English is widely spoken, while the time zones in Africa are similar to Ireland’s.

The middle-class proportion of the population is also set to continue to grow, further adding to the scale of the opportunity. That trend is largely being driven by increased urbanisation, with people moving from the land to the cities in increasing numbers.

Vast opportunities in Africa

Africa also possesses vast mineral wealth. Just about every mineral required by modern industry can be found in Africa. In fact, every mineral the world needs can be found in the Democratic Republic of Congo alone.

The continent is also rich in natural resources, with major gas finds off Mozambique being larger than many of those found in the Arabian Gulf. Meanwhile, companies such as Tullow Oil are active in Ghana, Kenya, and Uganda. Quite a few African countries are becoming oil producers and exporters, while others are growing wealthy from minerals and precious metals exports.

Agriculture will be a key driver of opportunities for Irish firms. Every country in the African Union has a stated ambition to become self-sufficient in food in the coming years. This is driven by the simple imperative that foreign exchange is not available to import food. Population growth will drive increasing demand for food and that in turn will provide openings for Irish agritech companies.

These companies can share their knowledge to help African farmers and food producers to increase yields. Irish farming can produce ten times what we consume as a nation and this capability can be transferred. For example, Irish know-how has helped Kenyan potato farmers produce yields of 60 tonnes per hectare, a sixfold increase on previous output.

Education is another zone of opportunity. Up until 2020, some 400,000 Africans left to study abroad each year. In the main, they are studying for undergraduate and postgraduate degrees. The biggest market is Nigeria at present, while Africa has the world’s fastest-growing third-level sector. Pre-Covid-19, Ireland was only attracting around 900 students from Africa each year. There is clearly room for improvement there.

The African healthcare system is different from our own in terms of the fact that all of the growth is in the private sector. These new hospitals and clinics are demanding the very best when it comes to healthcare technologies and other supplies, and they offer a potentially lucrative opening for life sciences and medtech firms.

In the years ahead, much of Africa’s economic growth will be driven by digitisation. Young Africans tend to be much earlier adopters of digital technology than their European counterparts. This is in part due to the poor state of older technology infrastructure in much of Africa. Digital Technologies Irish technology companies, involved in areas such as Fintech and Telecommunications find multiple opportunities in Africa in the years ahead.

Other digital technologies experiencing strong demand growth there include all forms of e-health and e-travel.

Construction is another major opportunity. Africa has rapidly increasing needs for housing, hospitals, roads, industrial infrastructure, water and sanitation, datacentres. All sectors are relevant, and Ireland’s well-travelled construction industry is ideally positioned to meet that demand.

At present, Enterprise Ireland is supporting more than 400 client companies to do business in Sub-Saharan Africa. Growth has been very strong in recent years, with Irish exports to sub-Saharan Africa growing to well over €500 million. Growth in the key markets of Nigeria, South Africa, and Kenya reached 16%, 9% and 7%, respectively, during 2019 against a backdrop of a global growth for Irish exports.

Enterprise Ireland supports

Enterprise Ireland has adopted a hub-and-spoke strategy to assist client companies in this hugely complex region. We have offices in South Africa, Nigeria, and Kenya to cover the south, west and east of the continent, and we use these bases to support client companies working in neighbouring companies.

There are challenges, of course. Africa is a very big place, with a huge variety of different languages and cultures. Companies need to be very committed to the market and understand that African purchasers are quite sophisticated. The best strategy for most Irish firms will be to work with local partners. That presents its own challenges in terms of maintaining and developing the relationship from a distance. Through our e-program of meet the buyer and presentations of sectoral opportunities, Enterprise Ireland helps client firms to find local partners as well as to sustain relationships with them.

On the other hand, Ireland does have some natural advantages. As a small country in Europe which has come through a period of rapid development only quite recently, there is a natural affinity with many African countries. Furthermore, coming from a multi-cultural, highly educated, entrepreneurial country, Irish firms are able to deal with cultural and other differences with a sensitivity that makes them the envy of other exporting nations around the world.

For these and other reasons, it is time for us to open our eyes to the African opportunity. If you want to know more about Africa contact us in Enterprise Ireland 

Hannah Fraser Nordics

Market Watch – Nordics

“The Nordics is renowned for being one of the most progressive, open, and innovative regions in the world. Made up of Sweden, Denmark, Norway, Finland, and Iceland, it has not traditionally been the first choice for Irish exporters, but nonetheless the region presents opportunity for companies looking to expand their business internationally.

Over the last five years exports to the Nordics from Enterprise Ireland clients have grown 35% and there are now over 450 exporters to these markets. And despite Covid,  despite Covid, Hannah Fraser, Director Nordics Region, says opportunity exist for companies which bring innovation and something different to market.

The region is culturally and geographically close to Ireland and companies here are open to innovation and international partnerships. While negotiations often taken some time, once you secure a client, Nordic customers are committed, reliable and willing to pay a good price for solutions they can see value in.

In addition, Sweden, Norway and Denmark are in the top five countries for non-native English speakers, so language isn’t a barrier like other European markets – all of this adds up to a region which is lucrative and easy to do business in.

However, there is no denying that the pandemic has caused a lot of disruption to industry across the globe and in every sector – and the Nordic region is no different.

The response has differed country to country and while it remains to be seen how these measures will impact the economy in the long run, the Nordic economies were some of the strongest globally at the start of 2020 and look, so far, to be more resilient and set to recover faster than many of their European neighbours.

In the most recent figures, Sweden reported a GDP fall of 8.6% and Denmark of 7.4% during Q2. Norway’s GDP is estimated to have fallen around 7.1% between the months of March to May, while Finland, which undertook some of the stricter measures in the Nordics, reported a GDP fall of only 3.2%.

Irish companies working in the region have been affected in some ways. Travel restrictions, in particular, have proven challenging for staff travelling in and out of the region and also hindered Irish companies’ ability to meet customers, or potential customers, in person, which has affected the pipeline of new business for this year and into 2021.

But these issues are being addressed as firms have ramped up their digital presence to connect with customers in new ways and are now working more closely with local partners and suppliers. In addition, the supply chain across the Nordics is operational and the major construction sites, which many Irish companies are working on, have remained open throughout and business is now moving well in many areas.

Ultimately, the Nordics is a region of huge diversity and opportunities for companies differ from country to country and sector by sector. Well-established opportunities exist for Irish Engineering and Hi-Tech Construction companies, particularly around the construction and fit-out of the hyperscale data centres being built across the region.

There are also some emerging opportunities in areas like Fintech, Lifesciences, Telecoms and Energy and Irish firms have started to capitalise on these. In addition to this, one of the major themes for Nordic companies is around sustainability and building sustainable businesses.

Indeed the region has been at the forefront of sustainability for years and is considered to have some of the most ambitious climate action plans in the world – and this is an area in which Ireland can really learn from. Companies of all sizes here have a focus on building sustainable companies and integrating the UN Sustainable Development Goals into their business models.

This commitment to sustainability drives market demand for Irish products and services which in turn delivers solutions and innovation to areas such as renewable energy, electrification and energy efficiency.

There are a number of Irish companies which have successfully secured contracts in the Nordics in recent months including Mainline Power, CXIndex, Cambrist and XOcean – so the future does look bright for the region. Our team at Enterprise Ireland are on hand to support Irish companies to continue to grow and win business here.”

Get key insights on the supports available from Enterprise Ireland.

David Eccles Regional Director Australia and New Zealand

Market Watch – Australia and New Zealand

Overview

•  Australia and New Zealand have amongst the lowest cases of Covid-19 in the world
•  There have been some second wave cases and local lockdowns
•  Most businesses still working remotely where possible
•  Australia is experiencing its first recession in three decades and the New Zealand economy has also been affected, but plans have been put in      place to mitigate this.
•  Government stimuli put into effect in March will begin to be phased out over the coming months.
•  There are business opportunities for Irish companies in the MedTech and Lifesciences sectors.

Nowhere has been left unscathed by the global pandemic but Australia and New Zealand have been fortunate to have some of the lowest case numbers in the world. However, regional Enterprise Ireland manager, David Eccles, says while the two countries have managed to escape the worst of the infections, there is still a note of caution about the future.

“Australia is 75th on W.H.O data table of cases and New Zealand is 153rd, but we are not out of the woods yet with some second wave cases across both countries,” he says. “Both countries have closed their borders to all except for citizens, residents and immediate family members and 14-day quarantine measures are strictly enforced.

“Australians had been slowly emerging from Covid-19 lockdowns since May but a recent second wave has seen the State of Victoria in stage 4 restrictions while the other seven States and Territories have lighter restrictions and there are some border closures between States, with each being in a very different position.

“And in New Zealand, which was COVID free for over 100 days, a recent wave had seen Auckland go into lockdown and Level 3 restrictions, but this week they have returned to Level 2 restrictions with the rest of the country. So, most companies are continuing to work remotely and enforce social distancing where possible.”

But while the cases of Covid-19 were noticeably less in the region, Eccles says economies in both countries have been affected.

“Australia is now experiencing its first recession in nearly 30 years, thanks to the economic fallout from coronavirus, bushfires and drought,” he says. “And the New Zealand economy is poised to contract severely for the first time in over a decade this year – again due to the coronavirus.

“In addition, they both also boast large tourism, hospitality, and education industries, and these have been severely impacted by the near elimination of international travel. But in other areas, business activity remains robust with construction and financial services leading the way.”

The area manager says Australian and New Zealand Governments invested in numerous cash-stimulus measures for business since March, but these will be withdrawn across three phases from September 2020 to March 2021.

And the Australian government has increased the instant asset write off from $30k to $150k for businesses making capital expenditures and this has given a boost to some Irish companies.

However he says, while there have certainly been an array of challenges and opportunities for exporters to the region, Irish companies have shown remarkable resilience and adaptability in the face of these challenges. And the Antipodean market is no exception.

“We have found multiple opportunities for Enterprise Ireland clients, as all sectors increase their digital transformation,” said Eccles. “In fact, some clients have brought forward their entry into our markets due to demand, particularly across digital health, EduTech and FinTech. And in MedTech and Lifesciences, Irish companies have scaled rapidly to meet new demand for product and have accelerated their market entry here.

“The most impactful of the COVID factors to our clients is the border closures and the cessation of international travel. The borders to international travellers will definitely not reopen this year but exemptions are possible, while very difficult to achieve.

“Interestingly, a key challenge for our clients in the past has been making the decision about when to invest in a local presence and the time and cost involved in flying to the region for important meetings – but with everyone now meeting virtually, this removes that pressure.”

Since March when the lockdown began, 20 Enterprise Ireland clients have established a presence in Australia and New Zealand, including WayFlyer, Vizor, Swoop and MagGrow and over 50 new contracts were won by Irish enterprises across Australia and New Zealand.

“This is as clear a sign as you can hope for, to show that Australia and New Zealand are still open for business, still the gateway into the wider AsiaPac region,” says Eccles. “And Irish companies are showing the strength, determination, adaptability and resilience to win business 17,000 kilometres from home.

“We, Enterprise Ireland Australia / New Zealand, have started new ideas and initiatives to try and help clients during the current situation. We have started a mentoring programme ‘Scale Up, Down Under’ with six companies taking part in a 6-month programme to accelerate their entry into market.

We have also run a series of sector specific Advisory Panels across Sydney, Melbourne and New Zealand, giving a range of Irish companies the opportunity to present their product to sector experts and often senior Irish diaspora in the market to seek guidance and advice.
“So there is light on the horizon for both companies doing business here currently and those planning their market entry.”

Anyone interested in learning more about Irish innovation and its application in the Australian market can visit www.irishadvantage.com.au

Get key insights on the supports available from Enterprise Ireland.

Global Ambition – Industry Insights webinar series

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

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

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

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

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

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

 

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

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

happy employee

Irish talent tech firms boost global engagement and productivity

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

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

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

 

1. Workvivo: Engaging employees with a highly social experience

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

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

 

Describe your business

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

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

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

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

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

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

 

2. Frankli: automating continuous performance management

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

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

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

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

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

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

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

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

 

3. Empeal: personalised employee wellbeing at scale

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

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

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

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

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

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

 

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

 

4. Peptalk: building community through connection and wellbeing

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

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

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

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

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

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

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

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

 

5. Wrkit: easy to implement and clinically-backed 

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

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

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

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

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

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

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

ReturnWorkplace 1

Covid-19: Returning to the workplace safely

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

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

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

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

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

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

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

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

Communicate, communicate and communicate some more!

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

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

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

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

Successful resource planning

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

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

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

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

Protect sensitive information

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

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

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

Resetting your business model

Resetting your business model in response to Covid-19

In preparing for tomorrow’s world, businesses need to reset their business model to remain relevant to their customers in the new environment

The Covid-19 pandemic has changed the world and transformed the environment and operating rules for business. Last year’s winning formulas have become failed propositions almost overnight, and many of yesterday’s compelling products and services are obsolete in the context of tomorrow’s needs.

This requires businesses to take a long, hard look at their business models in order to remain relevant to their customers in the new environment. They will need to reassess what they sell, who they sell it to, and how they make money from that. They will also have to examine why people buy from them and how that translates into profitability.

According to Business Financial Consultant Brendan Binchy, companies need to focus on four key areas when seeking to reset their business models:

  • Their current product offering and how can it be developed, changed, or delivered differently
  • Who their customers will be in future, both current and new, and if there is a need to drop some existing ones
  • The reasons customers buy from them, their new value proposition, and how they will do something unique; and
  • How they will make money – lower input costs, production efficiencies, premium price or volume increases.

When looking at the product offering, Binchy advises companies to ask the hard questions. “Have you got any inherent future proofing protection for your product or service? What is unique about it? What is its lifecycle in the market? How much of your revenue is dependent on it? What are most profitable products?”

The answers to these questions will help decide what products to retain or drop, as well as inform new product development efforts.

Customers should be subject to a similar analysis, he advises. “Who uses your products? What are their demographics? Who are your most profitable customers? Where are they? What defines your ideal customer and where can you find more of them? Why are you still dealing with unprofitable customers?”

This will assist in defining target customers. “Businesses should categorise customers into groups according to their profitability and different attributes, and then select which ones they want to deal with in future. This may lead them to stop dealing with some of them. Companies shouldn’t be afraid to fire customers who don’t value what you do.”

The next step is to establish why these customers will buy from the business. “Go out and ask your customers,” Binchy advises. “Bring them in and talk to them about it. Find out the defining attributes of your most important customers and find ways of meeting their expectations. This will help you pick the right people to work for; people who value what you do. If a multinational has been buying from you for the past 10 years, you must be doing something right. Find out what that is and build on it.”

Making money is the other and perhaps most critically important part of the jigsaw. This will require the business to look at the key business model drivers of products and services, marketing and sales, and finance, in terms of profitability, cashflow and return on investment. “They are the what, the who and the how of the business model,” Binchy explains. 

“The enablers are your people and systems and processes that support the business. You can’t grow a business without all three drivers, being robust and in balance with each other. You can have great customers and products, but you won’t have a business if you’re not making money.” says Binchy

An analysis of those drivers, along with the enablers, will give you a clear view of the revenue and cost bases of the business, and will help identify how the pathway to profitability can be bridged. “A business might look at reducing materials, labour or other operational costs. It can also look at production efficiencies or seek to increase prices if it can be positioned in a premium segment of the market.”

The remaining question is how to finance the transition between the old and the reset business models. “The money and support are there to help companies bridge between the two. We just have to hope the transition period between them is going to be as short as possible,” Binchy adds. “The Enterprise Ireland Covid-19 Business Financial Planning Grant is there to help businesses start the journey. It offers a 100% grant up to the value of €5,000 to fund the cost of a financial consultant to prepare a financial plan that shows exactly how the company intends to reset and adapt its business model as it emerges from lockdown. The Lean Business Continuity scheme offers vouchers worth up to €2,500 to fund the cost of training and advisory services.”

He points to the €450 million Covid-19 Working Capital Loan scheme and the €200 million Future Growth Loan Scheme available through the Strategic Banking Corporation of Ireland as potential sources of loan finance for companies.

In addition, there are the Enterprise Ireland Sustaining Enterprise Funds which offer funding up to €800,000 to fund the implementation of stabilisation and viability plans. Smaller businesses can also apply for funding of up to €25,000 or €50,000, depending on the size of the business.

Both schemes feature repayment moratoriums for the first three years, a very important consideration according to Binchy. “That is very attractive when the company doesn’t have repayment capacity for the moment. They can’t go to the banks if they are in that position. Businesses have to dance very carefully when seeking funding, and these schemes certainly help with that.”

Learn more about the Enterprise Ireland supports available in our Accessing Liquidity & Managing Cashflow webinar

Adapting your business model

Adapting your business operations in response to Covid-19

As businesses reset and recover, every aspect of a business’s operations should be examined and analysed to identify efficiencies and better ways of doing things

Having identified a pathway out of the crisis, made required changes to the business model and developed a cash conservation strategy, businesses need to turn their attention to operational matters if they are to adapt quickly to the changed environment.

Every aspect of a business’s operations should be examined and analysed to identify efficiencies, better ways of doing things, or things which shouldn’t be done at all. Companies around the world are already engaged in this process and those that delay will find themselves at a competitive disadvantage, according to Business Transition Consultant Brendan Binchy.

He points to a survey of 3,000 CEOs carried out by the Economist Intelligence Unit which found that almost all of them are going to implement operational agility measures as a result of the Covid-19 crisis. “That train has already left the station as far as they are concerned,” he says. “Every company should take a quick and hard look through the whole functional side of its business.”

He offers a checklist of the five core functional areas of the business which require attention – products and services, marketing and sales, finance, people, and systems and processes.

“They need to take a walk through that checklist and identify areas where they can improve effectiveness and efficiency,” he adds. “For example, when looking at the operational model they should ask if it is possible to morph to online, or if product and service delivery modes can be changed.”

On products and services, he advises careful management of stock levels as a starting point. 

“New product development should also be reviewed, you have to look at the cost to bring it to market and how quickly it can generate new revenues streams or if you need to do it at all at the moment.” says Binchy

Similarly, expansion plans should be subject to reappraisal and put on hold if not justified by a clear payback. Supplier relationships are also important, and discussions should be held with a view to reducing costs and achieving efficiencies.

“With international supply chains, some companies are moving away from “just in time” policies to making sure there is “enough in time” to meet demand,” Binchy adds. “There is risk associated with internationalisation, and companies could consider moving to a portfolio of multiple suppliers to deal with this.”

Other considerations relate to the production process itself. “If the company is starting up again, what needs to happen in the production flow? Does everyone need protective screening measures? Will you sub-contract some things out which had been done internally?”

Turning to marketing and sales, he recommends a selective appraisal of investment, but with targeted reductions based on return on investment rather than wholesale cuts which could cut off the market cycle.

Another area to look at is pricing strategy and the potential impact of discounting. Care should be taken to avoid a situation where discounts lead to volume increases which in turn may cause problems in the production process and perhaps divert resources from more profitable lines. It’s a classic case of weighing up the price volume trade off.

The finance function should become more fully integrated into the management of the business, he advises. “The finance team should be a core part of the overall management team. This means you will know all the things you need to know about the business and its finances as they happen, rather than find out about them in a report two or three months later.”

Binchy says communication is vital when dealing with people in your business. “You have to remember that you’re dealing with human beings and you should support them in the same way as you support your customers. When you are faced with implementing inevitable pay rationalisation measures you should segment your employees carefully to ensure that those people who are adding most value are rewarded appropriately.”

The final item on the checklist is systems and processes. Along with people, these are the underlying enablers of the business and every element should be assessed to ensure it is delivering value to the business either in terms of revenue generation, service improvement, or efficiency and productivity gains. Regardless of how good a process can appear there is always a better way, Binchy notes.

Businesses seeking to adapt and modify their operations to meet the changed environment created in the wake of the Covid-19 pandemic can avail of support in the form of Enterprise Ireland Lean Business Continuity Voucher and the Covid-19 Business Financial Planning Grant.

The Financial Planning Grant is worth up to €5,000 to pay up to 100% of the costs of an approved financial  consultant to work with the company on the development of a business and financial  plan, while the Lean Business Continuity Voucher is worth €2,500 and can be used for training or advisory services to help them identify and implement the measures needed to ensure they can continue to operate during the current period.

Where additional finance is required to fund new initiatives Binchy points to the Enterprise Ireland Sustaining Enterprise Fund which offers funding of up to €800,000 to eligible companies. 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.

Learn more about the Enterprise Ireland supports available in our Accessing Liquidity & Managing Cashflow webinar

businesswoman

Covid-19 Business Supports

From 5,000 to 800,000, Enterprise Ireland has a range of funding supports to help you recover

Enterprise Ireland has put in place a suite of funding supports to help Irish companies adjust to the immediate and future challenges presented by the Covid-19 pandemic. These supports are designed to help businesses stabilise and adapt to the evolving situation, in preparation for getting back on the road to recovery.

 

The Business Financial Planning Grant

The Covid-19 Business Financial Planning Grant is designed to help companies develop a robust financial plan and secure their viability in the short to medium term. 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 to prepare a plan which can encompass the documentation required to support applications for finance from banks or other providers such as Enterprise Ireland.

The plan will establish the company’s current financial position; examine the negative Covid-19 impacts on the business; establish where the company wants to be in three years’ time; identify a series of actions to be undertaken by the company to mitigate the effects of the current crisis; provide a framework to manage costs and identify funding gaps; and enable management to identify the finance required to sustain the business through the crisis and beyond.

The plan should also include a complete set of financial forecasts for three years.

Eligibility: The grant is open to all Enterprise Ireland clients as well as companies employing 10 or more in the manufacturing and internationally traded services sectors.

How to apply: Contact our  Covid-19 Business Response Unit at businessresponse@enterprise-ireland.com or your Enterprise Ireland Development Advisor.

 

Sustaining Enterprise Fund – funding of up to €800,000

Aimed at giving manufacturing and internationally traded businesses the liquidity and cash resources required to make it through the Covid-19 crisis, the Sustaining Enterprise Fund offers funding of up to €800,000 to eligible companies.

The purpose of the funding is to support the implementation of a Sustaining Enterprise Project Plan which will lead to the eventual stabilisation of the business and a return to viability. The Sustaining Enterprise Project Plan must outline the company’s liquidity needs and explain how the funding will remedy its immediate problems.

Businesses can use the Covid-19 Business Financial Planning Grant to pay for the development of the Sustaining Enterprise Project Plan.

Subject to an annual administration fee of 4% (with 0% fee for the first six months) there is a three-year grace period for repayments on funding, which must be repaid in full by the end of year 5, and the achievement of the objectives originally set by the company

Eligibility: To be eligible for the fund, companies must have experienced a reduction in actual or projected turnover or profit of 15% or more, and/or a significant increase in costs as a result of the Covid-19 outbreak.

In addition, eligible applicants must be unable to raise sufficient capital from the market (or other sources) to meet the funding needs of a Sustaining Enterprise Project Plan.

Companies are not eligible if they were already in financial difficulty on 31 December 2019 or were experiencing difficulties for reasons not related to Covid-19.

How to apply: For further information, contact your Enterprise Ireland Development Advisor or the Covid-19 Business Response Unit at businessresponse@enterprise-ireland.com

 

Sustaining Enterprise Fund – Small enterprise

Similar to the main Sustaining Enterprise Fund, this scheme provides financial assistance to smaller manufacturing or internationally traded services companies for a three to six-month period to support business continuity. Eligibility criteria are the same as for the Sustaining Enterprise Fund, and the assistance is to be used to support the implementation of a Business Continuity Project Plan. Companies eligible for this scheme are also eligible for the larger scheme.

Companies can avail of the Business Financial Planning Grant to pay for the development of their Business Continuity Project Plan.

The scheme offers repayable funding of up to €25,000 to companies with turnover of less than €1.5m and up to €50,000 to companies with annual turnover of €1.5m–€5m.

As with the main scheme, there is a 4% annual administration fee and a three-year grace period on repayment. No administration charges are levied for the first 6 months and the advance can be repaid early if the company prefers to do that. Funding must be repaid in full by the end of year 5, subject to the achievement of the objectives set out in the Continuity Plan.

Eligibility: Companies are not eligible if they were already in financial difficulty on 31 December 2019 or were experiencing difficulties for reasons not related to Covid-19.

To discuss eligibility criteria or any other aspect of the scheme, contact your Enterprise Ireland Development Advisor.

If you are not an Enterprise Ireland client or do not know who your Development Advisor is, you should first contact the Business Response Unit at businessresponse@enterprise-ireland.com

How to apply: You can apply via the Enterprise Ireland Online Application System.

 

Lean Business Continuity Voucher

The new Lean Business Continuity Voucher helps enterprises to identify and implement the measures needed to ensure that they can continue to operate safely during the Covid-19 pandemic.

It offers eligible companies up to €2,500 in training or advisory services from approved providers. The services may take the form of management advice or training of management or staff within the company and must be related to the continued operation of the businesses during the current pandemic. It is expected that the services will be delivered online in most cases.

Project should focus on one or more of these categories;

  • Review of business strategy in light of changing marketplace/supply-chains & customer needs;
  • Introduction of new business practices in order to increase productivity (especially LEAN/Flow);
  • Development of processes for risk assessment and analysis for Business Continuity;
  • Development of working practices for staff safety based on government guidelines;
  • Development of strategy for or investigation of feasibility of doing business online (excluding website development or online marketing costs)

A listing of approved service providers can be found in the Enterprise Ireland Service Provider Directory.

Eligibility: The Lean Business Continuity Voucher is open to small, medium or large client companies of Enterprise Ireland or Údarás na Gaeltachta.

For more information, contact your development advisor or email the Lean & Operational Excellence team in Enterprise Ireland at: businesscontinuityvoucher@enterprise-ireland.com

How to apply: Companies can apply for the Lean Business Continuity Voucher scheme via the Enterprise Ireland Online Application System.

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