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Engineering Is Fundamental To Enterprise

Irish engineers are having a fantastic impact in global enterprise but are we nimble and innovative enough to take on the internationals?

Today we find out how engineering is fundamental to the future of enterprise in Ireland and why innovation and sustainability will be vital to our success.

We are delighted to be joined by CEO of Enterprise Ireland, and Fellow of Engineers Ireland, Leo Clancy.

 Listen below or on your podcast player!

Things we spoke about

01:26 Leo’s career from engineering to enterprise 

04:17 What does Enterprise Ireland do?

05:25 Engineering is fundamental to enterprise

08:38 How Ireland stands out in a global market

11:47 What we can learn from international companies

14:28 Adopting an innovation mindset

18:09 How Enterprise Ireland can help start ups

22:58 Opportunities for Irish engineering companies

25:29 Sustainability as an opportunity and as a threat

33:41 Future forecasting and Impact 2030 for engineering

Guest details

Leo Clancy is the Chief Executive Officer of Enterprise Ireland, the State Agency that helps Irish companies to start, scale and grow globally. Leo graduated from Dublin Institute of Technology with a First-Class Honours degree in Electronic and Electrical Engineering and is a Fellow of Engineers Ireland.

Before being appointed as CEO of Enterprise Ireland, Leo was a member of the Executive Committee of IDA Ireland, the State agency for Foreign Direct Investment. There, he led the Technology sector, working extensively at up to C-level with the top global technology and services companies.

Leo spent most of his career in the telecommunications industry, working in senior management, technical and engineering roles. His most recent role was as Service Delivery Director at e|net. Prior to that, he was General Manager, Service Delivery at Ericsson Ireland.

Website: https://www.enterprise-ireland.com/en/about-us/our-people/executivecommitee/leo-clancy.html

Social Media: www.linkedin.com/in/leoclancy

More information

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/ 

Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.

Quotes

It was that discipline of learning about something and problem solving that I really appreciated about engineering, and I think gives you a great grounding. I've been a manager effectively now for 20 years. You never lose that engineering mindset in terms of how you approach problems, and I think it really stands to people. - Leo Clancy

Irish companies and people have a get it done mentality. We are flexible, we know how to roll with things and problem solving is at the core of how we think about things. Ireland has always had that little bit of a scrappy edge to us, and that shouldn't be confused with low quality because it's not. Irish people are good at analyzing the problem, working out how to change the process in order to get it done, as well as delivering quality. - Leo Clancy

I think we could certainly bring back more of that cultural respect for engineering. We need to value engineering more. - Leo CLancy

There's some brilliant innovation going on in Ireland. And I think it's not beyond the possibility for Irish companies in various domains who are already strong on services and delivering projects to start innovating solutions within their businesses. - Leo Clancy

We're going to see continued and vastly increasing investment in sustainability. That is certainly something that every company should be looking at, as an opportunity, but also as a threat. If companies don't have sustainability plans, and verifiable ones for their businesses, they will be out of business in three to five years. No one will buy from a company that doesn't have a good ESG plan, and that can't verify their own sustainability credentials. - Leo Clancy

It's an absolute testament to Irish business that 2022 was a record year on exports. Irish business performed very well during the pandemic, so I'd be very optimistic about where we're going in the future. I think notwithstanding what might happen in the global markets, I think we're going to continue to see growth in Irish business exports, and growth and jobs. - Leo Clancy

Transcription

For your convenience, we include an automated AI transcription

Dusty Rhodes 00:00

Right now on AMPLIFIED, the Engineers Journal podcast, we're about to learn just how important innovation is for success.

Leo Clancy 00:08

Irish engineers would go to sites, and we'd figure out how to get the job done. We wouldn't stand behind. Well, this has never been done before, it needs to go back to the product unit, and needs to be considered for another three months. Ireland has always had that little bit of a scrappy edge to us as well as well as delivering quality.

Dusty Rhodes 00:28

Hello there. My name is Dusty Rhodes and you're very welcome to AMPLIFIED the Engineers Journal podcast. Irish engineers are having a fantastic impact across the globe. But are we nimble and innovative enough to take on the internationals? Could the lack of sustainability credentials put us out of business? And why is engineering so fundamental to Ireland's future? Our guest today is one of the country's most prestigious engineers who works tirelessly to promote Irish enterprise on the international stage and is about to give us some great insight. I'm delighted to be joined today by a fellow of Engineers Ireland and the current Chief Executive Officer of Enterprise Ireland. Leo Clancy, thanks for coming on.

Leo Clancy 01:16

Thanks, Dusty. It's a pleasure to be here.

Dusty Rhodes 01:18

So listen, you're an engineer at heart Leo, and a fellow of Engineers Ireland. Tell us a little bit about your career in engineering.

Leo Clancy 01:26

I came to engineering accidentally, actually, which is interesting, because the only reason I picked it was I wanted to be a Vet. But the Leaving Cert points were never going to get me there. So the next best choice was what my two cousins thought, it was electronic engineering, which I knew nothing about. Buzz went for us and came to love. It really enjoyed us. And it was that discipline of learning about something and problem-solving that I really appreciated about engineering and I think gives you a great grounding. Like I've been a manager effectively now for 20 years in one form or another bus. You never lose that engineering mindset in terms of how you approach problems. So I think a really stands to people.

Dusty Rhodes 02:06

Tell me how did all of this engineering work then lead you to work with Enterprise Ireland?

Leo Clancy 02:12

I was working with Ericsson Optics as an ace. And during the summer of 2000, and Asia, we probably had a family choice to make about where we were going to be. I ended up resigning from my 30-year career. With Ericsson. On the day, Lehman Brothers collapsed into designation, to join a loss-making telecom startup patinas. It turned into one of the most amazing experiences I've ever had, I joined as service delivery director and took on engineering. So effectively in the CTO role as Enos did that job for four and a half years, and it was an amazing project, we grew the business, and we made it profitable. And then the business was in the process of being sold. And I met no boss of mine who said that the Ida was looking for a head of ICT, being this about marketing the servos, helping attract the biggest ICT companies to Ireland's that's UN's a bit more interesting. So joined Ida and spent eight years there leading the tech sector. My clients were Amazon, Intel, Facebook, Microsoft, and Google. So that led me to an immensely interesting eight years of seeing that hyper-growth of the tech sector. And then it's always been my ambition to be CEO of a company, private or public. I would have said that we're for a person who's come from industry, there are two super interesting jobs in the public sector ecosystem, the CEO of Ida and the CEO of Enterprise Ireland. So this was the one that came up soonest.

Dusty Rhodes 03:41

And does Enterprise Ireland still have that kind of like problem-solving angle to your life, except on a much bigger national scale?

Leo Clancy 03:48

Every day of the week. We're an organization of over 800 people with a budget of around 400 million euros. We have 40 offices outside Ireland. So it's a big organization. But so involved in the tech ecosystem funding university research, and funding companies, my early stage was an equity investor in nearly 2000 companies, you know, just hugely interesting span 4000 clients across many sectors. So there's something to learn in every hour of every day.

Dusty Rhodes 04:17

I kind of want to chat with you about opportunities abroad for engineering companies and how you would kind of look nationally and internationally at things that engineers are always considering like sustainability and innovation in the future. But first, just to kind of give us a bit of because we all hear about the ITA we all hear about enterprise Ireland but you know we don't pay as much attention to it as maybe you would like us to and apologize here now for that. Can you explain to us what is the IDA and what specifically really is Enterprise Ireland?

Leo Clancy 04:47

The IDA is a sales and marketing machine at its heart, it's focused on bringing foreign direct investment to Ireland's enterprise. Ireland is much more complex, we are focused on Irish companies entirely, and Ida is focused entirely on non-Irish companies. So our portfolio ranges from the very earliest founder who's thinking about starting a business and might want to do an entrepreneurship training course, all the way up to companies like Kerry Group and Icon, clinical trials companies, and others who are very large global leaders in their fields. And every company in between. So we've got over 4000 clients.

Dusty Rhodes 05:25

One of the things that I have seen them, you know, we're looking at various videos and and and articles and reopen and investigating you, Lele essentially, one of the things that you said was that engineering is fundamental to the future of Irish enterprise. What do you mean by that? Why is engineering so key to Irish enterprise?

Leo Clancy 05:43

Engineering is a fundamental building block of any modern economy. You know, and I think this will be increasingly true. So engineers build large parts of our world and engineering has been a huge string for Ireland in terms of how we succeed. So if I look at the industries that are growing fastest in my world, its construction actually is one of our single biggest growing export sectors, companies that have engineered the semiconductor fabs, the farmer plants, and the data centers in Ireland, are now taking what they've learned in Ireland, and they're going global, and all around the world, a huge, huge growth rate in that area. Sustainability Solutions was our fastest-growing job sector last year. And again, depends on good engineers who can include can engineer software solutions, carbon monitoring solutions, put them into insights, and life sciences, reading faster, etc. We have hundreds of innovation, of young life sciences companies that are growing very fast now, I think the scientific community probably wouldn't thank me for not including them, also, in addition to engineers, but I think science and engineering capability is fundamental to the creation of new and defensible IP. If you want to succeed in a very competitive global market, you need products that are unique, defensible in global markets, and give you a competitive edge. And I think Roiland does knowledge economy, we need to re-emphasize the importance that engineering and science at the core of our industrial solutions.

Dusty Rhodes 07:14

You say one of the quickest growing areas of the moment is construction and construction internationally. How does construction work on an international basis,

Leo Clancy 07:24

it worked through a number of strands, the primary ones are people making products, whether it's precast, concrete, or electrical monitoring systems, and lots of products like that, you know, partition walls, that are exporters and go into construction products, say, you know, and they might have got their start with an Amazon in Ireland, or with Intel or with or with Pfizer. And once those, once they've proven them, once companies have proven themselves selling products into those companies, the world is their oyster in terms of global supply chains. The other really fast-growing one is people. So the people who built those projects in Ireland, we had a great announcement from h&m B A a few weeks ago, where they were adding 700 jobs around the world, including 400, and Ireland to serve global electrical and data center projects and their mechanical and electrical contractor their core competencies, the people that they provide project manage and install electrical solutions in very large plants. So are people traveling out on a contract basis to be part of the building project? And people that they will hire locally if there's a pipeline to a business that can keep going locally? And complementing those two soaks? Product and people exports are the two elements.

Dusty Rhodes 08:38

And what is it about, like engineering here in Ireland that makes it so appealing abroad?

Leo Clancy 08:44

I guess it's a done mentality. Yeah, if I saw rose, Irish, Irish companies and people are flexible, we know how to roll with things. Problem-solving is at the core of how we think about things. And when I worked at Ericsson, this was also true, Irish engineers would go to sites, and we'd figure out how to get the job done, we wouldn't stand behind. Well, this has never been done before it needs to go back to the product unit needs to be considered for another three months, Ireland has always had that little bit of a scrappy orange to us. And that shouldn't be confused with low quality because it's not Irish people are good at analyzing the problem, working out what needs to be done working out how to change the process in order to get it done, as well as, as well as delivering quality. So I think we can do the two of those together. There are a lot of countries that are good at getting things done the scrappy way and leave you with a mess. And you know, it's not uniformly culture than any country but that that can be true in certain areas. There are other places where the culture is that you follow a process regardless of the difficulty it causes. Ireland threads in between those two were able to change the process and maintain the quality.

Dusty Rhodes 09:55

There's a thing that we have in Ireland that whenever we travel abroad, we automatically assumed People love us. You travel a lot and it's a lot to do with business and enterprise and everything. That surely is not the reality what are the real thoughts of foreigners when they look back at Ireland?

Leo Clancy 10:12

I think they don't love us they really love us just a word.

Leo Clancy 10:19

It's funny, you know, it is a privileged position to be in, but it's generally true. You know, I have traveled all over the world, myself and Ireland, Ireland's an interesting country. First of all, we have a big Global Diaspora. So we've been distributed around the world, we've had people go out and work in every part of the world, and we've never had a colonial history or passage that would color the perception of us in areas. So we are generally welcome where we are, but then we're also good at getting on with people, you know, Irish people are good at understanding cultures, understanding difference, because we've had that Jasper, we've all known people who've traveled too far corners the world and have to have had to make themselves acceptors. And that's permeated its way back into us. We were a nation of migrants. And we've had to be conscious of other cultures, we've had to, we've depended on the kindness of others, to help us succeed as individuals and to help the nation succeed because we had a population that couldn't have been sustained with we were talking this week about the JFK 60 celebrations. The population of Ireland in the 60s was 2.5 million; the population on the island in 1840, was 8 million I believe. So the amount of people who left Ireland or died from the inability because of the inability to leave the country, I think there is a race memory of this and Irish people that makes us more culturally sensitive.

Dusty Rhodes 11:47

I think you're right, because it's something about, you know, us Irish, we have a serious thing for owning our own home. And I always thought that that goes back to the famine when nobody owns their own home, Jeremy is like, you know, it's not a little protection thing that we have. But that's us Irish. And speaking of your international experience, and working with other countries abroad, have you seen stuff in their cultures that you think we should take on board here in Ireland, I would help us with our engineering.

Leo Clancy 12:16

Interesting. I think we're, we're good when we go to places that are just simulating things that are good. They go to somewhere like Israel, or Netherlands to a lesser degree, you know, the level of directness, that that was in those cultures, is something we could probably benefit from at times, you know, I think sometimes Irish people can be a little bit circumspect. And it is that balance of our niceness and, and getting the job done. But the Irish people are more direct than average. But there are little things like that, that we could probably, we shouldn't probably lose what makes us strong, but we could, we could probably still learn some of that. If you look at a society like Germany, you know, where the focus on and value on engineering is so strong and so pervasive. I think we certainly bring back more of that cultural respect for engineering, actually, and not just saying that because among engineers, our podcast today, I actually think it's true that we need to value engineering more, we could, we could certainly learn more about innovation in the way that the United States does it. You know, we looked at commercial numbers this week in various economic reports and the level of innovation in the EU by companies, I think the stats are over 50% of US companies are investing in innovation in some form or other, but only early 30s of European companies are investing in innovation. And if we go back to the construction example that I mentioned earlier, we have companies who are on top of their game in delivering construction projects, I'd like to see more of those companies actually innovating and creating their own products and services that are not the product of the work of the people on a given project. What are new intellectual property-based things that they understand the market will need, in addition to the people effort that we bring, and we probably don't see enough of that, in our industry in various parts of our industry. Some areas were phenomenal. We have amazing startups and scale-up companies that have defensible IP. But I think if more of our services-oriented companies and people who deliver projects for people could start innovating their own products, that would be really interesting. And I think that's very much a US culture.

Dusty Rhodes 14:28

In many ways you're talking about innovation. Have you any kind of particular example in the back of your mind that you're thinking of about somebody abroad that impressed you with innovation?

Leo Clancy 14:38

I'm just trying to think of companies that are analogous to the example he gave no way I'd nearly look locally to some of the innovation being done from the ground up by startups. So if you think of an example, James and extortionate will probably kill me. I keep mentioning exoskeleton if you've come across them, but they're a company in Carlingford the typical way You do Marine Surveying, as you put a big ship in the water with a crew of 10 plus people and it's diesel-powered and you do the marine surveys and cost a fortune to run, and you do it on customer demand. James and his team at x ocean have developed remote control ship that's about the size of an SUV a little bit bigger. Those largely electrically powered such as diesel engines as well, adult surveys controlled by an operator from potentially their kitchen table in Carlingford, or anywhere else in the world, that these chips can be sent and deployed to do marine surveys around the world. So cost differential is huge. The environmental impact is much lower. You know, those are the kinds of solutions that are super interesting for me. I mean, the other big one Combi lifts Mark McVicker and his team and Monahan, which you probably are aware of, they built an incredible facility for with new innovative lifts, you know, there are 14 products, there's some brilliant innovation going on in Ireland. And I think it's not beyond the possibility for Irish companies in various domains, who are already strong on services and delivering projects just start innovating solutions like that within their businesses.

Dusty Rhodes 16:18

So it's kind of from what I hear what you're saying is kind of services are great, but ideas are better. If your current got to take that then because innovation is brilliant from an engineer, thinking of solving solutions and stuff like that, right? How do you get into that kind of innovation area? Because normally, as an engineer, you're told there's a problem with this, we need to fix it. And you've got to but with innovation, it's kind of you're trying to fix a problem that doesn't exist. So what's in your head? Do you see the thought process that people innovate with?

Leo Clancy 16:51

Yeah, I wouldn't say wouldn't read this. It's not. Most of the best innovation is problems that you understand deeply, that do exist. So if you're, if you're a construction company, and you're going to sites every day, and you see those things are done a certain way. And one of the most traditional industries is construction, for instance. So you're going to the site every day, and you see that there's a niche, you want to scratch, actually working out how to start scratching, that itch is probably the hardest part, you know, how do I? How do I put someone on this? So instead of replicating this problem every time and I'm charging my clients, could I have a better business model, where I'm actually eliminating the inefficiency and charging for this product that eliminates that inefficiency. That's an interesting one, that that's hard to do in any business. That's the Kodak moment, you know, Kodak had the digital famously had the digital camera patents an idea in the 80s. But they couldn't bring themselves to not depend on film. And I think we all as engineers need to be thinking about that Kodak moment for all of our businesses. Where do I see something that's a good business today, that I may need to disrupt myself in initially, in order to make myself stronger for the future.

Dusty Rhodes 18:09

So let me follow that then a little bit, if you are looking at your business, or you see something that is happening over and over again, you come up with a novel and interesting and a new way of tackling that problem and solving that problem. That's what we call innovation. We kind of think, how am I going to turn this from an idea in my brain into reality? Because quite often, it could be something quite big that you need help with. Is it at this stage that you approach Enterprise Ireland, or should you do something else first before we start knocking on your door?

Leo Clancy 18:41

As early as you like, and as early as possible, I would say so if you look as if you look at and I have some examples, my head at all use them because I'm not sure at what stage they're at. We have consultancy companies that have done a number of things they've either come to us for. So one really simple thing we can do. If you have an idea, and you don't have an engineer, if you don't have let's say you're a construction company and you don't have a software person, you can go to a university, we can give you a 5000 Euro voucher to spend with the university to get a prototype built. And that's no cost to you, you own the IEP, you just get the vote for most you get the work done, you guys it's delivered for you. You can go higher than that, once you've done that, you can build that up into an innovation partnership where you can get up to 660 5% of the customer, a much larger project done. And this is before you have to commit any full-time permanent people beyond people who can interact with the university on the idea. If you think you can have people on staff who can do it we can help you with an initial feasibility grant to actually explore that idea in detail and they are very substantial. So you can put a few people on this for a year or two. So that's the scale of where we can help early some companies are juicy where they have a services business. They don't want to distract focus from the core, which is right in many cases, they spin out a company. So they'll create a new entity which we can also get behind As a potential co-founder with equity or other ways, so they're de-risking from the core, but they're also given a better headspace some potential to the people who are in that company, and potentially giving some benefit to the people who go with that idea that they might have returned out of that new business in return for their efforts, folks, there's any amount of ways, but just you, thank you for the question. Because you use that as effectively in your question, come to us, as soon as you have an idea, we really want to see innovation probes, and explored by companies as early as possible.

Dusty Rhodes 20:33

One of the things you think of as a company, because I mean, here we are, we're the home with the international firm, and we're seeing headlines lately, like, you know, those three internationals paid. I can't wait, what was the day that 1/3 of all corporation tax three companies, it's, it's insane. So they're huge. But then you're kind of an engineer listening to this, you kind of think, well, actually, I'm just part of a small little engineering company, maybe we're evolved in technology or something like that. Do you think that small emerging tech companies that Ireland are possibly in better shape than the big multinationals are in a better position to be able to innovate?

Leo Clancy 21:10

I don't think it's as binary as that, actually, I think. But, yes, small companies can pivot their model a lot quicker. You know, that's, that's something that's certainly true. We see it everywhere that by the time you work your way up through the innovation process, and large company, at startup can have delivered a product to the market, you know, and that's just a fact of life, I worked on a very large company, I worked at a very small company, I went from 100,000 person company to a 30 person, company. And to those are nice, and the difference is brilliant. And I think small companies often don't realize that superpower that they have, I think large companies can eventually do whatever they want. We talked about this recently, with Chuck GPT, and GPT. For large language models, large companies own a huge amount of computing power, plus, they will take longer to come to market with solutions, you know, small companies, and we've seen this with open AI can actually move faster, where they will get stuck potentially as on the resource needed to scale up an idea but depends on the domain you're in. If it's large, long language models in AI much harder to scale those up because there's a global scarcity of Nvidia chips at the moment. So you're going to hit a barrier, not to mention the money required. But in most other domains, small companies can move fast, I think it can be a much bigger proportional bet, though. So just understanding what you're getting yourself into planning for is making sure that the financial model behind what you're setting out to do is clear, those are important. And again, that's where we can help. So we have people who can help flesh out. An idea from a technical feasibility point of view can also help you with a financial model, the cash flow analysis, and things like that. So that's where we're keen to help more and more companies.

Dusty Rhodes 22:58

I'm not thinking about all these and you know, kind of the agility of being a smaller company and being able to experiment with ideas. And then there's this port from Enterprise Ireland. And you're thinking about not just doing it in this small little rock on the side of the Atlantic, that there's a market of billions and billions out there. What kind of opportunities, from your point of view are there in the world for Irish engineering companies?

Leo Clancy 23:20

Huge opportunity, where I'm getting asked all the time these days, do global conditions mean that we should be getting ready for attraction in exports? And should we be worried about the prospects for Irish companies and possibly globalization going to do for us? You know, I think I think those questions are useful to continue asking, but they're not relevant to where we're at at the moment. We have a huge market in front of us for Irish companies. And the optimism is huge. We survey our companies every year on their sentiment about the future of the markets. Companies are telling us in the high 80s and early 90s have optimism about growing their international markets this year. That's a survey we did earlier this year. And it's borne out to be true. If you look at the large globalization concerns that are out there and say they are they're relatively narrow, actually, worse, aimless. You know, things like semiconductor chip battles between large countries and other things around minerals generally don't affect Irish companies in a systemic way. There are companies that will be affected by Chip shortages and by material shortages and other things. But we're not systemically dependent on our existence exposed to some of the key geopolitical things that are going on. And I think we're in enough markets actually, that we should be resilient to whatever might come in terms of financial shocks. So I'm really optimistic about the future. There's any amount of business out there to be done. We said saw the signs in 2022, the US grew to $5 billion of exports from Irish companies for the first time. Eurozone exports grew by 28% Okay, Last year, construction actually was the biggest country research that grew by 50% in the eurozone. And that is companies out building data centers where we know that there's a market fueled by including Chuck GPT and other applications that will continue for another 10 years as a healthy market. There are markets in biopharma for vaccines. You know, I'm the markets were in our resilience to what may call them and financial markets.

Dusty Rhodes 25:29

You've mentioned chat GPT a few times. And AI, of course, is on everybody's mind. And where should Irish engineers be thinking, for the future, with everything changing? So, so fast?

Leo Clancy 25:42

It depends on your domain, I would say, digital is, is huge. And I think engineers need to be thinking about digital models for the delivery of their products. Even in highly traditional industries, like construction soaks natively, digital businesses going to grow substantially as well. So like the AI models and areas like that, so digital is huge. And even if you think digital isn't relevant to you, you should be thinking again, because digital can be delivered easily from Ireland to anywhere in the world which is unlike a physical product. So even if you're in the physical product business, you could add about valuable revenue stream through digital. Digital is also incrementally the cost of a new digital product once you built one zero, popes, you just punch another piece of software out it doesn't cost you anything to do. So to Highmark the margin model. Sustainability is the other one. So it's the other big secular trend at the moment. But it's right, I mean, there is going to be a revolution. Regardless of what happens with financial markets, we're going to see continued and vastly increasing investment in sustainability. So that is certainly something that every company should be looking at, as an opportunity, but also as a Thresh. If companies don't have sustainability plans, and verifiable ones for their businesses, they will be out of business in three to five years' time. No one will buy from a company that doesn't have a good ESG plan. And they can't verify their own sustainability credentials, saying it's only a matter of time.

Dusty Rhodes 27:11

When you say verifying your sustainability credentials, what kind of is this literally a certificate on the wall? Or what do you mean by that,

Leo Clancy 27:20

that won't be good enough. So you can't just achieve a certificate and call it done, you've got to be able to, for instance, be in control of your scope, one, two, and three emission levels, you've got to understand your supply chain in terms of where the products came from, what environmental impact they had both on carbon and on even things like labor conditions, sources, the finance that you use to build your business and all the other aspects on environmental social governance, you've got to be able to prove through your supply chain, that you are not negatively impacting your customers. So the large customers of all of our Irish companies will demand that they can show that they're not negatively affecting their own environmental stance, and they will go deep, if they haven't gone deep so far, they will go deep in order terms into your ESG credentials and will want to see evidence that you can start over. So searching on the wall is a nice start, but it's not going to get you there. Unfortunately, we can help with that we have for instance, a climate and sustainability voucher which we can give companies, two days of consulting that gets fully covered, which helps have a first look at how you stand at this. So 1800 euros, just helps you take a good look at yourself. We then have various stages of green transformation programs that we can bring to bear for companies. So you can get green Start Green plus green transform, which helps you actually bring in consultants into your business and work with you through this entire chain, train your people. So that's an offer we have it's undersubscribed, Dusty, at the moment, people aren't coming to us for this money, and it's either it's a high level of support 100% cover to the wall, vote your level 80% At the next level 50% After that, so and we're not seeing the demand. 

Dusty Rhodes 29:06

First, let me ask you because everybody's telling you about sustainability. But I don't think an awful lot of people really understand it. And you're saying that it's under subscribed, why is it under-subscribed?

Leo Clancy 29:15

I think people are people are very busy. And I know that sounds like a terrible excuse. But we've had braces. We've had COVID-19 We've had the Ukraine crisis, we have more breaks of coming with globalization and supply chain shortages and shocks, inflation and pricing, and all those things. So companies like mine have huge empathy and sympathy for SMEs in the middle of all that because most do not have a big superstructure of admin people who can take on loads of extra stuff, they're struggling to survive. So I think there's a real risk that this has been to deprioritize because the time as well as understanding and I think that's where we can help though we can help with some of that light touch consultancy that can come in and help with some of the explanations, but that's why it was so forceful, really in my description of what will happen to people in their markets, if we don't do this, right, because this is an existential threat, you know, the day will come when you receive a tender that you won't be able to respond to that might be fundamental to the future of your business, and the day is coming.

Dusty Rhodes 30:20

It's like having a tax clear insert, if you can't rustle one up for 24 hours, you're dead, they're gonna go away. So you need to have something along the same way with sustainability. So I get what you're saying in that it's a threat. If you don't look after this, well, then that's gonna cause you big problems in the next 235 years. If you do look after it, it's opening up a huge amount of opportunities, but what is the actual impact? When we look at sustainability from an engineering point of view or within an engineering? Business? What impact is that actually having on real-world sustainability?

Leo Clancy 30:58

Yep. So depends. Like generally, for businesses, if you have a sustainability plan that will make you better insurance, how you do your work, nevermind meeting your customer's expectations, it's generally a good thing to do that you would look at the emissions from your business that, you know, generally leads you to efficiency, actually, you know, so if you have this good sustainability plan, it should improve and enhance your business, it shouldn't be a cost, you know, look at all the people who scramble to put solar panels in in the last year, when there were more expensive to procure and to deploy, because the business case became immediately obvious when electricity prices went through the roof. That's, that's what if they had done it sooner, it would have cost them less to do and they would have had an immediate buffer against those electricity bills. It's hard to make the capital argument for them, though, unless thing unless things get very expensive. But I think taking those decisions earlier will help offer you because essentially, sustainability is about reducing your consumption and improving circularity. Those are all things that actually reduce costs as well. Ultimately, in the long term. Now, the InVEST ability of them is a challenge. And government is working on a number of measures around ensuring that there's more loan and scram capital available for businesses to invest in sustainability. So that's good. The other thing though, is, in that marketplace, your customers will want to buy from companies that have high sustainability credentials, and that will increasingly be the case you will do better in your markets as well as being more efficient. And the way to do it, and this is where engineering is crucial. Sustainability depends, particularly for a product company, you know, the design cycle is so important when you when you're an engineer, you sit down with a blank sheet, we don't use drawing boards much anymore. But you know, it's the turn it's drawing board to design a product, rather than just sketching out the most optimal engineering design with, whatever the most efficient products are, you now need to be asking yourself, what efficient way the sustainability credentials of those components are. So you might put a component into your design, that is the most efficient. But if it's made using questionable materials, or questionable labor practices, or if it doesn't have a future sustainability plan itself, using that component is going to compromise you with your customers. In the end, it's also going to compromise your potential in terms of costs, it's not sustainable. So these are really good questions to ask generically, even if, even if they're hard once you get your head or under a yawn. And engineers are vital to this, the design process and ensuring the childhood that you have this thought or so in advance is probably fundamental.

Dusty Rhodes 33:41

I think that's kind of going back to a lot of what you have been saying is that you know, you take a small idea, and a smaller dn or a small chain somewhere like that can grow. And it can grow your business here in Ireland, and it can grow internationally and as good. Can I ask you just kind of about the future because the engineer is a very curious kind of people like to look at the big picture. And you had said that 2022 was it was a record year for Enterprise Ireland, do you think we're going to be able to keep up that momentum over the next three, five years?

Leo Clancy 34:14

What's the cause? I hate making predictions, especially about the future. Yeah, so I suppose just one clarification, I always rushed to clarify, this 2022 was a record year for our clients. We don't have record years our clients do. And you know, we're here to support and serve. So. So I think it's an absolute testament to Irish business this, that we've had that record year and we had a record during 21 as well and exports. So Irish businesses performed so well during the pandemic. I'd be very optimistic about where we're going in the future. I think notwithstanding what may happen in the global markets, I think we're going to continue to see growth in Irish business exports, and growth and jobs.

Dusty Rhodes 34:57

Another big thing that's being talked about at the moment is the impact To 2030. It's the government's Research and Innovation Strategy, how's that being implemented?

Leo Clancy 35:05

I'm not very close to us in terms of the day-by-day implementation, but the ambition is very strong. And we're working very closely with our colleagues and Science Foundation Ireland, in the higher education authority in the universities, where we are a research funder as well, NASA, lots of people know this. Enterprise Ireland has a research and innovation team that is 70 People and has a very large budget, and that we deployed into more industry near pipe research applications than Science Foundation, Ireland. So we are part of that an intrinsic part of agenda respectable out of the things we do so going well, I think there's lots of things that we can continue to do better. But that's true in every research ecosystem in the world. I met colleagues from South Africa yesterday, and we compared notes about the things we like to boast about how we're doing and the things we don't like about how we're doing was, I think Ireland has a wonderful research ecosystem. And I think it's something we can build on. For me the priority is getting more industry more engaged, more industry players more engaged with academic institutions. That's, that's the core, I think we need to go to

Dusty Rhodes 36:14

Al, how would you see that then applying to engineering?

Leo Clancy 36:18

Engineering, many, a huge number of the projects that are done in the research ecosystem are done on behalf of engineering companies on our edge projects themselves. So it's, it's intrinsic to engineering. I think bringing out more university-based IP into how companies do their business is going to be a large part of that. But I think it companies guesses so actually, I was speaking to an engineer yesterday morning, he was in the biotech industry, actually telecommunications, but he was he's an IP leader in a telecoms company. And he had a wonderful experience of having done his PhD, which was partly funded by Enterprise Ireland funding way back in the day, in the early noughties, and was able to take some of that IP and create a spin-out company and, and bring that into an industrial environment and create global products. And that's the path you know, we have wonderful people and intellectual property in our universities, where we need to find increasing ways to unlock that and to follow that journey and to get that IP out into the wild and create value and profit for Irish companies.

Dusty Rhodes 37:23

Finally, just from your own perspective, and kind of looking towards 2030, as, as I just mentioned a good number. It's seven years away, seven years is a good number, isn't it? What vision do you have for this little country?

Leo Clancy 37:40

Ireland Inc, in 2031, of all government has said a white paper for enterprise. And if people haven't read us, I'd encourage them to do so it was published last December. It's government's vision for 2030. Actually, in terms of, in many respects. So we've two or three key things, I'd say. First, I think we are aiming that we will have 50% more large Irish companies by that point than we had last year. So and that's, that's ambition, too many Irish companies fail to a certain point and then are sold to global players are, you know, otherwise, leave our shores, we want to keep more of those companies Irish for longer and grow them to a global scale, they believe that's achievable. And seven years of 50% growth from we counted 104 last year to over 150 is a big jump. But I think the momentum is there if we can get behind such as Enterprise Ireland. The other big target that we have for 2030 is a 35% reduction in carbon emissions in respect to Irish enterprise on data is going to be hugely challenging 35% reduction in the context of a growing economy in particular, it's 35%, from the baseline that we would add early this decade, back down NASA have any growth that we see. So that's a serious ambition. But we have to achieve those as part of the government's plan. So we'll be pushing very hard on that as well, folks, I think more scalars companies and significantly reduced carbon emissions from ocean enterprise are probably the two that are top of mind there's adding a bunch of smaller ones,

Dusty Rhodes 39:16

Leo Clancy, It's a huge pleasure, honor, and brilliant to be able to see your point of view on the world, especially in relation to engineering and the amount of ideas and information and ways of looking at things that you've just given to us in is one podcast is absolutely phenomenal. I can't thank you enough for joining us today.

39:37

Thanks, Dusty. And thanks to the team at Engineers Ireland it's a privilege to be here. Really appreciate the partnership and congratulate you all on the work you're doing.

Dusty Rhodes 39:46

If you'd like to find out more about Leo and some of the topics that we spoke about today, you'll find notes and link details in the show notes area on your podcast player right now. And of course, you'll find more information and exclusive advanced episodes of our Engineers Ireland AMPLIFIED podcast on our website at engineersireland.ie. Our podcast today was produced by dustpod.io for Engineers Ireland. If you'd like more episodes do click the Follow button on your podcast player to get access to all of our past and the future shows automatically. Until then, from myself, Dusty Rhodes. Thank you for listening.

Engineering Is Fundamental To Enterprise

The Future of Engineering Education

Our working world is rapidly changing and graduate programmes are changing also. We discover how new recruits are learning in a new way and what we as qualified professionals must do to keep up.

Giving us an insight into today’s university programs are Una Beagon, Head of Civil Engineering at the Technological University in Dublin and Maria Kyne Dean of the Faculty of Engineering in the Technical University of the Shannon.

Listen below or on your podcast player!

Topics we discussed include

02:07 How teaching engineering has changed 06:36 How engineering courses are assessed internationally and kept up-to-date
11:47 Why working closer with industry is developing critical thinking skills
16:21 Keeping up to date with technological advances.
19:09 Lifetime learning and problem-based learning.
29:44 The importance of lifelong learning.
35:03 What is the general attitude of employers to lifelong learning?
37:31 What to be afraid of in engineering.

Guest details

Dr Una Beagon is Head of Civil Engineering at TU Dublin and a Fellow of the Institution of Structural Engineers. Her research centres around using pedagogical initiatives to improve professional skills in engineering students. Her work has won several awards including a Teaching Fellowship, The Engineers Ireland Excellence Award, The SEFI Francesco Maffioli Award, the Le Chéile Gradam and A Teaching Hero Award from the National Forum.

https://www.linkedin.com/in/dr-una-beagon-95566b18/

Dr Maria Kyne has 30 years of experience including being a Sydney Accord and Dublin Accord review member for the International Engineering Alliance for reviews of Engineering Professional Body organisations in the UK, Canada and Pakistan. Today she is Dean of the Faculty of Engineering in TUS.

Her research interests are in the area of Engineering Education Quality Assurance. Her publications investigate the possibilities of combining or aligning the current programmatic review and accreditation processes for engineering education.

https://orcid.org/0000-0002-0053-1050

More information

Links Una mentioned include:

Profess 12 - https://www.tudublin.ie/research/discover-our-research/profess12/about/
TrainEng-PDP - https://iiw.kuleuven.be/english/trainengpdp
A-Step 2030 - https://www.astep2030.eu/en
Engineer SDG - https://www.tandfonline.com/doi/full/10.1080/03043797.2022.2033955

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/


Quotes

"Teaching engineering has changed considerably in the last 20 years. There was a time when the lecturer went up on the podium, gave the lecture and the students took what they could from it. Today, the lecturer becomes more of a facilitator of knowledge, skills and competencies. They have gone from being lecture-driven to more lab lectures, where a lot of the lectures are part of laboratory experiments and classes, especially in mechanical or electrical engineering areas. " Maria Kyne - TUS

“There's a lot of talk about AI generated papers being handed in and some lecturers have seen it. Their view is that it looks wrong as they know the students' work from being with them in class or elsewhere. But there have been dramatic changes to assessment methodologies in the last year or so. So, there will be either more ORS or more individually assigned projects where each student would have a slightly different problem to analyze.” Maria Kyne – TUS

“Programs are accredited by relevant professional bodies, including engineering and construction programs. These programs are assessed by the International Engineering Alliance, where we have international accords, such as the Washington Accord for Level 8 engineering programs, the Sydney Accord for Level 7 engineering programs, and the Dublin Accord for Level 6 engineering programs. Each country that is part of these signatory agreements is assessed, and their Level 8 degrees are compared to ours. Our Level 8 degrees, which are honours degrees, are on par with what is taught in Australia, America, Canada, and throughout the world for anyone who is part of these international engineering agreements. Most countries in the world have signed up to the Sydney Accord and the Washington Accord over the last 20-25 years, providing to some extent a harmonisation of engineering degrees and the standards of graduate attributes." Maria Kyne – TUS

TRANSCRIPTION

For your convenience, here is a 90% accurate AI transcription of the episode.

Dusty Rhodes  0:01 

Right now on Amplified, the Engineers Journal podcast, we're about to get into the challenges and opportunities in educating engineers for a rapidly changing world.

Una Beagon  0:11 

Any type of person can make a good engineer, that's the first thing I would say.

Maria Kyne  0:17 

There's something for everybody. Even if you end up in the wrong discipline of engineering, it's so easy to switch to another discipline. If somebody is interested in a particular area of engineering, they're more likely to succeed. Motivation beats knowledge any day,

Una Beagon  0:32 

I think that idea of just being a problem solver, then you can fix everything else, we will give you the skills to deal with the rest of it.

Dusty Rhodes  0:48 

Hi, there, my name is Dusty Rhodes, and you're welcome to Amplify, the Engineers Journal podcast. One of the amazing things about engineering is that things are constantly changing. And for many engineers, it's a part of their psyche, to keep up with the changing times. But how are things changing? And what is it that fresh graduates coming into the business have been learning? Or indeed, how have they been learning? And how can we as qualified and experienced professionals, keep up? To chat about this today, we have two hands on leaders in the field. Firstly, we have Una Beagon Head of Civil Engineering at the Technological University in Dublin. Una has a lot of career experience working as a consulting engineer in Ireland and abroad. Today to you she's focused on how teaching techniques can improve professional skills. Una, you're very welcome. Thanks very much. Also with us is Maria Kyne, who after working as a civil engineer for over 30 years, is currently Dean of the Faculty of Engineering and the Built Environment in the Technical University of the Shannon. Maria, thanks for joining us.

Maria Kyne  1:54 

Thank you dusty.

Dusty Rhodes  1:55 

Just before we get into the academic side of things, you both have a huge amount of real world engineering experience. And perhaps you can give us a quick synopsis of your career before you ended up into you Dublin.

Una Beagon  2:07 

Sure, yeah. I guess I was quite lucky. I knew from when I was around 14 years old, I think that I wanted to be an engineer. So in that sense, I was very committed. And I did my degree in civil engineering and worked as a consultant for 20 years in Belfast and then London and then back in Dublin. So I've had a great range of experience worked on some fabulous projects with great teams over the last 20 years or so.

Dusty Rhodes  2:34 

And tell me the story of why you were dragged back into university life.

Una Beagon  2:40 

Yeah, that's a funny one. I'm not sure if Maria's story is the same but I loved being a consultant. I never saw academia in my life plan and then the recession hit and of course everyone gets nervous in the recession. And I had been doing some part time lecturing in the evenings while I was working and I just really enjoyed it I got a great sense of job satisfaction from it. So when a job came up, I applied for it and was very happy to come in as a as an assistant lecturer originally entity Dublin. So that was the crux I was about 10 years ago.

Dusty Rhodes  3:15 

And Maria, yourself before to you have the shovel.

Maria Kyne  3:19 

And I was my professional experience began as a civil engineering consists in a civil engineering consultancy in the UK before joining NUI G as a civil engineering lecturer. So I then moved on to Limerick and became a lecturer in project management and then back to to where I started as a lecturer, and then became head of department and finally dean of faculty.

Dusty Rhodes  3:45 

Well, listen, tell me in universities today, would you say that the process of teaching has changed a lot in the last 20 years?

Maria Kyne  3:53 

Yes, I think the teaching has changed considerably in the last 20 years. And in many ways, I suppose the more significant is that there was a time when the lecturer went up on the podium and gave the lecture and the students took what they could from it. Nowadays, the lecturers see themselves as facilitators of learning, where they're helping students to absorb the knowledge and this and so a lot of the information that used to be transmitted by lecturers previously, is sent out before the lectures and they have that available to them up in virtual learning environments, and such as Moodle, or Blackboard. And the students have the information it's absorbing and understanding and doing the engineering that we focus on. So the practical skills and getting the students to understand and comprehend and do calculations so that they can understand what they're learning. And so the lecturer becomes more a facilitator of the knowledge, skills and competencies. So he has gone from being lecture driven lectures to more lab lectures, where a lot of the lectures now are part of laboratory experiments and laboratory classes where students have, as part of the lecture, they might work on a piece of equipment if it's in the mechanical engineer or electrical engineering areas. So it's that sort of a change.

Dusty Rhodes  5:23 

So it's kind of upside down. So it's back in the day when I when I was in a learning environment where you kind of do all the paperwork and the books at home. And then you go into the class and you and you're able to ask questions and everything with the professor's pardon me? How do you see things have changed in the last 1015 years?

Una Beagon  5:42 

Yeah, I would agree with Maria. It used to be very teacher centered, it was all about what the teacher did. And that was that idea of the sage on the stage. And it's very much changed to a student centered concept now where it's all about what the student does. And, and the terminology is was is the guide on the side that that's the role of the lecture. And I. And one of the things I think that's interesting about that is, back when I was at college, the professor had all of the information. And I sat in class trying to write down all of the notes to get that information. And with the Internet, now, information is available at our fingertips. And so we're trying to expose our students to ways to develop what we might call critical thinking skills, being able to discern what's important or what's not important, or what's accurate, and what's inaccurate on the Internet, because that's freely available information is both a challenge and something to be careful about.

Dusty Rhodes  6:36 

Have either of you noticed an influx of AI generated papers being handed in?

Maria Kyne  6:43 

There's a lot of talk about this, and some lecturers have seen it. And their view basically is that it looks wrong, you know, that they either know the students work from either being with them in class or elsewhere. And when it comes to something like that, like the the chat GBT or other assessment tools come in, then the it looks wrong to the lecture, the lecture can recognise for the most part, but they have to, I mean, there will be dramatic changes to assessment methodologies in the last year or so. So that you either have more ORS or more individually assigned projects, where the each leg, each student would have a slightly different problem to analyse.

Dusty Rhodes  7:32 

So AI and digital tools and Internet is is one thing, how have things changed in the last 1015 years with collaborating, collaborating between yourself and students or students collaborating with each other?

Una Beagon  7:45 

Yeah, I think there's been a much more recognition in recent years about the importance of collaborative working, and multidisciplinary, working and working in teams. And certainly, there's an awful lot of our modules now which have group projects in them. And we provide scaffolding to the students to help them learn how to work in a team. I have a few of examples of that, that we could maybe talk about later. But one of the aspects that we might talk about is the focus, I guess, between the balance of what we might call technical engineering skills, and other skills, which we might call professional skills or non technical skills. And they are quite important as well. So it's important that we expose our students to opportunities to practice those skills. In addition to the technical skills, collaborative working multidisciplinary working are two good examples of those.

Maria Kyne  8:33 

Yeah, the engineers Ireland accreditation process highlights the need for both the professional and the technical skills. So when they they accredit engineering programs, they're looking for both, and they're looking for a student's exposure to both the technical and professional skills.

Dusty Rhodes  8:52 

Now one thing I always hear about Ireland, I think it's been beaten into me as a child is that we are the land of saints and scholars and that we do doctors and engineering and universities better than any other country in the entire world. What is the reality? I know we do have a good reputation. But how are our courses here actually assessed internationally.

Maria Kyne  9:15 

We are part of engineers, Ireland and our programs are accredited by the relevant professional bodies, the engineering and construction programs. They in turn, are assessed by the International Engineering Alliance where we have international Accords, such as the Washington record for level eight engineering programs, the Sydney accord for level seven engineering programs or the Dublin record for level six engineering programs, and each country who are part of these signatory agreements. They are assessed that their level eights are similar to ours. So we're our level eight, our level eight which would be the honours degrees, they are on par With what is taught and how it's taught in, in Australia, America, Canada, throughout the world, anyone who's part of these international engineering agreements, and most countries in the world over the last 2025 years have signed up to the Sydney accord and the dot Washington accord. And that has provided to some extent a harmonisation of engineering degrees and the standards, the graduate standards, which we call the graduate attributes,

Dusty Rhodes  10:33 

it sounds very high level politics, when you talk about how these big cities records and stuff like that, how do they actually kind of agree that the level of course in one country is equivalent to one in Ireland? 

Maria Kyne  10:45 

I am an international reviewer. So what happens is that three international reviewers from different countries go to for instance, I was on one in the in the UK there recently for the Sydney accord. And we visit three colleges for trade Sydney accord was level seven soldiers, they incorporate engineer in the UK. And we look at three programs that would be fighting students with qualifications which they could use towards becoming a cooperation's engineer. And we looked at all their learning outcomes, we looked at how these programs were accredited, and we looked at the way our the way the programs are being examined, accredited, similar to the way we do it in Ireland, and the standards, are they similar? And we write a report then that goes to the IEA. And they decide whether the UK EC, the Engineering Council UK, gets the accreditation for, gets to be a member of the Sydney accord?

Dusty Rhodes  11:47 

And does this mean that you have to travel to Sydney?

Maria Kyne  11:50 

No, it's all online. Now in the in the pre COVID days, there was a time where you travelled internationally. But nowadays it's it's so much more convenient to do something like that online.

Dusty Rhodes  12:03 

Yeah, sometimes. Trip to Sydney, I don't care how inconvenient it is. But I mean, that's it's good, though, that there is kind of a committee and its people from different countries and regions. And and there is a consensus there. And that's how you're seeing how the causes are recognised internationally. However, things are changing so fast in the in the world, how are the courses kept up to date?

Maria Kyne  12:29 

Well, we it's all about accreditation criteria, and the accreditation criteria change regularly, in relation to the needs and changes in the in the wider world out there. For instance, the accreditation criteria of engineers Ireland has sought have embraced sustainability in a new way they've project embraced engineering management in a new way, in the latest revision, which was only a year ago, two years ago now.

Dusty Rhodes  12:57 

And again, an example of how they did that.

Maria Kyne  13:00 

They put in another program outcome and each engineering program must have must have examples of how they teach that program outcome to students.

Dusty Rhodes  13:10 

Owner, let me catch up with yourself because I'm thinking now kind of the future and what's going to happen next. What kind of skills do you think that engineers are going to need, and to learn and to have another under their belt in the future?

Una Beagon  13:26 

And I was recently involved in an Erasmus Plus a European project called a step 2030. And we asked that very question. So we held focus groups, with academics, with students and with industrial employers in four different European countries, to really look into the future, at what skills engineers would need to help solve the SDGs the sustainable development goals in particular. And what we find is that skills come out in sort of three funnels, let's say. The first was technical skills, which absolutely engineers need. The second was non technical skills. And what we mean by that are skills like outward facing skills, people orientated skills, things like intercultural skills, collaboration, leadership, negotiation, an inward facing skills, things of things like critical thinking, lifecycle thinking, systems thinking, ways of thinking. And the final funnel was about attitudes or their attitudes towards their world view, global awareness, social responsibility, sustainability, awareness, and also their character and ethical orientation. So things like are they agile and adaptable, open minded? We ended up I think, with 54 different skills that engineers need to so you might ask this later, but the challenges of academia I think that's one of them.

Dusty Rhodes  14:48 

I was gonna ask you about that now. Because I mean, yeah, it's one thing talking about, you know, what the engineers need to learn. You guys need to teach us so so I mean, what new teaching methods do you have of our technologies are you using to get these skills across?

Una Beagon  15:03 

Yeah, I think that's an interesting one. Because I don't think that one answer answers everything, I think we've got to go at it with different approaches, I guess. One of the other projects that I'm working on is called profess 12 styles, professional skills for engineering students to solve SDG 12. It's a UTA funded project with Ulster University as part of the North side's program. So we're trying to build connections between engineering students in the north and in the sides. And as part of that summer school, we're looking specifically at opportunities for students to develop two things, one being the engineering skills to solve SDG 12. And also a clear focus on intercultural skills. Because I think one of the things of the future is that engineers can no longer just sit at their desk with their head down and do calculations. It used to be that case, maybe 30 years ago, now engineers have to be much more externally focused, aware of the social impact of their designs, and that requires a different set of skills. So this summer school that we're in the middle of designing at the moment, we're going to run workshops on the circular economy, things like debates on the SDGs, to really to help students develop those skills of speaking and collaborating and getting the message out there. Much more than just engineering technical skills.

Maria Kyne  16:25 

We also work closer with industry than we used to, in in, you know, 2030 years ago, we have greater links with industry, industry, need engineering graduates, so they're happy to work with us to try and give us the knowledge that we need and the equipment that we need, so that the graduates when they graduate have the skills that industry require. So we have lots of new ways of interacting with industry such as the regional skills for that were set up. In recent years such as the we have an explorer engineering, which was formerly known as the limerick for engineering group. And that's where we have the engineering industries in the Midwest region, they come together, and they try our mission is to try and increase the quality and quantity of engineers and technicians in the Midwest, so that they are available for industry. So industry tell us what they want, what skill sets they need. And there is a big focus on the professional skills that engineers the need, because most people who do engineering are quite good on the kind of the maths, the technical skills, they will naturally get that. But they want people to be more aware of the social skills and the professional skills.

Dusty Rhodes  17:45 

So how's this working out for everybody, because it's not just a work placement or work experience kind of thing. It's obviously more advanced than that. In what way,

Una Beagon  17:55 

I think there's a couple of different ways, I might give you one example of what we call problem based learning. So this is a Friday afternoon class with our first year engineers, and they work in a studio, we break them into groups of about five or six people. And the problem is that they have to design a pedestrian bridge to span I think it's six meters in a disaster scenario in a in a country that has just experienced, you know, an earthquake or something full stop. So off the student goes, they have to do research on what materials are available in that country, they have to do research on flood history, so they can calculate the depth of the trust and how far it should be above the water level, and so on. And we give them little mini lectures on how to design a bridge and that type of thing. But at the end of this problem based learning, they get the opportunity to construct a full scale bridge and we tested often pond boat street, so it's fun, you know, and they really engage in the project because they're not sitting in a lecture theatre, listening about stuff. So I think that whole idea of teaching them the skills to learn, look learning to learn, they're, they're only in college for three or four years. That's only the basic foundation of what they're going to do in life. So lifelong learning is really important. And they shouldn't constantly be looking at the lectures for the answers, they have to kind of take control and engage in their own learning. So that idea of learning to learn so that problem based learning idea is one example that we use, Maria may well have more

Maria Kyne  19:25 

it keeping up to date with technological advances to is very important, you know, because there's new and emerging themes from time to time towards renewable energy a few years ago, sustainable development now climate action is growing. precision engineering is a growing area, so it's keeping up to date with all the new technological advances in these areas is very important so that the students have the knowledge and know how to operate these machines or beam forward. Construction and built environment area. So it they're all new software, software comes out, it's in, it's involved for a number of years, then something better comes out, it's involved for a number of years, and so on, so forth. So you're all the time changing, improving, getting better systems that help us do our work. And that makes us more efficient.

Dusty Rhodes  20:26 

And so if the tools are changing all the time, how are you able to keep up with your teaching methods and the technologies that you were using to teach people how to do use these tools,

Maria Kyne  20:37 

it's, again, it's interaction with industry, interaction with professional bodies, interaction with with students going out industries, all the staff have connections with industry, they're doing research with industry, either through research projects, such as level eight, or level nine students are in industry and the staff are working with industries, and solving industry problems with the assistance of the students doing the research.

Dusty Rhodes  21:08 

So we have the example of you have to build a bridge in a war torn country or a disaster area, our industry people like here in Ireland that you're working with actually saying, you know, we have these interesting day to day problems, like there's a bug and we need to put a warehouse on it. And you need to figure that out how they come to you with kind of problems like that. And they're telling you, that's the problem. And we need it to be solved using a, b and c.

Una Beagon  21:33 

Absolutely. And I think as Maria said, that relationship with industry has gotten much closer in the last 15 or 20 years, and particularly not so much at first year for really just getting the engineering students in the door. But on their final year project where they're really going into depth and are some research, we absolutely do joint collaborative projects with industry. And I think as Maria mentioned, that's where that technological advancement and keeping up to date really comes in. Yeah.

Dusty Rhodes  22:00 

Now each of you are tied with this specific university. Is this something just with the universities you're associated with? Or is it something that is across the board with universities across Ireland?

Maria Kyne  22:11 

Yeah, I know, there's a strong alliance with the IU at the end as a strong alliance with the technological universities. We've all known each other for numerous years. And we meet regularly the heads of School of Engineering in the Eye Institute of Technology, as was, they all meet once every two or three months share information share, learning, and that we found to be very helpful. And it's kind of information exchange across the university sector. And the institute of technology sectors was,

Una Beagon  22:48 

and just as Maria mentioned, actually engineers, Ireland organise a coffee morning at the start of every semester, which is just an online coffee morning. And that is just a mind of information. Because we know all of the faces from around the country, we're involved in a lot of, you know, through accreditation through professional bodies. So that's a great place to hear what's going on and to realise that maybe your challenges are, are shared by others. So yeah, it's a great network of people that I've come across.

Dusty Rhodes  23:15 

Let me ask you, because you have such a huge responsibility in your head, both of you a huge responsibility in your hands, but you because you're shaping how engineer is going to be taught in the future. And I love how you're gonna particularly look at teaching, and how people have different ways of learning. We all take things in different ways. Some people are good at listening, some people are good at reading, some people are good with their eyes. Can you give me some examples of new teaching methods and technologies that are being used to teach to take these things into account?

Una Beagon  23:48 

Yeah, it's interesting that you mentioned that actually, I'm reminded of a course I undertook probably last year. There's a concept called universal design for learning that you might have heard of, it's called UDL. It was originally I think, proposed by a guy called David Rose. And it's a set of principles for curriculum development that give all individuals equal opportunities to learn, including students with disabilities. And I did a course by a head who are this independent nonprofit organisation, which have fabulous courses on UDL. And I originally did it because I wanted to be more inclusive and what my connections were with students. But really, I learned an awful lot about myself from having done it. So just as you mentioned dusty, it's all about giving students an opportunity either to assimilate the information in different ways or produce learning outcomes or evidence of learning outcomes in different ways. And I'll give you an example of what I did in a minute. But what I realised about myself is I am a reader. I would much rather read a document, then have to watch a video because I get so impatient watching a video is quicker, go quicker. Whereas with a document I can scan It really quickly I know whether it's relevant or not. So I learned a lot about myself. But the example that I might give you is, in my role, I get a lot of emails from students with questions about different things. And one thing that comes up a lot is how to read their exam results. So it's not just as simple as what the mark is, we have codes on it, we have rules on compensating, and so on. And so as part of the UD Dale UDL experience, I created different ways of explaining how to read your exam results. So we had things like I created a Word document with Arial font, because that's better for students with decks dyslexia, I sent the Word document, not the PDF, because then students can increase the font size, if they find it easier to read. And I created a video, I did a voiceover and I give the students the information in all of these different ways. And it got great feedback, because as I say, I learned myself, I have a way I like to learn. So that was really, you know, a new new information for myself. So just to bring that in to how we assess students, I think things are changing. I think the idea that students can only prove that they've met the learning outcomes from writing an essay and handing it up is is quite old. I think at this stage, I think lots of universities are realising the benefit of giving students different opportunities to prove they've met the learning outcomes. And as part of a summer school that Iran, last year, we had students do a project on what is the future of engineering education look like. But we give them an option to tell us that in whatever way they wanted. And we had some students who created a skit, and it was really entertaining and really engaging. We had others that created a cartoon animation. And it was absolutely fantastic. And I think just getting to that position, where we're saying writing an essay is not the only way that you can prove you have met a learning outcome is really novel. So

Dusty Rhodes  26:59 

I'm quite fascinated with an area of study that you have done or done or whether you did briefly, are you going into it very deeply. And it's a tough one to say, phenomena geography, which measures how different people experience things or phenomena in different ways. And as you were saying, some people will prefer watching a video to reading a text. And my question is, when you're asking people you tried to study how people take it in, how do you measure it? That's, that's a heck of a challenge in my head, how do you actually quantify and measure that?

Una Beagon  27:34 

Yeah, that's, that's a good question. I suppose I would come back to say, you can't measure it. So when I was looking at the phenomenographic study that I undertook was how lecturers consider what are professional skills? And how do we teach them? So you don't really ask them? What do you think professional skills? Are you ask them questions around the subjects, and they answer it in an interview form. And then you analyse that as a kind of a detracted observer to see what are the differing ways that people experienced this. So when you say, measure it against the word I would use as they revealed, whatever their thoughts were through this interview process. And then I took that on board and wrote that up in a kind of a thesis, I guess. And one of the interesting things that I find actually, in that piece of research was I was looking at the different ways that lecturers teach professional skills, without asking them that question. And it varied from things like transmitting knowledge. So far, they're the expert, and they're telling the students so that's the lecture form, we're used to that. And also practising where you're in a workshop, like Maria mentioned, and you're practising, pinning the theory into practice, mirroring the industry environment, those types of projects where we give students a project to do, but the top one really they came out as the overarching way of teaching professional skills was role modelling. So that was quite interesting. The fact that what a lecturer does every day and how they interact with students is a role model on how to act professionally.

Dusty Rhodes  29:09 

Maria, let me come back to you and let's kind of I suppose it's following on from from what owners saying about role models and stuff like that, the whole idea of apprenticeships and working with companies here in Ireland and getting real, you know, kind of hands on and you're surrounded by the kind of people that you want to be like, yeah, it's one of the phrases I've heard growing up hanging out with the people you want to be like, so this whole apprenticeship thing. How, while somebody is doing an apprenticeship, are you able to balance theory and practical experience?

Maria Kyne  29:44 

Yes. All apprenticeships are the traditional apprenticeships have. test phases, there's seven phases in the traditional apprenticeships. Three of them are in an educational environment. So the first phase is you're out of work for a certain period of time, then you come into an EPB for 22 weeks on phase two, then you're out of work again for around six months, then you come back into t you for one semester, it's about a 12 week term, then you go out again to industry for another six months, then you come back in again to to you for phase six. So it's a learning phase again, and then you're back out working in industry for the final phase, phase seven. So those are the traditional ways in which apprenticeship have been taught, be it for carpentry, joinery, electrical, plumbing, anything like that. But there are a whole range of new apprenticeships now. And there are certain criteria, there must be between two and four years in duration. And they must have at least 50% of the time in the work environment. So there's two types really, of apprenticeship that have emerged, either somebody comes on site one to two days a week in an educational environment, and dads the other days at work, or they come on, like you do for the traditional apprenticeship where you have a block of time, and they're in an education environment. But again, it is an in and out process. So there might be five phases or more in an apprenticeship, depending on the duration of the apprenticeship. And where the shoot the apprentice is in and out of an educational environment. They're in a work environment. So it's on the job, or they're off the job, where they're in an educational environment. And they're doing more theory based stuff. So it's a mixture. And it's part of their learning experience, where they're going off the job on the job of the job on the job. So the two are mixing as they gain experience in their apprenticeship. So the standard traditional craft based apprenticeship is four years. Both the new apprenticeships can be anything from two to four years, depending on which level in the Q Qi national framework of qualifications, the apprenticeship is, and also quite experienced, the student or the apprentice had before they joined the apprenticeship.

Dusty Rhodes  32:20 

Here's a strange question for you, Maria, do you think that as we continue on throughout our careers, and we're fully professional engineers, that we should take an apprenticeship every couple of years,

Maria Kyne  32:32 

I think it would be a great idea. And if it could be managed, I think you would be hired for somebody to be at work for two years, then go and do an apprenticeship come back in again, I don't think he could be rigorous. But it probably could be encouraged in the workplace. But I think it would be a great idea, especially for someone like ourselves, which we're out of industry for a while, that every so often. So hence, the sabbatical system that was always there helps and supports that it allows academics, to dip in and out of industry at regular periods to keep up to date.

Dusty Rhodes  33:12 

I know because he often think of apprenticeship when you're in your university years, but you never think of it like you when you've been placed with a firm for 10 years, or you're working professionally for 10 years. And it wouldn't be great to go off. And, you know, kind of, of course, I'd want to do my apprenticeship in Sydney.

Una Beagon  33:29 

I think that idea of lifelong learning No, just stay is an important one. I mean, I don't know about Maria. But after you become a an engineering graduate, then the next step is to become chartered. So you do all of that. And I mean, in my own case, I went back and did a PhD in my 40s. And I thought I was done with education way before that. And even now doing that ahead course last week, or last year, and so on, it's really important to keep up our skills. They talk about everyone having three careers in their lifetime. And that's going to really change quite dramatically. Because there's some statistics out there that people who are at school at this stage, half of the jobs haven't even been created yet. So, you know, it's difficult for them to choose a course. So I think recognising that, that we need to be lifelong learning lifelong learners is really important. And I gotta get a final plug in for a different project that I'm working on. It's an Erasmus Plus funded project with colleagues in KU Leuven in Belgium and l ut in Finland, called train Inge PDP. And it's all about training engineers for lifelong learning skills through a personal development process. And engineers Ireland are actually one of the supporters of this project because we're trying to make that transition from, you know, being a student, getting your degree going out into industry, and then suddenly, you're faced with, you know, continuing professional development, we're trying to make that a little bit more seamless. So we're working on some pilot interventions in the classroom with students to try to help them develop these lifelong learning skills of refection and planning and so on. And And earlier in their career then once they get into industry

Dusty Rhodes  35:03 

x that's a train a p dp for personal development process. Yeah. And while you're while you're here on the podcast is selling your wares una, you must profess 12 You said it was a summer school, I when I think of a summer school, I'm immediately thinking of myself as a little boy in the woods somewhere, whatever for a couple of weeks. Sure, it is not like that. How does the summer school work?

Una Beagon  35:27 

Yeah, it's a five day summer school school for 10 Engineering students from to Dublin and 10 engineering students from Ulster University. And we're spending two and a half days up in Belfast and two and a half days in Dublin. And we're looking at different workshops and things that we can put in place for these five days, it's going to be really intense for the students. And it's an extra curricular activity for them. But I mean, to have something like that on their CV as they go for job interviews would be fantastic. So I really fingers crossed, it's gonna go well, but planning is going well, so far. Anyway,

Dusty Rhodes  35:59 

rad, we'll have links for those in the show notes. So if you're listening on your podcast player, or phone or whatever, at the moment, it's all in there in the description for you. You've kind of touched it, you've both actually touched on a thing there where it's continuous professional development, and we're getting older and kind of learning things. It must mean for you guys that the diversity of students that you're dealing with is just changing all the time, you've got people at different stages of their lives, you've got him or her they, you've got the people who want different things out of their career and stuff like that. How are universities keeping up with different course programs to handle this range of people? Maria,

Maria Kyne  36:41 

yes. And we have a lot of students who do courses by, by flexible learning, we call it where they're taking courses at night courses at the weekends, mostly online courses. And if you're talking about people who are doing lifelong learning, a lot of them have have a degree or a working towards a degree. And if they have a degree, a lot of them are doing online, master's programs. And they find that works well for them in the online programs. And we have been very successful on the online master's programs and a lot of international students. They like to come to Ireland to do our online master's programs. And we find they're very Sikhs, were very successful in recruiting international students for online master's programs.

Dusty Rhodes  37:31 

And what is the general attitude of employers, when you're looking at this additional part time education for yourself as well as doing your job?

Maria Kyne  37:39 

I think the regional skills for have helped because they have strengthened the link between industries and education. And they have helped employers see the benefits of the lifelong learning. And they're working with employers to show them the funding streams that can support them to have their staff being being further developed. So employers are all for staff getting better skills, but they just weren't aware of the funding opportunities to skills, nets and other other mechanisms that were available to them to help them upskill their employees. So I regional skills form have played a huge role in helping that along over in recent years.

Dusty Rhodes  38:25 

So if I'm working in a firm, and there's no real kind of clear further education or personal development program, and I want to suggest it, what do you think I should Google what what should I search on Google just to get more information? What phrase would you use?

Maria Kyne  38:42 

flexible learning flexible learning? Course Yeah, yeah. All right. Okay,

Dusty Rhodes  38:49 

part time courses on flexible learning. All right. Listen, it's absolutely fascinating chatting to the peer review and getting it from the point of view of people who are teaching the next generation of engineers who are coming down the line, and also the engineers who are in the business at the moment. I've got one final question for each of you. And it's, it's a bit of a zinger. Alright. I hate to ask him double barrelled questions, but I'm going to ask you one. Alright. So as you can decide who wants to go first on this? The question is, from what you see that is coming down the line, from an engineering perspective. What do you think we should be afraid of? And what should we look forward to?

Maria Kyne  39:25 

Okay, I'm going to start this one. Okay. I think the what we don't need to be afraid of anything because all the challenges we've had to face as engineers, we've been able to overcome them. So I don't envisage anything to be afraid of climate action may need a lot of work. But I do think we can come to some solution around that keeping up to date with industry advances and technological advances, and also the synergies between what we call a traditional engineer In disciplines, that's an area we'll have to get into. In terms of the good stuff, the benefits, I think we have our collaborations with industry, with other higher education institutions. They're improving all the time. And with the global communication through accreditation and research, I think that's very positive, and I think can only help help us all going forward.

Dusty Rhodes  40:25 

And only for yourself, what do you think we should look forward to? And what should we fear?

Una Beagon  40:30 

Yeah, a bit like Maria, I don't think we have anything to fear. I think our experience during the COVID pandemic has showed us that we are perseverant. And we have grits, and we're agile. So, I mean, the only thing we know is that change is inevitable. And once we accept that, it's like, Okay, what's next? So we'd see these as challenges. I think, the thing that I'm looking forward to most I think, maybe Maria feels the same, I get such joy out of going to graduation, and seeing the students who have been in college for three or four years come through and graduate and turn into engineers. And it's a really bright future. They're just great students. So I think that's what I'm looking forward to. They're going out into the world 30 years after I did with a whole different mindset and a whole different set of attitudes towards the environment and stay in sustainability. So that's what I'm looking forward to see what their impact is on our building stock and on our planet.

Dusty Rhodes  41:24 

Una Beagon, Head of Civil Engineering as the Technological University in Dublin and Maria Kyne, Dean of the Faculty of Engineering and the Built Environment at the Technical University of the Shannon, thank you both so much for joining us.

Maria Kyne  41:36 

You're very welcome.

Dusty Rhodes  41:39 

If you'd like to find out more about what we spoke about on the podcast today, you will find notes and link details that we mentioned in the show notes area on your podcast player on your smartphone right now. And of course you'll find more information and advanced episodes of our podcast on the website at EngineersIreland.ie

Our podcast today was produced by dustpod.io for Engineers Ireland. If you'd like more episodes, do click the Follow button on your podcast player to get access to all our past and future shows automatically. Until next time for myself, Dusty Rhodes. Thank you for listening.

The Future of Engineering Education

With a career that spans over 38 years, Gerry shares an extraordinarily unique insight into some of Ireland’s largest and most crucial infrastructures.

Having led the delivery of PPP capital projects for highways, water, healthcare, schools and flood relief, Gerry shares how his approach to planning has evolved from his earlier career, working on the Dublin to Galway motorway, to how achievable he believes EU targets banning all carbon vehicles by 2035 really are.

Learn about the Glasgow industrial investment area project, that lead to RPS being named one of the first carbon champions by the institute of civil engineers. Gerry also explores how to overcoming the challenges of controversial planning projects and explains why transparency is vital.

Gerry describes an engineer as someone who is motivated to do good and as he reflects on his wealth of work, he can be proud of the incredible amount of good work he has done for Irish infrastructure.

Listen below or on your podcast player!

Topics we discussed include:

01:38 – What inspired him to become an engineer

05:36 – Why was the Corrib Gas Fields project controversial

07:27 – How to handle situations where there is conflict

15:47 -  His work with the EPA and the controversy surrounding the Poolbeg Incinerator.

26:31 – How Covid accelerated the development of new technical solutions to support remote working.

28:03 – The development of digital solutions such as 3D design and how it assists in planning projects such as housing,  illustrating how factors such as height might impact a design.

28:30 – What is Digital Twin?

33:11 – The issue of climate change due to emissions and the need to reduce the use of fossil fuels and find alternatives.

36:15 - Looking forward to Ireland’s future and the need for better if we are to achieve the desired target for electric vehicles.

Guest details

Gerry has over 38 years’ experience working as an engineer, environmental consultant, regulator and Director in the private and public sectors.

This has included leading strategic reviews, strategy development and implementation of change programmes across a range of companies. He has chaired a number of national committees and has acted as an advisor and programme reviewer to third level institutions, EU governments and public authorities. Currently he is Senior Consultant of RPS Group Limited and RPS Consulting Engineers Limited.

He chairs the management boards of both organisations. Gerry is a Chartered Engineer, a Chartered Water and Environmental Manager and a Fellow of Engineers Ireland. In 2018 Gerry was selected as European Engineering Consultancy CEO of the year. He is currently President of the Association of Consulting Engineers in Ireland and a member of the Construction Industry Council. He has led the delivery of PPP capital projects for highways, water, healthcare, schools, flood relief and other public infrastructure.

Contact details

https://www.linkedin.com/in/gerry-carty-54868817/

https://www.rpsgroup.com/

More information

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/

Quotes

A metro in Dublin has been proposed for many, many years. A city like Dublin ultimately will have to have a metro if it continues to grow.

Over the last 20 years, the planning process has become so complicated and difficult, that the time periods to get a project like the Galway - Athlone motorway through the system are now double to triple the time is what it took 10 to 15 years ago.

One of the big, controversial projects at the time was the proposal to build an incinerator in Poolbeg. Dublin's waste was being dumped literally in the counties adjacent to Dublin and that caused a huge amount of pollution.

Our approach is always to be as open and transparent as possible. You know, if you are intending to develop something, and it has an impact on people and on an area or region, set out what you intend to do, set it out, clearly communicated clearly engage with the public know, generally, there is wide acceptance of something that is perceived to be of benefit at that very early stage, where issues often arise as you get to the selection stage where you're looking at two or three options.

In Ireland's context, very significant onshore wind development in the last 20 years, at one point in November 60% of our electricity, on particular days came from renewables, which is fantastic.

Much like broadband needs to be rolled out nationally, motorways need to be rolled out nationally and the national infrastructure for electric vehicles needs to be rolled out. There is a gap in the infrastructure of the country at the moment.

Transcription

For your convenience, here is a 90% accurate AI transcription of the episode.

Dusty Rhodes  0:01 

Right now on amplified the engineers journal podcast, we're about to meet Senior Consultant at RPS group Gerry Carty.

Gerry Carty  0:08 

What kind of first makes an engineer I think a person who is motivated to do good basically, I don't think there's a stereotype for wanting you can't do an engineering is both the trend or the core of so engineering relies upon learning for what you have done and doing it better. There are all those innovative solutions, but they're also basketcase solutions. So having learned a lot through experience using that experience, well is a very apart and hard to find engineers development.

Dusty Rhodes  0:59 

Hello, my name is Dusty Rhodes and welcome to amplified the engineers journal podcast, which is a we're chatting with the Senior Consultant at RPS group, a professional services firm of 5000 consultants and service providers operating in 125 countries globally. A chartered engineer, he has worked as an engineer, environmental consultant, regulator and director. And today he'll be sharing some of his 38 years of very significant experience in the industry. It's a pleasure to welcome Gerry Carty. Gerry, how are you? Very well, dusty.

Gerry Carty  1:29 

Thank you.

Dusty Rhodes  1:30 

So Jerry, what hit you to become an engineer when you're a kid? Were you a little 10 year old guy, I want to do that, or did you find the light later in

Gerry Carty  1:38 

life? I think I discovered I wanted to be an engineer around my 50 or in in secondary school. I grew up on a small farm. And typical another west of Ireland family. Nobody had gone to college, I got interested in social issues and saw this course advertised for a new ag at the time, which was called industrial engineering, but it was actually not industrial engineering, as it were sold and marketed. It was more of a social engineering, looking at communities and looking at how to improve society. And I suppose the motivation was to do course, like Das, which would help me contribute towards probably the betterment of society. And that was a, I suppose, a laudable ambition at the time. It didn't quite work out, actually.

Dusty Rhodes  2:31 

Well, now, I argue with you there. I think you've had a very illustrious career which we'll go over a few of the highlights tell me about RPS though Firstly, because it's a very sizable group. I said it's 5000 people 125 countries. Tell us a little bit about the the Irish operation.

Gerry Carty  2:47 

Sitting in Ireland we have five main offices in Dublin, core Galway, we have an office in Sligo, another office in Belfast. And we provide a what I call integrated engineering and environmental services that includes planning includes communication. So it involves taking projects from a concept as in somebody says, Well, we think we might like to do something developing that far them developing out the kind of concept into a business plan are into a feasibility stage. And then taking it through from there right through the whole process of getting planning, approvals, which can be a very lengthy process and difficult process through to tendering, selecting a contractor managing the construction, Afters, ie the maintenance period and then in right into operation. So our services span the full range of activities, we imply engineers, we imply planners, we imply scientists, communication specialists, if if you have a scale of any kind, we practically imply people from multi multi backgrounds. And interestingly in recent years, there has been a huge downturn in numbers going into engineering courses across Ireland. So our range of specialists now includes maths graduates, physics graduates, people from multiple backgrounds who can very easily adapt to the engineering wars and the digital world that we're at.

Dusty Rhodes  4:17 

And what kind of jobs would the company be known for recent stuff that you've done?

Gerry Carty  4:20 

So starting in Dublin, the extension of Dublin airport terminal one would have been quite a significant project in the Celtic Tiger era. Probably the range of projects we're best known for is the development of the national motorway network. So back in the late 90s, a study was done called the national roads needs study, which was basically a framework for the development of roads and motorways nationally and the government of the day decided to go with a more or less we're in this work. We completed the first connection which was the Galway, the West Coast to Dublin back in 2009. So roads broke draped all over the country, including roads projects in Scotland, and the UK, we have done things like the upgrading of the ballymore Eustace water treatment plant, which is the principal Water Treatment Plant serving the city of Dublin. We have done the gas pipeline to the west, which was the expansion of the network from when it was largely Doblin centric to the west coast and down to Limerick, which has facilitated the connection, for example of the carob gasfields, which is another project Tweed Heads, usually controversial at the time, but actually hugely beneficial to the economy and to the niche now as as as a source of energy.

Dusty Rhodes  5:43 

Why was it controversial?

Gerry Carty  5:44 

It was controversial for a number of reasons. I think one of them was that it was initially promoted by a relatively small company, and they got into difficulties at the planning stage. Perhaps, you know, in hindsight, they didn't have the resources sufficient to deliver a major project, and that men stashed. They want to proceed, but perhaps we're not in a position to invest as much as they showed, they selected a site to come onshore, they applied for planning, they were refused planning, it was taken over then by by shell. And at that point in time, we were appointed and had to see a whole new planning for the project, etc. But there were certain constraints on on the project at that, by that time, what were they now there were things like where we could come ashore, prior work had had identified particular locations, and, you know, various issues, then a rule was set in terms of the pressure off the gas, and the pipeline, its proximity to housing, all of these are reasonable concerns. We we do have specialist advice and assistance. And we worked our way through all of those issues, took quite a number of years, took quite a lot, roughly years and with the local community, what eventually in 2016 17, the project was completed. But that was about 17 years from commencement of the process to completion. And that that wouldn't be on typical of what's now happening nationally on major projects today.

Dusty Rhodes  7:27 

So if you are approaching a project, and it is controversial in nature, or are there are people who are very, very against the project, what kind of course of action would you advise to take? Well,

Gerry Carty  7:39 

our approach is always to be as open and transparent as possible. You know, if you are intending to develop something, and it has an impact on people and on an area or region, set out what you intend to do, set it out, clearly communicated clearly engage with the public know, generally, there is wide acceptance of something that is perceived to be of benefit at that very early stage, where issues often arise as you get to the selection stage where you're looking at two or three options. And then the lobby groups decide that they do not want it's it's it's like housing. Currently, a lot of the objections to housing come from people who already have houses, and often good quality houses in the vicinity of where a development is needed as desirable, perhaps even necessary, because it's well serviced by public services. But they see the opportunity to object and there is an objection closure out there. It is very rare to see proponents of a project or infrastructure, getting positive publicity on a regular basis, the media do look for the controversy, and they look for a controversial angle. And they will cover that because that generates interest and publicity.

Dusty Rhodes  9:01 

So you think that a good way to tackle that is to be open, give information, make it accessible to people, but not to get too detailed? Because you need the flexibility to be able to reach a compromise?

Gerry Carty  9:12 

Exactly. The objective is to find the best solution or the optimum solution. It's not to find the only solution. There is always more than one solution. We do a lot of what I would call public infrastructure, which is infrastructure of benefit to society. And it's very interesting that people think in terms of the short term, generally in Ireland, rather than the long term, the long term infrastructure that we would deliver. The typical planning period should be somewhere between about 25 and 100 years, depending on what you're building. Now, how many people actually are willing to take forward for example, Ireland is due to have a population of around 8 million by 2040. That's the figure in the national plan. break that down into the increase East that's going to be needed in our major towns and cities where most of those people will be housed. And you can guarantee dash. So for example, one of the objectives of dasht plan or framework is to have balanced regional development. That would mean massive population increases in the designated cities such as Limerick. Slagle Washford. Cork, it means a level of planning, which is not your local increase, it means doubling the population of some of those locations. But that level of planning is required, if we are to have a well serviced functioning infrastructure that meets the needs of our society by 2040 to 2060. And there's no getting away from that and people will people do have great difficulty understanding that. But yes, it is an absolute necessity for society, otherwise, we will end up in chaos. And one of the big things that's positive things happening at the moment is the review of planning legislation, because our planning system has has descended into an almost endless cycle of objections, court cases, and judicial reviews. Basically,

Dusty Rhodes  11:12 

you say you're planning for 2550 100 years into the future when you first started working on the Galway Dublin motorway project. I mean, you were kind of new ish in the game, would that be fair to say?

Gerry Carty  11:25 

Hey, it will be very fair to say it would be it would be fair to say?

Dusty Rhodes  11:32 

Well, what I was gonna ask was, I mean, you have an awful lot of experience, and you've given very sage insight. But when you were working on the Dublin Galway motorway that was kind of all new to you, what lessons did you learn from that, that you would apply to that long term planning?

Gerry Carty  11:49 

Well, to give you to give you an idea, the appointment to work on that project happened around the turn of the era. So around 2000 by 2004, we had gossips at the stage where we were going into an oral hearing to get the rules approved. So the selection process had had largely been completed, and it was waiting the confirmation by unboard fanola. That got approved in 2005 started construction in 2007 and was opened in 2009. So that's less than a 10 year cycle. And that probably is reasonably acceptable for a large project. If I was to do a comparison of a project today, and take the Galois ring road as a comparison, it started life earlier. It's still on the cohorts 23 years later. That's the practical difficulties that are occurring in Ireland today. Other projects, other major infrastructure will be hitting similar bottlenecks. So the planning system was amended back in 2002 as a new Planning and Development Act. In fact, over the last 20 years, the planning process has become so complicated and difficult, that the time periods to get a project like the Galway ad low and through the system are now doubled to triple the time is what it took 1015 years ago. In other jurisdictions, the timeline required is far shorter, the opportunities to contribute exist at particular stages, they're within defined time limits, they deal with the issues in a very practical way. And therefore they get their projects and the necessary developments through the system. And nobody is suggesting that we should have undesirable developments on an ongoing basis, we largely work I'd say on national level infrastructure, I think there are very few of any projects we have ever worked on that ultimately are not bits. And they're they're proposed for a reason. They're not speculative. They're not geared towards just generating a big return for an investor. They are there for the public good. They are there to serve the people of the country. And I think that's the gap and understanding is that the modern era people and psychologists will say this, I have a very short term horizon as in what's in it for me in the next six months or next year. How do I benefit from it? Will this inconvenience me in any way as sustained firm? How will it assist us? So even if this was for example, putting in a bus lane on a local road, you guaranteed it will be object even if the demand is there on that road, far better public services for a regular timetable, etc. So it's it's it's a cultural issue as well as a political issue. But certainly more effort needs to go into communicating the positive benefits of doing things right doing work and doing them for the right reason, particularly on large infrastructure, particularly on public projects. It all, for example, the Metro in Dublin has been proposed for many, many years. A city like Dublin, ultimately will have to have a metro if it continues to grow. There isn't only one solution, there is the solution that is on the table at the moment, which would make its way through the process, it would be an interesting exercise, to see how long it actually takes to get through the current process, or if the amendments that the government are now proposing to the planning acts, whether it would be possible to process them in a shorter timeline, but looking at the current planning process, that project could be in the planning process for the next 10 years.

Dusty Rhodes  15:47 

You were talking a lot from a civil engineers point of view and objections from various different bodies. But you've also worn the hat as a regulator, because you did some time with a did some time. I don't mean it that way. But you were with the Environmental Protection Agency for a number of years was that kind of like going from poacher to gatekeeper it's, it's different hats completely, isn't it?

Gerry Carty  16:08 

It's different hats completely. The end of 93, I was at a point in my career where I had worked in a company, a number of companies, I had done some overseas work, and a brand new organization, the Environmental Protection Agency was being set up. And I saw it as an opportunity to do I suppose wash I felt motivated to do which was helped improve society, to some degree, what I would have taught when I went to college, originally, DPA was being set up, there were a lot of environmental issues in Ireland at the time, there were more controversies about dumps and waste and pollution of rivers than almost anything else. And they were top of the political agenda. At the time, I was offered a senior position. I took it and I was one of the first people in the door. So over the next couple of years, it was a very exciting time. The EPA is independent of government. It has independent decision making powers. And you know, at the time, the whole licensing of major industry, the licensing, our float authority, landfills and other waste facilities, all of these issues were introduced in that mid 90s to 2000 period. And, you know, you can see the benefits of that today. In terms of overall society, because there is now very little controversy or argument around the performance are the regulation of major industries. And equally, the whole blight on the countryside of dumps and landfills was resolved within about a 10 year period. Now, one of the big, controversial projects at the time was the proposal to build an incinerator in paperbag, Dublin's waste was being dumped literally in the counties adjacent to doubler. And that caused a huge amount of pollution. One of the projects that was proposed fairly early on and licensed by the EPA was the Poolbeg incinerator. And as we know, that probably was the most controversial project in the country over about a 10 year period. And again, why was it controversial? It was controversial because people in the area of Sandy mountain rings end where it was going, did not want a facility in the location. Ironically, for a Green Party, all Green parties to Europe supporters, incineration and the use of energy of waste to generate energy but the Green Party in Ireland decided that it was against it. For several years, the Minister for the Environment was a Green Party representative of so various reasons, but it was a big project. It was hugely needed. It's been hugely successful, was the worry that it will be billowing the smoke, or smoke is not the issue. It's actually the content of what will be released, it will be the substances that will be contained in it. Invisible gases that you can see. Yes. So I mean, why put something into the ground that's going to pollute it for the next 500 years, where you can burn it generated energy and control of the content are substances in the emissions.

Dusty Rhodes  19:34 

Is that possible? Is that was that the solution? That when

Gerry Carty  19:37 

it has been the solution, how much controversy has there been over its operations since it went into place five years ago, six years ago? I haven't heard very much and I don't see any coverage over the mean. There have been a couple of issues around whether it's it had opened it might have had short term issues at particular times, but in general as a facility For the national capital, he was absolutely essential that it be developed. It's operated by a private sector operator, some would see that as good, some would not see that as good. I don't think that's the relevant point. The relevant point is a facility of that nature was clearly needed. It ultimately got developed. But it took 20 years from concept through to actual delivery, but hugely opposed and vehemently opposed over a long period of time. I don't see anything wrong with people putting up their point of view, and and are doing, but there's a point at which you have to reconcile facts and supposition and rumor. We're always in that game, we we, we imply quite a lot of communications people and they're experts in the area and at it is ultimately a case of people understanding, I think a lack of understanding is at the root of a lot of opposition. And you know, if the if the message or the factual information is distorted, and there is a tendency in modern social media, with the channels available to absolutely distort the information. And we see that currently where you know, factual information, good quality information is pushed out there. It's deliberately misinterpreted deliberately misquoted, it is deliberately circulated. Without control that generates fear. It generates opposition is agitates people and irritates people. So it doesn't serve any positive purpose other than a negative purpose of of heightening people's stress tension. And that energy does not come from those in responsible positions. It comes from from people who do not want something in their vicinity are even within Ireland, even people overseas said

Dusty Rhodes  21:57 

so yeah, but the one the one key words that you said that does help everybody is information, absolutely making it available now from a negative side of things to the positive side of things. rps was named on the same topic, RPS was named as one of the first ever carbon champions by the Institution of Civil Engineers, which which one of the projects was involved in that

Gerry Carty  22:18 

that's a an overseas project, it's it's called the it's Glasgow industrial investment area, it's adjacent to Glasgow airport. It's a site that was contaminated and had to be remediated and the Scottish Government designations for development of new industry, we were employed by the contractor who was appointed to design the several and other infrastructure for the site. And one of the issues that arose on the site was there was a an old idle cooled high voltage transmission cable, or running through the site and this cable required cooling, which is why the heavy oil was there, the power transmission cable is buried underground need to be cooled. So in removing contamination and developing the site, this existing cable was top priority to protect it because it's served with 50 electricity needs of Glasgow, we came up with a very unique solution, which was rather than concrete, the complete cable was to build what I call crib work using, of course, would be described as fast sticks, but plastic box type components using high quality engineering methods in to construct a dash around the cables and avoid using of concrete and the benefit of that was the concrete if used would have had a huge carbon footprint, whereas the alternative had almost a zero carbon footprint. So one of our staff, senior geotechnical engineer of Kane McGinnis won the award for ice champion. And we've placed a huge emphasis on projects where we can reduce carbon over the last seven or eight years, we have developed our own sustainability team, an approach to net carbon zero, where we we incorporate it at every stage of our design process. We've trained every staff member within the company, in terms of it. And just recently, engineers Ireland awarded that particular project, the Annual Award for Excellence for digital innovation also. So net carbon zero is huge way to tackle carbon emissions, particularly in our area, we're in infrastructure, can we reduce the carbon content that is embodied in the materials can we reduce the carbon content during use of the facility afterwards? Um, that might be developing alternative heating compared to Heil burning or fossil fuel use, etc. So we place a significant emphasis on that at all stages of our project development now. It's great to see it recognized. And it was great to see Keane recognized for Farley outstanding work in the area. And we continue to do that. So when we are doing projects, now, we look right through the project cycle from concept to completion, what materials are available? So for example, it's can we use timber, which is locally grown? Are stainable and replaceable versus using steel? Can we use alternatives to concrete? In terms of paving are there new or alternative substances available to replace traditional asphalt are are similar materials. So it's been a huge emphasis for the last couple of years. And we continue, we intend to continue down that route. So certainly, clients are looking for it, and is now become a demand nationally, under the climate change action plan where project savings must be illustrated.

Dusty Rhodes  26:11 

We're in a changing world at the moment. And as you say, that project was in Glasgow, you're doing quite a bit of overseas work and at quite a distance as well. If that is a challenge, working on something that is 1000s of miles away, how do you how do you handle it?

Gerry Carty  26:25 

Hopefully we do it well.

Dusty Rhodes  26:28 

That's, that's a given Jerry, that's a given.

Gerry Carty  26:31 

What's really facilitated is ironic to say, but COVID COVID was the generator of being able to work remotely, anywhere in the world. So when COVID Hische, in March 2020, within a couple of weeks, we had all of our staff working from home, most staff had laptops, we had a proportion working from home part time or full time. But certainly we had to go from everybody or have close to everybody in the office to nobody in the office. And business impacts potentially could have been huge. Our IT people did a fantastic job, we got up and running. I then we were working with our colleagues in places like Australia, and the US at the time doing some infrastructure. We were developing our digital and digitalization capacity in parallel for quite a number of years. And we we had a national leader Mark Arsenal in our business in Galway. And over time, he and his team began to develop technical solutions to how do you deal with issues so for example, on on planning, typically, people look at two dimensional drawings, and they see something, but they may not understand the height or the impact of it, or how it might look from their house or what it might look like in 510 years. So suddenly, with 3d digital design, our team could actually illustrate and do a virtual show. So it would be basically, we can give you a tour of something that we have as concept as a concept, we can show you what it would look like, what it would be washable droplight from your window are flush impact it will have you know, as the landscape matures, etc. I don't know if you've heard the term digital twin, but the concept of a digital twin became rooted very quickly. So a digital twin is basically a digital model where you can do live walkthroughs are run throughs as if the project actually existed, as if the building or the road. So one I'm thinking of is we did a project in Cork, the extension of the car to Ringaskiddy motorway, the M 28. And we did visualizations for that which showed what it would look like what a watch. So you could actually drive a vehicle down this yet to be constructed road. You could see where you could turn off, you could look out from your house and see what it looked like. Now, what it would look like when there was constructors when it would look like in 2030 years time. All of this capacity was developed in house with the assistance of big IT companies, external providers. And that enabled us then to let others in RFPs in the various countries around the world nor the capacity and then resulted in some very prestigious projects. So taking not just future projects, but taking existing projects and doing very detailed surveys then turning that into a model and illustrating it far, far people so I'll give you two examples. Sydney Opera House is one. So the Sydney Opera House Plaza we might The last for the Australians. So how do you walk around it currently? How could you enhance it? What could you do to developers? If you implemented your proposed solutions? What would it look like etc. So that was one. A second project that I was going to mention was Houston, which is a city of about 8 million in the US. We've been involved in a number of infrastructure projects there. And because of our digital capacity, we arrived has to model what I would call the multimodal inter motor connections between rail Metro roads, cycleways pedestrian ways, etc. And that modeling has been continuing over a lengthy period of about three, four years at this stage. But it's interesting that we are we have the technology and the technical capability and the people who can deliver at that type of strategic overview. I mean, if you're trying to tell somebody class, a new motorway through the middle of a city at an elevation of about 5060 meters, overground and a new railway line crossing Andhra, it looks like it's not that easy to understand the concepts when you see them on on a paper drawing, you actually get a real appreciation of them. And the level of detail that you can do in these models is fascinating. I mean, we can take a project now and model every stage of the project from airily commencement through to completion of construction, if the information is available, so depending on the level of information available, so on construction projects, nowadays, sometimes there is demand to understand how the process works, and how it can be made more efficient, and the whole industry needs to modernize and become more efficient. And one way of doing that is to understand how you get from something on a drawing, to actually construction to actual use. And if you do the digital model, you can save potentially a significant amount of material, and you can get a better in product. And you can also use what are called modern methods of construction, prefabricated off site, etc in a controlled environment, which means you have less construction impacts, which also means you can construct a project quicker and into a better quantity.

Dusty Rhodes  32:28 

So digital is no doubt making a massive difference to the way everything is planned and be able to coordinate and giving information to people who would have concerns about it. And I believe you're able to meld real life footage with the intended project that you're planning and to do that all in 3d these days as well, which is just mind blowing. 2035 seems to be a big year, I hear it over and over again 2035 This that the other, it's a little over 10 years away, it's going to be a watershed year for everybody. For example, in 2035 combustion engines will stop being sold in the EU. That's it all electric from there on, what issues do you consider will be important over the next 10 years leading up to 2035?

Gerry Carty  33:11 

Well, any an area that we are hugely involved in now is the whole area of renewables and finding alternatives made. If you look at climate change, largely driven by emissions, how do you reduce emissions, one of the clear ways is reduced the use of fossil fuels and dependency on them. So developing renewables is absolutely key to that. Now, if you take that, in Ireland's context, very significant onshore wind development in the last 20 years, at one point in November 60% of our electricity, on particular days came from renewables, which is fantastic. But there are significant developments now proposed offshore. So we're quite involved in developing the concepts, preparing the planning applications doing the environmental assessments and studies necessary to get permission for those. So finding and implementing, firstly, renewable energy solutions is absolute key. And Ireland as one of the world's leading economies and with a very high standard of living needs to show examples of how it can be done to others. within the country. I think one of the biggest challenges is to be energy efficient. And that, for example, in terms of vehicles, when you say is zero, fossil fuel use and vehicles in 2035 It's a fantastic ambition. But we are now 2023 there is little or no infrastructure that would serve us electric vehicles around the country by had the experience of traveling with a friend of mine recently on about a 220 kilometer journey and he spent about four hours searching for a charge main point that was vacant so he could charge his character to do the return journey that just isn't acceptable if we are going to go down the route of having alternatives. So much like broadband needs to be rolled out nationally, motorways needs to be rolled out nationally, the national infrastructure for electric vehicles needs to be rolled out. It's fear of gap in the infrastructure of the country at the moment. If by 2030, we have made significant progress, we might get somewhere towards having alternative fuels or alternative energy sources and use and transport within another 1520 years. But right now, there is no prospect of achieving no carbon vehicles by by 2035. They simply infrastructure simply hasn't been planned, it's not been implemented. And the national plan just isn't there for it.

Dusty Rhodes  35:56 

I think the plan is that they're going to stop selling the cars in 2035. And then over the next 10 to 15 years after that, they would eventually just fade out. And I suppose that gives them the impetus then to put the infrastructure into play that looks decent. I'm not an engineer, I don't know what the grand plan is.

Gerry Carty  36:13 

Every contribution as welcome. A second one would be our building stock. refurbishing is absolutely essential. It's moving in the right direction, it needs to move an awful lot faster. But when people talk about things like this and Ireland's we need to realize that we are a wealthy country relative to other countries, we have a high already have a high standard of living. And if we can't afford to go down this route Guca. So you know it the positive part is that Irish people have a fantastic can do attitude, sadness, the the government support, and the national approach is there to support the contractors necessary will be there. We have nearly full employment. But we have a lot of people coming into the country looking for work and love people wanting to return. And once they see continuity of employment, they will work in these areas.

Dusty Rhodes  37:06 

Gerry, you've had an amazing career. And you've seen so many brilliant things solve so many developments over the years. And a lot of what you're talking about is just indicating that these amazing things. And these amazing developments are just going to continue for the next 2030 4050 years. Certainly, you also mentioned that there is a shortage of new people coming into the business. So how do you kind of pitch engineering as an opportunity for people as a job,

Gerry Carty  37:34 

when you look at it as not just I mean, the traditional engineer, had a calculator, sat down with a slide rule and worked out fakers handed them to someone else, and they got on with doing it. The modern engineer is somebody who sits at a laptop, our seminar, as much of their skill is working with others as it is new America, there is a huge variety of opportunities in I wouldn't say just engineering in infrastructure, generally in construction industry. And part of the attraction is that almost every time we do a project, it's a new project. There's something different. We don't produce widgets, we learn from my experience, we learn, hopefully, positive lessons, there are lots of lessons that we learn. In fact, it is fair to say that as an engineer, and I would say this in my own career, I've learned a lot more from my failures than I have from my successes. And everybody has has it as failures at some point and learning to cope with and learn from them. So one of the things we do internally is we have a very detailed lessons learned database. And if you go on dash internally, and you're a member of staff, you will see some of the things we have done that didn't work that well, which we are which typically a lesson learned is here's how we did something, here's what we did that went wrong. How did we correct us what we do next. So if you like the challenging environment, then there are endless opportunities in engineering, they are now more technology driven than ever. I mean, when I started an engineering or design office was an office with a few we didn't even have calculators I think largely at the time. There certainly were no PCs. Nowadays, it is driven by an entirely different skill set. So the numerator says search is still important. But it's actually the ability to communicate, interact, understand, work with other people work in work with integrated teams work and build teams. And that brings very interesting challenges and the challenges you know, in our business. The challenges are multifaceted in that. You could be working today on a roads project, and two years time you might have transferred to a team constructing a project and on site, you need your knowledge, but you need a different skill set. You need to know about contracts you need to know about. So it's the variety of work, I think is one part of it. It's the mix of challenge. And, you know, everybody has skills. If you can find the niche where your skills are useful, and you enjoy it, I think that's the key. And what we want is people working with us who enjoy what they do, who enjoy their day to day activity. We don't want people in the office, late in the evening, are working at home late in the evening. We want them to do their day's work, enjoy it, feel fulfilled, feel motivated to do a good job. We had a saying in the office here a number of years ago, which has served us very well, which is if you work here, leave your ego outside the door. If you

Dusty Rhodes  40:51 

want to work here, leave your ego at the door. I totally love that phrase that can be employed in so many ways. Gerry Carty, Senior Consultant of RPS group, thank you so much for joining us on the podcast today.

Gerry Carty  41:01 

Thank you just stay here and join us.

Dusty Rhodes  41:03 

If you'd like to find out more about what we spoke about on the podcast today. You'll find notes and the link details in the show notes or description area of our podcast on your podcast player right now. And of course you'll find more information and advanced episodes on our website at engineers ireland.ai. Our podcast today was produced by just pod.io for engineers, Ireland and if you'd like more episodes, do click the Follow button on the podcast player so you get access to our past and future shows automatically. Once next time for myself Dusty Rhodes like fillister

AMPLIFIED: Gerry Carty, Senior Consultant, RPS Group

Digital advances, from 3D models in public planning to patients living with pacemakers, are pushing sectors into new spaces which present unique opportunities but not without challenges.

In the final part of our mini-series we discover how digitalisation has shaped the automation, manufacturing and aviation industries here in Ireland.  Our guests share real-world examples of phrases we hear bandied about daily from circularity to 360 and industry 4.0.

Lots of sparks fly in this discussion with John O'Sullivan MD of Douglas Control and Automation, Lufthansa Technik’s Engineering Manager Barry Lowe and Chief Innovation Officer at IMR Andrew Lynch.

Listen below or on your podcast player!

Topics we discussed include:
 

  • Why future generations will look back on this time and consider us ‘quaint’
  • Can paper and digital systems co-exist
  • Lufthansa’s LEAN journey
  • Things you must consider when investing in plant
  • A brilliant explanation and example of circularity & 360
  • When is AI not AI
  • How Digital Twin works
  • Real examples of how CPD drives success

Guest details:

Barry Lowe: Engineering Manager at Lufthansa Technik Turbine Shannon.

Barry is a native of Athlone, graduate of Mechanical Engineering. Commenced career as Product Development Engineer with Hyster Automated Handling in Dublin. Gained international experience working in USA & Germany in a variety of technical roles.

Joined Lufthansa Technik as Marketing & Sales Manager and transferred to current role as Engineering Manager with responsibility for product engineering, process engineering and new product introductions. Promoted to Head of Mobile Engine Services Dublin with Lufthansa Technik, effective January 2023.

https://www.linkedin.com/in/barry-lowe-58403877/

John O’Sullivan: Managing Director at Douglas Control and Automation

John has an engineering degree in Electrical Engineering from University College Cork, a science degree in Astronomy and Planetary Science from the Open University and a Diploma in Project Management from the Cork Institute of Technology. He is a Chartered Engineer and Fellow of Engineers Ireland and a Project Management Professional with the Project Management Institute. He is a Functional Safety Professional and Certified Machine Safety Expert, both certified by TÜV. He has completed a Masters in management at the Smurfit Business School at University College Dublin and is currently conducting Doctoral research in Management Information Systems at UCC's Cork University Business School. His area of research is automation projects in the pharmaceutical manufacturing sector.

https://www.linkedin.com/in/johnosullivanie/

Andrew Lynch: Chief Innovation officer Irish Manufacturing Research

Andrew is also the international Vice President of the EUREKA SMART Manufacturing Board of Directors, he chairs the ManuFuture ETP Working Group (State Aid Strategies- Research & Innovation) and is the national delegate to the European manufacturing policy platform, ManuFuture High Level Group (HLG). Andrew has recently been nominated by the EFFRA Board to the Made in Europe Partnership Board, an expert board which meets regularly with the European Commission to discuss the scope and modalities of the Partnership and future call topics.

https://www.linkedin.com/company/irish-manufacturing-research/

More information

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer.

https://www.engineersireland.ie/

Quotes

3.50 - Andrew Lynch

In a hundred years’ time, people are going to look back at these five or six years and say that is when everything changed. They’ll say we used to manufacture goods which we drove on trucks to put into shops and people bought stuff using a credit card. And they're going to say you guys were the ones who burnt the planet. It’s a wonderful time to be alive in this space.

Transcription text

Dusty Rhodes  0:39 

Hello, my name is Dusty Rhodes and you're welcome to our engineers journal amplified podcast and the third in our special series shining a light on digitalization of the impact it has had on Irish business and society. From 3d models in public planning to patients living with pacemakers. It's clear from the experts we spoke to so far that digital advances are pushing sectors into new spaces that present them with unique opportunities, but not without the challenges to assist us with our final dig into the world of digitalization. I'm joined today by John O'Sullivan, Managing Director of DRS control and automation, who has over 25 years experience in the sector. Barry Lowe is engineering manager at Lufthansa technique turbine and Shannon. Barry has a ton of international experience working in the USA and Germany in a variety of technical roles. And Andrew Lynch, Chief Innovation Officer at Irish manufacturing research, and also a contributing expert on several key international policy directors for manufacturing. Gentlemen, you're all very welcome. Before we get into some specific projects, I kind of just want to talk generally about how technology plays a part in your day to day work. And if I could start with you how has digitalization shaped advanced manufacturing over the past 20 years or so?

Andrew Lynch  1:59 

A great question, I'm old enough for those who can't see me are gray beards, I'm in my mid I would say early 50s. I'm still very pretty man and very lucky in that context. But if you consider me as a young Production Manager, General Manager manufacturing site all those years ago, and how I manage the facility and how I gathered information and how you how you made decisions based on the output of the data from that from from that facility, and so on, it was very manual and manually driven filling in manual charts and so on. digitalization is just a complete step change, it's a transformation, we now have the capability to look at optimization of a manufacturing facility, if you've got 60 different machines, you've got 150 different customers, you've got 1000 Or a million SK use, you know, we cannot put that into a platform, it will figure out the fastest way that we can manufacture that good, it can even figure out the best way to do with how much you know, the most cashflow in the month are on time and full highest metrics that we can meet. So if we make a change on a digital twin, for example, we can see this at at a digital or a non real level, we can interrogate the system itself, we can optimize it, and then we can execute in the real world. So there's, there's no financial commitment to doing something, we can see the impact of doing that thing, we can do it and execute it in the real world. So it's transformed everything I mean, you know, when you think about it, we can scan in a part electronically into a machine and build a park there. And then using 3d printing, you know, we've got AR VR goggles, you can put them on your head, and when you're looking into the bed of the machine, and arrow will come down and it will point into a particular dial that should be at seven instead of eight. And you could change that dial, you know, we can use you know, we're at the edge of using, you know, IoT sensors, I remember when an IoT sensor was, you know, $1,000 Now they're less than five years, we could put these things anywhere in 100 years time just to really encapsulate your question. 100 years time, people are gonna look back right now at these five or six years, and they're gonna say that is when everything changed. And I will be telling my grandkids in years, the company's got if I live and exist, I'd be saying, you know, I'll tell you what we used to do manufacturing, and you're gonna get a laugh. We used to put a manufacturing facility out in the middle of nowhere, we put people into it, we manufacture goods, and we'd manufacture we do many of them. And then we put them on trucks, you're going to love this. And we drive the truck to another big warehouse, and we put all the stuff in the big warehouse, and then we'd fly all over the world. And you're going to love this. We put it into more warehouses, and then we drive from that warehouse, we put it into a shop and people actually does shopping used to walk through the door of a big house. And there's lots of stuff for sale, and you bought stuff using a credit card. Our God forbid money. Let me tell you about how money worked. So our grandkids are going to look at this. And they're going to say you guys were not the one you burnt the planet. Because there's so many things changing in terms of how we do this. It's fantastic. A wonderful time to be alive in this space.

Dusty Rhodes  4:45 

Let me go to John next to John. How has digitalization shaped the automation industry in the last 20 years?

John O'Sullivan  4:52 

It's a path it's a it's a journey that we're on and my own personal situation. I'm Doing some research and I'm researching techniques and technologies that that we can bring to manufacturing. And it's basically it's how we get these new innovative ideas onto the factory floor. So what I've discovered just thinking about this for this podcast, I was thinking about what we do with what we've been offering to customers for last 40 years has been digitalization, and, you know, parts of industry 4.0 For a long time. So, you know, we, part of our projects in process industry would be an electronic controller that controls the plant, then followed by a human machine interface screen where the operator can can see, visualize the plant and visualize the process up into the supervisory level where the supervisors are dealing with batch management and recipe management, and then up into the business where data becomes the product. And the business has to evaluate life cycles and supply chains. So we've been offering this digital journey to our customers for decades. But the ironic thing is our own business wasn't digital at all, because we're in this pharmaceutical regulated environment, a lot of paper, a lot of signatures that have ink. So I've got two little stories, I suppose there's the story of how we're changing what we offer the customer. And then we have the how we change ourselves. So COVID was a great accelerator of our digital journey. And even before that, we started moving to Office 365. Instead of having licenses on site, we're dealing with subscription based licensing, Moving Storage, from the site to the cloud. And even in COVID, we were at the stage where we were doing remote testing with customers in different locations. And right now we've moved our timesheet packaging to the cloud, we're moving accounting to the cloud where because when people are working at home, they need to access all this data that we're producing. So I think after 40 years, we're finally digitalizing ourselves. My colleagues in Siemens would have a phrase about drink your own champagne, don't take your product and use it. And I've heard other people use the phrase which is eat your own dog food, which isn't as nice as drink your own champagne. So I prefer drinking champagne.

Dusty Rhodes  7:06 

I got to stick with the latter. Definitely John. Barry, can you can you tell us because you're in the aviation industry, how has digitalization journey changed things at Lufthansa?

Barry Lowe  7:17 

So I suppose I'd like to go back to our Lean journey. And when we talked about digitalization, we didn't relate it to lean. But if I look back at our Lean journey started in 2001, and is still a very active program within the facility in the company at the moment. And it certainly is a journey that doesn't really have a destination at this, there's always further improvement you can make. And when we looked at digitalization said, we kind of started by looking at industry 4.0, we've heard a lot of talk about industry 4.0. And we didn't really know what that would mean for for our company, Lufthansa here and Shannon, as John pointed out, we're a highly regulated industry as well. And historically, everything is paid for everything is stamped and signatures and all of that. So to make improvements, I suppose a lot of our improvements were Kaizen events where we found more efficient ways to do the physical work we do, and make improvements to our processes, very focused on our value stream map and, and and eliminating waste. And then we looked at as industry 4.0. As soon as we started looking at one was automation and two was information. We looked at analysis of our our labor where labor goes and the highest utilization of our labor was on blending, which is a very manual to repair the parts during the repair process. And I think the second one was blasting because we don't manufacture we repair parts, every part coming in can be slightly different. So therefore we need to have an adaptive process that can adapt to the condition of the incoming part. And that was really challenging, I suppose for the blending. So we looked at robotic blending and we also looked at Adaptive machining and we came up with technical feasible solutions, but we couldn't, couldn't take justify them from a commercial point of view. We tend to have our second significant manual operation was just blasting and we've successfully implemented robotic blasting for that and eliminated the manual element of that. Our plant is 30 years old. A lot of our equipment is old and it needs replacements over the last three years, we were going through an upgrading of a lot of our big piece of equipment like milling machines, lasers. So whenever we're buying new machines, we're buying them not for our current process, but looking ahead to what we might need for the future. So that was a big change for us was was to look for the future and up of what we believed was required for the future. And then we have new technologies like we've got 3d printing, which is laser blown powder directed energy deposition. So it's, it's effectively taking parts that come out of an engine that are worn, and been able to rebuild the material using this technology, which allows you to print like a honeycomb type structure. And that in the aviation industry was new technology, and very difficult to get approval to do it. So we've been working with one of the aeroengine OEMs, to develop the repair. And it's been in development for about 10 years, we started production two years ago. And one of the things we wanted to do was, was to try and find a way that would reduce the amount of testing of parts to validate parts leaving the facility. So we've done a lot of work through digitalization capturing the key process variables, the other big areas, all of the parts we bring in that we have to repair, we have to restore the dimension. So we've got to try and take a warm part and build up a surfaces add material to it, and then re machinery and grinders and, and coat it and bring it back to finish dimensions that comply with the requirements of the engine manufacturer. And a big part of that, then is the whole quality control of the product, making sure the parts are dimensionally Correct. Historically, that was all done manually measuring it with maybe a micrometer or a vernier type calipers. And the inspector, verifying the the dimensions within the required tolerance, we now are moving to CMM coordinate measuring machines, or we have a number of other digital measuring pieces of equipment where we can capture all of that data digitally. And that has the benefit of allowing us to actually have the theory, the measurements that were measured, rather than simply saying, looking at a record saying yes, they were measured and found to be within the specification, we actually have the measurements, we have it measured automatically. So you're not you're eliminating the human error already. Once you've your system, measuring system validated and calibrated, then you you have a much higher level of confidence because you're eliminating that human element in it. So it's bringing about a lot of change on our production floor. But what we're looking at now really is looking more on the other processes where whether it's our customer service or finance looking for where we can use digitalization to improve that. And one of the big changes for us was we identified an IoT platform ThingWorx, which effectively allows us to dump data from our machines, from our measuring systems from our ERP system, we can extract whatever information and dashboards we want from that going forward. So that that, for me is probably the most significant step that we now have that platform that we can build on.

Dusty Rhodes  13:06 

So all three of you are saying that, you know, you're all from vastly different sectors, both are all becoming reliant on digital systems and speed and efficiency and accuracy, are all seeing a huge improvement because of this. Let me go back to Andrew because Andrew, you kind of work on on a bit of an overview level because you're doing a lot of things in the EU as well. And another thing that you're very conscious of in our changing business these days is circularity what what exactly does that phrase circularity mean?

Andrew Lynch  13:37 

circularity is quite interesting, because it's this idea that we're, we're in a circular environment. In other words, you take something, you create something, you break that down and use some of the breakdown product back into the system itself. Again, it's like trees, for example, they grow up, the leaves go down to become compost and nourish the tree and away we go again. And it's that idea around circularity in that context. And I think it's, it's a beautiful idea, but one of the key key key key tenants that I keep saying to people is that there is no circularity without the manufacturing sector. So when we look at manufacturing at a European level, I like to do this every so often because I think it contextualize it, we do not have the raw materials that we need to support ourselves in this geopolitical region. We've got to go into Africa or China or Russia, as we've seen more lately, to get the raw materials that we need for everything from an iPhone to a tractor to a transistor to a bicycle. So it doesn't really matter what we're building or manufacturing if you'd like the raw materials don't necessarily exist in their natural sense on this continent. So we, as we do, in many cases, certainly in the sustainability sector, we have an onus on us to make sure that this idea of circularity, this example of using raw materials that are over and over again, in a circular sense is critically important, not just from some sort of esoteric, you know, we must pay to save the planet and all of that kids which is incredibly important, but just from a purely economic place we can get access forever to raw materials that are going to run out. I'll give you one very simple example. I am a carpenter. I hope you hear that accent from from what you're hearing online here. My wife is a beautiful woman. And we both live in the beautiful county of Longford in the Midlands, lovely, lovely part of the world. And we've been here for the last two decades wonderful people a great environment to grow a family and to live. And there are two beautiful companies near me one is pinata foods. pinata was beautiful organization large company they built a paninis and specialist breads products for Lidl and Aldi and different different groups right right throughout the country. Brilliant organization right next door to them in the city literally in the same building a state our business state. They have you have a lovely small brewery called St. Mary's brewery from St. Mary's a massive name here in Longford. Mel, as we all know was St. Patrick's first bishop I did not like him here. One of my best friends down here is called Mel this this a huge Demir so statements, and they make fantastic craft beers. I'm a man who loves his craft beer. So one of the things we did a lovely project supported by the EPA, for example, and our own circle air circulator is a is a PPP that that IMR and manages here on behalf of the stage and as the platform for policy on circularity. So if you're interested in that space, certainly check that out. And one of the projects that we funded out of that problem was in this sim bio beers, because we took the waste product waste bread that came out of out of food, we use that as a yeast starter in segments beer. So we had this lovely idea of a waste product coming out of one area as a starter to another. And that gives you a lovely example of the circularity model. Now I should say that they created a fantastic Belgian beer very strong, very beautiful. And it's exported all over the world and the first cousin in New York, who actually had a glass of St. Mel's Belgian brew coming from this particular sin by a beer project, EPA, and ourselves in it, Mr.

Dusty Rhodes  16:51 

Andrew, a lot of the technologies that we're talking about and Addgene, looking into the future, how long have these things trials for and researched before they actually go into mass production and become an everyday thing.

Andrew Lynch  17:04 

They're a very negative man, dusty, good.

Dusty Rhodes  17:09 

I just want to be safe. We say, My late

Andrew Lynch  17:12 

father, God be good to us to say that if what happens if concrete doesn't last beyond 100 years, the whole the whole world will collapse around us. There's an extraordinary amount of technologies out there, when we consider there where Barry was saying, Oh, look standard, what they're doing, that's an incredibly regulated sector. And rightfully so I fly on planes myself all the time, it's the safest form of travel, as we know, it's getting more accessible, more safe, you know, and again, we know the green agenda is coming hugely into that space. So a lot of these regulators are the farmer plants and medical devices or anything into the human system, etc. All of these are foodstuffs are foodstuffs, extraordinary, if you walk into any of the food production companies on the side, which we're very proud of, of that, in particular, from a green perspective, you know, green island green agenda, and this idea of St. Patrick green all over the world. So we've got extraordinary opportunities at an international level around this. So we know these are incredibly regulated and safe sectors that we're feeding into these technologies coming on board and the example the caregivers there, for example, earlier on around, you know, adding deposition onto some of these plants, etc, is very, very safe, very regulated. This is about grasping the opportunity. From a technology perspective, we know that in 10 years time, we're going to be using a way more than we're using now we're in that transition phase, if you'd like to get to that point. And I think I mentioned earlier on off off off air, and I'm sure around this idea of AI envision systems, we know that AI and vision systems can now read an oncology scan better than a human equivalent. And instead of doing up to eight to 10 an hour, we can do over 11,000 to an hour. And that's where we find huge help within our our systems, because we know that it can, it can add huge amounts of computational power, and the parts that we're finding difficult the bottlenecks that we have, and in everything from our health system to developing aircrafts, and all of these design capabilities, all of that can be brought to bear. Now, that doesn't mean that the human takes a step back or that cognition exits the state of and so on. There's this whole idea around human in the loop. We don't have decision systems, we have decision support systems. So if you consider technology, for example, is a bit like, how would you say, you know, Google Maps and you're driving along in your car, Google Maps tells you this is the fastest route to go from A to B. Now you might decide, well, do you know why I had an ex girlfriend used to live down there, I go down and see how that house is like this, and you go left at that particular junction, and we'll just readjust and say, Okay, I get it, we're going somewhere else, but you're still going to point B, and you want to be able to find a plot that is it isn't that it's going to take over the world. This isn't. We're not quite as Huxley's Brave New World at this point. But I think that doesn't mean that we should abdicate our responsibilities in the human element in this and as I mentioned there to John and Barry, I'm not altogether sure that you know, AI systems coming in and we know how people feel about AI and this is very which an age thing is? Well, I should, I should point out that, you know, when your young daughter son picks up an iPhone or an iPad, and they're sliding passenger using that technology them is the most natural thing in the world because it existed when they were born. Whereas if you look at how your parents are looking at to say, Oh, I don't know, young kids, they're always on the screens, I think it's negative, and so on. Because that didn't exist. We know, for example, AI gets an awful rap because our AI is everywhere, the minute it becomes a useful technology that we can understand it stops being called AI, and it starts being called Google Maps or Google search engine or something else that we're used to seeing, you know, how we how we, you know, Alexa, and all these things. That's all a, but there's stuff that we don't know. And there were still cognising about and that we're pushing forward is conceptual basis on that has that term AI? So I think those are, those are things that we should be very, very conscious of. But I don't I don't think that as I was saying, I don't think we should abdicate the human role in this. From a psychology perspective, from birth and Africa perspective, I'm not altogether convinced that, you know, people who get this type of technology, people who understand it, people who are advocates like myself that we should be using and can see positive contribution. So on, there is a whole pile, including a charter for AI, you know, What rights does an AI entity have, for example, there's already a, as there is a human chapter, we now have an AI chapter, which is accepted as an international level. So how we how we engage with this is something that keeps, as I said, not just the human in the loop, but the human at the center of that loop.

Dusty Rhodes  21:25 

John, let me go to you and ask you about because of something yourself and Barry, both mentioned, industry 4.0 What is industry? 4.0?

John O'Sullivan  21:33 

That's a $64,000 question. Yeah, I started, as I said, my own personal research, and I had a look around and because what is industry 4.0 It's a buzzword, it came out of Germany came from the German government back in the early 2000s, as how they would, what's the next step in industry? So industry, one was the, the manual labor transforming to steam power, then industry, two was electrification. And an industry three was electronics and automation. So we're up to the 80s. And now we're on industry 4.2. Our as Andrew said, we're an industry 5.0. And a lot of industries now are coming along with pharmaceutical 4.0. And food, 4.0, and so on. So what we're doing here with the industry 4.0 is it's about cyber physical systems. So we're linking the, the technology with the hardware and getting data. And I found the OECD came up with nine technologies and techniques that they would call industry for bio autonomous robots, autonomous machines, IoT Internet of Things, big data, cybersecurity, augmented reality, artificial intelligence, Andrew covered. So it's really a hodgepodge of lots of new things. And I think the one that I built I'm focusing on next is the is the simulation and what what people are calling digital twin, which is going to be the next phase of I think the next kind of accelerator for manufacturing.

Dusty Rhodes  23:07 

Okay, well, come on. You said so yeah, you have to explain your you're talking about paper, you're talking about digitization, tell us about digital twin digital

John O'Sullivan  23:16 

twin is, it's very exciting. So the first time I saw a digital twin was about 10 years ago, and it was the, you know, the diving bells that go down to the divers use to service the platforms at sea. So there was the ship where they went out to the platforms at sea, they had this big Diving Bell, and they brought down the divers, and they had to acclimatized and so on. So to do the training, and bring that ship into dark and do training, it was costing them hundreds of 1000s of pounds a day, you know, because the ship wasn't producing or wasn't being effective. So they developed an entire simulation of the diving bell, the pressures it would it would encounter, the technology is on board, the control room on the ship, and they put it on shore and they had cameras, they had animation. So everyone felt they were performing in the real world. And it saved a fortune you could train, you could commission you could make changes. And if you wanted to make a change to the actual machine, you could make the change virtually first and test it and then bring it to the real machine. So digital twin is we've we've digital twin cities with digital twin machines with digital twin products.

Dusty Rhodes  24:25 

So this has been happening for me for years. I know in the aviation industry with wind tunnels and modeling and, and all that kind of stuff. So you do have a twin. Are you saying that this is happening now more and more in say regular life?

John O'Sullivan  24:37 

Well, on the one hand, it's to do with cost. You can virtualize your process, virtualize your product and commission and train your operators and your your staff before you invest in the product. But even now I'm finding people who would never have used digital twin are now saying well I have supply chain issues. I'm not going to get the parts for two years. What are we going to do in the meantime? So let's build A virtual machine. And then let's train and develop it while we're waiting for this, this hardware to arrive. So it's interesting. It's probably the next thing we'll be looking at because we haven't got there yet.

Dusty Rhodes  25:14 

I was ready to ask do you do it a yourself but you're thinking about it. And it's something you get into. Speaking of out of aviation, Barry, you're with Lufthansa and I mean, digital twin must be something you've been doing for years, is it?

Barry Lowe  25:28 

No, it's interesting. When John spoke about it, I was speaking with Connor McCarthy from confirm the organization here and UL, and we're going to have a postdoc come on site in the new year, to look at developing a digital twin for our additive manufacturing process. We've got a lot of data that we've gathered, as part of our research, we have a lot of results from metallurgical evaluation of samples. And the idea is to build a digital twin of the process, and then use the digital twin then to help us optimize the process. But it was interesting, John, you're talking about using a digital twin, maybe where you don't have material or whatever, when when we have a new engine type that we need to develop repairs really typically don't have parts to work from. So for us to build the 3d model of the parts, and then to model the process and create a digital twin will be extremely beneficial to us going forward. So it's not something that we're unnecessarily using at the moment or stable, it's something that we see the opportunity, and really need to understand how best we can deploy it in in our business and get the most from it and to say we're starting off with that PhD or postdoc student who's going to work on a project for us to explore the value over two or three.

Dusty Rhodes  26:50 

Let me ask you, Barry, because you've worked in several different countries around the world. And we're kind of we're getting excited about digitalization and digital twins and all these things we could do. Is Arlen kind of lagging behind, or are we keeping you up to speed with, you know, other countries you'd have experience of?

Barry Lowe  27:06 

I think what's interesting to see is I think it was John mentioned this industry 4.0 originated out of Germany, back in the early 2000s. And one of our strategies is to try and collaborate as much as possible within the group. And certainly, when I compare what we're doing with push, our colleagues in Germany are doing very much aligned for maybe some hot on different parts, but they're looking more at the aircraft and the engines as a sort of a macro level. Whereas we're down on the detailed parts that we repair, looking at how we can apply digitalization to the actual processes used to repair departments. But I would say we're very much keeping abreast of of our colleagues in Germany, and trying to share as much or our knowledge and experience to to help each other and collaborate as much as possible.

Dusty Rhodes  27:59 

And do you find that there is a lot of that where you will go to Germany or other countries and you'll be inspired by something and then you'll throw in your tuppence worth, and they'll go, Oh, very good idea.

Barry Lowe  28:09 

Absolutely. Our key projects are what we call our latest projects, we would share that with them. The other area, I think is just within the region here we have a very active network called explore engineering. And that's an effort between the universities in the Midwest here and the industry in the Midwest. I think it was fascinating, really, because we talked about the manufacture of knees and hips, and that and we've got Stryker here in our region. And we've collaborated closely with them because they use a lot of the same technologies in the manufacture of hips and knees, as we do in the repair of air foils from aeroengine. So I think it just goes to show the great opportunity we have on this particular topic to collaborate. And over the years, we developed a very strong lean network, where companies collaborated on, on and shared experiences on their Lean journey. And I think it was a great opportunity for us to network industry together to share our experience on digitalization. And I suppose our most recent step forward was to consolidate our digitalization program in with our our Lean program, our CI program, because I guess when we set out on our journey, we saw digitalization as projects more like MPI projects, and we manage them with a gate process. And then we, I suppose one of the two spreads across the organization we looked at at training across the organization social we've had 20 of our staff across the organization do the UCD diploma in digital transformation. And it was out of that we really looked at are we looking at a transfer a digital transformation in our organization? Or was it more incremental improvement And really, we decided it's incremental improvement we're looking at. So when you talk about CI, continuous improvement under lean umbrella, we're effectively doing CI using digitalization. And so to bring the two programs together, made a lot of sense, because we're reusing and sharing the same resources. But it brings another dimension to our CI program when we talked about digitalization and opening up another world of opportunities for us. And part of the problem is we didn't have the knowledge in house, we didn't have the skill set maybe to really go after some of the digital opportunities. When we looked at CI, we looked at other non digital opportunities, let's say, and I think having trained 20 people on the diploma course, we now have people that are more aware of suppose hours and are looking for opportunities to make improvements to digitalization. And that's why I think def network would be really good to try and have companies share, experience and learn. If we're not competing against each other. We're actually collaborating and helping each other. And there's really a lot of opportunity there going forward.

Dusty Rhodes  31:12 

And do you kind of all need to speak the same language as well. And what you're doing is is helping them to do that. Just to wrap up our podcast for today. John, after listening to our barrier has been talking about or barrier listening to John, is there anything you would like to ask each other? I'll let John go first on that.

John O'Sullivan  31:28 

Barry, I I'd like to maybe touch base with you later about the digital twin journey you're on and your IoT solution you did you call it ThingWorx is the platform we're using. And it's the next step that we're looking at. And

Barry Lowe  31:43 

I like to like to talk to you, John, as well, because they call we're trying to do with Connor, in confirm. certainly interesting. Get your input.

Dusty Rhodes  31:51 

It started off as a podcast. And now it's Tinder. As like what's going on? So listen, John, what is it that interests you about what air Berry was saying that you're thinking,

John O'Sullivan  32:02 

not just the simulation, and the digital twin of the product associate and the digital twin of the process, and how that how that will affect the real manufacturing then, is fascinating. And the key is the feedback, you have to close that loop and get the data out of the factory floor and into the digital twin. Yeah, so that the digital twin is continuously improving in its true nature, you know that it's catching up with the real data, and you'll find that you're missing you have gaps, okay, we don't have enough data to be accurate. Let's add sensors, let's gather information so.

Dusty Rhodes  32:41 

And Barry, what is it wasn't that John was saying that you're gonna follow up with after the podcast.

Barry Lowe  32:46 

I suppose if I just take a step back, maybe just the one of the big challenges I found in trying to take an organization like ours, like we have 250 people. So we're a small company. We're a highly technical company. And yet I really struggled to guess digitalization embraced by the organization. I mean, if you look at from a financial controllers point of view, they're immediately looking at what's the return on investment. So I'm looking to try and get projects that I don't even know myself wanted to deliver. So we need to understand how the digital twin can do for our business. Before we can really put a project together without an ROI on it. I want to start with looking at some of the other projects where we're looking at process monitoring and dashboards, how do you see what the ROI is going to be on it? And if you want to invest in an IoT platform, before we even have a whole lot of projects that are gonna go on to it? It's really difficult. So one of the concerns I have for industry in general, if you take the smaller companies who maybe don't have the resources we have, how do you support companies like that, to take that step forward? That leap of faith as well as into digitalization and certainly is still seen as a buzzword, the industry 4.0 is a buzzword and some people it's like the engineers or our you know, it's it's a game or their toys to play an experiment with. And that's a big concern, I think.

Dusty Rhodes  34:05 

Well, let me ask Andrew about that, then. Because Andrew, we're talking about digitalization and developing things and you can do this answer. It's all amazing. And it sounds great for a big company that has the resources to do it. Because you've more of an overview of industry, do you find that this is filtering down into smaller players?

Andrew Lynch  34:25 

We've got to educate our own managers, not that this is something they could do, but this is something they have to do. And the problem is and I you know, I often give the example there of of hearing it, you're hearing aids went from went from just press or pressing, pressing or vacuum molded and so on to being 3d printed. It went from a couple of euros to a couple of pets. If you're an organization that was doing the latter, you are going to be out of business within nine months. It happens that quickly. We know that there's lots of medical device corporations at the moment at A at an international level that are looking 3d printing. Now if they get 3d printers in that manufactured product, what's that going to do to their supply chain, it's currently making plastic multipacks. And the tool makers that make the tools or molds for those plastic pipe manufacturers, that's a supply chain that could potentially be decimated. And we need to understand what that looks like and so on. We look at our car manufacturers, people supplying product into cars at the moment, as carriers transition from fossil fuels into electric, anybody who's making parts for all those, that's going to change significantly. If you're a company that makes buttons and panels for anything, what you're going to find is the buttons are gone, they're now on screens, we are one sided screens, and we press stuff, instead of having small plastic buttons, and so on. So there is a revolution in terms of what it is that consumers looking for. Were going from plastic parts to electronically enabled smart things. And we need to be on that journey. It doesn't matter what sector you're in, if you're a food manufacturer, for example. And you think the 3d printed food is something that will never happen, you're wrong. I've eaten a character that was 3d printed, you know, I've had a scan of my entire body and they gave me a little doll. It's not the cutest dog I've ever seen. It's a bit freaky, but it's, but it's a doll. Nonetheless, it doesn't matter what sector you're in, this is coming for you. And if you think that I can, I can stand still and do nothing. And I've got a good business, and I'm going to be alright Jack, you're not. Because regardless of whether it's the regulatory environment that's coming down from a circularity perspective, and is looking to manage and maintain the information to that data stream, or whether a multinational supplier for you is going to come through, or even a b2c customer, for example, there's a whole legislation coming down that I'm manufacturing machine given to a customer, I'm still responsible for the data infrastructures for that for 17 years after I started 14 years after itself. So these are things that are going to put huge pressure on on all systems, some of which, and most of which are going to be SMEs. But I think back to how I thought of ISR when I first came across, it's a good guy who never climbed this mountain. And now it's a hill, it's a very small hill, because we can all, you know, have the infrastructure and the knowledge and the mindset and the budgeting and so on to make that happen. This is just another hill in the making.

Dusty Rhodes  37:03 

I actually kind of gotta give you the last word, Andrew, in a way. All right, because is there anything from what Barry or John was talking about earlier that you'd like to add like to ask them?

Andrew Lynch  37:13 

John O'Sullivan, very serious question for you, my friend, collaborative robotics nonsense, are the wave of the future.

John O'Sullivan  37:24 

I would say for us, we've used them, and we ended up backing off from using them. There were limitations around the capacity and their accuracy. I suppose it's a trade off between the collaborative nature, and then what they can do, basically, how heavy can they lift? And how accurate can they repeat a task. So we've used them and then we've gone back to call it traditional robots from the big name manufacturers, Cuca, Mitsubishi, and then you have to install overarching safety systems around them. So for dusty if you're not familiar, a collaborative robot is where you can actually have a robot on the desk with you. And the human being is handing parts to the robot, the robot is taking parts. So it is it's in the it's in the name collaborative. But for that, you're dealing with a moving part that can be dangerous, and it has to be managed very carefully. So I would say there's a future there. But we've we've not had the case studies to use it. I just cannot. Can I just make a point on to reiterate something that the lead said about the SMEs in Ireland, I think you might say, Yes, Andrew, that we don't have robots per 100,000 robots per 100,000 people. But we're in a process industry where robots don't aren't required. Were moving liquids around more than parts. We don't have that OEM base that the Germans and the Italians have. So I would say we're probably digitalizing elsewhere, apart from robots. What we do need to do is this is this, this podcast is part of it. We need to build clusters of expertise, where companies like mine, we have the advantage over burying it, we can see what the other customers are doing. We can see what the other industries are doing. And we can take the best from each and deliver it to someone like Barry, we can take knowledge from the medical device from the the orthopedics and bring it to automotive bring it to aerospace. And those clusters are key to the to the growth of the industry in Ireland, I think.

Dusty Rhodes  39:30 

Well, James, it's been absolutely fascinating talking to all of you, I definitely get the impression that not only is digitalization alive and well in Ireland, but we are at where as good as anywhere else in the world, which is, which is good to say, Oh, I won't say we're better but we're as good as anybody else in the world, which is great. Thank you so much for coming on to the podcast today. John O'Sullivan, Managing Director of Douglas control and automation Barry Lowe, engineering manager at Lufthansa Technik. Turbine in Shannon and Andrew Lynch, Chief Innovation Officer at Irish Manufacturing Research If you'd like to look up any of our guests, you'll find their contacts and LinkedIn profiles in the show notes area of your podcast player right now. Our amplified podcast was produced by dustpod.io. For engineers journal, you'll find advanced episodes on our website at engineers ireland.ie or just press follow on your podcast player right now to get our next episode automatically. Until next time, from a self destructs Thank you for listening

Digitalisation in Engineering Part 3

When you take a pill such as Anadin, you want to be very sure that what's going into your body is manufactured in the correct way. This is the precision required for pharmaceutical projects and an expert in that area joins our Amplified podcast today.

In 25 years since first joining the PM Group, Peter Farrelly has had immeasurable multi-national experience working across the full life-cycle of projects; from inception and funding through to design, procurement, construction, commissioning and qualification.  PM Group itself is known for its work with leading pharma, food and medical technology companies, with 3,500 employees working in Ireland, the UK, Asia and the US.

Our chat covers everything from the challenges of constructing medical facilities to handling brownfield sites during Covid, right through to the incredible levels of sustainability PM managed at Bio Cork 2 and their award winning work on an Irish facility which generates power using the sun.

Listen below or on your podcast player!

Topics we discussed include:

  • Special considerations for pharma building projects
  • Do glass panelled walls work for clean rooms
  • Huge impact of constant medical change on building design
  • Are multifunctional facilities possible
  • The biggest impact of digital on engineering
  • How digitally enabled lean transformation is revolutionising their business
  • What is the holy grail of electric vehicles
  • How Peter would tackle the EV challenge
  • Ways new graduates are innovating business

Quotes

When you take a pill you want to be sure what's going into your body is manufactured in the correct way.

Regulations will change but base skills stay the same no matter where you go

The biggest challenge we've had over the last while is speed and COVID was a driver of that.

You can only imagine the challenges of building a vaccine facility on a brownfield site with 450 people during COVID restrictions.

Guest details

Peter Farrelly is a chartered engineer who is skilled in A&E Design, Project, Construction & Operations  Management and Business Development.  He is the Regional Development Director for PM Group, which is known for its work with some of the world's leading pharma, food and medical technology companies.  It was founded in Ireland in 1973 and today has 3,500 employees working in Ireland, the UK, Asia and the US.

Contact details

www.pmgroup-global.com

www.linkedin.com/in/peter-farrelly-3a75397

More information

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer.

https://www.engineersireland.ie/

 

Transcription text

For your convenience, here is a 90% accurate automated transcript of the podcast.

Dusty Rhodes  0:00 

Right now on amplified the engineers general podcast we're about to meet one of the key men at pm group. Peter Farrelly

Peter Farrelly  0:07 

what an engineer is someone who's solving problems and trying to improve things and in our case, trying to improve the lives of people that our clients are making products for our providing services to.

Dusty Rhodes  0:40 

Hello there, my name is Dusty Rhodes and you're welcome to amplify the engineers journal podcast, where we speak with leading members of our community of creative professionals about how engineers are delivering interesting and sustainable solutions for society. Joining us today is a chartered engineer who's skilled in AE design, project construction and operations management and business development. In his 25 years since he first joined pm group, he's seen massive growth, which gave me a ton of multinational experience working across the full lifecycle of projects from inception and funding through to design, procurement, construction, commissioning and qualification. pm group itself is known for its work with some of the world's leading pharma, food and medical technology companies. It was founded in Ireland in 1973. And today has three and a half 1000 employees working in Ireland, the UK, Asia and the US from pm group. It is a pleasure to welcome to our podcast Regional Development Director Peter Farrelly. Peter, how are you?

Peter Farrelly  1:44 

I'm well, thanks. So Steve, thanks for having me on that a

Dusty Rhodes  1:47 

pleasure. Tell me what attracted you to this crazy business of engineering?

Peter Farrelly  1:52 

Yeah, well, that's a good question. And I suppose it's hard to know where it comes from directly because I was on the probably one of one or two in my generation across all my cousins. There was no family tradition in engineering. So but several, the next generation are taking up engineering. So maybe I've inspired somebody along the way. But I suppose I was always interested in how things work, and, and fixing things. And some of my youngest memories are having tools and trying to fix things, which I'm quite sure was actually breaking things that were working perfectly well before I got near them. But I suppose it probably comes from my upbringing, the environment that I grew up in, it was always very focused on finding solutions to problems and sometimes very novel solutions. And I suppose that's what engineers do. So although there weren't many trained engineers, in my family, I'd say there were there was a lot of engineering spirit and engineering mindset and engineering minded people that I that I grew up with. So when it came to what to study, there was a long list of various engineering courses and not much else. But I think whatever you do, you should have real interest and passion fresh. And that was the case with me and engineering. And I've, I have to say, I've never once regretted the choice. And I would say that, even for somebody that's not really sure how to do a base education in engineering can open opened up many other doors and career choices, for example, in it in finance, in teaching in management, and many other areas.

Dusty Rhodes  3:25 

They call it a very portable career, don't I? Yeah, that's

Peter Farrelly  3:29 

true. You know, and particularly with international recognition, through engineers, Ireland and other institutions. You know, if you need to build a building the fundamental that you know that the regulations and codes will change from place to place, but that the base skills stay the same no matter where you go,

Dusty Rhodes  3:46 

Listen, let's have a chat about p m group, because the company does an awful lot of work with the farmer, very, very precise. Industry. What kind of challenges in general do you do farmer facilities come with,

Peter Farrelly  3:59 

to specific challenges around that are probably the quality of what needs to be built, when you go to put something into your body, when you take a pill, you know, you buy a packet of energy and in the supermarket or somewhere else, you have to be very, very sure that what's going into your body is manufactured in the correct way. So I suppose from our point of view, it's about building those facilities and making sure that facilities are designed, built and commissioned and then validated in a way that can provide that quality and that traceability with the, with the products that are ultimately manufactured in the facility.

Dusty Rhodes  4:33 

And what kind of things do you have to take into consideration when down when thinking about the building, if we're

Peter Farrelly  4:38 

just talking about the basics of the flow of materials into and through the building the flow of people back to this point about what you're going to put in your body contamination comes from people so there's a big, a big emphasis on making sure that the people don't break when they're entering the facilities don't bring in anything that could contaminate the products that are in there. So a lot in the air Early stages about how the building works together the flows of materials, flows of people waste in and out raw goods, finished goods, all of those sorts of things. I think then it's just the cleanliness of the space cleanroom facilities are in a lot of pharma facilities. And they take a particular expertise and design expertise to, to implement.

Dusty Rhodes  5:22 

So when you think of clean rooms, you think of something that's generally maybe in a basement with no windows and fluorescent lighting, and everything is done. Whereas people like to work in more area and brighter surroundings these days, as designed change to enable that.

Peter Farrelly  5:39 

Yeah, absolutely. clean rooms can be very big spaces, very big facilities. But some of the sorts of techniques we've used is having glass paneled walls instead of some other materials. So you can actually see through to the daylight outside to external windows, and also see the other people working in the facility as well, because that can be an issue if somebody goes in an older requirements to change. And, again, an optical into some of these facilities. So you can't go in and out really quickly in some cases. So, you know, we've we've done some of those sorts of things to try and help with that.

Dusty Rhodes  6:16 

If I had to work in a lab, I'd love to work in a penthouse lab. So you'd have a view? Yeah, well,

Peter Farrelly  6:21 

when you when you look at what some clients are doing, particularly the, you know, clients where they have their global headquarters, and they want to attract a lot of r&d staff, like, for example, in the UK, in the Oxford, London Cambridge region, there's a lot of companies located there. And for those facilities, they will get in the most renowned world famous architects, the facilities will be to the absolute highest standards possible, they invest a lot of time in not just the lab facilities, but actually the the environment that the people will work in, to inspire the people, but also to to enable them to attract the very, very best people that can get in the market,

Dusty Rhodes  7:01 

medicine and pharma. And everything is changing constantly. Does this impact the design then of the building?

Peter Farrelly  7:09 

Yeah, it impacts it hugely. There are lots of different types of pharma facilities. So if I take the more traditional one, where, you know, as I said, before you get your bucks of energy and in the supermarket or some other some other drug you'll be familiar with, the type of facility to produce something like that is, is well known. And you know, there are lots of them all around the world for many, many years. And I suppose the the facility types are very different. When you look at the facilities to produce the active ingredient for a medicine, it will be very different to the facility that produces the actual tablet that you take, or the solution that you drink, or the the whatever is injected into your body, there'll be very different facilities. But if I take it from another, another angle completely, there's a whole new suite of Advanced Therapy, medicinal products at MPs are cold. And they're medicines for humans that are based on genes, tissues, or cells. And they're quite novel and quite new, some of the things that are done with that. So some classes of though these 80 MPs are considered to be personalized medicines. So if you imagine, in a facility, traditionally, a batch of tablets could be you count them in the millions of tablets, whereas in this facility, if they've taken something out of your body, and they're going to do something with the cells or genes, every person is a separate batch. So the requirements and the challenges of designing a facility such as that are entirely different to designing a facility to make traditional pharmaceutical products.

Dusty Rhodes  8:44 

So can you give me an example of that, then? Yeah,

Peter Farrelly  8:46 

I mean, we, a number of years ago, did a facility, it was the first of a kind in the world, actually, it was without precedent. It was a cell and gene therapy catapult facility to promote a number of companies, you know, startup phase, probably smaller companies that needed effectively what could be described as incubator space, that facility had to be designed not only to cater for all the usual farmer requirements, but also had to be designed to cater for up to 12 different tenants at the same time, all with different requirements, all with their own issues around confidentiality, access, egress, all of those types of challenges.

Dusty Rhodes  9:27 

And then do you have different design considerations, then, if you're doing something, I mean, vaccines are just so important. These days, we've had COVID recently. And that's different from kind of like, you know, a tablet, it's different from something that you're doing for on a person by person basis. What what's the difference when you're working with vaccines?

Peter Farrelly  9:46 

Yeah, you're absolutely right, tested as does differences, loads of similarities, but to be quite different number one, and you're dealing with a liquid and in many other cases, it's going to be a tablet format or something like that. The biggest challenge we've had or For the last while is speed, and the COVID pandemic was was a driver of that, obviously. So the types of facilities are lots of it is similar, but you're you're trying to fill into vials or syringes that will be used to inject into people. So, you know, the quality of the facility and the hygienic conditions need to be even higher than some of the more traditional facilities. You know, we've done a number of those projects. I remember during the COVID pandemic watching the news one night, and the cameras were outside the Pfizer facility that was was shipping the first batch of vaccine. And that was a facility that I was involved, I was working on a project there, we were working on a project there. And you know, it makes me very proud as an engineer that you've done good that you've, you've been involved in something like that you're helping in a very positive way. Another example, we've done a project for MSD in Belgium, to expand their vaccine manufacturing facilities, and throw up its own challenges. Because not everything we do is Greenfield, a lot of the work that we do is brownfield work. So you're going into a facility that's already in existence, and you have to cut and carve and chop it up. And in some cases, still with live production happening in that facility. So you can't bring the current production down. So we need to be very, very careful. But in in that particular project, we had probably 450 people on site at the peak, a lot of that was during COVID restriction. So you can imagine the challenges of trying to build a vaccine facility with 450 people on site during COVID restrictions. But we did it anyway. And we got through it. And it was very safe, safe project over a million hours worked on site without without any instances. So it just shows you the scale of the challenge with designing and building some of these facilities. So thinking

Dusty Rhodes  12:01 

about that on on a brownfield site during COVID with foreign and 50 people working trying to expand this facility was what's what's the one solution you came up with, that you were most proud of?

Peter Farrelly  12:12 

It's, it's probably not just any one solution. But the sheer logistics of getting that number of people in, you know, so a lot for something like that you're gonna have a workforce, the workforce, and that project, by the way, came from 25 different countries, oh my goodness, trying to get people in and out of the facility, trying to make sure that people could connect with their families at home. And people couldn't travel them when travel restrictions were lifted. So there was a multitude of things so hard to single out one thing that was that was better than another.

Dusty Rhodes  12:44 

Let me ask you just kind of dealing with clients and and an overview on a project because clients often want something fast. And then but they also want you to be flexible. And then of course, they're always looking at price. How do you handle that?

Peter Farrelly  12:58 

It's, I suppose it's a feature. It's a real challenge in our industry at the moment, every client wants something built quicker and cheaper and, you know, hold all sorts of things and all the things that you can't square all the circles, a key part of our strategy, we've embarked on a Lean transformation program that we call delta, which is stands for digitally enabled Lean transformation. And it's a way of improving and transforming our business. And at its core, we're trying to apply these Lean principles to remove wasteful activities and friction. And we're doing that through the use of all sorts of digital technologies. So I suppose that's, that's one of the ways that we're that we're doing it.

Dusty Rhodes  13:46 

And digital technologies are changing everything. I mean, it's changed the way we work and people I'm working from home more and stuff like that. What's the biggest impact digital has had on your business in the last two years?

Peter Farrelly  13:57 

You know, everything we're trying to do, we're trying to enable with digital, we're looking at all the aspects. When we lean something out, how can we get digital tools to help us to enable us to lock in those gains that we get from that lien and the transformation. I mean, there's loads of examples that are the more traditional ones that you'll know about, you know, all the drawing tools, all the CAD, all of those things, the paperless office, all of those things, and I suppose we also have been using just just like everyone else, you know, teams and zoom and all of those things helped us when we were all done, couldn't travel for a long time. But we're looking at technologies right across the business. And if I take something like augmented reality and virtual reality and some of our projects, and they're really transformative in terms of how we deliver our projects, and really our cutting edge compared to what we're seeing in the marketplace.

Dusty Rhodes  14:57 

So looking at digital and the how it's able to transform arm the way we work and people working at home and remote working in in the office and stuff like that, how has digital kind of changed your operation in the last few years?

Peter Farrelly  15:08 

Well, example we're doing it on a large data center project at the moment, we're able to go into the field, and we're able to look at the building as it's being built, you can see what's actually physically constructed on the ground, you can overlay that with what's coming next, you can find problems in real time, you can find problems before they actually happen. So tribes huge efficiency in in how we build those buildings, because you can imagine how complex some of these buildings are, the structure alone, the services within the buildings, and all of those things sort of enabled us to look at those in real time. I think, you know, this is all linked back to a more general question about continuing professional development and the importance of it, and understanding what's going on. I mean, you don't have to be an expert. In all of the systems, I wouldn't say we have very few people that will be an expert in all the systems, but it's about knowing enough about it that know how they operate, know how they can add value, and know what they can do, and being able to talk about it.

Dusty Rhodes  16:08 

And what about the continuous professional development? How do you implement that into your own career?

Peter Farrelly  16:14 

Well, from the get go, in my own career, I've always put a lot of focus on education. And every time I thought it was finished with education, I went back again and again. So I've said the last time that I'm done with it, but who knows what will happen, what will happen in the future. So I've done quite a bit of formal education. And going through the process with engineers, Ireland to be a chartered engineer to be a fellow of engineers, Ireland. But that's it, there's also just keeping up with the day to day. So there's lots of stuff that happens within the industry, attending industry events, and going to conferences. Again, engineers, Ireland run a lot of really, really interesting, CPD modules that, you know, it might be somewhat unrelated to your day job, but some very, very interesting stuff. And some of it is directly related. Some of it is highly applicable to the things we're doing every day and the stuff that I'm doing every day. So I'd say it's a mixture of all of those things. But even I'm in a very fortunate position. That, you know, I spend a lot of time client facing with our clients are talking to people, and you know, just talking to different clients, you learn new things, you learn different things. And again, across the sector's we work, and we work in in different sectors. And actually, that's probably one real advantage we have because some of the principles that were able to use and apply in one sector, we can then bring to other sectors, and it brings some really good innovation to those sectors.

Dusty Rhodes  17:50 

Is there one thing just you mentioned, engineers, Ireland, it tell me the one thing that you've done with them, that maybe you didn't want to, but actually had a good effect on your career,

Peter Farrelly  18:01 

you know, the process of becoming a chartered chartered engineer is not a simple one. And that's for good reason. You know, you don't have somebody that rocks up tomorrow and says, I want to be a chartered engineer. So there's quite a bit of work that has to go into, you know, making sure that you get the right experience and making sure that you, you've covered the areas that you understand enough about the industry. So that's, that's a process that was, you know, it was it was tough to do, but highly valuable once it was done.

Dusty Rhodes  18:32 

And what was the one thing though there that do you have something in your mind me, I don't really want to do this, but you did it. And and it worked out?

Peter Farrelly  18:40 

Well, you know, simple things like talking about yourself and writing statements about how good you are and, you know, fill in filling in application forms to say how wonderful you are doing all of these things. Certainly doesn't come easy to me. I'd prefer other people maybe, to say it was it was it was warranted or marriage, rather than having say it myself,

Dusty Rhodes  19:04 

it's always much easier to sell somebody else than to sell yourself that sort of I have found but if you've picked up ways of doing that with engineers, if that's all good, listen, let's talk about one of the biggest innovations because we were talking about innovation and digital and all that kind of stuff. One of the things that we see in our day to day lives now are electric cars. Do you find this an interesting engineering problem?

Peter Farrelly  19:27 

Yeah, actually, the the whole Evie sector is part of our strategy within pm group forms part of our strategy. So I suppose it's interesting and challenging. It's a real strategic growth market, but it's growing at an exponential rate. And there are a few companies that can support the sector that have the right experience. And when you look at the profile of the clients that are involved in the sector, so you have lots of absolutely new startup companies, and like I mean, absolute starting from scratch and they're looking to be big players, you have jayvees. And because there are so many people hedging their bets, they don't know who's going to win this race, to get the best electric battery, you know, it's, it's the Holy Grail at the moment, you have many old companies. So for example, all the major automotive car companies that are as old as the motorcar are involved, and some of the large chemical companies, and it's interesting to see that some of those companies have actually not succeeded, they've pulled back from the market a bit or the left to others a little bit, because the challenges are so great, or they took the wrong bet. And they've just said, you know, we're not throwing any more good money after bad, and we're just, we're just gonna leave it there. And some, some are failing, despite all the investment and experience, so a big challenge for us to know what clients we should work with. But I suppose the other challenge in that whole sector is there's when people talk about Evie batteries, there's so many different types of projects within the sector. So at one end, there's the mining for the raw materials. Now, we're not involved in that at all. But then you take those raw materials, and you turn them in to the refined battery materials. And that's quite an interesting one, when I spoke before about how you can transfer skills from one sector to another, and some of the equipment so you know, some of those battery materials that come out at the end of that process. Some of it's like a powder. And, you know, you're using the same equipment from the same suppliers, and fundamentally a lot of the same design as you would use for a pharmaceutical facility that's producing some powder, or a dairy facility that's producing infant formula. So it's quite interesting, even though they're totally and utterly different sectors, some of the same technologies, and some of the same ideas can apply. So we're able to bring that thinking and knowledge from sector to sector. And once the once those raw materials are made, you then make battery sales. And that's another another part of the supply chain. And then those battery cells are assembled into battery packs. And that's what will actually go into your car, your electric car that you're that you're going to see on the road. At the other end of the scale now, which is an absolutely booming market currently, is the recycling to get the raw materials out because they're they're very difficult to get to mine initially. So getting those raw materials back out, and putting them back into the supply chain to start the process again.

Dusty Rhodes  22:36 

So Peter Farrelly, let's imagine you're the Elon Musk of the evey battery world, and you've got $10 billion in your back pocket, what would you do?

Peter Farrelly  22:46 

That's a That's a good question. And I interested in the last point I made there about the battery recycling. And it's probably probably a focus that I focus on because, you know, whoever wins the race, or whoever gets the best best bet and produces the best battery at some point that will need to be recycled, and you'll need to take it back out. Also, personally, the sustainability aspect of it. I like it's a very, very important part for me and for our business. So I like that part of it too. So I probably would bet, maybe not all 10. But maybe one of my billions on on that sector.

Dusty Rhodes  23:29 

Let's talk about pm group, once again, because I mean, the group is growing phenomenally. It started in 1973, as I said, and then kind of to the 90s and the naughties. expanding into the States and Asia and all across Europe and stuff like that. Give me an idea of how big the company is now today.

Peter Farrelly  23:45 

Yeah, so we're an international firm headquartered in Ireland, and we're delivering critical facilities. So the more complex, the better. And that's probably what, what our sweet spot is. So if it's a very, very straightforward facility, and I suppose some of the facilities you've heard me talking about today are not straightforward. So the more complex, the better. You mentioned the we're, we're 49 years in business. And we have been trading internationally for quite a long time. We were just just in last few months and celebrated 25 years in Poland, equally 10 years in Boston, I think we must be 11 or 12 years in China now. And next year will be 25 years operating in the UK. And in terms of scale, where we have about 3600 people at the moment. And we're our turnover is approximately 400 million. And I think a unique feature of pm group, which is we believe is unique among our peers is that we're employee owned. So every employee in the company has an opportunity to be a shareholder in the company. It means that everybody can share the benefits of the company and share in the success of the company. But it also we Think drives a different mindset. It drives that owners mindset right through the company, no matter what anyone's doing, what their position is, what age they are, what level they're at, in the company. If you're a shareholder in the company, you're invested as an owner in the company as well.

Dusty Rhodes  25:15 

One of the problems with a company that is growing is finding new staff. And I believe you've taken out somewhere around 500 new graduates through through this next year. Where are you getting these people from? And are they up to? It's a terrible thing to say, are they up to the job? But you know, when somebody's coming in new and you've got to train them, do you not? I mean, what challenges do you have that?

Peter Farrelly  25:37 

Well, I'll answer the last bit of that, first, are they up to the job, I mean, I have to say, I'm blown away by the people that I meet. First of all, they're they're typically really, really well educated, they're typically really well motivated. They are, you know, credit to their, to their parents, their education system, their environment, wherever they've come from, I mean, they're definitely up to the task, I would say, there's a lot of bad press about people and you know, younger people, and, you know, not wanting to work in Olympics too much. I mean, I don't see much of that in the people we have. And maybe our selection process is very good, I hope it is. The graduates that I've seen are very, very, very high quality. And it's not just their technical ability, but what they bring to the company, they really challenge your thinking in a positive way. They look at things in a completely different way. They don't have the same experiences, as as we have. So they're coming at things from a different point of view completely, which is often a very refreshing and very good point of view, and linked back to innovation, which I can come back to in a second. But the amount that they're bringing to our innovation, drive is huge. But it's not just graduates, we also have apprentices and interns of the company, we're taking them in, and our schemes are accredited by the main professional bodies such as engineers, Ireland, I, Mackay, ik me subzi, they might mean nothing to you dusty, but so some of the listeners that those institutions will be will be important, we probably took on over 1000 graduates in the past five years, 500 new graduates coming in now, it's a huge challenge to keep those people coming in and to find all those people. But we're, we're working hard to do it. And I suppose the other thing that's really important to us is diversity. And we've put a big effort into trying to balance out our resources and our personnel. As you know, the engineering profession is dominated by by men, there's they're mostly mostly men in the profession. And particularly traditionally, the bottom 2020 to 40% of our graduates are female, which most compare very, very favorably with any of our peers or any other similar industries. That's a huge achievement and took a lot of work schedules. That point.

Dusty Rhodes  27:53 

You mentioned that the graduates and new people coming into the company really help with innovation and challenging your thinking and looking at things different ways. What way are you innovating.

Peter Farrelly  28:03 

I suppose the most tangible way we're working on innovation at the moment internally is, I mentioned previously, we invest approximately 4 million annually in innovation. But we run an innovation action awards scheme. That's what we call it innovation in action. It's where we get ideas from everyone in the company. It's open to everyone. And there are a number of categories. And people submit ideas. And those ideas are evaluated to see what innovation can derive from that. So they're in technical areas, non technical areas, where people have published articles in health and safety, you know, the most disruptive ideas, and I mean, disruptive in a good way, in a bad way. But it's amazing what's gone through from that. And I mean, you'd expect some innovation. From a lot of technical people, we have a lot of very, very experienced highly technical people in the company. But also, as we talked about, from the graduates that are just in the door, and they see something and they go, why aren't you doing it this way? Or why can't we do it that way? Or the here's something that I'm doing in my, you know, my personal life? Can we look at that. And some of those, some of those ideas are really good. Also, we have some ideas really good from our administration teams from our finance teams from right across the company. So it's not just from an engineering point of view. And we've just actually recently launched a new innovate app, bringing it right to people's pocket our fingertips. And you know, that it's not that it's not just something that we do once a year, we have an award scheme, and we go through this, it's that ideas are submitted, they're evaluated, and they're continually being brought on as projects that we run with and that we develop in the company

Dusty Rhodes  29:46 

on a scale of one to 10 How would you say this attitude of innovation and actually embracing that change benefits the company?

Peter Farrelly  29:56 

Oh, like a 10 a 10. Yeah, I mean, it's well put it this way, if we weren't doing it, the company would would fail, you know, you can't stand still. So innovation. And I think any other company would say the same, you know, you need, you need to be innovating constantly just to stand still. But it's trying to not just standstill, but to push it on to the next level as well to try and get ahead of the curve to try and see Potter our clients looking for what's the next thing that's coming that we can do? And how can we work with our clients? And a lot of this is about working with clients, our clients are demanding it, it's not just stuff that we want to do our clients want us to do it as well.

Dusty Rhodes  30:36 

Why do you think engineers in particular, are more open to change in innovation,

Peter Farrelly  30:42 

the types of work that we do, certainly in pm group, the type of work we do, like, the no two projects are the same. You know, it's, it's, it's very, very different. It's always very different. So every time even if the projects are very similar, if the challenges are similar, there are always new challenges and different challenges, or whatever they may be at a particular time or on a particular project. So you sort of you constantly have to innovate just at that project level, or at that project delivery level. So I suppose it's a natural extension, then, when it comes to taking a step back and looking at how we can do it at a business level.

Dusty Rhodes  31:18 

Let me ask you about one or two more projects that pm group have have done just to wrap up our podcast today. And in particular, I wanted to ask you about one that's won a number of awards for the company. And that's the Yonten project.

Peter Farrelly  31:30 

Yeah, so this is the bio cork two facility in Ringaskiddy. In cork, it's 19,000 square meters expansion is effectively doubles the size of the existing facility. And it's producing immunology and oncology treatments. So very, very important treatments for people that are that have those conditions. And you mentioned about award winning. So I mean, it won the ISP, which is the International Society of pharmaceutical engineers, again, people in the industry would recognize that it won the facility of the Year award. And in 2021, there's another publication that you know, some boring engineers will be concerned about cold the Engineering News Record, which is locked for projects and and often our competitors globally, and have won the Best Global Project Award for 2020. And in addition, and really importantly, to us, it also won a major safety award. But I suppose the other interesting aspect of that project is it had a leading sustainability aspect to it, somewhere between 25 and 30%, energy savings across the buildings and processes. It used over 60%, less water 40% less electricity, and 99% of the construction waste that was generated was recycled. So a strong sustainability angle to the project to

Dusty Rhodes  32:50 

speaking of sustainability, let's wrap up with another project actually in Cork. And this kind of I find this funny, because in Ireland, we're talking an awful lot about wind energy when it comes to sustainability and wind farms off the coast or up on hills and stuff like that. But you've done a particular project in Cork, which is using the power of the sun,

Peter Farrelly  33:11 

correct? Yeah. That's a project for Eli Lilly. And it's a 16 acre facility. It's the single largest solar farm in the Republic of Ireland, which produce 5.6 megawatts of power. So it's a big facility. And I suppose to just put some dimensions on what that means. It's the equivalent of almost 1000 cars, driving 10 million miles and using half a million gallons of fuel, or 500 million mobile phone chargers. So very interesting project very important project, again, showing our clients drive towards sustainability and how we can help them with that.

Dusty Rhodes  33:50 

Peter Farrelly it's been an absolute pleasure chatting with you today and thank you for sharing so much on the podcast.

Peter Farrelly  33:54 

Thanks. So see, it was nice being able.

Dusty Rhodes  33:56 

If you'd like to find out more about what we spoke about on the podcast today, you'll find show notes and link details in the description area of your podcast player right now. Our amplified podcast was produced by just pod.io for engineers journal, you will find advanced episodes on the website at engineers journal.ie or just press follow on your podcast player to get our next episode automatically. Until next time for myself Dusty Rhodes, thank you so much for listening. Take care.

AMPLIFIED: Peter Farrelly, Regional Development Director, PM Group

Greg Hayden is a dynamic innovator who is all about reinvention and the power of keeping things fresh.

Over the course of the past 17 years Greg and his team at Ethos Engineering have ridden one wave after another in the constantly evolving tech space. On this episode of the AMPLIFIED podcast, he gives us a front-row view into what it looks like to go from boom to bust, pivot quickly and pioneer frontiers such as data centre transformation, artificial intelligence, the Internet of Things and blockchain.

He also shares what he believes should be our global current priorities (particularly around climate change) and the logic behind basing his company culture on outcomes rather than hours logged.

Whether it’s developing energy-efficient next-gen data centres, creating exciting new points of entry for smart buildings or reconceiving the ways in which we share global resources, Ethos’s … well, ethos … is all about vision, innovation and agility. Greg sees technology and its interplay socially and economically as a fascinating “jigsaw” – with diverse points of view, constant learning and openness to surprise as the central drivers.

“The world has changed so, so fast. We need to not only keep up with it, but surpass ourselves by bringing something new and fresh,” he says. “And the only way you can do that is through innovation!”

Listen below or on your podcast player!

Topics we discussed include

How repetitive tasks represent an area rich with opportunity for digitization through machine learning.

  • What smart buildings have to offer in terms of real-time data customized to our individual live/work environments and needs, including things like air quality, energy efficiency, meal planning and other elements of a living lab.
  • Greg shares the smart culture at Ethos’s offices, from scheduling conference space for collaborations to controlling room temperature in real time to reserving a parking space.
  • Why data centres don’t deserve vilification.
  • Why Ireland’s future lies in building out future-facing, ambitious energy infrastructure.
  • Should CPDs reflect bleeding-edge technologies? Greg says, Yes! Without a doubt, engineers need to be at the forefront of development and scalability.
  • Work-life balance, it’s practical implementation at Ethos and how scheduling non-negotiable pockets of quality time will change your life.

Guest details

Greg Hayden’s role at Ethos is to attract, grow, and enable the best talent in the industry to support clients in the delivery of best-in-class projects. He works with some of the most significant clients in the Data Centre, Smart Buildings, Sustainability, and Commercial Sectors. He enjoys continually learning and developing, from his Honours Degree in Energy Engineering to his International MBA, and recently AI, Blockchain, and current IoT business strategy training at MIT.

Ethos Engineering has has designed, delivered and provided master planning services for 45 data centres, including 23 in Ireland. The firm has also completed 9.6 million sq. ft. of office space (including shell & core and fit outs), 4 million sq. ft. of mixed-use developments, 14 Linac Accelerators, 8,562 residential units, 7,200 student beds, 2,000 dwellings, 1,700 hotel beds, 1,100 prison cells, 3,000 healthcare beds and 30 operating theatres - in Ireland and internationally.

Contact details

https://www.ethoseng.ie/
https://www.linkedin.com/in/greg-hayden-mba-chartered-engineer-7339b514/

More information

Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/

Transcription text

For your convenience, here is a 90% accurate automated transcript of the podcast.

Dusty Rhodes  0:01 

Right now on amplified the engineers journal podcast we're about to meet the CEO of ethos engineering, Greg Hayden,

Greg Hayden  0:08 

engineers are often accused to be not very fun loving. They actually said the two most boring professions are engineering and accountancy. My wife's an accountant. So that probably says a lot for us.

Dusty Rhodes  0:41 

Hello, my name is Dusty Rhodes and welcome to the engineers Ireland podcast where we're chatting with our community of creative professionals across the country, about how engineers are delivering sustainable solutions for society both for now and in the future to come. Joining us today is one of the founders of a company which has spent the last 17 years doing some amazing work with data centers in particular as well as smart buildings for offices and accommodation and plenty of other things. He is a big believer in innovation and continuing personal development and asides from his engineering degrees. He has recently added AI blockchain and Internet of Things qualifications to his training for a very real look in engineering today. And tomorrow, it's a pleasure to welcome the CEO of ethos, engineering, Greg, Hayden, Hayden, Greg, it on those things. Delighted to be here. So listen, give me give me a quick overview of ethos, engineering, and where you guys are at in the market.

Greg Hayden  1:34 

As you said, their ethos engineering 17 years old, we still think we're we're very young guys and girls, we started out in 2005, three really good years, and then the whole crash happened. And we've found herself in the to survive in the Middle East and North Africa, like many other Irish companies, and we were probably the first to start implying, again back in 2010. But I suppose what we learned then was that never rest on your laurels and always look to reinvent yourself. So we're always changing in ethos is all about change everything we do we actually embrace change. It's been a roller coaster has been up and up and down last 17 years. But it's it's a fantastic company full of fantastic people.

Dusty Rhodes  2:21 

Tell me what kind of one of the main areas that you work in?

Greg Hayden  2:24 

Well, as you said, there, its data center, smart buildings, corporate headquarters, nearly all different sectors. And in the last two years, we started our own digital consultancy.

Dusty Rhodes  2:35 

So tell me what is the company plan then for the next three years?

Greg Hayden  2:39 

Right, we launched a whole rebranding of ethos last September. And we've done a course for enterprise Ireland called Global for growth. And after that, we got our five year plan. The whole five year plan was to double the size of the company. Within five years, it was also to bring up the next level of ethos leadership, we talked to our clients and asked our clients, our top lines, what do they want from me to us, a lot of our clients wanted innovation, they want us to bring something fresh and something new. So our whole plan was, you know, everything we do has to be innovation. It has to bring values that look at problems or pain points, or clients pain points, and see can we actually look at ideas to solve those problems. So the next five years is all about doubling the size company, bringing people on board, getting people being inclusive with innovation, everyone has to be part of it. It's not just a innovation team, like from graduates coming in to me CEO, everyone has to be involved. So we have an innovation wallet at ethos, people put up ideas of helping improve how we operate internally, how can we offer better services for our clients. So the next five years up to 2025, is to be the most innovative MEP company in Europe,

Dusty Rhodes  3:59 

getting new projects in can be challenging, because everybody wants to you know, it's it's a big job. And there's so many things that have to be done. But then when you have clients also saying we want something innovative, just kind of add on to it. How do you handle that challenge?

Greg Hayden  4:13 

I think I think we're very, very lucky. We're working in many different sectors with many different clients. And it's really what you see with different clients and taking some ideas and bring it to somewhere else. So innovation isn't creating something to me, it's not creating something new. It's taking an idea that you see somewhere else, and reapplying of the

Dusty Rhodes  4:35 

project you're working on at the moment, which is posing the biggest challenge or what's the biggest challenge you're facing? Without naming names? Of course.

Greg Hayden  4:41 

Yeah, yeah, I suppose. There's a number of challenges and that we all know, I suppose the biggest challenge for all of us at the moment is saving the planet. Climate change decarbonisation then, and we all have a role to play in that. All different sectors. And I think the solution around that is collaboration. is working together, not pointing the finger, you know, at different sectors. And if we actually look at data of everything we use, we can curtail our consumption of limited resources. And then you look at you bring in innovation and and you look at ideas of how can we do things better, and everything driving towards sustainable solutions. So I think those three things mixed, you know, data, innovation, sustainability, but doing it in a collaborative way, is the solution.

Dusty Rhodes  5:30 

Do you find that clients are coming to you saying that they need sustainability? And as a I mean, a company is being very capitalist about it. It's all about profit for shareholders, why are they interested in sustainability?

Greg Hayden  5:44 

I think I think everyone has actually woken off to sustainable buildings, the way forward. I think the way we built things in the past, we can't do that going forward. And everyone's aware of that. And I think there's a freshness about it. It's not greenwashing, everyone wants to be part of it. And the clients, we're working for the very forward thinking in their products and their their solutions and their buildings, and they want them as green as possible. You've

Dusty Rhodes  6:14 

spoken quite a bit about data and internet and numbers and statistics and sustainability. And the whole thing, and data centers or smart buildings is a is a big thing for you in your professional life, what what attracts you to that area in particular,

Greg Hayden  6:29 

I think limited resources attracts me. And I think, how we use our resources, if we really is like being in the car, you're not, you need to know you need to find out your drive and your speeds, you know, the air temperature, the air temperature, you need to have all these facts and figures. And I think if you know what you're using in real time, you can actually curtail your use or make better use of your resource, wherever you don't know you're going to consume and you're going to consume. So I think what drove me in is actually the technology to say like, there's a lot of what we do, and ethos engineer and that's repetition. So we can get something that's the we don't have to do young engineers coming in young, female or male graduates coming in that they don't have to do the repetition work that we can get technology to do that for us, whether that's, you know, AI or machine learning to do the repetition, and they feel their career is progressing more, because they're not just size and pipes or a size and dock seal day in, day out. They're actually adding real value at a very early stage of their career. And I think to embrace technology. And to bring that into our business, I think construction is absolutely ripe for digitalization. So we're embracing that. And you mentioned their children locked down. And, you know, I found a little bit of time on my hands, I studied three different courses in MIT in Boston, and one of those being blockchain and not an AI in the Internet of Things. Because I knew a little bit about and didn't know a whole lot. And I always find in life that the more you study something, the more you realize, you don't still fully understand it. But we're working there, we're working there. And we're free, very lucky that we have clients that are pushing that same agenda. And they don't have all the solutions. They know we don't have all the solutions. But together we're getting there.

Dusty Rhodes  8:30 

So with all of this digitization, you've got more information, and you cut out a lot of the repetition for the designers as well. In reality, how does it make a difference to a building, say a regular building that would have been built, let's just say 10 or 15 years ago, not that not on an ancient building, and something that will be deemed a smart building. Now, I mean, what's the real difference?

Greg Hayden  8:51 

The real difference is to know what's going on when you're building in real time. And you don't even have to compare the building back in the day to now, if myself and yourself had two different houses, and we built exactly the same, how I use my space and how you use your space is going to be totally different. The user experience what you want from your space, and what I want for my space is probably going to be totally different. So it's trying to tap into that how do you use your space? How can you better use your space? How are you using the energy in the space, the quality of the air in the space and then tweaking that to the users requirements to get the best user experience out of their built acid

Dusty Rhodes  9:36 

when I think of smart building, because I'm more the consumer and I'm thinking you know kind of Alexa and turn on the lights and that kind of stuff or whatever when you think of smart buildings. What do you think?

Greg Hayden  9:48 

We'll probably like that. It's it's, it's having a mobile phone here. It's, it's everything that your smartphone can do. So you should be able to, like walk into a building and maybe only Have your phone that, you know, you can book ahead, you book your space, you don't even have to touch the elevator yet, you offer your phone up to the elevator that will take you to the floor. There's that length. So by the way, there's a vegan in the house. So make sure there's that food ready, you know, if you're cycling into work, that there's enough cycling stations for everyone to pack up their bike. So it's absolutely everything of how you use your building, and how you'd like to use your building. So even in the COVID world, you know, where you don't want to touch anything, you can make that possible, if you want, like at the moment we were actually finding in our own space areas and in our office, are free on under utilized. So now we can repurpose that, for something that would be utilized an awful lot more.

Dusty Rhodes  10:47 

When a COVID hit us, of course, everything changed. And all of a sudden everybody's discovering zoom and working from home. And then now it's kind of rolling back to working in the office are a bit of a hybrid. You guys are quite proud of the way you work you refer to your office as a as a digitized office or a living lab. And can you describe to me how it works?

Greg Hayden  11:08 

We're trying to drive the Digital Agenda for our office at the same time COVID here. And we brought some smart people in from other other sectors to look at our office and look at how can we make this smart? How can we use it better. And we made a living lab to just record anything that we can record in real time on the air quality of our office, but then also how to use our office, I think we had everyone back in our office. Now the office isn't big enough for for everyone. So when you want to go to the office, you book your desk, you can book your parking spot, you can actually see who else is in, maybe you want to work with one of your co workers. And you need that little bit of collaboration space. So you can find out who else is in there. And maybe I'll book the table beside him or her because I want to I want to work with Dusty, we're driving the Digital Agenda smart buildings for our clients, where better to start than our own office. So we're finding out how we're using our own office, how we should design before, I would have always designed from my experience. Now I'm actually designing from the information that we're getting from our space. And it's a different way of designing. So we're very proud. And then we put the office true for the well, performance rating. And we're the only business in the world that has actually got that benchmark for our office, where we're measuring the quality of water air temperature in real time, we know what's actually happening in our office in real time. And then we can tweak our offers to make it more efficient or more better experience for the user.

Dusty Rhodes  12:51 

For you as a managing director and the man who's kind of at the top looking down, how does this then improve things for the company?

Greg Hayden  12:59 

That's a good question that I think I think all of our staff feel they're on the cusp of something very fresh and very new. And I mentioned to you that we're driving the innovation idea. And to us like it's innovation with capital I that everyone has a say I started my career, dusty, where I said, Well, how are things done around here? And could you change this? Or could you change that? And I was actually told we'll get back into your box because, you know, you're only a young guy, you don't have any experience. And we'll tell you how things are done. And we wanted to turn that on its head. We always have both. We have an innovation while a digital innovation while and from ground up. You aren't we're saying put your ideas down your what you hate about your work. And Anita has put the ideas down or what would you change, and not all ideas, make it all the way through, you know, some that they won't get there. But now a lot of really, really good ideas are coming from the young people that are coming from college, and they're saying, Okay, this bit this business has gone 17 years, but would they not consider this or would not consider that, as somebody ideas that are coming out are absolutely fantastic. Unbelievable. And they're saying back to us I can't believe I just come home from college and the CEO on the other executive directors from ethos are asking us grads, how should we run our company?

Dusty Rhodes  14:27 

Let's move on to data centers because you know, Athos are very involved in data centers and as this is a three pronged question on a rarely asked them our data centers are they're known for being power hungry, okay, and it's been in the news and everything. Can you tell us how power hungry they are? Why there's been an official pullback on them, and how can you design them so that they are more sustainable? They're the three things were to ask you about starting with how power hungry, our data centers actually

Greg Hayden  14:58 

it's amazing. There's this be in an awful lot of data center bashing. And it's sad, it really, really gets to me, right? Because you have to decouple the data from the center, right? We all know that data is the future, and the use of data will actually help us curtail our use of limited resources. And that has to reside somewhere. But there's a lot of people out there that would welcome the cloud, but then they give valuable data centers and attune to the same things. So for a lot of the clients, the clients we we work with, they're all about investing in renewables, they're, you know, they've they've a role in in to play and stabilize and the issues that we have with our grid, and to me that the powerhouses of digital solutions. So it's a difficult one, because I think there's so much good that comes out of data centers. But you have to start with why we're collecting this data. First. I think if you roll it back 10 or 15 years, we all had our Comms Room, we all had our own little data centers in our offices. And that was so so inefficient. So now they're all it's been collected, it's been centralized, it's run by people that really know their business, they're really really, you know, energy conscious. So it's going in the right direction, but you need the centers for the data.

Dusty Rhodes  16:28 

So it's kind of like even though they're they're sucking up so much energy with the use of the the actual computers and the the aircon and everything to keep them cool. For the benefit that we get. It's like a factory, isn't it? Yeah, essentially, why has there been an official pullback in Ireland where they're kind of going right? No more data centers for what

Greg Hayden  16:47 

it's the lack of power isn't that we've we haven't invested in our network and our current network for a very long, long time. So back in the day, we put big investment into your roads across Ireland. And we need the same investment into our energy infrastructure.

Dusty Rhodes  17:06 

Why are so many of the data centers in and around the Dublin area

Greg Hayden  17:10 

I suppose like any business, yeah, it's clustering. And people want to be beside people that they do business with, when you're looking at data centers and data centers around the world. They're all in different cities, whether it's, you know, it's Frankfurt, it's Amsterdam, it's London, it's, it's Paris, and it's Dublin. And if we drive them out to Dublin all the time, maybe the center doesn't come to Ireland, it goes to Frankfurt, or it goes to Amsterdam.

Dusty Rhodes  17:40 

But how realistic is that are not even how realistic is how big in the global scale when it comes to data centers? Is Ireland? How popular is

Greg Hayden  17:48 

it? It's very big. It's like it's it's one of the big five in Europe.

Dusty Rhodes  17:53 

So it's gonna say, Yeah, we're way up there. We always punch above our weight or Irish. I love that. My third part, then to that question is how can we design data centers so that they are more sustainable?

Greg Hayden  18:04 

While this is happening, happening? Day in, day out? Does the, as I said, the very forward thinking clients, they're getting their energy, green energy, they're looking to run their facilities, yes, as efficiently as possible to come up with new, innovative solutions. So that's happening day in day out. And our first data center we designed was probably around 2008. And that's miles away from what we're designing now, from an efficiency point of view, is so so much more efficiently? Can you give me an example, just the energy use the energy use for the cooling? It's calmed down so much over over the years?

Dusty Rhodes  18:46 

Personally speaking, you live by the motto innovator die. Girl that's very angry. I bet you even have a T shirt that says the innovator Diana dear.

Greg Hayden  18:56 

Well, I have to I stole that phrase from this lecture. And in DCU Farrago Brophy, who done a bit of work with back in 2019, and we were doing the Go Global for growth course, which was awesome, probably 10 or 15. Other companies looking at Go Global for growth with enterprise, Ireland, and all the different courses we done. That's the one that grabbed me and figureheads, that statement, innovate or die. And I just realized that we never, you know, when you think of innovation think, yeah, I can innovate for a product. But can I innovate for a solution? It took me a while to get my head around that. And then I was thinking, you know, we've been innovating or change. And since we started in 2005, we just didn't call innovation. And to me is like, what got us here won't get us to where we want to go. So we have to change the world has changed and so, so fast, and not only keep up with it, you need to surpass us and you'll bring something new and fresh And the only way you can do that is innovation. So it's finding the pain points, what are your clients or your own pain points, coming up with ideas, always coming up with ideas, and then evaluating those ideas and putting them together and mixing them with technology and coming up with a solution.

Dusty Rhodes  20:16 

You've mentioned before that you studied a couple of things that are going to become enormous ly important in engineering, artificial intelligence, blockchain and IoT, which is the Internet of Things. How do you think engineers should be thinking of these digital assets or tools when they're thinking about buildings in five or 10 years time? I mean, when you put your your little black to the future goggles, how do you see the world in 2050, applying artificial intelligence and IoT,

Greg Hayden  20:47 

I think, to me, it's to embrace it, not to be scared of it, it's, you know, there's this whole fear that AI will take all of our, all of our jobs and time, like, that's, that's not going to happen, it's going to take away what we don't like to do, and then leave us working on the areas that we do like to do. So to me, it's, it's, it's embracing, it's using it, and not being scared, but because I think it is the future, we have limited resources and people are, are so limited. That's the whole debate of as has the world population topped out. So we're seeing shortages since COVID, in all different sectors where businesses cannot get the talent they cannot get people in. And I think that's just gonna get worse, they'll stay in time. So we have to embrace the technology to take on those areas where the technology can do maybe didn't an awful lot better than us. And they're probably areas that we don't like to do anyway,

Dusty Rhodes  21:49 

give me example, in your own engineering office, because you had mentioned before, where repetitive tasks are being taken away from people and allows them to be more innovative and creative. So what kind of repetitive tasks? Are you using AI and IoT, etcetera, etcetera to do?

Greg Hayden  22:06 

Oh, it's, it's anything from any of our sizing calculations, in our buildings, where the COBie so many cables size and so many duct sizes, then when you bring all that together, into one building is the final where all the clashes are. So there's a lot that if there's certain rules that can be followed, AI or machine learning, you know, can do an awful lot quicker than Austin repetitive stuff. So really, that's where we're using them, we're trying to come up with ideas where we can bring in that technology that takes away our date, so nearly have to deep construct what we do day in day out, and then see, can this be done better? With the use of AI or machine learning?

Dusty Rhodes  22:54 

There are three quite complex areas. So Internet of Things, my understanding is like the Alexa is in our lives where you can tell it to turn the lights on and off, or draw the curtains if you've gone that far. Artificial Intelligence is, as you say, where it's monitoring and taking all the data and it's then able to kind of predict how many vegan meals you need next week, that kind of a way. Blockchain then is a whole worlds to itself. Do you think that engineers should be looking at these areas as part of their CPD?

Greg Hayden  23:23 

Yes, without a shadow of a doubt? Definitely. It's very new to a lot of people, but it's very, very new to engineers. And I think clients are looking for the solution. So we as engineers, have to understand this technology. And the capability that it has to allow us to apply it apply it to our day to day service offering and to bring those solutions to to our clients.

Dusty Rhodes  23:49 

And is this something that you look for when you're taking on new people at the moment to see if they've already studied that in college?

Greg Hayden  23:54 

That's a very good question. What we've actually found since we've gone down this route, is that we're taking on people that we wouldn't even even considered that they had a role in their company. So we're taking on people that are maybe not engineers, and maybe they've come from to come to the IT route. Or they've come from physics route science route, that they're not mechanical, electrical engineers, but they have a role to bring this whole Jigsaw together and to offer this this service. Yeah, so I think it's actually opened up a whole new horizon for us for the quality people that we can attract into ethos.

Dusty Rhodes  24:35 

So are you aware of any particular subjects or courses that you would like to see prospective engineers getting interested in?

Greg Hayden  24:42 

Well, the ones I've done in in MIT are free, good on free shorter. I think there were nine week horses each

Dusty Rhodes  24:50 

and you didn't have to travel over there for them. No, no, didn't have

Greg Hayden  24:53 

to travel. At the time you did. They did want you you know there was nine I think one of the weeks you were meant to travel over because of cold but we didn't. It's online learning, you can do it at your own speed. But then at the weekends, you have to do your homework and you have to submit your homework. It's quite intensive balance that which are your home life and your work life. But it covers a lot of the areas very, very quickly.

Dusty Rhodes  25:17 

Let me ask you about engineers, Ireland, because you know, they're very big on on career development. What's one of the most useful things that you've gotten from being in engineers, Ireland,

Greg Hayden  25:27 

I think personally, you know, just probably me and and the company, personally, is probably the engineers are on to get asked me to get involved with interview would be chartered engineers. And it was absolutely fantastic. So you'd sit there with two or two other engineers, and you'd have young people coming in and putting their careers in front of you, and you're helping them along to become chartered. I found that very rewarding personally. And then for the company, I think it's the whole CPD, you know, it's their continued professional development, and the log, and we've embraced that and in an ethos, and I think engineers are gonna do a great job in that.

Dusty Rhodes  26:08 

Just before we wrap up, is there anything that I haven't asked you about, you'd like to talk about,

Greg Hayden  26:13 

Oh, you haven't asked me about my work life balance. And I have three young kids under 10. I like doing CrossFit, like dunes gain. So balance that all off with your business, and running your business, doing what you like to do in life, looking after your family. And getting that right. I think that's what we're all. That's what we're all aiming for. And I say will eat us engineer, I totally enjoy working with them. And I get the time. And we're hoping that everyone that works with us, finds that time. So to push that we actually, it was one of our innovation just before COVID, we brought a whole office together and say, right, we're really gonna drive innovation. What can we do differently. So here's a task for you, how can a task get down to a four day week, but offer a better service to our clients. So we have a three day weekend because we all want to spend time with our family or do what we like to do. And we came up with some brilliant ideas, and then COVID it. And, you know, we didn't think that you could work from home. But then we had over 100 people working from home. And we've done that, like probably everyone else, we've done that over a space of two weeks. So now we're in a stage where we haven't got down to the four day weekend, we're doing a nine day fortnight. So every second Friday, the good people have it as engineering or offer free Friday. And we make up that time over nine days by how I think going back to working smarter, not harder, collaborating with each other. There's a lot I think we do as engineers that we spend time on, and it's not adding value to our clients. And it's not adding value to us. And it's done, because it was always done that way. So it's trying trying to find out how can we do this differently, and not spend so much time offer better value to our clients? So we're challenging anything we're doing, we're challenging, and we're asking our staff challenged the way this is done. Is there a smarter way of doing this? That will take less time? And those make us more productive? So we're not quite there yet. But we're, we're getting there.

Dusty Rhodes  28:21 

If I'm an engineer, and I want to achieve the four day week or the nine day fortnight, whatever it is okay, and I want to work smarter, not harder. Yeah. Give me one idea that you have applied in your own company that would help me achieve that goal of the four day week.

Greg Hayden  28:37 

We closed the office every second Friday. So it's not a choice that, you know, can I go for this this week, but I have to make up the time. We're trusting people will make up the time will make up the will make up the tasks. I probably the best way to answer that. It's like I'm not really really interested in people doing the time I'm interested in them getting the task done, and the client being happy, and the fellow colleagues being happy under delivering. So hopefully that's done in less time than a normal working week. So every second Friday, we we we closed the app, no, we explained this to our to our clients and all of them embrace that. And all of them are quite happy with it because we were concerned that we're not around on the Friday. So if we're delivering a job that would go out on a Friday, we say to our clients while you're getting it on Thursday night, you're not getting it on Friday, so you get a day earlier. So it's working really well and it's been embraced by all of our staff and it's you know, allows them to have that three day weekend and they're coming in refreshed on the Monday and energized and ready to go we get

Dusty Rhodes  29:49 

I had an actual time management tip that actually works because you know the way they normally go, only taking calls from 10am to 11am. And it doesn't work in the real world. All right. Here's one that actually works. I'm actually She falls in exactly with what you said works for you. If you have a particular thing you want to do in your private life, okay? So say it's you want to go for a walk, get in a walk every day, you put the walk in on your calendar, between two and three o'clock or whatever it is you're going to take, alright, and that takes the priority. So then when people are saying, Look, can we have a meeting at such and such data that can we talk at two o'clock? You just look at your calendar go? No, I'm busy. All right, yeah. So you do your work day, and then you do your walk, which is also important. So it folds in exactly what you say. And that's why I smiled when you said, we closed the office every second Friday. So it's like all of a sudden, everything has to work around that. Yeah. And I think that's

Greg Hayden  30:42 

brilliant. And I think you're I do exactly the same as you. So I do CrossFit. And I do it maybe most times at 10 o'clock. Yeah, in the day. So I have that in from 10 to 1130. Or you do it already. That's a meeting guy and it's very easy when things are you know, getting very, very busy. To you give up looking after yourself. You give up that walked at you Saturday, give up that time have gone to the gym with you put that in to your point. You know, you make that happen.

Dusty Rhodes  31:11 

It has been very illuminating and an absolute pleasure to talk to you. Greg Hayden on our podcast today. Thank you so much for joining us. Thank you dusty. If you'd like to find out more about what we spoke about on the podcast today, you'll find show notes and link details in the description area of your podcast player right now. And of course, you'll find more information and advanced episodes on our website at engineers ireland.ie. Our podcast today was produced by just pod.io for engineers, Ireland and if you'd like more episodes, do click the Follow button on your podcast player so you get access to all of our past and future shows automatically. Until next time for myself just to thank you so much for listening. Take care

AMPLIFIED: Greg Hayden, CEO at Ethos Engineering

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