On a sunny March 22^nd we set up a gardening project in St Kevin’s Secondary School, Dunlavin, Co. Wicklow. 16 enthusiatstic students from 1^st to transition year (organised by teacher Geraldine Cleary) helped us set it up. As well as the experience itself there is a scientific agenda behind the planting.  Two of the four raised beds have been planted with biochar to observe its potential in the improving soil quality and plant health and yield. Biochar is a soil enhancer and carbon mitigation charcoal type substance that acts as a home for microbes adding to the nutrition of the soil and the planted crops. RealEyes wrote a scientific protocol for the experiment but the care of the plants will be mostly in the hands of the students.  We’ll check back every now and then to make sure the integrity of the trial in maintained.  Each of the four beds is looked after by a plot leader and three other students. Plots one and two have potatoes, spinach and peas planted and plots three and four have carrots, radishes and leeks. Two plots act as experiment controls while the two others have been treated with biochar. This is Ireland’s first biochar in schools project and we are looking forward to seeing the results and of course tasting the lovely, organic veg. For more information contact john@realeyes.ie or call 087-753-3039.

The Brief : Inform the debate around what energy management practices make financial sense for councils, with a particular focus on energy management in public buildings

The Proposal: A bespoke, one-day learning experience visiting best practice examples in energy management for public buildings in Dublin and connecting participants with those behind each project so they could learn from their triumphs, mistakes and advice. Key content areas included energy management options for heritage buildings, return on investment for different interventions, the role of engaging building users as energy efficiency champions and innovative financing arrangements through energy performance contracting.  Each illustrated by stories of how these strategies were implemented in reality along with the outcomes achieved.

Results - Study Tour vs. Conference (cost & efficacy)

• 80% saving per person -  €70 vs. €400 (day cost to attend Energy Ireland 2012 in Croke Park)
• 100% relevant  – Content tailored and produced in collaboration with client
• Full attendance guaranteed
• More fun / engaging / interesting – participant driven and co-created

Study Tour at a Glance

• Attendees: 26
• Site Visits : 2, Kilbarrack fire station and the Mansion House Dublin
• Number of Presentations: 3, Dalkia for Stewarts Hospital, PowerTherm for E3 initiative and Aramark for OPW
• Satisfied Customers: 26 – see testimonials below
• Cost per head: £60 / €70  – not including lunch / transport
• Agenda : 11 – 5pm with one hour for lunch
• Photos
• Testimonial 1 – Joseph Birt Testimonial, Specialist Support Officer – Building Control, Down District Council
• Testimonial 2 – Aidan Mallon, Property Services Manager, Armagh City & District Council

Study Tour Report - Local Authority Energy Management Learning Tour – Dublin March 27, 2012

Introduction: On a sunny March 27^th RealEyes Sustainability Ltd hosted a learning tour for Armagh, Down and Craigavon district councils, the Eastern Border Region, ICBAN, Meath, Louth and Newry councils. The purpose of the tour was to inform the debate around what energy management practices make financial sense for Councils, with a particular focus on energy management in public buildings. The tour visited examples of best practice in Dublin and heard from the people behind each project to learn from their triumphs, mistakes and advice. The key content areas included energy management options for heritage buildings, return on investment for different interventions, the role of engaging building users as energy efficiency champions as well as innovative financing arrangements through energy performance contracting.  Each was illustrated by stories of how these strategies were implemented in reality along with the outcomes achieved.

KILBARRACK FIRE STATION

The tour started off in Kilbarrack Fire Station with Neil McCabe. Neil, a fireman and award winning green leader in the world’s first carbon neutral fire station pointed out the many innovations he had installed to save energy, water and waste and how he managed to generate buy-in from all stakeholders throughout his journey.  He described how his green plan started as a way to improve staff morale and recycle batteries. Now the aim is to save energy, waste and water and ringfence the money for further improvements. The fire station is almost off grid thanks to 40 new wind turbines sitting on an exciting handball alley and soon to be greenwall. Thermodynamic solar panels, waterless urinals and a rainwater butt have allowed the fire station to be 90% water independent. The energy and heat measures allowed for the gas bill to reduce by €27,000 in one year. Allotments provide food on site for the fire-fighters in addition to bartering fruits and vegetables with the local community. The allotments sit in the memorial garden which is open to local hospice patients. Kilbarrack Firestation has become a blueprint for firestaions in Dublin. The ring fenced money has also allowed for sustainability initiative to become a reality in other fire stations in Dublin. The Dublin City Council Manager called the fire station a ‘Hub of Sustainability’

CONSERVATION BUILDING ENERGY MANAGEMENT – DUBLIN’S MANSION HOUSE

The Mansion House is the official residence of Dublin’s Lord Mayor since 1715. The mansion house is also the home of some very modern energy management features including solar PV, solar thermal, acoustic and thermal performance measures for sash windows and LED lighting.  Edith BlennerHasset of Engineering Environments worked with Dublin City council and the Sustainable energy authority of Ireland on the project. It was a three tired approach – reduce demand, energy efficiency and implements renewables. Initially the boiler was changed from oil to a high efficiency gas boiler. The house was zoned with a time clock or thermostat for each zone. The pipeworks were insulated, this reduced energy bills by 10% and the lighting bill has been reduced by 20% with the implementation of LEDs. A Building Management System is linked to Dublin City Council so the temperature, lighting and heat can be adjusted according to use. The Lord Mayor even dropped by for tea and gave the group the history of the house and some of it’s occupants.

ENERGY MANAGEMENT ACROSS MULTIPLE BUILDING TYPES/USE – POWERTHERM

E3 is a programme where all five Dublin universities have worked together to agree a common agenda and approach to reducing energy costs.  With savings of over 5 million Euro and 23k tonnes of greenhouse gases the programme has more than paid for itself.  Cian O’ Riordan, a Powerthem engineer described the different energy management interventions he used and how the programme deals with the diversity of age and use of the buildings involved. E3 covered 30 buildings with utility bills of €3m.  The goals is to reduce this by 10% in 3 years.  The program now covers 90 buildings with a €9m spend but the original goals stands.

ENERGY PERFORMANCE CONTRACTING – CASE STUDY – DALKIA

Stewarts Hospital worked with energy services company Dalkia, to retrofit 30 plus buildings on their 1km² campus in West Dublin using an ESCO model. In 2009 Dalkia supplied the up front capital of €1.15 million (with a further €350k grant from SEAI) which Stewarts will repay over 15 years from savings on its utility bills.  This initiative recently won the Public-Private Healthcare Collaboration Award at the Healthcare Innovation Awards. As part of the energy management plan a new energy centre was built with a 140kWe CHP unit, 2 new steam boilers and a 700kW LTHW boiler. Zone heating controls were implemented and a 30 point monitoring and targeting system was installed. The replacing of the lighting and photocells has a return on investment of 2 to 5 years. Overall savings in year one were €230k and in year two €400k. The savings in year one were 51% savings on grid electricity and 40% saving on heating oil and 1200+ tonnes of carbon savings. In phase two 23 solar thermal systems were installed for domestic hot water and the controls now call for solar energy first. Phase two has 467 controlled heating zones; this has reduced fossil fuels by a further 11%. Bonded bead cavity has been used to insulate 22 buildings. The forecast is 41% reduction in fossil fuel consumption and not using any oil at all on site.

CHANGING ENERGY BEHAVIOUR OF BUILDING USERS – ARAMARK

The combination of real-time energy monitoring and staff training employed by the office of public works across 250 of their buildings has produced an average return on investment per building of 17.5%.  Allan Cooke is the energy services manager with Aramark, the party contracted to manage the programme for OPW.  He explained how they did it, what they learned along the way and where they go from here. The objective was to save 20% CO2 in 21 months. The majority of energy emissions from the building were from electricity (78%) so utility bills and pollution could be reduced significantly through behaviour modification. By only turning on what equipment was needed there was a 10% saving. Savings of 20% were made by staff alone. Some of initiatives were:

• switching off equipment/lights when not in use
• energy saving modes on equipment
• print and copying in batches
• labels on switches
• switching off heating and air conditioning before windows open
• closing windows in the evening
• not blocking radiators
• thermal monthly posters to highlight savings and keep staff motivated

Taken together these measures reduced demand by 101,269 MWh in 2011, an average saving of 17.5% return on investment across 500 buildings.

The producers are constantly innovating to keep pace with the rapid change in the sector and this year have opted to get the perspectives of judges from outside the country.  “In Ireland, a green award is a powerful endorsement of an organisations’s or individual’s commitment to sustainability according to awards founder Eugene Bortolozzo, our hope is to ensure that an Irish Green Award has the same value and credibility outside of Ireland”, he added. Using Judges from oversees, according to Bortolozzo is a first step in building its reputation abroad and will provide a more diverse pool of opinions on what constitutes excellence in sustainability.  Naturally it works the other way too helping international judges build their reputation and profile in Ireland.

Read on if you’re interested in becoming an international judge or e-mail john[at]realeyes.ie for more information.

What is involved in being an international judge for the Irish Green Awards?

As an international judge, you will be allocated one category to score, this will be in addition to a panel of Irish based judges who will also score the same entries. Your scores will be combined with the panels’ to decide the overall winner. You will receive your judges pack in an easy to read electronic format, with full instructions on how to score the entries and will be asked to read through the entries for the categories you have been assigned, and rank from 1st to last.

This will take place the week commencing March 19^th, with the results due in no later than Friday, March 30^th.  Each category will contain between 6 and 10 entries;  a read-through of the category will take approximately two hours. Subsequent reviews normally take no more than one hour.

If you do decide to become a judge for the awards, your picture and a biography will be included on the awards website offering an excellent opportunity to raise your profile amongst Ireland’s green community.  In addition, the MC will thank you from the stage for giving up your time to support the Awards.

As a thank you for your participation in the project, two complementary places will be made available to join us at the gala dinner as our special guest, where you have the opportunity to enjoy what promises to be another memorable night for Ireland’s green organisations and individuals.

Introduction

Entitled “Ready Steady Sustainability, Day 1 of the ICBAN study tour exposed participants to a variety of sustainability champions and initiatives from around the Dublin region.  The idea was to bombard participants with a breadth and diversity of approaches and technologies from across the public and private sectors.  Day 2, entitled Slow Down Go Further then provided the time to interpret what they’d heard and determine how useful it would be as they embarked on their own ICBAN sustainability journey.

By way of an introduction to day 2, facilitator Chris Chapman began by outlining some of the challenges of delivering meaningful and transformative change, particularly in public sector settings where compliance rather than innovation is typical and a fear of risk, failure and “chancers” are common.

He outlined a simple model describing how change is possible as old systems begin to fail. A few pioneers have the courage to “walk out” on business as usual and “walk on” to experiment with new ways of thinking and organising.  At first pioneers feel isolated and alone, limited in what they can achieve.  Often they don’t realise that there are other “walk outs”.  For this reason it is essential that pioneers find each other and connect in “communities of practice”. Together they learn quickly, take greater risks and new systems are born of their efforts. Pioneers also need protectors, powerful decision makers within the status quo that support and promote their reform endeavours.

The story set the scene for how the sustainability sub-group of ICBAN might band together as a community of practice to deliver progress on sustainability in their region.

Key ingredients of a change initiative for Sustainability

Chris kicked off the discussion by inviting attendees to describe the “seeds of change” for sustainability. Put another way, what did participants think were the necessary ingredients to create positive change for sustainability in the ICBAN region.  The following key points emerged, supported by references to speaker presentations on Day 1.

• Quantitative and Qualitative measurement of progress. A key ingredient for success was the ability to measure progress from a baseline. Neil McCabe[1], Padraig Ryan[2] and Maurice Bergin’s[3] commitment to measurement and monitoring progress were cited as key examples of why a quantitative approach is necessary. Their ability to cite measurable progress in areas such as energy efficiency and waste reduction was felt to be convincing and credible.  Others quoted Edel Kelly’s advice that qualitative data can be just as meaningful, especially when attempting to relate sustainability to ordinary peoples lives.  So qualitative and quantitative measurement of progress is key to continue to generate enthusiasm and buy-in for your sustainability efforts.

• Sustainability Champions – working outside prescribed roles – Another ingredient of success was the ability to nurture people who go above and beyond the call of duty for sustainability. Neil McCabe was again mentioned as someone who had clearly transcended his role as a fireman.  Support from his superiors, particularly that of the City Manager was critical to give Neil the freedom to experiment and question work practices and technologies and ask “what if ?” type questions; what if Kilbarrack fire station was carbon neutral? what if it used rainwater to put out fires? what if the station could be a powerful force for sustainability in the local community etc. Nominating Kilbarrack firestation as the “sustainability flagship” was also seen as a way of providing status and support for both the project and Neil himself. Similarly, Edel Kelly’s work with the community of Drimnagh was also given by workshop attendees as an example of going above and beyond.  Her genuine passion for the community and hands on attitude had clearly helped make the project a success.  Although difficult to prescriptively create champions for sustainability, the point made was to value, encourage and support them when they do emerge.

• Stay positive – Interestingly workshop attendees felt that optimism was key to success. A good mental attitude is “catching” and allows people to dream, to focus on future desirable outcomes instead of being consumed by current problems.  Good advice indeed.

• Promise of Green Jobs: The trio of presentations by Joe Harford[4], Joseph Curtain[5] and Tony Boyle[6] combined to describe the power of sustainability to create meaningful livelihoods which was widely regarded as a major positive in building widespread support for sustainability.  Tony Boyles top three priorities for the Green way were jobs, jobs and jobs – enough said!

• Just do it ! – Workshop participants were taken by Dick Gleesons approach to planning and his belief that masterplanning takes too long and is not suited to the current frenetic pace of change.  Participants cited Jay Stuarts story of citizens in Clonakilty and Gussing taking matters into their own hands to measure and manage energy flows and re-invest savings respectively.  Participants referred to the story of how Neil McCabe started by recycling batteries and progressed from there.  Participants felt that small, easy, zero or low cost steps are a great place to begin – the important thing is to start, today!

• Senior management buy-in – Echoing Chris’ story on “protectors” there seemed to be broad agreement that securing buy-in and support from influential senior managers was a key ingredient to success in sustainability.  Contributors associated Dick Gleeson and John Tierney[7] as examples of key influencers that supported and promoted sustainability within Dublin city council.  Their commitment was contrasted with what was felt to be “lip service” and a lack of this type of leadership in their own organisations.

• Case Studies – participants agreed that initiatives are more likely to get the go-ahead if there are examples of similar, relevant projects that have achieved success through sustainability.

• Communications – participants felt that a key to success was the ability to communicate clearly, sensitively and effectively with stakeholders to share successes, build momentum and generate continued engagement.  Padraig Ryan’s example of a personal energy day where staff learned to save money at home was a good example of a carefully executed strategy to build energy awareness in the workplace.  Similarly, Neil McCabes story of the connection between engaging local kids on holloween and the subsequent lower rate of “turnout” for fire engines was seen as a clever way of building mutual respect through meaningful engagement.  Finally, Edel Kelly’s example of getting the media as well as the message right was well received.  Low levels of computer ownership in Drimnagh meant that traditional flyers, posters and announcements at mass were often more effective in engaging the community than slick social media campaigns.

• Budgetary and other corporate innovations – More than one participant mentioned that rigid budgetary rules represented barriers to progress in sustainability.  Specifically it was felt that if savings from say, energy efficiency could be ring-fenced and re-invested in the project rather “lost in next years budget” that that would be a significant step forward.  Members also felt it was necessary to provide a budget for sustainability and to get sustainability as a key objective in the corporate plan for individual organisations

• Regional Focus – A number of participants felt they had a reasonable handle on sustainability within their own organisations but felt they could drive significant progress if given the opportunity to work alongside other stakeholders in the community.  Their hope for the ICBAN sustainability working group of was to work collaboratively with stakeholders across the region.

• Critical analysis of technology – Neil McCabe’s story of how only two brands of solar panels sold in Ireland are actually suitable for use here was a sobering reminder that we need to be vigilant, informed and savvy consumers of high tech.  Keeping up to date on a personal level and collaborating and co-creating the best sustainable solutions with stakeholders will help avoid investing in white elephant tech fixes and improve our collective understanding of where technology can add value.

• A vision for the ICBAN region – One of the key initiatives members raised as important when asked what should change at a systems level was the idea of a shared, uniting vision for the ICBAN region.  This it was felt would create the platform to discuss sustainability as a core element of the regions identity

Chris then asked the group to consider the highest potential of the working group. The idea was to create a shared sense of purpose, ambition and a vision of what the group could achieve together.  Working in two groups of five, each group considered the questions for about fifteen minutes.  Chris then facilitated a discussion to combine the thoughts of each group.  The following line emerged as a simple but meaningful testament to the working group’s commitment to and ambition for a sustainable ICBAN region.

Sustainable Working Groups’s Highest Potential:

A group of likeminded pioneers (from ICBAN authorities) dedicated to creating a more sustainable region

The highest potential of the group was complemented with a description of the services or roles the group could play as follows:

• Ÿ       Recognising and sharing best practice on sustainability
• Ÿ       Supporting each other in our development
• Ÿ       Providing inspiration and raising awareness generally, with a view to encouraging behavioural change and combating cynics
• Ÿ       Jointly developing initiatives (audits, funding applications, strategies etc)
• Ÿ       Promoting good green services, developing jobs and weeding out the “chancers”
• Ÿ       Sponsorship, support and clear links with chief officers
• Ÿ       Communicating to naysayers, talk in their language eg. money

Finally, having explored what the group already has going for it (seeds of success) and what it could achieve in the future, the next section focused  on what the group will do in the first quarter of 2012.  Team members were certainly passionate about making something happen sooner rather than later.  In general they felt that the best way to proceed was to work and learn together by creating a real but straightforward initiative that would serve as a demonstration or flagship for what could be achieved in the region.  Successes from this project could then be used to encourage further progress.

By end of March, 2012 the sustainable working group will have started the following:

• Agreeing the team – Members expressed an interest in identifying a core membership of the working group, committed to it’s work and attending meetings.  This, it was felt was critical for the future of the group.  A number of members also felt that it was important to them personally, to prioritise the work on sustainability within ICBAN.  Such a personal commitment should, they felt, be a condition of membership.

• Sustainability at home – members felt it was important for members to walk the talk on sustainability starting with their personal lives.

• A list of potential opportunities / projects – Members were anxious to heed the advice of some of the speakers of day 1 and not to overthink or overplan their activities but rather to learn on the job and just “do it”.  Key to this was to listen to stakeholders to see where the demand was for action and to collaborate and co-create the project accordingly.  There was some interest in investigating the viability of a rural version of Dublin’s green way which was presented by CEO, Tony Boyle the day before.

• A working group learning initiative – members expressed an interest in improving their knowledge and competence in a variety of areas related to sustainability.  It was felt that each member could take a topic of interest and inform the others.

• ŸCommunications Strategy – Members felt that a key skill necessary within the group was the ability to communicate it’s activities and engage stakeholders as required. A draft communication strategy to get information to both the public and private sector should be initiated in QTR 1, 2011

• Conference proposal – Pulling stakeholders together on the subject of sustainability was, it was felt, a good way to kick start actions.  No title or focus was forthcoming but this would be agreed in QTR 1, 2011

• ŸBudget and timelines: Its important to know what resources both financial and human are available for working group projects.  It was felt therefore that some clarity on this should be achieved in QTR 1.

• Agreed Scope – More clarity, it was felt, was needed to establish the scale at which the group should focus. Should the group focus on sustainability initiatives within their own organisations, work collaboratively across a number of member authorities or include all authorities in initiatives?  Some members felt that it made more sense to work together across organisational and partnership boundaries (i.e EBR) but more discussion needed to clarify how this would work.  Members also felt that each of them could champion sustainability within their own organisations and share experiences of their progress regularly.

• On the ground feedback and engagement – Members were taken by the level of public engagement and feedback generated in Drimnagh, Dublin as reported by speaker Edel Kelly on Day 1 and agreed that this level of feedback should form part of any working group engagement strategy.  Such informal “street survey” type approaches could be used to gather ideas on which projects the working group should pursue.

• Shared Practices (office charter) – it was felt that the group should agree a common approach and practices and formalise their commitment with an official charter.  The process involved would, it was felt, help to align members toward a shared purpose and an agreed understanding of what constituted success.  This would in turn would help avoid “mission creep”

[2] Energy and transport coordinator with University Hospital, Temple Street, Dublin.

[3] Runs the Green Hospitality Programme and is the senior consultant to Greenbusiness.ie

[4] Chair of the High Level Group on Green Enterprise and co-author of the report of the same name

[5] Senior researcher in energy and climate policy with the International Institute of European Affairs (IIEA, he proposed a national retrofit programme with (SEAI) Sustainable Energy Authority of Ireland

[6] Tony Boyle, CEO, The green way,  a green economic corridor connecting businesses, academic institutions and local authorities in North Dublin.

[7] City Planner and City manager with Dublin city council respectively

The study tour brief was to create an inspiring two-day study visit or learning experience. RealEyes won the tender  by pulling together a diversity of relevant sustainability champions and initiatives from both the public and private sectors. The objective was to provide a breadth of both organisational and technical solutions for sustainability peppered with ongoing facilitated discussions on how each could be applied to the specific needs of ICBAN.

We don’t need to go to Sweden, Holland or Denmark to see how organisations are profitting from sustainability, said John Harrington, director with RealEyes,  we have world class examples right here at home.

However a group needs to have a shared understanding of what it is they want to achieve so inspiring examples of what others have done may not be enough.  RealEyes therefore dedicated a second day to allow tour participants to digest what they’d heard and decide together, through facilitated discussions where they want to act together.

For more information on study tours for sustainability please contact John Harrington, 087-753-3039

By the end of the course your team will:

• Be clear about the meaning and value of sustainability for brands
• Recognise and avoid the 10 sins of “greenwashing”
• Share a definition of sustainability that is measurable and scientific
• Use 4 steps to integrate sustainability into every brand decision
• Have best practice case studies in sustainability marketing
• Be able to communicate the business case for sustainability
• Understand the convergence of social media and sustainability

“GRI is new in Ireland” said Eva Cahill, CEO of Kinelea, “awareness and understanding of it’s benefits are still at early stage but we plan to change that through our certified training programme.   Sustainability reporting has accelerated in the past couple of years, particularly in the UK, so Irish organisations need to step up or get left behind.  The GRI framework reveals gaps and opportunities in your organisations policies and plans for sustainability so there are real benefits including cost savings for all organisations, large and small.   If your organisation supplies or hopes to supply customers already using GRI then this training is a must”.

Good advice then for organisations who work or hope to work with the growing list of companies currently using GRI including O2, Intel, HSBC, B&Q, Diageo, Abbott,  Nestle, as well as Irish companies such as Musgrave Group, CRH, Coillte, Bord na Mona, Irish Life etc…

See a video on GRI training here

Find out more to see if you should attend this two-day training and why or contact John at 087-753-3039, john @kinelea.com.

It’s important that we begin to develop a common way to measure and report on what constitutes success in sustainability, not just from an Irish perspective, but a standard that is recognised and valued internationally.  To compete globally, especially in sustainability, we need to understand how our practices and performance stack up to international standards.  Our survey in April of leading Irish green businesses revealed that less than 1 in 8 believe their organisations are world class from a sustainability point of view. The Green Awards is committed to improving this.  Our intent is to reflect these international standards as much as possible in the judging criteria. We want to drive the standard for what green and sustainability means in Ireland and work with Irish businesses to continuously improve, year on year.

Fortunately, an accepted international standard of sustainability has already been developed by the Global Reporting Initiative.

Through a consensus-seeking, multi-stakeholder process, GRI sets out the principles and performance indicators that organisations, large and small, in all sectors, can use to measure and report their economic, environmental, and social performance.  Best of all the framework was developed using an open source model of sorts so you can find out if GRI is right for your organisation for free.  If you need support or training you can contact Kinelea Ltd or john@kinelea.com .  Kinelea Ltd. is the only Irish company certified by GRI to provide training.

The green awards will continue and evolve the process of integrating internationally recognised principles and indicators into our judging process for the 2012 awards and beyond.

John Harrington is the director of RealEyes Sustainability Ltd. and is working with the Green Awards to maintain and improve its influence in delivering progress toward sustainability in Ireland .

Hope to see you all again soon

Under the agreement RealEyes will generate interest, awareness and demand for training while Kinelea will deliver the training itself.  Kinelea is the only Certified Training Partner licensed to deliver training in Ireland on behalf of GRI.  Commenting on the deal, RealEyes Director John Harrington said that reporting on sustainability performance is an important way for organisations to manage their sustainable development impacts. “We’re delighted to be associated with Kinelea to help Irish companies report using the best and most widely used approach out there.  Standardised reporting is becoming a key factor in helping companies manage the risks associated with, not only their own sustainability impacts, but also those in their supply chain.  We expect an increase in sustainability reporting and firmly believe that GRI is the best tool for the job”, he added.

Kinelea CEO, Eva Cahill added, “ Forming this partnership alliance with Realeyes will increase our  reach into the Irish market, helping Irish based organisations develop and enhance their sustainable business practices through defining and applying this international best practice reporting framework into their business strategies and operations’.

For more on GRI see www.kinelea.com or contact John Harrington at 087-753-3039 or email john@kinelea.com