Author Archives: TBR Team

The Collins Aerospace Cyber Attack – Valuable lessons to be learned in Business Continuity Planning

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Jessica Weld

A recent cyber-attack on aerospace giant Collins Aerospace, has caused widescale outages of its MUSE Software, a check in system used by some of Europe’s largest airports including Dublin Airport and London Heathrow has caused mass disruption, resulting in stranded passengers and endless flight delays, ultimately resulting in mountains of manual work for ground staff.

The EU’s Cybersecurity Agency has since confirmed that this was a malicious ransomware attack. Hackers have deliberately knocked out Collins Aerospace systems for potential monetary gain.

In a time where large ransomware attacks on vital networks and systems are becoming increasingly common, organisations must not only strengthen cybersecurity measures, but it’s becoming increasingly imperative that they also have adequate plans in place for if and when crises like this arise. 

Industry Specific View – Commercial Aviation

The Commercial Aviation industry operates on a tightly coordinated supply chain which in recent decades, has become heavily automated. An issue with one link in the chain can cause a catastrophic domino effect which can, as a result, affect many flights and thousands of passengers. 

Within the European Union, airline passengers are heavily protected against such delays under EU 261 regulations. These regulations entitle passengers to compensation for events such as delays, cancellations and missing luggage. 

Compensation agency Skycop revealed that in 2024 alone, airlines owed passengers €6 billion under EU 261 regulations. One can only imagine the cost of passenger compensation with the amount of flights and passengers affected by this cyber-attack. Alongside this, airlines will have to factor in staff overtime, the cost of repositioning crews and aircraft and additional airport fees. (EU flight delays in 2024 may cost airlines over €6 billion).

For the airline industry, the financial risks associated with such an attack are far too high to not have a robust contingency plan in place. 

The Airline Response  

The Dublin Airport Authority’s Head of Media Relations, Graeme McQueen, informed RTÉ that both Ryanair and Aer Lingus test their manual check-in processes on one flight per week.

While regular testing is useful to familiarise staff with manual processes, it is not sufficient in testing the airline’s capacity to cope with a wide-scale outage. For if the system were to fail, it’s unlikely that it does so for one flight. More often than not, outages are widescale. 

The system outage caused Aer Lingus to revert to fully manual check-in processes for all scheduled flights. As a result, queues for check-in were taking 30 to 40 minutes at times. This caused multiple flight delays and as many as 13 Aer Lingus flights were cancelled on the second day of the outage, Tuesday, September 23rd. 

Better Business Continuity Planning Practice

A fit-for-purpose business continuity plan first and foremost must require a comprehensive risk assessment of potential threats. The instructions of the business continuity plan should comprehensively respond to all of these potential threats so that the organisation is fully prepared for any eventuality.

Secondly, resilience measures are vital to business operations and must be incorporated into business continuity planning. These are the measures taken to ensure that when an incident like this occurs, the recovery time is as quick as possible. A common resilience measure would be the use of backup systems to ensure downtime is minimised. 

Regular testing of business continuity plans is vital to ensure their success in the event of an incident. Testing is important to raise staff awareness of crisis procedures so that response time is quick. Testing is also beneficial to spot any weaknesses in planning and processes so they can be rectified. 

Capacity planning is very important in business continuity planning. As previously noted, outages are usually widespread and rarely occur in single iterations. Organisations need to be prepared for the worst-case scenario and must ensure that their entire business operation can be supported by the business continuity plan in the event of an incident.

Lessons to be Learned by Airlines 

While it is known that airlines had regularly tested contingency plans in place to deal with an issue like this, it is clear that capacity was an unfortunate downfall of the incident response. This flaw wouldn’t appear in testing as usually conducted by Ryanair and Aer Lingus as they only tested on one flight a week. It is apparent that the airlines didn’t account for manpower requirements to handle manual procedures for all scheduled flights.  

Resilience measures also appear to be lacking as there is no back-up system available to assist the recovery effort. Improvement in backup systems would reduce the risk posed by such incidents and in this particular event, would prevent the enormous financial losses. 

Finally, as it almost goes without saying, tightening of cybersecurity measures should be top priority for the airlines, airports and suppliers like Collins Aerospace. In the current climate, ransomware attacks pose detrimental risks to vital, fast-moving industries like commercial aviation. In an ever developing and increasingly automated world, organisations need to prioritise investment in cybersecurity to reduce risk. 

From Principles to Profits: Investor’s Priorities Shifting in a Volatile World.

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Lauri Twomey

Short-Term Financial Gain is Resuming Priority Amongst Investors


Over the last decade, there has been an ongoing emphasis placed on sustainable investing. Increased awareness of social inequality, the climate crisis, corporate governance scandals, and advancements in digital technology have each encouraged various individuals to question where to invest their money. Currently Europe holds 85% of global sustainable funds’ net assets. This form of investing for many individuals stemmed from moral concern relating to climate change and emphasizing investing in the future, not necessarily seeking financial gain.


However, in recent times investor’s perspectives have changed. Short term financial gain is resuming the priority in investors’ portfolios. In 2021, there was a surge of sustainable investors, data from Morningstar showed sustainable investing fund inflows which also include ESG products hit 645 billion globally, a quarter of all inflows. This figure has since dropped to 36 billion from an overall 1.5 trillion in 2024. Banks are rethinking their positions in sustainable development.

Did the Corporations Across the World Ever Believe in a Sustainable Future or Did They Utilize Sustainability as a Trend to Promote Their Business?


It is evident that banks have lost faith, with portfolio managers adjusting their previous commitments of divesting from fossil fuel companies, in response to recent political issues that have put financial gain back to top priority. But sustainable investing was never a profit maximizing strategy. Banks across the world were including sustainability as one of their banks core values, investing in the future of the planet. The purpose was not financial gain for a lot of people, it was looking at the detrimental impacts that climate change would cause, with severe weather incidents becoming more prevalent and seeking ways to combat these issues .


However, after the recent US election and the current ongoing conflicts in Ukraine and Palestine, investors are back to seeking short term gains, in order to maintain competitiveness. Trump removing the US from the Paris Climate Change Agreement has influenced other dominant parties to also divert their interests in investing in the future with major financial institutions such as Blackrock, a company that once praised the ESG investing movement, to withdraw from UN sponsored climate initiatives. Trump’s administration has severely impacted climate tech through encouraging the “anti-climate narrative”, which focuses on the short term financial losses of sustainability rather than looking at how it can enhance competitiveness in the future through innovation.

The Knock-On Effect of the European Union’s Flagship Green Deal on Environment Policy


The recent Green Deal environmental policy has also impacted the EU, as lawmakers discuss adjusting their strategies regarding future developments on climate accounting rules noted in the aforementioned flagship deal, as they worry that implementing these strict regulations will reduce their competitiveness with the US and China. Two major landmark policies being reviewed are the Corporate Sustainability Reporting Directive and the Corporate Sustainability Due Diligence Directive. These laws were some of the first signs of legislation requiring companies to take accountability for their actions and prioritize the sustainable transition through accounting practices.

However, many companies argue that the cost of implementing these reporting requirements will affect their companies processes. Since the start of the year, countries such as France and Germany are seeking help to withhold on these sustainability reporting rules. Despite this, many groups such as the European Sustainable Investment Forum highlighted that these rules will aid investors when it comes to being able to seek out opportunities, managing risk and direct capital to an equitable and sustainable economy through encouraging transparency amongst corporations. These laws will help sustainable research, analytics and increase individual awareness on what types of businesses they are contributing to.


At the moment it’s difficult to focus on the financial aspect of sustainable investing, due to issues with monetizing climate impacts. There are many flaws in measuring and reporting , as the ESG ratings of companies vary depending on which rating agency they use, thus drawing attention to the inconsistency with the process, which results in conflicting data when investors are looking at sustainable investing. Time and resources are needed to combat these issues, but now these resources are being diverted elsewhere.

Future Demand for Sustainable Practices is Still Anticipated to Grow in the Future


Despite all of this, consumer demand for combating the climate crisis is continuing to grow. A report by Bain & Co. highlighted that due to personal experiences regarding extreme weather events, 60% of consumers are more concerned about climate change now than they were two years ago, with prime events such as Hurricane Milton and Hurricane Helen accounting for $500 billion in economic losses. The issue is that the economic losses that result from climate change will only increase. Since 2000, climate related issues have already caused 3.6 trillion in damages and once the tipping point of the planetary boundaries are crossed, there is no backtracking. The prime goal was to be resilient in the future, as managing director at Boston Consulting group Sylvain Seotarata said “if you think of the world in which we operate, there’s a high degree of uncertainty and high degree of volatility” then “in that context, it is essential to ensure that your company is able to handle these uncertainties, this volatility”, that is what resilience meant for her, explaining how long term competitiveness aligns with protecting against physical risk.


Another core group that are increasingly aware of the climate crisis is Gen Z (born between 1997-2012), a report by Bain found that they are willing to pay more for goods and services that align with their sustainability beliefs. With more and more universities educating their students on the impact of climate change and new sustainability focused courses being implemented, (particularly within business schools), sustainability demand is only going to grow. Within Trinity College Dublin, sustainable business practices are being taught to students and previous modules are being adjusted incorporating sustainability into investment modules and marketing. Many other universities are adopting similar approaches.


The world’s major leaders have neglected their responsibility to prevent the severity of the climate crisis, cutting back on regulations and influencing the “anti-climate narrative”. Banks have also highlighted to us that they never had much faith in the sustainable transition, creating mistrust among clients. While sustainable finance has many flaws in its practices, such as poor reporting procedures, the only way to combat this is investment and further research. Now is the time to push for innovation, and with significant developments in AI and other new age technologies we are now more capable than ever to help tackle key environmental issues. But if sustainable investing is ever really going to become part of every investor’s portfolio in the future, the banks must believe in it themselves.

Ireland in the Crossfire: How Trump’s 2025 Trade Policies May Affect the Irish Economy

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Gabi Svobutaite

US President Donald Trump has roused global economic uncertainty with the announcement of  “reciprocal tariffs” targeting several countries, including Ireland. 

Ireland’s position as a small, open economy means that we are largely affected by fiscal  developments in the US, the world’s largest economy. Exposure to global  macroeconomic disruptions is further amplified by Ireland’s dependence on the US as both an export market and on US foreign direct investment (FDI). With an astounding €73bn of Irish goods, totaling to almost a third of the country’s aggregate exports having been distributed to the US in 2024, Ireland is forecasted to be among the hardest hit countries after President Trump’s new round of tariffs earlier last week. But what exactly could this mean for Ireland, and which sectors  can we expect to see bearing the largest brunt of these trade policies? 

Tariffs: Why These Tools of International Trade Matter

Simply put, tariffs are taxes imposed on goods being imported from one country to another. Such  taxes are applied to the importer and are calculated as a percentage of the total value of the goods  in question. The aim of tariffs is to encourage corporations within a country to source their  materials and labor domestically, rather than relying on international aid.  

Our Taoiseach, Micheál Martin has expressed a fear of the rise of US tariffs as being “a very  grave and serious threat”. Additionally, a joint analysis of the situation by Ireland’s Department  of Finance and the ESRI Irish Think Tank pointed to a potential loss of approximately €18bn in  trade for Ireland as a direct result of these tariffs. This analysis also suggested that a prolonged  trade conflict between the EU and US may endanger Ireland’s public finances.  

Since Ireland is a key financial hub in Europe, with many US-based financial institutions having  put down roots in Dublin, any tariffs affecting the financial services sector such as limitations on  US institutions offering services in the EU can harm Ireland’s finances. Furthermore, trade  barriers, or at least shifts in international trade patterns caused by Trump’s tariffs, will likely lead  to market volatility and increased costs for Irish businesses, creating a knock-on effect on  Ireland’s financial services landscape. This is likely to manifest through fluctuations in the value  of the euro or Irish stocks. 

Brexit and Trump: Double Trouble

One potential upside of the recent US tariffs in relation to Ireland’s financial services industry,  however, is the possible benefit from some companies shifting operations from the UK to Ireland 

post-Brexit, as the EU-US monetary relationship becomes increasingly complicated. An action  like this one could be extremely beneficial given the compounded difficulty of Trump’s new  tariffs and our closest neighbor being outside of the EU. To put it plainly, Ireland’s trade with the  UK and US could now face dual barriers; if the US imposes tariffs on products entering from the EU, Irish products that pass through the UK before heading to the US might face additional tariffs, increasing costs and reducing competitiveness. 

Key Sectors at Stake

A whopping 20% blanket tariff has been imposed on Ireland, covering key export areas of  aluminum and steel, foreign-made cars and most regrettably, Irish whiskey and dairy products.  The Irish Whiskey Association has cautioned that such tariffs are likely to leave long-lasting and  severe effects on the Irish drinks industry, with the US accounting for a remarkable 41% of  aggregate Irish drink exports, valued at €865 million annually. The association furthermore  emphasized a noteworthy growth of 450% in the joint EU and US spirits sector under a tariff free system between the years of 1997 and 2018. Taoiseach Micheál Martin has expressed his  disappointment in such developments, quoting that there was “no justification” for such tariffs  and that Ireland will now take combined action with the EU to determine steps moving forward. 

Pharma Under Pressure

Another Irish industry hanging in the balance of a budding trade war is pharma. With President  Trump yet again singling out the Irish pharmaceutical industry as prey for his tariffs, stating that  “all of a sudden Ireland has our pharmaceutical companies, this beautiful island of five million  people has got the entire US pharmaceutical industry in its grasp”. It is of utmost importance that  Ireland establishes domestic policies to increase competitiveness such as infrastructure investments, helping Irish pharma companies to diversify into new markets. In 2023, the US  consumed around €36bn of Irish pharmaceutical and chemical product exports, showcasing  Ireland’s role as a key offshore manufacturing hub for US pharmaceutical companies. Although  pharma products have thus far been excluded from Trump’s “Liberation Day” tariff  announcement, it may likely be a temporary reprieve. The threat of a global trade war still holds  strong, and the EU and its Asian comrades prepare countermeasures in the likely event that  negotiations are unsuccessful.  

Moving Forward

President Trump’s recent tariffs likely signal the start of a prolonged period of economic  uncertainty surrounding international trade and tariff policies, an issue of a multi-continental  degree. Conor O’Toole, a researcher at the ESRI Irish Think Tank states that “while the Irish  economy entered 2025 in a relatively positive position, the outlook is clouded by international 

developments. Changes in US tariffs and policy will have a notable impact on Ireland and could  hurt key sectors such as pharmaceuticals.” While we do not yet know the full extent of what  Trump’s tariffs mean for the Irish economy, we can be sure that impacts will partly depend on  proceeding responses from UK and European governments. It is imperative that leaders remain  level-headed in the near term, making sure that the various complexities and results of the  upcoming bilateral negotiations are considered in any medium to long-term trade and investment  decisions made by Irish companies and the government alike.

Green Marketing: The Billion Dollar Lie?

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Nehir Solmaz

In recent times, pinpointing greenwashing has become increasingly challenging. As you walk down Grafton Street with your no-straw mug and reusable tote bag, your perceptions are shaped by subtle messages, leading you to trust companies that give out false promises. Without even realising it your perceptions are shaped by these messages, leading you to trust companies who claim to be sustainable yet may lack a genuine commitment to the environment.

You care about what you consume because you care about the planet; therefore, you choose the green market. But what exactly is the green market, and is it green because such companies care about the planet as much as you do, or are they simply checking a box?

Sustainability in the Spotlight

As a conscious consumer, it’s safe to assume you engage with ethical consumption for the greater good of the planet by way of choosing green products or service offerings. However, this green market is often blurry and questionable, leaving you to wonder how ethical the green market claims to be – if they are ethical at all. This raises many questions about the sustainable ethos of many businesses, particularly their intentions when it comes to implementing sustainable initiatives.

On 1 January 2016, the 17 United Nations Sustainable Development Goals were officially adopted by world leaders. These goals not only foster economic growth and social welfare, but are also integrated into social systems to tackle a plethora of challenges while highlighting the urgency of addressing climate change. With the UN hitting the gas pedal on going green, there has been a surge in companies adopting green branding, often presenting themselves as eco-friendly without making significant changes to their environmental impact.

By the 2010s, being sustainable had already evolved into a mainstream expectation for companies. However, what really led to many consumers favouring eco-friendly products and practices was the power of social media. In August of 2015, marine biologist Christine Figgener posted a graphic video of herself and team pulling a plastic straw out of a turtle’s nostril, grasping over 35 million views. With this growing influence of social media, consumers began to realise the alarming impact simple consumption experiences had on the earth, leading to a mass desire to be more sustainable. 

In 2018, Starbucks began using paper straws as a sustainability incentive, closely followed by McDonald’s. In 2020, the UK banned plastic straws entirely. Such acts of eco-friendliness within the global market quickly caught people’s attention. Consumers were intrigued by the prospect of having a positive impact on the earth simply by drinking their frappuccino with a paper straw or shopping from the new H&M “Conscious Collection”.

A 2020 McKinsey US sentiment survey revealed that over 60% of customers are willing to pay more for sustainable products. Similarly, research conducted by Nielsen IQ found that over the past three years, sales of “zero waste” products in the global market have seen a surge of 34%. These statistics highlight not only a strong consumer preference for eco-friendly options but also a clear recognition from market leaders that consumers actively seek sustainable choices. This demand is reshaping advertisement strategies of most industries, in some cases pushing them to prioritise green marketing rather than actually environmental responsibility.

Sustainability or Superficiality? 

The burning question: are companies committed to long-term sustainability or just simply “greenwashing” to capitalise on consumers’ good faith? Companies use greenwashing tactics to boost sales and benefit from sustainability-centered consumer demand. According to Zippia, 58% of global companies are guilty of greenwashing. Since consumers are willing to pay more for sustainable products, greenwashing has evolved to be one of the most effective modern marketing techniques despite its unethicality.

Since green marketing is actively shaping consumer preferences across the market, businesses are facing a critical decision: invest in real sustainability or risk losing consumer trust. If companies fail to back their claims with meaningful environmental action, they are likely to face reputational damage and scrutiny.

Genuine sustainability is a long-term competitive advantage if companies integrate eco-conscious practices into their business models. Brands like Lush, Patagonia, and Uncle Studios have successfully constructed their reputations, embracing true sustainability. Notably, Patagonia not only uses recycled materials in its products but also motivates their customer base to repair and reuse their gear rather than buying new items and declaring earth as its sole shareholder. Similarly, Lush focuses on package-free products, ethically sourced ingredients and demonstration of strong commitment to ecological welfare through active engagement in reforestation, renewable energy, animal conservation and sustainable supply chain initiatives.. These companies have developed a powerful consumer base fueled by trust and loyalty, proving that authentic sustainability can drive long-term financial success. 

On the other hand, globally recognised brands like H&M and Nestlé have faced immense backlash for greenwashing despite strong financial performance. They have used green marketing as a PR strategy without engaging in meaningful changes in production or sourcing. For example, H&M’s “Conscious Collection” promotes sustainable fashion, however it was revealed that the brand engages in overproduction and exploitation, contributing to massive textile waste and unethical practices. Similarly, Nestlé, states that the company is committed to making 95% of its plastic packaging recyclable or reusable, however reports suggest Nestlé is a part of a group of five firms responsible for 24% of global plastic waste. 

Future or Fad?

Although greenwashing violators may attain strong financial returns, their business strategies are not sustainable in the long-run. In an era of digitalization, consumers are more knowledgeable than ever on climate change, sustainability, and ethical consumption. Therefore, businesses must demonstrate long-term commitments to achieving environmental sustainability rather than relying on deceptive marketing tactics. By embedding sustainability into the core of a company’s operations rather than using it purely as a marketing tool, brands can differentiate themselves, boost their supply chain efficiency and green branding. 

However, the question still remains: is sustainability truly reshaping the business landscape, or is it just a trend that companies have turned into a marketing tool? As regulations tighten and consumer awareness grows, businesses that embrace real change will likely emerge as industry leaders, while those that engage in greenwashing may struggle to keep up in the long-term. The future of marketing is not just green; it is one which favors accountability and is driven by businesses who understand that sustainability is essential for long-term success.

Graduate Coffee Chat with Anastasiia Potashina, Account Strategist at Google

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Anna Lelashvili

As part of the Graduate Coffee Chats series in collaboration with Foresight Business Group, TBR’s Chief Financial Officer and Foresight President Anna Lelashvili spoke to Anastasiia Potashina, Account Strategist at Google to get insight into life as a graduate at Google.

The Account Strategist Role – What is it?

As an Account Strategist supporting the UK and Ireland market, Anastasiia works with small and medium-sized businesses (SMBs) to develop and implement effective digital marketing solutions. This involves managing a portfolio of clients and acting as a trusted advisor, understanding their unique needs and aligning advertising strategies with their business goals. 

This role, within the Google Customer Solutions (GCS) team, blends client engagement with strategic planning. Offering exposure to diverse industries from travel to technology, the team fosters both industry knowledge and thought leadership. GCS Account Strategists empower SMBs to grow and achieve their objectives by bringing them the best of Google’s resources. The role provides continuous training and mentorship, fostering professional development within a supportive team environment, and offers direct interaction with business leaders to build a strong professional network.

** Anastasiia noted that the entry-level position for this role is now referred to as Customer Growth Associate. 

Career Progression

Career progression is an ongoing process that requires upskilling and demonstrated performance, with Account Strategists evaluated on performance metrics. The company also encourages personal development and exploration of individual interests. As Anastasiia is passionate about inclusion and belonging, her contributions outside of her usual team responsibilities include being an inclusion ambassador, which entails running training sessions for her team, as well as being a ‘buddy’ to three Nooglers (new joiners at Google), helping them settle in.

The Interview Process

The Google interview process for this role involves a series of steps designed to assess your overall fit and qualifications. It begins with an initial call with a recruiter, followed by three video interviews with the hiring manager and Googlers from related teams. The interviews will focus on your alignment with Google’s culture and values, exploring whether you would thrive in the company and team environment. Another interview will assess your understanding of Google Ads and the specifics of the role, determining your ability to successfully perform job duties. This explores your business acumen, stakeholder management skills, and ability to achieve targets.

Work Culture 

Anastasiia described the work culture at Google as ‘helpful and open’ and also culturally diverse, which stood out to her when she first started working. As Google’s Dublin office is the EMEA head office, employees relocate from all over the world to work in Dublin. 

‘It’s a culture of sharing experiences openly. Prioritising growth, not just for yourself but for others as well, which I really appreciate within Google and there aren’t too many companies like this.’

While Anastasiia had some experience with Google Ads during her time at Trinity College Dublin, she was able to fully deepen her knowledge in her role. Luckily, her Noogler cohort included professionals who had gained experience in other technology companies, allowing Anastasiia to ask them for help. When joining Google, Anastasiia went through the onboarding process, where not only did she learn the ins and outs of Google Ads, but also helped her make friends and feel a sense of belonging. Additionally, each Noogler gets a strong layer of internal support – that being their team members and managers with additional access to more senior team member’s inputs to help them settle in and succeed in the new role. 

‘When I just started, imposter syndrome was definitely affecting me quite a bit. However,  that happens to every single person who starts here. It does go away a little bit, but it’s always there in your subconscious, allowing you to strive for continuous learning.’

Advice to Students 

  1. Reach out to Googlers! : Reaching out to those who are already in Google will help you understand what the job is about. Anastasiia did this and found it very helpful. It was Trinity that recommended her to do this. They advised her to look at the Trinity College or Trinity Business Alumni LinkedIn page and go through alumni to find who works in Google, specifically on the potential team you are interviewing for, and ask for 15 minutes of their time! 
  2. Office Visits: As part of the Masters in Marketing, Trinity Business School organised a variety of office tours to allow students space to understand the roles they have on offer to graduates. Anastasiia recommended attending these visits, if they are offered as part of your course, as it is a good opportunity for networking.  
  3. CV & Interview: For your CV, make sure you are very impact-focused, adding quantitative measures of your impact. For interviews, use the STARL method. While many of us are familiar with the STAR method (Situation, Task, Action & Result), Anastasiia recommended adding the L (learning) component to discuss what you learned from the situation and how you have implemented the learning experience since.
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