Mr. Finn Hegarty:

Our company has 220 people all remote. Some 50% of those folks are in Ireland. We have been on our remote journey for approximately seven years now. We were co-located, we were the hybrid model and now we are fully remote. The challenge in terms of new joiners over the past seven years has certainly been how we onboard these new folks. We need to get value from these people straight away as they join and try to get them ramped up in a short timeframe. Doing this remotely poses its challenges especially for those folks in more junior roles.

We are very deliberate about how we onboard people. We invest a significant amount of time on making sure we onboard people correctly. That might be significantly more touch points with their manager, making sure they are embedded within the culture and meet other people outside their own department from day one in order that they can feel the overall culture of the company as opposed to feeling isolated. They are going into a new role. They are working remotely and not directly working with a manager. We have certain policies and procedures that we refined over a number of years of being able to ramp up those people quicker.

We hire in clusters. We have more than 100 people in Ireland. We plan to hire another 150 or so this year. Some 80% of those people are outside Dublin. There is a cluster of folks in each province at this stage. There are some challenges with the social interaction as well of being remote but the benefit is that we can bring people together once per month or once per quarter. In terms of the Deputy's question on onboarding, we bring those people together once per month. One needs that human interaction especially at the start.