Few workplace ideas have gained as much traction as the notion of generational difference. Baby Boomers are often portrayed as loyal and hierarchical, Millennials as purpose-driven, and Gen Z as seeking flexibility and constant feedback. In sectors under pressure, particularly healthcare, these labels have become shorthand explanations for disengagement and high staff turnover. Managers are frequently encouraged to adapt their approach based on age, effectively managing generations rather than individuals.

This emphasis risks overlooking a more influential factor. Research involving nurses and midwives across Irish hospitals indicates that age-based explanations only tell part of the story. The strongest influence on whether people remain committed to their roles is not when they were born, but how they are led. Inclusive, supportive leadership consistently emerges as a key factor in retention, engagement and wellbeing across all age groups.

This insight is especially relevant given the strain facing Ireland’s health service. Persistent understaffing, heavy workloads and burnout have pushed many skilled professionals to reconsider careers they once found rewarding. In response, generational narratives have gained popularity. Younger staff may be labelled impatient or demanding, while older colleagues are described as resistant to change. These stories may sound persuasive, yet they oversimplify complex experiences and can deepen divisions at a time when unity is essential.

There is also a gap between popularity and evidence. Despite widespread use in management thinking, robust academic support for clear, consistent generational differences in workplace values remains limited. While generations are a recognised sociological concept, decades of research have struggled to show that people from different birth cohorts reliably hold distinct attitudes to work.

Many studies find no meaningful differences at all. Others blur the line between generation and age, making it unclear whether attitudes reflect life stage or career position rather than generational identity. Research often compares age groups at a single moment rather than tracking changes over time. Unclear definitions of what constitutes a generation, limited attention to national context, and insufficient consideration of gender and ethnicity further weaken the evidence.

For employers, this creates a risk. Workplace strategies built on uncertain assumptions can reinforce stereotypes instead of addressing real needs. Interventions may appear tailored, yet fail to reflect how people actually experience their working lives.

An alternative approach focuses on a simpler question. What helps people remain engaged, healthy and committed at work? Using surveys, interviews and a review of international research, recent findings highlight the central role of leadership in shaping wellbeing and intentions to stay.

Positive leadership, characterised by trust, fairness, visibility and encouragement, is strongly associated with lower turnover intentions across all ages. Psychological safety, where people feel able to speak openly and learn from mistakes without fear, matters equally to those early and late in their careers. Opportunities to shape roles and use individual strengths are valued regardless of year of birth.

Many needs often framed as generational are, in reality, shared human needs. Differences do exist, yet they tend to be contextual and nuanced rather than neatly divided by age. Younger staff may prioritise regular feedback and clear development pathways, while more experienced colleagues often value professional identity, stability and strong peer relationships. These preferences rarely clash when leadership is respectful and inclusive. Instead, they can complement one another.

What employees consistently reject are age-segregated solutions. They point instead to the value of connection across experience levels. Two-way mentorship, shared learning and teams that respect both experience and fresh perspective build trust and cohesion. Visible leadership, strengths-based feedback and structured support are repeatedly identified as effective practices.

Focusing too heavily on generational difference can distract from these fundamentals. By emphasising division, it can frame dissatisfaction as inevitable rather than addressable. Leadership quality offers a more productive lens. The question shifts from how to manage a particular generation to how to create environments where people feel valued, safe and supported.

This shift carries particular weight in healthcare, where trust, communication and teamwork underpin patient safety. Leaders who encourage openness enable staff to raise concerns and learn together. Leaders who recognise strengths help individuals understand the value of their contribution. Leaders who model respect foster cultures where difference is integrated rather than feared.

The implications extend beyond healthcare. Across public and private organisations, challenges around engagement, retention and diversity persist. Generational explanations may feel comforting because they simplify complexity, yet simplicity does not equal accuracy. Evidence increasingly suggests that leadership quality is the common thread. Where leadership is weak, differences harden into fault lines. Where leadership is inclusive, diversity becomes an asset.

Retaining skilled people requires less debate about generations and greater investment in leadership development. Leaders who prioritise trust, connection and wellbeing help create workplaces where people can remain engaged and thrive, regardless of age or background.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

Gold climbed to a new all-time high above $5,100 an ounce, extending a powerful rally as investors moved funds into assets seen as a store of value amid growing geopolitical unease.

Spot gold rose by over 2% in early trading, reaching $5,110.50 at its peak before easing slightly. US gold futures followed a similar path, reflecting strong demand across global markets.

The precious metal delivered a gain of more than 60% during 2025, marking its strongest annual performance since the late 1970s. The surge has been supported by sustained safe-haven buying, expectations of looser US monetary policy, continued purchases by central banks, and strong inflows into exchange-traded funds. China extended its buying streak for another month in December, reinforcing the theme of official-sector demand.

Gold prices have set multiple record highs in recent sessions and are already up more than 18% so far this year.

Market analysts point to a growing loss of confidence in US political and economic direction as a key driver. Kyle Rodda of Capital.com said recent policy signals from the US administration have unsettled investors and encouraged a shift away from traditional dollar-based assets.

Donald Trump recently rowed back on threats to impose tariffs on European allies linked to proposals around Greenland, while also warning of severe trade measures against Canada and France in connection with wider geopolitical initiatives. Comments relating to French wines and champagne were widely interpreted as an attempt to influence Emmanuel Macron. Concerns have also been raised about the potential impact of proposed international structures on the role of the United Nations, despite assurances that cooperation would continue.

Currency markets added further momentum to gold’s rise. A stronger Japanese yen weighed on the US dollar, making dollar-priced commodities more attractive to overseas buyers. Investors are also positioning cautiously ahead of this week’s meeting of the Federal Reserve.

Looking ahead, analysts remain broadly constructive on the outlook for gold. Philip Newman of Metals Focus said prices could continue to move higher this year, with forecasts suggesting a peak around $5,500. He noted that short-term pullbacks are likely as profits are taken, though buying interest is expected to remain strong.

Other precious metals also posted sharp gains. Silver jumped nearly 5% after touching a fresh record, while platinum and palladium climbed to multi-year highs. Silver recently moved above the $100 level for the first time, supported by strong retail participation and ongoing tightness in physical supply.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

Solar energy plays a central role in the transition to low-carbon power, yet an emerging issue is attracting increasing attention. As early generations of solar panels approach the end of their working lives, concerns are mounting about how they are handled once they are removed from service.

Globally, it is estimated that up to 250 million tonnes of solar panel waste could be generated by 2050. Much of this will come from panels installed during the rapid expansion of solar power in the 2000s and 2010s. Many of these panels were designed with durability in mind, rather than repair, refurbishment or disassembly, creating a significant challenge at end of life.

Panels built to last, not to be reused

Most solar panels have an expected lifespan of 25 to 30 years. As large numbers of early installations now reach this point, countries with long-established solar markets are seeing a sharp rise in panels being decommissioned.

The difficulty lies in how panels are constructed. To withstand decades of exposure to the elements, layers of glass, silicon cells and plastics are tightly bonded using strong adhesives. While this design supports long-term performance, it also makes panels extremely difficult to repair or dismantle. Valuable materials such as silver, copper and high-grade silicon are effectively locked inside, even though they could represent significant economic value over time.

Why recycling falls short

Recycling is often viewed as the solution, yet current processes remain limited. Most recycling methods focus on recovering glass and aluminium, which are relatively low in value. High-value materials are frequently lost during shredding and crushing.

Silver highlights the issue. Although it accounts for a very small proportion of a panel’s weight, it represents a large share of its overall material value. During standard recycling, silver particles are dispersed into mixed waste streams, making recovery technically difficult and commercially unviable.

For this reason, extending the life of solar panels through repair, reuse and refurbishment offers far greater long-term benefits. These approaches preserve embedded value, reduce demand for new raw materials and avoid the energy-intensive processes involved in industrial recycling. Their success, however, depends on panels being designed with repair and disassembly in mind.

Designing panels for repair and longevity

A shift in design philosophy is now being called for across the industry. Instead of permanently bonded components, future panels could use modular designs with reversible connections. Frames, junction boxes and connectors could be made removable, while alternative bonding methods would allow glass and cells to be separated without damage.

Standardised components and clearer documentation would further support technicians throughout a panel’s lifecycle. The aim is to create panels that last longer, can be repaired when performance declines and are easier to dismantle responsibly at end of life.

The role of digital tools

Digital technology may also support better outcomes. To repair or recycle a panel effectively, detailed information is needed about its materials, construction and service history. Digital records can provide this clarity.

One example is the Digital Product Passport being developed by the European Union. These passports are expected to include data on materials, repair guidance, hazardous substances and end-of-life handling, with phased introduction planned from 2027.

Digital twins offer a complementary approach. By tracking real-time performance data, they can flag under-performance, maintenance needs or faults, helping owners decide whether repair or refurbishment is viable. Used together, these tools could improve decision-making throughout a panel’s lifespan.

Digital solutions alone, however, cannot solve the problem if panels remain sealed units designed for disposal. Technology delivers meaningful value only when paired with products that are genuinely repairable and designed for circular use.

Looking ahead

The solar industry faces an important moment of choice. Without changes in design and lifecycle planning, the rapid expansion of renewable energy risks creating a future waste problem. Rethinking how panels are designed today offers an opportunity to support both environmental goals and long-term economic value, ensuring that the transition to clean energy remains sustainable in the fullest sense.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

New data from the Central Statistics Office indicates that wholesale electricity prices continued to trend downward at the end of last year, offering some relief after several years of volatility in energy markets.

According to the latest figures, wholesale electricity prices fell by 11.7% in December compared with the previous month. On an annual basis, prices were 20.9% lower than in December 2024. The CSO also noted that wholesale electricity prices are now 72% below their peak level reached in August 2022, following the invasion of Ukraine and the resulting disruption to global energy supplies.

Despite the recent decline, the longer-term picture remains mixed. The CSO reported that the average wholesale electricity price across 2025 was 5.5% higher than the average recorded in 2024, reflecting periods of upward pressure earlier in the year.

The figures also provide insight into broader price movements within the manufacturing sector. Wholesale price inflation eased in December, with the overall Producer Price Index for manufacturing industries falling by 0.6% during the month. However, producer prices for goods sold on the domestic market were 0.8% higher in December compared with the same period last year.

Food prices showed varied trends across categories. Producer prices for food products rose by 1.7% over the twelve months to December. Within this, dairy products recorded an increase of 11%, while prices for fish and fish products rose by 5.1%. In contrast, vegetables and animal oils and fats experienced a significant decline, falling by 16.2% over the same period.

These developments highlight the uneven nature of price movements across energy and food markets, with implications for businesses managing costs and pricing strategies in the year ahead.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

New research from IrishJobs indicates that professionals working in IT and finance continued to command the strongest earning power in Ireland during 2025, with both sectors recording the highest median advertised salaries across the labour market.

According to the data, advertised roles in technology and finance carried a median salary of €80,000 last year. Construction and legal roles followed closely, with median salaries of €75,000, while engineering and healthcare positions recorded median annual pay levels of €70,000.

At the top end of the scale, senior finance manager roles emerged as the highest-paid occupation overall, with a median advertised salary of €100,000.

The study also highlights Ireland’s continued competitiveness on pay when compared internationally. The median advertised gross salary for full-time roles in Ireland reached €54,928 in 2025, exceeding the equivalent figures reported for both the UK and Germany.

Pay growth remained a significant feature of the employment landscape. More than half of professionals, 58%, reported receiving a salary increase during the year, with the average rise standing at 6%. Despite these increases, many employers continue to face pressure to balance wage expectations with broader cost considerations.

Regional differences in pay levels were also evident. Dublin recorded the highest median advertised salary at €60,000, followed by Galway at €52,000. Cork ranked next with a median salary of €46,200, reinforcing the concentration of higher-paying roles in key urban centres.

Workplace flexibility continues to play a decisive role in recruitment. Over half of respondents, 56%, stated they would not apply for a role that did not offer hybrid or remote working options. Alongside flexibility, benefits remain a central factor in employment decisions. Health insurance was identified as the most sought-after benefit, followed closely by flexible working arrangements. Enhanced pension contributions, performance-related bonuses or commission, and sick pay above statutory levels completed the top five.

The research also examined preparedness for upcoming regulatory changes. With EU pay transparency legislation set to take effect in June, the findings show that only 38% of current job advertisements include salary information. Once the new rules are implemented, employers will be required to disclose pay details at the advertising stage, representing a notable shift in recruitment practices.

The analysis draws on data from 1.3 million job advertisements across the Irish labour market, supported by survey responses from 470 recruiters and 670 candidates. Commenting on the findings, Christopher Paye, Country Director of The Stepstone Group Ireland, noted that employers may need to reassess their overall employment offering. He emphasised that flexible and hybrid working arrangements, alongside a stronger focus on health and wellbeing benefits, can help organisations remain attractive to talent without relying solely on pay increases.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

The European Parliament has voted to retain the current three-hour delay threshold for flight compensation as part of proposed reforms to EU airline passenger rights. The decision was taken during a plenary session and also included support for a number of amendments, including clearer rules around carry-on luggage.

Despite the vote, any changes remain some distance from becoming law. Under the EU legislative process, lengthy negotiations are expected before a final compromise is reached and formally adopted. The Parliament and the governments of the 27 member states of the European Union continue to hold differing positions on reforms first proposed by the European Commission more than ten years ago.

At present, EU rules introduced in 2004 allow passengers to claim compensation when a flight is delayed by more than three hours, with payments starting at €250 and rising depending on flight distance. The Parliament has voted to maintain this threshold, with compensation levels ranging from €300 to €600.

Member states, however, have taken a different view. Last year, EU governments agreed among themselves to raise the delay threshold to four hours for short-haul flights, while also seeking to cap compensation at €500. This divergence highlights the ongoing tension between consumer protection objectives and concerns from airlines about cost and operational impact.

MEPs also backed proposals to guarantee passengers the right to bring a free cabin bag weighing up to 7 kilograms. This limit would be lower than allowances currently offered by some airlines, including Ryanair, which permits larger hand luggage for an additional charge. The move reflects an attempt to standardise rules across carriers, although it may not satisfy frequent travellers accustomed to more generous cabin baggage policies.

Other elements of the reform package appear less controversial. These include rules ensuring that children and passengers with reduced mobility can sit next to an accompanying adult at no extra cost, provisions that already attract broad support across EU institutions.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

New figures from the Central Statistics Office indicate that residential property price growth continued to ease in November, with prices rising by 6.6% in the year to the end of the month. This marks a slowdown from the revised annual increase of 7.2% recorded in October.

On a month-to-month basis, national residential property prices increased by 0.3% in November. The statistical agency confirmed that October’s annual growth rate had been marginally revised down from an earlier estimate.

The latest data shows a persistent regional divide, with property prices outside Dublin continuing to rise at a faster pace than those in the capital. Prices beyond Dublin increased by 7.9% over the year, compared with a 5% rise in Dublin.

Within Dublin, house prices rose by 4.8%, while apartment prices recorded a stronger increase of 5.6%. Dublin City experienced the highest annual house price growth in the capital at 5.7%, while Fingal saw a more modest increase of 3.7%.

Outside the capital, house prices were up by 7.7% over the year, with apartment prices rising sharply by 10.5%. The Midlands, covering Laois, Longford, Offaly and Westmeath, recorded the strongest house price growth nationally at 13.8%. At the lower end of the scale, the Mid-West and the South-East both posted annual increases of 6%.

The median price of a residential property purchased in the 12 months to November 2025 stood at €384,000. The highest median price was recorded in Dún Laoghaire-Rathdown at €677,000, while Donegal had the lowest median price at €190,000.

At Eircode level, the most expensive area was A94, covering Blackrock in Dublin, with a median price of €830,000. The most affordable area was F45, centred on Castlerea in County Roscommon, where the median price was €150,000.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

A new survey from Ibec suggests that skills shortages have become one of the most pressing challenges facing Irish employers, with more than four in five firms reporting gaps that are damaging productivity, innovation and competitiveness.

The 2025 Skills Survey indicates that the disconnect between the skills available in the labour market and those required by a modern economy has intensified. What was once viewed as a secondary concern is now regarded by many employers as a direct threat to long-term growth and resilience.

According to the findings, companies are operating in an exceptionally tight labour market while also facing rising pressure to adapt to new and emerging technologies, including artificial intelligence. Many employers expect competition for skilled workers to increase further over the next five years, which could place additional strain on business performance across the economy.

The research shows that organisations are struggling on two fronts. Recruiting suitably skilled staff remains difficult, while addressing existing skills gaps internally is proving equally challenging. Smaller firms, in particular, face constraints, as they often prioritise immediate operational and regulatory training over longer-term strategic upskilling.

The survey highlights a notable divide between large enterprises and SMEs when it comes to preparing for AI adoption. Larger organisations are more than twice as likely to be investing in AI-related training, reflecting differences in available resources and capacity.

Ibec has renewed its call for the Government to take action on the National Training Fund. The group points to a growing surplus in the fund, projected to reach €3 billion by 2030, which it believes reflects a significant underuse of resources intended to support workforce development.

Meadhbh Costello, Senior Executive for Skills and Innovation Policy at Ibec and author of the report, said it is concerning that employers contributing 1% of payroll to the fund cannot access sufficient support to prepare their workforce for future demands. She also noted that training places in critical workforce development programmes have stagnated in recent years, despite strong demand.

The survey is based on responses from 281 CEOs and senior HR leaders, examining the nature of skills gaps within their organisations, the impact on operations, and the approaches being taken to address these challenges.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

Elon Musk has publicly raised the idea of acquiring Ryanair, as his ongoing dispute with the airline’s leadership continues to attract attention. The proposal surfaced through a poll posted on X, the platform owned by Mr Musk, where he asked followers whether he should buy the airline and reinstate “Ryan” as its leader.

The comments follow recent exchanges between Mr Musk and Ryanair over the possible use of Starlink internet services on flights. Starlink is operated by SpaceX, another company founded by Mr Musk, who is also the chief executive of Tesla.

Speaking to Newstalk last week, Ryanair chief executive Michael O’Leary dismissed the idea of installing Starlink on the airline’s aircraft, stating that the technology would be too expensive to deploy. He also argued that the required external antenna would increase drag and that passengers would be unwilling to pay for onboard internet access. During the interview, Mr O’Leary said he would pay no attention to Mr Musk’s remarks.

Since then, Mr Musk has responded to posts from Ryanair’s official X account that mocked him over the disagreement. While his online comments are widely viewed as provocative, observers note that his acquisition of X, previously known as Twitter, began with an unexpected public offer after he had accumulated a significant shareholding.

Despite the online speculation, regulatory barriers make any takeover highly unlikely. Aviation rules prevent non-European citizens from owning a majority or controlling stake in an Irish airline. Following Brexit, Ryanair previously had to restrict share purchases to rebalance its shareholder base after British ownership exceeded permitted levels.

Ryanair is listed on Euronext Dublin and currently has a market capitalisation of approximately €30.4 billion. The airline expects to carry around 207 million passengers during the current financial year, reinforcing its position as one of Europe’s largest low-cost carriers.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.

Wind Energy Ireland is set to launch a new strategy at its 2026 Annual Conference in Dublin, outlining a proposed roadmap towards what it describes as an Irish “electrostate”. The concept centres on an energy system powered by secure, affordable, domestically produced clean electricity.

Chief Executive Noel Cunniffe explained that an electrostate would deliver cleaner air, warmer homes and long-term electricity infrastructure, while reducing Ireland’s exposure to volatile fossil fuel markets. The roadmap is detailed in a strategy document titled Delivering Energy Independence, Powering Growth.

At the core of the strategy is the large-scale deployment of wind energy, delivered efficiently and at speed. The plan places strong emphasis on removing barriers that currently slow development, including constraints in electricity grid capacity and challenges around project financing. Technical and regulatory supports are identified as critical to addressing these bottlenecks.

The strategy also highlights the role of electrification in Ireland’s wider energy transition, alongside the expansion of energy storage and measures to ensure that clean electricity remains cost-competitive with fossil fuel alternatives. Wind Energy Ireland noted that long-term success depends on public confidence, stating that community trust and engagement will be central to delivering the transition.

As part of this approach, the organisation plans to increase public understanding of wind energy, focusing on affordability, energy security and climate action. It also aims to ensure local communities feel involved and supported. Collaboration with education providers, research bodies and industry partners will form part of efforts to expand training and upskilling, ensuring a workforce capable of meeting future demand.

Two main objectives underpin the new roadmap. The first is to accelerate the delivery of onshore and offshore wind farms, while maintaining strong value for consumers. The second is to advance the shift towards a resilient, electrified economy by increasing the use of clean electricity across heating, transport and industrial activity.

According to Mr Cunniffe, progressing these measures together would allow Ireland to secure clean and affordable power, strengthen its electricity grid and unlock economic opportunities across multiple sectors.

Disclaimer: This article is based on publicly available information and is intended for general guidance only. While every effort has been made to ensure accuracy at the time of publication, details may change and errors may occur. This content does not constitute financial, legal or professional advice. Readers should seek appropriate professional guidance before making decisions. Neither the publisher nor the authors accept liability for any loss arising from reliance on this material.