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Hundreds of Irish jobs at risk as tech company Intel to cut 20pc of global workforce

Hundreds of Irish jobs at risk as tech company Intel to cut 20pc of global workforce

Sunday World23-04-2025

The move looks likely to affect some of the 5,000 employees at the company's Leixlip site, although the company has not yet clarified the position in relation to Kildare-based staff
Intel is poised to announce plans this week to cut more than 20pc of its staff, aiming to eliminate bureaucracy at the struggling chipmaker, it is understood.
The move looks likely to affect some of the 5,000 employees at the company's Leixlip site, although the company has not yet clarified the position in relation to Kildare-based staff.
Intel first set up in Ireland in 1989 and has invested over €30bn in its Leixlip campus, making it one of the most significant of the many multinationals – many from the US – that have located here.
The move is part of a bid to streamline management and rebuild an engineering-driven culture, according to a source, who asked not to be identified because the plans are private. It would be the first major restructuring under new chief executive officer Lip-Bu Tan, who took the helm last month.
The cutbacks follow an effort last year to slash about 15,000 jobs with a round of layoffs announced in August. Intel had 108,900 employees at the end of 2024, down from 124,800 the previous year.
A representative for Intel declined to comment.
Earlier this month, Intel scuppered reports that it is to begin high-volume production of the company's newest and most advanced chips at its Fab 34 facility in Leixlip this year.
Online industry reports had claimed that the Leixlip semiconductor facility was to become the first Intel site outside of the US to shift to high-volume production of certain high-end chips that are used for artificial intelligence (AI) and data centres.
A new facility in Arizona is currently preparing to begin high volume production of Intel's most advanced chip – the 18A.
An Intel spokesperson confirmed to the Irish Independent that Fab 34 in Leixlip has the technical capability to produce 18A chips and did not rule out that it would do so in the future.
Tan is aiming to turn around the iconic chipmaker after years of Intel ceding ground to rivals. The Santa Clara, California-based company lost its technological edge and has struggled to catch up with Nvidia in artificial intelligence computing. That contributed to three straight years of sales declines and mounting red ink.
Tan, a veteran of Cadence Design Systems, has vowed to spin off Intel assets that aren't central to its mission and create more compelling products. Last week, the company agreed to sell a 51pc stake in its programmable chips unit Altera to Silver Lake Management, a step toward that goal.
Intel needs to replace the engineering talent it has lost, improve its balance sheet and better attune manufacturing processes to the needs of potential customers, Tan said last month at the Intel Vision conference.
The company is scheduled to report first-quarter results on Thursday, giving Tan an opportunity to lay out more of his strategy. Though the worst of Intel's revenue declines are now behind it, according to Wall Street estimates, analysts aren't projecting a return to its previous sales levels for years, if ever.
The 65-year-old executive was hired after the ousting last year of CEO Pat Gelsinger, who struggled to execute his own turnaround bid for Intel. He had embarked on a costly effort to expand the company's factory network and sought to turn Intel into a made-to-order chip manufacturer.
But Intel has now delayed much of its expansion effort, including plans for an Ohio facility that was once expected to become the world's largest chip production hub. Intel also had been poised to be the biggest beneficiary of money from the 2022 Chips and Science Act, but that programme is now in flux under President Donald Trump.
A manufacturing partnership with Taiwan Semiconductor Manufacturing Co, the source of investor speculation in recent months, also seems less likely to happen. TSMC CEO CC Wei said last week that the company would remain focused on its own business.
Along the way, Intel missed out on the most lucrative new field for the chip industry in decades. The company, which long dominated the market for personal computer and data centre processors, was slow to respond to the shift to AI. That upheaval allowed Nvidia to grow from a niche player into the world's most valuable semiconductor company with revenue that now eclipses Intel's sales.
Gelsinger himself admitted that the company had lost its competitive spirit and expressed frustration with the speed at which it reacted to a changing market. He wasn't given the time he'd said he would need to do something about that. Tan, in his first public appearance as CEO last month, said the turnaround would take time and wouldn't be easy.
"It won't happen overnight," he said. "But I know we can get there."

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A key plank of Ireland's social housing delivery now hangs in the balance
A key plank of Ireland's social housing delivery now hangs in the balance

Irish Times

timean hour ago

  • Irish Times

A key plank of Ireland's social housing delivery now hangs in the balance

There are debates about where the State should and should not get involved in the housing market – but no argument that one area where it needs to step in is the provision of social housing for those who do not have the resources to rent or buy in the private market. Like many areas of the housing market, there are shortages here, as shown via long local authority housing lists and homelessness figures. So when a key Government scheme to provide more social housing is in danger of falling apart, it is noteworthy and the circumstances need to be examined. It is also clear that the decision of the Government to pull out of a public-private partnership (PPP) agreement to provide almost 500 social houses puts the whole process of using these kinds of deals to build social houses for local authorities in doubt. With future deals in the pipeline due to deliver another 1,000 social homes, this poses questions for the Government and Minister for Housing James Browne . [ Why is the housing crisis Ireland's most enduring failure? Opens in new window ] Late last week, as first reported in The Journal, Government officials deciding to pull the plug on a pubic private partnership programme where a private investment consortium was to deliver almost 500 social homes in Dublin, Kildare, Sligo and Wicklow. READ MORE The reason, according to the Department of Housing, was on cost grounds, with the decision made 'on a value for money basis.' Minister for Housing James Browne has said the department and the relevant local authorities remain fully committed to delivering the social housing in PPP Bundle three. Photograph Nick Bradshaw/ The Irish Times Nobody is saying much about the exact circumstances of this, but we can safely assume that the Department of Public Expenditure and Reform was heavily involved. A key unanswered question is why it took the Government so long to decide to pull the plug on a deal where a preferred bidder had been chosen six months ago, at which time the cost details were all known. These public/private partnerships had become an important route for delivery of social homes. Close to 1,000 homes were delivered under the first two partnership programmes, or ' bundles' as they are called. The one which has now been cancelled was to be the so-called Bundle three. Four more bundles are in the pipeline involving around 3,000 further homes and the Department says these are now being reviewed. Given the cost issues with Bundle three, there must now be serious doubt about whether these will go ahead. So a key plank of Government social housing delivery now hangs in the balance. PPPs involve a range of players. The houses are financed and constructed by a consortium – involving financiers, builders and housing managers – who then provide maintenance and tenancy management services for a 25-year period. The homes remain in the ownership of the local authorities and are handed back to them after the end of the 25-year period. The preferred bidders for Bundle three – who had also built out the second bundle – was a consortium called Torc , led by international financiers Equitix and the Kajima Partnerships. The consortium also involves construction companies JJ Rhatigan and the Spanish firm, Obrascon Huarte Lain SA (OHLA). Tenancy management services are provided by Tuath Housing and facilities management by Derwent for a 25-year service period. Minister Browne has said that the department and the relevant local authorities remain fully committed to delivering the social housing in PPP Bundle three through 'an alternative procurement and delivery strategy.' Planning permission has been granted in all cases and while the department will not comment on what happens next, one possible course of action would be for the local authorities to seek tenders to get the houses built, operating on a more traditional basis which does not involve a PPP contract to manage and maintain the properties afterward. Another option would be to re-enter talks with the consortium to see if the deal could be saved, or even if it might move forward on a different basis. Sources close to the consortium say it is keen to look at all the options. Sinn Féin housing spokesman Eoin Ó Broin has called on the Government to provide funding to the local authorities to ensure that the houses are delivered as soon as possible. Ó'Broin has been critical of the PPP model in the past arguing that it does not deliver best value for the State. The build costs under previous two social housing PPPs have appeared broadly in line with the market, he said, but significant additional costs are built into the contract for financing, maintenance and management over the subsequent 25 years, raising questions about value for money. Dealing with problems which emerge can also be complicated for tenants, he says, given the complexity of the arrangements. The Dáil Public Accounts Committee also questioned the value-for-money achieved through expenditure of €639 million on the first two bundles of PPPs which delivered almost 1,000 social housing units in Dublin, Cork, Galway, Waterford, Clare, Kildare, and Roscommon. The total construction and life cycle costs were approximately €640,000 per unit, it pointed out. A breakdown of this figure was not provided to the committee beyond it being told that actual construction costs per unit were €222,000 and €277,000 respectively for the first two bundles. The PAC said it was 'concerned that it cannot evaluate whether the units delivered through this PPP programme represent good value-for-money, as commercial sensitivity means the total cost, minus construction costs, in the tenderers' models will remain confidential 'until a specified period of time has elapsed'.' Now, it appears, this value for money issue has come to a head. Sources say that the per unit cost – including construction but also all the other expenditure over the 25-year period – has risen sharply beyond the €640,000 per unit referenced in the PAC report, due – presumably – to rising build costs and general inflation. Some sources say that the increase could have been 20 -25 per cent or more per unit, though the figure could not be confirmed. The costs appear to have sounded alarm bells in the Department of Public Expenditure and Reform (Dper). What is odd is that this seemed to take so long to happen – the preferred consortium had been chosen last October, there had been extensive contacts since then, contracts were about to be signed and builders were close to going on site. Crucially, sources close to the consortium say that there had been no increase in the costs involved in the project since last October, when it had been chosen as the preferred bidder. So why did it take so long for the plug to be pulled? The agreement would have been assessed by Dper under what is called a public sector benchmark, to ensure value for money as compared to other possible forms of delivery. But this would presumably have been done before the preferred bidden decision. The Minister for Housing says that it is determined to get the projects moving in some form. But the questions now are what delivery mechanism will be used, what will it cost and, crucially, what the delay will now be in delivery. Public procurement rules will be an issue here in finding a way forward. Sources believe that with bundle three now in trouble, the subsequent four – which are at varying stages in the process and which were set on up exactly the same basis – are also now in doubt. The Department says that these will be reviewed 'to ensure the most appropriate procurement strategies for the delivery of these homes is selected and advanced.' This would appear to indicate uncertainty about the whole PPP approach. In turn this means problems for one area of social housing delivery on which the Government and the local authorities would have been relying to help to meet targets. It also sends out some decidedly mixed messages to international investors at a time when the Government is trying to attract more of them to build here under its rental reform programme. Had the plug been pulled late last year, when the costs were clear and before a preferred bidder was appointed, then there would have been more time to reassess the best way forward. Now, however, there is a messy situation with the bidding consortium and most other players – including the National Development Finance Agency (NDFA) who helps advise on these bundles – all apparently taken unawares. The consortium has also spent significant amounts of money, including hiring staff, with a reasonable expectation that the deal would go ahead. While sources close to the consortium say they wish to find a way forward, legal action – potentially- delaying matters further must surely be a possibility if some compromise is not found. This one still has a way to run and it is difficult to see how the delivery of the planned social housing will not now be subject to serious delay.

‘This latest generation of AI could change every job': are fears of a slash and burn of white-collar roles well founded?
‘This latest generation of AI could change every job': are fears of a slash and burn of white-collar roles well founded?

Irish Times

time7 hours ago

  • Irish Times

‘This latest generation of AI could change every job': are fears of a slash and burn of white-collar roles well founded?

During Ocado's most recent earnings call, chief executive Tim Steiner said the group's advances in artificial intelligence and robotics had allowed it to fulfil online grocery shops at an ever faster pace. In 2012 it took 25 minutes of human labour to pick a 50-item order. That is now down to 10. But Ocado's technological progress means the company requires 500 fewer workers this year, after it already announced 2,300 jobs would be at risk in 2023. The UK company's move over many years to phase down human labour where feasible exemplifies workers' fears about generative AI: it may boost productivity, efficiency and profitability but it can also displace staff. Some businesses are yet to embrace the shift but many have spent more than a year experimenting and engaging in workplace pilots. READ MORE 'Companies are moving from asking, 'What is our AI strategy?' to experimenting ... implementing generative AI into processes,' says Karin Kimbrough, chief economist at LinkedIn. 'It is starting to change the landscape of work.' Now employees, bosses and policymakers are trying to decipher what exactly the benefits of generative AI look like. 'This latest generation of AI could change every job. I don't think that is too much of an exaggeration,' says Peter Cheese, chief executive of the Chartered Institute of Personnel and Development, the UK's professional body for HR and people development. 'Of course you can see examples where AI in different forms is already making a difference to their workforce, but it's still early days for many companies.' [ Job numbers in occupations exposed to AI up 94% in Ireland since 2019 Opens in new window ] It is primarily changing roles, not eliminating them, enabling humans to focus on more value-add elements of their jobs. Many employers are cutting jobs under the guise of economic and political uncertainty. But high-profile examples of AI-driven lay-offs in recent months, from technology company IBM to language learning app Duolingo, are fuelling questions about whether a slash and burn of white-collar roles is under way. The 42-year-old billionaire Dario Amodei, who runs AI developer Anthropic, has warned the technology he and peers such as OpenAI are building could wipe out half of all entry-level office jobs in the next five years. Already, graduates account for just 7 per cent of hires across the 15 biggest technology companies, with the number of new recruits down a quarter compared with 2023, according to SignalFire, a venture capital firm. 'AI is starting to get better than humans at almost all intellectual tasks, and we're going to collectively, as a society, grapple with it,' Amodei told television network CNN last month. 'AI is going to get better at what everyone does, including what I do, including what other CEOs do.' Academics, recruiters and management consultants are split on whether talk of a bloodbath is just scaremongering or a clear-eyed view of AI's potential to shake up the labour market. But even if AI is not destroying jobs at scale today, it is certainly redesigning them and changing the equation between work, output and headcount. 'No sector is immune [to the impact of AI],' says Peter Brown, a global workforce expert at PwC. 'But it is primarily changing roles, not eliminating them, enabling humans to focus on more value-add elements of their jobs.' For now, Mike Clancy, general secretary of the Prospect trade union, which represents some 160,000 members across the public and private sectors in the UK, largely agrees. He says it is important to differentiate between industries. 'If you work in air traffic control, on transmission and distribution networks, run infrastructure or manufacturing processes, you have been shifting your talents to align with new technology for years and years. AI can help, but the human aspect will have to be retained for systems resilience.' By contrast, says Clancy, 'email jobs' – those reliant on text responses, from solicitors to customer service agents – would undergo 'spectacular shorter-term change' even if there was a 'long lead time to realising the benefits'. [ Challenge of AI is to bridge the culture gap between its creators and custodians Opens in new window ] Since the launch of ChatGPT in late 2022, workplace experts have been trying to ascertain whether companies will opt to amplify their capacity by empowering staff to do more work alongside AI or seek to keep the same output while reducing hiring. Schroders is one example of the former. 'We don't see a short-term revolution and mass displacement of roles but we do anticipate these trends will drive an evolution over the next five to 10 years that will reshape workforces,' says Meagen Burnett, chief financial officer at the fund manager. Using AI to run analytics of the company's data, create reports and provide support with queries are examples of uses that could be 'transformative'. Having a more 'AI literate' workforce would make staff more productive, give them an edge and help them to deliver higher-value work, adds Burnett. Biotechnology company Moderna's recent move to combine its human resources and technology functions – opening the door to more automation – is another sign of how companies are beginning to think about workplace planning. Lots of traditional sectors are still grappling with the basics of governance and data protection policies in a world of generative AI IBM has gone further, using AI agents to take on the work of hundreds of HR staff. Klarna, the Swedish fintech, says its AI assistant now manage two-thirds of customer service queries, drastically cutting volumes handled by humans (the chief executive later admits such stark cost cuts lower quality). At Google and Meta, AI is reshaping engineering, recruiting and marketing, contributing to reorganisations and headcount cuts. Other companies are 'at the start of the journey', says James Milligan, the global head of technology at recruiter Hays. 'Lots of traditional sectors outside of tech – large private-sector companies, FTSE 250, Fortune 500 – are still grappling with some of the basics of good governance and data protection policies in a world of generative AI.' [ Can AI make my life easier? I spent a week living and working with chatbots to find out Opens in new window ] AI is already shifting the skills workers need. Those fluent in the new tools or who have experience deploying them in workplaces are being promoted, paid more and recruited aggressively. LinkedIn data shows a rise in hiring for roles including prompt engineer, head of AI and responsible AI use architect. A new PwC report, which analysed almost a billion job advertisements across six continents, found AI-skilled workers were being paid 56 per cent more in 2024 than those without knowledge of the technology, compared with 25 per cent more the previous year. It also found industries deemed 'most exposed' to AI experienced three times higher growth in revenue per employee than those considered 'least exposed'. For optimists, this is proof AI is making individual workers more valuable. 'Contrary to fears about job losses, job numbers – and wages – are growing in virtually every AI-exposed occupation, including the most highly automatable jobs,' the PwC report said. Yet there is a big question over how long this will last. PwC says AI-exposed jobs are growing more slowly (at a rate of 38 per cent) than less-exposed jobs (at 65 per cent). The number of roles such as financial analyst, legal associate or market researcher is increasing at a more sluggish pace than before. There is also a risk that workers get left behind. According to PwC, the mix of capabilities sought by employers is changing 66 per cent faster in occupations most exposed to AI, such as financial analysts, than in those least exposed, such as physical therapists. This acceleration makes it harder to keep up with demands for new skills, especially for mid-career workers who may not be AI natives, and those not working for large companies. In all analysed countries, women hold a higher share of AI-exposed jobs than men. Workers who see their responsibilities absorbed into new technologies are 'rotating towards skills generative AI can't do', says Kimbrough at LinkedIn. These individuals are 'disrupted' rather than 'displaced', she adds, meaning they are prioritising human-centric skills. Claudia Harris, chief executive of Makers, a tech talent and training platform, said 'a two-speed economy is emerging' between the companies investing in AI and those that are not. 'The dividing lines are not traditional. This is not about innovative industries versus not. This is about companies and cultures that are able to make this huge and decisive shift.' – Copyright The Financial Times Limited 2025

Wisteria-clad home with American-style luxury interiors on 14-acre estate outside Naas for €4.95m
Wisteria-clad home with American-style luxury interiors on 14-acre estate outside Naas for €4.95m

Irish Times

time7 hours ago

  • Irish Times

Wisteria-clad home with American-style luxury interiors on 14-acre estate outside Naas for €4.95m

Address : Bridlewood, Forenaughts Little, Naas, Co Kildare Price : €4,950,000 Agent : Sherry FitzGerald Country Homes Nine kilometres east of Naas , Kildare 's county town, is the Bridlewood Estate ; built about 25 years ago, it offers prospective buyers with deep pockets all the grandeur of a period pile as well as all the creature comforts of contemporary life. Constructed on lands that once belonged to the prominent Kildare family, the Wolfes of the Forenaghts Estate, the almost 14-acre estate, which contains multiple properties, was reimagined by Paul Brazil of Brazil Associates Architects. The detached six-bedroom main house extends to 715sq m (7,696sq ft) behind a wisteria-clad neo-Georgian exterior, and has an impressive B3 Ber. In addition, there is a B2-rated two-storey wellness centre/office pavilion on the estate extending to 245sq m (2,636sq ft). READ MORE There's also an older two-bedroom gate house extending to 97sq m (1,044sq ft) that formed part of the original entrance to the estate. It has an E1 Ber. Together these three properties total 1057sq m (11,377sq ft) in size. It's a whopping amount of space, and that's excluding the stable block and American-style barn. [ Wicklow cottage with picture-perfect views of the Sugar Loaf and sea for €1.695m Opens in new window ] Sittingroom Livingroom Kitchen Entrance hall and breakfast room Diningroom Conservatory Inside, the decor throughout the main house is US-influenced with all the quiet luxury hallmarks of its classic, contemporary style. You enter into a large square hall with a galleried landing above. The breakfastroom is to the left and opens through to a large dual-aspect bespoke kitchen, designed by Seabury Kitchens, that runs the depth of the property. The owners visited Carrara in Italy to select the marble slabs that would become the countertops. Off the kitchen is a family room and to its rear are the engine rooms of the home, including a cloakroom, a laundry room, a pantry and a utility room with bathroom. To its rear is a substantial games room, suitable for use as a billiards room, a home cinema or even an additional bedroom suite. To the back of the property is the formal diningroom, where the owners have often entertained guests; it has sliding pocket doors that open through to a beautifully proportioned drawingroom. Three sets of French doors lead from the drawingroom to the extensive patio which has half walls for shelter and a large outdoor fire as its focal point. It looks out on to mature woodland. Bedroom Bathroom Garden Office pavilion Garden Stables Tennis court Bridlewood House, Forenaghts Little, Naas, Co. Kildare Should you wish to enjoy port and cigars after dinner you can retire to the library on the far side of the drawingroom. An orangery at the eastern wing of the house by Vale Garden Houses has a lead roof complete with lantern roof light and fine wicker furniture. Upstairs there are six roomy bedrooms, two of which are en suite. The spacious principal suite has a walk-in wardrobe and a spa-style bathroom that includes a Jacuzzi bath overlooking the gardens. In the detached two-storey office pavilion, the ground floor offers a suite of treatments from a sauna and steam room to a Jacuzzi, shower and changing rooms. The sauna in particular gets regular usage. 'It gives you great clarity. I find you think better,' says the owner. Upstairs there are several offices including one standout space clad in limed oak panelling and fitted with custom cabinetry. The property also features a lawn tennis court and two par 3 golf holes. The grounds feature formal gardens, woodlands and parkland to ensure year-round visual interest; it also has a river running through it. The train station is 10 minutes away in Sallins, with services to Heuston and the Docklands. Johnstown is just 3.5km away with access to the M7, while Kill is 5km away. Naas offers independent boutiques and eateries to satisfy even the most discerning palette. The owner likes to dine at Vie De Chateaux. Other favourites include The Brown Bear at Two Mile House and The K Club. The property is on the market seeking €4.95 million through joint selling agents Sherry FitzGerald Country Homes and Sherry FitzGerald O'Reilly.

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