Case studies

Read below some testimonials on how the Engineers Ireland CPD Accredited Employer Standard has helped businesses and organisations.

The CPD Standard as a strategic enabler: What leading employers say

As an organisation we embraced CPD activities as an important element of our strategy and it is an essential foundation in the success of DePuy Synthes.

Gary Clerkin, World-wide Director Manufacturing Engineering, Science & Technology DEPUY SYNTHES

We embrace CPD, as it is invaluable in helping us to provide quality professional services to our citizens and visitors to ensure that our capital city is the best place to live, to work, to do business and to enjoy.

John Flanagan, City Engineer, DUBLIN CITY COUNCIL

We initially identified the Engineers Ireland CPD standard as a well-structured programme to support our talent development. We found Engineers Ireland very supportive when we were implementing the standard which is very comprehensive but can be tailored to your business requirements. The accreditation process has proven very beneficial in driving continuous improvement of our programme and ensuring its sustainability.


Achieving the Engineers Ireland CPD Accredited Employer standard allowed us an opportunity to look at ways of connecting all of our Learning & Development initiatives to increase their strategic leverage. CPD has proved a most worthwhile journey for our firm and is a process we are committed to sustaining.

Tony Horan, Group Managing Director, O’CONNOR SUTTON CRONIN

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A strong focus on more strategic CPD was needed to transition from being purely a R&D company to a much more commercially-focussed organisation. The start-up company adhered to the Engineers Ireland CPD framework to put in place all the basic required CPD systems and processes for accreditation i.e. satisfied all elements of Criterion 1 and satisfied Criteria 2-7 at minimum Level A i.e. all ‘Primary’ CPD elements.

Knowing the value of lessons learned to a new operation, the top management team then made the strategic decision to invest in their knowledge management capability, shifting from 6A to 6C, in the process. At the same time, a strategic overview of key research links with a number of Universities globally led to a gradual move from 7A to 7B. The company has excelled, winning a number of major international contracts, with exciting plans for further growth.

~ A start-up firm in the alternative energy sector

The company recognised that a new approach was required to adapt and alter the company’s business and to place an increased emphasis on international sales. A Strategic Plan was developed to scale for international growth. CPD played a fundamental part in the implementation of the strategic plan.

The organisation developed an understanding that to make the required ‘step-change’ to become an international player, new job performance behaviours would have to be clearly defined and communicated to all staff. Beginning with all basic required CPD practices (as above) the company then strategically transformed from 3A to 3C, by implementing, tracking and measuring personal development plans (PDPs) with Learning Outcomes, linked to the company’s short-term mission.  

The strategic shift, through CPD, led to several multimillion dollar contracts being won and today the organisation is prioritising building capacity from 6A to 6B.

~ A long-established engineering consultancy company

Having achieved excellence in matters of quality, cost control and compliance, this highly successful multinational manufacturer had CPD systems and practices structured to match its high-compliance requirements in a regulated sector when it first gained CPD Accreditation.

The audit report encouraged the top management team to examine the effect its all-pervasive ‘total compliance’ culture was having on Learning and Development. When they did so, they got a surprise.  Levels of quality and compliance were very high but levels of creativity and innovation were not, leading to a dearth of new products in the pipeline. The new CPD strategy for the organisation prioritised good practices in 5A, in order to balance high compliance levels with high levels of creativity.

With ‘Creativity’ firmly embedded as a required behavioural standard, the organisation’s focus is now on transforming this capability from 5A to 5C over the coming years to ensure flexibility and adaptability among engineering staff. 

~ A hi-tech manufacturer in the biomed sector