MPANI 20/21 by 4SMNI

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AC T I V E LY, P R AC T I CA LLY, W E ’ LL H E LP YO U T H R I V E AG A I N These challenging times are affecting us all in many different ways. But we’re here to reignite your plans – with expert advice and support, to help you look forward again with confidence.

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Contents

CITB NI – Investing in Training to help the future of the local construction industry....................................71 Case Study: AG – Specialists in building products celebrates 60 years........................................................72

Foreword........................................................................................07 Diane Dodds, Economy Minister

MPANI Chairman’s Report.............................................................09 Simon McDowell

MPANI Previous Chairman’s Report.............................................11 Eamon Finnegan

MPANI Regional Director’s Report...............................................13 Gordon Best, Regional Director, MPANI

76 Case Study: Whitemountain – leading construction materials group.......................................................76 Department for Infrastructure and the construction industry......................................................78 Dr Andrew Murray, DfI Deputy Secretary

Case Study: Northstone Materials – high quality construction materials and quarry products..............................80

MPA and MPANI – Better Together – Historic Affiliations.........16

Case Study: Creagh Concrete – We are Creagh..........................86

Nigel Jackson, Chief Executive, MPA

Cementing the Green Deal – a 2050 roadmap for carbon neutrality....................................................90

MPA launches UK Concrete to provide a voice for the concrete industry..........................................................................................18 Chris Leese, Director, UK Concrete

Geoscience Ireland – Cross-Border Collaboration in Global Markets..........................................................................................19 Nicola Nixon, President IMQS

Irish Concrete Federation – View from the South......................20 Gerry Farrell, Chief Executive, Irish Concrete Federation

Irish Cement

Blue Circle Island – Man-made oasis for endangered bird species.........................................................92 RSPB

Flowering Hedgerows can help save our bees,..........................94 All-Ireland Pollinator Plan

MPA wins £6.02 million BEIS Award............................................22

The average person in the UK is responsible for 5.5 tonnes of carbon dioxide emissions a year....................96

View from our Partners................................................................24 Brexit – What is in store for Northern Ireland trade? ...............30

Recognising the contribution that mineral and aggregates extraction sites can make to Biodiversity...................................98

Woodland Trust

Seamus Leheny, Policy Manager for Northern Ireland at Logistics UK

Buglife

Industry Age Profile Survey 2020................................................31

Case Study: Experiencing Issues with the availability of natural stone – Tobermore..........................100

Roadmap to Beyond Net Zero Launched....................................34 Commitment to History Key for Two New Partners..................36 TBF Group

Case Study: McQuillan’s produce coal tar solution..................104 The MPA Good Neighbour Scheme...........................................108

Case Study: Newtownabbey based RTU.....................................38 Invest NI’s Role in the Low Carbon Economy.............................40 Carson McDowell – Flash Legal Briefing.....................................41 13 Ways to Maximise your research and development tax credits.......................................................42 Momentum Group

Invest NI Assisting Business.........................................................44 Case Study: CDE – Engineering for Sustainable Mining............46 GenComm welcomes launch of HMI Report...............................48 William Orbinson QC - Minerals Planning – Challenges of the Planning System............................................................................50 Norman Emerson Group celebrates 75 Years.............................52 NILGA – Putting the Local into Government..............................54 Electricity Mis-Billing, Northern Ireland......................................56

Quinn is becoming Mannok.......................................................110 Case Study: Tracey Concrete – precast concrete solutions......114 Case Study: The Innovative Eco Green Filter Unit Rockbag from Ridgeway...............................116 Case Study: Lafarge supports Net Zero Pledge with product developments..........................................118 Community Consultation – ‘A troublesome statutory requirement or an opportunity in imperative project preparation’?.....................120 Quarryplan

Northern Excavators celebrates 50th Anniversary..................124 Releasing Quarry Bottlenecks, Boosting Output. Metso & McHale Take Three-Step Approach............................127 Quarries and the Belfast Hills Partnership................................128 Not Just for the Boys...................................................................130

Gary Simms, Renewable Partnerships

Womenstec

Kilwaughter Minerals acquires External Wall Insulation Business...............................................................58

Stop CovidNI App........................................................................132

CBI Northern Ireland – Powering a Green Recovery..................60 MPA’s ‘Vision Zero’ launched .......................................................62 Local Development Plan Update October 2020..........................64

HSENI

Hydrogen – The Route to Decarbonisation..............................133 Centre for Advanced Sustainable Energy

Application for MPANI Full Membership...................................134

Turley

Application for MPANI Affiliate Membership...........................135

New Post-Brexit Immigration Rules Announced........................66

MPANI Committees.....................................................................136

Cleaver Fulton Rankin

GSNI Minerals – Data & Skills are Central to Resource Management...............................................68

MPANI Membership List 2020....................................................137 Advertisers Index........................................................................138

Published by:

PLANT & CIVIL

SM MEDIA & EVENTS

Justin Carrigan Business Development Manager

This journal is published by ‘Plant & Civil Engineer’, a division of 4 SM (NI) Ltd, at The Old Coach House, 12 Main Street, Hillsborough, N. Ireland BT26 6AE. The publishers cannot be held responsible for any inaccuracies supplied by the contributors. All rights reserved. The contents of this publication may not be reproduced or transmitted in any form, either in part or in full, including photocopying and recording, without the written consent of the owner. Nor may any part of this publication be stored in a retrieval system of any nature without prior written consent of 4 SM (NI) Ltd.

Joel Byers Production Manager Nick Stokes Designer Eleanor Blane Accounts Manager Helen Beggs, Garfield Harrison Publishers

MPANI 20/21

MPANI 2020 is Published by: Plant & Civil Engineer, The Old Coach House, 12 Main Street, Hillsborough BT26 6AE TEL: 028 9268 8888 FAX: 028 9268 8866 Email: info@4squaremedia.net

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Foreword My Department’s report into the economic impact of the geoscience industry on the Northern Ireland economy highlighted the importance of this sector to Northern Ireland. The industry directly accounts for a total of 34,000 jobs (4.6% share of NI’s total employment), a GVA of £2.1 billion (5.8% share of total NI GVA) and 6,150 businesses (8.6% share of the total), with the quarrying and construction minerals sector directly contributing to around 64% of employment in the geoscience industry and 75% of its GVA. The Mineral Products Association played a vital role in enabling the Department to gather additional, more extensive data on quarry production and sales throughout Northern Ireland. This valuable data has been used to help local councils ensure their Local Development Plan minerals policies support and contribute to growth in their local areas. Throughout the difficulties faced by our entire economy due to Covid-19, I know that fundamental work has continued within your sector; as transport, energy, agriculture, water and housing all continue to rely upon the supply of mineral products. Moving forward, I want to maximise the participation of Northern Ireland firms in the UK Government’s stated policy of investment in core road and rail infrastructure projects. This will benefit the construction sector and hence the wider economy. The mineral products and quarrying sector has a key role to play in helping to deliver the transition to a net zero carbon economy by 2050. I welcome that MPANI is already exploring ways to move to hydrogen generation at sites with huge resources of wind and water.

Diane Dodds

Economy Minister

The construction industry uses many different types of material in large quantities so companies also have many opportunities to increase the amount of waste reused or recycled. Benefits from recycling waste include the reduction of disposal costs and carbon emissions, and complying with the latest environmental legislation. MPANI continues to work in partnership with the Health and Safety Executive NI to promote safety standards among members and promote long term sustainability. The risks in this industry are well known but work to date has made a significant impact on reducing the numbers of incidents, particularly from machinery and vehicles. There have also been significant advances regarding occupational health issues such as silicosis and the introduction of measures to protect workers’ health in the longer term. I wish everyone associated with MPANI well for the future.

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MPANI

Chairmanâ&#x20AC;&#x2122;s Report The Mineral Product Association Northern Ireland is the trade association for the aggregates, asphalt, cement, concrete, dimension stone, lime, mortar and silica sand industries. Northern Ireland needs a secure long-term supply of quarry products that enhance sustainable development and member companies manufacture and deliver 95% of the mineral products supplied to local construction and infrastructure sites. The Covid-19 pandemic has led to unprecedented and uncertain times for everyone. The economy is very unpredictable to say the least and the road to full recovery will be a unique challenge for businesses in this sector. There are still signs that the markets for mineral products remain open and potential government support for an increase in infrastructure spend over the next two years may help stimulate an economic recovery. The industry is more respected than ever, with stringent environmental and health and safety management helping to continue providing quality innovative products for Northern Ireland and further afield. There is also an excellent record of first class service delivering these essential supplies wherever and whenever required. It is important to note the Association is made up of members who are significant rural employers which in turn helps support numerous small communities across the country.

Simon McDowell Chairman, MPANI

Industry challenges will continue with Brexit changes at the end of 2020. Increases in regulation and bureaucracy are to be expected with evermore red tape likely. Hopefully all the political stakeholders can work together to make this transition as smooth as possible for business during what will be a very uncertain economic time. The Association is active and effective through the leadership of the Regional Director Gordon Best. There is a great working relationship between the MPANI and Government departments at all levels and many other Industry bodies. These relationships developed over the years keeps the Industry informed of government policy, market trends and potential changes. There are many complex regulations and the experience within the Association gives the members a great bank of knowledge to draw upon for advice from Gordon and his team.

MPANI 20/21

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Previous Chairman’s Report I believe we can all agree that the NI economy, like most economies worldwide is facing the most challenging economic conditions in our lifetime due to the Covid 19 pandemic. The uncertainty facing all business sectors is unprecedented. This is a time when the business community needs strong leadership from our political representatives in the NI Assembly and also Westminster. We are reminded that Brexit remains on the horizon, which could exacerbate the tough market conditions already facing our economy at present. While the economic outlook remains a challenge for the NI business community, the MPANI membership will have a significant role in the recovery and growth of the NI economy in the future. Our members remain committed to the supply of essential building materials that will be required for the current and future development of NI infrastructure. The MPANI will continue to highlight the priorities for the industry with Government, and the contribution to the Northern Ireland economy. The MPANI and its membership continue to be recognised as leaders of industry innovation and best practise. These include Environmental compliance, planning regulation, H&S etc. The various committee members should be commended for their continued contribution towards improving and promoting better standards throughout our industry.

Eamon Finnegan

Previous Chairman, MPANI

On behalf of all our members I’d like congratulate Simon McDowell our new Chairman and Paul Brogan Vice-Chairman. Simon and Paul have many years of experience within the mineral products industry. Both are recognised business leaders, whom I’m sure will further enhance the MPANI brand over the coming years. I would also take this opportunity to acknowledge the continued efforts and professionalism of our Regional Director Gordon Best whom has been instrumental in the continued success and growth of the organisation. Finally; despite having to postpone the launch of this year’s industry journal I would like to thank our sponsors, advertisers, and the members for their continued support, and contribution to the publication and we look forward to its release in early autumn.

MPANI 20/21

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MPANI Regional Director’s Report

Continuing to Deliver in Challenging Times

The effect it has already had on families, communities, businesses and supply chains at such speed and with such profound consequences serves to remind us that our interdependent and interconnected world, for all its strengths, remains susceptible to the unexpected and none of us can ever ‘assume supply’. This has underpinned our message to our local Government and key stakeholders for many years of the essential nature of our industry and we intend to push it even harder now and when this emergency is finally over. MPANI will continue to raise awareness of the features and benefits of essential and local mineral products and the contribution they make to the economy and our quality of life. During recent times MPANI has been working closely with our colleagues in other business organisations, with MPA nationally and with a number of Departments our Members supply materials and contracting services to, to ensure that essential supplies chains are operating effectively. Through these difficult times MPANI’s top priority has been and remains securing and delivering a ‘cash bridge’ solution to protect businesses and jobs. The Chancellor’s package of measures back in March, including the “Coronavirus Job Retention Scheme”, was welcomed by businesses in Northern Ireland and across the UK. However, as we continue to deal with the Coronavirus second wave the focus must now and continue to be on getting the conveyor belt of decision making moving and the pipeline of construction work flowing if a cliff edge drop off in work and economic activity is to be avoided.

Gordon Best

Regional Director MPANI

As we welcomed in 2020 no one could ever have imagined what lay ahead and the impact that the COVID-19 emergency was going to have on our society, our family, our work and way of life.

These are unprecedented and uncertain times and each day is bringing more news, increased uncertainty and making it increasingly difficult to operate business as usual. MPANI has been updating Members on a daily basis keeping the Industry informed and we will continue to share good information as we receive it. We continue to seek clear, concise and useful advice from the NI Executive and the UK Government to help you navigate your way through this period. We have also been engaging with accreditation and awarding bodies to ensure that members and employees are not inconvenienced due to the impact of COVID-19 particularly in cases where training, assessments and audit deadlines run out during this period of unprecedented difficulty and challenge. Away from the COVID 19 Emergency our other challenges haven’t gone away. Brexit is done with the end of the Transition Period on January 1st 2021 we continue to work with our business trade body colleagues through the NI Business Brexit Working Group to give all business here in NI some certainty on the way forward. Since the Withdrawal Agreement in 2019 and the onset of the Coronavirus Emergency the NI Business Community has continued to lead and have come together in an unprecedented way to ensure the best possible outcomes for NI ensuring unfettered access and

Andrew Moore, FP McCann and MPANI Regional Director Gordon Best with pupils from Erne Integrated College.

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equality for NI business in the UK Internal Market. As the withdrawal agreement passed through the House of Commons, then to the Lords and back to the House of Commons, the NI Business Group, in which I, on behalf of MPANI Members have played an active role, has come together with all of the NI MPs and Lords to support agreed amendments to the Bill in order to protect NI Businesses and Consumers. The Withdrawal Agreement and the NI Protocol is now a fact of life and negotiations between the UK and EU are ongoing to agree a comprehensive trade deal. From an NI Business point of view the work goes on, and indeed intensifies, to ensure that the interests and needs of the NI Economy and consumers are protected. To be prosperous NI business needs a level playing field with the rest of the UK which includes unfettered access. The integrity of NI as part of the UK internal market is critical to our economic success. The PM and the Conservative manifesto said that there would be no disadvantage to

NI and we would like that commitment from HMG and an explanation how to do that. There should be no additional costs on the NI private sector or consumer as a result of the implementation of the NI Protocol. The NI Business Group has been making it clear to HMG, MPs and Lords that friction and delays on trade either way will have huge implications for the just in time supply chain and for consumer choice and affordability. The NI ask is Derogation, Mitigation, Legislation from Government to support and protect trade and supply chains. The re-establishment of the NI Executive and Assembly was warmly welcomed by the NI Business Community. MPANI immediately sent congratulations to the new Ministers of Departments we regularly meet with. MPANI has already been in touch with the new Ministers who we will be working closely with such as Nichola Mallon, Conor Murphy, Diane Dodds and Edwin Poots.

As an Association we are known to many of the Ministers and have worked with them before. Obviously we work closer with some Departments than others. The higher priority Departments for MPANI are:

Department for Infrastructure

Department for Economy

Minister Nichola Mallon (SDLP)

Diane Dodds (DUP)

Our priorities with Nichola will be to keep her informed of our MPANI objectives:

Our priorities with Diane will be:

1. Adequate funding for the maintenance of roads, water and sewerage infrastructure. 2. A Mineral Planning review and the need for the establishment of an NI Minerals Forum. 3. Delivery of outstanding infrastructure projects like

the A5, York Street Junction and completion of the Strategic Roads Network. 4. Making a positive decision on Lough Neagh Sand extraction.

1. Working with her officials in HSENI, Invest NI, GSNI and Minerals Branch to highlight the importance of our Industry to the wider economy within the Executive.

5. Procurement processes that support responsible operators

Department for Finance Conor Murphy ( Sinn Fein ) Our priorities with Conor will be:

2. Assisting in developing an Energy Strategy for NI and securing assistance for our Industry as we transition to a low carbon and eventually zero carbon economy. 3. Setting up a NI Minerals Strategy and Forum.

Department for Agriculture Environment and Rural Affairs Edwin Poots (DUP) Our priorities with Edwin and his Department will be:

1. Ensuring adequate investment in our infrastructure. 2. Creation of multi-year budgets thus creating better planned investment. 3. The devolution of Aggregates Levy to NI and ensuring

a fair and transparent policing of the levy. 4. Centralised delivery unit for major infrastructure projects. 5. Fair, transparent and effective construction procurement process.

Earlier this year MPANI sent each Minister, each MLA, each Permanent Secretary and each local Councillor a copy of our MPANI Priorities 2020-2030 document which I hope you have all read with interest. You will see within the priorities paper our commitment as an Industry to do our bit to achieve zero carbon emissions by 2050. This is by no means an easy task but one that the Mineral Products Industry must commit to as we take this energy transition journey. Given the clear evidence from around the world, but mainly in the polar and equatorial regions, showing the impact of climate change the argument for doing nothing has long since passed. The ever-increasing speed of change

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1. Better awareness from his officials within NIEA about our Industry and the needs of our Industry particularly ensuring speedy responses as a consultee to planning applications, developing strong relationships and compliance support in

regards to air emissions, water management, biodiversity and responsible sourcing. Promoting our â&#x20AC;&#x153;Good Neighbour Schemeâ&#x20AC;?. 2. Working to protect our supply of materials to the Farming and Agriculture.

of technology means we are at the beginning of a new Industrial Revolution driven by energy transition that will undoubtedly transform many traditional industries such as minerals and the manufacture of construction materials. The technology is now available and developing that will mean many industrial operations, including quarrying, can become energy independent and carbon neutral by using renewable wind not only to power its day time operations but then to use the wind energy at night to manufacture and store its own hydrogen energy by having an electrolyser on site. This on site produced energy can then be used to not only fuel other on site operations and mobile

plant but also any transport fleet used to supply materials to customers. To those of you who are understandably sceptical I would say this, given the growing momentum of the calls for climate emergency and a zero carbon future from Governments, Local Councils, many renowned scientists and our young people, to ignore and not take this energy transition journey will leave you behind and potentially out of business. Looking back on the Associations activities during 2019 it certainly was a very busy year all round for MPANI and our Committees. Our Health and Safety Committee focus was very much on the â&#x20AC;&#x153;fatal 6â&#x20AC;? and a number of local Committee members played an active role in the fatal 6 working groups. The outcomes from these working groups have been impressive with the development of guidance for members such as LOTOTO for best practice in lock off and isolation, Guidance booklet on Vehicle & Pedestrian Management and Guidance on Machinery Guarding. Across the UK and NI our work in keeping the public safe around cold water has continued through our annual Stay Safe campaign. Impressive collaborative work among our Member Companies has been done on Mental Health and on Managing Dust. MPANI has also made significant progress on Planning through our work with all 11 Local Councils as part of Local Development Plan process. The coming together of local members with local council planners during our meeting to discuss the Draft Plan Strategies has created a greater understanding and the need for a joined up approach and partnership to ensure that locally we have the materials safeguarding, local supply and demand information to ensure as a local economy we have the resources we need to develop and maintain our infrastructure in the future. Our product groups in Concrete and Highway Maintenance have been very busy also. Our Concrete Development Group continued its work to ensure all suppliers in Northern Ireland are quality assured and we continue to push customers and clients to monitor the quality assurance of the construction materials they purchase. The MPANI Concrete Development Group, in partnership with the Concrete Society and MPQC held a number of training events throughout the year. We continued to promote concrete and masonry construction through our attendance at the annual Building Control Fire Safety Conference and by promoting the excellent information resources availability through MPA Concrete Centre. An important promotional resource will be the new UK Concrete Group and already its presence and influence in the Industry and on social media is being recognised and being seen as a challenge to our Industry competitors particularly timber. Our Highway Maintenance and Construction Group again worked closely together through our MPANI/ DfI safety group and a number of social media initiatives to ensure road worker and road user safety. Throughout the year we worked closely with DfI Roads and Rivers officials to ensure adequate funding and delivery of road maintenance activities across Northern Ireland. Our Lough Neagh Sand Traders continued their work to ensure a positive resolution to long term viability of sand extraction from Lough

Neagh. Good news was received in September when DfI Infrastructure Minister, Nichola Mallon, give her notice of opinion to give planning permission for future sand extraction, all be it under strict planning conditions, and and dependent on a successful section 76 agreement. I am sure we all agree the most important resource we have is our people. However, those great people are getting older and we need to replace them at some stage. MPANI through our work with CITB, IAT, IoQ, Concrete Society and CIHT has and will continue to pull our resources together to promote careers in our great Industry for young people with the right attitude and work ethic. In late 2019 and early 2020 we were again out and about speaking with Students in Years 10,11 and 12 students about the importance of our industry and the great careers within it. We will hopefully resume this important work in 2021 when the COVID 19 emergency is over. MPANI also carried out our 3rd age profiling of the industry that again highlights the continuing challenges or recruiting young people and more women into the Industry. Finally may I thank Diane Dodds, Economy Minister, and her officials, for agreeing and taking time to write our Journals Foreword. We are greatly honoured and thankful to her for taking the time in what must be a very busy schedule. I also wish to pass on my, and our Members, thanks to our outgoing Chairman, Eamon Finnegan. Eamon, not just during his 2-year Chairmanship, but also over these past few years as a Member of our Executive Committee, has always been a wise counsel, a great leader for MPANI and a pleasure to work with and I wish him good health and future success with Breedon. It also gives me great pleasure to congratulate Simon McDowell, Kilwaughter Minerals, on his appointment as MPANI Chairman for the next 2 years and indeed to Paul Brogan, Director at McQuillan Companies as he takes up his role as Vice Chairman of the MPANI and our leadership team. May I wish you all well over the coming months and for 2021 and reassure you that MPANI will continue to work as hard as we can to ensure that our Industry sustains itself and works safely through what are unprecedented times creating significant challenges for everyone.

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Better together Nigel Jackson

Chief Executive, Mineral Products Association

MPA and MPA Northern Ireland continue to build on their historic affiliation which has endured and strengthened since MPA was formed in 2009. With a growing membership of over 530 companies, the Mineral Products Association (MPA) has established itself as the sectoral voice of the UK mineral products and quarrying industry representing 11 international businesses and 520 independent SMEs. This cohort of common interests relies on close working relationships with MPA’s affiliated members in MPA Northern Ireland, MPA Scotland, British Precast, the British Association of Reinforcement, the British Calcium Carbonates Federation, Eurobitume UK and UK Quality Ash Association. Representing well over 90% of the sector, the MPA family is able to lead and influence in an increasingly complex operating environment where issues intertwine and need holistic solutions. The introduction of the MPA Charter in 2017, aimed at ‘Driving Change, Raising Standards & Improving Perceptions’, has been a major advance for the sector. It is focussed on the 7 Strategic Priorities of Health & Safety, People, Resource Use, Climate Change & Energy, Natural Environment, Built Environment and Communicating Industry Value. These priorities are accompanied by 27 key objectives and measurable targets to help the industry demonstrate progress. A strength of the MPA model is the union of thinking and dialogue which enables a common approach to the strategic priorities to be taken whilst accommodating local approaches within the devolved administrations. Key issues require a common and coordinated response if the industry is to be recognised as being coherent, competent and contemporary. As a sector with an annual turnover of £18Bn to the UK economy each year with a GVA of £6.8Bn, employing 74,000 people directly and supporting 3.5m in the supply chain, the construction industry’s biggest supplier, it is important that we are well organised, engaged and delivering. As we improve our understanding of the importance of our sector we have to communicate that message effectively to key stakeholders using conventional publications, advocacy and, increasingly, social media which has proved to be a very effective

MPA STRATRGIC PRIORITES & OBJECTIVES The following 7 Strategic Priorities will underpin the achievement of the Vision for 2025

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medium for a very visual and varied industry and a powerful means to share best practices within and beyond the industry and the UK. Ensuring that we are evidence-based and able to provide reliable, quality data and information covering all of our key issues is vital. Passionate assertion has a role to play in ‘catching attention’, but without hard evidence there is no opportunity to significantly influence public policy. There is evidence to suggest that the role and importance of the sector is being recognised, with clear acceptance by Government during the height of the Covid pandemic that the industry is ‘essential’ and should continue to operate provided it was safe to do so. To the industry’s enormous credit, new Covid Secure guidance was developed by MPA’s Health & Safety committee and rolled out in the Spring and activity has now returned to at or around 80% of pre-Covid levels. A great collective effort. Notwithstanding support from Government during the Covid crisis, valuable industry talent will be lost during 2020, making the job of educating stakeholders even harder. Equally, loss of expertise within and across the face of Government and its agencies makes it harder to retain focus on domestic political issues such as climate change, access to resources and delivery of housing and infrastructure. MPA and its affiliates will continue to produce the evidence on the industry’s sustainability performance, particularly on carbon reduction, resource efficiency and recycling and biodiversity, all of which are world class. We will also hold Government to account as too often they restate old commitments and announce investment which has already been announced. MPA set out its ambitions for 2025 in its new Charter to shape how the industry wants to be perceived and to do justice to a great industry which needs to be attractive to the brightest and best of the current and next generation of young people looking to invest their careers. We are living in an era where skills shortages are becoming increasingly evident and the presumption for far too many school, college and university

leavers is that all work is indoors and electronically based! This is an increasingly important agenda which affects all members to some degree across the UK. As the largest production industry in the UK, involving ‘all the talents’ and ‘all the sciences’ we have so much to offer. Being ubiquitous, local, and covering so many disciplines, how can we not be attractive? That said, we have been ineffective in communicating the opportunities we offer and that has to change. We are in competition with the digital industries and with 80% of the economy being ‘services’ the challenge is immense. We need to spruce up our ideas and raise our game if we are to thrive in such a competitive environment.

As MPA has grown it has developed a clear and shared agenda to protect its members’ interests with an unambiguous, aligned and stronger voice. MPA Northern Ireland is a valued, dynamic and active player in the MPA family and the views of its members add real value to the development of the industry and its relationships with key stakeholders. The union we are privileged to work with reflects the inherent diversity of its membership which, when harnessed for the common good, is a powerful force. MPA Northern Ireland is living proof that it is possible to balance local needs whilst making a significant contribution to UK issues. Long may this continue!

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ENERGY RENEWABLES NUCLEAR POWER UK CONCRETE IS TRANSPORT ROADS RAILWAYS AIRPORTS INFRASTRUCTURE TUNNELS FACTORIES BRIDGES PIPELINES SCHOOLS SAFETY BARRIERS OFFICES HOMES ROOFS FLOORS WALLS HEALTH CLEAN WATER HOSPITALS RESERVOIRS

MPA

Launches UK Concrete to provide a voice for concrete industry Chris Leese

Director, UK Concrete

The Mineral Products Association (MPA) has launched UK Concrete, a new public and political advocacy vehicle for the UK’s concrete industry. UK Concrete’s principle aim is to proactively engage with political stakeholders and public bodies and promote the advantages of building in concrete and the vital role the material plays in our everyday lives. Chris Leese, former Vice President at CEMEX UK has been appointed as director of UK Concrete and will be responsible for rolling out the organisation’s programme to convey concrete’s benefits to a wider audience. He commented: “Concrete is essential for our economy and our way of life, now and in the future. New homes, schools, hospitals, workplaces, roads and railways, as well as the infrastructure that provides us with clean water, sanitation and low-carbon energy, all depend on concrete and create the demand for it. “It is time for the features and benefits of concrete to be recognised and valued together with the commitments the industry is making to support the transition to a net zero carbon society by 2050. Part of our new role will be to highlight the progress the industry is already making to lower concrete’s carbon footprint, through the development of materials that allow us to build faster and more cost effectively, and showcasing the benefits of using concrete for a sustainable built environment throughout the UK.

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“It is therefore critical that we engage constructively with policy makers and influential stakeholders to promote the advantages of choosing concrete, including strengthening the resilience of our housing and infrastructure against fire, flooding and other threats.” Over 95 per cent of UK concrete, both ready mixed and precast, is produced domestically from around 1,000 sites nationwide, with over 90 million tonnes consumed in a typical year. The concrete sector is a key part of a combined mineral products industry, which contributes around £18bn to the UK’s GDP and directly employs 74,000 people, supporting a further 3.5m jobs. This is UK Concrete

To find out more, please visit www.thisisukconcrete.co.uk

UK concrete is essential, sustainable, protecting people, innovating, helping to tackle climate change and enabling great design

Geoscience Ireland

Cross-Border Collaboration in Global Markets Sean Finlay

Director Geoscience Ireland

The Geoscience Ireland (GI) business cluster comprises 40 companies which collaborate in winning work in overseas markets. The expertise of the companies is representative of where ‘geoscience’ fits the value chains of natural resource exploration and development, civil infrastructure and environmental engineering projects including water and energy. GI companies collaborate with Northern Ireland companies regularly on a diverse range of projects including road and port engineering, water modelling, well drilling, energy storage investigation and mineral exploration (several GI companies have supplied services to the proposed Dalradian gold mine in Co Tyrone). Furthermore, demonstrating the successful completion of commercial projects for NI clients has proven to be an important springboard to access the wider-British market and several ROI-NI joint-venture tenders have been won in Scotland and North England. The Northern Ireland market remains an important location for GI and several of its members have offices or sites there including ByrneLooby and Gavin & Doherty Geosolutions and contractors including Trench Control and Meehan Drilling. CDE Global - a leading wet processing equipment company - became GI’s first Northern Ireland member in 2019.

Collaboration is critical in assisting SMEs from the island of Ireland in accessing new opportunities abroad. Key GI stakeholders include State actors such as Geological Survey Ireland, Enterprise Ireland and the Departments of Foreign Affairs & Trade and Business, Enterprise and Innovation; its collaboration with foreign state agencies has proven to be an effective tool in sustaining its footprint in new markets. Northern Ireland has been a key collaborator at major mining and quarrying events overseas including the Prospectors & Developers Association of Canada’s (PDAC) annual convention in Toronto and the Mining Show in Dubai. Since 2016, GI has collaborated with Invest Northern Ireland (INI) at PDAC and has hosted some of its companies namely CDE Global (Co Tyrone) and Sensoteq (Belfast) at the annual ‘Ireland - Open for Business’ forum; in 2020, CDE participated at the Ireland ‘Industry and Innovation’ pavilion and joined PW Group, BRG and the Irish Centre for Research in Applied Geosciences (iCRAG). Geological Survey Northern Ireland has maintained a presence at the show for over 20 years; GSNI collaborates on several initiatives with Geological Survey Ireland - and the wider-Irish geoscience community - including the TELLUS surveying programme. GI and its members have participated at the Dubai Mining Show (which is co-located with the Quarrying Show) for several years and some of its members have office in the Gulf region including ByrneLooby. In 2019, GI partnered with INI and operated at the INI pavilion alongside Edge Innovate, McCloskey, Powerscreen and Sandvik while CDE Global and Mincon took individual booths and delivered expert presentations at the conference. The all-island approach to geoscience will continue in to the future from both the enterprise and R&D perspectives; as restraints imposed by way of the COVID 19 bring fresh challenges to the economic landscape, collaboration and information sharing are as critical as ever.

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Irish Concrete Federation

View from the South Gerry Farrell

Chief Executive, Irish Concrete Federation

I would like to thank the Mineral Products Association of Northern Ireland MPA(NI) yet again for the opportunity to its Industry Journal 2020/21, a publication which I know will be widely read in the industry throughout Ireland and beyond. In particular, I would like to take this opportunity to thank the MPA(NI) Regional Director, Gordon Best and his colleague Fiona Taggart for their ever present support to the Irish Concrete Federation (ICF) from ‘across the border’ on the many areas of mutual interest which our two associations tackle on a daily basis. In this contribution, Gordon has asked me to give the industry view on developments in the sector and update readers on some of the key issues with which the ICF has engaged over the past year. The adage of “a week is a long time in politics” comes to mind when trying to encapsulate the last six months in our industry and indeed, our country. Similarly, I am sure that many of the contributors to this year’s Journal may well have had to redraft their original contributions based on the events of recent months. I recall that on March 12th, ICF was holding a regional meeting of members when the news emerged that the government had decided to close all schools in the country due to the emerging threat of coronavirus. I think it is fair to say that none among the attendance at that meeting had the slightest idea of the tsunami that lay ahead for all of us in our personal and business lives. At this stage there is little point in repeating what we already know. However, it seems to me that the virus was at the very least, a not so gentle reminder that we are all human and perhaps not as indestructible we sometimes might believe we are. The nature of the pandemic once again illustrates that the world is indeed a small place whereby a virus emerged in provincial China could effectively bring society and business to a halt on our shores. We certainly can never be as certain again of what awaits us in the years to come. However, in the midst of a crisis we often learn a lot about ourselves and what we can achieve. I would like to articulate just two key

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outcomes borne from recent events which are relevant to our industry and which will not make the headlines in media commentary. The first is that if we ever needed proof that our industry plays a vital role in modern society, we got it ‘in spades’ during the coronavirus crisis. While we have often claimed that our industry is essential, the crisis clearly demonstrated this reality to the greater general public as many in our industry were called upon, with the support of suppliers, employees and customers to supply essential works to meet vital societal needs while most of society and business was shut down. The second point or ‘takeaway’ from the crisis and an issue close to my heart, is the reaffirmation of the fact that a crisis, whatever its nature, underlines the true value and benefits to business of their membership organizations, like the ICF and MPA(NI). Early in my career, I was involved in a number of crises within the food sector and learned very early that the need for accurate and timely information communicated effectively is at its greatest in these times. I am sure that Gordon and Fiona and hopefully the members of both our respective organizations will agree that companies in our industry were well served by their representative bodies when the need was greatest. In addition, ICF greatly valued the assistance MPA(NI) and also MPA (UK) for their willingness to share expertise and information with us as the industry battled with the challenges presented by coronavirus. I hope that ICF reciprocated this generosity providing some benefit for all concerned. With the memory of the recession of a decade ago still vivid, it is understandable that our industry held great fears on the likelihood of a similar type collapse in demand arising from COVID-19. To date this has thankfully proven not been the case as, the seven-week shutdown period aside, demand for quarry-based products has been strong

throughout the summer. While it is still too early to say what the longer term holds, we are thankful that our sector is not suffering the same fate as those in the hospitality and tourism sector whose livelihoods have been severely threatened. At time of writing, 2021 is still some way off and while the future is uncertain there is no doubt that the traditional resilience of our industry will carry us through whatever lies ahead. While COVID-19 has undoubtedly shaped our working lives for the past half-year, the crisis does not mean that other important issues for our industry have magically disappeared. As ever, health and safety remains a priority for the ICF and our vibrant safety committee has ensured that our members are kept fully up to date with best practice in safety from quarrying to precast concrete manufacturing. Our relationship with the Health and Safety Authority has proven to be of great assistance in ‘raising the bar’ in the industry and we look forward to building further on the many joint activities which we held in the past with the authority. I have already mentioned the essential nature of our business coming to the fore during the coronavirus pandemic. However, there is a pressing need for government and indeed society to recognise the essential need for access to raw materials. Late last year, ICF published “Essential Aggregates - Providing for Ireland’s Future to 2040” which was launched by the Minister for Natural Resources, Sean Canney. This publication calls for a national aggregates policy to identify and protect our strategic natural resources of aggregates and to enable their use in a sustainable manner. “Essential Aggregates - Providing for Ireland’s Future to 2040” mirrors similar publications by representative bodies throughout Europe, including the MPA. ICF will fully engage with our new government to achieve the objectives of this publication and its recommendations enacted. Industry itself has a role to play in meeting its environmental and social obligations. Similarly, the regulatory enforcement and procurement functions of the state must ensure that only authorised operators supply the marketplace.

commenced a major advertising campaign on social media featuring our videos which was targeted at young home builders and home purchasers. I am happy to report that there was an overwhelmingly positive response to our videos on social media and we look forward to resuming our advertising campaign once coronavirus passes. Notwithstanding the many positive benefits which concrete and other products produced by our industry bring to society, there is little doubt that our industry will be called upon to articulate and defend the role our industry plays in the context of discussions and decision making related to climate change. This will present a challenge as quite often facts are dispensable in the search for easy and short-term answers to complex and long-term issues. Our industry must harness the data and information which has been developed globally to ensure that all stakeholders fully grasp the critical role of concrete products for future sustainable development and in particular, importance of life-cycle analysis in evaluating impacts. I look forward to working with organisations such as the Mineral Product Association and the Global Cement and Concrete Association, both of which have developed comprehensive data in this area which can easily be adapted for use at national and local level. It would be remiss of me not to mention Brexit. Who would have thought a mere six months ago that Brexit would be relegated down the list of priorities to the extent it has due to more immediate and pressing challenges? I will simply say that I sincerely hope that all those involved in negotiations on both sides work hard to achieve a trade agreement which works for all and protects the personal and trading relationships on which so many of us depend both directly and indirectly. In conclusion, I would like to congratulate all involved in producing this Industry Journal for 2020/21 and to wish all readers a safe and prosperous remainder of 2020 as we meet and overcome ongoing challenges and look forward to brighter times ahead.

I am happy to report that during 2019, our marketing committee, otherwise known as the Concrete Development Group, embarked on a major promotional campaign for concrete-built homes. If you visit the ‘concrete built’ website you will see a series of highly attractive videos featuring self-builders and home purchasers offering their reasons for building or purchasing their concrete-built homes. Similarly, ICF has developed a series of videos highlighting the many intrinsic benefits of concrete and how they can be harnessed to improve the quality of life of homeowners. We were delighted to work with Lisa O’Brien, formerly of RTE’s “Room to Improve” TV series in producing these videos which were well received by our members. In December, we

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MPA wins £6.02 million BEIS award for ground-breaking fuel switching decarbonisation demonstration projects The Department for Business, Energy and Industrial Strategy (BEIS) has awarded the Mineral Products Association (MPA) £6.02 million for ground-breaking demonstrations of hydrogen and plasma technology. The project will demonstrate the potential of these technologies to reduce carbon emissions through fuel switching from fossil fuels in cement and lime production. The cement trials will take place at sites operated by Tarmac and Hanson Cement. The cement production trial comprises two demonstrations, one of electrical plasma energy and biomass fuel and the other of hydrogen and biomass energy. The UK lime production trials will take place at a site operated by Tarmac - demonstrating the applicability of hydrogen as an alternative to natural gas for lime manufacturing. Both projects will see their results shared to their wider industries and supply chains, to spread the benefit to UK and global industry, and maximise the environmental benefit of the technology. The MPA projects are forecast to be completed by the end of March 2021. MINISTER FOR BUSINESS, ENERGY AND CLEAN GROWTH, KWASI KWARTENG, SAID: “Reducing emissions from homes and industry is a key part of our work to eliminate our contribution to climate change by 2050. “This innovative project by MPA and its members is an exciting development and could make a significant impact on our net zero ambitions.”

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NIGEL JACKSON, MPA CHIEF EXECUTIVE, SAID: “This important award demonstrates MPA members’ commitment to collaborative research and innovation to meet the industry’s climate change objectives. We are proud to be able to facilitate this collaboration between our members and Government and it’s the latest example of our ongoing efforts to deliver our contribution to tackling climate change.” DR RICHARD LEESE, DIRECTOR - INDUSTRIAL POLICY, ENERGY AND CLIMATE CHANGE SAID: “This fuel switching research is truly groundbreaking for the cement and lime industries. Our members have made huge strides in reducing carbon emissions by using waste derived and biomass fuels, and this research will be a cutting-edge demonstration of how it could be possible to operate cement and lime kilns with a ‘net zero’ fuel mix. This could be a significant step change in emissions reduction with global deployment potential.” MIKE EBERLIN, MANAGING DIRECTOR OF TARMAC’S CEMENT & LIME BUSINESS SAID: “Securing this funding is an extremely positive step for our industry as we support the UK’s ambition of achieving net-zero carbon emissions by 2050.

Collaborative working and embracing innovative technologies are key in our collective efforts to create a lower carbon, resilient built environment and we’re proud to be involved in such an important project which will help inform industry and Government strategic plans on decarbonisation.” HANSON UK CEO SIMON WILLIS SAID: “We are delighted to be playing a leading role in this collaborative research project as part of our sector’s approach to find more sustainable manufacturing processes. “Cutting carbon emissions is a key priority for us at Hanson and our parent company Heidelberg Cement Group is the first in the industry to commit to producing carbon-neutral concrete by 2050 at the latest. “These BEIS-funded research projects could represent a significant step change in supporting the UK government’s sustainable development goals as it responds to climate change.” These demonstration projects follow a BEIS-funded feasibility study in 2019 which found that a combination of 70% biomass, 20% hydrogen and 10% plasma energy could be used to eliminate fossil fuel CO? emissions from cement manufacturing. The aim now is to test that theory.

CEMENT: STATE OF THE ART FUEL MIX FOR UK CEMENT PRODUCTION TO TEST THE PATH FOR ‘NET ZERO’: A TECHNICAL, ENVIRONMENTAL AND SAFETY DEMONSTRATION.

Cement manufacture is a fuel and electricity intensive process that requires high temperatures (in excess of 1450ºC) to heat raw materials of limestone and clay. After heating, the raw material becomes molten and is then cooled to produce an intermediate product, clinker, which is then ground with other additives such as gypsum to produce cement. UK cement manufacturers have already invested millions of pounds in fuel switching from coal and petcoke to the use of waste biomass and waste part biomass fuels. However, 83% of the thermal input required to manufacture clinker still arises from fossil energy (whether virgin fossil fuels or waste from non-biomass origin) and there are CO2 emissions associated with this. The key issues to be addressed in study for each fuel switching option for cement are: PLASMA: • Power supply requirements • Cement kiln specific prototype plasma torch design • Composition and choice of plasma gases • Thermal stress tests of plasma torch electrodes • Optimised location of the plasma burners HYDROGEN: • Hydrogen delivery system to the kiln burner

If successfully demonstrated to be technically and financially viable, this world first of a kind fuel switching could yield emissions savings of as much as 2 million tonnes of carbon dioxide per year at 2018 production rates, if fully implemented across the UK cement industry. This is equivalent to the annual CO2 emissions from 266,000 households and equates to 0.6% of 2018 UK greenhouse gas emissions. This fuel switching option could be implemented flexibly which would enable plants to respond to changing costs and availabilities of electricity, biomass fuels and hydrogen gas. For example, because cement production is a 24hr operation plasma energy could be used at times of low power demand or when there is an excess of renewable generation on the grid. The study will inform the hydrogen and electricity infrastructure needs for industrial fuel switching in the UK which is vital to the Government’s strategic plans on decarbonisation. Results of the trials will be shared with all cement manufacturers, their parent companies and cement plant and equipment suppliers. As such the project has the advantage of full disclosure and the potential opportunity to benefit the UK and the global cement industry and bring large scale environmental benefit.

LIME: ALTERNATIVES TO NATURAL GAS FOR HIGH CALCIUM LIME MANUFACTURING: HYDROGEN This project aims to use of hydrogen as an alternative fuel for high calcium lime manufacturing. Natural gas systems are well established in the lime sector, both in terms of supply and process design and management. Alternative gas feeds will need to be considered not only for the possible impact on product quality, but also on operational processes, process engineering, health and safety, environmental management and workforce skills and competencies. All lime is manufactured through high temperature kiln processes whereby calcium carbonate – from limestones or chalk - is heated to drive off carbon dioxide. This chemical reaction occurs at about 1,000ºC and is known as calcination. The residence time of the stone in a kiln varies depending on the type of kiln and type of final product required but can be anything between six hours and two days. In the UK, high purity limes are required to service diverse markets, such as in mortars and renders, iron and steel manufacturing, soil stabilisation, emissions control, water and wastewater treatment, and pharmaceuticals and cosmetics. To meet the demands of these markets, UK lime is manufactured from high purity limestone. Natural gas is the preferred fuel as it introduces few impurities and is readily available through the gas transmission system. It also has lower carbon emissions when compared to solid fuel alternatives such as coal or lignite. There are currently no examples of replacement gaseous fuels for natural gas that would ensure the quality of the high calcium lime product required in the UK.

• Hydrogen compatible prototype burner design/modifications • Empirical observation of flame radiation performance • Assessment of the potential for kiln start up on hydrogen • Clinker formation evaluation. • Whole life CO2 assessment of hydrogen use in cement manufacture • Biomass • Optimised biomass fuel design • Assessment of availability and supply constraints to widely deploy the • Biomass fuel • Main burner prototype design and optimisation • Assessment of flame characteristics, velocities, recirculation and burnout GENERAL: • Scale up potential • Emissions impact • Deployment potential

KEY CHALLENGES TO BE ADDRESSED TO CONVERT LIME KILNS TO HYDROGEN INCLUDE: Gas density/calorific value, combustion stoichiometry, and flame speed and temperature and the impact on kiln performance and product quality. NOx, other emissions to air and exhaust gas moisture content, including the formation of emission products in the kiln, and the impact on emissions control systems. The long-term embrittlement and degradation of materials in kiln systems, including damage to refractories. By delivering projects through the British Lime Association (BLA), the project outcomes can be shared widely across the sector. The BLA is part of the Mineral Products Association and a member of the European Lime Association (EuLA) and the International Lime Association (ILA) ensuring that UK technologies and best practice will have the widest possible reach.

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Eddie Weir

PCIAT President, Chartered Institute of Architectural Technologists

CIAT is a dynamic, forward-thinking and inclusive global membership qualifying body for Architectural Technology and as such we are tackling some very real challenges at this present time; some of which affect the discipline, some the industry and others within society in the UK and globally. Some of these challenges are daunting – who would have thought a pandemic would change the way we work and think in 2020? Alongside the implications of COVID-19, there is the climate change emergency. We are responding now by working with our members, their clients, fellow professionals and all other stakeholders. This is an issue that cannot be put aside for another day. It is real and we have a duty to respond in collaboration with our clients and all stakeholders in an effective way. As Chartered Architectural Technologists, we are best positioned to delivering a greener and sustainable environment by examining how structures are performing and how they shape the community that we live in. Another major challenge for our industry is the Building a Safer Future programme of action and the Building Safety Bill. Dame Judith Hackett who has been leading this work, has made it clear that she expects the industry to be responding now. We have been involved with much of this work in England and in Scotland working with fellow professions and directly with Government. Architectural Technology is a critical discipline to make this work effective and real, and one of our main skills is ensuring the link between the design and construction process does not fail.

The built environment plays a crucial role in how people understand and value the world around them and the essential pivotal discipline of Architectural Technology is at the centre of this. Working in collaboration is essential to ensure that we achieve solutions to these challenges. An important example is ensuring a strong working relationship between the built environment sector and the wider business community, most particularly here in Northern Ireland. Returning to COVID-19, I have seen firsthand how this has affected our membership, as professionals working in Architectural Technology. It has brought good and bad challenges in equal measures. It has allowed us to reflect on our environments at home and at work, it has made us think how actions we take affect not only our local community but the whole of society and what we took for granted are privileges to be cherished and appreciated. We have raised to the challenges of projects being put on hold or cancelled and maintained health and safety to achieve completed works and taken new enquiries for home remodeling and fresh new briefs All in all, it is a great time to be a Chartered Architectural Technologist!

Clive Bradberry

(Outgoing) Chair, Northern Ireland Regional Committee Chartered Institution of Highways and Transportation

I don’t know about you, but the COVID-19 pandemic has given me pause for thought and made me reflect on what I value most at this point in my life. This global event will have affected all of us differently in both our working and personal lives: possibly permanently adjusting the lens through which we view the rest of society around us. At the vanguard has been the NHS and those caring for the vulnerable in the community; obvious heroes stepping into the line of fire to protect as many of us as they possibly could. As some of us stayed at home cocooned in a virtual world, many others were required to venture out and ply their trades to ensure we could continue to live our comfortable lives. Whilst the Commuter may have retreated, our transport and logistical networks were never more needed to deliver goods and services, often directly to our door. Essential Workers, among the least rewarded of our workforce, gained newfound recognition for their role in maintaining the standards of living we have come to enjoy. They in turn often rely heavily on our public transport networks to enable them to attend their place of work. So, as the commuter traffic dwindled to a trickle, our streets became more tranquil, air quality improved and nature become audible, we found ourselves glimpsing at what a green revolution could look like. Voices for Active Travel, for modal shift, no longer lost in the cacophony of thousands of rush hour vehicles, could now be heard by

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those with the power to influence change. But how do we seize this opportunity, how can we turn this current medieval, plague nightmare into a modern, healthy reality? Well, like any anybody with a problem, first you must recognise it and then you must want to affect a change. Change is frightening, it is the loss of what we know, to be replaced by something new, untested, possibly untrusted. But whilst change may bring loss, it also brings opportunity. We need a vison. Something the majority can sign up to. A vision to show us the positive and a plan to combat the negative. The vision, if it is to be realised, will need to be supported by investment. We have the capability. We have the free thinkers who can visualise, we have the engineers who can translate concepts into plans and those plans into reality, and we have the operators who can keep it all working day after day. What they all need is the support to make it happen. We have been afforded a view of the future, not through endeavour but through misfortune. Together, we can turn today’s negative into tomorrow’s positive. Let’s refocus those lenses.

Nicola Nixon

President Irish Mining and Quarrying Society

As President of the Irish Mining and Quarrying Society I am honoured to be writing this note for the MPANI Journal. It is an Office I am privileged to hold, and I look forward to the continued collaboration of both our organisations. We have had a productive and busy two years since our last article. In September a small delegation from the council went to Helsinki to pitch Dublin as the host city for the European Federation of Explosive Engineers World Conference 2023 and were successful in their endeavours. In November Minister for State Damien English launched the Geo Drilling Apprenticeship. This is a two year level 6 Apprenticeship which will be delivered by Institute of Technology, Carlow. It is sponsored by Geoscience Ireland and the IMQS were delighted to be involved from the beginning and we wish all the 1st year students the best of luck.

years Ireland has ranked in the top 10 in PPI with Irelands overall ranking moving from 19th to 7th position in 2019. This is a very encouraging sign for the minerals, quarrying and mining sectors.

The IMQS host annual conferences on relevant topics to the industry. This year for example we held the ‘Mining Ireland Conference 2019’ which was a sell-out event and our keynote address was provided by Minister for Natural Resources Sean Canney. The IMQS was a supporting Partner for the European Mining Convention held in Dublin in December.

Two years ago, we were all consumed with Brexit and how it would affect our industry now unfortunately we have to consider Covid19 and the detrimental long-lasting effect it will have. With share prices falling and the requirement for minerals on a decrease, it is important that we work together and keep in mind the smaller companies, both North and South, that may struggle to remain afloat in these uncertain times.

Our 2019 field trips were to CDE Global and Dalradian Gold, your Northern Ireland neighbours. Both field trips had full attendance, this shows the interest within the industry to learn, explore and network. These two trips were to IMQS corporate members, CDE Global & Dalradian, both were happy to open their doors and share their knowledge. It is important that we work together as an industry and strive to inform the public that responsible exploration, mining and quarrying are a necessity if the industry within Ireland as a whole is to continue developing. Today, Ireland has an international reputation for mining in a responsible manner in regard to both the environment and safety, and it is highly regarded as an attractive destination for mining investment and for positive government policy. The Fraser Institute recently ranked Ireland 2nd in its Policy Perception Index (PPI) in their Annual Review of mining companies 2019. In the last 8

Since our last entry Brexit has become a reality and the Northern Ireland assembly has been re-convened, with Northern Ireland to stay within the EU single market for goods and to continue to follow EU rules on agriculture and manufactured goods. Northern Ireland had no ministers throughout the Brexit negotiations, but the assembly recognises all parties must work together to obtain the best outcome for Northern Ireland.

We have been very fortunate with our members, with over 300 members and our corporate membership doubling from our last article. Our members are companies and individuals from all sectors of the Quarrying, Mining and Construction from the entire island of Ireland. Our council members represent all aspects of the sectors. As a female from the mining sector holding the office of President of the Irish Mining and Quarrying Society it is important to me to promote diversity within the industry and educate the younger generations, both male and female of the opportunities that are available to them in a variety of positions within our interesting, sustainable and growing industry. To finish I would like to congratulate MPANI on their rebranding and transition from QPANI to MPA Northern Ireland, a move which was endorsed by members and recognises the broad and varied membership they hold.

Gavin Maguire

Regional Director, Federation of Master Builders

Its certainly true that for everyone the last few months have been traumatic. As COVID has brought widespread personal and professional challenges to many. The need for a collaborative approach linking lobbying, good practice and frank, honest discussion has never been more needed. We take for granted sometimes the initiatives and support that we find within the NI Construction Industry. Others can be quick to knock our Industry without due cause. The Construction Industry sits front and centre of the NI economy and as such needs to be central to its recovery in the time ahead. MPANI and its two key staff Gordon Best and Fiona Taggart epitomise all that is good and positive about Construction. FMB are very proud of our personal and business relationships with them as we work together to improve the Industry, we are lucky to be part of.

Always first with a call or an email with an update, Gordon provides that vital conduit that links suppliers, contractors and the public sector. His hard work on behalf of not just their own members but for the wider Industry does stand out in times when it can be all too easy to be insular and self-serving. It’s been our privilege to work alongside both Gordon and Fiona in the NICG as well as the APGFC. Fiona’s approach and unseen work links diligence, professionalism, and an appealing manner. It greatly enhances the work of both groups. As we look forward into the rest of 2020 into 2021, we appreciate there will be many unseen challenges. But our Industry here is the stronger for the work MPANI do and we wise them ever success in the year ahead.

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Lyle Andrew, FIAT MCIHT

The Institute of

Director of Development, The Institute of Asphalt Technology

Asphalt Technology

The IAT is the Professional Body for persons working in the field of Asphalt Technology and for those interested in all aspects of the Manufacture, Laying, Technology and Uses of materials containing Asphalt or Bitumen. The 9 regional branches in the UK and Ireland run regular seminars, site visits, technical evenings and training days to keep the membership abreast of contractual, engineering, material and plant design changes. Technical events are often shared with sister institutions or neighbouring Branches. 2020 was supposed to be a big year for our Branch in Northern Ireland as we were due to host the Institute’s Annual Conference in Belfast for the first time. Unfortunately, like so much else in our daily lives, this was put on hold due to Covid-19. We are glad to say however, that all of our speakers, sponsors and venue have agreed to move the event to March 2021 with minimal disruption to our plans. (Subject to any restrictions that may be in place at the time).

We also produced and distributed an “Asphalt Laying Guide” based on the BS 594987 Standard. This A5 sized guide contains a summary of the Standard and was so popular that we had to produce additional copies. We are also glad to confirm that the guide will soon be available on the new IAT mobile App.

Prior to lockdown, our regular programme of events had been well supported.

As everyone got used to various forms of video meetings and conferencing from home or isolated offices, IAT started to offer a series of on-line seminars. These have proven to be very popular with upwards of 200 delegates logging in to the live events, which are also recorded and made available to Members to view later. These events have allowed the Institute to attract a wider audience not only in terms of professional disciplines but also interest from overseas with virtual attendance from USA and South Africa to date.

Technical presentations including Asphalt Reinforcement Applications, Automated QA, Autonomous Connected Vehicles and Factory Production Control gave our Members and guests a wide variety and useful opportunities for CPD and learning.

We thank Gordon Best and MPANI for their continued support to the NI Branch of The Institute of Asphalt Technology and look forward to any opportunity to help improve the quality, standards and learning within our Sector.

Mark Spence

Managing Director, CEF

As the certified representative body for the construction industry in Northern Ireland, the Construction Employers Federation (CEF) shares many common goals and areas of concern with the Mineral Products Association Northern Ireland (MPANI). Members of both organisations should be proud that the construction industry has played a leading role in Northern Ireland’s transformation, which is often regarded as one of the top places to live and work in these islands. With the complexities of Brexit still being teased out, whatever advantages there may be in this new political and trade landscape must be seized and the obstacles diminished by informed lobbying and influence.

investment and ensure a pipeline of work is resumed and sustained.

2020 should have been a year of positive change with the Assembly restored after 3 years’ absence and additional Westminster funding made available as part of the New Decade, New Approach deal. Like all industries in Northern Ireland however, we are instead facing a time of great uncertainty coming to terms with the impacts of the Covid-19 pandemic.

Thinking ahead we must also ensure that the next generation is not left behind, rather that they are front and centre of our investment in our people to ensure that Northern Ireland continues to lead in terms of quality and experience. The ever increasing role of technology has been highlighted further by the pandemic and all business and clients bodies must be fit to operate in this new environment whilst embracing the efficiencies that have emerged.

Across the construction industry, there has been a clear and unambiguous approach to ensuring the safety and wellbeing of staff and public alike throughout this pandemic. As we move forward with new safe working practices embedded, we now look to Northern Ireland’s appointed political leaders to remove barriers to

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The CEF has called consistently for wholesale change and reform of public sector procurement and governance and the eye of this storm may provide the focus and impetus for change. CEF and MPANI will continue to work closely and make the case for change to ensure security of pipeline and employment but also to safeguard value for the public purse.

We look forward to continuing to work alongside MPANI again over the following year to continue to highlight the importance of construction industry and its supply chain to the success of Northern Ireland’s economy.

Jenny Green, MEng CEng MICE MIStructE Regional Director, ICE Northern Ireland

The Institution of Civil Engineers (ICE) represents well over 2,000 members in Northern Ireland, as they work to transform lives by helping to build a sustainable world. Across the infrastructure sector, we must continue to engage and collaborate with each other to achieve our many common goals. ICE continues to maintain close links with MPANI, and these remain important to ensure government is kept informed of the challenges facing our industry. The last year has seen many changes, not least the return of the NI Executive, followed closely by the sudden and ongoing impact of the global Covid-19 pandemic. It is essential that government benefits from the expertise within our sector, as they grapple with difficult decisions and steer us through recovery. One of ICE’s recent pieces of work has been a report calling for an independent advisory body on infrastructure. As part of this work, we consulted with a range of stakeholders, including MPANI. We have been pleased to see proactive engagement from the Infrastructure Minister, Nichola Mallon MLA, who has now established a Ministerial Advisory Panel to explore the potential function of an

NI Infrastructure Commission. ICE has been particularly pleased to note the input of MPANI and other key organisations to the consultation for this Panel, and looks forward to ongoing progress. This work highlights that our infrastructure holds the key to improving the quality of life for all of us living and working here. Northern Ireland has the ability to be economically sustainable and globally competitive but we need to ensure that our infrastructure networks are reliable and resilient to facilitate this ambition. The long-term planning and prioritisation that an Infrastructure Commission could support is vital. Good infrastructure provides us with the tools to allow a flourishing economy right across the region, enables a pathway to Net Zero and helps us access improved opportunities across every aspect of our society. We must work to ensure that the public and our political leadership understand the pivotal role infrastructure will play in our future success.

Edward Rea

Chair, Concrete Society NI Region

The Concrete Society is a member-based body, with no affiliation to Trade or corporate organisations and is proud to be recognised as independent. The Society is built on its technical base to become a leading provider of information serving the needs of clients, architects, engineers, specifiers, suppliers, contractors and users of concrete.

have been cancelled but the Concrete Society are still holding our annual awards and will be showcased and winners announced in a promotional video to be released on 20th November 2020.

The Concrete Society’s independent Concrete Advisory Service provides prompt, impartial technical advice on concrete and related matters to subscribing members of any discipline. The Chartered Engineers have wide experience in many aspects of the use of concrete.

A joint event of Concrete Society/IStructE/ICE is planned for 2nd November and may be an online event on London’s Claridge’s Hotel development presented by Andy Pye (Arup) and Alice Blair (Arup).

The Society is represented throughout the UK by various regions and clubs, with Northern Ireland having its own regional membership and committee. The NI committee is represented by many disciplines including, Chartered Civil and Structural Engineers, Architects, Government Bodies, Quantity Surveyors, Universities, Concrete Suppliers, Cement and construction material suppliers, Precast companies, Building & Civil Engineering contractors, Construction materials testing companies. With the support of a large network of members and commitment from the construction industry, the NI committee organize seminars on highly topical events over the year. We would like to thank those companies who also provide additional annual sponsorship towards the running of the NI region, which is invaluable. We are also committed to supporting our local universities, holding seminars with QUB and UUJ, with UUJ adding the seminar to their syllabus, proving very successful with a packed audience. The Concrete Society provide awards at the annual dinner to students from both universities, for excellence in civil engineering, building and architecture. We co-host seminars with the Institute of Structural Engineers and Institute of Civil Engineers every year, on topics of interest to many. Unfortunately, due to the Covid-19 pandemic all events in 2020

We work closely with our colleagues in the MPANI, to hold educational seminars every year where possible. A number of members are on both Concrete Society and Concrete Development Group of MPANI. Our annual dinner in November is well supported by the greater industry, where we hold the construction awards for projects. The awards are ongoing 5 years and the format is changing this year to an online showcase, similar to the UK. Letters have gone out to all companies on our data base with closing date of 9th October. Projects must be substantially complete between October 2018 and July 2019. We are hoping for a great list of entries, which has grown yearly. The Concrete Society hope to revert to a normal programme of events in 2021 and look forward to members and nonmembers attending future technical seminars. Membership is open to anyone with a construction interest and free to students. We would be happy to hear from anyone wishing to find out more information or wishing to join. www.concrete.org.uk The NI Region of The Concrete Society looks forward to continuing our close partnership with the MPANI, for the benefit of all our members and as importantly, the wider construction industry in Northern Ireland.

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Stephen Kelly

Cheif Executive of Manufacturng NI

It is a great privilege of this job to be able to get past the factory gates and go see how and what our incredible manufacturing community make. None more so than when I had the chance to join the Economy Minister Diane Dodds when she opened the new Bloc Blinds factory in Magherafelt established to make face shields for the NHS. At the beginning of this public health crisis, Bloc repurposed inside one week to make their shields for front line workers, took over the local leisure centre and employed hundreds more local people. Their new partially automated production facility will help produce some 4.5m shields per week and was completed inside only 7 weeks. This success is testimony of the great leadership of Cormac Diamond and his talented team. But, as Cormac said to Minister Dodds at the opening, “we were only able to do this because we have a manufacturing sector... lose that and we put yourself at risk”. That is so true. Their story of agility, ingenuity and entrepreneurship is replicated across our manufacturing sector. Some of that was reflected in the latest “State of Manufacturing Report” we published alongside Tughans. The report discovered that alongside those who repurposed to provide PPE, 35% of our firms introduced new product lines and 25% discovered new markets in response to the aggressive decline in our economy caused by Covid.

Sadly, much of the rest of what was uncovered makes for grim reading. A year ago, 1 in 8 firms reported that their business was in decline but this Summer that has stretched out to some 42% of firms. Two out of three reported a rapid contraction in domestic, GB and export markets with expectations for the rest of the year remaining bleak with 40% of firms anticipating further decline across these markets. Only 1 in 3 factories reported to be working at near capacity (80% or more) with more expecting to see production reducing further in the next 6 months. For the manufacturing economy at least, hopes of a ‘V shaped recovery’ for the economy looks to be ambitious. Our manufacturers have proven to be creative and resilient in some of our darkest economic days. As Cormac Diamond said, we are lucky to have them. We may rely on them again this Autumn so everything needs to be done to protect them in the coming months. That must start with the Executive immediately releasing, as promised, some of the £53m underspend in their Covid grants to those firms who really need their help. Our makers may be currently in retreat, but they can march again. Lose them now and we may well come to regret it.

Alfie Watterson

Executive Officer, SEC Group Northern Ireland

On behalf of the Specialist Engineering Contractors (SEC) Group Northern Ireland I would like to congratulate Gordon and his team at MPANI for another excellent yearbook publication. The Specialist Engineering Contractors’ Group in Northern Ireland is made up of the following bodies: • Electrical Contractors Association (ECA) • Building Engineering Services Association (BESA) • Scottish and Northern Ireland Plumbers Federation (SNIPEF) • British Constructional Steelwork Association (BCSA) • Lift and Escalator Industry Association (LEIA) • Scaffolding Association The focus of SEC Group’s representation is on the engineering and support trades. SEC Group provides high-level, coordinated representation for engineering specialists working in the construction industry in England, Scotland, Wales and Northern Ireland. Specialist engineering contractors deliver design, installation, commissioning, maintenance, repair and replacement of complex structures and systems.

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The Specialist Engineering Contractors’ (SEC) Group Northern Ireland represents the largest sector in the Northern Ireland construction industry by value. SEC Group NI work closely alongside Gordon and the Suppliers Group on the Northern Ireland Construction Industry Group (NICG) as well as having representation on the Construction Industry Forum for Northern Ireland (CIFNI) and the All Party Group on Construction at Stormont. The Pandemic COVID – 19 has seen unprecedented changes to the economy and the Construction Industry. Early collaboration was necessary throughout the supply chain to maintain essential sites at a time when direction from Government was not keeping pace with Industry requirements. The maturity of the local industry in dealing with a new environment of social distancing and PPE’s must be applauded. The Northern Ireland Construction Group were instrumental in liaising with Local Government in finding solutions for an everchanging process in trying to deal with COVID – 19 issues. I look forward to working with Gordon and Fiona on the various industry groups that we represent our respective sectors on throughout 2020 and into 202

Ciarán Fox Director, Royal Society of Ulster Architects

I would like to thank MPANI for giving me the opportunity to contribute to this publication and congratulate Gordon, Fiona and all at MPANI for their sterling work on behalf of the industry. RSUA seeks to continue to strengthen its relationship with the local building material supply sector to improve our built environment.

COVID It is too early to know the full extent of the effect of the COVID-19 pandemic on our built environment but it has certainly given all of us food for thought as the speed of change has been accelerated. During the lockdown in spring it was remarkable how many people became much more aware of their surroundings. It was the closeness that comes from walking. People exposed their senses to the surfaces, sounds, the freshness of the air, the points of physical contact, the visual impact of buildings and of course the beauty of nature. A dramatic increase in walking and cycling will be an important part of reducing our carbon emissions. I suspect it will bring an increased level of scrutiny for our built environment and consequently an increased demand for quality in detail. In the short term, I believe changes in the law will be required to make it easier to test out the reallocation of road space for cycling, walking and other social uses. Beyond this I see the use of local materials as an important element of the identity of an improved public realm. The benefits of public outdoor space got the lion’s share of attention but equally important is private outdoor space. The lockdown highlighted that in Northern Ireland we currently don’t have appropriate standards in place in this regard. The first typology in which this needs to be addressed is apartments, where usable balconies should be the norm. The increase in life online could create new opportunities for construction. Perhaps there will be less new building but an increase in existing buildings being repurposed as changes to the office and retail environment continue to unfold.

WHAT’S REQUIRED FROM GOVERNMENT In the immediate term, the construction sector needs the NI

Executive to ensure it spends the capital funding that it has and it publishes a clear plan to achieve this. There needs to be a focus on quality and taking active steps to avoid the race to the bottom. Simultaneously the focus must be on a green recovery. The NI Executive must quickly move our built environment toward net zero energy though new building regulations. However this must be coupled with an unprecedented level of investment in retrofitting existing buildings, providing neighbourhood solutions, increasing renewable energy supply and reducing travel.

IMPORTANCE OF LOCAL MATERIALS The material sector has a vitally important role to play in the green recovery. We need to find ways for the use of locally produced raw materials to be encouraged or incentivised. Perhaps even more importantly, we need to ensure there is a strong market for the re-use of materials now and ever more so in the future. Of course one of the most sustainable ways to build is to build to last for a hundred years if not hundreds of years, with the expectation that the buildings are likely to perform different functions over their lifetime. With material selection being a critical factor in durability, this also puts it at the heart of sustainability. Building to last will need to be driven by government policy if it is to become the norm. For buildings with a shorter lifespan we need to work toward building components that are designed to be easy to re-use. Even for the most durable materials we need to give increased scrutiny to the energy used in their creation and the resulting emissions. The question is can we afford those emissions now?

CONCLUSION With Brexit, climate emergency and covid-19, I think it is safe to say that it is unlikely to be a settled period ahead but amidst the storm there will undoubtedly be opportunities for really meaningful positive change. We just need to grab them.

John Moore

Chairman, Institute of Quarrying (N.I Branch)

The Northern Ireland Branch of the Institute of Quarrying continues to be one of the best attended Branches in the UK, and with the 60 year anniversary of the Branch coming up in 2021, it is an honour for me to be elected Chairman for the next 2 years. I have worked in the NI Quarry Industry for 35 years, and I have experienced a vast change in the way we run our business through Health and Safety, Environmental, Training and Technology, all of which MPANI and the IOQ have been at the forefront.

As Chairman of the IOQ NI, I have great confidence in MPANI Committees, Regional Director and the Administration Team, who continue to work tirelessly to the benefit of all the Industry, our Stakeholders and most importantly our Customers.

As an Industry we have learned to adapt and respond to change, and this has often required major investment and commitment for a Region still predominately served by family business.

As an identity we will embrace the challenges ahead, such as delivering essential products and services through threatening pandemics, decarbonising our Industry, and helping to grow a vibrant and peaceful society.

However, the good advice, improved standards, combined with the voice of MPANI has been a great asset to raise the profile and appreciation for our Industry.

As Chairman of the IOQ NI we will continue to work with and support MPANI, and I know our Industry, People and Province can be a leading example to others.

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Brexit: What is in store for Northern Ireland trade? Seamus Leheny

Policy Manager for Northern Ireland at Logistics UK

As the UK forges its new relationship with the EU, the maintenance of flexible, frictionless trade between NI and GB is vitally important to the continued success of our nation’s economy. As the business group representing the logistics sector, Logistics UK (formerly FTA) has worked with its members to identify the key measures needed to keep trade between NI and GB moving as efficiently as possible once the Brexit transition period concludes on 31 December 2020. While negotiations are ongoing and we expect new developments on the Protocol to be announced shortly, in this article I will share an overview of our long-standing key priorities, in addition to a summary of the NI Protocol.

NORTHERN IRELAND PROTOCOL NI is an important trading partner of GB and will continue to be so due to the interconnectedness of their supply chains, geographical proximity and the economic value of trade between the two countries, which was worth £8.1bn in external sales of Northern Irish goods to GB in 2017. In recognition of this importance – and its close trading relationship with the Republic of Ireland – the Withdrawal Agreement reached by the UK government and the EU contained special arrangements for NI, referred to as the Protocol. This sets out the provisions under which NI will remain aligned with specific EU rules, including customs, goods and VAT, while remining in the UK’s customs territory. The Protocol puts NI in the unique position of being able to trade freely with the UK and EU while protecting all island supply chains on the Island of Ireland.

THE PROTOCOL IN ACTION The logistics industry is committed to protecting supply chains and continuing to move goods across the Irish Sea as seamlessly as possible. NI’s future prosperity depends on the protocol being implemented with minimal disruptions and, at Logistics UK, we stand ready to work with both Stormont and Westminster to ensure that NI’s businesses and trade remain as resilient as possible in the coming months and years. As such, we have set out several key measures government must consider to ensure the protocol delivers the best possible outcome, including engagement with logistics businesses; minimising frictions, red tape and costs for industry, assistance with the cost of transition; and customs training and support to build customs capacity. ENGAGEMENT WITH LOGISTICS: Logistics is an adaptable industry that can react quickly to changing circumstances, new risks and opportunities, but to do so, it needs advanced notice of the changes that are to come. On both sides of the Irish Sea, businesses and logistics providers need to have timely clarity on operational requirements and new processes so they have enough time to implement them effectively. MINIMISE FRICTIONS, RED TAPE AND COSTS FOR INDUSTRY: Trade facilitation measures can help to reduce additional requirements and red tape for traders and their logistics providers. For example, industry needs to identify ways and means to demonstrate what goods moved from GB to NI would be classified as ‘not at risk’ and to then make use of a facilitation to avoid unnecessary formalities and checks.

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CUSTOMS TRAINING AND SUPPORT TO BUILD CUSTOMS CAPACITY: Businesses on both sides of the Irish Sea face significant challenges, as many may need to complete customs documentation and other formalities for the first time at the end of the transition period. There is a substantial customs agent shortage in the UK with Northern Ireland businesses facing added pressure due to the potential formalities associated with the protocol that will not be faced by other UK businesses in GB. The UK government, along with government departments and agencies in NI, need to address this shortage of customs agents urgently. Co-funded training or making it available under apprenticeships should be provided for those new to completing customs and other declarations. MAINTAIN ROAD AND IRISH SEA CONNECTIVITY: As the protocol in the Withdrawal Agreement does not address road freight connectivity, the government must consider these movements on the island of Ireland. The UK and the EU must negotiate an agreement allowing for the free passage of commercial vehicles on similar terms as at present for the Island of Ireland that will help protect current long-standing cross border supply chains, with 70% cross border freight consisting of ingredients and components. This article provides an overview of just a few of our asks; for more information on Logistics UK’s campaigning work, and our positions on the latest Brexit developments, please visit https://logistics.org.uk/international-trade As the UK reaches out for new international trade deals, Logistics UK is committed to safeguarding members’ interests across all logistics modes, providing on the ground influence, but also equipping members with a flow of timely, and commercially useful information. Members of Logistics UK can access our free Brexit Information Service, which provides regular news updates via email digests, as well as detailed advice, tips and best practice information, briefing notes, checklists, compliance guides and webinars, all tailored to your type of operation. For more information, please visit https://logistics.org.uk/ membership/subscription-services/brexit-information-service Logistics UK (formerly FTA) is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With COVID-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods. For more information about the organisation and its work, including its ground-breaking research into the impacts of COVID-19 on the whole supply chain, please visit logistics.org.uk

Industry Age Profile Survey 2020 Age Profiling of the NI Mineral Products Industry EXECUTIVE SUMMARY

activity they are engaged in. The results showed females represent just 11% of the total workforce. They are almost exclusively employed in administration representing 69% of everyone in that activity. Alarmingly only 0.6% of the operational workforce is made up by females.

The success and long term sustainability of any Industry is dictated both by the quality of the people within it and its ability to attract qualified, enthusiastic young people with the right work ethic. The Association last carried out age profiling assessments back in 2015 and late 2017 and both highlighted the fact we continue to have an ageing workforce with ongoing challenges in attracting and recruiting young people into our Industry. It is concerning that the representation of over 46 year olds has increased by 3% from 39% to 42%. While economic conditions are challenging due to the Covid 19 emergency and uncertainty over Brexit some within the precast sector reported increased recruitment of younger people while others particularly in quarrying, asphalt and concrete, continue to experience difficulties in recruiting younger people. Once again the survey results, as we expected, show a continuing need to address the skills and succession issues the industry is facing and which, if not addressed, will further deteriorate and endanger the long term viability and sustainability of the Industry. The current survey was carried out over the middle two quarters of 2020 with returns coming from 20 companies representing 3172 employees from a total industry direct workforce of around 5000, a 63% return in terms of employee numbers. The survey encompassed the MPANI membership across the Asphalt, Quarrying, Ready Mixed Concrete and Precast Concrete sectors covering those employees involved in administration, operational, technical, sales and transport roles. This year we also asked Members to give us numbers of female employees and the

The survey results will now be used by MPANI to inform members and relevant industry stakeholders of the critical succession, skills and recruitment issues facing the industry with a view to formulating and implementing an industry wide plan to address these worrying trends.

CONCLUSIONS The survey results again highlight the urgent need for a partnership approach and continuing work by the MPANI and other construction materials representative bodies such as the Institute of Quarrying, Chartered Institute of Highways, Concrete Society and Institute of Asphalt Technology. This partnership led plan should take the shape of Building partnerships with the Further Education and Post Primary Education sectors, Government Lobbying for support and investing in more automated processes. We need to work with others, and in particularly MPSkills in promoting apprenticeship schemes across all industry sectors we represent that will hopefully develop a conveyor belt of trainee managers who in time will develop skill sets and competencies which will secure the future sustainability of the Industry.

INDUSTRY COLLATED AGE PROFILES - All Sectors

INDUSTRY COLLATED AGE PROFILES - All Sectors 2015

2018

2015 EMPLOYEES BY DEPARTMENT

245

324

EMPLOYEES BY DEPARTMENT

EMPLOYEES BY AGE BY DEPARTMENT

162 6.8%

EMPLOYEES26-35 BY DEPARTMENT

TOTAL 2382

213

271

324

1245

46-55

679 28.51%

245

16-25

TOTAL 2382

271

1324 384 15%

56+ 0 Administration

100

Operational

200

300

Management

400

500

Technical

618 25.94%

EMPLOYEES BY AGE BY DEPARTMENT

338 14.19% 328 10%

16-25

717 23%

TOTAL 36-45 3172 332 (349)* (31)* INDUSTRY COLLATED AGE PROFILES - All Sectors 46-55 EMPLOYEES BY DEPARTMENT EMPLOYEES BY AGE BY DEPARTMENT 26-35

2018

800

679 28.51%

56+

145 (24)*

700 Transport

585 24.56%

46-55

378 (263)*

600

Sales

36-45

EMPLOYEES BY DEPARTMENT1245

479 (10)*

626 24%

46-55

162 6.8%

618 25.94%

144 (11)*

2015

1694 (10)* 336

335 110

EMPLOYEES BY DEPARTMENT

2020TOTAL 324

84 213

679 28.51% 271

199

245

2592 46-55

1245

618 25.94%

56+

144 (11)* EMPLOYEES BY DEPARTMENT

332 378 (31)* (263)*

479 (10)* 145 (24)* 144 (11)*

PLOYEES BY AGE BY DEPARTMENT

332 (31)*

336

46-55

679 28.51%

TOTAL 2592

288

500 600 700 800 EMPLOYEES BYTransport AGE BY DEPARTMENT Sales EMPLOYEES BY AGE BY DEPARTMENT

654 25%

249 10%

16-25

654 25%

26-35

16-25

679 26%

36-45

46-55

384 15%

56+

338 14.19%

0 Administration

384 15%

TOTAL 3172 (349)*

Operational

100

200 Management

26-35

300

400

Technical

100

200

Operational

Management

500

600

Sales

300

400

Technical

500

600

Sales

700

800

Transport

800

Transport

36-45

EMPLOYEES BY AGE BY DEPARTMENT

328 10%

16-25

46-55

1694 (10)*

36-45

679 26% 626 24%

626 24%

1324

618 25.94%

26-35

717 23% 789 25%

56+

799 25%

46-55

1694 (10)*

328 10%

* No of Female employees

378 (263)*

36-45

Administration

400

Technical

199

585 24.56%

56+

145 (24)*

2020

539 17% 300

EMPLOYEES BY DEPARTMENT

110

479 (10)* 1324

36-45

799 25%

335

162 6.8%

26-35

TOTAL 2382 288

200

26-35

16-25

789 25%

2018 249 10%

56+ 16-25

0 100 EMPLOYEES Operational BY DEPARTMENT Administration Management

EMPLOYEES BY AGE BY DEPARTMENT

* No of Female employees

585 24.56%

EMPLOYEES BY DEPARTMENT

679 26%

36-45

338 14.19%

26-35

213

2020 LES - All Sectors

288

654 25%

26-35

TOTAL 2592

199

585 24.56%

56+

249 10%

16-25

110

EMPLOYEES BY AGE BY DEPARTMENT

36-45

2018

EMPLOYEES BY AGE BY DEPARTMENT

336

335

16-25

Administration

56+

0 0

Operational

100 200 Administration Management

300 Technical

400 Operational Sales

100

200

539 17% 500

Although great progress has been made as an Industry we need a continuing commitment to raise the bar in relation to performance, health and safety, environmental best practice and communication with communities and thereby make the industry inherently more attractive for career minded and capable young people.

600 Transport

700 Management

800

EMPLOYEES BY AGE BY DEPARTMENT

ARE YOU CONCERNED ABOUT 249 ANY 336 335 10% 16-25 ASPECT OF THE AGE PROFILES IN JOB 110 26-35 654 25% ROLES EVIDENT IN YOUR WORKFORCE 199 TOTALWHAT ARE YOUR CONCERNS? AND 679 26% 36-45 2592 288 • 54% of our employees are aged 46 and over. 626 24% 46-55 1324 • We only have 13 employees who 56+ 384 15% are under 25 years of age. 0 100 200 300 400 500 600 700 800 Administration Operational Management Technical Sales Transport • The highest % of our workforce are aged 46-55. • No – not presently, we have a reasonably young workforce throughout all aspects of the business. • Our greatest concern is that the majority of our employees are over the age of 56. This provides a lack of continuity for the business and the industry overall. • We must ensure we maintain our equipment to the highest standards and ensure our health and safety measures are as complete as possible. As employees 328 10%are having longer more active working life in later years we must ensure their continued safe working environment. 717 23% • There is a fine line to achieving the perfect age profile with a workforce, as generally with 789 age comes experience. From the data which we 25% are providing for our own workforce the profile is relatively wide ranging, with the only real area which 799 could be deemed light is the 26-35 age range. 25% • No, increased mechanization allows older employees to contribute to the functioning of 539to 17% the Quarry. Productivity in relation asphalt production and laying is not negatively impacted by 300 employee’s 400age, more500 600 health. 700 800 the so their physical Technical Sales Personnel have worked beyond theTransport normal retirement age, still positively contributing to the business.

717 23% 789 25% 799 25%

MPANI 20/21

• From our company profile you can see that there is a workforce over 36 years of age at 84%, over 46 years at 58% and over 56 years at 16%. There is a lack of young and interested people.

INDUSTRY COLLATED AGE PROFILES - Asphalt

WHAT ARE THE LIKELY IMPACTS OF THESE PROFILES GOING FORWARD? • We have 49 employees who are aged 56 +

• There is going to be skills shortage in the building materials sector in the next 10 years. If supply decreases, then wages will unfortunately increase.

74 15%

56+ 0 Administration

Operational

EMPLOYEES BY DEPARTMENT

2020

Technical

120

Sales

150 Transport

EMPLOYEES BY AGE BY DEPARTMENT

60 (43)*

30 Management

71 11.38%

16-25

8 34 (2)*

121 (2)*

152 24.36%

26-35

TOTAL 624 (48)*

36-45

319 (1)*

142 22.76% 140 22.44%

46-55 56+

119 19.07% 0

Administration

* No of Female employees

Operational

100

Management

Technical

150 Sales

200 Transport

INDUSTRY COLLATED AGE PROFILES - Concrete EMPLOYEES BY DEPARTMENT

2018

EMPLOYEES BY AGE BY DEPARTMENT

18 5%

16-25

100 30%

26-35

TOTAL 338

102 30%

36-45

130

20 28

81 24%

46-55

37 11%

56+ 0 Administration

Operational

EMPLOYEES BY DEPARTMENT

2020 128 (1)*

25 (3)*

TOTAL 425 (27)* 20 (1)*

• Haven’t seen any negative impacts with an aging workforce, this may be attributable to personnel being more conscious of their health and wellbeing. Again, with increased use of technologies and improvements in working conditions, personnel can continue to contribute into their golden years. • An increasing aged workforce. Recruitment issues in obtaining the right skillset. Decrease in direct workforce, higher costs employing subcontractors. • Shortage of HGV drivers, demand greater than supply so then it becomes harder to keep drivers as other companies try to buy drivers as it were, some drivers would jump for a penny, we pay a better package than most which means we can retain our drivers. • Skills shortage of experienced drivers and operators in these roles. • There is a perceived lack of drive to make changes to the operations. • Shorter term: Increased labour costs, less capacity, more automation; medium term: increased automation; loss of skills and experience.

Management

60 Technical

100

Sales

120

Transport

37 8.7%

16-25

83 19.5%

26-35 36-45

166

43 (4)*

115 27.1% 117 27.5%

46-55 56+

73 17.2% 0

* No of Female employees

EMPLOYEES BY AGE BY DEPARTMENT

43 (18)*

• As time moves on the age profile in ten years would look very different to today, on two fronts. 1 – the 56+ which accounts for 16% of our workforce will be looking to retirement age, which is not an overly worrying percentage for the company. 2 – On a more positive note 18% of the workforce is in the 16-25 year old bracket and these will become more experienced employees in the next few years, moving up an age bracket as many of these employees are aged 21-25.

MPANI 20/21

114 24%

46-55

• Maintaining high standards on equipment and safety demands huge resources in capital. Our concern is constant erosion on margins such as the impending loss of rebate on red diesel is putting downward pressure on these margins.

109 23%

36-45

281

• With no default retirement age, employees if they wish can work into their late 60’s and early 70’s, leaving no opportunity for younger people to come in.

• Having a young workforce in most areas allows for better sustainability and long term planning within the company. It also allows for more positivity for change within the company as a younger workforce in general are more adaptable to change and learning new skills.

133 28%

26-35

TOTAL 483

• We need to be considering succession planning for when the people in the older age groups retire.

• Employees can leave with one week’s notice and we can loose at lot of skills and experience if not managed properly.

53 11%

16-25

• The main aspect that affects our age profile is that employees are working long after their state pension age. Although loyal long-term employees, capable for the roles they undertake, it is a block on new / younger entrants into the workforce. • Yes. There remains a lack of availability of younger applicants/interested persons willing to commit to a career in manual working, laying of asphalt or short distance HGV driving.

EMPLOYEES BY AGE BY DEPARTMENT

• Young HGV drivers are not coming through. 2 reasons I believe. The expense to do the test and the challenge they have once they get the test is that very little companies will give them a job as they don’t have the experience. Covid 19 we will have lost 12 months or more. No new blood coming into the industry, due to no driving tests being completed. • A concern would be the number of personnel aged in the 56+ age bracket in transport and operational type roles.

EMPLOYEES BY DEPARTMENT

2018

Administration

Operational

20 Management

60 Technical

80 Sales

100

120

Transport

WHAT DO YOU FEEL ARE THE CAUSES FOR THE SPECIFIC AGE PROFILES DISPLAYED BY YOUR BUSINESS? • There are fewer younger people wanting to come into the Construction/Quarrying industry and the industry is not seen as appealing to younger people. We need to attract younger people into the industry. • With no default retirement age it makes it difficult to manage the ageing workforce. • We are continually looking for new skills and appointments within the business. We work closely with local schools, technical colleges and universities. • This alongside recruiting within the local area and within the EU (particularly for technical roles) has allowed for a wide range of youthful skills in the company. • The industry does not appear to be appealing to younger people as a viable career choice. There are also a number of obstacles that are preventing young people from pursuing their lorry driving license • We provide regular steady employment within a set of working week. Which attracts employees looking for more limited hours and shorter week. • Quarrying is possibly not the most high profile industry or sector that is being advertising in Northern Ireland currently. Agri food sector seems to be more focus driven at present. As competition for jobs is quite intense in Northern Ireland at present, perhaps young people (16-25 yr olds) move on quicker now that before, where there was perhaps a more ‘job for life’ attitude. Hence the 26-35 age bracket being the lowest for our company.

• Low turnover of quarry personnel, most of whom are local. Asphalt squads do see a higher turnover, however, those with previous experience tend to stay longer. A combination of long hours and inclement weather are factors that contribute to turnover in asphalt squads. Low turnover may also relate to the fact that a lot of quarrying personnel are not overly academically qualified, limiting their options in the wider labour market. • There is a lack of young skilled people interested in the industry due to other opportunities in other industries i.e. IT, financial services, technology etc. Young people who come into the industry do not see it as a long term career, only a stop gap in the short term. • These type of roles are not promoted as progressive careers so young personnel are not progressing career paths down these routes. • We do not get the impression that “twenty somethings” are not interested in our industry as a long-term prospect. Whenever we do bring in new / younger employees we find they are just as likely to stay with us as any age group. • Major public contracts having 5 year terms with insufficient backup smaller single job tendering processes allowing for skills retention (lack of tendering opportunities for SMEs). 2. Public contracts budget management being seasonal and insufficient. 3. Race to the bottom mentality provides for short term gain but long-term loss of skills. External markets out-bidding NI SMEs for skills. 5. Poor reputation for steady employment market.

• In NI we don’t get access to our contribution to the Apprenticeship levy and if this was similar to England, we might take on more apprentices as we would have already paid into the pot. If MPANI could push for consistency with England. • Continue to raise the profile of careers within the Materials and Construction industry. There are wide ranging careers within our industry and we need to brand/advertise these better to continue to encourage both the young and females into the industry. • MPANI should improve the brand of the industry, the industry should be seen as an employer. MPANI could also agree training rates/grants for all members with providers. • Keep the word out there that the quarry industry is an industry that is employing, that has opportunities that has a development and defined career path with good average earnings. Perhaps as a way of doing this, publish information on average industry salaries at different levels, operative, junior management etc. • Continued promotion of the sector, demographically targeted recruitment drive and a recognized qualification. • Just keep doing what your doing. • Promote these types of roles at a national level and offer training and allowances in such areas to entice young personnel into these types of roles.

• Apart from lobbying to double the current state pension difficult to say. Ours is quite a niche industry so we find in-house WHAT ARE YOU DOING TO ADDRESS THESE AGE PROFILE ISSUES? training and development has worked for us up to now. • We are trying to promote ourselves/ the industry as an appealing place to work for young people • Address the real causes of lack of career attraction where rates through work with local schools and colleges. of pay and work conditions allow to grow a career internally Change the procurement mentality from a race to the bottom. • Apprenticeships. • STEM Ambassadors trained and actively out engaging with young people. INDUSTRY COLLATED AGE PROFILES - Quarry (incl. pits) • We should introduce initiatives and training EMPLOYEES BY DEPARTMENT EMPLOYEES BY AGE BY DEPARTMENT agreements to entice new candidates into 2018 the labour market. We will also be attending 160 84 8% 16-25 197 Careers Fairs across Northern Ireland. 26-35 226 22% • Continue to work closely with schools/colleges/ 65 TOTAL uni to build strong relationships. We have a 247 24% 36-45 1050 strong brand in the local community and are 81 regarded as a secure employer which also helps. 251 24% 46-55 431 116 • We ensure a high business profile through 56+ 242 23% social media and offering good working 0 50 100 150 200 250 300 Administration Operational Management Technical Sales Transport conditions, hours and equipment. EMPLOYEES BY DEPARTMENT EMPLOYEES BY AGE BY DEPARTMENT • People that we are currently looking to recruit 2020 99 and that we have recruited most recently are early 16-25 51 5% (54)* 205 twenties, therefore in 3-4 years and with experience (9)* 26-35 159 16% will be more accomplished employees in the 26TOTAL 47 (6)* 35 age bracket. Also we are always looking for a 36-45 203 20% 1000 49 (2)* good apprentice type employee to keep the overall (83)* 46-55 288 29% average age of the company’s workforce lower. 461 139 (1)* (11)* • Nothing, been able to fill vacancies to date with 56+ 299 30% personnel with similar skills sets. Don’t believe this 250 300 0 50 100 150 200 * No of Female employees Administration Operational Management Technical Sales Transport industry is any different to any other. Older workers are cable of positively contributing to business growth, a sharp mind is preferrable to a strong back. INDUSTRY COLLATED AGE PROFILES - Precast • Currently discussing introducing EMPLOYEES BY DEPARTMENT EMPLOYEES BY AGE BY DEPARTMENT apprentices for certain positions. 2018 • We start guys as yardmen, train them as 20 21 61 74 11% 16-25 55 shunters, then put them through the test with 38 a payback if they leave within a couple of years 26-35 175 26% and because they have shunted for a couple TOTAL 229 34% 36-45 of years then they have experience of a mixer 674 or tipper before they go onto the road. 141 21% 46-55 • We have put in place development programmes 479 56+ 55 8% to train staff in operational areas. 0 50 100 150 200 250 Administration Operational Management Technical Sales Transport • Age profile is not the utmost criteria in our EMPLOYEES BY DEPARTMENT EMPLOYEES BY AGE BY DEPARTMENT recruitment. We will continue to employ the 2020 117 most capable candidates irrespective of age. 66 64 16-25 156 14% (85)* (12)* 78 • Trying to train existing staff in multi-skills; (3)* 26-35 266 24% Looking at automation possibilities; Expanding 50 (14)* TOTAL our recruitment advertising geographical area. 36-45 297 26% 1123 WHAT MORE CAN THE MPANI DO TO HELP YOU TO ADDRESS THE IMPACTS OF THE AGE PROFILES? • The collaborative network and inspiring futures are good initiatives to help.

(117)*

304 27%

46-55

748 (3)*

56+

100 9% 0

* No of Female employees

Administration

Operational

50 Management

100

150 Technical

200 Sales

250

300

350

Transport

MPANI 20/21

Roadmap to Beyond Net Zero Launched “MPA UK Concrete and Cement launch Roadmap to Beyond Net Zero”. Download the roadmap from www.thisisukconcrete.co.uk The UK concrete and cement industry has developed a roadmap to beyond net zero by 2050 – removing more carbon dioxide from the atmosphere than it emits each year.

support from Government, as well as with significant changes across the wider construction, energy and transportation sectors.

Launching the ambitious roadmap, UK Concrete, part of the Mineral Products Association (MPA), has identified that net zero can be met through decarbonised electricity and transport networks, fuel switching, greater use of low-carbon cements and concretes as well as Carbon Capture, Use or Storage (CCUS) technology for cement manufacture. The ‘Roadmap to beyond net zero’ calculates the potential of each technology and the carbon savings which can be achieved. The concrete and cement industry has already taken considerable early joint action and due to investment in fuel switching, changes in product formulation, and energy efficiency including plant rationalisation, its direct and indirect emissions are 53% lower than 1990 - decarbonising faster than the UK economy as a whole.

Chris Stark, Chief Executive of the Committee on Climate Change, said: “Through the UK concrete and cement industry net zero roadmap, the Mineral Products Association is setting a world-leading industry ambition to reach net zero emissions. Decarbonising emissions from concrete and cement is one of the key challenges for getting to net zero with knockon effects for helping to reduce emissions from the built environment. Net zero is a fundamental goal, requiring bold leadership from Government and from commerce – I highly commend this initiative.”

Please share posts our from twitter @thisisconcrete and via LinkedIn to maximise the positive impact of the launch of the MPA UK Concrete and Cement Roadmap to Beyond Net Zero.

Nigel Jackson, Chief Executive, Mineral Products Association commented: “We have already made significant progress to reduce carbon emissions but are under no illusion about the scale of the net zero challenge. Achieving this will require the wholesale decarbonisation of all aspects of concrete and cement production, supply and use.

Download the roadmap from www.thisisukconcrete.co.uk.

The concrete and cement industry as one sector alone cannot deliver net zero and we will only be able to go beyond net zero with concerted

Beyond net zero: our roadmap in numbers

Delivering beyond net zero is not a linear process but we forecast Absolute 2050 CO2 emissions Beyond net zero: our roadmap in will numbers that seven technology levers play an important and active reductions compared to 2018

Absolute 2050 CO2 emissions reductions compared to 2018

part in delivering beyond net zero for concrete and cement.

Absolute 2050 CO2 emissions reductions compared to 2018 250%

Delivering beyond net zero is not a linear process but we forecast that seven technology levers will play an important and active part in delivering beyond net zero for concrete and cement.

Contribution to beyond net zero from250% each technology lever

212%

250% 200%

212%

Contribution to beyond net zero from each technology lever 200%

Where we were

212%

200% 150%

150%

Where we were

150% 100%

100%

Where we are now

100%

100% 50%

Contribution to beyond net zero from each technology lever

Where we are now

-4%

CO2 reduction

-4%

CO2 reduction

-7%

-12%

CO2 reduction

-7%

50%

CO2 reduction

-12%

CO2 reduction 0% Net Zero

50% 0% Net Zero

100%

-16%

Where we are now

-16%

CO2 reduction

-61% -61%

-50%

-12%

1990

2018

Indirect emissions from decarbonised electricity

Transport

Low carbon 1990 cements and concretes

Fuel switching 2018

1990

2018

Indirect emissions from decarbonised electricity

Transport

Low carbon cements and concretes

Fuel switching

-16%

-12%

Further CO2 reduction

-12%

-100%

MPANI 20/21

CO2 reduction

Further CO2 reduction

-50% -100%

-7%

CO2 reductio

CO2 reduction

-100%

CO2 reduction

CO2 reduction 0% Net Zero -50%

-4%

Carbon Carbonation Indirect capture, usage emissions from and storage decarbonised (CCUS) electricity Carbon Carbonation capture, usage and storage (CCUS)

-44% Further CO2 reduction

-44%

Further CO2 reduction Thermal mass Transport

Thermal mass

Low carbon cements and concretes

Fuel switch

SHOW YOUR

TRUE COLOURS

GENUINE parts QUALIFIED engineers FULLY EQUIPPED service vans SUPPORT available across Ireland

Distributors of Quarry Equipment & Construction Plant Dublin +353 (0) 1401 9300 Garvagh +44 (0) 28 2955 8353 Mallusk +44 (0) 28 9084 8371

Commitment to History Key for Two New Partners McCloskey International and TBF’s Irish roots run deep. Founded in 1985, McCloskey International started as a custom fabrication and design house in Ontario, Canada focused on production of stackers for Powerscreen, and introducing its first stockpiling conveyor in 1986. In 2004, McCloskey purchased Viper International in Clonoe, Co. Tyrone, Northern Ireland and started to develop a new range of vibrating screens. The S range, produced at this site, launched into the market in 2007, along with a new range of scalping screeners. With the acquisition of Viper, a new chapter began for the company and the success story has continued to unfold throughout the world.

With some of the world’s most advanced screening designs and technologies coming out of the area, the establishment of advanced manufacturing facilities and a sales support team in Coalisland created the groundwork for the company’s rapid growth within, and beyond the borders. In 2008 crushers were added to the product lines, and with overwhelming market demand a new crusher finishing building began construction in Canada in 2010, along with a new service and custom building addition started the same year. Expansion continued in N. Ireland as well with two new facilities, including a spare parts division and a state-ofthe-art paint shop, opening in 2016. New office facilities opened at the Clone location totaling 60,000 sq. ft. In 2017, to accommodate continued growth, the 120,000 sq. ft. factory opened at Granville, Co. Tyrone, in N. Ireland. The site provides space for 4 manufacturing lines producing screeners, crushers and washing systems in addition to a final testing area. McCloskey equipment is sold by close to 100 dealers and distributors around the globe, and ninety percent of McCloskey’s equipment is exported. On October 1, 2020 McCloskey welcomed its newest distributor, TBF Group, who offer a full suite of products, parts and service for the Ireland market. TBF Group has a rich history, having been involved in the automotive and plant industries throughout the island of Ireland since 1958. Established in Garvagh, the company has grown to include depots in Dublin, Mallusk and Portadown. They are an authorized Hitachi® dealer, also offering and servicing Bell dump trucks, DAF trucks, Thwaites dumpers, Bomag compacting equipment, Cummins engines, Doosan Portable Power, Palfinger cranes and Montabert Breaker products.

MPANI 20/21

TBF prides itself on world-class equipment sales and support in the construction, quarry, roadbuilding, and forestry sectors, among others. McCloskey equipment will play a key role in the growth of the crushing and screening systems product line offered by the company’s dedicated plant division,TBF Construction Machinery. Seamus Doherty, Director for TBF Construction Machinery, commented on the new relationship, noting that “we pride ourselves in supplying premium brand franchises, which McCloskey International certainly is, and we look forward to building a great relationship.” McCloskey has a strong commitment to after sales support, with parts depots situated for rapid dispatch in N. Ireland, Canada and the United States. Working with dealers like TBF Group, who share the commitment to excellence throughout the lifecycle of the product, has been key to the product’s success in the market. McCloskey’s dealer network ensures that customers are supported by factory trained field service technicians for After Sales Support. McCloskey’s trained service technicians familiarize the dealers and customers handling the equipment to ensure customers receive as much use and value out of their purchase. After Sales Support begins the day you purchase your McCloskey equipment and through the product’s life cycle. The support and service offered is what makes McCloskey a trusted partner - from commissioning to consignment.

TBF Construction Machinery stands firmly behind the product lines it represents as well. Parts and service departments can be found at each of the five depots across Ireland, with experienced and knowledgeable staff available in store or by phone. Dedication to aftersales support has served the company well for over 60 years and many long-lasting and trusted relationships have been built with both manufacturers and customers in that time. TBF is an authorized McCloskey dealer, with an in-house delivery system of aftermarket parts and services for all McCloskey equipment as well as fully equipped service vans. TBF Group has a diverse portfolio of customers within the private and public sectors, across multiple industries including utilities, house building, roadworks, demolition, quarrying, haulage, and transport. Their strong history of customer support in the quarry and construction industry is delivered through their broad coverage across Ireland from depots in Dublin, Mallusk and Garvagh. Doherty added, “TBF Construction Machinery ‘The Brand to choose First’ has maintained a name for quality and excellence. We take great pride in our people, the high-quality brands we represent, and the after sales support which helps maximize our customers’ profitability and keeps downtime to a minimum. We are excited for the growth this partnership will bring.”

MPANI 20/21

Newtownabbey-Based RTU Explore How Their Products Have Been Used For Some Very High-Profile Projects… As one of Northern Ireland’s leading construction and building materials suppliers, RTU is continually innovating to meet the needs of the commercial and self-build sectors from a modern manufacturing plant in Newtownabbey. A strategic approach to both product innovation and customer service has resulted in RTU’s involvement in some of Northern Ireland’s highprofile construction projects. RTU’s Exposa® Decorative Concrete provided the necessary visual impact and performance at Hillsborough Castle and Gardens £20m refurbishment, while their mortar and Ultraflo® products were supplied to Queen’s University’s state-of-theart Biological Sciences Building. Another big launch was Translink’s new Milewater Service Centre, which was provided with Concrete, Building Mortar and Speedscreed. Add the completion of Ebrington Square and Galgorm Resort and Spa, and you can see that RTU is delivering to significant construction projects throughout the province.

RTU PRODUCTS MAKE HOMES BETTER

With vast manufacturing expertise and construction knowledge, they deliver high-performance, top quality and visually impactful products supported by seamless logistics and excellent customer service. While RTU is well known for its core products of concrete, mortar, plaster and screed, the company also offers a range of signature products to help customers achieve their vision across commercial, residential and self-build projects. RTU places a high value on continuous innovation and being more than suppliers to the marketplace. Managing Director, David McIlroy, explains, “We don’t view our service as being simply transactional. It’s always our goal to build partnerships with customers and deliver expertise, knowledge and quality products from the beginning-to-end of every project.”

MPANI 20/21

Due in part to the time spent at home during the pandemic, there is a rise in renovations and refurbishments that add value to houses, and positively impact people’s immediate environment and their wellbeing. RTU products are ideal for all types of self-build that enhance and increase both internal and external living space. RTU’s experienced team will guide customers on the core and signature range products as well as on technical support and a supply-andfit service using only approved layers. Whether it is a workspace extension, creating more living space, or a landscaping project to make the most of the outdoors, RTU products have you covered.

OUR SIGNATURE RANGE EXPOSA® An aesthetically pleasing, durable and slip-resistant decorative concrete, Exposa® is the ultimate alternative to paving, asphalt, tarmac and loose gravel. What makes Exposa® stand out from the crowd is the variety of colours on offer that allows designers and architects to be bold or subtle in their design work.

ULTRAFLO® Enjoy improved energy efficiency and lower running costs with underfloor heating. A key benefit of Ultraflo® is minimal drying shrinkage in comparison to cement-based screeds. Minimal drying shrinkage reduces the risk of cracking and allows areas between movement joints to be dramatically increased. ULTRACEM® Our Portland cement-based, pump applied liquid floor screed excels due to its fast-track qualities, and the speed and ease

RTU prides itself on manufacturing superior and high-quality products that deliver versatility and performance to construction companies, builders, architects and the self-build market. Please speak to our expert team about your building product requirements, signature range and new product launches.

of install over traditional sand:cement screeds. Ultracem® is a diverse product that is compatible with all standard floor coverings, including tiles, wood, vinyl, carpet and wet areas. ZIRCON This technically designed decorative concrete delivers a sleek polished floor that can be finished with various grades of polishing to achieve the desired look for your project. Stylish, hardwearing and low maintenance, Zircon delivers a chic and durable alternative to natural stone.

Haslem Hotel, Lisburn

Hillsborough Castle Gardens, Hillsborough Ebrington Square, Derry~Londonderry

Value Car Park, Belfast

Queen’s University, Belfast Translink, Milewater House, Belfast

RTU Signature Products:

028 9085 1441 sales@rtu.co.uk

www.rtu.co.uk









Proven Quality

Expert Consultation

Customer Service

MPANI 20/21

Invest NI’s

Role in the Low Carbon Economy Energy and resources effect all business and can have a major impact on operations in terms of cost and productivity. Increasing efficiency in these areas, not only brings increased competitiveness, but also significant environmental benefits, including decarbonisation Invest NI provide a range of support, including specialist advice and investment capital, to enable NI businesses to become more efficient and resilient, whilst contributing to a low carbon economy. Equipped with in-house Technical Advisors who are specialists in their fields, Invest NI can support and signpost businesses to identify and achieve cost and carbon savings in the consumption of water, energy and raw materials. The support includes: • TECHNICAL CONSULTANCY: Available to all businesses with an annual energy and resource spend in excess of £30k. Technical Consultancy support offers fully funded technical audits, feasibility studies and advice, complete with a report and recommendations to help participating businesses identify cost and carbon savings. • RESOURCE MATCHING THROUGH INDUSTRIAL SYMBIOSIS: Fully funded support that offers opportunities to convert redundant materials of one business, into a resource for another business, helping to add value and to reduce costs and carbon for all parties. • RESOURCE EFFICIENCY CAPITAL GRANT: Available to Invest NI customers to invest in resource efficient technologies that will drive savings and business productivity. Grants of up to £40k are available to help with the purchasing of new equipment which will reduce the consumption of water, raw materials, and waste production. Examples of some of the projects funded through the Resource Efficiency Capital Grant include: • CNC Machines • Plasma Profiling System • Guillotine • Pulveriser • Injection Moulding Machine • Coolant Management System If you are interested in any of the services mentioned, or for further information, contact the Invest NI Energy and Resource Team on 028 9069 8868 or ere@investni.com

The company had a project with a focus on its manufacturing-extrusion department that operates six extruders, 24 hours per day, six days a week. This department manufactures film wound onto cardboard cores with every machine using compressed cardboard cores. This project aimed to significantly lower the consumption of raw materials by reducing the volume of cardboard cores wasted in the process while at the same time removing paper dust from the cutting process. The company was wasting at least 30% of all incoming core materials.

THE SOLUTION The solution required capital investment and the company approached Invest NI for assistance through its Resource Efficiency Capital Grant Scheme to purchase a unique patented core cutting and jointing machine. This new machine cleanly cuts cores and extracts any paper dust to a hopper. Once it gets down to the remaining offcut, it also enables the joining of the offcut to the next new core with an integral taping function, therefore removing all waste. As everything can be used, the machine cuts the next core which includes the area securely joined.

Brow Packaging - Resource Efficiency Capital Grant case study

THE OUTCOME

THE COMPANY

The new machine enables the company to save approximately 85% on its current core waste with the remaining 15% waste relating to damaged extrusion cores and cores from the conversion operation, which are recycled.

Brow Packaging is a family run business which was established in 1943. It employs 58 staff based in Belfast, and manufactures film products such as shrink film and bags. They supply a wide range of packaging, catering disposables, paper hygiene and cleaning products across multiple industry sectors. The site has two divisions, a manufacturing and merchant division.

THE CHALLENGE Brow Package wanted to make resource efficiency savings throughout its operations to enable it to reduce raw material costs, prepare for Brexit, protect jobs and create further job opportunities for the future.

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With a capital investment of £29,657 the new cutting machine prevents the purchase of 7,385 cores and raw material savings of £16,985. The company also save on skip recycling costs providing a further £1,043 saving. This produces annual financial savings of £18,028 with a payback in just over one and half years. By investing in this technology Brow Packaging have benefited from resource efficiency improvements, releasing resources and space as well as improving cash flow to enable the company to invest in other sustainability projects.

Carson McDowell

Flash Legal Briefing Faye Phillips Associate Solicitor, Planning & Environmental Law

High Court Challenge to 110 Acre Quarry Rejected The most recent decision issued in respect of a minerals permission is that of the High Court in R (on the application of Haden) v Shropshire Council. This was a challenge by a local resident to a planning permission granted for a quarry. One of the main challenges to the permission related to the adequacy of the environmental information relating to hydrology / hydrogeology. During the determination of the application, the Environment Agency highlighted that further investigation / monitoring should be undertaken. It stopped short of stating that significant effects would be likely, instead stating that the likelihood of potential impacts from quarrying had “not been fully assessed”. It did not object to the proposal but suggested that prior monitoring would be “preferable”. The case officer’s report accepted that the proposal was not considered likely to lead to any significant impacts in relation to groundwater but that any residual risk could be addressed by condition. A condition was attached to the permission to deal with any residual risk. The claimant argued that the failure to require further hydrological assessment prior to the grant of planning permission breached the EIA Regulations. The court held: “40… it is not necessary for all uncertainty to be resolved in order to achieve compliance with the requirements of Regulation 3(4). In my judgment this was a case that fell within the scope of the Council’s entitlement and obligation to exercise a judgment on the adequacy or otherwise of the available information and it was entitled to conclude both that it had adequate information and that significant adverse consequences were not likely.” (Emphasis added) This case provides some helpful guidance on the adequacy of environmental information and need to carry out pre-consent surveys.

Extension of Duration of Development May Require Appropriate Assessment The ECJ has recently issued its judgment in Friends of the Irish Environment Ltd v An Bord Pleanála (“ABP”) concerning the ABP’s decision to grant an additional five years for the construction of a liquefied natural gas regasification terminal, on top of the 10 year period originally set in a previous consent (which had lapsed). The original planning permission had not been subject to an assessment under the Habitats Directive (“the HD”), however the site was situated near two Natura 2000 sites.

The Irish Court referred the matter to the ECJ and asked whether a decision to extend the duration of a development consent constituted the agreement of a project under article 6(3) of the HD. The ECJ held that a decision to extend the 10 year period was to be regarded as an agreement of a project under article 6(3) which could trigger the need for an appropriate assessment. The ECJ based this decision on the fact that if the proposal is considered a “project” under the EIA Directive, it may constitute a “project” under the HD. The works had not been implemented in accordance with the original consent and therefore the grant of permission could be considered to be an agreement to a project under art 6(3) of the HD. It further held that an appropriate assessment must be carried out where it cannot be ruled out that a project might affect the conservation objectives of a site. There must be full, precise and definitive conclusions capable of removing all scientific doubt as to the effect of the works. Consequently, should a minerals developer wish to extend the life of a permission, it should be live to the fact that an appropriate assessment may be required.

Scope of Variation of Condition Applications Final case of note, Finney v Welsh Ministers [2019] EWCA Civ 1868 which established the principle that a description of development cannot be amended by way of an application under section 73 of the Town and Country Planning Act 1990 (the equivalent of a section 54 application in Northern Ireland) - application to develop land without compliance with conditions previously attached. In this matter, the tip height of a wind turbine was stated as being 100m within the description of the development and a condition required the development to be carried out in accordance with a number of specified drawings (which depicted 100m turbines). The developer sought to vary that condition and replace it with a revised drawing showing taller turbines of up to 125m. Proceedings ended up in the Court of Appeal where the Court considered whether a description of development could be amended by a s.73/s.54. The Court held that it could not be used to change the description of development. It stated that a revised condition altering the nature of what was permitted would be outside the scope of s.73/s.54. Mineral developers should therefore be aware that an attempt to amend the description of a development cannot be done by way of a s.54 application. Careful consideration should be given to the description of the development at the planning application stage. If you have any queries, the Planning and Environmental Law team at Carson McDowell would be happy to help. *The contents of this document do not constitute legal advice and should not be relied upon as a substitute for legal advice that is tailored to your individual circumstances.

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13 WAYS TO MAXIMISE YOUR RESEARCH AND DEVELOPMENT TAX CREDITS Research and Development (R&D) Tax Credits are the most generous form of corporation tax relief in the UK but the most under-claimed, with many in the quarrying and aggregates sectors not realising how much they are missing out on. If you feel like you don’t know enough about R&D Tax Credits and how they could help your company, don’t worry. Based on our experience of successfully advising minerals, quarrying and aggregates clients on key aspects of their R&D Tax Credit claims, we have developed a simple ‘Did you know?’ checklist to help give companies a better understanding of how they could benefit from R&D Tax Credit relief.

5. You can claim travel expenses that have been attributed to your projects. Albeit, this needs to be administered in a different way to normal travel and subsistence. 6. R&D Tax Credits is one of the best tax initiatives to stimulate growth and innovation. 7. Most companies, irrespective of size and experience actually significantly underclaim. 8. When R&D Tax Credits are completed by experts, the risk of investigation is minimal.

Did you know?

9. A proportion of consumables may be claimed.

1. HMRC typically take less than 28 days to process and pay R&D claims.

10. Companies can claim for utilities including light, heat, water and electricity.

2. R&D Tax Credits offer immediate cash benefits, reduction in current or future tax liabilities.

11. Analysing your staff production in a new way could identify the true time spent on R&D.

3. R&D for this purpose is normally hidden within the daily operating behaviours.

12. Directors dividends normally don’t qualify but most forget to claim their pension contributions.

4. A company can review two past accounting periods and claim for projects and associated costs attributed to these.

13. There are specialist HMRC departments designated to dealing with R&D Tax Credit claims.

If you have further questions or think your company could avail of R&D Tax Credit relief, call one of our team of experts at the Momentum Group on +44 28 9140 403.

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Most companies don’t realise how much R&D work they are doing. Unlock your eligible tax credits today. Momentum are a specialist R&D Tax Credit consultancy, creating successful claims for companies across the manufacturing, quarry, construction and plant machinery sectors Over £150m R&D Tax Relief Claimed Over 1000 Successful Claims 100% Success Rate Free Consultation Free ‘Second Opinion’ Review

Momentum GROUP Start your R&D Tax Credit journey today and let us unlock your potential

Call today for a free consultation with our team of specialists

Momentum GROUP

T: +44 (0)28 9140 4030 E: taxcredits@momentumni.com momentumgroupni.com

Invest NI

Assisting Business Niche manufacturing in Northern Ireland generates billions of pounds for the local economy and certainly punches above its weight compared with the UK. From companies producing machines for crushing, screening and sorting to the mining and construction industries, specialist fit-out solutions in retail, hospitality and marine sectors, to those firms developing innovative components for the aerospace, automotive, technology, space or renewable sectors â&#x20AC;&#x201C; Northern Ireland has many highly successful global players operating in this sphere. Invest Northern Ireland (Invest NI) offers a range of assistance to help businesses, which includes support for skills development, R&D, trade activities and support to create new jobs which helps those companies focused on growing exports and external sales achieve their potential. This has been particularly important during COVID-19. Through our advice, support and assistance teamed with a calendar of webinars, virtual events and workshops, we are helping businesses understand and address the gaps in their knowledge base and develop the skills they need to succeed. Our Prepare for EU Exit support provides companies with all the information they need during the Transition Period so they can better understand their businessâ&#x20AC;&#x2122; current and future needs, create contingency plans and take key actions against the areas most likely to be impacted. It includes an EU Exit resilience tool, preparation grant and a range of EU Exit events and video tutorials.

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In a highly competitive market, maintaining operational costs at the lowest possible levels ensures businesses remain competitive and profits are maximised. We are working to help companies in the quarry product industry achieve cost savings in the consumption of water, energy and materials and, where appropriate, invest in on-site heat or electricity generation technologies. This comprehensive support includes helping companies accurately measure their resource usage, develop improvement processes, identify the most effective technical solutions and even facilitate linkages between companies to stimulate opportunities for sharing resources and developing supply chain benefits. Our support combined with the investment by local businesses will underpin the future competitiveness and growth of our local economy, allowing our businesses to compete and succeed in todayâ&#x20AC;&#x2122;s global marketplace.

To find out how Invest NI can help your business, visit www.investni.com

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HEAD OFFICE: 116-118 ARDMORE ROAD, DERRYADD, LURGAN, BT66 6QP INFO@NORMANEMERSON.COM - WWW.NORMANEMERSON.COM

Engineering for Sustainable Mining CDE, the industry-leading wet processing equipment manufacturer, having committed to the UN Sustainable Development Goals (SDGs) framework, is focused on the development of sustainable solutions for the mineral processing and mining sectors, writes Adam Holland, Head of Business Development for CDE Meta, the company’s mining-focused sector, specialising in modular wet processing solutions for mineral beneficiation. While sustainable mining might appear like a contradiction to those in the stereotypically green resource recovery industry, it’s a movement that’s gaining global traction. With rising demand for quality metals, in addition to increasingly stringent environmental legislation, protecting finite natural resources and extracting value from “waste” is not just environmentally sound, but good business. For CDE Meta, delivering sustainable mine operations via iron ore beneficiation is central to our “New World of Resource” purpose. With billions of tonnes of low-grade and overburden iron ore stockpiles, there is a growing appetite to invest in sustainable practices. CDE strives to make it as easy as possible for companies to use their waste products for the greater good, while also delivering return on investment. We’re committed to maximising product value while reducing environmental impact.

SUSTAINABILITY IS AT THE HEART OF ALL CDE PROJECTS. In 2019, the CDE Meta team was recognised for its commitment to sustainable practice in the mining sector, winning two awards – one in Ireland and one in South Australia – for our Iron Baron and Iron Knob projects with SIMEC.

projects are a strong indicator of this. CDE Meta is supporting the company to realise the inherent value in its iron ore waste. Commissioned in 2017, the projects involved two separate wet processing plants with a combined capacity to convert 17 million tonnes of historic low-grade iron ore overburden waste into a high-value product.

WITHOUT PROCESSING, THIS IRON ORE WASTE OFTEN SITS IN UNUSED STOCKPILES. Our wet processing solutions for the mining sector are engineered to extract value from available resources, including those that are typically categorised as waste by-products from the mining process. We’re optimising the process to ensure all extracted resources are fully utilised. In turn, this delivers greater return on investment and maximises the life of the mine. Our SIMEC plants have a combined processing capacity of 950 tonnes per hour. Together they are successfully recovering high-quality iron ore from over 100-year-old low-grade mining waste feed material. Our plants beneficiate iron ore waste at 42 to 53 per cent Fe content through washing and gravity separation up to 63 per cent, at an almost 50 per cent yield.

The two awards, presented on the same day at opposite sides of world, are a testament to the global reach of CDE and the strength of our sustainability driven purpose. While sustainable mining might not be taking over the sector just yet, solutions are available.

Our award-winning approach is producing three product ranges; a course product, fine product and rejected material which has its own commercial value as is reclaimed for use in road construction and infrastructure.

CDE is at the forefront of the sector, delivering best-in-class results and advancing the adoption of socially responsible and environmentally friendly sustainable mining practices.

What sets these plants and CDE’s other mining sector projects around the world apart is our ability to design a modular solution, tailored to the customer’s unique requirements. CDE’s mining solutions are turnkey, cost-effective, energy efficient and value-adding by nature.

These solutions deliver benefits to our customers that are twofold; maximising resource reserves for greater, and faster, return on investment while taking proactive measures to minimise environmental impact. A greener approach can add value to forward-thinking and ambitious resource companies, and our SIMEC

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Our SIMEC mining plants might seem a world away, but their purpose is much closer to home and they serve as a case study for larger resource companies on the international stage who seek to increase operational sustainability.

ENGINEERED FOR PROFITS Unlock the potential of your hard rock quarry waste materials with CDE wet processing technology. Combine consistent in-specification sand & aggregates production with advanced water recycling. CDE experts will design your bespoke solution to ensure you will boost production efficiency, increase yield, and grow profitability.

ENGINEERED FOR YOU. Visit cdeglobal.com

MPANI_FOR PROFITS_13-03-2020.indd 1

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GenComm welcomes launch of HMI Report “A Hydrogen Roadmap for Irish Transport, 2020-2030” Hydrogen-fuelled cars, buses and trucks could be a reality in Ireland by 2023, and there is the potential for more than 35,000 hydrogen vehicles to be on roads within a decade, a strategic review has found. These are among the findings of a report into hydrogen’s potential in helping to address Ireland’s greenhouse gas emissions arising from transport. With State supports it would remove some 300,000 tonnes of CO2 every year, it concludes. The research by Element Energy was commissioned by Hydrogen Mobility Ireland – a cross-industry group - which includes major transport, energy and utility companies. It provides the Irish Government with a potential road map up to 2030, including roll-out of infrastructure on an all-Ireland basis. Transport accounts for about 20 per cent of Ireland’s greenhouse gases, and is the largest source of energy-related emissions. As a member of Hydrogen Mobility Ireland, GenComm Project Manager, Paul McCormack, welcomed the launch of the Hydrogen Mobility Ireland report. “The GenComm renewable hydrogen project welcomes the launch of the Hydrogen Mobility Strategy. Decarbonising transport fuels and the electricity supply are prime requirements under the Paris agreement. As Ireland, both North and South, plans and develops a successful energy transition away from fossil fuels and towards the widespread use of secure renewable energy supply, it will require the exploitation of existing and new technologies combined with our stakeholders having commercial confidence in them. This strategy forms the building blocks of hydrogen development and illustrates how Hydrogen can be central to the future of green energy for the island of Ireland.” Hydrogen is a low-carbon fuel and will be produced locally, with a wind to hydrogen plant currently being developed in County Antrim. Fuel cell vehicles consume hydrogen as a fuel to produce electrical power for the vehicle, with water vapour the only byproduct. The ability of electrolyser technology to also convert excess electricity generated by wind or solar farms not taken on to the grid is set to be a new green source of hydrogen.

Pictured at the launch of the HMI Report in Dublin, from left, Dr James Carton, Chair of Hydrogen Ireland; Paul McCormack, GenComm Project Manager and Mark Welsh, Energia.

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GREATER RANGE Fuel cell vehicles complement battery electric vehicles as they offer greater range and faster refuelling (less than three minutes), and are particularly suitable for heavy passenger and goods vehicles. Hydrogen vehicles, the report finds, will be cost-competitive with conventional fuel vehicles by 2025; buses, vans and taxis could be deployed as the catalyst for market establishment, followed by HGVs and trains. As part of the €9 million EU-backed GenComm project, Energia will produce the island’s first renewable hydrogen in County Antrim to supply new fuel cell buses in Belfast. Communities are also leading on hydrogen. In concert with the EU-backed GenComm, SEAFUEL and HUGE projects, energy cooperatives on Valentia Island, Rathlin Island and the Aran Islands are working with researchers to explore how hydrogen can maximise energy security, stimulate new industries and restore economic and social vitality to proud communities. These initiatives have led to the creation of Hydrogen Ireland, the Community Hydrogen Forum and Hydrogen Mobility Ireland, all of which are dedicated to the promotion of hydrogen. Ireland’s renewable energy sector is rightly proud of its achievements to date. Hydrogen has a key role to play in our energy transformation. The technology is here. The research community is ready. Will you rise to the challenge and grasp the hydrogen opportunity?

Link to the full HMI report: https://www.nweurope.eu/projects/project-search/ gencomm-generating-energy-secure-communities/ news/green-light-for-hydrogen-vehicles/

TRANSFORMING TYRONE’S ECONOMY Dalradian has been operating in Northern Ireland for ten years to develop a gold- silvercopper underground mine in west Tyrone.

The project will be Europe’s first carbon neutral mine and has been designed to operate in tandem with the local environment, meeting and exceeding strict regulations.

1,000 JOBS DIRECT, INDIRECT AND INDUCED

It will also be economically transformative, creating 1,000 direct, indirect and induced jobs, and supporting a supply chain spend of over £750M.

A planning application was submitted in 2017 with Further Environmental Information provided in autumn 2019. Full details of the proposal are available at dalradian.com

HIGHEST ENVIRONMENTAL AND SAFETY STANDARDS

MAJOR PRIVATE SECTOR INVESTMENT FOR NORTHERN IRELAND

£40,000 AVERAGE SALARY

£750 Million+

£ £360 MILLION CAPITAL INVESTMENT

SPEND OVER THE LIFE OF THE MINE ONE OF THE WORLD’S

TOP UNDEVELOPED GOLD DEPOSITS BY GRADE

EUROPE’S FIRST CARBON NEUTRAL MINE

DALRADIAN GOLD LTD. NORTHERN IRELAND OFFICE 67 Main Street Gortin, County Tyrone, BT79 8NH Tel: 028 8164 8012 Email: community@dalradian.com

New industry for Northern Ireland

William Orbinson QC

Minerals Planning, Challenges of the Planning System William Orbinson QC Minerals contribute greatly to the Northern Ireland construction industry, play an important role in delivering jobs, materials and exports, and underpin many other sectors from transport to energy and housing. The total volume of construction output in NI has been on an upward trend since Q4 2013 and a robust approach to minerals planning must be taken to ensure the construction sector is adequately supported and resourced. The importance of minerals is recognised in the Northern Ireland planning system. The Regional Development Strategy 2035 (RDS), for example, seeks to “protect and manage important geological and geomorphological features”, recognising that they can play an active role in economic development. The Strategic Planning Policy Statement (SPPS) also states: “the minerals industry makes an essential contribution to the economy and to our quality of life, providing primary minerals for construction, such as sand, gravel and crushed rock, and other uses, and is also a valued provider of jobs and employment, particularly in rural areas”. However, planning for mineral extraction and development can be complex, and is not without challenges. The Planning Act (Northern Ireland) 2011 established a plan-led planning system which gives primacy to the plan in the determination of planning applications unless other material considerations indicate otherwise. Local Councils were given responsibility for the preparation of Local Development Plan’s (LDPs) as well as development management. New LDPs were intended to be published within three and a half years (SPPS, diagram 2). However, almost six years later, no Council has yet adopted a new LDP. At the time of writing only one LDP draft Plan Strategy – the Belfast City Council draft Plan Strategy - is with the Planning Appeals Commission (PAC) for Independent Examination. Therefore, applications are required to be determined in accordance with out-of-date development plans which often contain no relevant policies for minerals. To take one example, the Ballymena Area Plan was adopted in 1989, more than 30 years ago. Whilst this is the case for many forms of development, e.g. wind and renewable energy, there is no up-to-date regional policy for mineral development. The RDS and SPPS provide strategic-level advice and policy on minerals development, but the detailed policy context for minerals is provided by the Planning Strategy for Rural Northern Ireland. This policy document dates back to September 1993, so almost three decades have passed since its publication. Other industries such as housing and energy are controlled through more recent planning policy statements e.g. PPS18 on renewable energy from 2009. Given the importance of minerals to the Northern Ireland economy, it is difficult to understand how applications can be appropriately assessed through policies which are almost thirty years old and plans which are, in some cases, just as dated. Whilst the more recent policies contained in the RDS and SPPS recognise the value of minerals to the Northern Ireland economy, they also impose constraints. For example, the SPPS still refers to Areas of Constraint on Mineral Development (ACMD) (para 6.155 and footnote 43) which seek to protect areas from mineral development, e.g. Areas of Outstanding Natural Beauty (AONB). While it is important to adequately assess the impacts of extraction and mineral development on the landscape and to protect the environment, that must be balanced against the fact that minerals are naturally occurring and can only be extracted where they occur. Geology dictates that many ANOBs and areas of high scenic value contain reserves of important minerals. The PAC in the report into the draft Magherafelt Area Plan 2015 pointed

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out that the imposition of ACMD’s were not justified by the evidence presented. The PAC report pointed out that insufficient data exists regarding the exact extent of mineral reserves across Northern Ireland stating “it is difficult, if not impossible, to draw any conclusions in respect of the need to exploit the minerals reserves of the District when there is incomplete and only ad hoc quantitative, and apparently no qualitative evidence, of the existing situation. The absence of a regional minerals plan and the piecemeal basis for forecasting regional reserves and demand is a significant gap in the information base.” Although the Minerals Resources Map of Northern Ireland has since been published, further research is needed to determine the supply and demand requirements for aggregates at local and regional levels. Without an understanding of the supply and demand at a regional level, it is difficult to balance the economic benefits against the environmental impacts of mineral development through the development management process. There is a fine balance between protecting the environment and ensuring sufficient minerals can be extracted to support the economy and, in particular, the construction and infrastructure sectors. A regional approach is needed to ensure sufficient minerals can be extracted to feed the supply chain. If the mineral industry is constrained by restrictive planning policies which do not allow sufficient minerals to be extracted, the alternative includes expensive imports, additional transportation costs and resultant impacts on the construction industry, an important sector in the Northern Ireland economy. Planning policies need to be brought up to date and LDPs need to ensure the value of mineral reserves is adequately recognised. With each LDP offering potential for a different approach to minerals in each Council area, it is important that a regional approach is taken to ensure sufficient minerals can be provided to adequately resource other sectors. The minerals sector also offers potential to deliver environmental benefits through restoration proposals and this is sometimes overlooked. Another issue is that the system is not adequately resourced. While that is not unique to the minerals sector, with major applications taking on average 57 weeks to determine (April-September 2019/2020), it is important to ensure that there is a sufficiently resourced system to handle applications for mineral development. Capacity building is needed to ensure minerals development is not constrained by an overburdened planning system, given the importance of the sector to the region’s economy. There have been significant advances in the sector with the production of the Minerals Resources Map of Northern Ireland in 2012 and MPANI representing members who produce over 90% of extracted aggregates in Northern Ireland. However, while the planning system has changed significantly over the last thirty years the policies in relation to minerals planning have not. Significant challenges remain for the minerals sector and we have yet to see how the planning system will evolve to respond to these challenges. The new LDP system offers a chance to improve the planning system, but a regional approach is still required to ensure the health of the sector.

Legal Associate of the Royal Town Planning Institute NI Associate of PEBA: The Specialist Bar Association for Planning, the Environment and Local Government Affiliate of the Irish Planning Institute

Providing advice and representation to the minerals industry for 25 years • Minerals • Review of old minerals planning permissions

• Planning inquiries, planning appeals, enforcement appeals • Lawful development certificates

• Waste

• Judicial Review

• Infrastructure

• Planning policy analysis

• Renewable energy

• Strategic project direction

• Strategic Environmental Assessment

• Environmental licensing and permitting

• Environmental Impact Assessment

• Revocation, discontinuance and modification of permissions

• Habitats Directive Assessment • Local Development Plan advice and representation

William Orbinson

William Orbinson QC

• Regulatory and licensing appeals • Contaminated land • Compulsory purchase and compensation • Planning guidance to Environmental Consultants • Defending prosecutions

For furth Bar Library

Contact

PO Box 414 91 Chichester Street Belfast BT1 3JQ

M 07860 245324 T 028 9042 6751 E williamorbinson@planning.demon.co.uk

https://williamorbinson.co.uk

https:/

Norman Emerson Group celebrates 75 years Celebrating 75 years in business, the Norman Emerson Group is one of the most highly respected companies in the quarrying and construction market in Northern Ireland. The rural family business, based on the shores of Lough Neagh at Derryadd, Co Armagh, has stood the test of time and looks forward to an ever-challenging future. Challenge is the one certainty the business plans for, as change is the only constant in the fast-paced world of modern business. The company has developed a range of skills and attributes enabling the flexibility to survive the vagaries of shifting economic trends, political uncertainty, and the quest for continuous improvement of products and services. People are at the core of the Norman Emerson Group business ethos, focused on meeting the expectations of their customers. Through partnership with its people and suppliers the company is committed to provide competitive services and products to its evolving customer base. Placing the customer first allows the company to embrace the future with confidence.

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This confidence is bolstered by the quality of their employees. Most of the team are from the local area as The Norman Emerson Group is fully committed to the local community. The Norman Emerson Group emerged from humble beginnings in 1945 when Company founder Norman Emerson senior began extracting sand from Lough Neagh and today the group is one of only 5 companies with a commercial licence to extract sand from the Lough. From supplying the local construction industry with quality sand and gravel, ready mixed concrete and quarry materials, to providing a contracts service second to none, and enhancing gardens with its Natural Stone product range, the Company has diversified to such an extent that today the Emerson name is even associated with an office supplies division. With over half a century of commercial experience across the island of Ireland the business has developed core

competencies in the production and supply of materials and services to the following three market sectors: CONSTRUCTION INDUSTRY CONCRETE AND AGGREGATE SUPPLIES HORTICULTURAL/SPORT TURF SURFACE SOLUTION SUPPLIES NATURAL STONE DECORATIVE HARD LANDSCAPING SUPPLIES Firmly rooted in the water-based extraction of Lough Neagh Sands the business has evolved to develop extraction of hard rock quarries, gravel pits and the production of ready mixed concrete. A range of sands have been developed from the core sand extraction function to the supply of sports sands used as an important component for playing pitches, golf courses and horse ménages. Later development brought the introduction of a dedicated concrete laying contracts division; a specialised decorative aggregate division focused on the hard landscaping sector; and the development of industrialised dried sand for a variety of valued added end uses. The business operates globally in terms of international product sourcing and provision of niche sales to export markets. ‘Building on Quality’ is very much the focus within the Norman Emerson Group. The company deploys the European Foundation for Quality Management’s Business Excellence Model as a

strategic continuous improvement tool in terms of business development. From this framework the business has developed ISO 9001, BS8555 and Investors in People quality processes to deliver an ambitious plan of business growth via product / market diversification, people development and process improvement. The Norman Emerson Group vision is to be: ‘THE PREMIER QUALITY SUPPLIER OF SAND,CONCRETE, QUARRY AGGREGATE, DECORATIVE STONE AND ASSOCIATED PRODUCTS IN OUR CHOSEN MARKETS’. The company founders and current leaders aspire to leave a legacy of a thriving vibrant business into the foreseeable future.

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Local Government Conference 2020, ‘The Future of Local Government’ (Pre-Covid)

NILGA

Putting the LOCAL into government NILGA, the Northern Ireland Local Government Association, is the representative, umbrella body for NI’s 11 councils. NILGA develops policy, designs training and learning, negotiates pay & terms for 12,000 council employees, engages earnestly and regularly with strategic non-government partners (like MPANI), represents councils within regional, UK, all island and international groupings - in order to promote strong councils, sustainable communities and a more entrepreneurial, democratic approach to governing and delivering services to the people of N.Ireland. Councils in NI invest approximately £1 billion of the annual £23 billion public purse. Yet, through the work highlighted above and new powers such as Community Planning, councils are more and more seen as the “service hubs” of their community, thereby having greater influence on the bigger spending departments and agencies across government. NILGA’s guidance on the emerging Programme for Government, with the Legislative Assembly now restored, promotes the principle of co-design. No longer should there be a “transaction” culture between central and local government. Rather, like all

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other parts of the UK and in Ireland, councils should be key partners in designing, delivering and measuring any new policy whether economic, social, environmental or regulatory. A culture change is evident in N. Ireland, not before time, whereby the local economy and our precious natural resources are integrated, with local people and enterprises seeking to develop new approaches to learning, skills, environmental management, economic development and strategic planning. NILGA’s 5 policy & learning networks cover the whole of NI’s councils, draw on nonpublic sector expertise, and have successfully delivered vital pieces of work on subjects as diverse as Human Trafficking, Civic Leadership, Waste Management, together with new ways to invest in local infrastructure, including preventative health and the circular economy. NILGA is committed to seeing N. Ireland become a more “normalised” society whereby local public services like parking, regeneration and core neighbourhood services are provided and /

Local Government Conference 2020, ‘The Future of Local Government’ (Pre-Covid)

or co-ordinated through “hub” councils, in tandem with our local community. It’s neither rocket science nor a power grab, rather, applying common sense and efficiency – building on a model so apparent in England, Wales, Scotland and further afield. NILGA, between now and 2023, offers a dedicated team of EXPERTISE for councils, a “go to” organisation for council members and officers. It has fully transformed its portfolio to align with new local councils and a new sustainability, political, fiscal and legislative landscape within Northern Ireland. Professional, diligent, public spirited elected members and officers are the norm in local government, not the exception. This is reflected in NILGA. Our dynamic approach to what we do is wellrespected, per feedback from member councils, and bodies like MPANI, but there really is no alternative to this ethos in our small team – NILGA has no room for anything other than a professional, passionate, selfless and supportive vision coupled with a capacity for sustained hard work.

Local Government Conference 2020, ‘The Future of Local Government’ (Pre-Covid)

NILGA welcomes MPANI’s constructive input into Northern Ireland Local Government – and the citizens we serve.

Local Government Awards 2018, ‘Best Local Authority Design & Build Capital Project (Pre-Covid)

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55 MPANI 20/21

Electricity Mis-billing, N Ireland by Gary Simms, Renewable Partnerships

that a supplier collects on behalf of organisations running and maintaining the electricity infrastructure. Managing over 600 meter points across a client portfolio of over 200 organisations, Renewable Partnerships has become an important player in the Northern Irish Electricity Market. They have become a breath of fresh air to energy buyers in Northern Ireland, supporting them in hard hitting value strategies. Their focus is total transparency so allowing clients to fully understand what can appear to be ‘smoke and mirrors’ normally associated with the electricity buying process.

Billing overcharges: Your electricity bill is absolutely correct – yes? Well possibly not. Renewable Partnerships has developed software which has alerted many of their clients to billing inconsistencies and over-billing, especially on multi-rate meters. A Craigavon bill - £6,000 wrong over two years. A Mallusk bill - £6,000 wrong in one month. A County Down bill £32,000 wrong over 2 years. Balderdash baffles brains? Multi-rate invoices can appear to be a ‘sea of numbers’ – not exactly illuminating unless you are very sure what you are looking at. Your electricity invoice consists of energy and lines of ‘passthrough’ charges (Uos/ Duos/ SSC etc) These charges can be confusing and most buyers assume that they must be correct, not least because elements of the data that drives the billing is very hard to obtain, yet alone understand. So Renewable Partnerships have developed a mock-billing process, calculating what your bill should have been then comparing this to the billing received. The results can be alarming. Renewable Partnerships will develop a series of mock-bills for clients concerned about electricity charges. These are based on what electricity you have used and when it was consumed. These bills will then be compared to the actual bills invoiced to a client and overbilling identified. Most errors are located in the application of pass-through charges, charges

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As Energy Consultants, Renewable Partnerships work to identify the best energy solution for their clients. These solutions range across all levels of complexity, regularly obtaining fixed electricity prices lower than clients can obtain when they manage the buying process themselves. Renewable Partnerships manage the process of supplier-swap on behalf of the client if this is where the best value lies, and then ensure that the client stays on this best value option for electricity on an on going basis, thereby avoiding expensive out-of-contract rates. Renewable Partnerships know their apples from their oranges – don’t buy a lemon.

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You have choice in terms of your energy strategy – it’s not a ‘one size fits all’ business. Talk to Renewable Partnerships about what contract style is right for your business: Say goodbye to ‘Out-of-Contract’ rates. Have confidence that your supplier offers are fully integrated to represent

your interests and deliver best value to your business. You can take advantage of the experience and knowledge offered by Renewable Partnerships Ltd - a Belfast based business specialising in the development of energy contract cost reduction for businesses.

renewable partnerships when it comes to energy, we know our apples from our oranges

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energy buying options historic bill checking

info@renewablepartnerships.com Renewable Partnerships Ltd Inspire Business Park, Carrowreagh Road, Dundonald, Belfast, BT16 1QT

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MPANI 20/21

KILWAUGHTER MINERALS

Acquires External Wall Insulation Business At Kilwaughter Minerals, we have continued to embrace change with the acquisition of an External Wall Insulation (EWI) business creating a new, third business segment under the ‘K Systems’ brand. This new segment means we are now a major supplier of high quality, insulation systems and facades, operating across UK and Ireland in a market served by our expanded specialist team. With this acquisition, we have also invested in our UK distribution centres including a bespoke facility in St Helens, near Liverpool to improve our service for customers throughout England and Wales.

ensuring homes are safe and warm for all while addressing the key environmental need of reduced carbon footprint properties.

This acquisitive growth complements organic investments in our flagship K Rend brand where we continue to invest in product quality and differentiation. Likewise, we continue to develop our Kilwaughter Lime business segment which operates across a number of exciting market niches including Agriculture, with products such as G Lime, a product that contributes to food chain efficiency through optimising soil productivity.

People remain at the heart of everything we do – our customers who we aim to delight, our team who we encourage to be the best they can be, our suppliers with whom we commit to building trust and efficient supply chains and our local community who we aim to support in meaningful ways. Our commitment to our communities is evident through for example, our engagement with the excellent social enterprise centre, AEL in Larne and our support for the Queens University Pathway Opportunity Programme. Pathways is designed to encourage attendance from students who may otherwise struggle to participate in third level education.

In June 2019, Gary Wilmot was appointed as Chief Executive with the strategy to continue our focus on how we add value to peoples lives through their experience with our business, our service, our products and solutions. Large sections of our markets connect with the Governments focus on increasing the volume of new homes,

Above all else, safety remains our top priority and we are delighted in having celebrated 5 years of no lost time accidents within the business by the end of 2019. To build on this we are working to further develop our systems and capability for mental health support and employee wellbeing.

MPANI 20/21

IRISH SALT MINING & EXPLORATION CO.LTD PRODUCERS OF DEICING ROCK SALT FOR HIGHWAY WINTER MAINTENANCE FORT ROAD, CARRICKFERGUS, CO. ANTRIM, NORTHERN IRELAND BT38 9BT TEL: +44(0)28 93351151 FAX: +44(0)28 93364849 Email: sales@irishsaltmining.com

Latest News New Addition to the Drilling Fleet

using Atlas Copco's FlexiROC D55

Awarded Infrastructure NI Roads & Rivers Survey Contract New Addition to the MMU Fleet

Products/ Services Offered Centra Gold Bulk Emulsion i-Kon Electronic Initiation System Quarry Face Profiling Rock Drilling Blast Design & Supervision Vibration Monitoring Land & Hydrographic Surveys Stockpile / Volumetric Calculations

ORICABQS

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CBI Northern Ireland

Powering A Green Recovery

As businesses start to rebuild and recover following the impact of COVID-19, attention has rightly turned to the idea of a ‘green recovery’. With government, business and others asking fundamental questions about the future of our economy and rallying around the idea of ‘build back better’, we must put carbon reduction and green growth at the heart of our recovery plans. One the plus side, it’s an agenda with little opposition and the early signs suggest that national and local government see this as an opportunity to deliver sustainable growth around the country. Indeed, in Northern Ireland, the Minister for Economy, Diane Dodds has just announced her plans for the clean energy sector in Northern Ireland. The CBI has championed the UK’s ambitious plans for netzero emissions by 2050, and we believe that our recovery from the pandemic can be done in a way that helps us towards that target. We have specified our priorities to make this a green recovery, with five critical areas: green homes, green power, sustainable transport, green business investment and green regulatory changes. We know that an ambitious energy efficiency programme – an essential and overdue, step on the way to reaching net-zero emissions, cutting energy bills and supporting 150,000 jobs during this decade. The government has already responded, with a £3bn package to support energy efficiency improvements announced by the Chancellor earlier this month. There are clear lessons to be learned from the lockdown period. Work and travel changed dramatically in a short space of time, with many benefitting from cleaner air and reduced commuting. Now that car use is returning to near-normal levels, we have to accelerate the transport revolution, by investing in incentives and infrastructure for electric and low-emission vehicles, delivering electrification across the rail network, and making active travel an easy solution in our great cities. We also broke new ground on green power earlier this year, with months of coal-free electricity and record renewable power but we can go even further. We can harness technologies like carbon capture and hydrogen, which are shaping up to be growth areas that the UK can be a global leader in, if we strike now. With a worldclass renewables sector already serving clients across the globe, and welcome progress on our new nuclear programme, this is a real opportunity to build a competitive advantage for Britain. One of the other key lessons from the COVID-19 crisis has been the ability to achieve greater agility, speed and scale of delivery.

G REEN RECOVERY

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Now imagine the same is applied to our climate response. We recognise that the enormous scale of the government’s coronavirus intervention means that public finances will be under great pressure over the coming years. But the government could go a long way to signalling intent by reviewing barriers to delivery of key projects, fast-tracking legislation and simplifying regulation. These simple, cost-free, measures could spur real innovation, particularly in areas like electric vehicles and low-carbon heating. While there is much more that we must do to get to net-zero, making progress now on the difficult challenges can also help support our recovery. Take heating our homes and buildings, which accounts for over a third of UK carbon emissions. The situation is more extreme in Northern Ireland where oil boilers still dominate and a transition to hydrogen-ready gas boilers will be needed. So this week the CBI published the findings of our Heat Commission, delivered in partnership with the University of Birmingham, which sought to set out some of the measures that could help us make headway with this challenge, and in so doing, unleash jobs and investment around the country. While there is a clear understanding of the moral imperative for rapid action, there is also a compelling economic case to be made. COVID-19 taught us the importance of building resilience into our economic system – something we will need in spades as the climate crisis continues – and the dramatic fall in the costs of various low-carbon technologies means we can have a new set of tools in the economic fightback. But there’s also another important aspect – private and government investment of the kind outlined can be a major stimulus for the UK economy, creating rafts of new jobs and commercial opportunities. While the coronavirus crisis has caused untold misery to many individuals and businesses across the UK, it does offer an unprecedented opportunity for renewal and repair. Government, business and civic society are all on the same page about the need for action, we just need coordination and acceleration to deliver it. The generation born into this crisis will see out the rest of this century, and they will bear witness to whether we are successful or not.

“Winning on Aggregate”

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DISTRIBUTION TERMINALS AT UK AND EUROPEAN PORTS

MPA’s ‘Vision Zero’ launched at inaugural MPA & British Precast Health & Safety Leadership Conference With the theme of ‘Look, Listen, Learn, Lead’, MPA & British Precast’s first virtual Health & Safety Leadership Conference took place on Wednesday 11 November, hosted by BBC Radio Presenter Sybil Ruscoe. The event launched MPA’s new ‘Vision Zero’, together with the associated values, strategies, targets and focussed on the leadership and behavioural change required to deliver them, drawing on the insights of leaders from within the industry and the workforce. Contributors also talked about what they had learnt, managing, and adapting to a Covid-19 environment. Building on the significant lessons from previous years, ‘Vision Zero’ – ‘Safe & Well Everyday’ is the foundation for MPA’s reinvigorated health & safety plan until 2025. Vision Zero is underpinned by a new set of shared values to help change behaviour: Empowerment; Engaged, visible and consistent leadership; Zero tolerance of unsafe working conditions; High quality implementation; Collaboration and sharing; Compliance. Central to the Vision is the elimination of the causes of the ‘The Fatal 6’- the high consequence hazards that are responsible for the majority of fatalities and incidents within the industry. The Vision also employs a range of other strategies including Developing competent and committed leaders at all levels; Promoting recognition; Creating forward looking measurement systems – Leading indicators – Predictors; Supporting the management of health and wellbeing; Promoting engagement from all members. Simon Willis, CEO Hanson UK and the new MPA Chairman said: “We must avoid complacency and continue to lead with both determination and vigilance, working together to eliminate the causes of fatalities, incidents and ill health. I am delighted to formally launch MPA’s new ‘Vision Zero’ - ‘Safe & Well Every Day’, our reinvigorated five year plan, a new strategy built around ‘The Fatal 6’, our platform which concentrates on the risks that we all know from bitter experience are the cause of 94% of all our fatalities. We look backwards to learn and look forward to see potential hazards. I urge our members to get behind Vision Zero - One Vision, One Outcome, Everyone, Safe and Well Every Day.” Alan Smith, Chief Operating Officer, Robert Brett and Sons and President, British Precast said: “This is great timing to refocus on the number one priority which is health & safety. There has been a lot of collaboration between British Precast members, but far too often we are trying to solve problems on our own. If we work together to pool our knowledge and pool our resource, we can create safer, better manufacturing factories quicker.” Chris Leese, MPA’s Special Advisor - Health & Safety said:

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“We need people to come with us and in the end it’s all about leadership. I think that the majority of our members need no persuasion that Vision Zero is right, keeping everyone safe and eliminating the causes of serious harm. This new vision and strategy have been developed by the members, through the working groups, approved by our Council and the MPA Board. It is already a strong reflection of what they want to do, in the end, to have Zero. We have to make a difference.” The theme of the conference was the central role that leadership would need to play in achieving the vision and the people who make a difference by positively influencing people’s behaviours. Nigel Jackson, MPA’s Chief Executive referenced a mantra that could help leaders deliver this - Look, Listen, Learn and Lead saying: “There is a common cause here, whether it is Covid related or day to day health & safety. This is about looking out for each other – staying alert, looking, listening, learning, so that you are able to lead better at every level and adopt the key skills needed to ensure we all go home safe and well, every day. “Going forward, MPA will build on the easily deployable Clear, Simple, Smart resources on Isolation, Covid-19 and Mental Health and Well Being that have already been launched by MPA this year. Using ‘guiding principles’, cartoons and consistent messaging we will work hard and in collaboration with other industry bodies to provide members with the resources to help improve on site behaviours and safety practices as part of MPA’s mission to eliminate ‘The Fatal 6’ incidents from operations.” The Conference featured contributions from senior industry figures on ‘What ‘Vision Zero’ means and why it is so important to the industry’, including Martin Riley - Senior Vice-President, Tarmac and President of the IQ; Jacqueline O’Donovan - Managing Director, O’Donovan Waste Disposal; Alan Smith - Chief Operating Officer, Robert Brett and Sons, President, British Precast; Colin Mew - HM Principal Inspector HSE; Lawrence Waterman OBE - Chairman, Joint Industry Health & Safety Forum; Chris Hudson – Managing Director Asphalt, Aggregate Industries, Chairman MPA Health & Safety Committee. A Leadership Panel consisting John Anderson - National Logistics Director, Tarmac; Simon Bourne - Group Operations Director, Marshalls; Darren Broadhead - Managing Director, Broadhead Global and Jacqueline O’Donovan, discussed their personal experiences and views on the management of health and safety, in particular the impact that COVID-19 had on their operations and what they had learned from this. This was balanced against a series of statements from the workforce about what the vision, values and leadership means to them. A key aspect of the new strategy remains the role of ‘Safer by Sharing’ by acknowledging and celebrating the role of health & safety innovation and good practice. The new MPA & British Precast Health & Safety Awards 2021 were announced, which will take place during the MPA & British Precast Health & Safety Conference on 10th November 2021.

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Local Development Plan Update October 2020 It will come as no surprise that the Local Development Plan (LDP) process has been affected by Covid 19. While local council staff have been able to work remotely, the public consultation process which was being undertaken by several councils as part of the counter representation stage (Lisburn and Castlereagh City Council and Derry City & Strabane District Council) and the re-consultation on the Mid Ulster draft Plan Strategy (dPS) was suspended following the closure of local council offices.

RESPONDING TO COVID 19, CHANGES TO STATEMENT OF COMMUNITY INVOLVEMENT Over the past few months, we have seen councils tabling revised versions of their Statement of Community Involvement (SCI). The SCI sets out the methods by which members of the public can view and respond to planning matters, be it a planning application or an LDP document. Most councils have now decided to make all consultation documents relating to LDPs available online, and are encouraging the use of email to address any queries. If it is not possible to view information online members of the public can view hard copies at the council’s office on an appointment basis in order to comply with social distancing measures. The introduction of these changes will assist in getting the LDP process back on its feet.

INDEPENDENT EXAMINATION It had been expected that the Independent Examination (IE) into the Belfast dPS would have commenced this summer with the possibility of several councils having submitted their dPS

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to the Department for Infrastructure (‘the Department’) by September. Unfortunately, these milestones have yet to occur.

LOOKING AHEAD The latest correspondence from the Planning Appeals Commission indicates that it is likely to be Q4 of 2020 before the IE commences having previously been timetabled for Q2 of 2020. We expect that Antrim and Newtownabbey Borough Council, followed by Lisburn and Castlereagh City Council, will submit their dPS to the Department later this year or in the early part of 2021. It is a legislative requirement that councils submit their dPS to the Department in order that the Department can cause an IE. Before writing to the Planning Appeals Commission (PAC), the Department will check that councils have addressed the requirements set out in the legislation for an IE; they are not assessing the Soundness of the dPS. This process may take between three to four months to complete. The initial timeline set out in the Strategic Planning Policy Statement (SPPS) for the preparation of an LPD, both the Plan Strategy and the Local Policies Plan, was 3.5 years. This timeline has always been considered to have been very ambitious. Five years following the transfer of planning powers to local councils, it is likely to be 2024/2025 before we see the first of the new generation of LDP in practice. Please contact Angela Wiggam or Emma Walker if you have any queries on LDP process.

Summary of the key dates and latest position with each LDP LOCAL COUNCIL Antrim & Newtownabbey Borough Council

NEXT STEP

Consultation exercise suspended

26 October- 21 December 2018

2 May - 27 June 2019

8 November 2019 - 10 January 2020

21 Feb - 1 September 2020

31 January - 27 March 2020

Awaiting confirmation as to when counter representations will be available to view online. At that time, it is expected that an indication will be given as to when the council intends to forward the dPS the Department 22 February - April 2019

Re-consultation on dPS closing 24 September 2020

Due to an error in the advertising of the dPS the council had to rerun the public consultation exercise previously held in early 2019. This consultation closed on 24 September

Newry, Mourne and Down District Council

NEXT STEP

2 December 2019 - 27 January 2020

16 October - 11 December 2019

Mid Ulster District Council

NEXT STEP

dPS has yet to be published

Council resumed the consultation period on counter objections which closed on 1 September 2020. It is expected that the dPS will be submitted to the Department before the end of 2020

Mid & East Antrim Borough Council

NEXT STEP

1 March - 26 April 2019

Having reviewed all representations received in response to the dPS consultation, council is proposing a number of changes to the dPS. The changes are available for public inspection from 7 October to 3 December 2020

Lisburn & Castlereagh City Council

NEXT STEP

20 September - 15 November 2018

Due to a procedural error the council has restarted consultation on the draft Plan Strategy which will run from 11 September to 6 November 2020

Fermanagh & Omagh District Council

NEXT STEP

dPS has yet to be published

Working towards the publication of the dPS in Autumn/Winter 2020

Derry City & Strabane District Council

NEXT STEP

dPS has yet to be published

IE scheduled to commence Mid November 2020 with sessions running in to 2021

Causeway Coast & Glens Borough Council

NEXT STEP

11 October - 6 December 2019

We understand that the council is currently reviewing its LDP timetable prior to submitting a revised version to the Department for approval

Belfast City Council

NEXT STEP

26 July - 20 September 2019

Council is currently revising its LDP timetable and has submitted a revised version to the Department for approval

Armagh, Banbridge & Craigavon Borough Council

NEXT STEP

PERIOD FOR COUNTER-REPRESENTATIONS

Expect dPS to be submitted to the Department in October for review prior to being referred to the PAC

Ards & North Down Borough Council

NEXT STEP

DPS PUBLICATION CONSULTATION

dPS has yet to published

dPS is expected to be published in Q4 2020 to Q1 2021

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NEW POST-BREXIT IMMIGRATION RULES ANNOUNCED The Home Office has released the final confirmed details of how the new immigration system to be introduced from 1 December 2020 will operate through a ‘Statement of Changes to the Immigration Rules’ spanning an impressive 514 pages. Some of the key changes include the lowering of the minimum salary required for the new Skilled Worker visa from £30,000 to £25,600 per annum. Significantly for the manufacturing sector lowering of the skills and qualifications required for a visa from RQF level 6 to RQF level 3. This now means the likes of plumbers, electricians, welders, bricklayers and many other roles will now be eligible for a Skilled Worker visa. Around 70 new roles have been added by the Home Office most at a medium to lower skills level. The most dramatic and significant change is the end of freedom of movement for EU nationals from 1 January 2021. In summary, any organisation looking to hire EU nationals not already living in the UK/NI by the end of this year will need to obtain a Skilled Worker visa under the new system.

EU and non-EU nationals will be treated exactly the same under the new immigration rules. Overall there has been a liberalisation of the requirements for a Skilled Worker visa to an unprecedented level. There will be huge opportunities for businesses to consider recruiting globally, especially with the reduction of skills and qualifications for many new roles for a Skilled Worker visa together with the reduction of the salary level to £25,600 per annum. Employers will require a sponsor licence with the Home Office to hire talent to the UK/NI. Over 31,000 companies currently hold the required sponsor licence with the Home Office for hiring talent from abroad into the UK/NI. We have already seen a surge of interest and demand in companies wishing to obtain a sponsor licence with the Home Office to futureproof recruitment plans. If you would like to find out more about applying for a sponsor licence and the Skilled Worker visa process, please contact Conor McCrory, Business Immigration at c.mccrory@cfrlaw.co.uk.

A LEADING COMMERCIAL LAW FIRM IN BELFAST Cleaver Fulton Rankin is experienced in delivering the highest quality legal advice in every business sector. To find out how we can assist you or your business, please contact: Karen Blair, Director k.blair@cfrlaw.co.uk 50 Bedford Street, Belfast, BT2 7FW T: 028 9024 3141 W: cleaverfultonrankin.co.uk @CFR_Law Cleaver Fulton Rankin Solicitors

ai15827197587_MPANI Journal Half Page Advert.pdf 1 26/02/2020 12:22:39

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GSNI MINERALS

Data & Skills are Central to Resource Management Marie Cowan

Director, Geological Survey of Northern Ireland

The Geological Survey of Northern Ireland (GSNI) continued its programme of geological mapping, modelling and commissioned research, all of which underpin the sustainable development and environmental management of Northern Irelandâ&#x20AC;&#x2122;s natural resources.

In 2019/20 FY GSNI embarked upon the process of developing a new science strategy including an online survey which attracted 590 replies and in February hosted a consultation event for 120 of its primary stakeholders.

ENHANCEMENT OF QUARRY RETURNS INFORMATION In Northern Ireland, the 1969 Minerals Development Act vests all minerals in the local department responsible for economic development, with some exceptions. Extraction permission for hard-rock and unconsolidated sediments fall

under planning powers, managed by the planning departments of the local district councils across Northern Ireland. Under the Quarries (Northern Ireland) Order 1983, quarry operators across Northern Ireland are obliged to return annual information on employment and production to the Minerals and Petroleum Branch of the Department for Economy. The key questions on employment, tonnage extracted and selling price of the raw material provide a recurrent insight into the broader economic environment across the country. Up until recently, no information was gathered that demonstrated where Northern Irelandâ&#x20AC;&#x2122;s aggregates were moving, either locally, across Northern Ireland or as exports.

2018 COMMODITY BREAKDOWN Sand & Gravel

7% 12% 33%

Basalt Sandstone Limestone Others

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22%

26%

AGGREGATE PRODUCTION AND SALES (BY TOTAL WEIGHT) BETWEEN DISTRICT COUNCIL AREAS AS REPORTED IN 2018 ANNUAL MINERAL RETURN CIRCLES REPRESENT INTERNAL SALES (BY TOTAL WEIGHT) WITHIN A COUNCIL AREA. THICKER LINES/ARROWS REPRESENT RELATIVE COMMODITY SALES (BY TOTAL WEIGHT) BETWEEN COUNCIL AREA. Aggregate production and sales (by total weight) between District Council Areas as reported in 2018 Annual Mineral Return Circles represent internal sales (by total weight) within a council area. Thicker lines/arrows represent relative commodity sales (by total weight) between council area. Internal sales only reported from District Council Area

In consultation with the Geological Survey of Northern Ireland, DfE added new questions on sales and the most recent return provided sufficient detail to produce an indication of raw materials movement for each of the Council regions. Although still not the full picture, the new information is being used to inform the development of the Local Plan Strategies across Northern Ireland and evidence industry comments on mineral planning.

Given the skills gaps identified above, GSNI was delighted to be invited onto the Geography Subject Advisory Group by the Council for Curriculum Examination and Assessment (CCEA), to help shape and inform the future development of the geography curriculum for our post-primary schools.

Studying geography at post-primary school is one of the few ways that young people are exposed to geoscience and offers valuable encouragement for many students who then go on to study geology at a higher level.

The advisory group is made up of representatives from postprimary schools from a range of geographical and cultural areas in Northern Ireland. In addition, there are representatives from both the University of Ulster and Queenâ&#x20AC;&#x2122;s University Belfast, Southern Regional College (the only Further Education college in Northern Ireland currently offering Geography), the Tollymore National Outdoor Centre, and the Magilligan Field Studies Centre.

The value of geography as key route to geoscience is emphasised even further as the NI Skills Barometer, commissioned by DfE and compiled by the University of Ulster has identified an under-supply of skills in the physical and environmental sciences in both the short and long term.

One meeting took place in 2019/2020FY when the progression of geography through the post-primary curriculum was discussed, and how to ensure suitable progression pathways are in place to encourage retention of students, as well as the lack of provision for GIS within Northern Ireland schools and what could be done to address these.

CCEA GEOGRAPHY SUBJECT ADVISORY GROUP

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Investing in Training to help the future of the local construction industry Training is so important within all sectors but particularly construction. Well-trained construction workers are safer, better skilled, work faster and make fewer mistakes.They are better motivated and are more efficient and effective. CITB NI is focused on skills and training and we have been working with contractors, professional bodies and trade associations to support training initiatives and skills development for the overall benefit of the industry. We encourage CITB NI registered employers to undertake training and make use of our grant scheme to help improve skills within the workforce. The CITB NI training grant scheme offers direct grants to registered employers and industry recognised bodies to support a wide range of training and qualifications for employees working in Northern Ireland. We support other training, which is delivered via our Mobile Training Unit, National Scaffolding Scheme Courses, VET 360 our virtual environment training facility and specialist short courses often delivered in partnership with industry. CITB NI have been working in partnership arrangements with employer bodies and federations including the Concrete and Asphalt Societies to provide training and qualifications for students and the existing workforce. The recent introduction of formal Institute of Concrete Technology exams for students at the University of Ulster at Jordanstown on Concrete Practice has been financially supported by CITB NI. This qualification for construction degree students has been complemented by the development of practical concrete testing training for the workforce. CITB NI also promote construction to the younger generation to help them consider construction as a career option for the future. Through careers fairs, exhibitions, a website and a team of construction ambassadors we provide information on the vast range of careers available within construction.

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Many companies have either lost, or had delayed, contracts, jobs and income due to COVID-19 and the phased return to work will affect the speed of completion of contracts and work. Prior to COVID-19 our research from the Construction Skills Network had predicted a 0.8% growth for Northern Ireland with 2500 new recruits needed during the 5-year forecast period, with the key focus on the construction of social housing and repair work. This will most likely change and as the statisticians work on the models and forecasts, we will plan and help develop the necessary and appropriate skills training required which will help ensure the industry is future proof. Looking towards the future, CITB NI will continue to focus on providing the support and services needed to ensure local businesses are equipped with all the right skills. We will take our lead from the industry on the priorities, content and method of delivery. We, along with the rest of the industry, are looking at the measures we have had to put in place as a result of COVID-19. Some of these measures suggest that we consider new ways of developing our workforce and imagine these will enhance rather than replace what has gone before. Through a mix of grant funding and direct training interventions CITB NI will help develop the workforce to meet client needs and grow their business.

For further information on what we can do to help you and your construction training log on to www.citbni.org.uk, like us on Facebook http:// www.facebook.com/CITBNorthernIreland or follow the discussion on Twitter @CITBNI and LinkedIn http://linkd.in/1GBeyLf and Instagram

Find the information and data you need at the Geological Survey of Northern Ireland

Quarries Resources

Data and Services GSNI collects, interprets and provides geological data, research and advice to central and local government, industry, academia, NGOs, schools and the public. GSNI maintains extensive digital databases and paper archives that are accessible online and through our enquiry service.

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The data held by GSNI include:

Online data access:

• Modern and historical geological maps including 1:10k vector map data • Borehole and site reports • Tellus geochemical and geophysical datasets • Mineral and hydrocarbon exploration licence database and open-file reports • Mineral occurrence database • Abandoned mines database • Quarries database • Groundwater data repository • Mineral resource maps

• • • • • •

GeoIndex & GeoRecords Historical maps archive Digital photo archive Ground Source Heat Pump reports Mine abandonment plans Open Data NI & Spatial NI

A geological report writer service is also now available. www.bgs.ac.uk/gsni/data www.geologicalmaps.net

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Dundonald House, Upper Newtownards Road, Belfast, BT4 3SB Tel: +44 (0) 28 9038 8462 | E-mail: gsni@economy-ni.gov.uk www.bgs.ac.uk/gsni

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Tyrone headquartered company and specialist in building products celebrates 60 years of business AG â&#x20AC;&#x201C; the innovative specialist building products company - looks back at its responsible and sustainable production and distribution of concrete products as it commemorates its 60th anniversary in 2020. AG (formerly Acheson + Glover) manufactures and sells a wide range of specialist walling, paving and facing brick products for commercial and domestic hard-landscaping projects. It is a family owned company which started operations at its headquarters in Fivemiletown, County Tyrone in 1960. It now operates at five other locations in Northern Ireland as well as sites in Ireland and England.

MPANI 20/21

AG creates new products with a commitment to its customers, people and brand. Through research and development, it offers solutions to make construction better, faster and safer. Its company values are wellbeing, sustainability, customer care, innovation and integrity. Over the years, AG has implemented various health and safety initiatives aligned with its company value of wellbeing. It optimised

AG.UK.COM

60 YEARS OF INNOVATION Weâ&#x20AC;&#x2122;ve been innovating for 60 years. Operating across two quarries and five sites, we produce everything from building products to some of the worldâ&#x20AC;&#x2122;s finest quality hard landscaping and building solutions for both the commercial and domestic markets. Visit ag.uk.com to find out more about our products and services.

Hard Landscaping

Building Products

T 028 8778 4208 | E specifications@ag.uk.com

one of its best-selling products, Anchor Vertica® to ensure that the segmental retaining wall solution was fully compatible with on-site machine installation. Walls can now be built to virtually any height, in incredibly tight spaces, excavation and land loss is reduced, risks around human error, accidents and exertion are decreased and productivity is enhanced with the capacity to transport two blocks at one time and as there is zero downtime due to external factors. The company not only invests in its customer’s safety, but also its staff. AG introduced a hazard reporting programme that aimed to empower staff to take responsibility for on-site safety. The ‘Good Catch’ scheme was initiated across AG’s 6 sites. Good Catch boxes and information leaflets were placed at each site. Employees would fill out ‘Good Catch’ cards which included the hazard and a suggested innovative solution. At the end of each quarter, various rewards are offered to the team who closed out and actioned the most ‘good catches’. The company has also long been a champion of environmental best practice consistent with its value of sustainability. In 2017, a six-figure investment in a biodiversity strategy incorporated the appointment of an environment manager to promote and protect the numerous species of indigenous wildlife across the company’s sites. Over the last 25 years it has raised 50 Peregrine Falcons, a protected bird species at one of its quarry sites. Additionally, as part of AG’s 2019 environmental strategy it made a £2m investment in state-of-the-art equipment, installing a Wash Plant at its Fivemiletown site to significantly reduce its carbon emissions. The investment allowed AG to deliver on product specifications with a more efficient method and further reduce carbon emissions. It had a projected carbon savings of 51% in the first year.

MPANI 20/21

STEPHEN ACHESON THE CEO AT AG COMMENTS: “Through our 60 years in business we’re proud that we’ve retained as much of our heritage and family values as possible. We have grown from a small company to a business with over 200 employees, known for our ingenuity, blending unrivalled expertise and innovation to deliver better, faster and safer products to our customers.” “We are grateful to all those who have supported us over the years, and we endeavour to deliver leading construction products responsibly and sustainably in the future.”

For more information on AG visit https://ag.uk.com/

We specialise in : • • • •

Aggregates Concrete Sand Bitumen

• • • •

Asphalt Surfacing Airfields Highway Maintenance Civil Engineering

Whitemountain is part of Breedon Group, a leading Whitemountain is part group of Breedon Group, a leading construction materials in Great Britain and Ireland. construction materials group in Great Britain and Ireland. We specialise in : We specialise in : • Aggregates • Asphalt Surfacing • Aggregates •• Asphalt Concrete AirfieldsSurfacing • Concrete •• Airfields Sand Highway Maintenance •• Sand •• Highway Maintenance Bitumen Civil Engineering • Bitumen • Civil Engineering

whitemountain.breedongroup.com whitemountain.breedongroup.com whitemountain.breedongroup.com info@whitemountain.co.uk info@whitemountain.co.uk info@whitemountain.co.uk MPA ADVERT 3.indd 1

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Whitemountain

Achieving success in leading industry awards Whitemountain is part of Breedon Group, a leading construction materials group in Great Britain and Ireland. They are an established and experienced civil engineering contractor and materials supplier who carry out an extensive range of projects in the UK and Ireland. Whitemountain have recently completed works on a £18.4m project for Somerset County Council in Bridgwater and celebrate their success in winning awards from ICE, CIHT and RICS.

waste site using polystyrene blocks as a lightweight embankment solution. Significant piling works were also completed to form four load transfer platforms adjacent to the river and canal banks.

The Colley Lane Southern Access Road project provides an alternative link from the M5 to the Colley Lane Industrial Estate in Bridgwater and eases congestion through residential areas. The £18.4m scheme comprised 840m of carriageway, two bridges, improved cycle and footway links and unlocked contaminated brownfield land for development.

Whitemountain in conjunction with Somerset County Council and AECOM scooped two first-place accolades at the Institution of Civil Engineers (ICE) South West Civil Engineering Awards 2020 in the categories of Best Community Award and the Best Project Over £3m (New Build) Award. The winners were selected from a shortlist of 12 schemes across the region by an expert panel of judges, who described the scheme as challenging and praised the work of Whitemountain. The Judging Panel commended the community involvement in the project, and praised Whitemountain’s work which not only improved the public space and infrastructure but also enhanced the living and working environment for the Bridgwater community .“ The judges stated that “The community of Bridgwater in Somerset has been at the very heart of this project at every single stage. They even decided its new name in a public vote, choosing to call it ‘Squibbers Way’ in honour of the town’s unique fireworks tradition.

One of the main deliverables of the project was the construction of a new 52m single span structural steel bridge over the River Parrett including piled bank seats. This became known as the Somerset Bridge and is now the longest single span bridge in Somerset. A second 28m single span precast concrete beam bridge was constructed over the Bridgwater and Taunton Canal and was named the Crossways Bridge. Other works included a 300m section of new carriageway embankment which was constructed over an existing cellophane

MPANI 20/21

When announcing the Best Project Over £3m (New Build) Award, the panel praised Whitemountain stating: “The ground conditions, the piling, the contaminated land, flood risk, the longest span bridge in Somerset – all these different elements and challenges came together in this clever scheme.” The team also won first place in the 2020 South West CIHT Transport Innovation Award, a Highly Commended in the 2020 South West CIHT Transportation Project of the Year and first place in RICS Social Impact Awards 2020, South West.

They have extensive experience with both public and private sector clients with a reputation of successful delivery to high quality standards. Whitemountain is focused on its Corporate Social Responsibility and Community Engagement. This year the company celebrates another success, achieving a huge milestone in providing £7 million in funding through the Whitemountain Programme. The programme supports community and biodiversity projects within a 15-mile radius of their Mullaghglass site in Lisburn.

Whitemountain is also a market leader in the quarrying materials and highway maintenance sector providing high quality products and services to the construction industry.

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Department for Infrastructure Dr. Andrew Murray DfI Deputy Secretary

The Department for Infrastructure is one of the largest construction clients and users of quarry products in Northern Ireland. This involved our own Roads and Rivers staff, who responded positively to the new challenges, as well as our contractors, and included significant sharing of information and experiences, through MPANI

The Department enjoys a successful working relationship, with the MPANI and the many member companies it represents. The benefits of the successful collaboration between DfI and the MPANI have been clear for many years. Our approach has resulted in improvements for the wider general public, as well as the various branches of the industry. It has also led to significant improvements in the health and safety of workers in the sector. This factor has been more important than ever this year, with the Covid-19 lock-down almost closing the industry down at the end of March 2020 and the subsequent efforts to get back to nearnormal output levels, while working under the new safety and public health guidelines, to keep workers safe at all levels. For the Department for Infrastructure, getting back to work involved several strands. For our own staff, it meant ensuring that those that could work from home, had the IT kit to do so. This was a significant task. For those that needed to be in offices or on site, we made our buildings safe, developed safe working arrangements and acquired the necessary PPE. For delivery on the ground, we initially concentrated on our emergency response work, but quickly moved into our essential work programmes, such as road maintenance and construction.

MPANI 20/21

In any modern developed country, with or without Covid-19, the provision of high quality, sustainable and resilient road infrastructure requires a balance between investment in new assets and the maintenance of existing ones. Accordingly, maintenance of the road network continues to be one of the Departmentâ&#x20AC;&#x2122;s highest priorities. The case for increased and consistent investment in road maintenance has been well made in the past few years, through work by Jim Barton in his independent review of Structural Maintenance in NI and by the Northern Ireland Audit Office work that followed it. While the arguments have been accepted, the Department has not yet been able to secure levels of funding that would allow our assets to be maintained in their current condition, let alone improved. The consistency of funding has, however, greatly improved, with the starting capital budget for structural maintenance being set at ÂŁ75 million, for each of the last 3 years. This has produced clear benefits for both the industry and road users, with better planning of works and resource utilization, and more work being carried out in the summer months, when traffic levels, the weather and the longer hours of daylight are all helpful. While Northern Irelandâ&#x20AC;&#x2122;s strategic road network has seen major improvements in the last 20 years, there are still many stretches of busy single carriageway, which are both inefficient and less safe than dual carriageways. There are also towns that need bypasses, to allow their central areas to be freed up for people and more sustainable means of travel. Construction and development work is proceeding at pace on our current projects, in full compliance with the current health and safety and public health advice. MPANI has played an important role in bringing construction clients and the supply chain together. The organization has worked with the Department on key initiatives, such as our partnership approach towards improving the planning system and promoting safety at road works, including measures to avoid strikes on underground services. This is important work aimed at improvements for those that construct and maintain our infrastructure, and in the economy in general.

A LEADING CONSTRUCTION MATERIALS GROUP IN IRELAND & THE UK

Breedon Cement Ireland Ltd, Killaskillen, Kinnegad, Co. Westmeath

044 9379200 Cement@breedongroup.com

1802_Breedon_Cement_Ad_a4.indd 1

www.breedongroup.com

10/05/2019 12:17

Northstone Materials Our asphalt surfacing operations caters for a range of projects, from standard road surfacing, to anti-skid materials, and bespoke mixes for projects requiring a unique & specific aesthetic finish. The recently completed, flagship A6 dual carriageway transport corridor project, for which Northstone Materials both supplied and laid a significant majority of the road surface, is testament to the competence of our road surfacing division’s capability and quality of delivery. To complete the works on time, within budget and to the impressive standard achieved, the project required exemplary planning & logistics, the highest quality asphalt & blacktop mixes and an enviable level of skill and competence from the surfacing team themselves.

Northstone Materials is a CRH Company and a division of Northstone (NI) Limited. As a building materials company we have been supplying high quality construction materials and quarry products to the construction industry across the UK and Ireland for over sixty years. Our portfolio and services span aggregates, asphalt, construction, civil engineering, limestone, ready-mix concrete, road contracting services, roofing contracting services, mortar and rooftiles. We operate 22 concrete depots, 8 quarries, 6 sand & gravel pits, a bitumen storage facility, in addition to 5 asphalt plants and a state-of-the-art roof tile production facility, all strategically located across the province. This impressive range of facilities provides assurance of stock and speed of delivery to our customers.

MPANI 20/21

Another notable division within Northstone Materials is our Roof Tile Production Factory, and our Roof Tile Contracting Services Department. We manufacture and supply a wide range of high-quality roof tiles which have been trusted and used by roofing contractors since 1964 when production began at our Toome facility. In addition, both residential & commercial customers have the option to utilise our in-house team of fully equipped and highly experienced roof tilers who are trained to, and operate to, the very highest standard of workmanship within the industry. As with all our products and services, the roof tillers operate to the quality standard that Northstone is known for, providing peace of mind that the job will meet and exceed the required building standards. In addition to roofing products, we produce and supply a range of building materials products for self-build projects, which includes our new range of innovative Northflo & NorthScreed floor screed products. In recent years our range of screed products have developed an impressive reputation due to their reliability and thermal efficiency. These products are the industry standard for floor screed and insulation and are available to residential and commercial customers alike. We are proud that our consistent pursuit of quality has granted us the merit of being regarded as one of the region’s example

setting building materials firms. As such, we resolutely prioritise all our quality control processes and procedures in order to maintain the reputation that we have worked so hard to earn. The unique combination of our highly experienced workforce focus on exemplary customer service, and our vast material resources enables us to provide an unmatched offering to the construction industry. Our core ethos is to deliver excellence through the passion of our people. We strive to lead the way within the industry and conduct our business such that our workforce is genuinely proud to be a part of it. We are committed to doing business in a sustainable, responsible and ethical manner with all our key stakeholders, to build lasting relationships based on trust and underpinned by our core values of integrity, honesty and respect for the law. Over the past 60 years, we have been on a unique journey, continually growing, expanding and improving in order to become the widely trusted and significantly relied upon organisation that we are today.

We will continue to grow, expand and develop, supporting and supplying the construction industry to the highest achievable standard. We will continue to value quality, integrity and responsible business practices, to benefit and contribute to the wider community, and ultimately to deliver excellence.

MPANI 20/21

PROVIDING AN EXTENSIVE RANGE OF PRODUCTS & SERVICES THROUGHOUT OUR NORTHERN IRELAND LOCATIONS FP McCann now offers the most extensive range of products and services to the construction industry in Northern Ireland. Through our various locations strategically placed throughout the province, the portfolio of products incorporates a precast range that includes agricultural, building, drainage, fencing, flooring and walling products; a range of quarry stone and aggregates; commercial and residential surfacing; Ready Mix Products, Dry Silo Mortar and our building stone range. New products such as our new insulated flooring product ThermaBeam™ and a cold lay tarmac product Easi-Repair™ are among some of our recent innovations. For further information, or to simply get a quote, contact your local FP McCann location today.

KNOCK 16-18 Q Magher T 028 7

PRODU • Preca Produ

KNOCK 3 Drum Magher T 028 7

PRODU • Black • Quarr • Read • Dry S

BRADL 84 Cully Colerain T 028 2

PRODU • Black • Quarr • Buildi • Read • Dry S • Conc • Preca Produ

LOUGH 146 Be BT40 2 T 028 2

PRODU • Quarr • Read • Dry S • Railw • Preca Produ

IN NORTHERN IRELAND, FP MCCANN IS SPREAD OVER SEVEN DIVISIONS: • PRECAST CONCRETE PRODUCTS

• QUARRYING

• CONSTRUCTION

• COMMERCIAL & RESIDENTIAL

• READY MIX CONCRETE • DRY SILO MORTAR

SURFACING • FP MCCANN HOMES

MALLU 140 Ma Newtow T 028 9

PRODU • Black • Read • Dry S • Preca Produ

range s;

e ation

KNOCKLOUGHRIM PRECAST FACTORY 16-18 Quarry Road, Magherafelt, BT45 8NR T 028 7954 9026

COOTE’S QUARRY / PRECAST FACTORY, ARMAGH 56 Redrock Road, Collone, Armagh, BT60 2BL T 028 3755 1126

PRODUCTS AVAILABLE: • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products

PRODUCTS AVAILABLE: • Quarry Stone/Aggregates • Ready Mix Concrete • Dry Silo Mortar • Concrete Building Blocks • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products

KNOCKLOUGHRIM QUARRY 3 Drumard Road, Magherafelt, BT45 8QA T 028 7964 2558 PRODUCTS AVAILABLE: • Blacktop/Easi-Repair™ Cold Lay Tarmac • Quarry Stone/Aggregates • Ready Mix Concrete • Dry Silo Mortar

BRADLEY’S QUARRY, KILREA 84 Cullyrammer Road, Kilrea, Coleraine, BT51 5YF T 028 2954 0285 PRODUCTS AVAILABLE: • Blacktop • Quarry Stone/Aggregates • Building Stone • Ready Mix Concrete • Dry Silo Mortar • Concrete Building Blocks • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products

LOUGHSIDE QUARRY 146 Belfast Road, Larne, BT40 2PN T 028 2826 0824 PRODUCTS AVAILABLE: • Quarry Stone/Aggregates • Ready Mix Concrete • Dry Silo Mortar • Railway Ballast • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products

MALLUSK DEPOT 140 Mallusk Road, Newtownabbey, BT36 4QN T 028 9083 0005 PRODUCTS AVAILABLE: • Blacktop • Ready Mix Concrete • Dry Silo Mortar • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products

CLARKE’S QUARRY / PRECAST FACTORY, LISNASKEA 105 Nutfield Road, Slush Hill, Lisnaskea, BT92 0HP T 028 6772 1286 PRODUCTS AVAILABLE: • Blacktop • Quarry Stone/Aggregates • Building Stone • Ready Mix Concrete • Dry Silo Mortar • Concrete Building Blocks • Precast Drainage/Agricultural/Drainage/Fencing/Walling Products COOKSTOWN QUARRY Feegarran Road, Cookstown, BT80 9QS T 028 8676 4803 PRODUCTS AVAILABLE: • Quarry Stone/Aggregates • Railway Ballast

GLENSHANE QUARRY 946 Glenshane Road, Dungiven, BT47 4SD T 028 7774 0533 PRODUCTS AVAILABLE: • Quarry Stone/Aggregates

SCAN ME! SCAN THE QR CODE TO VIEW OUR EXTENSIVE RANGE OF PRODUCTS & SERVICES AVAILABLE AT OUR NORTHERN IRELAND LOCATIONS

Manchester 17 storey hotel

We Are Creagh “Times of crisis can be both threatening and liberating and we see this as a time of opportunity.” Despite the ongoing pandemic Creagh Concrete is going from strength to strength and highlight growing opportunities within the construction industry. In 2020 our world changed. In the last few month’s, we have had major lifestyle changes both personally and professionally. The pandemic has boosted a shift towards digital communication with virtual meetings, the roll out of 5G, working from home and flexibility are now a new normal. Once remote, sites, markets and our customers are now immediately accessible. Chairman of Creagh Concrete Seamus McKeague states: “Times of crisis can be both threatening and liberating and we see this as a time of opportunity. The ongoing saga of Brexit is certain to have implications on how we do business. The twin challenges of climate change and dealing with the pandemic are an opportunity to transform our thinking.” The government has seen that investing in construction and infrastructure is a necessity to boost the economy. The construction industry contributes circa £100 billion and provides 10% employment in the UK. A major program of investment in infrastructure and housebuilding is cited as a key factor in helping the UK economy build back better from the coronavirus pandemic and accelerate action on the long-term challenge of climate change.

MODERN METHODS OF CONSTRUCTION It is inevitable that modern methods of construction (MMC) will be accelerated and adopted extensively throughout construction. MMC implemented through the process of design for manufacture and assembly (DFMA) and facilitated through digital technology deliver outstanding quality and efficiency. Prefabrication brings many benefits including program savings, less waste, cost reductions, decrease in energy consumption and improvements in health and safety on site. MMC may provide an effectual solution to the speedy delivery of high quality, first-time, and affordable housing, meeting pentup demand whilst addressing ongoing environmental concerns.

MPANI 20/21

Our future is set to be urban. The trend towards urbanisation will put huge demands on infrastructure, services, job creation, environment and the climate and means that new housing is struggling to keep up with demand. MMC will play a large role in creating new housing particularly regarding high rise accommodation. These buildings are required to be aesthetically pleasing, energy efficient and acoustically sound. Market acceptance of Creagh’s fast build systems has already been well instilled throughout the UK and Ireland and we stand to play a leading role in transforming the construction industry.

CREAGH VISION Creagh are constantly focusing on innovating and continue to develop the best in class people, facilities, products, and service to drive the market and our growth. Health, safety & wellbeing is at the forefront of our business decisions. Providing a safe working environment is our utmost priority. We believe that we will build on our success across all aspects of the business and exploit the significant opportunities that exist for our two main growth drivers, Rapidres and Spantherm. This will provide sustainability and continue to make Creagh an exciting place to work.

UTILISING OFFSITE CONSTRUCION USING MODERN METHODS OF CONSTRUCTION The current pace of change in offsite technology and the emergence of new construction options is unprecedented. Creagh Concrete is in that mix, representing a combination of innovation with a solid track record in offsite manufacturing. Creagh provides a unique service offering with product ranges including Rapidcore, Rapidres and Spantherm Insulated flooring. Rapidres is a fast track offsite crosswall build system ideal for use in Apartments, Student Accommodation, Hotels, Social Housing & Custodial Accommodation. It delivers robust traditional style construction

INNOVATIVE THINKING FOR COST EFFECTIVE CONSTRUCTION

A pioneer of precast for 44 years, Creagh produces a diverse portfolio of concrete products which continues to grow through research and new product development, to ensure we deliver the best solutions for our customers. • RAPIDRES OFFSITE BUILD SYSTEM • SPANTHERM INSULATED FLOORING • HOLLOWCORE PRESTRESSED FLOORS • PRECAST STAIRS & LIFT CORES • AGRICULTURAL PRODUCT RANGE • PREMIX CONCRETE, BLOCKS & AGGREGATES

INNOVATION IN CONCRETE

Creagh A4 Copr Ad Feb20.indd 1

ENGLAND Thurgarton Lane Nottingham

IRELAND Toomebridge Co. Antrim

SCOTLAND Newbridge Edinburgh

Tel: 01636 552 212

Tel: 028 7965 0500

Tel: 0131 333 5405

info@creaghconcrete.com creaghconcrete.co.uk

Accredited Contractor CHAS.co.uk

28/02/2020 12:50

Chatham Waters, Kent, 193 apartments

with the speed of a modular build for program savings, with a fast weather tight build which allows for early access for follow on trades. Rapidres is ideally suited to multi-storey projects where the layout is replicated consistently across each floor. It is a high performance precast insulated sandwich panel built offsite for high quality factory internal finishes with a wide range of external finishes that can match that of virtually any other build type. These now include a versatile range of finishes including smooth, etched, patterned and even printed concrete and various brick finishes. Rapidres offers individuality and a maintenance free alternative to render systems. The surge in demand for houses across the UK and Ireland is well documented. Creagh floors offer the benefits of program savings, enhanced health and safety, structural efficiency, and cost effectiveness. Spantherm offers these benefits with the additional advantage of insulation providing thermal efficiency with lower U- Values and Psi Values making it an attractive choice for ground floor construction. Spantherm is used by national housebuilders, builders and groundworkers and provides a complete service for suspended ground floors.

STRENGTH TO STRENGTH Despite the pandemic, Creagh have continued to deliver on several notable projects, including: Sunderland Town Hall

MPANI 20/21

March 2020 – Galgorm Road, Ballymena, 26 apartments March 2020 – Newcastle Royal Infirmary multi-storey car park May 2020 – Chatham Waters, Kent, 193 apartments June 2020 – Sunderland Town Hall July 2020 Manchester 17 storey hotel July 2020 – Taunton Rail Station and multi-storey car park August – Bury Port Wales, Spantherm flooring installed on 105 residences August – Amazon Warehouse, Belfast September – Woking multi-storey car park These are all prestigious projects and amid Covid 19, Creagh were able to offer a solution which delivered program savings. A safe working environment was enhanced with less people on site meaning social distancing was achievable. Watch Creagh’s new video showcasing some of the projects the company have been working on over the last 7 months. Reliable in a time of crisis – with a strong future ahead. https://bit.ly/36cncFbw

Challenging you to achieve more Using our knowledge, experience and commercial know-how we challenge our clients to achieve more. By understanding our clients we create solutions that transform business and drive growth.

Accounts & Audit

Advisory

Tax

+44 (0)28 8775 2990

www.cavanaghkelly.com

CEMENTING THE GREEN DEAL

A 2050 ROADMAP FOR CARBON NEUTRALITY ALONG THE CEMENT & CONCRETE VALUE CHAIN.

On December 11th 2019 the European Commission presented the European Green Deal – ‘a roadmap for making the EU’s economy sustainable by turning climate and environmental challenges into opportunities across all policy areas and making the transition just and inclusive for all’. Introducing the European Green Deal President Ursula von der Leyen said: ‘The European Green Deal is our new growth strategy – for a growth that gives back more than it takes away. It shows how to transform our way of living and working, of producing and consuming so that we live healthier and make our businesses innovative. We can all be involved in the transition and we can all benefit from the opportunities. We will help our economy to be a global leader by moving first and moving fast. We are determined to succeed for the sake of this planet and life on it – for Europe’s natural heritage, for biodiversity, for our forests and our seas. By showing the rest of the world how to be sustainable and competitive, we can convince other countries to move with us.’

The European Green Deal covers all sectors of the economy, notably transport, energy, agriculture, buildings, and industries such as steel, cement, information & communications technology, textiles and chemicals. In response to the Green Deal CEMBUREAU, The European Cement Association has developed a Carbon Neutrality Roadmap, setting out its ambitious target to reach net zero emissions along the cement and concrete value chain by 2050.

5C approach For decades the cement industry has been working steadily to reduce carbon emissions; with the focus largely on investments and improvements implemented inside the cement factory gates. On this basis the industry in Europe has already reduced emissions by 15% since 1990. Last year, in these pages, we wrote about CEMBUREAU’s ‘5C’ approach which looks at how carbon emissions can be reduced by acting at each stage of the value chain: clinker, cement, concrete, construction, and (re) carbonation. The new Roadmap ‘Cementing the European Green Deal’ follows the ‘5C’ approach to achieve zero net emissions by 2050. It quantifies the role that each technology can play in providing CO2 emissions savings, and makes policy and technical recommendations that will be required to support this objective.

2030 target The path to carbon neutrality by 2050 requires intermediate targets. For 2030, CEMBUREAU aspires to be in line with the Paris Agreement’s two degrees scenario, by reducing gross emissions across the value chain by 40%. This includes a reduction of 30% at the cement manufacturing stage. The chart above summarises the technical pathways to achieve a 40% gross reduction in CO2 emissions compared with 1990. The technologies identified to achieve 2030 targets are well understood but significant efforts are required to ensure their widespread adoption. As is the case for the 2050 objective of carbon neutrality, this target is subject to a robust policy framework being in place which facilitates the necessary investments and the rapid implementation of these technologies.

2050 – Ambition to achieve Carbon Neutrality As we move beyond 2030 to 2050, technologies that are currently in earlier stages of development must come on stream to achieve the ambition of carbon neutrality. These technologies include Carbon Capture, Utilisation and Storage (CCUS), alternative thermal energy sources such as kiln electrification, plasma or solar heating, new types of cement, and significant improvements in concrete technology. It is also assumed that by 2050 electrical energy will be produced from renewable sources and that transport will be electrified. As is the case for other industrial processes it is expected that electrical demands will increase; for example electrical consumption at a cement plant that incorporates Carbon Capture technology is expected to double. Developments of this scale and complexity will require enormous effort and significant investment by industry. EU investment will also be required and the European Green Deal includes a plan to mobilise €1 trillion over the next 10 years through a variety of direct and indirect measures. To enable the ambition of the sector, the CEMBUREAU Roadmap clearly identifies the key policy supports that will be required in addition to funding mechanisms.

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Concrete â&#x20AC;&#x201C; Enabling Carbon Reductions in Society In drafting the Roadmap, CEMBUREAU only considered the reduction in emissions that can be achieved by the cement, concrete and wider construction industry. It is important to underline that concrete, as a construction material, enables significant savings in carbon emissions during its use in both buildings and infrastructure. As a heavyweight material, concrete provides thermal mass in a building, allowing the storage of energy which is later released. By incorporating this property at the design stage, the building can itself behave like a large storage heater, providing comfort for the occupants. Concrete is also the material of choice for renewable energy infrastructure and mass transport systems. These additional savings are not accounted for in this Roadmap, but will be essential if all sectors of our economy are to deliver the new Green vision for Europe.

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Blue Circle Island

Man-made oasis for endangered bird species The RSPB Larne Lough Islands Reserve consists of two sites: Swan Island and Blue Circle Island.The reserve is one of the most important seabird colonies in Northern Ireland, and each summer around 7000 ground-nesting seabirds arrive here to raise their chicks. ISLAND CREATION

IMPORTANCE TO SEABIRDS

Swan Island is a naturally formed elongated ridge, made of stony material and shell debris, sorted out over time by tide and wave action. However, the small size of the island, circa 0.14ha, limited the capacity for expansion of the existing seabird colony, further exacerbated by its vulnerability to washout at high tides.

The first birds colonised Blue Circle Island in 1993, and the following year RSPB took over the management of the site. Since then, the number of nesting pairs has risen greatly, and the site has become an important breeding habitat for hundreds of seabirds.

Blue Circle Island was man-made to expand suitable habitat for breeding seabirds on Larne Lough. Initial plans for the new site were drafted in 1970s when the RSPB approached Blue Circle Industries PLC (now Tarmac) with an ambitious idea to create an artificial island. This saucer-shaped structure covered circa 0.6 ha and was constructed from dredged sediment and spoil from local Magheramorne Quarry. The first attempt to create the island in early 1980s failed due to settling of the deposited material into the seabed. Then, in February 1989, Blue Circle Industries PLC once again set out to finish the project. The works involved placing a ring of basalt blocks circa 500m off the shore, to above the mean high-water mark, before lining with a geotextile, and infilling with two materials that were locally available in large amounts: dredged seabed sediment and inert kiln dust. After the top layer was flattened and resurfaced, the island was completed in November 1989. However, after further settling of the structure, some issues were identified. At high tides, water was passing through a section of the rock armour, causing erosion to a significant part of the islandâ&#x20AC;&#x2122;s interior.

Presently there are twelve bird species regularly nesting on the island, including black-guillemots, black-headed gulls, common terns, and one of the largest Sandwich tern colonies in the UK. Historically, Larne Lough was an important breeding area for the rare roseate tern. Once widely present, the species has experienced a dramatic population crash, and is now the UKâ&#x20AC;&#x2122;s rarest nesting seabird. In recent years, Blue Circle Island has been a home to the only breeding pair of roseate terns in Northern Ireland, nesting in one of specially provided boxes.

ROSEATE TERN EU LIFERECOVERY PROJECT Conservation efforts to help roseate terns have been boosted by an EU-funded LIFE project, led by the RSPB in partnership with BirdWatch Ireland and North Wales Wildlife Trust. The Project aims to safeguard the last three remaining colonies of the species in the UK and Ireland, while providing suitable conditions for expansion to sites within their former range.

Sandwich tern colony on Blue Circle Island. Photo by Neal Warnock

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Roseate tern nesting boxes on Blue Circle Island. Photo by Neal Warnock

Roseate tern. Photo by Brian Burke

As part of the project, Blue Circle Island was identified as a prime location for future expansion of roseate tern colonies. The site is in proximity of good feeding areas, and its offshore location makes it less vulnerable to disturbance and terrestrial predators. The island also has a stable colony of common terns, that roseate terns depend on, as well as a large assemblage of other bird species, such as Sandwich terns and black-headed gulls. With funding provided by the LIFE project, Tarmac and the RSPB, the final stage of the restoration of Blue Circle Island was commissioned in 2018. Over 4200m3 of boulders and 1350 tonnes of gravel were used to repair rock armour and restore the eroded area of the island. Almost 50 years after its inception, the island was completed in Autumn 2018. The restoration work has greatly improved the breeding habitat for birds, ensuring the colony is protected from increasing sea levels and harsh weather conditions. In 2020, Tarmac transferred the freehold for Blue Circle Island to the RSPB, which will ensure long-term management of this man-made island for seabirds.

The RSPB would like to thank L&M Keating (Principal Contractor), Doran Consulting (Principal Designer) as well as numerous other contractors for professional support in completion of restoration of Blue Circle Island.

TURNING THE TIDE Habitat loss is considered one of the greatest threats to biodiversity. Many coastal birds have already faced population declines due to their breeding grounds being lost to development and it is predicted that many more coastal habitats will be lost due to flooding and erosion caused by sea-level rise and climate change. Creation of Blue Circle Island is just one example of beneficial use of dredged material and quarry waste to restore and create new habitats to benefit some of the most vulnerable bird species. Increasingly, the aggregate industry, through partnership with stakeholders such as the RSPB, can have huge potential for making positive contributions to nature recovery and habitat loss mitigation.

Restored Blue Circle Island. Photo by Daniel Piec

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Flowering hedgerows can help to save our bees Quarries can help to support biodiversity by protecting or planting native hedgerows around quarry sites. Too often native hedgerows around new sites are removed or replaced by non-native plants. You may be surprised to learn that we have 98 wild bee species (21 bumblebee and 77 solitary bee species) as well as one managed Honeybee, and that contrary to popular belief, most pollination is in fact carried out by our wild bees. Unfortunately, one third of our 98 wild bee species are now threatened with extinction. Abundance of common bumblebees has declined by 14% since 2012 The aim of the All-Ireland Pollinator Plan is to reverse these declines. It is a shared plan of action, working with every sector, from local communities, to councils, schools, universities, parks, transport authorities, farmers and business owners to try to recreate pollinator-friendly habitats across all landscapes. Bees rely entirely on nectar and pollen for food, which makes them our most important insect pollinators. One of the main reasons for bee declines is hunger – there are simply not enough wildflowers in our landscapes today to provide food for bees. If you can maintain some native flowering hedgerows on your land, you are providing a very important food resource for bees in spring, when they are most at risk of starvation. When a queen bumblebee emerges from hibernation in spring, she must visit 6,000 flowers per day just to get enough energy to brood her first batch of eggs! Native hedgerows offer lots of pollen and nectar in the form of Blackthorn flowers in March and Whitethorn (or Hawthorn) flowers in May, so perhaps you can consider adopting a pollinator-friendly approach to your hedgerow management into the future. Willow provides another vital source of food in early spring when bees emerge from hibernation. Willow can be grown easily using cuttings and could be transplanted around your site. The Large Carder Bee (Bombus muscorum) has suffered a 23% population decline since 2012.

Our landscapes are often characterised by a patchwork of hedgerows, often called the ‘arteries’ of the countryside, with very good reason. As well as offering a habitat and wildlife corridor for all types of wildlife, from birds to bats, our native hedgerows are also a hugely valuable source of food and safe refuge for our pollinating insects, especially if maintained in a pollinator-friendly way, and allowed to flower. If you have native hedgerows around your quarry’s perimeter, perhaps you can maintain at least some sections of the hedgerow in a pollinator-friendly way, or indeed if you’re planning a new site boundary, planting a new native hedgerow is a great way to invest in our future biodiversity.

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Rare species are disappearing through loss of semi-natural habitats, while common species are declining in abundance as a consequence of how we manage the rest of the landscape. Try to keep any wild corners on quarry sites, where Bramble and Ivy are allowed to grow, which will provide food later in the summer and autumn when flowers are scarce. Insecticides harm bees, but it’s also important to note that herbicides also cause harm to pollinating insects by removing important food sources in the form of Dandelions and other ‘wildflowers’. By reducing or eliminating the use of pesticides on your site, you’ll create a healthier environment for pollinators, with more food on offer. Noxious weeds should be removed by hand or spot-treated.

The ideal native hedge is made up of 75% Whitethorn and 25% of at least 4 other species

Intensively managed hedgerows don’t offer flowers for bees or shelter for livestock

GOOD V BAD HEDGEROW PICS CAPTION We have become used to tightly clipped hedgerows in Ireland, but this ‘box-shape’ does not reflect our traditional hedgerow management and does nothing for wildlife. If off-road hedgerows can be left to flower each spring, they become a wonderful habitat and food source for bees as well as a home for birds and all types of wildlife.

TIPS ON MANAGING A POLLINATOR-FRIENDLY HEDGEROW • Leave at least one mature Whitethorn/ Blackthorn tree within each hedgerow. • Where possible, cut hedgerows on a 3-year cycle. Cutting annually prevents the hedgerow flowering and fruiting. • Where possible, cut in rotation rather than all at once as this will ensure some areas of hedgerow will always flower (Blackthorn is white in March. Whitethorn flowers at silage time in May). • Hedges managed for pollinators should ideally be cut between November and January, in an A-shape. If they must be cut outside this time, cut in rotation, so some areas remain undisturbed.

• Where hedgerows must be cut along the roadside for safety, allow the inside to flower. • Aim for a hedgerow that is as high as possible, but at least 2.5m above ground level or above the bank. • Let some of your hedgerows grow wild, side-trimming only. • Avoid spraying the hedgerow base, use mechanical weed control and spot-spray only in exceptional cases. • Leave an unfertilised buffer margin at the hedgerow base to encourage our wildflowers, which do better in nutrient-poor soils. You can join 240 other companies, and sign up as a Business Supporter to the All Ireland Pollinator Plan. To find out more, please see www.pollinators.ie

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Did you know the average person in the UK (Northern Ireland) is responsible for 5.5 tonnes of carbon dioxide emissions a year? We’re all responsible for emissions, but there are things we can all do to reduce our carbon footprint too. Some key areas to think about are: • ENERGY: Becoming more energy efficient will help to reduce your footprint. Limit waste and consider switching to a supplier that provides renewable energy.

atmosphere as the trees decay, before being reabsorbed by new trees. As a result, it is vital to both protect existing trees and plant new ones to cope with the rising CO2 levels caused by human activity.

• FOOD: Consider what you eat and where it comes from. Studies show that meat and dairy are the most environmentally damaging food types. Food produced in the UK is generally less carbon intensive than imported products.

HOW YOU CAN HELP

• RETAI: From fashion to furniture, everything we buy generates emissions. The easiest way to reduce your emissions is to simply buy less. When you do buy, choose secondhand items or purchase from sustainable retailers. • TRAVEL: Walking, cycling and public transport are all better alternatives to driving. Flying is carbon-intensive, so limiting the number of flights can really help reduce your footprint.

TREES EAT CARBON FOR BREAKFAST The increase in CO2 levels within the atmosphere is the driving force behind climate change; capturing and storing carbon from the atmosphere is vital in the fight against climate change. Trees play a key role in the carbon cycle as they absorb CO2 from the atmosphere during photosynthesis. Each year roughly 20 million tonnes of CO2 are absorbed by the UK’s forests. The carbon will eventually be re-released into the

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You can mitigate your own impact by helping us to care for our woods, ensuring they continue to absorb and store carbon emissions. By making a donation, you’ll help protect and add to this extensive carbon store, ensuring it continues to absorb emissions, as well as creating natural havens for wildlife and people. Every £100 donated will help us care for enough woodland to capture and store around 4 tonnes of carbon. A donation of £137.40 would allow us to look after enough woodland to capture and store 5.5 tonnes of CO2, matching the figure for the average UK person’s yearly carbon footprint. The donation amount is up to you, but can be set up as a regular direct debit or as a one off donation. Your donation will be spent exclusively on the maintenance of our woodland estate. The woods in our care are a valuable carbon store, removing CO2 from the air as part of the carbon cycle.

To support us and find out more visit www.woodlandtrust.org.uk/support-us/give/donations

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Recognising the contribution that mineral and aggregate extraction sites can make to biodiversity Across the UK both the abundance and distribution of species has on average declined and continues to do so.

A bank with nesting and foraging habitat for solitary bees, found in an n active quarry

A main driver of this decline is habitat loss and their subsequent fragmentation. In Northern Ireland, 75% of the landscape is dominated by agriculture and we have an ocean of habitats that are generally low in biodiversity (Anon, 2018). There are a wide variety of ecologically diverse habitats such as calcareous grassland, blanket bog, limestone pavement, fens, marshes and reedbeds scattered across the country that act as islands for struggling species. Surprising to many, mineral and aggregate extraction sites provide some of the most important areas for nature in Northern Ireland. These sites are seemingly hidden jewels in the vast ocean of green. Open Mosaic Habitat on Previously Developed Land (OMH); supporting a wide range of terrestrial and aquatic habitats.

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Often the reason for this is the wide variety of habitats found in a relatively small area, thus supporting many different types of invertebrate. Several Northern Ireland Priority Habitats are often found on these sites including reedbeds, ponds and Open Mosaic Habitat on Previously Developed Land (OMH). Perhaps the most important of these being OMH which can be extremely diverse, supporting a wide range of terrestrial and aquatic habitats. This diversity has made them increasingly important within ecological networks for rare and scarce invertebrates as well as lichens, plants, birds, reptiles and amphibians of conservation concern. Between 12% and 15% of all nationally-rare and nationally-scarce insects have been recorded from OMH sites including 30 UK Biodiversity Action Plan (BAP) invertebrate species. Many of the habitats found in mineral and aggregate sites are of high value to invertebrates, and can be conserved, enhanced and created through the appropriate management of aggregate and mineral sites. Several Areas of Special Scientific Interest (ASSIs) in Northern Ireland are found within old quarries though again it may come as a surprise to know it is the significance of active sites in the conservation of species, in particular for pollinators. There is widespread concern over the status of pollinators, as many insect groups including bees, butterflies, moths and hoverflies have declined dramatically in the UK and globally both in their abundance and diversity (Biesmeijer et al., 2006; Potts et al., 2010). With regards to bees in the UK, despite a few species expanding their ranges, the majority are suffering declines. For example, three of the UKâ&#x20AC;&#x2122;S 25 species of bumblebee have gone extinct, with a further eight suffering major range contractions (Goulson et al., 2008). A recently published report on the threatened bees of Northern

Ireland highlighted the species of bee at risk of extinction, those that require urgent targeted action, and recommended focused conservation efforts to stabilise and enhance declining populations. Interestingly several of the most threatened species of solitary bee have associations with early successional habitats found in extraction sites. The following are examples of rare, threatened or data deficient species of solitary bee that are found within Northern Ireland and often occur within brownfield sites, quarries and sand pits; Sandpit mining bee (Andrena barbilabris), Grey-banded mining bee (A. denticulata), Buffish mining bee (A. nigroaenea), Small sallow mining bee (A. praecox), Wilke’s mining bee (A. wilkella), Red-shanked carder bee (Bombus ruderarius), Bare-saddled colletes (Colletes similis), Tufted furrow-bee (Lasioglossum nitidiusculum), Rufous-footed furrow bee (L. rufitarse), Willughby’s leafcutter (Megachile willughbiella), Dullheaded blood-bee (Sphecodes ferruginatus) and Sandpit blood-bee (S. pellucidus). It should be noted that the author’s first siting of both Tufted furrow-bee and Wilke’s mining bee were from a single quarry in County Armagh. The presence of some of these species of solitary bee on a site can indicate the presence of important habitats that are ecologically rich. For example, in Ireland Wilke’s mining bee is strongly associated with unimproved grasslands and can be found in a variety of legume-rich habitats. It forages from various plants but has a preference for legumes such as Bird’s-foot trefoil and vetches that are typically found in early successional habitats. Early successional habitats in naturally regenerating quarries and sand pits, provides a major nectar and pollen source, and also foraging habitat for predatory wasps.

HOW CAN WE MAXIMISE OPPORTUNITIES FOR INVERTEBRATE BIODIVERSITY IN AGGREGATES SITES? There are enormous opportunities for creating important habitats such as lowland heathland, calcareous grassland and reedbeds through site restoration schemes, where appropriate. Species will colonise before operations cease and before work begins on site restoration. Therefore, it is vital to identify what species are present and what habitats these species rely upon, retaining these features within any restoration works. Working with nature and not against it or forcing it, can ‘guide’ the regeneration to a desired outcome with management, e.g. scrub control, control of invasive species, some landforming etc. Natural regeneration is a valuable restoration tool which can produce habitats of higher biodiversity value than more intensive methods. Biodiversity delivery can be built into all stages of operation. By just leaving undisturbed areas of a site, things will often colonise on their own. Habitat does not need to be permanent, indeed it is often the more temporary habitats found in quarries such as disturbed pools that support the rarest species of invertebrates, for example the Dull bronze diving beetle (Ilybius subaeneus), listed as Vulnerable and is a priority species in Northern Ireland. Our smallest damselfly the Scarce blue-tailed damselfly (Ischnura pumilio) is red listed as Vulnerable in Ireland and is a Northern Ireland Priority Species. This species is associated with early successional wetlands and is often found within artificial situations such as quarries, occurring where there is shallow, unshaded water with a slow flow over a soft

Complex margins of large water bodies can provide useful invertebrate habitat, for example submerged or emergent vegetation in shallows

substrate (Nelson et al., 2011). When operations cease and the pumps are turned off there are many opportunities to create and/or restore wetland habitats. The wide variety of habitats and the temporary nature of some habitats presents huge opportunity for biodiversity and conservation in Mineral and Aggregate sites in Northern Ireland. Buglife is a member of the QPANI biodiversity group and we are actively looking to build partnerships within the sector. For more information please contact the Conservation Officer for Northern Ireland Anna Hart on 07738 049142 or anna.hart@buglife.org.uk For more information on managing aggregates sites for invertebrates and for guidance on Crayfish-Ark sites. • Anon (2018) Statistical Review of NorthernIreland Agriculture 2017: Agriculture, Fishing &Forestry; DAERA https:// www.daera-ni.gov.uk/sites/default/files/publications/ daera/Stats%20Review%202017%20final.pdf • Biesmeijer, J. C, Roberts, S. P. M, Reemer, M., Ohlemuller, R., Edwards, M., Peeters, T., Schaffers, A. P., Potts, S. G., Kleukers, R., Thomas, C. D., Settele, J. and Kunin, W. E. (2006). Parallel declines in pollinators and insect-pollinated plants in Britain and the Netherlands. Science 313, 351–354. • Goulson, D., Lye, G. C. and Darvill, B. (2008). Decline and conservation of bumblebees. Annual Review of Entomology 53, 191-208. • Nelson, B., Ronayne, C. & Thompson, R. (2011). Ireland Red List No.6: Damselflies & Dragonflies (Odonata). National Parks and Wildlife Service, Department of the Environment, Heritage and Local Government, Dublin, Ireland. • Potts, S. G., Biesmeijer, J. C., Kremen, C., Neumann, P., Schweiger, O. and Kunin, W. E. (2010). Global pollinator declines: trends, impacts and drivers. Trends in Ecology & Evolution 25, 345–353.

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Experiencing Issues with The Availability of Natural Stone? Tobermore Can Help! When selecting the hard landscaping for a project, old habits often die hard. Some specifiers tend to rely on the ‘old faithful’ natural stone when considering paving materials. But considering the current difficulty sourcing and supplying natural stone, perhaps it is time to think about concrete alternatives, which will deliver both the aesthetic and quality you require, without the supply issues and expensive cost.

BRAEMAR: THE PREMIUM CONCRETE ALTERNATIVE TO NATURAL GRANITE If it is the natural granite look that you are seeking, look no further than Tobermore’s Braemar block paving and flag range. Braemar is widely recognised as the premium concrete alternative to granite. It is manufactured with natural aggregates that emulate the distinct aesthetics of natural stone. Available in two different textures, thirteen size options and eight vivid colours, the possibilities for landscape designers are truly endless. Not only will you fulfil your aesthetic and design aspirations, Braemar also exceeds technical and quality requirements.

THE TOBERMORE DIFFERENCE Tobermore’s products are superior to typical concrete pavers as they are manufactured with ‘PrimeTop’, a hard-wearing surface layer. Every block and slab undergoes a meticulous manufacturing process that improves strength, durability and colour retention. Tobermore’s PrimeTop surface layer contains a high concentration of pigment creating vibrant colour and exceptional UV performance leading to enhanced weathering properties. Efflorescence is a common unsightly problem with natural stone products. To combat this, all Tobermore products undergo an ‘Ef-stop’ process which involves extensive vapour curing, which dramatically reduces the appearance of efflorescence.

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Experiencing Issues with The Availability Of Natural Stone? UK manufacturer & supplier Tobermore can help! Find Out More

Braemar The Premium Concrete Alternative to Natural Granite Find Out More

Fusion Modular Granite Aggregate Paving Find Out More

Artro The Concrete Alternative to Clay Pavers Find Out More

Tobermoreâ&#x20AC;&#x2122;s natural stone alternatives Braemar, Fusion & Artro are cost-effective & readily available. To find out more Email: NaturalStoneAlternative@tobermore.co.uk or call 0844 800 5736

At Tobermore, customers and people are at the heart of everything they do. ServiceSure is Tobermore’s unique package of customer service benefits developed to ensure an efficient, consistent and streamlined experience. This unbeatable, seamless service follows your project from initial enquiry to delivery and beyond, keeping you fully informed at every stage.

FUSION: MODULAR GRANITE AGGREGATE PAVING Tobermore’s Fusion block paving range also features natural granite aggregates and offers exceptional choice with a wide variety of formats, sizing and colour options. Fusion is also available in Tobermore’s environmentally friendly permeable solution, Hydropave.

WHY SPECIFY ARTRO FOR CARE HOMES? Artro brings a classic style to residential projects in private, social or shared accommodation schemes. Ideally suited to care home applications, Artro is non-reflective and anti-glare which is an important consideration when end users may have visual impairments. Perfect for paving a grand entrance, an intimate courtyard or a meandering pathway. Artro is designed to perform flawlessly with the demands of frequent vehicular traffic. People with limited mobility can often be deterred from hard landscaping which appears to be slippy. Artro boasts a very low slip/skid risk rating which is essential for care home end users.

FREE DESIGN & TECHNICAL SUPPORT

The combination of sparkling natural granite aggregates and bright contemporary colours ensures there is a Fusion option for every project. Professionals across the UK and Ireland consistently rely on Fusion as their paving of choice due to its consistent performance and Tobermore’s seamless support at every stage of the project, from specification to completion.

Did you know that Tobermore offers Free Design Services? We package together all essential elements to make the specification of Tobermore products a quick and easy process. Tobermore’s team of qualified landscape designers will work in partnership with you to select the right products, colours, sizes and textures to compliment your Care Home project within your indicated budget.

ARTRO: THE CONCRETE ALTERNATIVE TO CLAY PAVERS

GENUINE CONCRETE ALTERNATIVES TO NATURAL STONE

Artro is Tobermore’s latest linear paving range inspired by the beauty and intimate scale of traditional European clay pavers. Available in seven colours ranging from cool contemporary greys to warmer traditional tones, including a striking clay-red alternative, ‘Autumn’. The long thin pavers have the dimensions of 220mm by 55mm and a depth of 80mm which provides the perfect option for vehicular access.

If you are currently experiencing issues with the availability and supply of natural stone, why not consider a genuine concrete alternative from leading UK manufacturer and supplier, Tobermore.

Tobermore’s Artro range marries the aesthetics, colour retention and hard-wearing nature of clay pavers with the cost savings, availability and versatility of concrete pavers making it the perfect choice for architects and landscape architects alike.

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Tobermore does not operate with a complex international supply chain, 99% of product raw materials come from their own quarry and all products are manufactured and despatched from one site which provides customers with a streamlined service. Tobermore’s natural stone alternatives Braemar, Fusion and Artro are cost-effective and readily available. To find out more email NaturalStoneAlternative@tobermore.co.uk or call 0844 800 5736.

BRUCE MODULARWASH PLANTS ARE A PROVEN SOLUTION At BRUCE Materials Processing Solutions we continue to grow and innovate as a business after 62 years in the industry. We aim annually to set the bar a little higher by providing a highly professional and reputable service. As specialists in the manufacture of aggregate and sand washing and classification equipment, combined with our knowledgeable UK dealer network, Bruce modular wash plants are a proven solution in the mineral extraction industries. Working closely with customers from initial design and concept through to final commissioning, our team of fully qualified and experienced in-house engineers deliver aggregate and sand washing equipment that are bespoke to each clientâ&#x20AC;&#x2122;s requirements. Utilising the Bruce modular design approach, proven technologies and branded components, has led to successful installations globally. Our program of continuous improvement has facilitated significant advances in the range of machinery that we manufacture, most notably the Bruce Washpod. Now featuring the Dual Shaft Logwasher, Dual Cyclones and a larger de-watering screen area, the Bruce Washpod continues to be the machine of choice for operators seeking in-spec aggregates and sands in one neat and compact package. In addition to the Washpod, Bruce Engineering offer a full range of washing solutions including the Bruce SandPod and

BWS range of cyclone sand plants. Furthermore, the Bruce BWB Waterbath has proven a huge hit in the waste recycling industry by offering a simple but effective aggregate clean up system. As a certified Hardox Wearparts centre, we continue to incorporate Hardox steel extensively on all our equipment as well as providing a complete Hardox Wearparts service.

intelligent intelligent washing washing solutions solutions

WASHING/FEEDING/SCREENING/RECYCLING/ENGINEERING/WEARPARTS WASHING/FEEDING/SCREENING/RECYCLING/ENGINEERING/WEARPARTS

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Processing of Coal Tar at Budore Quarry

McQuillans’

Produce Coal Tar Solution Coal tar is a dark brown to black liquid produced by the destructive distillation of coal. Some of our more Senior Members may remember “No. 2 Tar” which was supplied from the Belfast Corporation Gasworks. During the early and mid-20th Century, coal tar was a readily available by-product of the town gas industry and extensively used as a binder for road aggregates and as a spray application in surface dressing due to its adhesive and water proofing properties Roads constructed prior to 1980, or Surface dressed prior to the late 1980s may therefore contain materials bound with coal tar. Since the 1980s when natural gas superseded town gas, bitumen derived from the oil industry has completely taken over the use of coal tar in these applications. Coal tar and bitumen share

similar physical characteristics but coal tar can be differentiated from bitumen by presence of polycyclic aromatic hydrocarbons, phenols and cresols, some of which are hazardous. Coal tar is classified as a category 1 carcinogen, 1B mutagen and 1B reprotoxicant under the globally harmonized system of Classification and Labelling of Chemicals and is included on the REACH candidate list of SVCHs (substances of very high concern). After discovery on a DFI site, John McQuillan Contracts (in conjunction with McQuillan Quarries) set about a desk study to investigate proposals for DFI which would provide potential reuse of the product rather than disposal with no benefit, whilst also satisfying all relevant NIEA conditions surrounding the transport, storage and reuse of hazardous waste. Circa 1,300t of coal tar planings were to be processed in full. Through our monthly technical meetings, a study was established to address the issue. These meetings involved the expertise from production staff and quality control management from both quarrying, contracting divisions and input from our bitumen supplier. NIEA and DFI Roads Service were updated continually on all developments throughout the project. McQuillan Companies’ hazardous waste division McQuillan Environmental and Tennants’s Bitumen were also prominent throughout the process. After the desk study was complete, a proposal to go forward with a Cold Recycled Bound Material (CRBM), encapsulating the coal tar planings was submitted for approval to DFI. A presentation was made to a panel from DFI of staff from consultancy services and MEAS. It was decided that the material was suitable to be used as a sub base on a DFI site, subject to trials being carried out. It was essential that all installations would be under the

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John McQuillan Contracts

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McQuillan Companies, 11 Ballinderry Road, Lisburn BT28 2SA

T: 028 9266 8831 W: www.mcquillancompanies.com

Positive detection of Coal tar under UV light

Positive detection of Coal Tar under Pak Paint

RSTA ADEPT guidance Managing Reclaimed Asphalt and TRL report 611 and Specification of Highway works Series 900. The project would be carried out in the following stages;

UV LIGHT

1. Feasibility into production and installation 2. Lab designs 3. Production trials 4. Quality documentation to be completed 5. Proposal to DFI and NIEA 6. CRBM production and installation Recycling the planings in a cold process is an approved method of reusing these hazardous wastes. The cold process does not activate the problem aromatics and binds / encapsulates / solidifies the problem contaminants in a product suitable for re-use in road construction. The production process was considered from start to finish and after consultation with various sub-contractors already used within Budore quarry, various modifications to the coating plant were considered and a production plan agreed. Lab designs were then completed after gathering the proposed constituents on the CRBM. A proposed mix with ideal characteristics to all relevant standards was agreed upon. Our first production trial was carried out in Budore Quarry in December 2017. A section of sub base was installed using non-hazardous road planings. A total of 57t was manufactured to determine production rates and installation techniques. The trial was successful but established issues in production capabilities for 1,300t + of coal tar waste to be processed and installed. Further modifications to the coating plant were made in preparation for the larger production runs needed. After this trial, quality and installation plans were able to be established and finalised for a proposal to DFI. The scheme proposed by DFI was on the A57 Templepatrick. The installation dates proposed by DFI were

Installation at A57 Templepatrick

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over two weekends in September 2018. The quality and installation plans were agreed at a meeting with DFI with representatives from McQuillan Companies across various departments. NIEA were updated on the project location and permission was granted to proceed. The installation occurred on the 1st and 8th September 2018. Having established the road closure requirements and programme, a production plan for the material had to be developed which would provide sufficient material on site to meet laying requirements. Installation was carried out using modified road surfacing techniques. A mixture of PTR, 3 point and tandem rollers were employed to achieve target compaction. On site testing was carried out by the companyâ&#x20AC;&#x2122;s Quality Manager, with third party testing resources and DFI MEAS unit cores taken and further analysed. To maintain moisture content in the material, the mat was sealed overnight and left untrafficked. Regulating material was laid on it the following day. Re-use of this material avoided approximately 1,300 tonnes of contaminated planings having to be transported and disposed in a licensed landfill at significant cost with no benefit to DFI. The project has been considered a success, and has since been replicated on other schemes for DFI, namely on a small section on A26 Moira Road where a further 133t of coal tar contaminated planings was encapsulated using the same method.

P. KEENAN ROAD CONTRACTORS & QUARRY OWNERS Established 1944

A Family Business in its fourth generation and with over 70 years experience, Patrick Keenan have grown to become a leading Road Surfacing and Civil Engineering Company who supply a full range of Quarry Products and Contracting Services.

P. KEENAN ROAD CONTRACTORS & QUARRY OWNERS

We endeavour to build upon Transport NI throughout Northern Ireland. our reputation for providing We adopt1944 a flexible and versatile, Established customers with exceptional levels partnering approach, with all Clients, of Quality, Value and Service.’ taking full account of their individual have been operating in the AP.Keenan Family Business in its fourth generation and with over 70 years experience, needs and devising workable, best value Quarry Industry over grown 70 years. solutions. The continual investment in Patrick Keenanfor have to become a leading Road Surfacing and Civil Engineering We provide an extensive range of Company who supply a full range of Quarry Products and Contracting Services. our People, Processes and Plant has High Quality Aggregates from our allowed us to consistently deliver Quality Quarries located in Cookstown, Dunloy, We endeavour to build upon Transport NI throughoutprojects Northern Ireland. on time, within budget. Knockloughrim, Corkey and Scraghey. our reputation for providing We adopt a flexible and versatile, Through the implementation of our customers exceptional levelsof Asphalt partnering approach, with all Clients, We also with provide a full range Asphalt – KEENPAVE®, Surface Dressing of Quality, Value and Service.’ independently assessed, Quality taking full account of their individual and Bitmac Surfacing materials from our and Geotextile Enhanced Overlays. P.Keenan have been operating in the needs and devising workable, best value Management System, we carry out manufacturing plants located in Counties Quarry Industry for over 70 years. solutions. of Theacontinual all investment in P.Keenan specialise in the delivery our company activities with the Tyrone, Derry and Antrim. Our surfacing We provide an extensive range of People, Processes and Plant has range of Term maintenanceour contracts highest regard to Health and Safety, High Quality Aggregates from our solutions are designed to meet the allowed us to consistently deliver Quality Quarries located inof Cookstown, Dunloy,and include including Asphalt Resurfacing, Surface the Environment and with minimal requirements the customer projects on time, within budget. Knockloughrim, Corkey and Scraghey. Bitmac, Hot Rolled Asphalt, Stone Mastic inconvenience to the General Public. Dressing and Minor Improvement works for Through the implementation of our We also provide a full range of Asphalt and Bitmac Surfacing materials from our manufacturing plants located in Counties Tyrone, Derry and Antrim. Our surfacing solutions are designed to meet the requirements of the customer and include Bitmac, Hot Rolled Asphalt, Stone Mastic

Asphalt – KEENPAVE®, Surface Dressing and Geotextile Enhanced Overlays.

P.Keenan specialise in the delivery of a range of Term maintenance contracts including Asphalt Resurfacing, Surface Dressing and Minor Improvement works for

P.KEENAN

ROAD SURFACING P.KEENAN www.pkeenanroads.com ROAD SURFACING

Rocktown Quarry, 35 Rocktown Road, www.pkeenanroads.com Rocktown Knockloughrim Quarry, 35 Rocktown Road,8QE BT45 Knockloughrim BT45 8QE

Tel:Tel: 028028 79647964 2158 2158 Also at www.mad4tar.com Also find usatatus www.pkeenanquarries.com Also find find us www.mad4tar.com Registered Company

1 8 1 1

independently assessed, Quality Management System, we carry out all our company activities with the highest regard to Health and Safety, the Environment and with minimal inconvenience to the General Public.

Everybody needs good neighbours The new Good Neighbour Scheme, currently at pilot stage, provides site managers with guidance and tools to help them plan, monitor and improve their engagement activity. The scheme directly addresses one of MPA’s Seven Strategic Priorities relating to People – ‘to engage fully with local communities and strive to be good neighbours’. It will assist with the delivery of the MPA Charter and realisation of the MPA Vision.

and beyond to meet the expectations of local people. “Building trust in this way can improve understanding and perceptions of the industry and help operators develop and maintain a good reputation that could be important for future planning decisions.

Among the issues highlighted in the scheme are public safety, external appearance, plant and stocking areas, noise and vibration, water usage, dust, traffic, complaint handling, visitor experience and community engagement.

“Our Good Neighbour Scheme will also help operators set out what they are able to commit to so they can communicate with neighbours what is reasonable for them to expect.

“The Responsible Mineral Products Industry has an established track record when it comes to operating sites to the highest technical and environmental standards,” said MPANI Regional Director Gordon Best.

In Northern Ireland Breedon Group (Whitemountain) and McQuillan Quarries are developing the Good Neighbour Scheme pilot locally. MPANI will be liaising with other local members in order to build momentum and to expand the pilot scheme.

“MPANI Members work hard to adhere to planning permissions, environmental permits and numerous other statutory and voluntary controls to ensure that operational impacts are minimised and mitigated. Whilst politicians and commentators continue to be preoccupied with Brexit, the new MPA document is a timely reminder of the responsibility the Government has in setting the conditions for all industry to thrive and invest so that continuing demands for things like mineral products can be met sustainably. The MPANI has set out its new ‘Priorities for NI Government’ in a fresh drive to urge Government and Local Councils to refocus and support the delivery of vital infrastructure schemes. A new scheme to help MPA members to engage and build trust with local communities will soon be launched. “But it is increasingly important not only to meet the requirements, but to be seen to be doing so, and we are seeing more and more examples of minerals site management teams going above

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AN EVER-LASTING RELATIONSHIP WITH THEIR CUSTOMERS... Ashbourne Truck Centre is a family run business that has been servicing a large customer base since Joe Mooney first opened the doors of the premises over 30 years ago. Specialising in the sales, service and maintenance of semi trailers, Ashbourne Truck Centre is the sole sales and service partner for the renowned Faymonville Group. This includes the Faymonville Specialist Trailers, MAX Trailers and the newly added Cometto Trailers. They are also the sole sales agent for Schmitz Cargobull Tipping Trailers. Wide range of second hand trailers in stock, all sold fully serviced and CVRTâ&#x20AC;&#x2122;d. The service to customers also includes trailer hire, spare parts, servicing and after sales which the company places a great emphasis on as they build and work to maintain ever-lasting relationships with their customers. We have worked hard on our after sales service over the years and we feel this is a hugely important part of the business as you are ensuring customer satisfaction. In the maintenance side there is also a lot of repeat custom, we would have customers whom bring in all their trailer fleet when any work needs to be done, repairs, servicing, doe prep etc. The workshop is modern and has been invested in continually over the years. Ashbourne Truck Centre also stocks a massive range of trailer parts to try and ensure their customers will not have any waiting time for the part they need. We keep a full range of parts in stock for all Faymonville, MAX and Schmitz trailers. We offer a nationwide delivery service on all parts. We are available at all times to take calls regarding parts, dispatch or any queries you may need advice on, We are also the sole Irish agents for Gigant axles. We have a full range of parts in stock for all types of Gigant axles, friction steered, hydraulic steering etc. We can look after all your warranty claims and repairs for Gigant axles on any make of trailer. A big plus for the company is their location as the premise in Ashbourne Co. Meath is only ten minutes from the M50 and 15 minutes from Dublin.

The experience that the team has gathered over the years means that Ashbourne Truck Centre is the go to place when a customer needs advice, the technical know how they possess is just a phone call away and they are only too willing to help. Ashbourne truck centre are currently in the process of moving into new offices on their premises. There is no doubt the future is very bright for the company and they concluded by stating the product they sell was also key to the success. We supply very good brands that are well known throughout the world, let alone the country. Our customers know that they are getting a quality product, throw in the excellent after sales service and the two complement each other. We cannot afford to rest that is why we are continuously looking at ways to improve the business and by investing we feel we are doing just that. Tel: +353-1-8350573 Mobile: +353-87-2556677 or +353-86-2556677 Ballymadun, Ashbourne, Co. Meath A84 Y898

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QUINN IS BECOMING MANNOK Your new brand for superior building products. With our new brand, we renew our commitment to our customers to bring you more innovation, more quality products and a continued focus on environmental leadership; from the same people, with the same expertise and energy you have come to expect from us. “With growth comes change”

– LIAM MCCAFFREY, MANNOK CEO

Go to mannokholdings.com to find out more.

QUINN IS BECOMING MANNOK I am extremely pleased to share with you the news of our rebrand to Mannok and to unveil our new visual brand identity. As you know, we have had a period of transition for the last 5 years, a time when we have invested heavily in the company, focused on people and skills development, growing the business in the most sustainable way, and enhancing our products and service offerings. This has brought us to a point where this company is now in the strongest position since acquisition, an achievement which would not have been possible without the ongoing support of you, our customers and the wider industry. I can assure you that under our new brand, we will continue bringing you the same quality of products and service you have come to expect from us, under the same ownership and management. With that, we offer you a renewed commitment to bring more innovation and more product lines, with a continued focus on environmental leadership, and the people and communities which support our business. The rebrand from Quinn to Mannok is a process which will take over 12 months to complete. We have taken the first step as our holding company has changed from Quinn Industrial Holdings DAC to Mannok Holdings DAC, and we now unveil our new name and logo. From November, our Quinn Building Products and Quinn Packaging brands will change to Mannok, and you will begin to see sweeping changes to all of our branding, from our product packaging and brochures, to our signage, vehicles and merchandise. You can find out more information about the new brand identity and what you can expect going forward on our dedicated customer information page at www.MannokHoldings.com/customers. Our local Area Sales Managers are also available to answer any other questions or to hear your valued feedback on our new Mannok brand. On behalf of myself and all the senior management team, I want to take this opportunity to thank you sincerely for your contribution to, and support of, our business. We look forward to continuing our relationship with you, the MPANI community, on our future journey as Mannok.

Liam McCaffrey CEO, Mannok

QUINN TO REBRAND TO MANNOK AS 2019 RESULTS SHOW COMPANY IN STRONGEST POSITION SINCE ACQUISITION “Mannok” has been unveiled as the new identity for Quinn Industrial Holdings, a name which will replace the company’s familiar Quinn Building Products and Quinn Packaging brands. The rebrand announcement also revealed details of the company’s strong 2019 financial results, which show it to be in the strongest position in its acquisition in 2014, with a fifth consecutive year of increased earnings (EBITDA). Becoming Mannok Rebranding to Mannok marks the culmination of a 5-year transformation and investment programme that has repositioned the business as a provider of increasingly sophisticated and sustainable building solutions, supporting an increase in sales of over 30 per cent during the period. The name derives from Fear Manach, the origin of ‘Fermanagh’, reflecting the company’s pride in their roots in the Fermanagh and Cavan region, and their commitment to the people and communities which are the lifeblood of the organisation’s success. The new identity resonates well with domestic and international stakeholders, an important consideration given the company’s increasing export focus.

has empowered our staff and repositioned our businesses for continuing growth and innovation. Our business is now in the strongest position since its acquisition in 2014 and Mannok is an appropriate and much more expansive brand proposition that reflects what our customers value most – a professional one-stop-shop for building and packaging solutions and the support of exceptional staff. “They can certainly expect a lot more of that same quality offering we’ve become synonymous with, but “more of the same” does not mean we’ll stand still, as we will continue to focus on developing and innovating with market leading, sustainable solutions. “2019 marked our fifth successive year of earnings growth and a robust performance given Brexit uncertainty. Our targeted investment of recent years has established strong foundations for continuing growth across Ireland and the UK. “Looking ahead to 2021 and a post-Brexit environment, we are very optimistic about the future of Mannok and the strong position of the company going into the coming year.”

“Continuing growth and innovation” Ahead As well as increased earnings (EBITDA) to €26.6m during the period, 2019 saw heavy investment, totalling €11.5m, which included fleet and mobile plant replenishment, as well as investment in fixed plant augmentation projects expected to yield significant profitability over the years ahead. This marks the fifth successive year of increased earnings and shows a robust performance despite the challenges of Brexit and price decreases in certain markets. The business was also celebrated for their innovative achievements in health, safety and the environment, important areas of focus for the company which will continue as key priorities under the new Mannok brand. Representing Northern Ireland in the MPA’s UK wide Health and Safety Awards 2019, the company were winners of the MPCQ trophy for Behavioural Safety, Safety Culture and Leadership for their industry leading Safety Hub initiative, with a Special Recognition Award for Health and Safety Manager, Gerry Clancy. Speaking of the new brand and 2019 performance, the company’s CEO, Liam McCaffrey, said, “We are extremely pleased to unveil Mannok as our new brand identity, which we believe better reflects the ownership, evolution and future focus of our business. It marks a major milestone for us following a 5-year transformation programme that

Behind the Mannok Brand Explaining in more detail the story behind the Mannok brand, the company states, “The name Mannok, like the company itself, is deeply rooted in the region of Cavan and Fermanagh. It reflects the culmination of a 5-year re-positioning journey from regional commodity supplier to a trusted building and packaging solutions provider, capable of competing and winning alongside leading global brands and doing so in an increasingly environmentally sustainable manner. “The word Mannok comes from Fear Manach – the origin of ‘Fermanagh’– meaning “Man / people of Manach”. It reflects our enormous pride in our origins – our near-50-year heritage, our quality products, and especially, our people.”

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CASE STUDY:

TRACEY CONCRETE

Tracey Concrete is one of the largest precast concrete manufacturers in the UK and Ireland. They have an extensive range of top quality products offering competitive and reliable solutions to meet the needs of their customers. Over the years they have become a market leader in Concrete Pipes, Perfect Bases, Manhole Rings, Jacking Pipes, Headwalls and Cattle Slats. Recently Tracey Concrete supplied Woodvale Construction in the development of the newly built Strabane Academy. The installation of their Perfect Base™ Manhole System allowed major time saving onsite. The Perfect Base™ is manufactured completely bespoke designed from the drainage plans to suit any angle for inlets and any pipe type.

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Tracey Concrete also supplied a full drainage package of precast concrete pipes, headwalls, catchpits, manhole rings and cover slabs to the A6 Department of Infrastructure NI Project. The A6 upgrade costing £220M will be one of the largest road schemes ever built in Northern Ireland. The works include a new 25.5 km high standard dual carriageway from Drumahoe to Dungiven and a 5 km bypass of Dungiven. Locally Ready-mix Concrete & Pump was supplied to a project at a Lough Erne Marina in Fermanagh. A bespoke high strength concrete mix was used for the project as the concrete pad was constructed to suit heavy cranes lifting cruisers in and out of the Lough.

Tracey Concrete also supplied a major tunnelling project in Finland with bespoke Jacking pipes â&#x20AC;&#x201C; See website to find out more details on this project. www.traceyconcrete.com

DRAINAGE & READYMIX PRODUCTS ENNISKILLEN FACTORY

QUARRY PRODUCTS BELCOO QUARRY

PHONE 028 6632 6437 EMAIL headoffice@traceyconcrete.com WEBSITE traceyconcrete.com

We offer a full range of

Concrete Products MPANI 20/21

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THE INNOVATIVE ECO GREEN FILTER UNIT ROCKBAG Developed and manufactured in Japan from 1986 the Kyowa Filter Unit Rockbag is the preferred scour protection method for the Great Akashi Bridge. Ridgeway have been distributing the innovative and bespoke Kyowa Filter Unit Rockbag to the UK and Irish Civil Engineering Market since 2009. The Kyowa Filter Unit Rockbag has a proven track record for marine and civil engineering works. Made from 100% recycled material the Kyowa Filter Unit Rockbag is a unique system that has proven to be more environmentally friendly and cost effective compared to traditional scour protection methods. In 2009 the Kyowa Filter Unit Rockbag was established as an ecogreen product designed for protecting bridge foundations and river embankments. Constructed from the unique form of knitting known as Raschel the product has proven to last a minimum of 30 years against UV and 50 years in saline water. Available in 3 sizes (2T, 4T & 8T) the system has dual membrane for advanced durability and strength to deal with the challenging nature of the marine environment. The Kyowa Filter Unit Rockbag has many unique features, preparation of the product is a short process that requires reduced labour and machinery. Furthermore, in relation to installation the one-point lifting ring allows fast and accurate placement meaning overall the system significantly reduces carbon emissions compared to traditional waterway engineering methods. It is a highly flexible solution making the Kyowa Filter Unit Rockbag very adaptable to complex marine projects. Its flexibility allows the product to work with the undulating topography and bathymetry of the river bed this means that preparation prior

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installation is not required which reduces the levels of silt and sediment released into the river and the overall project cost. Due to its porous nature the Kyowa Filter Unit Rockbag is designed to withstand high velocities of flow making it an ideal solution for protecting river embankments during flooding events and repairing damaged embankments post flooding events. Its works by absorbing the energy and not deflecting or amplifying flows which would result in scouring being pushed further downstream. The porous nature of Kyowa Filter Unit Rockbags also offers a great boost to the benthic and aquatic life within the rivers. Floral and Fauna and small marine insects build up on the surface of the Kyowa Filter Unit Rockbag and in between the stone crevices encouraging growth in the marine habitat. River embankment protection has been a dominant application of the Kyowa Filter Unit Rockbags throughout the UK and Ireland. One of our most recent projects was with the JMC Group who were contracted by Sapphire Utility Solutions working for United Utilities to safeguard the existing brick egg combined sewer. Ridgeway assisted the scope of works by working with JMC project team providing pre-filled Kyowa Filter Unit Rockbags delivered to site. Ridgeway sourced the stone, pre-filled the bags at their UK filling depot and finally delivered them to JMCâ&#x20AC;&#x2122;s designated site.

The Kyowa Filter Unit Rockbag has a proven track record for marine and civil engineering works.Â Made from 100% recycled material and is a unique system that has proven to be more environmentally friendly and cost effective compared to traditional scour protection methods.

UK: +44 (0) 2890454599 | Ireland: + 353 (01) 8027173

www.rockbags.co.uk E: info@rockbags.co.uk

Aggregate Industries supports Net Zero Pledge with product developments Earlier this year, Aggregate Industries’ parent company LafargeHolcim became the first construction materials supplier to sign up to the Net Zero Pledge - setting ambitious climate targets to 2030 and developing a roadmap to 2050. ECOPACT PRIME - 50-70% CARBON REDUCTION An engineered low carbon concrete utilising higher blends of cements using GGBS and FlyAsh substitutes. ECOPact Prime delivers between 50-70% CO2 reduction compared to a standard concrete (CEMI) mix.

ECOPACT MAX - ABOVE 70% CARBON REDUCTION Our lowest carbon range of concrete using cement alternative technology such as Geopolymers and alkaline activators, offering a minimum of 70% CO2 reduction compared to a standard concrete (CEMI) mix.

As part of this, Aggregate Industries is integral in LafargeHolcim meeting these targets through a holistic approach to net zero; from shaping the plants of tomorrow with automation and artificial intelligence to accelerating green solutions. Part of this is the development of new, low carbon products, and Aggregate Industries recently launched its ECOPact range of concretes in the UK. ECOPact gives customers a range of options to reduce the CO2 emissions of their concrete supply by between 30% and 70% compared to standard (CEM I) concrete:

ECOPACT - 30-50% CARBON REDUCTION A low carbon concrete utilising blended cement, that has between 3050% CO2 reduction compared to a standard concrete (CEMI) mix.

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Additionally, customers can also choose to upgrade any ECOPact product to ECOPact Zero - a carbon neutral offering achieved through offsetting any residual CO2. Aggregate Industries manages this by buying credits in carbon reduction projects on the customer’s behalf through its offsetting partner; Circular Ecology. These projects include reforestation, clean water projects and investment in renewables. Making the transition to low carbon materials easy for customers has been a focus, so ECOPact’s carbon savings for projects are easy to measure using an online carbon calculator. The calculator, which includes over 100 different mixes, recommends all of the available ECOPact options together with the embodied carbon for each level, making the product selection much easier. Guy Edwards, Chief Executive Officer at Aggregate Industries said: “Reducing carbon emissions has long been a goal of the construction industry. Aggregate Industries has always driven this, becoming the first materials supplier to achieve PAS 2080 verification by demonstrating continuous improvement in reducing the whole life carbon emissions across the entirety of our operations and supply chain. The Net Zero Pledge and the launch of low carbon ranges is another step in our transition towards even more sustainable building materials and towards a more sustainable construction industry overall.”

LAFARGE DELIVERS QUALITY BAG, AFTER BAG, AFTER BAG.

Lafarge packed products, supplied by Aggregate Industries, pack performance, quality and reliability into every bag. With a whole range of options for all DIY and trade applications, you are guaranteed to find the right product for your job. Plus, with a dedicated sales team, you can expect a seamless service and technical expertise.

Itâ&#x20AC;&#x2122;s all this that puts us at the heart of construction.

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For further information, or to place your packed cement order, contact us on:

T: 0800 838 997

E: packedcement@aggregate.com W: lafargecement.co.uk

29/01/2020 17:08

Community Consultation – ‘A troublesome statutory requirement or an opportunity in imperative project preparation’? Since the commencement of the Planning Act (Northern Ireland) 2011 (the Act) in 2015, most prospective applicants seeking planning permission for mineral projects are required to undertake a statutory public consultation prior to submitting a planning application for the same. For an industry, which has traditionally gone about it’s business exclusive of much civic discussion about it’s affairs, this procedure has been met, by some, as an undesirable incursion into their corporate activities. However, 5 years on from the commencement of Section 27 of the Act, there have been several positive experiences where the community consultation process has resulted in the prospective applicant being ‘on the front foot’ ahead of the submission of a planning application. As a planning consultant, I have carried out numerous statutory public consultations for a variety of projects. Initially, I could have counted on one hand the number of consultations where there has been an attendance of more than 5 people to an event. However, more recently the trend has been towards a noticeable increase in turn out, as well as a definite rise in the knowledge base and engagement of those attending the consultations. This engagement is not only defined by the type of questions raised, but also in the language used to articulate points with an enhanced use of key environmental and planning phrases. The increased numbers

of those contributing to the consultation would appear to correlate with an increase in the profile of mineral planning in Northern Ireland, perhaps due in part to the submission of conspicuous planning projects as well as the increased accountability of Councils who, since 2015, have been responsible for delivering decisions on mineral projects. At first, and given that the threshold for initiating the community consultation requirement is set for mineral projects at 2 hectares (or more in size), the community consultation was regarded by operators as another undertaking; indeed another cost, to comply with the increasing technocratic approach to planning in Northern Ireland. As witnessed during the last decade, the minerals industry has come under increased examination by elected representatives and members of the public. The publicity of prominent planning applications, the reopening of seemingly ‘abandoned’ quarries and criticism of the retrospective components of mineral planning; predominantly undertaken in the late 1990’s and early 2000’s, has placed the NI minerals industry firmly in the spotlight. Yet, through experience, it is considered that community consultation should not be a subject to recoil from, but should be seen as an opportunity to provide much needed positive promotion of one of NI’s largest economic drivers and therefore embraced.

THE ADVANTAGEOUS ARRANGEMENT – BETTER OFF KNOWING THAN NOT! As stated, the consultation process is often seen as a prescriptive administrative requirement; one where the applicant considers it as simply a means to an end; “let’s get this over with”, “get the sandbags out, the hard hats on and don’t catch flack”. Whilst inevitably there are moments during the consultation where the applicant and those representing the project are at odds, predominantly due to the public perception and commonly without substance, it is considered that the positives that can be obtained from the consultation frequently outweigh any undesirable comments received on the day or throughout the consultation process. From experience, most people who turn up to public consultations generally live within the environs of the proposed development site and are familiar with the current operations, the applicant, and the business. Most members of the public see the consultation as an opportunity to discuss matters pertaining to existing operations and will not have raised any issues prior to the event despite their longevity of co-inhabitance and the degree of permanency of quarry operations in the area. Many of the issues raised during the consultation tend to concentrate on existing perceived impacts, such as dust impacts on residential properties, noise from processing equipment,

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internet, and providing a bespoke web page to portray the project and deliver the same messages. Whilst not ideal, as face to face meetings are always preferrable for discussion, the legislative changes have allowed the prospective applicant to continue in the planning process and engage with the local community during these difficult times. The timing of the public consultation is also important to consider. If undertaken when the project is still at an embryonic stage; criticism can be levelled that not enough information was presented to properly inform the public. Too late in the project, with the application being readied for submission, can lead to complaints that the consultation is merely an administrative function with the prospective applicant being insincere regarding their statutory duty to confer, and if required, affect the project following the consultation. However, as stated by McCloskey J in Greencastle, Rouskey, Gortin Concerned Community Ltd v DFI [2019] NIQB 12, “the statutory arrangements do not require attainment of the theoretically perfect. Rather, their effect is to…require the putative planning applicant to conduct a public engagement exercise which gives the community a fair and reasonable opportunity to express its views relating in general terms of the project”. Therefore, ostensibly, the elasticity of the timing of the consultation is intrinsically preserved within the Section 27 process.

BUDGETS AND ACCOUNTABILITY

operational hours and HGV traffic on the highway. These issues can often be resolved through straightforward consideration of ongoing management arrangements and addressing the matters at source. Certainly, a simple undertaking to seek to resolve the matters can frequently address the concerns raised and had it been highlighted to the applicant as a problem prior to the public consultation it would have been considered and addressed much earlier. Of course, there are going to be matters and areas of concern raised that, no matter what solutions are provided (or assessments that are being undertaken to investigate the impacts of the project), are not going to be resolved during or after the consultation. However, this too should not be considered as an adverse facet of the discussions and the consensus from operators who have been through this system consider it to be ‘better to be informed than not’. The matters raised during the community consultation will, if adopted correctly, constructively affect the project and provide information on the likely topics which will be raised post submission. The environmental, economic and social assessments undertaken to accompany the planning application (EIA) can be constructively adapted to reflect the consultation and issues that were discussed. Not only that, but the community consultation report (also required under the legislation) will inform the planning authority of the areas of concern which have been raised and how the applicant has provided measured data, assessment and, if necessary, mitigation to quantifiably address any concerns associated with the project.

CONSULTATION METHODS There is no definitive approach to the public consultation process and numerous measures can be employed to satisfy the legislation. Prior to the recent pandemic, one common theme, from those undertaken on behalf of Clients, is that it is often best to host the consultation somewhere local, comfortable and demographically impartial. The nature of the consultation, whether it’s a public open day (in which members of the public and others interested in the project can drop in, view the proposals and discuss the same with the applicant) or a conference/presentation followed by a question and answer session, is normally customised to correspond to the nature, size and location of the project. In certain circumstances, more than one consultation can be required and the direction of approach to be undertaken is subject to the discretion and approval of the Planning Authority. During these unprecedented times, physically hosting a community consultation has given way to virtual consultations, utilising the

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There are, understandably, costs associated with preparing, hosting and reporting on the statutory consultation. However, the information obtained can improve and help structure the environmental reports, often supplied in support of the project, and help expedite the decision-making process. From time to time, it is considered beneficial to have your experts in attendance at the event too. Your design team, landscape architect, noise consultant, air quality consultant, archaeologist, highway consultant and ecologists can often bring much needed knowledge, expertise and poise when addressing matters with an essential degree of gravitas appreciated by attendees. One criticism at physical events is the lack of accountability by the applicant’s themselves; occasionally ‘absence in lieu of their planning consultants’. Applicant accountability is considered fundamental, as most attendees are local and will be known to the applicant. Some matters, as raised, can be addressed through simple modification of ‘on and off site’ management practices and these types of obligation cannot typically be offered by consultants on the applicant’s behalf. Being able to meet with the ‘face’ of the Company or organisation operating the quarry is habitually cited by attendees as being important so that they leave the event knowing they have discussed matters with people who are responsible for the day to day running of the site and implementation of the proposed project. Whilst, through practice, planners working on submissions are more polished in terms of PR, more often than not it is the applicant that the attendees wish to speak with. At the outset, the consultation process might have been considered as another unnecessary hurdle for the prospective applicant to negotiate in an already onerous planning process. However, 5 years on and it is here to stay and has become a fundamental component of the planning system in Northern Ireland. If positively engaged with, there are opportunities to be explored by prospective applicants, if only to meet and acquaint themselves with potential advocates who may be opposed to the project and any advantages of recognising the likely challenges that lie ahead. For the minerals industry it provides an opportunity to discuss the importance of the project, illustrate the gradual nature of quarry development, display restoration concepts and endeavour to inform the public on what the minerals industry does, what it underpins and why it too is here to stay. For further advice on planning and the public consultation process please contact Gareth. Gareth is a Principal Planning Consultant at Quarryplan Ltd. Please note that the original document was prepared prior to the Covid 19 Pandemic. Whilst change to the document have been made to reflect the temporary legislation, the premise of the article remains the same.

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NORTHERN EXCAVATORS LTD:

FIFTY YEARS ON & STILL GOING STRONG Ireland. We imported the very first Kobelco from Japan into Europe in 1983. They arrived here in parts and were assembled at a facility in Hampshire.”

When Clifford Lilburn embarked on his working life back in 1963, he had no idea where that journey was to take him over the next six decades. Today, as the founder of family business Northern Excavators Ltd, he has many good and some not so good things to reflect on. As Plant & Civil Engineer’s David Stokes has been discovering, he has come a long way since milking cows on the family farm! Northern Excavators Ltd was formed in 1968, five years after Managing Director Clifford started up a plant hire business, investing in his first machine, a JCB 3C backhoe loader, which happened to be only the third such JCB in Ireland at the time, a ’sixties design classic that helped that revolutionise construction sites throughout the UK, before the days of mini-exc and midi-excavators and telescopic handlers. That machine earned Clifford one of his first contracts, digging drains that would become part of the M1 motorway. “I didn’t have far to travel as the job was literally on our doorstep here in Hillsborough,” recalls Clifford. “For a 10-hour day I was paid the princely sum of £12 - £1.20 an hour!”

In the Beginning... The first franchise picked up by the newly formed Northern Excavators came from the then Essex based Whitlock Agency, manufacturers of rubber tyred diggers, which was acquired three years later by Hymac who produced a range of excavators. Over the next 10 years, Northern Excavators and Hymac forged a very successful partnership, putting the Hillsborough based dealership firmly on the local map.

H&P Campbell Ltd’s fleet of Backhoe Loaders in front of the Northern Excavators depot in Hillsborough in 1974.

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However, that importing business died a death three years later when import duties on machines from Japan were increased to 39% which made it no longer financially viable. “We were very disappointed as we were selling healthy numbers of Kobelco’s up until then.” Stanis Dougherty, Clifford Lilburn & Dennis Watson at the Balmoral Show back in 1972.

The company’s first officially appointed salesman was Dennis Watson; more later about Dennis who has recently retired. He and Clifford have built up a solid business relationship and personal friendship that has survived and thrived right up until today, some 52 years in all. “We made a conscious decision to remain fully focused on the excavator market,” says Clifford. “When Hymac ceased trading a series of mostly unexpected events resulted in us becoming agents for Ford’s rubber tyred diggers before being awarded the franchise for Kobelco to cover the whole of the UK and

Back to the Drawing Board.... All was not lost, however. “We travelled to Korea to set up a similar deal with Daewoo, now Doosan, which turned out be even more successful. We brought the very first Daewoo into Europe, a 120, with the Serial Number 001. “It was eventually bought back by Doosan about 12 years ago and today it is on display at its factory in South Korea on a plinth with an inscription declaring it was the first machine sold in Europe by Northern Excavators. That was a proud moment. “The third Daewoo we brought into the country was a 20 tonne 180, and it is still working at a building contractor’s in Londonderry.”

Dennis Watson, Brian Morgan (Ford), Geoff Tiplady (CEO of Ford), Sally Lilburn & Clifford Lilburn on the Northern Excavators stand at one of the early Balmoral Show’s.

Dennis Watson with Kingshall Plant Hire collecting their new Daewoo DH170 Excavator back in the early 1990’s.

Over the years, Northern Excavators have built up a close and highly successful relation with Daewoo / Doosan and its management team and today it is stronger than ever; in fact, the manufacturer’s President and Vice President and other officials visited the Northern Excavator premises in Hillsborough last year.

The Northern Excavators Team back in the mid 1990’s.

acquired Bobcat in 2007 and it is those two leading brands that the company has concentrated on over the years.

reporting one of our best ever years in terms of sales volume, especially in mini excavators and machines in the 10 -14 tonne range,” says Clifford. “We do a lot of business with the quarry sector which has been very busy, too, so next year, despite Brexit and the pandemic, is also shaping up to be good. It wasn’t always that way, of course, over the past half a century. “We’ve had lots of ups and downs over the years, but the loyalty of our staff, their hard work and dedication have been pivotal in our successes to date; some of our staff are long serving, including Stanis Dougherty in Sales, who has been with the company on and off for almost 50 years and special mention, too, to Dennis Stewart in Service. Their loyalty to me has been outstanding.

“It was another proud moment,” says Clifford. “Indeed, we were the first Daewoo/Doosan dealership in Europe, and 35 years on we remain the oldest Doosan dealer in the world today.” According to Doosan, the secret to Northern Excavators’ success has been ‘to represent the Doosan brand well, invest in stock, parts and aftermarket support and keep a close relationship with their customers.’ Over the years Northern Excavators have won the Dealer of the Year award many times, and Dennis has been most prominent on many dealer meetings and major trade shows, instrumental in motivating new dealers and developing key relationships to help improve the Doosan network as a whole.

Leading Brands & Loyal Staff... Another new chapter opened up for Northern Excavators when Doosan

Customer Trip to the Hymac Factory in Wales back in 1977.

“We prefer to focus on these two brands rather than spreading ourselves too thinly; it means we can provide our customers with a service and support they deserve. With Bobcat very strong up to eight tonnes, Doosan extends our offering right up to 80 tonnes.” Despite the current situation, with lockdowns and social distancing, Northern Excavators report that the past year has been exceptionally busy. “If it carries on as it is, we will be

Dennis Watson with Sam Harris & Brian Snoddon of Snoddon Construction & their new Bray PS4000 Wheel Loader in 1984.

“I have to give special mention to two other individuals without whom I would be lost. My wife Sally and Karen Martin has been my right arm, my main stay for the past 30 or more years; Karen not only looks after the administration and financial side of the business, she keeps us all in check in the office!”

Dennis Steps Down, But Not Out... At Clifford’s side, too, over the past 52 years,

One of the old Daewoo Mega 300’s loading a R.J Mitten & Son’s Truck back in the mid 1990’s.

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Dennis Watson in front of a new Doosan DL420-7 Wheel Loader. The 1st machine of it’s kind sold in Ireland.

has been sales manager Dennis Watson who stepped down from the business in September. “It’s been quite a journey,” says Dennis, “with many memorable moments along the way, one of them being taking on the Doosan franchise and building the brand here from zero to where it is today; it was hard work, but enjoyable.” He adds: “I have made some very good friends over the years, and have been to some wonderful places around the world, visiting manufacturers facilities and attending trade shows – countries such as Italy, Korea, China, Denmark, Belgium and other parts. I am going to miss that buzz, but hopefully not too much! “The biggest loss in retiring is missing the people I have worked with day and daily, the boys in the yard, the staff in the parts department, the fitters in the workshop, the rest of the sales team, and, of course, Clifford with whom I have been working for more than 50 years.” Dennis’s working career started in a car dealership – Lindsay Robb, now Trust Ford – where he spent four years and where he first met Clifford. “I’m a bit of a petrol head; diggers were never my thing, so who would have guessed I’d end up selling excavators for most of my life!

Stanis Dougherty & Dennis Watson collecting an Award at the Doosan Dealer Network Awards

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In those early days, Dennis was quite successful as car racer and now that he has got more time on his hands, he is returning to his first love. “I’ve recently returned to the track and this coming year I will be competing in the Hill Climb Championships and the Sprint Championships, so I am looking forward to that.” He will also have more time to spend with his daughter and grandson; he lost his wife four years ago. Although he will no longer be travelling into the office every morning, he does intend to stay in touch with Northern Excavators. “I only live a few miles from the depot, so I’ll be popping in now and again. I’m still getting calls from my former customers, so no doubt I will be helping Clifford and the sales team with those from time to time.” As we mentioned, Northern Excavators is a family affair, with Clifford’s son Andrew, grandson Ben and nephew David Lilburn instrumental in taking the company forward into the future, although Clifford, despite past retirement age, says he has no thoughts of stepping down. “What else would I do? Will I miss Dennis? No, he may have retired, but he is family and he will always be around. His commitment to me and to the company has been

Stanis Dougherty & Dennis Watson at one of Doosan Sale’s Training Courses.

A Commerative Plaque to celebrate Northern Excavator’s 30 Years as a Doosan Dealer.

Dennis Watson in top form & on a crest of a wave at a Doosan Dealer Forum in Spain!

exceptional. Our customer base remains very loyal to us; indeed, some of them have been with us from day one, and we plan to be here to continue serving their needs.”

Dennis Watson’s Competition Winning Rally Car, Northern Ireland Hill Climb Class Champion 2017, 2018 & 2019!

RELEASING QUARRY BOTTLENECKS, BOOSTING OUTPUT. METSO & MCHALE TAKE THREE-STEP APPROACH

Birdhill, Co. Tippe Tel: +353 (0)61Tim Shanahan +353 87 Email: www.

LTx00HP McHale.indd 1

In a series of presentations to aggregates producers across Europe, global stone crushing plant manufacturer Metso Outotec - whose equipment is distributed in Ireland by McHale Plant Sales of Rathcoole and Birdhill - has been addressing a subject close to the hearts of all operating in that sector: How to release quarry bottlenecks and supercharge production. Bringing that message to audiences in Ireland, McHale Plant Sales – whose work with Metso Outotec has seen the brand grow market share significantly - is mindful of measures being introduced by Government to drive what the industry hopes will be a post-Covid-19 era of growth. According to McHale sales director, John O’Brien: “this view is reflected in recent Budget statements in which focus is placed on house building and major infrastructural developments”. Accepting that any ramping-up of demand for product could put pressure of aggregates producers, Metso Outotec and McHale reasonably point to factors that quarry owners know will give rise to production bottlenecks.

Encapsulated under its SiteBoosterTM site optimization package (an interesting study in its own right) is a group of measures compiled by Metso Outotec’s experts that take account of customer priorities when considering plant upgrading and reorganisation. Grouped under the following headings, they are: a) the need to generate more capacity, b) the replacement of obsolete machinery, c) coping with changes in feed material or end-product need, d) the production of better quality finished output, e) achieving better productivity with automation, f) managing new regulations or standards - safety or environment, and g) achieving reductions in energy consumption, downtime and wear. For quarry owners seeking a ‘root and branch’ review, Metso Outotec and McHale join in offering to audit a customer’s crushing and screening process with a view to assessing need, agreeing goals based on specifications and budget, and (guided by the wisdom that ‘if it’s not broken – don’t fix it), meeting the challenge to upgrade with minimal production interruption.

“The most common are out-of-date equipment. Machines that are unable to keep up with production pressures, automated processes that are poorly regulated, and equipment that is running below capacity all combine to place a burden on producers” O’Brien emphasised.

According to John O’Brien: “the Metso Outotec approach, to which McHale Plant Sales is fully attuned, is to review a customer’s entire operation. Covering factors such as equipment, conveyors, wear and tear, services and spare parts supply, our goal always is to achieve the most efficient outcome, replacing only what is necessary and making full use of existing machinery following a simple three-step approach”.

A plant may have the latest crushing technology that can process high volumes of material, but this is of little use if it has to be limited because the screens or feed and output conveyors can’t keep up with it, O’Brien argues. “In such a situation, new equipment or design tweaks can help to optimize productivity” he stressed.

In step one, we undertake an audit of requirements. In step two, the focus involves the process of design geared to the achievement of targets with minimal downtime. In step three, we cover the implementation phase with emphasis on minimal disturbance to existing crushing and screening operations.

Noting that many challenges can be resolved by a holistic approach that keeps the plant’s production requirements and budget in mind, “the key for operators is to ensure that solutions are fit for purpose and can be integrated easily into an existing process” he said.

“Using pre-designed modules from the Metso Outotec’s Nordplant™ modular plant solutions, customers can expand and upgrade their stationary aggregates plant whilst saving time on planning and installation” O’Brien said. “By opting for a customised upgrade - comprised of high quality and field-proven standardised modules that comply with strictest safety and environmental regulations delivery will be tailor-made to fit specific needs” he added.

Mindful that no two end-users will have the same objectives, the same needs, or the same solutions, Metso Outotec takes a leap into the minds of most to devise a menu of challenges and ‘what-to-do’ actions.

Allowing that a custom-made upgrade may require a heavier focus on planning and engineering, customers can be assured that “no compromise is ever made in achieving goals that may be set” O’Brien added.

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Quarries & The Belfast Hills The Belfast Hills are home to a myriad of old basalt and limestone quarries, ranging from major working sites to tiny overgrown quarry holes just a few metres away from the farmhouse built from its contents. Arguably the oldest built structure found in Belfast is a stone age flint factory found on the slopes above Ballygomartin, where prehistoric quarry workers mined precious flint nodules from the limestone face and worked them into spear and arrow heads for hunting across the hills. Most of these sites date from the heyday of quarrying in the hills in the 19th and 20th century when a growing Belfast had a nigh insatiable need for minerals. So many of the local families in the hills have a strong folk memory of their grandfathers or great grandfathers earning their living working the stone in the quarries across the slopes of the hills. Itâ&#x20AC;&#x2122;s important to remember that this is just as much part of the heritage of the hills as is their natural heritage. While these quarriesâ&#x20AC;&#x2122; stone faces, thin scrapes of soils, patches of wild scrub and ponds give a fantastic boost to local wildlife, often providing habitats which have been fast disappearing across the rest of our countryside, working sites are often a great haven for biodiversity too. Some of our rarer plants and animals thrive on disturbed or freshly created features. Some of us will have been lucky enough to see sand martin colonies making the most of new banks in busy quarries, while recently scraped ground with little or no top soil will be colonised by specialist vetches and trefoils in the first few summers, often swarming with pollinating bees, butterflies and moths in the good weather. Over the years many of the local commercial operators have worked closely with Belfast Hills Partnership to make the most of the great potential of mineral sites. With help from MPANI, we have built very good relationships with sites so that improvements can be made early on rather than waiting until the show is over and restoration begins. A host of woodland belts and copses, wildlife ponds, hedges, wildflower areas and nesting sites have been created across the hills.

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What’s been particularly rewarding is the use of our community volunteer teams who come in to plant up and sow on these sites. Most are dying to see what’s on the other side of the fence and are never disappointed with the wealth of wildlife at home on these sites, while quarry managers and workers are always very appreciative hosts. Longer term projects begin with this positive first experiences, such that temporary ‘healing in’ beds for tree storage and even bee hives are being kept on secluded sites. Companies have also been very generous in supplying free stone etc. to small local community developments such as allotments, orchards and plant nurseries. What started off as a one off tree planting event can turn into a really positive long term partnership where everyone gains. We have plenty more plans for ponds, nesting banks and pollinator areas on these sites. For those who haven’t dipped their toe in the water yet, there are two points to bear in mind. Firstly, managing an area for wildlife is nearly always easier and cheaper than more traditional ways of managing ground. Often our response when hearing ambitious plans and associated budgets to create new habitats is to

suggest the ‘do nothing’ option. This isn’t laziness, it’s a recognition of the power of nature to create great habitats when given enough time. It also avoids the possibility that the proposed habitat might not suit the site and conditions. Secondly, look positively at getting in local volunteer groups. If there is a good volunteer organisation to organise this for you, what might seem like a health and safety risk could turn out to be a really positive way to make good links with local communities. In these times of global climate change concerns, quarries in areas such as the Belfast Hills are well placed to play their part. We no longer think of the 50 trees we planted in this corner or the 100 metres of hedge we re-established in that quarry boundary, together we’re beginning to see the bigger picture – the 5,000 trees we planted in the last two months, the many thousands more we plan to plant and the key part that our local commercial partners have played in all of this. We need to take a bigger view across our entire landscapes and the combined impact of all those local improvements which are key to our hills and the communities living and working in them.

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Not Just for the Boys “It’s not weird that I do it, it’s weird that other girls don’t do it too.” So said a first-year plumbing apprentice I ‘met’ over Zoom recently. It’s not news that the construction industry still has a massive gender imbalance and the vast majority of women are not choosing careers in construction, even though they offer more security, progression and financial rewards. The #NotJustForBoys initiaitve seeks to make a real change to this, but we need support from industry to make this happen.

#NotJustForBoys focusses that ambition. A new initiative, we work directly with school groups, teachers and industry partners to encourage girls to consider different options when they are making critical life decisions. We’d launched a dedicated website, delivered successful learning events, matched girls with work experience and inspired girls to choose a rewarding career in construction. Momentum was building.

WOMEN’STEC was incorporated in 1998 following earlier DIY and construction trade skills courses pioneered through Windsor Women’s Centre in partnership with the local Further Education college. This was a result of interest and demand from local women to develop trade skills and empower women to pursue jobs that are traditionally male dominated. Our mission now is to support women to take greater advantage of opportunities in sectors and careers where women are typically under-represented.

We need to provide girls with high-quality learning experiences that build their confidence and show them their skills are valuable. We need them to meet inspiring role models who open up the wealth of opportunities available in construction. We need to bust the myths that still pervade teachers’ and parents’ minds about what construction careers are all about and who they’re for. We need to provide clear, relevant and exciting information about pathways and opportunities, so they are empowered to have those discussions. So COVID-19 is actually an opportunity for us. We are trying out new ways of working, which may help us to reach beyond our Belfast location and speak to our audience in ways we haven’t before. We can experiment with new technology and means of communication, work in new partnerships and collaborate with different professionals from further afield. We can experiment, create new content, evaluate it, build on what works and learn from what doesn’t. But we need the industry’s help. Perhaps you are just the person to inspire girls to see themselves and their options differently? Perhaps you can offer a visit or learning activity – in the real or virtual worlds – which shows girls opportunities they’ve never seen or considered before? Perhaps you can help girls understand the diversity of roles in your industry, and break down stereotypes? #NotJustForBoys has access to a wealth of untapped talent. You have the knowledge. Let’s work together. Get us involved. It’s widely recognised that women working in the wider construction industry make it more successful. Let’s make it even weirder that other girls don’t do it too!

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Ashbourne Truck Centre, Ballymadun, Ashbourne, Co. Meath, Ireland Tel: 00353 18350573 Josef: 0035387 255 66 77 Sarah J: 0035386 255 66 77

New Faymonville 4-axle hydraulic widening bed low loader, extendable in width from 2.54m to 3.2m at the push of a buƩon, also extendable in length, double ip hydraulic ramps, rear steer axles, hydraulic rear legs, full spec. In stock available immediately.

New Schmitz Cargobull insulated tar spec Ɵpping trailer, 8.2m, steel body, electric cover, front liŌ axle. In stock available immediately.

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New Faymonville MAX 3-axle step frame low loader, rear steer axle, double ip ramps, out riggers, marker boards. In stock available immediately.

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Stop CovidNI App HSENI have a strong established working relationship with MPANI. Proactively working with MPANI and its members, HSENI continue to communicate key health and safety priorities to the mineral products industry. and measures taken to reduce occupational ill health from exposure to dust. Implementation of these plans across industry has been encouraging with clear steps being taken by a number of operators to safeguard the health of their employees both now and into the future. During the same month, HSENI’s Mental Wellbeing at Work Advisory Service delivered an awareness seminar to senior directors from the quarry and concrete industry on the use of HSEs Management Standards as a tool to control the risks associated with work-related stress in their individual business. This awareness seminar supported by MPANI, was designed to provide senior management within larger companies with the information and encouragement to put systems in place to support their Line Managers in managing work related stress and improve wellbeing amongst employees. HSENI plan to deliver further seminars targeted at Line Managers working within the mineral products industry through 2020-2021. Ken Logan (Principal Inspector HSENI) delivering a workshop to delegates at Creagh Concrete Products Draperstown.

Recent targeted initiatives have centred on workplace health, in particular the potentially life-limiting effects of exposure to quarry dust and the impacts of mental health and wellbeing within the workplace. During November 2019, MPANI supported HSENI Inspectors in delivering 12 workshops to the quarry industry in Northern Ireland. These workshops were part of HSENIs focus on occupational health within the quarry industry, and highlighted the potential for a quarry worker to be robbed of their old age and retirement through the harmful effects of exposure to quarry dust. Workshops were attended by 150 quarry workers from 80 quarries where the key message that ‘A Quarry Worker is five times more likely to die from Chronic Obstructive Pulmonary Disease (COPD) than a worker in the general population’ was heard. In striving to reduce this unacceptable statistic, HSENI have instructed quarry operators to implement a dust strategy for their individual quarry to ensure adequate controls are in place

Delegates attend a workshop held at Northstones Mountfield Quarry in Omagh.

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HSENI continue to support and work in partnership with MPANI on the ongoing campaign for children to ‘Play Safe Stay Safe’. The message is designed to raise awareness amongst younger children, teenagers, parents, teachers and youth workers about the danger of entering quarries uninvited and that quarries are not playgrounds but are dangerous. A joint press release was further issued to alert the public of the dangers of very cold deep water in both active and abandoned quarries, warning that these should not be used for swimming. Any update cannot pass recognition of the unprecedented recent pandemic and note the effects that Covid-19 has had on an industry which continues to supply essential mineral products to support the economy. Covid-19 has introduced health concerns and difficulties which are new to us all. HSENI continue to proactively work with both the MPANI and industry in adapting to the new challenges faced, whilst encouraging operators to ensure existing high risk work activities within these workplaces are still adequately controlled. Within this new norm HSENI plan to develop further workshops and seminars and continue the successful joint up approach with MPANI in delivering this work. This may mean adapting to new methods and means of delivery whilst ensuring key health and safety messages continue to be delivered to industry.

Hydrogen, The Route to Decarbonisation The minerals industry contributes almost £750m annually to the GVA of the Northern Ireland economy, whilst also contributing approximately 100 kt of CO2 equivalent to the region’s carbon emissions. Due to the energy intensive processes involved in aggregates handling, this is almost double the proportion of emissions compared to the GVA. Whilst the industry’s carbon emissions have fallen to around one quarter of 1990 levels, more must be done in order to ensure sustainability in line with the UK government’s commitment to net zero greenhouse gas emissions by 2050.

the electrolysis process comes from renewable energy, the produced fuel is completely emission free – so called Green Hydrogen. A 250 kW electrolyser can produce 85 kg of hydrogen fuel per day; which contains the energy equivalent to approximately 300 litres of diesel.

Progress to date can be attributed to process efficiency measures and the greening of electricity consumption. Emissions associated with electricity supply have been reduced due to both the greening of the grid as a whole and individual company measures such as fuel switching and on-site generation through the construction of wind turbines. On site, renewable generation development was driven by the now-closed Northern Ireland Renewable Obligation support mechanism; and return on investment relied on access to the electricity grid in order to export electricity that cannot be used on site. Little progress, however, has been made on transport, which continues to be almost completely dependent on fossil fuels.

If coupled with a wind turbine on a quarry site, an electrolyser system could provide value for electricity produced when the grid cannot accept it or it cannot be used on site, helping decarbonise both processing operations and transport.

With respect to the decarbonisation of transport, to date, the UK government strategy has been to move toward electrification. Whilst applicable for small vehicles, the size of battery packs required makes this option impractical for road haulage of mineral products. A notable exception to this is the eDumper which operates at a quarry in Péry, Switzerland, transporting payload from the mining area to a processing plant at the bottom of the hill. As the truck descends, its regenerative braking system recovers the energy used to climb unloaded - meaning it never needs to be charged. An alternative decarbonisation option is the use of hydrogen. Hydrogen is a clean fuel that, when consumed in a fuel cell, releases energy and produces only steam; and which can be manufactured from liquid water by a process called electrolysis. Where the energy input required for

The blueprint for achieving transport decarbonisation is being developed locally. Translink has recently entered into a pilot project which will see zero emission double decker buses on the streets of Belfast before the end of 2020; partnering with Energia Group for supply of renewably sourced hydrogen fuel from a windfarm in North Antrim and with Wrightbus for the supply of four hydrogen fuel cell buses. The pilot will also provide the first hydrogen refuelling station of its kind on the island of Ireland. If successful, the project will provide a road map for decarbonising heavy goods transport. This research, along with other sustainable energy projects supported by CASE, will contribute to the ongoing sustainability of the minerals industry.

Dr Simon Murray is the Project and Commercialisation Manger at The Centre for Advanced Sustainable Energy (CASE). CASE is funded through Invest NI’s Competence Centre Programme and aims to transform the sustainable energy sector through business research. https://www.case-research.net/

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Application for

Full Membership NOTES FOR GUIDANCE: 1. Where a company is applying for membership this form must be completed in full by the secretary or a director of the company. 2. When completed this form should be sent to MPANI, Nutts Corner Business Park, Dundrod Road, Crumlin BT29 4SR

PLEASE COMPLETE THIS FORM IN FULL *USE BLOCK CAPITALS Company Name: Address:

Postcode:

Telephone Number: Fax Number: Contact Name: E-mail Address:

PRODUCTION AND PROCESSING UNITS

(including details of Associated Companies) (Details of Concrete Blocks, Cement, Quarries, Pits, Ready Mix, Black Top Processing Units)

NUMBER OF PLANTS/OUTLETS (Please provide details overleaf) READY MIX CONCRETE

CEMENT PLANTS

ASPHALT / CONTRACTING

PRECAST (Inc blocks, rooftiles, pavia, pipes, floors etc)

SAND AND GRAVEL CEMENT QUARRIES

We hereby apply to become a member of MPANI and agree to be bound by the Articles of Association and any rules made thereunder by the council of the Association. Signed:

Date: (Director, Secretary or Partner)

134

MPANI 20/21

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Application for

Affiliate Membership NOTES FOR GUIDANCE: 1. Where a company is applying for affiliate membership this form must be completed in full by the secretary or a director of the company. 2. When completed this form should be sent to Mineral Products Association Northern Ireland Ltd, Nutts Corner Business Park, Crumlin, Northern Ireland, BT29 4SR.

PLEASE COMPLETE THIS FORM IN FULL *USE BLOCK CAPITALS Company Name: Address:

Postcode:

Telephone Number: Fax Number: Contact Name: E-mail Address:

MAIN FIELD OF ACTIVITY

(e.g. plant supplier, finance, quarry product user, consultancy)

We hereby apply to become an affiliate member of Mineral Products Association Limited and agree to be bound by the Articles of Association and any rules made thereunder by the council of the Association. Date: Signed: (Director, Secretary or Partner)

MPANI 20/21

135

MPANI Committees EXECUTIVE COMMITTEE

PLANNING & ENVIRONMENTAL COMMITTEE

Chair: Simon McDowell, Kilwaughter Minerals

Russell Drew, Whitemountain / Breedon

Vice Chair: Paul Brogan, John McQuillan (Contracts) Ltd

Mark Andrews, Gibson Bros

Gordon Best, MPANI

Craig Chisholm, McQuillan Companies

Eamon Finnegan, Breedon Group

Andrew Collen, Collen Bros

Paddy Clarke, F P McCann Ltd

Shane Feehan, Dalradian

Brian Curtis, Curtis Enterprises

Paul Hamill, F P McCann

William Doherty, Creagh Concrete Ltd

Gillian Hamilton, Kilwaughter Minerals Limited

Colin Emerson, Norman Emerson Group

Ivan Hargie, Newmill Planning

Clive Grudgings, Lafarge Ireland

Conor Jordan, Norman Emerson Group

Damien Keenan, P Keenan Roads

Stephen Linden, Quinn Building Products Ltd

John McReynolds, Northstone NI

Gareth McCallion, Quarryplan

Paddy Mohan, Quinn Bulding Products

Catherine McKeague, Creagh Concrete Ltd

Stephen Robinson, Robinson Quarry Masters

Rebecca McQuillan, Northstone NI

Darren McMillan, Nortststone NI

John McReynolds, Northstone NI

Mark Walsh, Breedon/Whitemountain

James Oâ&#x20AC;&#x2122;Mullan, Creagh Concrete Ltd

Gordon Best, MPANI

Stephen Robinson, Robinson Quarry Masters

HEALTH & SAFETY COMMITTEE Chair: Craig Chisholm, John McQuillan Contracts Gordon Best , MPANI

CONCRETE DEVELOPMENT GROUP Chair: Darren McMillan, Northstone NI

Eleanor Forrest-Reid, Northstone NI

Gordon Best, MPANI

David Clarke, F P McCann

Brian Curtis, Curtis Enterprises

Gerry Clancy, Quinn Building Products Ltd

William Doherty, Creagh Concrete Ltd

Alistair Cousins, Gibson Bros

Colin Emerson, Norman Emerson Group

Paddy Dillon, Macrete

Henry Heron, F P McCann

Roy Dornan, Collen Bros

Kevin Maguire, Quinn Building Products Ltd

Damien Keenan, P Keenan Roads

Kieran McHugh, Tracey Concrete

Mike Kelly, Whitemountain / Breedon

Samuel McIlroy, RTU

Ken Logan, Health & Safety Executive NI

Mark Walsh, Whitemountain / Breedon

Cathy Maguire, Acheson & Glover Group

Declan Wright, Larsen

Bob McHenry, Lagan Operations and Maintenance Alan Moore, Creagh Concrete Aaron Mulvenna, Kilwaughter Minerals

HIGHWAY MAINTENANCE AND CONSTRUCTION GROUP

LOUGH NEAGH SAND TRADER COMMITTEE

Chair: Mark Quigley, Breedon/ Whitemountain Gordon Best, MPANI

Chair: George Emerson, Norman Emerson Group

Paul Brogan, John McQuillan (Contracts) Ltd

Conor Jordan, Norman Emerson Group

Chris Diamond, P Keenan Roads

Mark Walsh, Whitemountain /Breedon Brian Watt, Northstone NI

Peter Collen, Collen Bros Paul Fitzpatrick, Fitzpatrick Leod Quarries Francis Fullerton, Gibson Bros Ltd James McCartan, Tullyraine Quarries Kieran McKenna, F P McCann Ltd Gareth Telford, Northstone Materials

136

MPANI 20/21

Membership List 2020 AG (Acheson + Glover)

Loughran Rock Industries Macrete Ireland

Adcrete Ltd (Affiliate)

Matthew Robinson & Son Concrete Products

Alpha Quarry Products

McQuillan Companies

Armagh City Quarries Atlantic Bitumen (Associate)

McGarrity Bros Ltd

B McCaffrey & Sons Ltd

MCL Consulting (Affiliate)

Barrick Hill Quarries

Momentum R & D (Affiliate)

Boville McMullan

MW Johnston

Breedon Group

Newmill Planning Consultancy Ltd (Affiliate)

Campbell Contracts Ltd

Norman Emerson Group Ltd

Carson McDowell LLP (Affiliate)

Northstone (NI) Ltd

CavanaghKelly (Affiliate)

OMYA

CDE (Affiliate)

Orica Blast & Quarry Surveys Ltd (Affiliate)

Cleaver Fulton Rankin (Affiliate)

P Keenan

Colinwell Concrete Ltd

Peter Fitzpatrick Ltd

Collen Brothers (Quarries) Ltd

Premier Cement Ltd

Conexpo (NI) Ltd

Quarryplan (Affiliate)

ConveyorTek (Affiliate)

Quinn Building Products Ltd

Core Aggregates

Rapid International Ltd (Affiliate)

Creagh Concrete Products Ltd

RHM Commercial (Affiliate)

Curtis Enterprises

Riddles Bros Ltd

Dalradian Gold Ltd

R J Mitten & Sons Robinson Quarry Masters

Dennison Commercials Ltd (Affiliate)

RSK Ireland Ltd (Affiliate)

Douglas Acheson Ecocem Ireland Ltd

RTU Ltd

Finning (Affiliate)

Six-West (Affiliate)

F P McCann Ltd

SLR Consulting Ltd (Affiliate)

George Crawford & Son

Stanley Bell Sand & Gravel

Gibson Bros Ltd

TBF Thompson Group (Affiliate)

Harold Graham

Tennants Bitumen (Associate)

Hughes Precast Products Ltd

T H Moore (Contracts) Ltd

Irish Salt Mining and Exploration Co Ltd

Tobermore Concrete Products Ltd

Irwins Quality Aggregates Ltd

Tracey Concrete Ltd

James Boyd & Sons (Carnmoney) Ltd

Tullyraine Quarries Ltd

Jordan Concrete Ltd

Turley (Affiliate)

Kilwaughter Minerals Ltd

Ulster Industrial Explosives Ltd (Affiliate)

Lafarge Ireland Ltd

W & J Chambers Ltd

Lagan Operations and Maintenance Ltd

Whitemountain

Larsen Building Products (Affiliate)

William Orbinson QC (Affiliate)

MPANI 20/21

137

Advertisers Index Close Brothers Commercial Finance................................................. 02

Breedon Cement Ireland Ltd............................................................ 79

Doosan............................................................................................ 05

Northstone...................................................................................... 80

Liebherr........................................................................................... 06

FP MCann........................................................................................ 84

Modern Tyres................................................................................... 08

Creagh............................................................................................ 87

Atlantic Bitumen.............................................................................. 10

Cavanagh Kelly................................................................................ 89

McHale Plant Sales Ltd..................................................................... 12

Irish Cement.................................................................................... 91

TBF Construction Machinery............................................................ 35

Gibson Bros Ltd............................................................................... 97

RTU................................................................................................. 39

Transmission Services....................................................................... 97

Momentum Group........................................................................... 43

Tobermore..................................................................................... 101

Norman Emerson Group.................................................................. 45

Bruce Materials Processing Solutions.............................................. 103

CDE................................................................................................. 47

McQuillan Companies.................................................................... 105

Dalradian Gold................................................................................. 49

P. Keenan Quarries........................................................................ 107

William Orbinson QC....................................................................... 51

Quinn – Mannok............................................................................ 110

Renewable Partnerships................................................................... 57

Six West......................................................................................... 113

Kilwaughter..................................................................................... 58

Peter Fitzpatrick............................................................................. 113

Irish Salt Mining & Exploration Co. Ltd............................................. 59

Tracey Concrete............................................................................. 115

Orica BQS........................................................................................ 59

Ridgeway....................................................................................... 117

Conexpo.......................................................................................... 61

Lafarge Cement............................................................................. 119

Cleaver Fulton Rankin...................................................................... 66

Quarryplan Ltd............................................................................... 121

Rapid............................................................................................... 67

Core Aggregates............................................................................ 123

Tennants Bitumen............................................................................ 67

JJ Loughran.................................................................................... 123

GSNI................................................................................................ 71

Ashbourne Truck Centre................................................................ 131

AG................................................................................................... 73

Ulster Industrial Explosives.............................................................. 139

Whitemountain................................................................................ 75

Pat O’Donnell & Co........................................................................ 140

138

MPANI 20/21

THE BLASTING EXPERTS IN QUARRIES

Ulster Industrial Explosives

QUARRIES Ulster Industrial Explosives Ulster Industrial Explosives Limited, PO Box 100, Carrickfergus, County Antrim BT38 0BN Tel: (028) 9335 1444, Fax: (028) 9335 1474 info@uielimited.com