Business First July-August 2015

northern ireland’s business magazine

BUSINESSFIRST INFORM CHALLENGE INSPIRE

SUMMER 2015

BACK TO THE FUTURE WITH

THE ENERGY DESK Guest Columnist

Thought Leader

PA of the Year

Best Practice

Colin Williams Sixteen South takes a look at the creative sector in Northern Ireland.

Sinead McLaughlin, Londonderry Chamber of Commerce kicks-off the great EU debate.

Your business can’t thrive without a great PA. But who are the best in Northern Ireland?

Rory Campbell, Forde Campbell Llc on steps you must take to defend your business reputation.

Business First supports the

Campaign

CONTENTS

Putting your Business First

What’s inside this issue CLICK ANY PAGE TO BE TAKEN STRAIGHT THERE COVER STORY Gavin Walker talks to Ian Edwards and John Thompson, directors of The Energy Desk (Ireland) Limited about how end to end energy management will save Northern Ireland business millions of pounds. PAGE 12

THOUGHT LEADERSHIP 14 Creativeaccounting Colin Williams, creative director Sixteen South

16 The business agenda for a new Parliament Nigel Smyth, Director CBI Northern Ireland

FEATURES

20 Looking after the family wealth Maybeth Shaw, Partner BDO Belfast

Northern Ireland business is generous By every measure the people of Northern Ireland are more generous per head of population than most of our European counterparts. And the business community is no less so.

Over the years we’ve supported Glitter Balls, marathons, appeals, campaigns and requests for sponsorship without question.

At the most recent event held by Business First, the Northern Ireland PA & Office Manager Awards, our guests dug deep and donated over £600 to The Children’s Trust. An impressive show of generosity for a charity that - to this point - does not have a local outlet for its work with children with brain injury.

Airport

22 Can Invest NI and Twitter make more noise than politics and the FT?

Paul Terrington, chair Institute of Directors Northern Ireland

33 Post election stability, but choppier waters ahead globally

Nigel Crawford, Head of Office Quilter Cheviot

34 It’s time to put enterprise first Patrick Gallen, Chairman, Chartered Accountants Ulster Society

56 We haven’t seen high watermark of Belfast’s waterfront

Which is why we’re supporting their campaign to encourage local businesses to ‘Pay-for-a-Day’. You’ll find details on page 21 and it would be great if you could let us know how your business might be raising funds to support the appeal. Send us a picture and we’ll feature you and your efforts online and in future issues of Business First.

Katy Best, Commercial & Marketing Director George Best Belfast City Airport

26 Reach for the sky – the economic importance of air route development Dr Peter Bolan, Ulster University

28 When do we need to engineer solutions?

Simon Bridge, Visiting Professor Ulster University

30 Defending the EU Sinead McLaughlin Chief Executive Londonderry Chamber of Commerce

31 Planning Reformed Michael Gordon Turley Belfast

Ben Collins, director RICS Northern Ireland

32 Is your workplace ready for the

BEST PRACTICE 18 Protecting your business reputation

So I hope we can all gather around the most recent local appeal to support the work of Marie Curie nurses. I don’t have to tell you how important their work is but I do need to let you know that it costs £6,090 per day to run the Hospice in Belfast.

24 Businesses take off at Belfast City

Rory Campbell, Forde Campbell Llc

26 Can you measure leadership?

Davy McAlinden, programme director, William J Clinton Leadership Institute

Millennials?

Matt McCloskey sales director eircom Business Solutions NI

44 Crystal Balls & Glitter balls: What’s next?

Bryan Keating Chairman Matrix

Subscribe to BUSINESSFIRSTDIGITAL Subscribing to your complimentary copy of BUSINESSFIRSTDIGITAL couldn’t be easier and we’ll send your copy of the magazine directly to your mailbox every time we publish.To subscribe, visit our website at www.businessfirstonline.co.uk and follow the easy links to our subscription page.

Thanks for your support.

See you on the frontline

Gavin FRONT COVER IMAGE Ian Edwards, CEO, The Energy Desk Photo by Khara Pringle See page 12 for the Cover Story

PUBLISHED BY: The Wordworks Partnership (Limited) Suite 60. Enterprise House Balloo Avenue, Bangor BT19 7QT Tel: 028 9147 2119 info@businessfirstni.co.uk www.businessfirstonline.co.uk

YOUR BUSINESSFIRST TEAM Editor Gavin Walker gavin@businessfirstni.co.uk Sales Jenny Belshaw jenny@businessfirstni.co.uk Finance Margaret Walker margaret@businessfirstni.co.uk Design Studio Tw2 studio@twworks.co.uk

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YOUR EDITORIAL CONTRIBUTORS CLICK ON ANY PICTURE TO BE TAKEN TO THE ARTICLE

Articles from some of Northern Ireland’s most influential business leaders that will inform, challenge and inspire your thinking.

Bryan Keating Matrix page 9

Colin Williams Sixteen South page 14

Rory Campbell Forde Campbell page 18

Phil Davis Negative Equity NI page 19

Patrick Gallen Chartered Accountants Ulster Society page 34

Pete Hanlon Flint Studios page 36

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Davy McAlinden, William J Clinton Leadership Institute page 15

Nigel Smyth CBI page 16

Paul Terrington Institute of Directors page 22

Sinead McLaughlin Londonderry Chamber of Commerce page 30

Bill McCluggage BCS Belfast page 43

Chris Brown MCE Public Relations page 80

IN THE HEADLINES

Ulster Bank launches popular Business Achievers Awards for 2015 this year’s awards from small and mediumsized enterprises (SMEs) across all sectors and must be received by Friday 25 September.

Companies can enter in any two of the following categories: • Business Start Up Award • Small Business Award • Established SME Award • International Business Award • Woman Led Business Award • Food & Drink Award • Social Enterprise Award • Agri-Business Award

Launching the awards for this year are Dawn Cann of Avondale Foods, winner of the all-island Food & Drink award last year, Margaret Hearty of IntertradeIreland, Richard Donnan of Ulster Bank, and Ian Murphy of Invest NI.

op achievers in business are being encouraged to enter a leading awards scheme that could land them unrivalled publicity, including a £35,000 publishing bursary.

Ulster Bank has officially launched its prestigious Ulster Bank Business Achievers Awards, which include awards for Ulster companies, followed by an all-island final.

Run in association with Invest NI and IntertradeIreland the awards seek to

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celebrate the achievements of local companies across a wide range of sectors.

Companies can submit their entries via BusinessAchieversAward.com and are permitted to enter up to two of the eight categories.

Previous Northern Ireland winners at an all-island level include Avondale Foods, Mash Direct, and BubbleBum. Last year Almac was named the Overall Business Achiever.

Entries will be welcomed from today for

Judges in the two-tiered competition will recognise successes in the Ulster provincial stage before inviting these winners to compete at an all-island awards ceremony. Taking place in December, this event will crown all-island category winners as the overall Ulster Bank Business Achiever for 2015.

This year’s overall winner will walk away with a comprehensive prize package including a €50,000 (around £35,000) publishing bursary with the Belfast Telegraph, business mentoring, and a fullservice communications workshop, plus media exposure.

When looking for a winner, judges will be reviewing a variety of merits including financial performance, company milestones, future strategy for business people and the business, and development of innovative products and services.

Bill Wolsey recognised with President’s Prize elfast Chamber of Trade & Commerce has awarded worldrenowned hotelier and publican Bill Wolsey, with a highly coveted President’s Recognition Award. The well-known entrepreneur and owner of multi-award winning Merchant Hotel has received the award for his outstanding Services to Hospitality and Tourism.

Commenting on the award, Paul McMahon, outgoing president of Belfast Chamber of Trade and Commerce said: “Bill Wolsey is to be commended for how he and his team have made an enormous contribution to the tourism and hospitality landscape of Belfast.

“Bill is a visionary and calculated risk taker whose numerous ventures have paid off not only for the Beannchor Group, but for all of Belfast and beyond.

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Paul concluded, “His numerous venues from The Merchant Hotel, to The National to The Dirty Onion, ooze class, style and are often ahead of their time in terms of their offering and design. Bill is an inspiring businessperson that Belfast Chamber of Trade and Commerce is delighted to recognise and call a member.”

Speaking about the award, Bill Wolsey, said: “I am delighted to win an award which recognizes the amount of work, and investment and jobs The Beannchor Group has brought to the city.

“We are in the middle of an exciting time within the group, trade is good, particularly in The National and Dirty Onion, which are two of our most successful bars that we have ever Bill Wolsey is pictured accepting his award from Paul opened. ”

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McMahon, President of Belfast Chamber of Trade and Commerce

New Belfast Chamber President lays out road map to City’s positive future elfast Chamber of Trade and Commerce has welcomed Hugh Black as the newly elected Chamber President.

Hugh is Commercial Director at Age NI and has carried out the role as Vice President of the Chamber over the past two years.

He replaces outgoing president Paul McMahon who served for two consecutive terms.

Handing over the chain at Friday’s AGM, Paul McMahon said: “The past two years as President have for me personally been among the most exciting and challenging yet also rewarding.

“Over the past two years, we have seen the business landscape of Belfast change. We are experiencing a renewed activity in the city with new retailers coming to Belfast and we are seeing more hotels being announced plus the demand for office premises is at an all time high.

“With the development of the University on the way, the physical landscape will literally change before our eyes. And change for the better.

“Belfast is the gateway to the rest of Northern Ireland and we are a litmus test for the whole economy. If Belfast is doing well, then so will the entire province.

“I know that Belfast Chamber of Trade and Commerce will continue to work very hard for its members and the wider population.

“As I slip into the background and continue my day job as Centre director at Castle Court, my resolve to help develop this city is undiminished.

Paul concluded: “I look forward to working with the newly elected Chamber President and to continue to help shape this great city to is maximum potential.”

Speaking after his election Mr Black said: “I am delighted to have taken over as President of the Chamber.

“Although to be honest, it does fill me with some trepidation – to follow in the footsteps of Paul.

“He has been a great President, a safe pair of hands during a very difficult time, and a man with a strong vision of what is best for Belfast.

“I want the Chamber to continue to grow and be influential in shaping the future of our great city.

“There will be very difficult days ahead – there is no point in saying otherwise. But I believe we are at the start of a new and exciting time for Belfast and indeed the whole of Northern Ireland – if we work hard and take the opportunities that arise.

Mr Black continued to say: “If the Northern Ireland economy was a human body, Belfast would be the heart. And we all know that a

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Hugh Black is the new president of the Belfast Chamber of Trade & Commerce

strong heart will keep the whole body healthy.

“I want to see a thriving and healthy Belfast but I also want our other cities and towns to grow in Northern Ireland as well.

“Here in Belfast we have a new super council that will hopefully take us to a new level of well-being. The Ulster University is tp be re-located to the centre of the city and we must push hard for the Royal Exchange development to get these off the ground, both o these projects will have a massive impact on the future success of Belfast.

“The Chamber now represents more than 400 business and professional people in the city. We are listened to by government and other agencies.

“The 50 per cent rates reduction Belfast Chamber agreed with Stormont for new businesses taking over vacant units has been a terrific success. So much so, that it has now been copied across the UK and by the government.

“But we can do more.

“And I call today on our leaders to look at how rates incentives for new businesses can be rolled out across Northern Ireland.

“If we can be creative with something like rates, we can help to kick start the economy.

Everyone wins.

“Belfast and Northern Ireland are now

firmly on the world map as a must see destination.

“Massive cruise ships come into Belfast Lough, the incredible success of Game of Thrones has introduced us to a whole new range of people, the world of golf is in love with Northern Ireland.

“There are many more examples of what is good about living here, visiting here and doing business here.

Hugh concluded by saying: “As I take up this post today – on your behalf – I call on those in positions of power and responsibility to focus on the re-generation of Belfast. The heart of the Northern Ireland economy.”

The new president will be supported by the Executive Council elected unanimously, including: Michelle Jackson, Victoria Square, Rajesh Rana, Andras Hotels, Anne Higgins, Boots, Paul McMahon, CastleCourt, Chris Suitor, Suitor Menswear, Alana Coyle, CBRE, Steven Mewah, House of Frazer, John Lunn, Lunns, Niall McKenna,James Street South, Ken McCracken, Power NI, Christopher McCausland, Value Cabs, Victoria Nemec, Dorothy Perkins, Gordon McElroy, MKB, Gary Rocks, Donaghy& Carey and Liam Creagh, Red Box Media.

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IN THE HEADLINES

NIIB Finance to sponsor Northern Ireland Car of the Year Awards

Genesis is NI Media Agency of the Year

elfast-based agency Genesis has been awarded the prestigious title of Northern Ireland Media Agency of the Year 2015 at the Media Awards 2015 in Dublin.

The award recognises excellence in media strategy, planning, buying, innovation, people development (training and skills) and new business development.

The media team led by Media Director Wendy McKnight, has provided strategic direction, planning and buying for a wide range of established and digital media across NI, RoI, UK, Europe, the Middle East and the US. Ms McKnight commented, ‘We’re delighted to receive this award in recognition of the hard work and commitment of the team, and the vision of our clients.

“As an agency, we aspire to international class and receiving this award lets us know that we are well on our way there. It’s a boost for our clients too – the award confirms that they’re working with the best in Northern Ireland.’

The Genesis media department works on a number of high profile campaigns for clients such as Invest NI – Go For It, Invest NI – Inward Investment, First Trust Bank, SPAR UK, SPAR NI, EUROSPAR, firmus energy, Northern Ireland Water, Northern Ireland Fire and Rescue Service, Health and Safety Executive Northern Ireland and Dale Farm.

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Paul Flowers, Editor and Motoring Correspondent, Spectator Newspapers; James Dempster, Regional Manager NIIB Finance and Jim McCauley, Chairman, Ulster Motoring Writers Association.

he Northern Ireland Car of the Year Awards, organised by the Ulster Motoring Writers Association, returns to the fore this year with the help of local finance company NIIB. The resumption of the awards in association with a major sponsor is a sign of the growing improvement in the Northern Ireland new car market which rose by over nine per cent in 2014, matching the UK average. The awards are judged by members of the Ulster Motoring Writers Association who test the cars on Northern Ireland's roads covering a combined mileage of over a quarter of a million miles every year.

Chairman of the UMWA, Jim Mc Cauley, said," The Association is delighted to have

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such a high profile sponsor for this annual evaluation which is intended to guide the buying public to what are the best value and most competent cars in each of the judging categories."

James Dempster is the Regional Manager for NIIB Finance who said, "For many years NIIB have aimed to provide the best service and support available to Retail Customers, Business Users, Fleet Users and Motor Trade.

Sponsoring these awards demonstrate our continued commitment to the local Northern Ireland market whilst continuing our growth throughout the rest of the UK. NIIB remains the local name in lending."

Sii Members discuss winning business from supply chain ver 70 Sii members and guests heard from Gerry McGinn, who spoke on 'Winning business from the supply chain - funded by a variety of “Infrastructure” Projects’.

Gerry explained that SME’s had an important role to play in large projects and suppliers where now being required to ensure the use of local Sme’s.

Upcoming meet the buyer events would be an important

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vehicle for these transactions.

Echoing the need for SME’s to consider public Sector Tenders, Noel Brady said; “There is a wide range of opportunities on offer and companies must gear themselves up in preparation for submitting innovative, value for money offerings to government.”

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IN THE HEADLINES

Be awarded ‘Employer of Choice’ at the Family Friendly Employer Awards! re you an employer offering family friendly initiatives? Do you work for an employer who has helped you balance your work and family life? If so you need to enter Employers For Childcare’s Family Friendly Employer Awards 2015. Awards are now open!

The Family Friendly Employer Awards provide an opportunity for employers to gain recognition for implementing family friendly policies in the workplace. The application closing date is Friday 3 July and the Awards lunch will be held at Belfast City Hall on Thursday 8 October where the winners of each category will be revealed.

An industry expert presentation on best workplace family friendly practice will be delivered by CIPD. We will also be launching a report on the impact that becoming a parent has on your employment and career. In addition to the awards, entertainment will also be provided by comic actress Nuala McKeever.

There are six award categories across the different sectors, with the addition of two new categories this year, categories include: • Public Sector • SME • Large Private Business • Charity/Social Enterprise • Education Sector • Micro Business The winners will be chosen by a panel of judges, including Professor Marie McHugh (Dean of the Ulster Business School, University of Ulster) Maxine Orr (Partner, Worthingtons Solicitors), Julie Taylor (Managing Director of Integrity NI and Board Member of Employers For Childcare

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Family Friendly Employer Award judges launch the Employers For Childcare Charitable Group 2015 Awards at the Belfast City Hall. L-R: Gavin Walker, Business First, Julie Taylor, Integrity NI, Maxine Orr, Worthington Solicitors and Clare Greenwood, Employers For Childcare Charitable Group

Charitable Group) and Gavin Walker (Editor of Business First) and a CIPD Committee Member.

Award winners will enjoy the prestige of being crowned Family Friendly Employer of the Year. The winners will also feature in the Family Friendly Employer Awards desk calendar 2016, which will feature their organisations logo and employee family photograph. The winner will receive coverage in local press and business publication Business First.

The Family Friendly Employer Awards recognise and reward organisations that display a commitment to helping their

employees to balance their work and family lives by providing and promoting familyfriendly working policies. Our research has shown that these policies help organisations to retain and motivate staff, as well as building staff loyalty and morale.

Enter Today!

Entrance criteria can be found on our website Family Friendly Employer Awards If you have any questions about the awards, please email marketing@employersforchildcare.org or call 028 9267 8200. The deadline for all applications is Friday 3 July 2015. Good luck!

Christmas Comes Early for Ireland’s Marketers ummer’s here and marketers around the world are already turning their thoughts to Christmas.

Northern Ireland is no exception and CIM’s Ireland board members have organised their annual ‘Christmas Comes Early’ event at the Holiday Inn in Ormeau Avenue, Belfast on September 18.

Christine Watson, chair of the Ireland Board of CIM said that to create an effective festive marketing campaign requires detailed strategic planning and execution.

For traditional marketing, advertising needs to be booked in early given how competitive it can be to achieve prime advertising space, while online Christmas campaigns have to be carefully thought out to get the right content and message out to potential customers.

Christine said: “The digital revolution means that marketers have to be more agile

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and responsive to trends and consumer feedback so Christmas is a busier time than ever for the marketing profession.

“Christmas Comes Early is an opportunity for marketing professionals to let their hair down before the big Yuletide push as well as network and exchange some useful ideas with their industry colleagues.

“I would appeal to them to seize this fun opportunity to celebrate the season in September. It is a great way to kick-start the Festive Season!”

It is a free event but there will be a collection for charity and the suggested minimum contribution will be £10.00.

Payment by credit/debit card will be accepted and contributions can be gift-aided.

For more information follow @CIMInfo_Ireland on twitter, visit the event page on the CIM website at www.cim.co.uk/events/70132 or call 01628 427340.

COMMENTARY

Crystal Balls & Glitter balls: What’s next? we need a process that selects – in a logical and consistent manner – the areas where companies are most likely to be able to compete and prosper over the next five to 10 years.

Why so far ahead?

Why is Matrix chairman Bryan Keating all in a trance? hether it is the Lottery or Strictly Come Dancing, everyone loves to predict a winner. Sometimes there is money to be won, but most of the satisfaction is non financial: it comes from being right and that lovely moment of “I told you so”.

In this digital era, most people only have to wait a short period to see the outcome of their predictions. But in the not so distant past, forecasting was a great long term pastime, with a favourite topic being the prediction of the end of the world.

A prophet or soothsayer and their followers would say farewell to their friends, give away their earthly chattels and march to the top of a hill to await the end of the world on the eve of the big event.

Of course, the next morning there was some good news for the rest of us and some bad news for the prophet.

Amazingly the likes of Botticelli, Martin Luther, Christopher Columbus, John Wesley and even Sir Isaac Newton all had a go at forecasting Doomsday. Perhaps the apple falling on Newton’s head did do some damage after all.

As well as trading in the here and now, companies also need to anticipate where their market will be 12 month’s time or more so they can exploit the opportunity and have all their resources aligned at the right time.

With market ‘windows’ opening and closing more rapidly with every passing year particularly with technology based products and services - capturing and exploiting opportunities has become increasingly difficult.

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A good example of a company which reads future markets well is Andor Technology.

Based in West Belfast, it’s a world leader in the design and manufacture of high performance cameras. In the past companies like Andor would have taken up to three years from coming up with the idea of a brand new camera to having it in customers hands.

Wanting to remain at the cutting edge of product design, they came up with a very innovation ‘hot housing’ process that cut the time to market by half.

Companies need to have predictive, strategic marketing at their heart. Innovation is no longer a competitive advantage but a business imperative.

The need to predict markets not only applies to individual companies but also to whole economies. Accurate foresighting allows us to concentrate limited resources in those areas that are most likely to show growth in the future.

Global markets throw up more and more opportunities, but at the same time they create more and more competition. It is now difficult to trade globally as a ‘generalist’ unless you are a massive corporation.

Most companies tend to specialize in certain products and services for specific markets.

We at Matrix, through our Horizon scanning work, look to identify market opportunities for Northern Ireland companies two, five and even 10 years out. We are asked our expert opinion on where to invest.

Given the scale of the challenges we are facing and the funds we have to address them,

Technology based companies live or die on the quality, quantity and appropriateness of their intellectual capital (IC). By far the most important element of IC is the people in the team.

Having staff with the right skills set is paramount to producing intellectual assets and property that can be exploited. While there are superb programmes available to accelerate required skills for FDI and indigenous companies and help fill immediate skills gaps, some skills and experience need a much longer incubation period.

The same goes for the outputs of Research and Development. That is why the correct alignment of all these resources is vital for companies if they are to compete globally.

With budgetary difficulties to the fore at present across all fronts, it is understandable that cuts to university and FE places, and research grants are in the frame in the short term.

However, as a work of Matrix points out, there needs to be a continuous supply of intellectual property assets and people over the long term, otherwise market opportunities - regardless of how wonderful they are - may never be properly exploited by companies here in Northern Ireland. Some short term actions can have enormously detrimental long term effects.

A quote from a paper by David Bolt of Innovate UK nicely summarises the work of Matrix Foresighting: It is the business of picking the winning races and shortening the odds.

Matrix published its latest horizon scanning report on Life & Health Sciences in February and the Digital ICT report is due mid year.

Work on Advanced Materials, Manufacturing and Engineering is also well underway, with a draft report due this autumn.

So the next time you dig out your crystal ball to try and pick the winning lottery numbers or predict the winner of the next series of Strictly Come Dancing, you may also want to try to forecast the next big thing in technology.

But don’t go trying to predict Doomsday. If you’re wrong, you’ll look foolish – and if you’re right, there’ll be no-one around for you to say “I told you so!”.

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COVER STORY

This is the TED Team.

They want to show you how your business can save money on energy.

INTERESTED? Gavin Walker talks to Ian Edwards and John Thompson, directors of The Energy Desk (Ireland) Limited about how end to end energy management will save Northern Ireland business millions of pounds. n a climate of casual dress for business, Ian Edwards still favours three piece suits. So he was easy to spot as we met in his hotel lobby for a discussion on how his decision to open The Energy Desk (Ireland) office in Belfast will benefit local business and all of Northern Ireland.

The Energy Desk (TED) is an independent End to End Energy Management Company formed in 2006 in the UK where last year they aggregated over £1.5 billion in energy for clients and recovered over £4 million in bill validation where suppliers had over charged, also installed and part funded over £60 million in Energy Management Solutions including (Biomass, CHP’s Solar and Lighting) The Belfast office is already bringing the same valuable service to client companies throughout Ireland The Energy Desk (TED) Team in Northern Ireland is already well known to local business people. John Thompson and David Shaw (Directors) have a wealth of business experience between them and are resolute in their aim to increase awareness of improving the energy efficiency and thereby profitability of local businesses.

TED had being operating in Northern Ireland and the Republic of Ireland for the last three years and have being reasonably

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successful with and number of customers large and small but felt that we needed an office over in Northern Ireland to service our existing customers and offer as many services as on the main land.

“I met John almost by accident but within an hour of our talking I knew I wanted to work with him,” Ian said of the decision to open in Belfast. “And when we reviewed the market here, we realised business energy costs in Northern Ireland are higher than the rest of the UK and Energy costs was a major concern for the local manufacturing sector in terms of trying to not lose out on potential business.

Ian was keen to emphasise that the Belfast office is not simply a branch office. “The Belfast team will be working with local entrepreneurs, Businesses both in Public and private and with the Universities to continually improve our services and products. Every innovation they develop will stay local creating new opportunities, jobs and wealth for Northern Ireland.”

TED UK’s Operation Director Stewart Curtis stated that John Thompson and David Shaw’s mix of skills, competencies knowledge and understanding of the market have been key to the establishment of the TED Ireland operation and he was looking forward to working closely

with them over the coming years.

What is End to End Energy Management?

Energy to end energy management is an evolution far apart from you traditional energy brokerage which in the past have just help companies gain a quote for gas and electricity and then call you up again in a year or two time when your energy renewal is up.

End to end energy management provides a solution for all a company’s energy needs. A hands on approach helping companies monitor and manage energy use, once the energy consumption is understood Energy Management then involves reducing energy consumption through technology. So energy management is lean approach, a full circle, continuous savings and improvement and now in many cases even an investment opportunity.

The Energy Desk is one of a very select few with the expertise and customer centric approach to provide a full end to end energy management service.

TED offers a range of services helping companies achieve carbon targets, tackle energy legislation such as ESOS, reduce costs through more efficient procurement and even

We've brought together some of the most experienced energy professionals from around the UK who bring their knowledge to bear on problems and challenges as they arise. Ian Edwards deriving new revenue streams through Demand Side Reduction and Power Generation or by adopting new evolving technologies.

“We've brought together some of the most experienced energy professionals from around the UK who have many years of experience in energy in the public and private sector, who bring their knowledge to bear on problems and challenges as they arise, From commercial managers/ engineers to University Professors, our teams looks at each aspect of a client's needs which all starts from the initial free 'Energy Health Check' to procurement of conventional and/or renewable energy, new connections, and energy management which could be up to 100 per cent funded for energy related projects.

We can even undertake the development of new products if required.” Ian added. “That's true end to end energy management” As a result, over the past year TED have established an unimpeachable reputation with suppliers throughout the UK and Ireland. TED’s green services have also identifying millions of pounds of extra revue for NHS trusts and implemented and financed a range of technologies such as biomass and solar panel for medium to large business across the UK. “Our knowledge, independence and purchasing power enable us to get the best prices possible through energy procurement, thus allowing us to maintain our competitive edge in the market.

We pride ourselves on having impartial attitude when it comes to contacting suppliers and always willing to change and move with times. Then match that with our technology offerings and finance/funding options means we are now in a position to not only to help our customer reduce cost but even create a revenue stream.

For example by utilizing some costumers backup generators they can make money through demand response, or changing their fuel supply from more expensive types of fuel to a renewable fuel creating a hybrid. Which can all be potentially funded to create a revenue for the customer.”

“It was always my intention to have a presence in Ireland and to that end we have been building our relationships with suppliers over a number of years, then when I met John and we talked, I felt the time was right to launch The Energy Desk (Ireland).

“When I travelled to the TED UK office, my immediate impression was off the family atmosphere within the office” said John, “Ian’s leadership style is one that supports his team and he believes in giving everyone an opportunity to advance if that is what they

desire, this positivity flows throughout the team and onwards to the suppliers and clients, the TED Foundation is testament to the ethics and values which the company has and left me with an easy decision to be part of The Energy Desk (Ireland).

“Many companies have found that instead of trying to decipher all the Billing data themselves, it’s often better to employ our services” said John.” Whilst other companies are predominantly focused on just helping customers procure their energy, we at TED provide so much more, we will take the time to understand the complexity of the operations, future business requirements and consequently energy demands. We will then formulate an energy procurement and management strategy to meet those needs and deploy energy saving measures to reduce costs if required.

Project funding “One of the barriers to entry to energy savings can be funding the project. Over the past decade financial institutions have been reluctant to finance capital investment - even when our clients have provided a sound, business case,” Ian explained.

“In reaction to that, we have sourced a number of different funding avenues which can be available to our clients for projects from as small as a simple lighting/ solar project to a complex energy management project for the NHS and even water companies “If the project stands up to financial scrutiny, then we will work with our clients to secure the funding they need to take the project forward.

“Crucially, we are able to work with companies of all sizes and across all sectors to help them recognise the opportunities for savings; create a bespoke plan that will take advantage of the opportunities; undertake the work to fulfil the technical requirements of the project; and, potentially, fund the project.

That is the reality of ‘end to end energy management’ for our clients.”

The TED Foundation The Foundation is a very important reflection of the company’s ethos and has already successfully provided much needed funds for cancer research and numerous cancer support groups.

“When we provide a free utilities Health

Check we can assess how much a company can save each year on its fuel bills. Then, if they sign with TED, we donate a portion of our revenue to The Energy Desk Foundation charity fund which is then distributed to local charities of the customer’s choice, it’s a simple way for companies to fulfil their Corporate Social Responsibility objectives while also saving energy.”

The Foundation is also the power behind “Versus Cancer” a music based charity set up for Cancer awareness. Responsible for sellout music concerts at the Manchester Arena which holds over 20,000 people, all proceeds go to local Cancer charities and hospices, and - while giving nothing away - Ian was intimating that a similar event might well be planned for Belfast “maybe even in 2016.”

For more information and to request your free Energy Health Check, please visit www.theenergydesk.co.uk, or call 0845 838 9830.

CASE STUDY The Alexandra Hotel in Fort William approached The Energy Desk in January 2015 to quote on the supply and installation of a new biomass wood pellet boiler and ancillaries to replace the current LPG powered system.

The installation will comprise of 1 x 350 Catfire Biomass Pellet Boiler and 2 x 3000ltr Buffer Vessels. These will be housed with all the ancillaries and paperwork inside a converted 40ft steel container, which will be clad with a wood finish to enhance the aesthetic appearance. The Pellet Store will also be located in the container and will feed the Boiler via an automatic Auger system.

The Flow and Return pipework will interface the existing system using a 350kW plate heat exchanger located in the existing plant room. Due to space restrictions, we will leave the existing boiler in place so it can be used as a backup for high heat demand when necessary.

Current heat usage and cost with a 70% efficient LPG heating system: 955,000kWh totalling £48,024 per year New heat usage and cost with a 90% efficient biomass heating system: 688,500kWh totalling £28,023 per year Cost of Biomass System Installation: £218,625.00 Fuel Savings over 20 Years: £1,733,670.20 Estimated payback period: 4.5 years RHI Payments over 20 Years: £716,377 Total Profit: £1,515,045.20

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13

COMMENTARY

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by Colin Williams, creative director – Sixteen South

here can’t be too many of us in these parts that aren’t aware of some of the great things happening in the Creative Industries in Northern Ireland. Get into any taxi and you’ll be entertained by the driver’s stories of famous celebrity passengers that they’ve had the pleasure of ferrying around.

Game of Thrones is undoubtedly one of the most popular television shows ever made, and to have it filmed here in our hometown alongside other massive productions like Call of Duty and Frankenstein is just brilliant. For our new Northern Ireland to be famous for really positive reasons is just great and does wonders for our tourism industry.

But, there are more great stories to tell – stories of our own home grown indigenous companies who are making television and film to entertain the world.

I’m incredibly proud of my friends Kieran and Matt of Stellify who’ve just landed a prestige Saturday night primetime entertainment show for BBC One which they’ll shoot here in Belfast and which they’re selling all over the world.

And for our own Oscar nominated Michael, Brian and Ronan who scooped a BAFTA for the brilliant locally made Boogaloo and Graham. Myself and my family at Sixteen South are focused solely on export and we’re in production on another 52 episodes of Lily’s Driftwood Bay which already airs to preschoolers every day in over 30 countries around the world including the UK, US, Australia, Norway, Sweden, Finland, Israel, Hong Kong, France, Germany and Ireland.

We’re also green lighting a brand new 80episode animated series for a major US network that we’ll announce soon. All of our shows are proudly made here in Belfast and together these two new productions will employ 180 people, most of them locals.

It’s brilliant to see local producers winning national and international awards for their work – but the real win is the difference that these productions make to our local economy.

To bring a new film or television show here to Northern Ireland can take years of pitching and negotiation. We compete financially with the rest of the world - especially with

Like every other industry, the Creative Industries have their own challenges.

Broadcasters have significantly reduced their budgets, meaning that they pay a lot less but still require the same amount of content.

That inevitably means that producers need to find a cheaper way to make shows and most children’s animated shows are now either partially or completely produced in countries like China, India or Singapore where the cost (and quality) is less.

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countries like Canada and Ireland where their local tax credits and benefits have proven to really build the animation and production communities and have been great for their economies.

Northern Ireland Screen We’re fortunate to have our own committed screen agency, Northern Ireland Screen, that’s forward thinking and focused on building the economy through supporting the screen industries.

With their support and alongside the new UK tax credit system, we in Northern Ireland can be financially competitive with the rest of the world.

We refuse to farm out any of our productions – but instead insist that they’re completely made here in Belfast. We spend between £2 - 6 million on each show locally, and because we export all of our work, that’s all new money.

I believe to make a difference to the local economy, we need to export our work, which brings in new money, rather than focus on local projects which only circulates the same money round and round.

For us, it’s never ever about winning work because we do it cheaper than the rest. Some lessons I’ve learned over the last 7 years of running Sixteen South apply to all of us in business here in Northern Ireland and they can be summed up in one sentence: Know who you are and know what you carry.

We too often beat ourselves up, believing that because we’re not based in London that we can’t compete, we’re too far away from the rest of the world and that we’re insignificant.

It’s just not true.

The Northern Irish people have so much going for us. We’re natural storytellers - it’s in our DNA as a little nation and it’s unique to us. We’re a people who are passionate about what we do. And as people, we have a natural ability to be charming (I’m told).

Creativity isn’t solely the reserve of filmmakers, writers, directors and animators – it’s in every one of us. Let’s continue to be bold, brassy and really push Northern Ireland to the rest of the world and continue to build the new Northern Ireland that we all love so much.

Colin Williams is founder and creative director at award winning Sixteen South. www.sixteensouth.tv

BEST PRACTICE

Can you measure leadership? asks Davy McAlinden, programme director, William J Clinton Leadership Institute operational level. For example, a car salesman’s target might be to sell 15 cars a month and if they sell 25 it is undoubtedly the case that they are making a significant contribution to the business.

This is important, but on its own it is not leadership. People who work in this space might be rewarded with a pay rise and a bonus, but just working on the day-to-day operations is not enough to get a place at the Leadership table – for that we must look at the other contributions you are making.

question that is difficult to answer is, “What is leadership?” and an even tougher question is, “How do you measure Leadership?” In the last issue of Business First we tackled the first question, so I will help you to answer the second in this issue because I believe you can measure leadership.

Let’s consider a typical performance management process on a scale of 1-5 where the person is: 1: Exceptional – Someone performing and exceeding their objectives .

2: Very Good - Someone performing and exceeding some of their objectives.

3: Good – Steady, meets objectives.

4: Poor – Someone underperforming.

5: Very poor – Someone identified as consistently underperforming and requires an intervention.

Organisations tend to look towards the people at (1) and (2) for promotion and the much coveted place at the ‘Leadership Table’.

But what if we were to look at Leadership attributes separately and use a different process for identifying future leaders within the organisation – a model based on four contributions or simply known as the 4 Cs.

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The 4 Cs Imagine that we have assessed our people using the criteria above – based on their current performance – and now we will ask the four key questions that will assess them on Leadership…

1. What is your contribution to the business?

2. What is your contribution to your selfdevelopment?

3. What is your contribution to the development of others?

4. What is your contribution to the wider business?

2. What is your contribution to your self-development?

The world is changing and your business / organisation is changing. How are you developing yourself? Are you attending the appropriate training programmes, reading relevant articles, joining project teams that will help develop new skills?

Are you in tune with the organisation you work in and the changing profile of the marketplace? It is important for leaders to upskill themselves –if the business turns in a new direction you should be ready for it.

3. What is your contribution to the development of others?

Leadership is about engaging people to deliver the organisation’s strategy. Ask yourself do you provide coaching or mentoring to others in the business? Do you share knowledge with other teams? Do you have a peer group support network?

If no one is contributing to the development of others then how will the team and the organisation grow?

4. What is your contribution to the wider business?

So far so good – you may have passed the above and cleared all three ‘hurdles’. This is where most people stumble. Do you bring in processes and systems that work just for your team or do you work towards organisational improvement whenever possible?

Can you connect the dots – do you know the implications of carrying out an action and how that may impact other teams such as Finance and HR? Can you see the big picture and work towards that, or do you remain in your silo?

This contribution is about taking the time out to work in this space and can be

challenging for people –if you aren't doing this then who is?

What are the advantages of applying this model?

It requires evidence – Each of the areas requires evidence. For example: 1. Contribution to the business - This could be sales figures, exceeding targets, etc.

2. Contribution to self-development - This could be programmes attended, CPD hours, written feedback from others on how you have applied the skills.

3. Contribution to the development of others – Written feedback, hours spent coaching.

4. Contribution to the wider business – Written feedback from the leadership team, innovation, evidence of working in crossfunctional team projects.

It can be measured –We could add some metrics to the evidence – For example someone contributes 60 hours a year on coaching others – Feedback from the coachees could be measured on a scale of 1 10. For example on a scale of 1-10 (1 being poor – 10 being excellent) how effective was the coaching, did it help you do your job more effectively, etc.

The onus is on the potential leader to work towards the model – The responsibility for working towards the Four Cs, gathering the evidence, identifying the opportunities, etc. does not fall on the leader – it sits with the individual. The role of the leaders is to guide, advise, challenge and check progress during your regular performance management reviews.

It’s not all about day to day operations – The model helps people understand that coming in each day, turning the machines on, processing something, flicking the switch off and going home is not leadership, and more than likely won’t lead to the growth of the people and the organisation.

It’s not just for current leaders – it’s for everyone. You will want to identify future leaders and prepare them for Leadership so when they come to the table they are thinking strategically, developing others, etc – and it’s not new to them.

I believe this model gets to the core of what leadership is and how we can measure it. It’s not easy to apply, but who said leadership was easy?

1. What is your contribution to the business?

This is the day job – what we do at an

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15

CBI

The business agenda for a new Parliament

by Nigel Smyth, CBI Director

hile the recent general election campaign was one of the most absorbing of modern times, business was relieved that the clouds of uncertainty around the possibility of a hung parliament were quickly dispersed.

As we consider the proposals for the coming five year term, there will undoubtedly be hurdles to overcome for the new Government. Even with its slim majority though, it must not duck the tough decisions needed to keep growth striding ahead.

Those tough decisions and big challenges facing our country represent many of the key issues that remain reserved to Westminster.

So the CBI has set out an action plan for the new Government’s first 100 days to ensure that it catches the wind in its sails, and gets the direction of travel for the new parliament right.

Firstly, we will need swift action on key economic priorities. Staying on top of the public finances, with a Comprehensive Spending Review to make the savings needed to cut the deficit while affording the Northern Ireland Executive the medium-term security of its spending envelope. The Budget statement on 8th July will therefore be a key moment in the business calendar.

On infrastructure, it is absolutely critical that the new Government speedily commits to the final proposals of the Airports Commission so that we can boost the UK’s aviation capacity and don’t fall behind international competition.

Northern Ireland has a particular interest in growing the airport capacity of the South East of England and it is therefore crucial that we see that early decision taken over the summer months.

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Tying all this together, we must embrace the spirit of openness – to trade, people, investment and ideas from abroad - that has always lain at the heart of Northern Ireland and the UK’s success.

An early sign will be the new government’s engagement with the European Union and its ability to set out an ambitious, achievable reform agenda for the whole EU. Reflecting therefore on the announcement of an EU Referendum Bill in the Queen’s Speech, it’s vital that alongside the Bill, the Government gets momentum going behind its reform agenda.

We must work with our allies to create an EU that does more of what it’s good at, like signing trade deals and completing the single market, and less of what it’s bad at, like interfering in lifestyle issues, such as what type of bottle olive oil can be sold in.

For us here in Northern Ireland, the business case for remaining in a reformed EU cannot be clearer.

The benchmarks against which the business community will assess the new Government’s early progress are therefore clear. Policies that create a pro-enterprise environment, will allow businesses to get on, create jobs and drive growth. That way we’ll get the new parliament, the UK and Northern Ireland off to the best possible start.

On the Northern Ireland theme it is of course just as crucial that, with the election result settled, the Executive returns its focus to matters at hand – most notably, the devolution of Corporation Tax powers to these shores.

The passing of the Corporation Tax Act before the dissolution of Parliament was a major, and hugely significant step, towards the economic transformation that our society needs. As we and others have detailed consistently over the past decade, there is no

doubting as to the potential of a lower Corporation Tax rate in terms of rebalancing our economy and delivering the highly skilled, highly paid jobs that we all want to see.

There now stands an urgent need to refocus on sealing the deal.

As we recently noted in evidence to the Assembly’s ETI Committee, it is not just that the Executive must refocus on other key attributes that an economy must have in terms of attracting investment – including education and skills and infrastructure provision – it, crucially, must refocus on delivering the sustainable public finances that the UK Government quite rightly places at the core of the proposed further devolution settlement.

We have known for some time that, irrespective of what colour of UK government was elected, that austerity was set to continue for at least part of the new Parliament and that the Executive’s horizons needed to be set accordingly.

While the picture is now even clearer than before, and while the business community stands ready to work with the Executive to deliver the transformation in, for instance, our public services to enshrine greater sustainability, it is vital that the Executive now gets on with the hard yards that are required of it.

Our economic future, the chance to realise our undoubted potential, is intrinsically tied to being able to offer a lower rate of Corporation Tax. It would be unforgivable were the Executive to forego this golden opportunity.

More from CBI: www.cbi.org.uk/ni

Innovative Further Education students claim their rewards F

rom its inaugural year in 2011, the Business and Education through Skills and Training (BEST Awards) have grown to become a major showcase for creativity and innovation across Northern Ireland's Further Education Colleges.

Focused on the disciplines of Science, Technology, Engineering and Mathematics (STEM), the BEST Awards are hosted annually

by Colleges Northern Ireland, the membership body for Northern Ireland's six regional FE Colleges.

The BEST Awards culminate in a Grand Finals Day each year. This year 180 students competed across five disciplines; science, engineering, creative industries, software and built environment.

Sponsored by Recruit NI, Norbrook and the Department for Employment and Learning, the event took place on Wednesday 27th May 2015 in the Ramada Hotel, Shaw’s Bridge, Belfast.

Students were judged throughout the day by a panel of 40 industry and innovation specialists, including representatives from Bombardier, MATRIX, AB Pneumatics, Schrader, Montupet, Institute of Physics, DEL, Ulster University and Queen’s University.

Four award winners were announced along with 13 category winners. Among the winners were: • Curtis Adams from Belfast Metropolitan College, who took first place in the 16-18 age category for his design of a green traffic light for cyclists.

• Andrew McGuire from Southern Regional College, who won the Creative Industries Award, for his Eletrak App which provides people with information on how to save money on their energy bills.

Curtis Adams from Belfast Metropolitan College along with a number of MLAs and CNI Board Members at this year’s BEST Awards

These two students, together with other BEST Award winners, were selected to take part in the STEM-focused Frontiers Programme which takes place in the prestigious Worcester Polytechnic Institute in Massachusetts, USA. The Frontiers Programme takes place in July 2015 and challenges students to explore their limits of knowledge in STEM subjects with access to state-of-the-art technology and facilities.

A list of all the BEST Award winners is available on the Colleges NI website: www.collegesni.ac.uk.

Gerry Campbell, Chief Executive of Colleges NI said “The calibre of submissions this year points towards a very bright future for young and mature innovators in the FE sector.

“They demonstrated a huge range of skills and talent so we know that entrepreneurship, creativity and innovation are thriving in Northern Ireland.

“Now let’s keep the ideas flowing and enable further education to play a bigger role in driving the economy forward”.

Minister for Employment and Learning Dr Stephen Farry said: “It is vital that we enthuse and inspire all our young people to study STEM courses and to progress to employment in the STEM related industries.

“The future of our economy depends upon driving up skills levels in these sectors. To do this we must ensure that these sectors offer attractive employment opportunities, and that all young people are aware of the wide range of careers options available.

“The FE college network plays a vital role in providing the skills and education to underpin the growth of this sector in collaboration with industry and my Department.

“The BEST Awards are established as an excellent platform to promote and showcase the world class STEM skills which have been developed and nurtured within our further education sector.”

Andrew McGuire along with lecturers from Southern Regional College

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BEST PRACTICE

Protecting your business reputation

by Rory Campbell, Forde Campbell Llc

"We do decanters with six glasses on a silver tray, for £4.95. People say, 'How can you sell this for such a price?' I say, because it's total crap." With this comment, Gerald Ratner saw his jewellery empire value fall by £500 million. eputation is critically important – and incredibly vulnerable. In the 2015 Risk Barometer published by Allianz, loss of reputation ranks second in the top business risks within the UK. Aren’t lawyers the worst people to ask about business reputation protection? Our instinct is to ignore PR consequences and protect clients from liability at all costs. On that level, we understand Thomas Cook’s hesitancy over an apology relating to the tragic death of children on a Thomas Cook holiday. However, reputation depends not just on why things go wrong, but also on how the business deals with the matter.

We believe that businesses need to understand the importance of reputation, and take steps both to pre-empt reputational loss, and to deal with actual or potential reputational threat.

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Understand The Importance Of Your Reputation Although sounding like a stern parental injunction before a night on the town, this is fundamentally important. You can’t see it or touch it, but a reputation absolutely exists as

an asset. It’s the basis for brand strength, and as goodwill it’s something that can be bought and sold by contract.

The law allows various ways to protect your business’ reputation. A business can get a trademark to register its exclusive right to use a name or logo in a particular business area and jurisdiction.

If its reputation is strong, the business can prevent potential competitors from using confusingly similar names and reputations. In ‘80s Randalstown, Hurrells Clothing spelt its name in green and gold, mimicking Harrods.

Harrods’ lawyers’ letter arrived swiftly: their client’s reputation was strong enough to control a small business in a street hard to confuse with Knightsbridge.

Finally, if your business is hit by a defamatory remark, it can take legal action.

The law differs between Northern Ireland and GB, but a NI company can claim damages for harm to its business or trading reputation.

Online tools and sites can help you understand public perception of your business: online reputation monitoring platforms search on their customers’ names and associated keywords across social media, capturing any conversation about the business within seconds.

Pre-Emptive Protection You should consider the following steps: • protect your brand: if you haven’t registered your brand as a trademark, put ™ after it; if you have, you can use the ® symbol. Register a trademark yourself in the UK via the Intellectual Property Office, or get a trademark business to do it for you.

• licence appropriately: if you allow other businesses to use your brand, control the scope of use in a contract. This can control how long they use your brand, what they use it for, and even how they use it.

• sort out your data protection procedures: the Edelman Privacy Risk Index records 71 per cent of customers saying they would leave an organisation following a data breach.

If you’re using customer personal data, register with the Information Commissioner’s Office as a data controller (it’s a criminal offence not to, and only costs an average business £35 yearly); ensure your privacy policy statements correctly

record how you collect and use data; ensure you properly obtain consent to use personal data, and (particular bugbear for legal pedants, this) have unsubscribe facilities that actually work.

• be careful with online marketing: the Advertising Standards Authority wants to make sure consumers know when they’re being marketed to: it’s keeping a close eye on social media commentators and vloggers who quietly market products. As the ASA warns, businesses caught marketing this way risk not just prosecution but also the reputational damage of being caught out.

Post Event Protection A serious reputational threat to your business has emerged, and it’s gone viral.

What steps should you take?

• make an appropriate statement. In almost every circumstance, it’s vital to make a response: this shows that you’re alert, and have a degree of control over the situation.

If threats are vicious and defamatory, a calm approach is crucial – a hysterical response can cause increased reputational damage.

• if the story’s true: balance the risk of admission (taking legal advice as necessary) against the PR impact of being seen not apologise. If you’re going to apologise, do it properly: acknowledge the facts, show understanding of the consequences and suitable remorse, and take responsibility as appropriate.

• if the story’s not true: say so, as part of your public statement. And then identify who spread the story: the internet may seem impenetrable, but there are processes which help. Court orders can oblige ISPs to reveal the users hiding behind concealing “dynamic” IP addresses. “Takedown” notices fight back against the online dissemination of unauthorised photos, threatening websites with action from their hosting provider if they don’t remove the offending material.

Conclusion Your business reputation is a commercial asset. Laws exist to help you protect it, and there are practical steps you can, and should, take to minimise reputational threat.

You can’t see it or touch it, but a reputation absolutely exists as an asset. It’s the basis for brand strength, and as goodwill it’s something that can be bought and sold by contract. Rory Campbell 18 www.businessfirstonline.co.uk

NEGATIVE EQUITY NI

Negative Equity NI – an incredible Northern Irish success story…

The fastest growing company of its kind, now with the biggest team, leading service innovation in the debt sector – Business First took time out to find out more about an inspirational company that’s turning around the fortunes of people who have otherwise little or no choice when it comes to resolving property debt. e’re not a nation best known for our entrepreneurs and innovators, but we do have our fair share: Northern Irish people have built or helped to build global empires and sit on the boards of some of the world’s most influential companies.

And that’s because we work hard and think differently, applying our own kind of intuitive logic that takes business in a brand new direction.

And that’s never been truer than when talking about the people behind Negative Equity NI. The brainchild of Phil Davison and Tom Cardwell, Negative Equity NI was borne out of a need to help people made property prisoners by the crash.

These two local property gurus, already well established, highly respected names in the sector, recognised that the sheer scale of the problem required a brand new solution.

Phil explains: “We were two of the few people who saw this coming. We knew that the huge property price rises where unsustainable and that the bubble would burst sooner rather than later.

“Even beyond the fact that the problem is much deeper and more widespread here than anywhere else in the UK, the repercussions reach far beyond each stressed out homeowner who needs to move with urgency or whose family has outgrown their home. We saw the effects filter into every aspect of the economy - negative equity skews the entire market, introduces stagnation, affects mortgage lending levels and creates a dysfunctional market environment that is far from naturally fluid.

“The single post-crash positive was that lower property prices gave first time buyers a

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fighting chance to get on the property ladder.

Although, with securing a mortgage more difficult than ever and much of the first time buyer housing stock occupied by people who can’t move up the property ladder, it’s small consolation.”

Phil and Tom started looking at the issue more closely and at putting together a service and team that would help people to write off property debt with their bank’s blessing.

Five years, hundreds of clients later and with many millions of pounds of mortgage debt written off, their ambition and attention to detail have built a brand that is both loved by their clients and that has won the respect of the banks.

Tom tells us more: “We had to work out a lot of issues before we even started, but we were confident in bringing new thinking to debt resolution. We looked at the few companies out there who promise what we do but don’t deliver. We’ve invested a lot in getting the regulation we need to operate professionally and ethically. And then we put together a team who not only know their stuff, but also understand the importance of building good relationships to enabling high service standards. That’s both with our clients and with the lenders – both here in Northern Ireland and across the UK.”

Phil Davison

Today the team are almost 15 strong – the largest working in this particular sector. And, most impressively, have a 100 per cent success rate in resolving mortgage debt.”

Tom says: “Our clients include all kinds of people – professionals of every kind. Their commonality is that they are affected by something that is beyond their control. We assess their case and we give them choices something they haven’t had in a long time. We only ever help when we’re confident of an outcome – so far that has been in every case.

A 100 per cent track record of success is something few companies can talk about so we’re proud of our people and our processes.”

Having become the leader in the local market, Negative Equity has even bigger ambitions. They’ve recently appointed a new Business Development Manager and are looking at rolling the Negative Equity NI model out across the UK.

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19

COMMENTARY

Looking after the family wealth In the second of a series of articles focussing on issues specific to family businesses in Northern Ireland, Maybeth Shaw, Partner at BDO Northern Ireland, looks at how family businesses can benefit from long term financial planning. s we begin to see the green shoots of recovery in the Northern Irish economy, the current climate represents an opportunity for businesses to not only review but also to build upon the lessons learnt from the economic downturn.

One of the major commercial lessons to be gleaned from the recession is that planning to protect your wealth should be a key concern.

This is seldom more relevant than in a family owned business context where the issues of family wealth and business success are so often inextricably linked.

In many cases, the family business is thought of as the main (and in some cases, the only) source of future family wealth and sustainability.

Such dependency on the performance of the business, coupled with a failure to make adequate provision which is independent of the business, is a trait which is so prevalent in a family owned business context.

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It is not difficult to understand why family business owners would neglect to focus on their own long term financial security when all their focus tends to be on growing their business and reinvesting profits to enable such growth to happen.

Maybeth Shaw

Focus on the long term Our work with family businesses has demonstrated to us time and again how common it is for owners to focus on the long-term viability of the business and fail to provide for additional external sources of personal wealth.

Yet the existence of such sources makes succession planning so much easier.

It is not difficult to understand why family business owners would neglect to focus on their own long term financial security when all their focus tends to be on growing their business and reinvesting profits to enable such growth to happen.

However, we believe that the importance of investing in other forms of family wealth should not be overlooked. Where family business owners are less reliant on the business to maintain their future lifestyle or retirement plans, this should put less pressure on the business and the next generation of family management.

By extension, this lack of pressure should help maintain a healthier family environment between the old and new family generations involved in the business.

Pension planning One of the key areas which is often underutilised but which can prove an invaluable source of wealth for family business owners, is the area of pension planning.

Although the annual allowances has been reduced to ÂŁ40,000 and the lifetime allowance is due to be cut to ÂŁ1m from April 2016, there is still plenty of scope for significant pension planning, particularly when there are several family members involved, and the earlier that this is

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considered, the more scope there is to build a sizeable pension pot.

There has also been significant reform to the flexibility around pensions which could prove important to family business owners.

The income that an individual gets back in retirement from a defined contribution pension is taxable at their marginal rate on everything except 25 per cent of the fund which can be taken tax free (provided the total value of the pension funds does not exceed the lifetime allowance).

But even taking this pension commencement lump sum used to set the clock ticking and those with a defined contribution pension had to opt to buy an annuity or go into draw down. These restrictions on taking benefits have been relaxed giving these individuals much more flexibility over how and when to use their pension funds.

Whether or not individuals have formally retired, from April 2015, new rules allow anyone over age 55 to withdraw all of their money from the defined contribution funds. When the uncrystallised pension lump fund is taken, 25 per cent of it should be tax free, and the rest will be taxed at the individual’s marginal tax rate.

There are new anti-avoidance rules will which would also be triggered but the individual will not have to buy an annuity or designate any of the remaining funds as going into drawdown.

On 29 September 2014, the chancellor also announced that individuals aged under 75 would, in future, be able to pass on the balance of their pension funds to chosen beneficiaries without triggering a long established penal tax charge.

The reformed pension rules therefore offer additional flexibility and can be a valuable source of family wealth management.

It is important to appreciate the philosophy behind the family and the business in order to make the right decisions for both going forward.

Some feel that the family business is there to provide income for family members in the long term.

Whilst this can be true, it may not always be the case. We believe that the family wealth arising from the business should be nurtured and supplemented by careful personal wealth management with the aim that retiring family members will have long term independent financial security.

Pension planning can be a very significant tool in achieving such goals. However, professional advice should always be taken before any decisions are made in relation to pensions to ensure the planning being undertaken is the most appropriate for the circumstances.

To talk to Maybeth about anything in this article please give her a call on 9043 9009.

CAMPAIGN

Marie Curie Pay-For-A-Day Campaign What has 18 beds, houses a team of dedicated nurses, cares for people with terminal illnesses …but costs £6,090 per day to run? he answer can be found in South Belfast on the quiet Kensington Road, in a Hospice property managed by leading palliative care charity, Marie Curie.

The Marie Curie Hospice first opened its doors in June 1965 with a remit to provide cancer patients with quality end of life care.

However, much has changed over the last 50 years.

The unit now comprises a state-of-the-art 18 bed facility providing care and support to people (and their families) living with any terminal illness e.g. motor neurone disease, dementia, multiple sclerosis, chronic obstructive pulmonary disease (COPD) and cancer.

Each year the Hospice cares for around 550 with a range of terminal illnesses at a cost of just over £2m per year, but as Ciara Gallagher, Head of Fundraising at Marie Curie explains this service simply wouldn’t be possible if it wasn’t for the fantastic support the charity receives.

“Marie Curie is fortunate to have such wonderful support from individual, fundraising groups and corporate partners.

The money these groups raise means the charity can continue to delivery its Hospice services for in-patients and further develop its day hospice services (physiotherapy, pain management and mobility assessments) for out-patients.

“However, as more than 70 per cent of Marie Curie funding comes from donations, it is vital that we look for ways to encourage supporters to get involved – one such initiative is the ‘Pay for a Day’ campaign.”

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What is Pay for a Day? The campaign encourages organisations and individuals to help Marie Curie care for people living with a terminal illness by fundraising to pay for 24hours of Hospice care.

As Ciara explains there are many reasons why supporters choose to ‘Pay for a Day’ at the Hospice. “This might be to celebrate the memory of a close family member or colleague, or to mark a company milestone.

“Whatever the reason, we work with the organisation to help staff devise a fundraising plan to help achieve the ‘Pay for a Day’ target of £6,090. The great thing about the campaign is that it gives participating organisations a very tangible target to aim for and there is no real time limit on when it has to be reached.

“There are many ways to ‘Pay for a Day’…it could be a one-off donation or getting staff involved in fundraising. Or by raising the target by getting involved in one of our events, right now we’re encouraging participation in

‘Walk to Remember’ events taking place in Belfast (Stormont estate) on Saturday 29 August and in Omagh (Ulster American Folk Park) on Saturday 12 September, and the Belfast City Half Marathon on Sunday 20 September.”

Whatever day an organisation chooses, Marie Curie will recognise it in a number of ways. These might include a company visit to the Hospice, a personalised certificate that will be displayed in the Hospice and an online case study detailing an organisations ‘Pay for a Day’ journey.

But in Ciara’s opinion it is the opportunity to visit the Hospice and see first-hand how Marie Curie will use an organisation’s ‘Pay for the Day’ money that has the most impact. “Not everyone has experienced the Marie Curie nursing service, or for that matter has knowledge of what it is that our nurses do on a daily basis.

“By visiting the Hospice there is an opportunity to speak to some of the nurses, families and sometimes patients, and to hear just how much of an impact their fundraising activity will have.

“Pay for a Day is a fantastic campaign for the business sector to get involved with. Having been involved with a number of organisations

that have chosen to support the campaign I have seen how it has helped create a sense of staff morale and motivation and how it has inspired organisations to achieve and even surpass the £6,090 fundraising target.

“It’s an immensely rewarding and satisfying journey for all concerned and one that I hope more businesses will see as valuable.”

To find out more about the Marie Curie ‘Pay for a Day’ campaign please visit www.mariecurie.org.uk/belfast or call 028 9088 2060.

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COMMENTARY

Can Invest NI and Twitter make more noise than politics and the FT? asks Paul Terrington, chair, Institute of Directors Northern Ireland s I write, a headline on Financial Times on my desk reads, “Leaders try to save power­sharing administration from collapse,” quoting Theresa Villiers, the Northern Ireland Secretary, as warning that the situation, “looks increasingly grim”.

Also, as I write, Japan’s Osaka Chamber has taken to Twitter to welcome Invest Northern Ireland, Alistair Hamilton and a number of established and successful Japanese investors to the Northern Ireland seminar in the city.

Yesterday Twitter was extoling Northern Ireland as cyber security hub from the prestigious Infosecurity Europe event, launched by digital economy minister Ed Vaizey.

It’s been a good year for InvestNI; they exceeded most of their objectives and are justifiably telling the world that Northern Ireland is a strong investment location and that the imminent cut in corporation tax will make it even more attractive. The last thing they need is another political crisis to dampen investor enthusiasm.

Admittedly, this is hardly the first, or even the second, crisis that has threatened the collapse of the devolved administration.

In previous crises, there was a general expectation that they would get resolved through a deal cobbled together as the clock was about to strike midnight – and they generally were.

But this one looks different. It too, may still be averted at the last minute, but if that happens there is a growing perception that it would be a crisis deferred, rather than a crisis resolved and that may have implications.

That’s because both the chancellor and the secretary of state have reiterated that ‘switching-on’ the corporation tax powers and therefore ‘the rate and the date’ are contingent on delivering on the entirety of the Stormont House Agreement.

That means not just sorting out the welfare reform, but putting the Executive finances on a sustainable footing.

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In a UK context In the meantime, the new government’s devotion to devolution and decentralisation continues elsewhere. The former Goldman Sachs chief economist Jim O’Neill, now a Treasury minister, is charged with delivering England’s Northern Powerhouse.

That’s a bold plan to unite the North of England’s 15 million population into a collective force to rebalance the North-South economic divide by attracting new

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We don’t need another crisis; we need stability and a businessfriendly government that invests in infrastructure, skills and innovation. But we also need an articulate and globally-focused business, academic and third sector community that is vocal in its support for Northern Ireland as an investment location and is prepared to stand up and say so internationally. investment into northern cities and towns.

The elected mayor of the Northern Powerhouse’s new Greater Manchester Combined Authority (GMCA), supported by a cabinet comprising the ten council leaders, will control an annual budget of around £7bn, considerable spending autonomy, significant economies of scale and the authority to peruse and attract foreign direct investment (FDI) as well as other private investment, into the GMCA. The SNP’s virtual clean sweep of Scotland’s political landscape has set a new benchmark for the devolved nations.

Apart from a commitment to implement the recommendations of the Smith Commission income tax rates and bands, an assigned share of VAT and the full devolution of Air Passenger Duty - Nicola Sturgeon set as a minimum the further devolution of powers over employment policy; the minimum wage;

welfare reform; business taxation (including corporation tax); and National Insurance.

Given the pace of devolution and decentralisation elsewhere in the UK, a highprofile political crisis here is particularly unwelcome, particularly if it were to undermine, postpone or even threaten the devolution of corporation tax.

But corporation tax aside, Northern Ireland, as an integral part of the UK tax system remains one of the world’s most competitive tax regions for business.

The latest annual PwC, World Bank and IFC, Paying Taxes study shows that the UK lies in 16th place in a league table of 189 countries, worldwide. That’s two places up on 2011 when the UK was in the number 18 spot and is despite 47 countries having reduced their corporate profits tax at the height of the global financial crisis of 2008-2010.

Northern Ireland also punches well above its weight in terms of attracting FDI and persuading investors to reinvest, with FDI into the region amongst the highest amongst the UK regions outside London.

And these investors are enthusiastic champions for Northern Ireland – as Tweets from Osaka referencing Japanese investors clearly indicate.

We don’t need another crisis; we need stability and a business-friendly government that invests in infrastructure, skills and innovation. But we also need an articulate and globally-focused business, academic and third sector community that is vocal in its support for Northern Ireland as an investment location and is prepared to stand up and say so internationally.

Just as good news from Twitter in Osaka and Infosecurity Europe countered bad news in the FT, we are engaged in a battle for the hearts and minds and commitment of mobile investors.

So are the Scots, the Northern Powerhouse and the Irish. We need to be better, stronger and more internationally articulate and that might just counter some of the fallout from the political crises.

Businesses take off at

Belfast City Airport atest figures published by the UK's Civil Aviation Authority showed that George Best Belfast City Airport transported more than 2.5m (2,555,111) passengers in 2014 and we believe this trend is set to continue thanks to a number of route developments.

As an airport, we have a clear strategy to ensure that, as a region, we promote excellent air connectivity. This means we are constantly evolving the selection of routes we offer and airlines we work with to ensure passengers have the ultimate choice when deciding where to fly to and who with.

As a key destination for business commuters, London is already extremely well served from Belfast City Airport. We are the only airport in Northern Ireland to offer services to London Heathrow, with Aer Lingus and British Airways operating up to nine flights daily to the international hub. In addition to this, Aer Lingus also has three flights to London Gatwick on a daily basis.

In 2014, Flybe commenced its four times daily service to London City which is already proving extremely popular with both leisure and business travellers who are keen to land in the heart of London.

Furthermore, 2015 has also seen the introduction of a number of new and exciting routes at Belfast City Airport including Liverpool (Flybe), Barcelona (Vueling) and Amsterdam (KLM).

With business travellers accounting for almost half of the total passenger numbers through Belfast City Airport, this direct connection to major hubs such as Amsterdam and Heathrow means that Northern Ireland businesses have greater accessibility to lucrative international markets than ever before.

In fact, many international firms locate here, relying on our links to the world.

Companies like PwC and Citi rely on the daily link from Belfast to Heathrow to connect with their global offices.

Through Heathrow, passengers can take advantage of approximately 180 onward destinations with upward of 240 route connections through Amsterdam Schiphol.

This ability to easily connect to both well and lesser known, perhaps previously inaccessible, locations enables businesses in Northern Ireland to go further.

Our other routes also facilitate the need to connect with the mainland, which is crucial for business and leisure passengers, for whom hopping on a train or a boat is just not an option.

Through our partner airline, Flybe, we have

by Katy Best, Commercial and Marketing Director at George Best Belfast City Airport

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Katy Best and Minister Arlene Foster at the announcment of the arrival of KLM to George Best Belfast City Airport

a fantastic and extremely popular domestic route network – from Aberdeen to Southampton.

Travel on your terms We are acutely aware of the value of time to our business travellers. Even before getting on their flight, we understand that these passengers in particular need to make the best use of their time.

Along with excellent surface access options, parking at the airport also means that you can truly travel on your terms. Our constant improvements to our range of online parking products means that whether you are travelling for just one day or one week, you are in total control.

Additionally, with such a high volume of business travellers passing through the airport on a daily basis, we have installed free, unlimited WiFi in 2013, which has enabled our passengers to make use of what would previously have been termed travel ‘down time’.

Instead, our passengers can now stay fully connected via tablets and smartphones throughout every leg of their journey.

There are a number of other options that we have available - such as fast-track security and lounge access- which we believe make every journey easier for business and leisure travellers alike.

Let them come to you Belfast City Airport doesn’t just facilitate

travel to a wide host of locations – it is a business destination in itself. Our state of the art Conference Suite has been designed with our local business community and business travellers in mind.

Should you require a prestigious venue for a business seminar or an informal one-to-one meeting, this is the ideal venue to forge business deals and foster relationships which will enable Northern Ireland businesses to go further.

In addition, Belfast City Airport for many years has been promoting the city and Northern Ireland as an outstanding destination, not only to airlines but to the wider aviation industry and all of the travelling public.

Recently it was announced that the prestigious Routes Europe conference will be coming to Belfast in 2017. We believe this will enable us to further market the city and region like never before, and we look forward to continuing to work with Government to ensure we fully capitalise on the conference.

It will direct the commercial aviation spotlight on Belfast and we will certainly play our part in making the region shine..

For more information please visit www.belfastcityairport.com Belfast City Airport can also be contacted through social media: Facebook.com/belfastcityairport Twitter.com @belfastcity_air

Reach for the sky – the economic importance of air route development

by Dr Peter Bolan, Ulster University

n the modern world in which we live, air connectivity is vital to any country’s economic growth and development. When it comes to crucially important industries like tourism then this is even more pertinent. The recent news that Belfast is to host a major international conference on air route development (Routes Europe) in 2017 is a fantastic achievement with enormous potential in this regard. ‘Routes Europe’ is essentially the air route development forum for Europe and draws together a range of airlines, airport authorities, tourism bodies and indeed anyone with a vested interest in conducting business to, from and within Europe.

This year’s conference (now in its 12th year) took place in Aberdeen (following Marseille in 2014) and saw some 1200 delegates attend, with 125 airlines, over 300 airports and 45 tourism authorities represented. Make no mistake then, this is a big deal and a hugely significant conference event to have secured.

Air connectivity is hugely significant not just for tourism development but the economy of a country in general. According to Oxford Economics visitors arriving by air contribute over £12 billion a year to the UK tourism industry, generating a further 170,000 jobs; 55 per cent by value of the UK’s manufactured exports to countries outside the EU are transported by air; air services have been vital in developing economic relationships with emerging economies such as China; and a quarter of companies report that access to air services is important in determining where they locate their operations in the UK. Clearly, air route development is important

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for tourism but also the wider economy in the UK. Here in Northern Ireland there is no question that air route development needs to be higher on the agenda and taken even more seriously. We are in many respects a peripheral location in Europe and yet connectivity and access to markets are absolutely crucial to economic development (including tourism).

Research indicates that businesses trade 20 times as much with countries that have a direct daily flight to that country, as they do with those countries that do not. Other studies have shown air links as the most influential transport factor in the location decisions of most over-seas based business investing in the UK. On the tourism front, air route development is vital if we are to continue to grow as a destination. Including direct, indirect, and induced effects, air transport on a global basis supports 35 million jobs within tourism, contributing around $807 billion a year to world GDP (according to the WTTC).

Our peripheral location hinders how far we can develop as tourism destination in Northern Ireland. Having to take several flights to get here can be off-putting as well as expensive for many international tourists.

Developing direct flight routes with the right markets can help address that and allow us to con-tinue to grow as a destination.

It may sound like a no-brainer, but it’s often easier said than done of course. Such endeavours can be incredibly challenging.

Airlines want to know that a route is commercially viable before they will even consider it. Support from government in terms of air route development funds can certainly help in that regard, as well as support from tourism bodies and the wider business sector.

Then we have the issue of Air Passenger Duty (APD). A policy introduced in back in 1994 and the subject of some controversy in Northern Ireland in recent times. This was brought to the fore last year when the Republic dropped their equivalent to our APD which then paved the way for airports there (most notably Dublin) to more viably attract a host of new routes. The concern has therefore been that we will watch air route development strengthen the economy in the Republic whilst here in Northern Ireland things either remain static or certainly develop much more slowly in comparison.

In terms of air routes, Dublin already serves five times more cities than Belfast and airline seat capacity in the summer period is ten times higher than for Belfast. Whichever way

we cut it we are at a clear disadvantage in this regard. It has been proven that reducing APD is one of the most effective ways to enable airports to attract new routes and increase passenger numbers.

Therefore this is something that warrants serious attention in terms of both tourism strategy and wider economic strategy for Northern Ireland going forward. Other issues facing development of our air connectivity include the cap on passenger numbers at Belfast City Airport. Limiting seat capacity there curtails any true meaningful air route development for the future in relation to that airport. The airport itself has been trying to lift the seats cap since 2004.

Recent moves in the past few months to have the cap lifted has brought more controversy in terms of objections from local residents in the airport vicinity, mostly relating to concerns over noise pollution.

With any new growth and development (including tourism) it is of course a balance and the views of our local communities have to be included and taken into consideration.

Nonetheless, if our economy is to grow and our tourism industry is to flourish and continue its current upward trend then these kinds of measures need to be addressed.

The role that airlines and airports play in opening up new destinations and allowing existing destinations to grow is massive.

Therefore, whatever the challenges, we have to move this crucially important aspect of development much higher up the agenda.

That is why the news of Belfast hosting the ‘Routes Europe’ 2017 conference is such a truly significant achievement. It gives Northern Ireland a platform and an impetus to fully address the issue and to do so with many of the key players who will actually be here on the ground for the event. It also puts the media spotlight even more firmly on these issues. The conference presents a fantastic opportunity then, one which needs to be planned for now, in a strategic and proactive way.

Proper development of air routes and good effective air connectivity enables flows of trade, investment, labour, knowledge and tourists that ultimately support economic growth by pro-viding new opportunities, improving productivity and increasing competition.

These benefits can then extend directly and indirectly across all sectors of our economy.

Let’s start planning towards achieving more in this regard now, so we can harness the 2017 event to maximum effect.

THOUGHT LEADERSHIP

When do we need to engineer solutions?

by Simon Bridge, visiting professor at Ulster University n the year in which we commemorate the 70th anniversary of the end of the Second World War it might be appropriate to consider a lesson from that war highlighted in a recent book by Paul Kennedy.

The book in question is Engineers of Victory and, in examining the Allied victory, Kennedy looks at the effort required to achieve it. To do this he uses a wide definition of engineer from Webster’s Dictionary as ‘one who carries through an enterprise by skilful or artful contrivance’.

This is the sort of effort which is needed when a single-solution approach is not an option. Kennedy ascribes victory, not to the result of one or two battles or campaigns or to the impact of one or two tactics or weapons, but to the co-ordinated application of many contributions from different areas.

The Allies could not look elsewhere for solutions, they had to devise their own, and Kennedy describes how they overcame a series of complex problems, each of which was solved through many combined and coordinated ideas and efforts.

For instance one of the problems which had to be addressed was how to get convoys safely across the Atlantic.

Without safe passage for ships across this stretch of water Britain could not have received the food and oil it needed to survive and the American forces could not have been brought to Europe to add their essential effort to the defeat of Germany.

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The first big movement of American forces across the Atlantic was in 1943 but before that in the Atlantic things had become increasingly dangerous for the Allied side. For instance 1942 was a particularly bad year when losses of Allied shipping had risen almost to a catastrophic level and the number of German U-boats was still increasing because, although some U-boats were being found and sunk, the Germans were building more faster than the Allies were destroying them.

There was then a lull over the winter because of the weather, but in March 1943 alone 108 ships Allied ships were lost – so it looked as if that year was going to be worse.

However, in retrospect, it is clear that the tide then began to turn and Allied efforts began to pay off.

Those efforts had started earlier so that by 1943 new solutions were coming on stream and the U-boats never again managed to make such an impact and March of that year marked the last period of clear German dominance.

But, as Kennedy shows, this Allied success came, not from the contribution of a single issue or from the uncoordinated brilliance of individual efforts, but from the ‘engineered’ enterprise of a co-ordinated effort which encompassed a whole series of initiatives. For instance among the contributory factors he describes were: • Providing air cover to close the ‘gap’ in the middle of the Atlantic by a combination of

developing long range shore-based aircraft and the conversion of merchant ships into relatively simple aircraft carriers.

• Developing radar sets and searchlights which could be carried by aircraft to enable them to find submarines.

• Evolving weapons with which aircraft could sink those submarines once they were spotted.

• Providing intelligence, not least from Ultra, on where the submarines were likely to be.

• Disrupting submarine building, and their home base berthing facilities, by bombing.

• Restricting submarine passage on the surface to and from those bases – because submerged submarines were slower and had to use up the charge in their batteries.

• Devising efficient convoy procedures with a balance of warship use between protecting convoys and hunting submarines.

• Supplying sufficient anti-submarine warships with the means both of detecting submarines (radar and sonar) and then of destroying them (‘hedgehog’ mortars and depth charges).

• Devising effective tactics for the use of the new anti-submarine equipment.

• Providing appropriate training in the use of the new equipment and tactics.

We need to recognise the complexity of clouds and encourage the enterprising ‘engineering’ needed to change them: for instance for an economy a co-ordinated effort to address policy assumptions, policy rationale, policy methods, policy delivery and policy evaluation – all of them not just one of them. Professor Simon Bridge That is a long list, and it is not exhaustive, but it does illustrate the totality of the ‘engineering’ effort needed. All these contributions played their part – but they could not be pre-ordained.

The list above was assembled after the victory, not before it, and those contributions were made only because the Allied management allowed and encouraged the development of a wide variety of new innovative approaches and then engineered those that worked into a co-ordinated solution.

The traditional approach of sailing ships in convoy to protect them from enemy intervention had a long history and it had, for instance, helped against the submarine threat in the First World War. Therefore, since the 1939, the British had again organised convoys protected by escort ships as the recognised way to reduce losses.

However, as the mounting U-boat successes showed, that was not working well enough so the otherwise often popular response of doing more of the same was not going to be a sound strategy.

But it probably took the situation of war, where the alternative was defeat, to force that change and to encourage a search for, and an acceptance of, new thinking - and the sidelining of traditional approaches and the people who could not see beyond them.

So for the Allies this required a re-thinking of old assumptions and a willingness to recognise contributions from unusual directions - such as the Birmingham University development of the cavity magnetron which enabled radar to be miniaturised and to operate at different wavelengths so that it could both be small enough to be fitted into aircraft and be able detect objects as small as submarine conning towers.

And what was also required was the organisational ability to bring all this enterprise together in a co-ordinated way.

Thus it was not just a matter of individual initiative, innovation or enterprise, although that was important, but the ‘skilful or artful contrivance’ to carry it all through.

If a complicated piece of machinery stops working then that is often because a component has failed. So, if that component can be identified and repaired or replaced, the machine should work again. However if a complex system doesn’t work, and had

actually never really worked in the present situation, then a single solution approach is very unlikely to succeed.

You can’t realistically just try one thing and expect to have cracked the problem - instead the sort of overall engineering effort described by Kennedy will be required.

It is therefore important to distinguish between situations when a single solution might work and those which are more complex and likely to require the enterprise of a co-ordinated engineered approach.

Thus, when our cars stop working, often a relatively quick repair will get them on the road again. But an example of a complex situation is our economy and, if something like it is not working as well as we might want, or hope, then we should expect to have to engineer the enterprise needed to fix it. An economy isn’t a machine like a clock which, although complicated, doesn’t work because one component has broken.

To use Sir Karl Popper’s analogy, it is more like a cloud than a clock – and it is affected by the complex interaction of many factors most or all of which may need to be adjusted.

We need to recognise the complexity of clouds and encourage the enterprising ‘engineering’ needed to change them: for instance for an economy a co-ordinated effort to address policy assumptions, policy rationale, policy methods, policy delivery and policy evaluation – all of them not just one of them.

This ‘engineering’ is not something that one designer or planner-in-chief works out on a drawing board, but a system which encourages, supports and co-ordinates efforts from a wide variety of contributors looking at many different facets of the problem.

Victory in the Atlantic, and then in the War as a whole, wasn’t a victory for unthinking brute force, but for ‘the proper application’ of the effort that was available. It wasn’t a onesolution problem (how many are?) – so thinking that the answer in the Atlantic was long-range aircraft and then sitting back and doing not much else until they were available would not have succeeded.

The Allies worked on all the things they thought they might need and explored lots of possible opportunities – not just the glamorous ones.

It was easy to have a vision of victory but realising that vision was something different.

Having the vision, no matter how glorious or glossily promoted, was no substitute for the engineered enterprise necessary to achieve it.

It was also important to recognise that achieving victory was not a single-solution problem and that it was going to require a complex and innovative engineered effort – and therefore what was needed was not just to allow, but actively to encourage and support, such an approach.

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THOUGHT LEADERSHIP

Defending the EU Sinead McLaughlin, chief executive, Londonderry Chamber of Commerce kicks-off the debate that will dominate our livers for the next 18 months hether you call our city Londonderry or Derry, there is one dominant and overwhelming reality that can sometimes be an elephant in the room. We are the UK’s only cross-border city. Or, to put it another way, the currency of part of our city is sterling, but part of our city operates in the eurozone.

In three directions, Derry’s suburbs are in the Republic of Ireland. Commuters and businesses’ delivery vehicles here will often cross the border two or more times a day.

Many people in Derry and Donegal carry two currencies as part of everyday life. Others don’t bother – sterling is accepted in Donegal as easily as euros are taken by businesses in Derry and Strabane.

It should be no surprise then that talk of ‘Brexit’ and a referendum on European Union membership strikes anxiety into the heart of commerce and citizens alike.

Some parties even went into the General Election calling for the reintroduction of border controls in Ireland.

Let us remember what happened when there were last border controls. For this we do not need to go back to the years before the Good Friday Agreement.

Instead we can recall 2007 – the year of the latest foot and mouth outbreak. The result was chaos for many people. Business was disrupted. Cross-border commuters arrived late for work and late home at night.

Shoppers had their milk, meat and cheese confiscated when they arrived at customs controls. Others took to the back roads, knowing where there were no border posts.

So the vote in the North West would be very strongly against border controls!

For most of our businesses in Derry, the Republic of Ireland is their major export destination.

For some, it is more important than their home market of Northern Ireland. Many have well established cross-border business partnerships. Some of our largest companies have subsidiaries in Donegal or Dublin.

They all worry about what ‘Brexit’ would mean for them.

Despite the two jurisdictions and two currencies, the North West of Ireland operates to a large extent as a single economy.

Currencies are easily traded. Cross-border property ownership is common.

For many consumers, where they shop – in the North or the Republic – is based on a calculation of today’s currency valuations.

This is our life. How would this change if the

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UK left the EU? Well, we just don’t know. And uncertainty, as we all recognise, damages investment and business planning.

We are already suffering from the instability of the Stormont Assembly, which is eroding business confidence and making it less likely that companies from the United States and elsewhere will invest here. We now have parallel uncertainty about the UK’s place within Europe.

The impact of the UK leaving the EU would be much more damaging to Northern Ireland than it would be to Great Britain. For one thing, our relationship with the Republic of Ireland is vital to us in ways that no international trading relationship is as key to GB. Secondly, Northern Ireland remains poor relative to the rest of the UK. And, specifically, the North West is much poorer than the rest of Northern Ireland. This means that our businesses have to be export focused to generate adequate revenues – there is simply not sufficient wealth here to sustain the business activity we need to create large numbers of jobs. Leaving the EU would substantially reduce our export opportunities.

If the UK did leave the EU, it is likely that the country would join EFTA, the European Free Trade Association. In this we would be like

Switzerland, Norway and Iceland. And the Swiss operate border controls for people arriving from its neighbouring countries. So would the same apply here? Presumably.

Our businesses trade on two sides of the border – as if the border does not exist. For most day-to-day purposes the border actually does not exist. To recreate that border is unimaginable. Derry does not want to be at the end of the road.

Whichever direction you travel in, at present, Derry is the beginning of an exciting journey.

Let us keep it that way.

SPONSORED ARTICLE

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THOUGHT LEADERSHIP

is your workplace ready for

THE MILLENNIALS? The workplace has changed dramatically over the past couple of years. Advances in mobility and devices and increasingly tech savvy workers have forced many enterprises to re-assess their definition of the workplace and adapt to demands for a more flexible approach to work. obility advances, unified collaboration (UC) tools and growing Wi-Fi networks have all combined to create a more flexible and productive workplace. In fact, the idea of a static workplace is rapidly disappearing as a younger generation of employees join the workforce.

These so-called Millennials have been connected to a range of devices for most of their lives and value the greater flexibility and collaboration that tools such as IM, social networks, videoconferencing and Wi-Fi bring.

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The Effects of a Modern Connected Workplace It’s clear that a digital workplace can deliver productivity benefits. Businesses that implement social technologies for employee interaction increase the productivity of highskilled workers by 20–25 per cent (McKinsey Global Institute, 2012).

According to Deloitte, second generation digital collaboration tools such as virtual meetings, enterprise social networks and IM allow for a higher frequency of shorter but more engaging contact.

In a 2013 study across 6 countries in Western Europe, they found that employees with access to effective collaboration tools were 17 per cent more satisfied with their workplace culture.

UC and a more established Wi-Fi network are fuelling the growth of trends like BYOD. Gartner predicts that by 2016 38 per cent of enterprises expect to stop providing their workers with devices, and by 2017 50 per cent of companies will require their employees to supply their own device.

By allowing employees to use their own devices enterprises can tap into significant benefits. BYOD can reduce the upfront costs of hiring, workers have access to marketleading technology faster, employees are juggling less devices and are happier using their own, employees are more productive quicker as they are familiar with their own device and less time is spent on training or upskilling workers.

Organisations are Playing Catch-up The benefits of a more flexible approach to working are clear, yet according to statistics, the modern workplace has yet to emerge.

Latest results from CIPD found that only 35 per cent of employers offer mobile working

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arrangements and actual uptake is as low as 14 per cent.

Deloitte’s 2013 study highlighted that just nine per cent of respondents believed their organisation to have a very effective infrastructure for sharing and collaboration.

The technology is there to enable greater take-up, so what’s stopping businesses from freeing up employees from their desks?

Creating an open digital working environment can be a minefield for enterprises, who need to walk a fine line between respecting employee privacy and protecting intellectual property and sensitive data.

According to research by Deloitte, the big collaboration blockers are traditional human resource issues like workplace culture and management structure. HR and IT within organisations need to work hand-in-hand to move digital collaboration tools from ‘nice to have’ to ‘core applications’.

Where to start with a Digital Workplace Policy?

Every company is different and flexible work policies are not a ‘one size fits all’ solution but here are some of the key elements: • Assess the tools employees are using and determine an acceptable usage policy for each - ensure that employees read and understand them.

• Make it clear what is permitted on social media from the outset to avoid any confusion.

Companies should make sure that employees know how to react to negative comments and that they are not permitted to post confidential company data.

• Clearly state what type or classification of information can be communicated via IM. Your policy may want to include the company's right to monitor usage.

• Ensure personal devices that are used for work purposes are password protected.

• Draw up a list of applications that are acceptable to use on own/company devices.

An acceptable usage list means all employees are aware of the applications and other resources that are considered safe by their company.

• Make sure the workplace policy covers accessing sensitive data from a personal device and use of Wi-Fi hotspots.

• Don’t underestimate the power of executives as role models.

In conjunction with a comprehensive policy, a mobile device management (MDM) solution is worth investing in if flexible working is prevalent in an enterprise. MDM solutions make it easier for companies to track, monitor and secure employee interactions.

When it comes to security, an ‘informationfocused’ strategy will become more prevalent with greater focus on detective and reactive controls. In practice, this means implementing context-aware security monitoring for internal and external environments, threat intelligence assessment capabilities and incident response.

Regardless of the added complexity, the modern connected workplace is inevitable.

Gartner predicts that by 2018, 25 per cent of large organisations will have an explicit strategy to make their corporate computing environments similar to a consumer computing experience.

There’s no doubt that workers of today expect to be able to work on their terms: at non-traditional hours, from non-traditional workplaces like cafes, using their own laptops or smartphones and with access to collaborative tools.

For many enterprises, attracting top talent means creating a Millennial-friendly workplace. This transformed workplace is one where flexibility is encouraged and supported in an environment that protects both the worker and the enterprise.

Matt McCloskey is sales director with eircom Business Solutions NI. uk.linkedin.com/in/mattmccloskey www.eircom.co.uk. twitter.com/eircomUK linkedin.com/company/eircom­ni

Post election stability, but choppier waters ahead globally Nigel Crawford, Head Of Office for investment management company Quilter Cheviot in Belfast, tells Business FIrst what the post-election landscape might look like. fter the firm expectation of a hung parliament, the recent election result was an unexpected boost for the UK’s markets. Sterling rallied, shares surged and the City breathed a collective sigh of relief.

However, now the dust has settled, and the champagne corks have been swept away at Tory HQ, attention is turning to what the medium and long-term consequences of the Conservative victory might be.

Undoubtedly, a single party government means greater stability, and that can only be a good thing for the financial sector.

There is no reason for the Bank of England to become agitated, and the markets will be reassured that the Government has a mandate to deal with the budget deficit in a focused way, without the need for pleabargaining with coalition partners at every turn.

There are rising waves ahead, however.

As ever, perhaps the most pressing concern is money, or rather, the lack of it. While the Conservatives do not have a reputation for profligacy, a large part of their election promises hinged on giveaways – whether the promise of free childcare for 30 hours a week or slashed inheritance tax.

Funding for these concessions needs to be found somewhere and this is one thing that will continue to be in short supply for some time to come as Chancellor George Osborne continues the challenging task of rebalancing the economy.

Further north from the Palace of Westminster, the SNP victory, and Alex Salmond’s declaration that “the Scottish lion has roared” also means that Scotland will continue to be a source of perceived instability, if not actual instability. However, the economy most at risk of destabilisation is its own, with the SNP likely to press for increased tax raising powers, something which risks making business in the north of

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the border less attractive, and bringing with it the real risk of disinvestment.

There is also the looming spectre of the promised in-out EU referendum, something which many commentators argue could rock the markets as the time nears and fears of a ‘Brexit’ heighten. It is worth remembering here, however, that business can give Whitehall a run for its money when it comes to politicking. Business leaders catastrophizing about the result of the referendum in the media are being astute, sending David Cameron the clear message that he needs to negotiate hard with Europe ahead of any referendum in order to secure terms which are likely to generate the result that industry wants.

He is in a good position to achieve this.

Germany sees the UK’s market-led economy as a useful foil to more interventionist economies such as that of France and thus will be amenable to renegotiating terms which will be more palatable to both British businesses and the British electorate.

For all the media brouhaha about the UK’s relationship with the EU, then, it is likely that the issue will be resolved without resorting to extreme measures.

Certainly, I would expect the markets to give Britain the benefit of the doubt ahead of any such referendum.

So in the short term, we are not anticipating the UK’s political scene making waves in the markets. That is not to say that all is well on the horizon, however.

Instead, those waves are much more likely to come from without the island, in the form of US interest rate rises, growth slowdown in China and the effect of Greece’s eurogroup negotiations, all of which could well have a tangible impact on UK investors in the near future.

About Quilter Cheviot

Quilter Cheviot, part of Old Mutual Wealth, is one of the UK’s largest discretionary investment firms and can trace its heritage to 1771. The firm is based in twelve locations across the UK, Jersey and Ireland and has total funds under management of £17.5bn (€24bn)* (as at 31 March 2015).

The firm is based in twelve locations across the UK, Jersey and Ireland. It focusses primarily on structuring and managing discretionary portfolios and funds for private clients, charities, trusts, pension funds and Intermediaries.

The business’ Belfast Office works closely with independent financial advisers to assist individuals with their investment strategies, delivering a bespoke service built on robust research and lasting personal relationships.

COMMENTARY

It’s time to put enterprise first says Patrick Gallen, chairman, Chartered Accountants Ulster Society irst off, allow me to introduce myself.

I’m Patrick Gallen, and I’m the new chairman of Chartered Accountants Ulster Society. This is my first contribution to ‘Business First’, and I’m delighted to be taking up from where my predecessor, Paul Henry, left off.

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From where I sit, the message is pointed: let’s sort out the impasse over Welfare Reform and get down to the real challenges we face which are building opportunities, restoring confidence and giving the can-do approach room to flourish. It’s time to put enterprise first and then we can all benefit going forward.

Patrick Gallen

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CAUS has a membership of 3,800 across all sectors of the local economy and, as a professional body, is perfectly placed to provide in-depth analysis and comment on what is happening.

So, with that in mind, let’s kick off with Corporation Tax, and how the turmoil on the vexed question of Welfare Reform could impact adversely on the devolution of the power to Belfast.

As I write, talks to resolve what to many seem an intractable issue are continuing.

I’m an optimist by nature, and my hope is that at some stage soon, the political parties, aided by the two Governments, will find a way through the political ‘thicket’.

The Northern Ireland economy needs the power which, it is argued, will serve as a trump card in attracting game-changing and valuable inward investment projects to these shores. I’m not going to repeat wordfor-word what economists have said about recovery in 2015. We all know it is shaky and in need of stabilisation.

We have unprecedented cuts coming our way in the Public Sector with significant job losses. Therefore, we don’t have the luxury to ponder and procrastinate.

As a region, we have to grasp Corporation Tax powers and get a rate established with the minimum of delay so that the people in Invest NI who promote and market us internationally can deploy the ultimate piece of persuasion in international boardrooms.

If the devolution timetable slips from 2017, Northern Ireland will suffer. Our economy will falter and stutter; the Republic of Ireland will power ahead and a chance to make a significant mark will have, at best, been delayed. Put simply, we cannot allow that to happen!

No one is pretending that Corporation Tax on its own will radically transform the economy.

Other elements have to tie in with the power to set the rate – either 12.5 or 10 per cent - and they encompass an investment in our infrastructure and addressing challenges in R&D, innovation, skills, access to finance and productivity.

At the centre of a real desire to up our game must be a determination to act with speed when new opportunities present themselves, and to nurture new thinking which places enterprise front and centre.

2015 will be challenging. It will be less so if we have political stability instead of a crisis-a-day with accompanying doomsday narratives.

From where I sit, the message is pointed: let’s sort out the impasse over Welfare Reform and get down to the real challenges we face which are building opportunities, restoring confidence and giving the can-do approach room to flourish.

It’s time to put enterprise first and then we can all benefit going forward.

WOMEN IN BUSINESS

Leading Global Ambition at the Women In Business Conference

oseann Kelly, Chief Executive of Women in Business, said: “This year’s theme of ‘leading global ambition’ allowed us to engage speakers who are truly ambitious, great leaders and operating at a global level but more importantly they are local role models.

“It was important following the success of our International Conference last year that we showcase our home grown talent. The message is to everyone regardless of size that you are a leader, you should be ambitious and you should look globally for new markets and trends.

“From Irish native Rosaleen Blair of Alexander Mann to Argento founder, Pete Boyle from Strabane, and Grainne Kelly of Bubblebum from Derry~Londonderry, we had a real mix of entrepreneurial styles and business passions which was extremely well received by those attending.

“Our speakers touched nerves, challenged ambitions, provoked goals and thoughts, inspired and motivated the delegates, and they left the conference empowered and ready to lead their business with a real sense of global ambition.”

Ellvena Graham, Head of Ulster Bank

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Northern Ireland, who were key sponsor of the Conference, said: "Ulster Bank has a strong track record of supporting female entrepreneurship, through initiatives such as our BusinessWomenCan networking events and resources, and we would encourage local women to engage with the bank as we can provide support for their exciting plans for growth."

This year’s conference offered delegates a new element in the ‘Mentoring Market’ where pairs of mentors offered advice in breakout sessions from sectors including agri food, creative industries, local government, manufacturing and financial. This session was followed by facilitated networking where delegates had 30 minutes to discuss the findings, learnings and secrets of success shared by the speakers and mentors.

In celebration of Women in Business rebrand, a special membership fee of £25 has been introduced.

To join Women in Business tel 0800 032 8533, log onto www.womeninbusinessni.com, follow the organisation on facebook /womeninbusinessni and on twitter @wibni.

Business Women urged to join with 1200 others in Women In Business omen in Business, is slashing its annual membership fee to £25 in a one-off bid to double its numbers and attract women from small businesses and organisations.

They want to offer all business women access and engagement with the fastest growing network of its kind on the island and believe that any perceived financial barrier to joining will now be removed with this new fee which averages at just over £2.00 per month.

The new membership fee is available now.

To become a member log onto www.womeninbusinessni.com or tel 0800 032 8533.

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SPONSORED ARTICLE

Online map shop a real benefit to business community new online map shop, which allows Land & Property Services (LPS) customers to purchase Ordnance Survey of Northern Ireland (OSNI) mapping products, is proving to be a real success in the business community.

The new website means that customers anywhere in the world and at any time are now able to view, purchase and download the extensive range of OSNI digital map products to their computers and tablets within minutes and order OSNI paper map products online.

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Who will benefit The OSNI map shop is proving to be of particular benefit to solicitors, engineers, architects, surveyors and property developers. It provides quick and easy access to OSNI’s most popular products such as OSNI ACEmap®.

ACEmaps are the definitive location mapping for planning applications, property conveyancing and land registration in Northern Ireland. Solicitors, in particular, can benefit from buying ACEmaps online, cutting

down on postal time and paperwork.

ACEmap online also allows users to see if any accompanying lands are covered within the area selection with the option of changing scale, orientation or paper size.

A further feature of the site which is proving popular, especially with architects, is the new bespoke mapping function. This function allows users to select areas of interest for large scale vector mapping, commonly used in AutoCAD. This creates an area more relevant to any shape of site and avoids unnecessary coverage, makes the file smaller for systems to handle and reduces costs compared to purchasing map tiles.

The site also gives access to orthophotography and height products, 1:10,000 raster mapping and a host of other data for more detailed work.

more than just paper maps. I am delighted to see such a positive uptake in the services offered on the online map shop and would encourage everyone to visit the new website and browse the range of products on offer”.

The new website, which was developed by Land & Property Services in partnership with nidirect and BT, is now hosted within nidirect, the official government website for Northern Ireland.

For more information, visit www.nidirect.gov.uk/osni To keep up to date with Ordnance Survey NI news and events, follow OSNI on twitter: @osni_maps.

More than paper maps New Finance Minister, Arlene Foster said: “Ordnance Survey mapping products have been trusted for centuries and this new online map shop shows that they provide

Hilton Paris Opera chooses Sonet Communications n 2014, the prestigious Hilton Paris Opera hotel embarked on an 18-month refurbishment and upgrade programme throughout the entire building.

A key element of this process called for the installation of new structured cabling for all data, telephony, wireless access and fibre optics throughout the landmark property.

The client initiated a process of competitive tender, which attracted a global response from cabling specialists. However, based on its proposed methodology and price, plus extensive prior experience, the contact to complete the new cable install was awarded to Sonet Communications from Lisburn, in Northern Ireland.

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Our approach By drawing on our prior experience of work within hotel environments, including those in the Hilton Group, the Sonet team was able to respond quickly and effectively to the challenges of this project: • Careful pre-planning meant that all issues relating to compliance with French health and safety issues were successfully addressed.

• Excellent relations were established with other contractors and language barriers were overcome.

• Rigorous testing of each phase ensured that exacting quality standards were maintained throughout.

• Full training on the new data and fibre network was delivered on time and to all

appropriate Hilton hotel IT staff.

• Full signoff completed on time.

Choosing the Right Solution At Sonet Communications we opted for the Excel range of products, one which we had much experience of installing.

Sonet have a long established relationship with Eurocables in Belfast who are an approved Excel Cabling Partner, so they provided the Excel end-to-end Category 6 solution.

Outputs Complete customer delight is always our aim, and this was achieved on the Hilton Paris Opera project. However, in addition to fulfilling all of the requirements laid down in the brief, the Sonet team was also able to

resolve a number of long-running technical issues which had plagued the data and telephony systems within the hotel.

Furthermore, there were no hidden costs or surprises for the client. Any changes or additional works were carefully explained and costed, so that the benefits resulting from them became self-evident to the overall Project Managers.

In response to the professional and diligent manner in which Sonet Communications undertook their role in this project, the French construction programme managers, Artelia International, awarded Sonet additional work on the site.

For further information on how Sonet Communications can resolve your cabling issues, contact John Robson on: 9262 2299

THOUGHT LEADERSHIP

Business crime is an issue for both urban and rural based businesses FSB Northern Ireland n May, the popular FSB village made a return to Balmoral Show and demonstrated the diverse range of sectors, goods and services that small businesses represent throughout Northern Ireland.

Ranging from canine hydrotherapy treatments to emergency medical supplies, our members are indicative of the extent to which small businesses offer essential services, whilst also being the established backbone to the local economy.

Northern Ireland has a high dependence on the rural economy. Ulster Bank figures recently revealed the predominance of agribusinesses as they cited that one in four businesses in Northern Ireland was currently classified as agri-business. A large number of our members own rural businesses and as a result are affected by rural crime.

According to figures released by the National Farmers Union (NFU) the level of rural crime increased by 15 per cent last year, and was estimated to cost the local economy £3.9million, which reflects an increase from the 2012 figure of £3.4million.

The prevalence of rural crime is something that FSB highlighted during a recent presentation by FSB on business crime to the Northern Ireland Assembly’s Justice Committee.

Presenting on behalf of the Federation of Small Businesses (FSB) in Northern Ireland, Policy Chair Wilfred Mitchell OBE, explained that whilst retail crime was often brought to the fore of such discussions, it was vital that other crimes impacting businesses were not overlooked.

Mr Mitchell outlined: “Agri-business is a major contributor to the Northern Irish economy, having the highest agri-business rate in the United Kingdom.

“Rural crime on agri-businesses have not only severe financial impacts but also emotional. This is due to the fact that most rural businesses are home-based, so the crime will impact on home and family life as well as livelihood.

“An FSB analysis of rural and urban businesses has revealed that overall urban located businesses are more likely to report crime than rural businesses with 47.1 per cent of urban businesses reporting crime compared to 40.5 per cent of rural businesses,” he explained.

A 2010 survey carried out by the FSB on business crime revealed that only 60 per cent of members overall, urban and rural, reported crimes such as aggression, intimidation,

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criminal damage and even burglary. The primary reason provided for the response was lack of faith that the police would take their complaints seriously.

Indeed something that is increasingly voiced by our FSB members has been a lack of frustration and confidence at the low rates of conviction, following earlier reporting of crime.

Mr Mitchell added: “Unfortunately business crime tends to create little concern amongst many members of the public, as it is regarded, due to misconceptions around insurance payouts, as being a victimless crime. This is far from the case.

“As well as the cost to business resources, time and confidence; a business making a claim on their insurance as a result of crime will see an increase in their premiums, which have already increased over the last few years.”

The FSB have emphasised two steps to enable greater business confidence in dealing with business crime.

Firstly through greater partnership with local policing, such as through the PCSPs and secondly for the topic of business crime to be treated as a separate topic to domestic crime, in order to establish more accurate figures.

One forum that has been helpful to small businesses is the Policing and Community Safety Partnerships (PCSPs). The FSB are keen to encourage business owners to be involved in their local PCSPs as they provide a source of co-operation directly between business and the PSNI, which is invaluable.

In a culture of underreporting of business crime, this partnership is vital as it focuses on what threats businesses are facing and what measures can be taken to improve safety, and ultimately business confidence and growth.

The FSB contends that local PCSPs can play a greater role in highlighting business concerns by putting crime against businesses at the heart of their Action Plans. It is vital that businesses are encouraged to continue to participate.

Both rural and urban rates of business crime in Northern Ireland remain unclear and the full extent is beyond any figures that are inaccurately recorded. As the most underreported crime by victims, Crime Statistics for Northern Ireland are published each year by the PSNI in line with Home Office counting rules. These statistics include integrating crimes against businesses into overall domestic crime statistics as opposed

to separating business crime into its own category.

Mr Mitchell concluded: “The FSB are keen to engage on the issue of business crime with our members and provide them with support and education to better protect themselves and their livelihoods.

“Simultaneously we are lobbying our law makers to identify a truer picture of the extent of business crime, by treating it as a standalone topic and measuring its detrimental impact on the local economy overall.”

BUSINESSFIRST DIGITAL MAGAZINE BUSINESS FIRST DIGITAL it’s alive inside!

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It’s available anywhere, anytime and you are guaranteed an outstanding interactive reader experience.

Want to go straight to a particular page?

Just tap the screen on the Contents page and be whisked to it immediately - no need for endless scrolling.

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COMMENTARY

Think big, act small?

T Richard Houdmont, Network Manager (Wales, Ireland and Isle of Man), CIM

he Chartered Institute of Marketing (CIM) recently published the findings of its survey into small-business marketing. A series of events was held in May throughout the UK, including one in Belfast in partnership with Ulster University Business School, to introduce the headline figures but also to hear from small business ‘at the coalface’. What is the reality of marketing for small businesses? It it fundamentally different from big business marketing?

The title of the events held in May was Think big, act small but perhaps the message really is ‘think big, act big’.

The digitisation of marketing has provided a great opportunity for small businesses. On the web you can appear to be a large company, and although it’s not entirely a level playing field, small businesses can be far more flexible than their larger competitors.

The buzz-word these days is ‘agile’ but small businesses have been ‘agile’ for ages.

They know their customers, they’re often literally close to them, and they can respond much faster to fashion, trends and circumstances.

As one small-business owner put it “Being a small business with, we hope, a big profile, we all live and breathe our brand. We are the marketing. It’s in our ethos.”

Especially so for one-person businesses, you are the brand, it’s you they’re buying.

When we talk about big business brands it’s often in terms which you would associate with an individual.

“A brand = its reputation + your own personal experience of it” sometimes expressed as what people would say about you when you’re not in the room. CIM’s Marketing Expert web site www.cimmarketingexpert.co.uk expands on the definition of a brand, saying that a brand is ‘a promise’. You know what you’re going to get with a well-branded product or service.

Defining a brand A brand is ‘a set of beliefs, values and perceptions that exist in the mind of your stakeholders’, so it’s not what you think about your brand, it’s what your customers think about you.

Many people think a brand is a logo, but it’s more than that being a combination of your logo and corporate identity; again, what people think of you. A brand is ‘a storehouse of trust and reputation’. So small-business owners are brand experts. They have far more control over their brand than their larger competitors.

The problem is that small-business owners rarely have the time to focus on long-term

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Three of the speakers at ‘Think Big Act Small’ an event for small and medium enterprises at Ulster University Belfast campus as part of Local Business Week. They are chartered marketer Eimear Kearney of Lough Neagh Partnership, Christine Watson, Chair of the CIM Ireland Board and Kirsty McManus, Director of the Ulster University Business School SME Centre.

strategy. They’re often firefighting today’s problems rather than creating tomorrow’s success. They think small and act small.

The UK Government’s 2014 Small Business Survey found that most feel they're good at business strategy, yet only 28 per cent say they are good at entering new markets and just 44 per cent think they are good at developing and introducing new or improved products and services. Which is a bit of a worry when nearly 60 per cent see competition as a major barrier to success.

It looks like marketing is needed to deliver those growth ambitions – yet only seven per cent are seeking help.

But do small businesses have growth ambitions? The CIM survey suggests that ‘growth’ is not top of their agenda.

Remarkably, only 37 per cent of respondants said they had ambitions to grow their business and have an exit plan with a view to sell. Thirty one per cent said they were trying to build a profitable blue-chip company with scale. This suggests that some 60 to 70 per cent are happy to remain as they are. Part of the problem here is semantics.

The survey asks about ‘growth’ but what does that mean? For many small businesses ‘growth’ implies more staff, bigger premises, bigger overdraft, bigger risk, bigger headaches. Is that what they really want? Or ‘growth’ can mean bigger turnover, bigger profit, more stability, an easier exit strategy.

There’s perhaps a clue to the answer in the survey result which stated that for 75 per cent of respondants “the most important thing for our organisation is to create a stable working environment for the long term”.

Similarly 62 per cent said that “in our organisation it’s as much about values and ethics as profit”. So for these companies ‘growth’ doesn’t necessarily mean bigger profits. Indeed 51 per cent said “we just want to generate sufficient revenue/funding/profit to sustain business activity”.

Does this demonstrate a startling lack of ambition, or the reality of small-business strategy? Remember that Google and Apple were small businesses once.

Even for small businesses, standing still isn’t an option or else you’ll see your customers taken away from you by other innovative entrpreneurs. A longer-term perspective is where marketing – done well by professionals – can help to build sustainable competitive advantage through customer relationships and brand development. And if ethics are top of your agenda, then surely satisfying the customer and providing high-quality value is key to defining your success?

Join the debate by following @CIMInfo_Ireland #CIMSmallBiz15 and visit www.cim.co.uk/ireland.

ASDON GOLF DAY 2015

Asdon Golf Day T

he Asdon group and their clients enjoyed the annual Asdon golf day on 28th May 2015 at Dunmurry Golf Club.

Despite the threat of a few showers the day was a great success followed by a wonderful meal in the clubhouse followed by the eagerly anticipated prize giving – a great day of golf all round.

Donald Eakin, Julie Leonard, Tommy Maguire and Diarmuid Convery

Ciaran O'Hare, Chris Kinney, Conor Woods and John Greer

Ken Hanna, Ryan McIlhatton, Andrew Agnew and Godfrey Duncan

Dean Beckett, Stephen Keown, Robert Brown and Ciaran Maguire

Tom Snodden, Mark Lyness, Ronnie Hill and Kieran Donohoe

Brendan O'Kane, Daniel McCorry, Paul Farrell and William Brown

Adam Spence, Niall Bradley, Deaglan Lundy and Bob McTernaghan

Darwin Smith, Hugh McGoldrick, Joe Tunney and James McKervill

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41

SCIENCE & IT

MomentumNI engages in projects across the community

by Michael Boble, CEO, Momentum ver the last few years we have been working hard on the TELL-US awards with our partners across Europe.

As one of the founding members of the consortium which successfully bid for EU funding under the FP7 instrument we were determined that the awards would provide real benefit to the region.

As I write this on the eve of the finals at the Futur en Seine exhibition in Paris we don’t yet know who has won the grand final, but one thing is for sure they really deserve it !

However all the participants have gained from engaging in the competition through having market entry advice through to being introduced to purchasers from across Europe.

We are very grateful to Capita in Northern Ireland who provided significant sponsorship.

Most people would agree that educating young people is part of the greater good, something well worth supporting by society.

Our objective is to change the world, to better learning opportunities for young people. We are doing this because we aim for the future, for a better, more modern, education.

TELL US, "Technology Enhanced Learning Leading to Unique Stories" is a twoyear project funded by the Seventh Framework Programme of the European Commission (Grant agreement n°619462).

It aims at addressing the inertia of the TEL deployment in European formal education systems by organising a two stage contest process throughout Europe 28 and by demonstrating successful adoption and scaling-up of the awarded products and demand by the formal learning context.

There is no doubt that Technology Enhanced Learning (TEL) has created enormous changes in schools, universities and in vocational learning. However, these innovations have tended to be unsustainable.

Too often, initiatives need a high degree of effort to be sustained, and are consequently endangered when funding stops.

At the same time, mobile and social information and communication technologies are fundamentally changing our lives.

Nowadays we use them naturally to keep in contact with our friends, to seek information, to buy things and to work. In many domains, these emerging technologies demonstrate that scaling is possible.

However few educational institutions have taken these technologies up in a systematic way in order to include them in their learning strategy. In spite of a huge amount of

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technologies available for learning purposes, teachers and students are NOT taking them up and the real breakthrough of new teaching and learning methods with new technologies has not happened.

To address this problem, the TELL US project organised a range of contests aimed at finding technologies that have successfully been scaled up and have shown successful results in formal educational contexts, in order to help them grow in size and geographically.

The challenge offered by this contest approach was to allow suppliers and producers to be open to new potentially risky ideas and create breakthroughs in TEL by demonstrating the depth and breadth of innovative and effective solutions available.

The TELL US contest was open for ALL participants from large companies, SMEs, innovators, formal education actors and students.

The competition was subdivided into the “formal educational environment” which is centred on the three following main market segments: • Schools • Vocational Education and Training • Higher Education (High Schools and Universities) Following the competition, when the winner is selected by the grand jury, we will be publicising the innovative technologies and introducing these services to potential buyers and the wider public.

The consortium members will be providing detailed market entry information for all EU regions and allowing these great technologies to achieve the market scale they deserve.

Fr more information see www.tellusawards.eu

Be Wiser Seperately we continue with our Cybersecurity cluster project Be Wiser (www.be-wiser.eu) and are now at the stage where we are reaching outside of Europe to engage users, practitioners and security professionals worldwide.

The Centre for Secure Technoliges (CSIT) at Queens have been central to the process and the BeWiser group ran breakout sessions at the recent Cyber Security Summit.

Our next steps are to begin to really form a community outside the project group anchored by our website and by trade missions and visits.

Our first trade mission will be to Dubai during GITEX technology week where we will be showcasing the amazing work done in Northern Ireland and trying to connect this with markets in the middle east.

Northern Ireland companies attending the mission can get support from Invest Northern Ireland and any digital company with even a passing interest in security should check out what’s on offer.

We will be following this up in 2016 with missions to San Francisco during the RSA conference and possibly the Info security Europe event in London, so watch this space and check out the BeWiser website and Momentum newsletter.

Many people are completely unaware that we in Momentum are engaged in these projects and the many other things that we do.

If you aren’t aware then a good starting point would be to check out our website and sign up for our eZine (the link is on the top of our website) www.momentumni.org

Businesses under pressure to provide public Wi-Fi ver the past few years we have seen exponential growth in popularity of accessing the internet and with this an increase in demand for wireless high speed connectivity. People expect it everywhere.

They also expect it at low or no cost as a guest. One study has shown that over 90% of customers expect free, reliable Wi-Fi available in any public building or space.

This is causing some businesses a bit of a headache as offering these services is often more complicated than we think and can be a challenge for a number of reasons.

Wi-Fi traditionally only targeted small spaces like coffee shops that had small amounts of people connecting at one time. As the demand for such services has increased this traditional Wi-Fi approach of a box in the corner is no longer good enough, when it could have many guests connecting at once.

So where does a business start? The starting position, is understanding the potential number of users and the connectivity required to offer a fast Wi-Fi service. If the existing broadband speed is not sufficient to support this, then there are

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alternative technologies which can provide the required high-speed.

The next requirement is to model the actual environment and estimate the number / type of wireless access points required to provide the solution, and if there are going to be areas of high-density coverage. Sometimes this will result in the need for specialist equipment.

The third question is, can you leverage the investment needed either through charging or by using the infrastructure for your business purposes, such as acquiring user data for marketing or your own internal operations.

When installing Wi-Fi for public use, a business must ask itself?

• How many people do I expect to be connected to the service at once, and is my speed sufficient to allow them to have a satisfactory experience?

• Will the Wi-Fi cover my entire business area, or certain zones?

• Who is best positioned to help me with my Wi-Fi questions – is it my IT person, or should I talk to a communications provider?

• What precautions do I need to provide, such as restricting access to sites / use disclaimers etc?

What begins as “We need Wi-Fi” becomes on the surface, a lot more complex. Choosing the correct connectivity partner, like so many other business decisions is critical to the success of the project. To help organisations understand what needs to be considered, Atlas is producing a help sheet to assist you. If you would like a copy of the information emailed to you please contact sales@atlascomms.com.

Richard Simpson, managing director of Atlas Communication. Atlas provides inpremises and hosted data, wireless and telephony solutions to businesses across Northern Ireland and can be contacted at 028 9078 6868.

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43

SCIENCE & IT

Starting out This year the Belfast Branch of the BCS, the Chartered Institute for IT, will be recognising the achievements of our young IT professionals in Northern Ireland by introducing an ‘IT Young Professional of the Year Award’ at the award event in September. Bill McCluggage, chair of BCS Belfast branch looks at what it means to be an ‘IT professional’ and why should we recognise the development of professional skills and the achievement of our talented young IT professionals in Northern Ireland? e all follow different paths in our personal and working lives but no matter what we have chosen as a career we have one thing in common, we all strive to be successful at work, to progress in our careers and achieve both personal and professional growth.

The Chartered Institute for IT provides a community in which IT professionals can develop skills, initiate and take part in debate on how we ensure that everyone benefits from the fast moving world of IT, and inform public policy on how IT can make a beneficial contribution to society.

But being a member of a profession and being recognised as a professional are not the same thing.

While it takes dedication, time and training to become a member of a profession it takes something more to be recognised as a professional.

You may be good at what you do, be a brilliant software coder, understand everything about networks or databases, have outstanding talent in web site or agile digital design but if you are not professional in your approach and attitude then it speaks volumes about who you really are, and it will make it much harder to achieve the rewarding career in IT you desire.

In my experience, being an IT professional is primarily about fostering personal development that leads to recognition: • Self-recognition in terms of what it says about yourself, are you proud of what you do, do you want to tell people that you work in IT, that you feel part of something bigger – a vibrant and impactful community of IT professionals?

• Peer recognition and your attitude to colleagues – do you respect and acknowledge the talents and efforts of your IT colleagues, do you share knowledge openly and are you generous with your praise, and is this reciprocated?

• And, probably the most important of all, customer recognition - do you go the extra mile, do more than expected, walk the talk by doing what you say you can do and exceed the expectations of your customers both inside and outside the business?

Being a professional means that you need to become an expert, become the ‘go to’ person and continue to develop your technical competence in whichever area of IT you have decided to follow.

You also need to be able to communicate effectively and with the authority that comes

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Bill McCluggage

from both knowledge and practice. This entails keeping up to date and this is especially hard in the fast moving environment of IT where things change so rapidly.

It can be fun but it definitely involves hard work.

Computers and IT are now a fundamental part of the fabric of our society and for the first time a new generation of young people aspiring to become professionals within the digital economy are leaving school to take places at college, university or going directly into employment.

The IT and digital sector offers rewarding and exciting opportunities for school leavers and a career in IT and the digital sector is becoming the new career of choice for many young people.

However, the IT profession is relatively immature when compared to other professions such as medicine, law, banking and engineering, to name but a few.

That’s not to say it’s less important and, in fact, its importance has increased

significantly over the past few years as the impact of technology has resulted in major economic growth and societal change.

The environment around us is becoming increasingly connected and some estimates suggest that 50 billion devices could be connected to each other via the internet by 2020 with potentially over a trillion things that could be connected.

The impact of such super connectedness and the so-called ‘Internet of Things’ is already radically changing the way we live, work and communicate.

Therefore, in a connected world IT professionals need to be cognisant of the impact the work they do has and will have not only on the businesses they work in but also the society around them.

They need to understand that being a professional in IT means disrupting and being disrupted, and having skills and a positive attitude will be needed to survive and prosper.

Northern Ireland has a proud heritage of inventors and innovators, and this trend continues today with a growing number of entrepreneurs and practitioners in areas such as software, fintech, cyber security, networks, health informatics and social media, to name but a few.

Competition for digital skills is fierce and the growth and retention of talent is key to increasing Northern Ireland’s thriving digital economy.

Automation is driving significant changes in the workplace and we will see many jobs becoming increasingly commoditised at all levels.

Therefore it is essential that we continue to recognise, promote and reward the development of digital skills and foster a sense of pride in our young IT professional.

PlanNet21 Communications going from strength to global domination Career opportunities with PlanNet21 lanNet21 Communications currently employ over 70 staff across Ireland and are seeking new employees, for all locations, they hold the follow certifications, and are very much a company you should be considering when going to market for new services Certifications and Specialisations

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PlanNet21 Co-founder Denise Tormey accepts prestigious award

Y ‘International’ Finalist 2015 Denise Tormey receives Prize from CPL's Ann Heraty on behalf of PlanNet21 Communications.

Not only are PlanNet21 Communications Ireland most highly accredited Cisco Gold Partner, and have the most amount of CCIE and Cisco accredited engineers across Ireland, they have just announced a major investment after purchasing a new head office in Dublin’s prestigious Citywest Business Campus.

Now with Offices in Belfast, Dublin, Cork, Galway, France & San Francisco this puts PlanNet21 Communications into the global league.

With clients such as Facebook, Dell, Yahoo, Paddy Power and locally here in Northern Ireland such as Invest NI, Queens University they are growing at a serious pace.

And we hear very strong rumors of a major announcement next month from the company; they sure are one to watch.

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Belfast Office Titanic Suites, 55-59 Adelaide Street, Belfast, BT2 8FE. Email: belfast@plannet21.com Phone: +44-2890-726044

• Cisco Gold Certified Partner • Cisco Master Unified Communications Web: www.plannet21.com Specialisation • Cisco Advanced Data Centre Networking Specialisation • Cisco Advanced Unified Communications Specialisation • Cisco Advanced Routing and Switching Specialisation • Cisco Advanced Security Specialisation • Cisco Advanced Wireless LAN Specialisation • ATP - Cisco Unified Contact Centre Enterprise • ATP - Cisco Unified Customer Voice Portal • Microsoft Gold Certified Partner • Polycom Certified Partner • Microsoft Unified Communications Partner • Microsoft Information Worker Partner • Solar Winds Gold Partner • Palo Alto Gold Partner • NetApp Gold Partner

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SPONSORED ARTICLE

Insure and grow Credit insurance can safeguard your business and help establish a stable platform for growth, explains Coface UK Director of Risk, Grant Williams. usinesses in Northern Ireland have endured a challenging few years during which survival was the number one priority. Now the improving economic outlook has provided some welcome breathing space, there is a great opportunity for enterprising companies to plan for the future and explore new export markets.

In many ways, Northern Ireland is already forging ahead. For example, the economic development agency, Invest NI, exceeded its target for job creation in 20141, generating an additional £300m in annual salaries to boost consumer spending power. However, the agency also fell some way short of its fouryear goal for boosting export growth, achieving 4.9 per cent against a target of 20 per cent. And this neatly encapsulates the structural imbalance within the wider UK economy that the Government wants to address: consumer spending represents a more significant driver of economic growth than exports.

One current hindrance to export growth is that manufacturers’ confidence has been hit by concerns about the weakening euro and continued problems in the Eurozone2. This matters because Europe is such a significant market for businesses in Northern Ireland.

The Manufacturing Sales & Exports Survey 2013/143 reported that exports saw an 8.6 per cent rise in real terms over the year. But while the value of sales to the Republic of Ireland grew by 9.9 per cent and sales to the rest of the EU increased by 16.3 per cent, exports to markets outside the EU rose by just 4.9 per cent.

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Going for growth It’s well recognised that businesses that explore new export markets can expand their customer base and boost sales, as well as reducing their dependence on the EU. And there is no shortage of emerging countries with the potential for dynamic growth and a growing population of middle-class consumers, including Indonesia, Turkey, Colombia, Peru, the Philippines and Sri Lanka.

Taking advantage of such growth opportunities inevitably requires investment and an appetite for risk but many businesses are inhibited by the fear of excessive financial losses, and it can be a frustrating struggle to secure the funds necessary from investors for new ventures.

In this situation, you might be surprised to hear that working with a reputable credit insurance provider, such as Coface, can make a real difference. The traditional purpose of credit insurance – protection in the event of bad debt – is just one of a number of benefits

46 www.businessfirstonline.co.uk

that could help unlock the potential of your business:

1. Evaluating risks in overseas markets It’s important to take every opportunity to research your chosen export market, including the economic prospects, the likelihood of political instability and the business climate. To this end, Coface’s experienced economists produce regular reports and assessments of the trading situation in different countries and within industry sectors to help you research potential markets. Our business climate assessments will highlight weaknesses in corporate governance and corporate law which could jeopardise the enforceability of your contract.

2. Current intelligence about potential business partners It is not always easy to access up-to-date and accurate intelligence about the trading record and financial health of domestic and overseas companies. However, Coface has access to a global database which tracks the trading behaviour of over 65 million companies, as well as underwriters on the ground to monitor local trends.

3. Cashflow protection in the event of payment default Customer insolvency and protracted late payment jeopardise your cashflow, making it difficult to pay staff, suppliers and meet other business obligations. It’s a major cause of business failure but credit insurance means you can be confident of recovering the value of an insured bad debt.

Coface has developed a range of credit insurance policies to meet the needs of different businesses, from SMEs to multinationals. All protect policy-holders in the event of non-payment by domestic and overseas customers and include debt collection. As well as traditional whole turnover polices, it is also possible to obtain cover for strategically important customers or specific short-term risks.

4. Make your business more attractive to commercial lenders A credit-insured business represents a demonstrably better risk for investors than one which is vulnerable to the failure of one or two customers. Many Coface customers have found that their

policy provides evidence of financial security to banks and other sources of finance, improving their credit options and borrowing terms.

5. Streamline the credit management process All Coface clients have access to Cofanet, an online policy and credit management tool which allows them to apply for credit limits on new customers; monitor and adjust existing limits; view a real-time snapshot of the distribution of credit risk in their portfolio; and send messages directly to our underwriting department.

For more information about Coface in Northern Ireland, contact Chris Moore, Coface Business Development Manager on +353 86 607 2328.

Coface Ireland Suite 5, Adelphi House Upper Georges Street Dun Laoghaire Dublin, Ireland (01) 230 4669 www.coface.ie References: 1 Invest NI beats targets in record year for new jobs, BBC News online, 19 May 2015 http://www.bbc.co.uk/news/uk­northern­ireland­ 32801990 2 Quarterly Economic Survey: Recovery continues, but pace slackens, Northern Ireland Chamber of Commerce and industry, 21 April 2015 www.northernirelandchamber.com/chamber­ news/quarterly­economic­survey­recovery­contin ues­but­pace­slackens/51416/ 3 Results from the Northern Ireland Manufacturing Sales & Exports Survey 2013/14, Northern Ireland Statistics and Research Agency, 3 December 2014 www.detini.gov.uk/mses_2013_14_pdf.pdf

BEST PRACTICE

The real benefits of a carefully planned Will

by Martin Malseed, Wealthcare Ireland eople generally go through life thinking about their health and their wealth.

Great care is taken off their money, property and other possessions. Payments made to the taxman are paid as an obligation but with reticence.

The majority of wills that married couples have are known as mirror wills. In that event of first death all property goes to the survivor and then on their death everything to the family or other relatives. Single people leave everything generally to nephews or nieces or a favoured cause.

There are figures which state 70 per cent of people do not have wills. Then the law of intestacy kicks in and this can be costly and complicated if there are lots of children from various relationships or a far reaching family tree .

In Northern Ireland families usually rely on the family solicitor who in the past might have assisted with house purchase or a speeding fine. The lawyer was instructed to draw up a will. They might be appointed as executor or deal with probate. This is the formal legal and money process required on death with the will being an important component The downsides of a mirror will which usually costs about £100 or less is that it leaves the deceased’s assets subject to attack !

Savings accumulated over the years could be lost to pay for the survivor’s care costs, an inheritance tax bill of the surviving spouse but also the next generation.

Or they could be lost to a child’s ex –spouse, creditors or with people living longer, a child’s care costs.

So how can a person revise their will or draft a brand new one which is aligned with the way they have run their lives-save taxes and keep assets secure in the family bloodline?

Most couples live below the Inheritance tax threshold of £650,000. This is where first spouse to pass away leaves everything to survivor.

If after the first death there are other beneficiaries the amount available to pass over the survivor depletes. The tax rate of 40 per cent then kicks in on the survivor’s death.

The bigger risk and the most punitive drain on the family wealth are care costs.

A wealthy person going into care could be in the same corridor as someone with a wealth of says £23,250 .Care can cost anything from £500 plus per week .

It is sad to hear families talk about selling the

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Under legislation the house is deemed to have zero value. No one would want to buy half a house!

When the children sold the house the proceeds went into each parent’s trust and the children could borrow it to do as they wished family home to fund care when it could be prevented.

Bear in mind people have different health and wealth profiles. Say a single child aged 60, already financially secure inherits £200,000. Possibly they will invest this in shares or put into a savings account.

The assumption is they are not going to blow dad’s money on extravagance! This money could then on their demise be caught at 40 per cent tax ,or it could fund their care or worse they could marry late in life and die with a badly worded or no will and the money go sideways to a completely different family.

Or say the child was married and the legacy is set aside for children‘s marriage costs, gifts or grandchildren’s educational needs a divorce lawyer would probably agree that this legacy would be factored into the divorce settlement.

The family lamenting that their wealth has

gone to someone they knew all along was wholly inappropriate for their beloved son or daughter.

To keep family wealth in the bloodline is a will with the assets being transferred on death to a discretionary trust. The trustees are the surviving spouse and the children.

Probate is done in the normal manner and then the assets are “borrowed “from the trust.

Any attackers such as care costs, tax man or ex- spouse can be warded off as the assets have simply been on loan are a liability of the recipient or lender.

People get confused by trusts thinking of punitive tax rates, expensive ongoing fees or loss of control of money to some impersonal company. If a family home plus savings are less than £650,000 there is no tax. Careful planning for those with wealth above that can be carried out.

Family money should only be managed by the family held in their discretionary trust with their solicitor or a licensed executor and trustee company.

A County Antrim client helped was a married gentleman and his wife who had mirror wills and two grown up children.

No inheritance tax likely .They had two grown up children. After a series of meetings with the family and the executor and trustee company the parents decided to update wills and include discretionary trusts .

The family lawyer adjusted the deeds of the house to make the parents tenants in common. When the father died leaving everything to his wife through the family discretionary trust. Mum at this stage was becoming vulnerable health wise and went into care. The house was owned half by her and half by the dad’s discretionary trust.

Under legislation the house is deemed to have zero value. No one would want to buy half a house! When the children sold the house the proceeds went into each parent’s trust and the children could borrow it to do as they wished Similar planning can be done for a widow or widower .

Anyone wanting a free impartial discussion on asset protection, inheritance tax or bloodline planning contacted Martin Malseed email: Martin@wealthcareireland.com or phone 0792 900 2238

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SPONSORED ARTICLE

firmus energy – now available in 20 towns, cities and villages across Northern Ireland ust over ten years ago only homes and businesses in the greater Belfast area were able to connect to the convenience of natural gas.

March 2005 marked a dramatic change when firmus energy was awarded new licences to build a second natural gas network and to supply gas to ‘new gas towns and cities’ along the routes of the North-West pipeline, from Carrickfergus to Derry~Londonderry, and the South-North pipeline, which runs from just outside Dublin to Ballyclare.

In less than ten years the Antrim-based company has flourished and today has over 25,000 residential and commercial customers in these ‘new gas towns and cities’. In 2010 firmus energy was also awarded a licence to supply natural gas in the greater Belfast area and 50,000 customers later the company now supplies gas to over 75,000 customers across Northern Ireland. firmus energy continues to work with the Utility Regulator in a bid to bring the benefits of natural gas to even more locations and the most recent expansion to receive approval is for Richhill, Co Armagh. The company has announced plans to invest around £1.1 million in the infrastructure development which has the potential to bring natural gas to around 1,200 homes and businesses in the area.

Among the 20 plus towns and cities across Northern Ireland now connected to the firmus energy natural gas network are Portadown, Lurgan and Armagh and demand from the neighbouring areas has been rapid.

The response to natural gas being made available in Richhill has been very encouraging with potential business customers already declaring interest.

Michael Scott, managing director for firmus energy said: “We have invested around £95 million in the local economy during the last ten years and through regular negotiation with the Utility Regulator have extended our network into more and more new areas resulting in us building out upwards of 900km of pipeline.

“These were towns, cities and villages which had never had access to natural gas and customers were quick to recognise the advantages in terms of fuel efficiency, convenience and environmental benefits.

“As we celebrate our tenth year in business, we remain committed to investing in the Northern Ireland economy by continuing to identify and expand the natural gas network into new areas. Along with our local workforce of 100 people at our Antrim headquarters, this also creates employment

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Pictured at the briefing in Richhill are: (foreground) Michael Scott, Managing Director and Eric Cosgrove, Engineering Director from firmus energy (behind) William Irwin MLA; David Taylor; Cllr Jim Speers; Mickey Brady MP MLA; Paul Stanfield, Sales Director firmus energy; Cathal Boylan MLA; Greg Bell, Finance Director firmus energy and Cllr Gareth Wilson

opportunities for hundreds of local contractors, installers and support agencies.

“Natural gas can provide many benefits for homes and businesses. It is piped safely and directly into premises so there are no worries about running out, remembering to re-order, spillages or fuel theft. As there is no need to store fuel on site, the removal of oil or LPG tanks can free up valuable outside space.

New natural gas boilers are highly efficient and heating and hot water can operate independently from each other. With a combi boiler you simply heat your water as you use it, so it’s always available and you don’t have the expense of heating a large hot water tank.

At home, add cooking and tumble drying using natural gas and you’ll see savings compared to doing the same with electricity.

“And there are environmental benefits too.

Excluding power generation stations, firmus energy now supplies around 50 per cent of the natural gas consumed in Northern Ireland and has displaced upwards of 450,000 tonnes of CO2 emissions as a result; the equivalent of over 90,000 fewer passenger cars on the road.” firmus energy was bought by iCON Infrastructure in July 2014, an independent investment group focusing on acquiring and operating infrastructure assets in Europe and North America. Since its establishment in 2004, iCON’s team has been responsible for the deployment of over €2.5 billion of capital into infrastructure enterprises with a total capitalisation of €10 billion. iCON has a wealth of experience owning and managing infrastructure businesses including

energy, railways, transportation and ports.

Paul Malan, Senior Partner of iCON Infrastructure LLP, said: “Over the last ten years, the team at firmus energy has built a dynamic and reliable gas utility business that emphasises efficiency and quality of service to its customers and provides exciting career opportunities for its employees. We are delighted to be able to support the continued growth of the business and the energy industry in Northern Ireland.”

Michael Scott, added: “Right from the outset iCON made a commitment which provided job stability for our employees and suppliers through a continued focus on investing in the growth of both the natural gas network in Northern Ireland and the firmus energy business in general.

“We hope that, ten years into the future, we will have been able to bring natural gas to many more thousands of homes and businesses across Northern Ireland.”

To find out more about firmus energy or natural gas, visit www.firmusenergy.co.uk or for more information on getting connected, contact the customer helpline on 0800 032 4567.

RISK MANAGEMENT

BAFE – helping you to meet your fire protection obligations C urrent fire protection legislation including the Fire and Rescue Services (Northern Ireland) Order 2006 requires property managers of all non-residential premises to provide adequate fire protection.

It is their responsibility to ensure that there is an updated, competent fire risk assessment.

To demonstrate that the responsible person has met their obligations, many public authorities and commercial organisations now insist that their fire protection services are carried out by a company that has been third party certificated.

BAFE is the independent third party certification, registration body for the fire protection industry. We develop schemes for UKAS accredited certification bodies to assess and approve companies to recognised standards.

There are now more than 1200 BAFE registered companies across the UK. Our aim is to support property managers to ensure that they get quality fire protection for their premises, staff and service users.

BAFE has introduced a UKAS accredited

scheme for Companies who carry out Fire Risk Assessments (SP205). The scheme considers the competence of the individual assessors as well as the quality requirements for the organisation.

A competent fire risk assessment is now a requirement for all care homes in Northern Ireland. There are a growing number of companies registering to the scheme, throughout the UK. If you are looking for the supply and maintenance of portable extinguishers, look for one of the 360 Companies accredited to BAFE Schemes SP101/ST104. Companies are certificated to ISO9001 and all of their technicians are assessed by BAFE for initial and ongoing competence.

There are currently more than 1250 BAFE registered technicians, working for our registered companies.

For fire alarm systems Companies should hold BAFE modular SP203-1 scheme approval. This scheme includes design, installation, commissioning and maintenance of fire detection systems and also requires

that all equipment used is third party certificated. The scheme now has over 790 registered companies. Registration to this BAFE scheme is often a key requirement in tenders for the provision of fire alarms.

Our Emergency Lighting scheme (SP203-4) sets out the standards and staff competence criteria to be met. It is modular as with the fire alarm scheme and is achieving growing recognition from end users.

So if you want to be sure you are getting your fire protection from companies who are properly and regularly assessed use the Website search facility to find registered companies in your area.

Website: www.bafe.org.uk Email: info@bafe.org.uk

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ASM Chartered Accountants delivers ‘Cross Border Bureau' trade initiative with InterTradeIreland

Michael O'Hare, Michael Williamson, Paddy Savage, Ronan McGuirk, Alistair Cooke, Sinead Heaney, Catriona Gorham

ward-winning firm ASM Chartered Accountants has launched a series of events aimed at providing SMEs with practical advice on cross-border matters such as tax, pensions, and other pertinent issues.

This new initiative will be delivered in partnership with InterTradeIreland, the cross-border business development agency.

The initiative, to be known as 'the Cross Border Bureau', will aim to promote business growth through cross-border trade, by providing advice and consultancy to businesses operating between Northern Ireland and the Republic of Ireland.

The guidance will focus on matters of business growth, specifically, taxation, payroll, pensions and VAT, with emphasis on the issues faced by those companies and business people that have interests in both jurisdictions. In keeping with InterTradeIreland’s mission to support SMEs to identify and develop cross-border business opportunities, the initiative will provide valuable information on setting up a crossborder business including up to date regulatory information to keep your business compliant and identifying potential sources of financial funding.

The first Cross-Border Bureau events will take the form of free seminars in Newry (10 September), Belfast (17 September 2015), Magherafelt (24 September & 5 November), Dundalk (8 October) and Dungannon (22 October), at which delegates will be addressed by keynote speakers from ASM and InterTradeIreland. Free downloadable materials will be produced by ASM for those who cannot attend in person.

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Ronan McGuirk, Director, ASM Chartered Accountants, Newry, said: ‘With six offices in both jurisdictions– four North and two South of the border, ASM is perfectly placed to give businesses with a target on cross border growth, advice on a range of financial issues.

Alongside InterTradeIreland, we hope we can take that one step further and open up delegates to further funding information and contacts which will help them achieve a range of business objectives."

Paddy Savage, Operations Manager, Trade Programmes, InterTradeIreland, commented: "Events such as these are great opportunities for SMEs to find out more about the opportunities that exist right here on our doorstep. Businesses will take away valuable practical information on all cross-border matters and have an opportunity to network with other like-minded individuals. Any business, new or established should consider coming along to what will be informative and helpful events for businesses interested in growing their business."

ASM Chartered Accountants has grown rapidly since its launch in 1995 and is now one of the largest accounting and management consultancy firms in Ireland, with offices in Belfast, Dublin, Dundalk, Dungannon, Magherafelt and Newry. The company's 160 strong team comprises specialists in a range of accountancy disciplines and related skills that include: corporate finance, audit and accounting, internal audit, consultancy services, taxation, hotels, tourism and leisure, insolvency, and forensic accounting.

InterTradeIreland, headquartered in Newry, County Down, helps SMEs across Ireland, both North and South, by offering practical advice on cross-border business funding, intelligence and contacts. The organisation is jointly funded by the Department of Enterprise, Trade and Investment (DETI) in Northern Ireland and the Department of Jobs, Enterprise and Innovation (DJEI) in the Republic of Ireland.

The events are scheduled for the following dates and locations: Thursday 10th September 2015 Canal Court Hotel, Newry– 8.00am to 9.30am Thursday 17th September 2015 The Merchant Hotel, Belfast – 8.00am to 9.30am Thursday 24th September Glenavon House Hotel, Magherafelt, 8.15am to 10.00am Thursday 8th October Ballymascanlon House Hotel, Dundalk, 8.00am to 9.30am Thursday 22nd October Quinn’s Corner, Dungannon 8.00am to 9.30am Thursday 5 November 2015 Da Vinci’s Hotel, Derry/Londonderry 8.15am to 10.00am To book a place on one of the six Cross Border Bureau seminars, visit www.asmaccountants.com

C&H JEFFERSON

Left to right:- David Lennon, Ken Rutherford, Mark Tinman, Ian Stanfield, Scott McCarroll and Gareth Jones

New home for leading legal practice & H Jefferson, one of Northern Ireland’s longest established legal practices, have recently relocated to a prominent location at the corner of Queen Street and Wellington Place, Belfast.

The firm’s new premises are located in the City Centre close to the City Hall and convenient to the Courts. The design and fit out works carried out by 1080° has delivered a modern and stylish office.

C & H Jefferson is one of the largest commercial and litigation

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practices in Northern Ireland with the expertise to meet all the business needs of its clients, big or small.

The firm prides itself on its reputation for providing sensible advice in clear terms and getting things done.

This has been the basis for building long-term client relationships and promoting economic growth in the local economy.

C & H Jefferson celebrated its relocation with a series of launch events in June 2015. Managing

Partner, Gareth Jones comments: “We are delighted with our impressive new working environment which we see as a confident investment for our business and the businesses of our clients.”

C & H Jefferson are now located at Jefferson House, 42 Queen Street, Belfast, BT1 6HL with a new contact number, 028 90 230 230

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BEST PRACTICE

Driving business growth through work experience placements D eveloping a highly skilled workforce is vital to the success of businesses in every sector. It is the key driver of innovation, productivity and profitability.

Companies can play an integral role in shaping the future workforce by providing work experience placements that equip graduates with the relevant skills-set to thrive in industry.

Ulster University’s Placement Employer of the Year Awards celebrate those employers that are actively nurturing the next generation of skilled graduates. Business First caught up with some of this year’s finalists to explore how work placements not only benefit students, but are truly at the heart of business growth.

Randox Laboratories Hannah Hutchinson, Human Resources Officer Randox has been offering work placements to Ulster University students for a few years now and believes engaging with aspiring young minds has a positive business impact, while shaping the professional careers of students. With a mission to improve healthcare worldwide, the placement program helps Randox identify young talent across a range of disciplines who can contribute to this goal.

It’s a mutually beneficial programme.

Randox benefits from having young, innovative thinkers to identify and work on projects that can contribute to the competitive positioning of the global business.

At the same time, students are gaining meaningful work experience; vital in helping them stand out from their peers as they graduate into an increasingly competitive

Michael Mulligan, placement student at Randox

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global labour market.

Ulster University student Michael Mulligan is just one example of how placements students can really add value. A Business with Computing student, Michael was assigned a project to develop a Mobile App for our Global RX sales team to provide up-to-date product information, competitor comparisons and guides to aid sales representatives across the globe.

Michael’s input in to the development of this App cannot be underestimated. His dedication and enthusiasm have played an integral part in growing the RX brand online.

The student’s perspective Michael Mulligan, placement student at Randox My placement with Randox really has exceeded all my expectations. I was asked to present the Mobile App I designed to the Managing Director at the quarterly Board meeting and the feedback was extremely favourable. The responsibility Randox has assigned to me, and the support network they’ve put in place to facilitate my professional development has been amazing.

Randox is a very forward thinking company and being able to utilise my degree to work with a range of internal and external stakeholders to develop the App has been incredibly enjoyable and will look great on my CV. To top it all off, I have just been offered a permanent job with Randox following graduation.

ultimately joining the firm as employees.

At EY the work placement experience is designed to not only provide insight into EY and the working world but to also provide assistance with career planning, broadening students’ personal networks and developing their skills. The experience also enables the students to apply their academic knowledge, providing on-the-job experience which helps to make their CV stand out.

The student’s perspective Niamh Hughes, Intern at EY I am thoroughly enjoying my placement with EY and never expected to be given so much responsibility and exposure to clients. I have been working on a number of formal insolvency appointments and have also been involved in delivering asset tracing services.

The people who work for EY have really helped make this a valuable experience as they continue to make sure I am getting what I want out of this wonderful opportunity.

Working for EY has helped me to develop my skills in ways I could never have imagined, allowing me the experiences I need to progress and excel and preparing me for final year and my career journey ahead.

EY Michael Christie, Director in Assurance and Belfast Graduate Programmes Lead, EY As one of the ‘Big 4’ accountancy firms globally offering services in Assurance, Advisory, Transaction Advisory Services (TAS) and Tax, EY counts its work experienence programme as a vital source of talent.

Our Belfast office offers summer internships in Assurance and Tax. These comprise mainly of 4 week programmes based locally, plus a 12 week structured programme with students participating in projects in Dublin while also working locally. Other opportunities include a one year placement in TAS Restructuring and we have plans to offer a one year placement in audit for the 2016/17 academic year.

EY benefits significantly from having access to high performing, motivated students coming from a range of degree backgrounds.

In terms of recruitment, work placements provide an opportunity to put potential recruits to test and see how they handle the commercial environment. We have a very high conversion rate of work placement students

Niamh Hughes, Intern at EY

Growth Through Excellence…

2015 marks the 35th anniversary of Daly Park, a leading Chartered Accountancy practice in Northern Ireland with offices in Newry, Lurgan and Belfast.

The company has established itself as a dedicated and professional provider of Accounting, Audit, Taxation and Consultancy services to its client base and is looking forward to future growth across the practice.

Ruairi Maginn, Director, said, “We value greatly the reputation of our firm in terms of the energy and professional commitment of our staff in relation to our clients and the services we provide. As part of this commitment, Daly Park has invested heavily in upgrading our internal computer systems this year so that our team can continue to improve and develop the quality services our wide range of clients expect.

Keeping abreast of current IT developments will enable us to grow in the coming years and allow us to work efficiently with live data within our offices and remotely from client sites. With the

Newry: +44 (0)28 3026 7715

strong relationships with them and they value the trust that has been established.

Looking to the future, we anticipate the need for further recruitment for key services particularly within our Consultancy and Tax departments. Also, as an approved training practice regulated by Chartered Accountants Ireland, we are currently advertising our annual recruitment drive for Trainee Chartered Accountants who will start with us in September 2015.”

“While we aspire to future growth, we in Daly Park are very conscious that we live up to our Mission Statement - “Professional Commitment with a Personal Approach”.

Ruairi Maginn, Director

enhanced security features we can reassure our clients about information confidentiality and the prevention of cyber attacks.”

With the projected growth of the practice Ruairi predicts future job creation.

“As a company, we are committed to the retention and development of our staff internally as we know our clients develop

www.dalypark.com Lurgan: +44 (0)28 38232 4924

Belfast: +44 (0)28 9072 6000

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CONSTRUCTIION

We haven’t seen high watermark of Belfast’s waterfront asks Ben Collins, director, RICS Northern Ireland elfast has in many ways been defined by its waterfront. The city thrived in the 18th century as a merchant town, importing goods via the Irish Sea from Great Britain and exporting the produce of the linen trade by ship. In the 19th century, Belfast became Ireland's leading industrial city, with linen, tobacco, heavy engineering, and shipbuilding dominating the economy.

Located at the end of Belfast Lough and at the mouth of the River Lagan, Belfast was an ideal location for the shipbuilding industry, which was obviously dominated by Harland and Wolff, employing up to 35,000 workers and one of the largest shipbuilders in the world.

Today, Belfast’s waterfront has been regenerated and is something the city can again be proud of. Consisting of the Laganside and Titanic Quarter development areas, it features world class commercial, leisure, residential and tourism facilities, thanks to successful regeneration projects. Where once shipbuilding dominated, Belfast now has a growing base of high tech businesses, benefiting from world-class communications infrastructure, and a flourishing tourism industry, for example.

A recent report for the RICS Research Trust and the Institute of Spatial and Environmental Planning at Queen’s University Belfast sought to examine a number of city waterfront projects, including Belfast’s, with a view to “reviewing the current state of urban waterfront regeneration in the context of neoliberal urbanism and city competitiveness”.

The report presents a positive picture of the waterfront areas reviewed, including Belfast’s Laganside and Titanic Quarter, but it does note that ‘connectivity’ is arguably the Achilles Heel of waterfront developments. The others reviewed were Liverpool, Cardiff, and Dublin.

The report notes that physical connectivity was poor in all of the areas, except Liverpool.

The researchers say that whilst Laganside is well connected to Belfast city centre by virtue of its adjacent location, links with Titanic Quarter remain poor. However, despite this, they find that it has not prevented the area becoming popular with tourists.

The regeneration of Belfast’s waterfront really began in earnest by the end of the 1980s, after the decline of shipbuilding and the closure of the Belfast Gasworks led to dereliction in areas closer to Belfast City Centre.

The Laganside Urban Development

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The [RICS] report presents a positive picture of the waterfront areas reviewed, including Belfast’s Laganside and Titanic Quarter, but it does note that ‘connectivity’ is arguably the Achilles Heel of waterfront developments.

Ben Collins

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Corporation (UDC) operated from 1989 until 2007, originally covering 140 hectares fronting the River Lagan but subsequently extended to another 60 hectares of the nearby Gasworks and Cathedral Quarter. Its aim was to regenerate the areas ‘to the stage where private sector development and investment will continue without major public intervention’.

In 2000, the Odyssey Arena Millennium Project opened, providing a large new entertainment function for the Belfast waterfront. The 75-hectare Titanic Quarter development continued the regeneration from 2001.

Titanic Quarter’s vision was to achieve ‘a high profile European waterfront development firmly rooted in the history and character of Belfast, acting as a driver for high quality investment and development in the city’. Phase one - built between 2007 and 2011 - included 475 apartments, offices, a new campus for the Belfast Metropolitan College, a hotel and a new site for the Public Records Office of Northern Ireland. In addition, a Science Park had opened in 2002 to provide office space for small high tech businesses on 10 further hectares.

The highly successful ‘Titanic Belfast’ and the Titanic Slipway public space, both opened in April 2012 have since followed, along with an Urban Sports Academy run as a social economy business, and the Titanic Studios for film and television production. In 2014, planning permission was granted for an extension to the studios, along with new office space next to the College.

In many respects, the regeneration of Belfast’s waterfront should stand as an example of what can be achieved with vision and ambition, turning what was a derelict area, symbolic of industrial decline, into a dynamic, regenerated space, home to new and growing sectors. I certainly hope that we haven’t seen the high watermark yet, and that the successes to date continue to be built on.

Vastly improved connectivity, including with our maritime heritage, is key.

It’s a Matter of Evidence

by Julie-Ann McCaffrey and Lisa Boyd, Dispute Resolution Team, Cleaver, Fulton Rankin highly anticipated new Practice Direction on Expert Evidence (No.1 of 2015) has been issued and is applicable to all proceedings in the High Court of Justice in Northern Ireland, Queen’s Bench Division (Commercial) from 1 June 2015. This replaces the existing Practice Direction No.6 of 2002.

Often it is necessary to instruct an expert witness to provide expert evidence in a case, not only to assist the lawyers in establishing a claim but to assist the court in matters that fall outside its expertise. It is therefore important that experts are aware of their roles and responsibilities in order to properly be of assistance both to the instructing client and to the court.

An expert witness is someone who has been instructed to give or prepare evidence for the assistance of a judicial tribunal on matters within his or her expertise. The duty to assist the Court overrides any obligations to the party who has instructed or who will pay the expert. This is an important principle both for the expert and the client.

The principle duties and responsibilities of an expert were set out in the widely cited case of National Justice Compania Naviera SA v Prudential Assurance Co Ltd (The Ikarian Reefer) [1993] 2 Lloyd’s Rep. 68. In this case Mr Justice Cresswell set out the following duties and responsibilities: 1. Expert evidence presented to the court should be, and should be seen to be, the independent product of the expert uninfluenced as to the form or content by the exigencies of litigation.

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2. An expert witness should provide independent assistance to the court by way of objective unbiased opinion in relation to matters within their expertise. An expert witness in the High Court should never assume the role of an advocate.

3. An expert witness should state the facts or assumption on which their opinion is based. They should not omit to consider material facts which could detract from their concluded opinion.

4. An expert witness should make it clear when a particular question or issue falls outside their expertise.

5. If an expert's opinion is not properly researched because they consider that insufficient data are available then this must be stated with an indication that the opinion is no more than a provisional one. In cases where an expert witness who has prepared a report could not assert that the report

Julie-Ann McCaffrey

Lisa Boyd

contained the truth, the whole truth and nothing but the truth without some qualification that qualification should be stated in the report.

systems in place to properly assess their projected costs and to keep same under review throughout the entirety of the case.

Expert witnesses may be under further scrutiny under the new Practice Direction as any party may seek clarification of an experts report by directing written questions to the expert. This should only relate to clarification of the report and must be proportionate. It will be interesting to see how this works in practice.

Another unique feature in the Practice Direction is that the Court may direct experts to give evidence concurrently. This is widely known as ‘hot tubbing’. In essence, the experts are in the stand at the same time and will be questioned together by the Judge and then by the parties lawyers. This gives the Judge the unique opportunity to ask a question of one expert and then ask the other why they do not agree. Ordinarily each expert would take to the stand individually and unless a witness was recalled there would be little opportunity to go over the evidence of the other parties. By giving concurrent evidence the court can fully explore the evidence of both experts.

The new Practice Direction provides for a number of key changes that is imperative for experts to be aware of and understand.

If you would like further information about the new Practice Direction, please contact the Dispute Resolution team at Cleaver Fulton Rankin.

6. If, after exchange of reports, an expert witness changes their view on the material having read the other side's expert report or for any other reason, such change of view should be communicated (through legal representative) to the other side without delay and when appropriate to the court.

7. Where expert evidence refers to photographs, plans, calculations, analyses, measurements survey reports or other similar documents, these must be provided to the opposite party at the same time as the exchange of reports.

The Changes The need for an expert witness will depend on the circumstances of each case. If a party is intending to instruct an expert witness, they should notify the Commercial Judge as soon as possible and be prepared to explain the reason for retaining an expert and the relevance of his expertise.

Moving towards the position in England and Wales, the Court may require a party instructing an expert to provide a costs budget setting out projected costs. It is therefore vitally important from a commercial perspective that expert witnesses have

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CONSTRUCTIION

HSS Power: the complete power solution SS Hire, the leading national supplier of tools, equipment and related services, has been serving business since 1957.

HSS Hire has an established network of 24 branches strategically located across Ireland.

The HSS Power venture complements existing extensive fleet, enabling it to offer a wider range of large capacity and specialist generators to provide a more comprehensive service in the growing market for temporary power.

Michael Killeen, Managing Director of HSS Hire Ireland & Scotland and the Laois Hire Group said, ‘It enables us to enhance our position as a market leader in diesel generator hire here in Ireland, building on the strong customer base that has been nurtured during the last 50 years and providing a new specialised platform to grow its business.’

HSS Power, as part of the HSS Group, can now provide for your power needs from 20kva to a massive 1250kva on short or long term contracts as well as supplying a wide range of power accessories.

HSS Power also boosts a highly specialised team to support the new range of power capabilities.

This specialist team provides a complete nationwide service covering all of Ireland,

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with many years of experience in the generator hire sector.

Adrian McBride, General Manager of HSS Power says “We consistently deliver on any temporary power needs, with specific experience in critical continuity environments for national events, construction, manufacturing, windfarms, factories, banking, hospitals, and health care industries.”

HSS Power offers more than just generator hire. McBride explains that, “As part of our specialist division we also offer fuel management services powered by the latest telemetry with comprehensive nationwide

support and technical expertise. The synchronising technology and the latest silenced generators reduce fuel emissions and carbon footprint.”

Michael Killeen concludes, that hire success is all about ‘continually adapting to the needs of the customer with the aim of providing a ‘onestop’ hire needs across all industries with innovative solutions’. HSS Hire firmly believes that HSS Power reinforces their driving ambition to provide an unrivalled hire experience.

For further information contact the team by calling: 1800 815 017 or 0800 023 2302

NORTHERN IRELAND PA OF THE YEAR AWARDS 2015

Northern Ireland business celebrates Awards for PAs & Office Managers eading businesspeople celebrated the success of their PAs and Office Managers at the inaugural Northern Ireland PA & Office Manager Awards held in the spectacular surroundings of Cultra Manor in the grounds of the Ulster Folk & Transport Museum.

Sponsored by Turkish Airlines, the Awards recognised the outstanding contribution PAs and Office Managers make to the success of local businesses.

Judges Helen Nilen from Pay2Day and Kate McKay of AKU Training acknowledged the level of professionalism and dedication the nominations expressed.

“While we were agreed on our choice of winners, we found the quality of the nominations and the obvious appreciation of the contribution the nominees make to their respective organisations very impressive,” Helen said.

Kate added that “in one of the categories the difference between Highly Commended and Winner was half a point! That’s how competitive the Awards were.”

Organiser and fellow judge Gavin Walker

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welcomed the finalists to the Awards saying that “to have made it to this stage of the competition makes you each a winner in both the eyes of your colleagues and those of the Judges.”

Keynote speaker Kate McEwan, PA to Jacqueline Gold, chief executive of Ann Sumers, emphasised the changing role of PAs and Office Managers saying that “the demands made of us and the expectations that we will be able to solve problems is very different to the old idea of a PA or Office Manager simply being a glorified coffee maker and minute taker.

“We are now integral to the success of our organisations and our professionalism, integrity and constant professional development is the norm, not the exception.”

Each of the category winners were presented with a Certificate of Recognition of their achievement and will enjoy an overnight stay at one of Northern Ireland’s leading Spa Hotels. The overall winner Tracey Magee of Xafinity will be flying to Istanbul from Dublin courtesy of Turkish Airlines.

During the lunch guests donated to the

nominated charity The Children’s Trust for children with brain injury raising over £600.

“The enthusiasm of employers to nominate their PAs and Office Managers in the inaugural Awards has been very exciting,” said Gavin Walker.

He added “We are already looking forward to and planning for an even more spectacular event in 2016. Although it would be very difficult to find a more stunning location with the quality of food and service we have experienced at the Cultra Manor today.

“They along with Turkish Airlines and our other sponsors, have made this a day to remember for our award-winning PAs and Office Managers.”

Download a full colour ebook of the day at www.businessfirstonline.co.uk

Media Partner for the Northern Ireland PA & Office Manager Awards

Northern Ireland’s PA of the Year, Tracy Magee (centre) with (l-r) Jenny Belshaw, Business First, Patrick McKinney, Turkish Airlines, Gavin Walker, Kate McEwan, Keynote Speaker, Onur Gul, Turkish Airlines and Geoff Clarke, Xafinity (noninated Tracey Sponsored by

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In association with

OFFICE MANAGER OF THE YEAR

Winner:Tracey Magee, Xafinity, (centre) nominated by Geoff Clarke, with sponsor Sinead McCann, Corick House

PA OF THE YEAR: CHARITY/VOLUNTARY

Highly Commended. Edwina Flynn, Best Property (centre) nominated by Ciara Aiken with sponsor Sinead McCann, Corick House

Winner. Chris Anderson, Bryson Group nominated by John McMullan Presented by Katie McEwan, sponsored by Roe Park Resort & Spa

PA OF THE YEAR: PUBLIC SECTOR

Highly Commended. Janine Smalls, iCare Charity nominated by Mairead Mackle. Presented by Katie McEwan, sponsored by Roe Park Resort & Spa

Winner. Ann Wallace, Department of Culture Arts and Leisure nominated

by Denis McMahon. Presented by Katie McEwan, sponsored by Killyhevlin Hotel & Spa.

PA OF THE YEER: PRIVATE SECTOR

Highly Commended. Ann Andrew, Northern Ireland Guardian Ad Litem Agency nominated by Declan McAllister. Presented by Katie McEwan, sponsored by Killyhevlin Hotel & Spa.

Highly Commended. Cathrina Finnegan, Autoline Insurance Group (right) nominated by Julie Gibbons. Presented by Gemma Johnson of sponsor Galgorm Hotel & Spa.

Winner. Jenny Adams, Shredbank (right) nominated by Philip Bain.

Presented by Gemma Johnson of sponsor Galgorm Hotel & Spa.

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HOSPITALITY, CONFERENCES AND CORPORATE ENTERTAINMENT

TO THE MANOR RE-BORN After 30 years Gavin Walker returns to the Manor House Hotel on the shores of Lough Erne to discover what a difference three decades can make! t was as a young and nervous recently graduated student of hotel school that I made my way up the long driveway to begin working at the Manor House Hotel some 30 years ago.

And while I enjoyed my short time with the Noble family (who still own the hotel) then, the promise of foreign shores called me away before I had the opportunity to make much of an impact.

Fast-forward three decades and once again I found myself on that long and winding driveway leading to the impressive facade of the Manor House Hotel. Now the driveway meanders through the hotel’s Par Three golf course and rises gradually before opening out to a wonderful vista across the hotel’s marina and Lough Erne.

The history of the building begins has been traced to around 1660 and is one of rebuilding and extending. And no more so under its present owners who have taken the original house (which was the Manor House Hotel of 30 years ago) and added wings of bedrooms and meeting and conference

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facilities. In the process, they have managed to maintain the wonderful architecture of the 1868 Manor House (at that time known as Rockfield). The beautiful double-height hallway with ceiling fresco and pillars is a fantastic start to your visit to the hotel (and while you’re checking in, take a peek into the lounge on your right while you check in. It’s a

great place to relax later before or after dinner).

The sense of space and place pervades every corner of the Manor House Hotel, and no more so than in the well appointed new bedrooms. Naturally I’d recommend securing a lough-view room, but no matter where you are in the house you’ll be very comfortable.

Which brings us to the restaurant. The Belleek Restaurant takes full advantage of the elevated views over the lough and has been Awarded two AA Rosettes for culinary excellence. The menu reflects the quality of the local produce with Chef Rory Carville taking the natural products to new heights of culinary achievement. And with a set price of £35 per person, you can afford to take advantage of the well stocked wine cellar to compliment your food choices!

With access to a full spa, tennis courts on the grounds and even shuffle board and boules pistes on-site, your visit to the Manor House will be as memorable as ours.

But here’s a tip: don’t wait 30 years to find out for yourself!

For more information and to view a sample menu, www.manorhousecountryhotel.com

HOSPITALITY, CONFERENCES AND CORPORATE ENTERTAINMENT

Have you next meeting at Maldron Hotel Belfast! n the heart of Northern Ireland you will find Maldron Hotel Belfast located only 50 metres from Belfast International Airport and 16 miles from Belfast City Centre.

Maldron Hotel Belfast is renowned for high standards, outstanding service and a keen eye for detail and is the perfect venue for your next meeting.

Here are 5 reasons to have your next event at Maldron Hotel Belfast: 1. Only 50 Metres from Belfast International Airport 2. Just 16 miles out of Belfast City so you can avoid traffic and parking issues 3. Easily accessible from M1/M2 making us the ideal meeting point for any regional offices 4. We have 10 impressive conference rooms with capacity for up to 250 delegates 5. You can avail of complimentary WiFi and parking Maldron Hotel Belfast is perfectly located for corporate meetings when you are bringing

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people together from different parts of the region or even from further afield.

Offering a choice of 10 impressive conference rooms to suit any event or budget.

We can tailor events for training, product launches, networking, interviews or exhibitions.

Take advantage of our Summer Conference Deals. We are offering complimentary Room Hire when you book lunch for your conference/event in our Island Suite. This offer is based on a minimum of 100 delegates.

If you require a small meeting space, you can avail of our 25 per cent Meeting Room Discount when you book lunch with your meeting room. This offer is based on a minimum of 15 delegates.

These offers are only available for bookings taking place from 11th June until 31st August 2015. So think of Maldron Hotel Belfast when

you are planning your next meeting and take advantage of these great offers. These offers are subject to availability. Terms and Conditions apply.

Contact our dedicated Events team today.

Our conference team offers a highly personalised approach to meetings and events, trained to offer you a tailored and professional service.

Contact 028 9445 7000 or email conference.belfast@maldronhotels.com.

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HOSPITALITY, CONFERENCES AND CORPORATE ENTERTAINMENT

Galgorm Castle Golf Days W ith an extraordinary history dating back to 1618, Galgorm Castle is a beautiful location in the heart of Northern Ireland. Look no further than Galgorm Castle for a great corporate experience; the golf course is one of Ireland’s finest Championship parklands and is the home of the Northern Ireland Open, set in the grounds of the historical estate.

A Championship golf course, awardwinning Garden Centre for non-golfers and the wonderful Eagle Bar & Grill to satisfy your food and beverage needs, a great Corporate Day is guaranteed at Galgorm Castle. Our resident PGA Professionals are also available to provide a Golf Clinic before play, or a Beat The Pro Competition to keep things interesting on the course.

Prices start from as little as £33.50pp for Tea/Coffee on arrival, Bacon Rolls following registration, 18 holes of golf on the Championship Parkland and a Meal & Tea/Coffee in the Award-Winning Eagle Bar & Grill to complete the day. Corporate days are open to groups of all sizes.

For many businesses a corporate golf membership is a great benefit in today’s fastpaced commercial world. Whether the

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membership is used for business or pleasure, Galgorm Castle has the range of facilities to Fulfil every requirement.

Utilise a corporate membership to host on the course meetings with clients or alternatively rewarding top performing employees with access to a Championship golf course.

There is a range of Corporate Golf Memberships available, starting from as little as £450. As well as use of the Championship course, Corporate Members benefit from members’ discount in the Pro-Shop, 10 per cnt discount in the Eagle Bar & Grill and the opportunity to bring guests at a special members guest rate.

Europe’s leading professionals who come back to the perennial home of the Northern Ireland Open every year highlight Galgorm Castle as one of the standout venues on their international schedule: “The best Challenge Tour event I’ve played in, simple as that. It’s everything you’d expect from a European Tour event. The facilities are first class, as good as you will find anywhere,” enthused Oliver Wilson, the 2008 Ryder Cup player who lost the 2013 Northern Ireland Open in a play-off to Daan Huizing.

This year’s Northern Ireland Open takes place from August 6-9 where members and supporters from across the province will enjoy another week-long festival of golf and food with something for all the family to enjoy.

Don’t worry, you don’t need to be touring professional standard to play Galgorm Castle, all levels are welcome, especially with our dedicated team of PGA Professionals on hand to help you every step of the way.

For further information, please contact the Galgorm Castle team: golf@galgormcastle.com or 028 2564 6161

HOSPITALITY, CONFERENCES AND CORPORATE ENTERTAINMENT

New Orangery for events at Larchfield Estate rimming with character Larchfield Estate, a stunning, award winning venue is owned and run by Gavin and Sarah Mackie, who took over the 600 acre country estate in 2007 shortly after holding their own wedding there.

Larchfield now welcomes over 17,000 guests a year (all through private events on the Estate) and offers something different to the more standard hotel venue for corporate and private events and weddings.

The latest project is an Orangery building which replaces a marquee entrance and links into the rustic barn, perfect for a drinks reception, breakout space or for a smaller corporate/private function.

It was interior designed by Mary-Lou Thomson who is a childhood friend of Sarahs and has worked on projects such as Sveti Stefan (Montenegro), Gangtey Goenpa Lodge (Bhutan) as well as projects for the Amman Group and the One and Only Resorts.

The local Belfast based architect was WDR & RT Taggarts and a team of handpicked local

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builders worked in conjunction with the Estate team to deliver the build on time and budget within the three month time frame allocated to it.

Gavin Mackie says ‘It is a real credit to everyone involved in the project that it was delivered on time to the standard specified. Three months in the middle of winter was a tough call, but we knew that every day we had the Estate closed for the build meant no events so we spent a lot of time and thought in the planning process to ensure that everything was ordered and on site ready for when we needed it.

“We are thrilled with the outcome and hope that it will enable us to elongate our season and to offer an even higher end product to the market throughout the year.’

Larchfield boasts amazing facilities – cobbled courtyards, a four acre paddock adjoining the

walled gardens, The converted Stables, a number of cottages and rooms available for overnight stays and a modernised rustic barn comprising of an adjoining bar area, dancefloor room and spacious orangery entrance. This multi award winning venue can cater for small away days, with overnight stays through to large corporate events, parties and product launches.

For more information, please visit www.larchfieldestate.co.uk or call 028 9263 8025

GES RELAUNCH

GES group re-launches Mallusk Division

by Rachel Doherty, HSQE & Marketing Manager, GES Group

GES Mallusk Open Day (L-R) Tom Grant, GES Group CEO, Alastair Hamilton, Invest NI CEO, and David Moore, Managing Director GES Group

ES Group welcomed customers, key members of Industry, and special guests to their Mallusk Open Day, held on Wednesday 11th March, 2015.

The Open Day showcased the Group’s recent £300,000 investment in their Mallusk premises, which was supported by Invest Northern Ireland, and included an extension and significant refurbishment, creating a 26,000 sq. ft. purpose-built facility.

The investment also provided for 10 new jobs, including five apprenticeship placements on the company’s IET Approved Apprenticeship Programme.

Invest NI’s CEO, Alastair Hamilton, said: “GES Group is an excellent example of a local company that is continuously pursuing new opportunities and evolving to meet changing customer demands.

“The recent investment, supported by Invest NI, will enable GES to seek out new

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customers while the new staff will ensure the capacity to service its expanding customer base.”

The company used the event to highlight their recent re-brand, which has seen their wide variety of products, services and specialisms marketed in five key areas: Process Automation, Power & Rotation, Renewable Power, Power Systems and Technical Sales.

This new structure enables GES Group to provide a holistic power and energy solution, in-house, from their suite of services; ensuring high levels of quality for the customer, while enabling GES to be competitive within the market.

The company’s “partnership” approach to business strengthens their position, and being an Approved Business Partner of IET clearly demonstrates their wealth of experience, expertise and competence.

I'm excited to see the next phase of our Company's growth and development plans. There is much more to come from GES Group.

David Moore, Managing Director The Keynote Speaker, mayor of Newtownabbey, Alderman Thomas Hogg, congratulated GES Group on their success, performance and growth over the past five years.

He said, “I’d like to congratulate Tom Grant, David Moore, the Management Team of GES and all of their staff for achieving real growth for the organisation, and look forward to being able to support the business with more development initiatives in the future. I wish you the best of luck going forward.”

Speaking about the success of the event, managing director, David Moore, commented, "The Open Day was no doubt a landmark for GES - we provided customers with a guided tour of our new facility, and launched our new Company structure, culture and vision.

“I'm excited to see the next phase of our Company's growth and development plans.

There is much more to come from GES Group."

For more information, and to view the full photo gallery, go to www.ges-group.com/ latest-news.

Alderman Thomas Hogg,Mayor of Newtownabbey

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COMMENTARY

Shared Parental Leave & your business

Employment and Learning Minister, Dr Stephen Farry outlines the new right to shared parental leave and pay and the benefits to businesses.

Helping Employment and Learning Minister Dr Stephen Farry launch the new Families Act are Pip Jaffa, ParentingNI and Marie Marin, Employers for Childcare Charitable Group.

he recent passage into law of the Work and Families Act (Northern Ireland) 2015, and associated regulations, is a major step forward for working parents.

The new arrangements give parents of children due to be born, or placed for adoption, on or after 5th April 2015, who meet qualifying conditions, access to shared parental leave and pay in their child’s first year.

This gives families greater choice over how they arrange childcare by allowing working mothers the option to end their maternity leave and pay early, and to share untaken leave and pay with their partner. Adopters are similarly able to bring their adoption leave and pay to an early end to opt into shared parental leave and pay with their partner.

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Employers want to know how the changes will affect them.

Systems have been designed to resemble those employers already use. The same overall quantity of leave and pay remains available to a couple, but there is now the option for them to share it.

This creates potential benefits from an employer perspective.

By reducing the need for employees to make stark choices between work and family commitments, the new rights can help employers to retain their best people.

By working with their employees to develop practical plans for sharing leave and pay with a partner, employers may also see key

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workers being absent for shorter periods of time as shared childcare becomes more commonplace.

For some businesses, this will mean that individual parents actually return to work sooner than under the existing system, in the knowledge that their partner is at home caring for the child.

Businesses already recognise that employees are more productive and motivated when they have the opportunity to work flexibly, and shared parental rights will help employers to retain committed, knowledgeable staff.

The new rights enable both mothers and fathers to keep a strong link to the workplace; they have the option to interrupt their leave to return to work, perhaps to take on a particular project. The system will work best when employers and employees are able to agree to a pattern of leave that suits everyone. Where agreement can’t be reached, there are default arrangements to ensure that shared leave and pay can be taken in a reasonable way.

The measures are a proactive response to changing expectations around work and family life. It is right that we do more to support the role of fathers and partners who want to contribute more to the care of their children.

It is also important to challenge assumptions that only women will ever be absent from the workplace for caring reasons.

Addressing these points will have long term benefits for all parents, irrespective of gender,

as well as for employers.

Shared parental leave and pay are intended to support a gradual culture change in workplaces, giving fathers more confidence to talk to their employers about taking time off for childcare and challenging expectations about women’s choices around work and home responsibilities.

The new rights will be accompanied by changes that will benefit adoptive parents and people using surrogacy arrangements. The right to request flexible working will also be made available to all employees with 26 weeks’ service.

Published guidance explains the key steps employers and employees need to take and answers frequently asked questions. Both employers and employees can also contact the Labour Relations Agency helpline if they have a query.

To learn more, visit nibusinessinfo.co.uk (employers) or nidirect.gov.uk (employees) and if you have a specific query, contact the Labour Relations Agency on 028 9032 1442

Shared parental leave and pay – how will it work?

1. Shared parental leave must be taken in weekly blocks. It can be stopped and started, so periods of work can be interspersed with periods of leave for childcare. Each parent notifies their employer of their entitlement and “book” the leave with at least eight weeks’ notice.

2. An employee can book more than one period of leave in a single booking notification.

3. An employee may submit up to three booking notifications, and more if the employer agrees.

4. Where requested as discontinuous blocks (i.e. there is an interruption in the proposed block of leave for a return to work), the employer may require the employee to take leave in a continuous block (so leaving out the interruption). In this situation, the date for the continuous block to start can still be chosen by the employee.

5. Each parent can use up to 20 SPL “in touch” days (SPLiT days) to go into work, so could effectively take shared parental leave and work on a part-time basis for a period. SPLiT days can only be taken if agreed between the employer and employee.

6. Shared parental leave can be taken at any time in the first year following the child’s birth/placement.

ON THE MOVE

Business First celebrates your success [1]Deborah Cromie has been appointed director of the Valuation and Advisory Services department of CBRE in Belfast. In this role she is responsible for leading the Valuation & Advisory Services team on new business generation. Having recently returned from an 18 month secondment post at RBS Ulster Bank, Deborah has fifteen years’ experience in the Northern Ireland commercial property market and has been an integral part of the CBRE Belfast team since joining in 2000. As an RICS Registered Valuer she has recently been responsible for the delivery of a number of large portfolio valuations for loan sales and carries out valuations for a number of UK Funds as well as traditional retail, office and land valuations.

[2] Alex Speers has been appointed as a Valuation Surveyor in CBRE Hotels Ireland undertaking hotel, licensed and leisure valuations. Alex has worked on numerous major hotel single asset and portfolio valuation instructions and assists in providing valuations and advice to all the main financial institutions. Alex works on instructions on behalf of single owner operators, large hotel groups and receivers throughout Ireland. In November 2014, Alex relocated to the Belfast office. Alex graduated from the University of Ulster, Jordanstown in 2009 with a First Class Bachelor of Science in Property Investment and Development. Alex became a Chartered Surveyor in 2014.

[3] Steven Conwell has been appointed Associate Director within the Valuation and Advisory Services department of CBRE and is responsible for a wide range of instructions to include secured lending throughout Northern Ireland. Steven is an RICS Registered Valuer and has 9 years’ experience in the Northern Ireland commercial property market. As well as retail, industrial, office and land valuations Steven has, in recent years, been involved in the valuation of portfolio assets for large loan sales.

[4] Fiona Martyn has been apppointed Project Manager in the Building Consultancy Department in CBRE Belfast. In this role she is responsible for the management and mitigation of project risks, budget control, control of the design process, managing the Contractor and Design Team on site and through to handover of the scheme in a controlled manner.

[5] Valerie Ludlow has been appointed Client Services director at ASG. Valerie has worked in the Marketing Communications industry for over 10 years in both London and Northern

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Ireland. Her experience spans both the public and private sectors, developing and delivering campaigns that influence behaviour, change attitudes and drive consumer engagement. Valerie will lead the ASG Client Services team which is responsible for providing an integrated marketing proposition for all ASG clients.

[6] Kieran McNicholl has been appointed as head of Media at ASG. Kieran has been with ASG for over four years, previously as Media Manager, and will be responsible for managing the media department, delivering integrated, multi-channel, media solutions/campaigns, across many sectors at regional, national and international levels.

Kieran has recently planned media for many high profile clients including the Department for Employment & Learning, Linwoods, Phoenix Natural Gas, Queen’s University, Remus Uomo and Ulster University.

[7] Russell Lever has been appointed Account Director at ASG PR. Russell has 10 years’ experience in the PR industry and considerable account management experience across a range of clients in the

Northern Ireland public and private sectors.

He specialises in media relations and has been responsible for the strategic management of a number of high profile clients including Calor Gas, safefood, The Cooperative Insurance and Toyota (GB) Plc [8] Karen Barr has been appointed Client Marketing director at ASG. Karen has worked in the advertising industry for 20 years, managing both public and private sector clients and delivering national and international campaigns for a range of industries including energy, retail and FMCG. Karen will be responsible for some of the agency’s key clients, particularly in the food and tourism sectors.

[9] Brightwater, the biggest professional services recruiter in Northern Ireland, is very proud to announce the promotion of Stephanie Mulholland to Associate Director. A graduate of Queens University, Stephanie has been in Recruitment for 16 years, with Brightwater for 10 years and a Manager in the Belfast office for 4 years.

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BUSINESS IN COMMUNTY

Celebrating Cultural Collaborations

Dr Joanne Stuart, OBE, chair, A&B NI; Stephen Cruise, head of branch banking, private & specialist financial advice NI, Ulster Bank; Tina Segner Tumble Circus; Arthur Scott, director of culture, DCAL; Roisin McDonough, chief executive, Arts Council of Northern Ireland and Mary Nagele, CEO, A&B NI

hirty one local businesses celebrated recently at the Arts & Business NI Investing in the Arts special reception, to mark their partnerships with local arts organisations. The Arts & Businesses NI event, sponsored by Ulster Bank was held in the Belfast Harbour Commissioners Office.

In addition to being one of the recognised businesses at the event, Ulster Bank sponsored the Investing in the Arts reception.

Stephen Cruise, head of branch banking, private and specialist financial advice Northern Ireland, Ulster Bank commented: “On behalf of Ulster Bank I want to commend the many arts and business organisations that are working together to create inspiring and impactful projects.

“Their joint efforts are making significant cultural and economic contributions across Northern Ireland. We are pleased to play our part in sponsoring this event to help showcase the exciting potential that comes from collaboration between the arts and business sectors.

“It’s testament to the continued commitment and excellent support from Arts & Business NI that so many new partnerships have formed, and that existing relationships have been enhanced. Congratulations to all involved.”

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Festival of Fools and Sestina Music Ltd entertained with short performances catching the attention of the audience and giving an insight into previous projects successful through the Investment Programme.

All the partnerships recognised at this reception received support from the Arts & Business NI, Investment Programme. The Investment Programme is designed to encourage inspirational, sustainable partnerships between businesses and the arts organisations they sponsor, to maximise the benefits of working together.

In 2014-15 A&B NI, supported by the Arts Council of Northern Ireland, invested in 33 creative and pioneering relationships between arts organisations and their business partners. It is encouraging to note that 49 per cent of the projects supported by this Investment Fund were first time partnerships with 30 per cent of the business partners also first time sponsors of the arts.

Mary Nagele, chief executive of Arts & Business in Northern Ireland, added: “The Investment Programme is vital in supporting arts organisations diversify their funding, working with businesses provides a strong platform and the partnerships commended showcase what can be accomplished when arts and business work together in forging

creative and engaging projects.

“We hope this encourages more businesses to seize the opportunity to get involved with the arts and create something amazing.”

A selection of some of the creative collaborations to whet your appetite…..

• Edwards & Co. Solicitors and Lyric Theatre • Lidl NI and The MAC • Suki Teahouse Ltd and Visual Artists Ireland • Airporter and Waterside Theatre • Burke Shipping Group and c21 Theatre Company Ltd • Diageo Northern Ireland and Beam Creative Network • Jameson and Queen’s Film Theatre • Nicholson Bass and Brian Ballard • Nicholson Bass and Rita Duffy • Ramada Encore and Festival of Fools • RentaMerc Van Hire NI and Replay Theatre Company

BT is Northern Ireland Responsible Company of Year Business people gathered in Belfast to see Northern Ireland’s leading responsible companies be recognised and rewarded for their actions.

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Alex Crossan and Maureen Walkingshaw, BT receive the Northern Ireland Responsible Company of the Year accolade from Rose Kelly, from last year’s winning company Allstate NI along with Sinead , BT and Kieran Harding, Business in the Community

T, picked up the top award – Northern Ireland Responsible Company of the Year at the event, which has become one of Northern Ireland’s one prestigious business awards events and is run by Business in the Community.

Allstate NI scooped a UK Award for its employee wellbeing initiative – Energy for Life. Two previous UK winners, Moy Park and Phoenix Natural Gas, were also reaccredited for a further year.

Sponsored by Electric Ireland, the annual awards highlight the best examples of the positive impact of businesses to address social and environmental issues and/or transform their communities. The regional winners were: • NI Responsible Company of the Year, sponsored by Allstate NI - BT • Resource Efficiency Champion, in partnership with WRAP – ReCon Waste Management • Business & Biodiversity, sponsored by AES – Henry Brothers (Magherafelt) Ltd • Employer of Choice, sponsored by Arthur Cox – South West College • Employability Champion, in partnership with The Citywide Employers’ Forum –

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Loughs Agency • Community Impact Champion, sponsored by firmus energy – Heron Brothers • Education Partner, sponsored by Allen & Overy – George Best Belfast City Airport • Marketplace Leadership, in partnership with Ulster Business – Fold Housing Association Kieran Harding, managing director, Business in the Community Northern Ireland said: “The Responsible Business Awards give much needed visibility to organisations who are putting responsible behaviour at the heart of how they do business.

“All of the finalists are playing their part to tackle societal issues and become more sustainable by bringing to life the practical role that businesses can take to address some of our most pressing issues.

“We congratulate all our winners and those who were shortlisted for being inspirational examples from whom others to learn.”

Environmentalist and writer, Jonathon Porritt addressed the audience with his take on how the actions we take now will impact the world that exists tomorrow.

A new children’s creative writing project –

Fighting Words Belfast – was also profiled at the event and the audience was inspired by the project’s patron in Northern Ireland – writer and author, Glenn Patterson.

Rob Hardeman, Seagate Technology (Ireland) Ltd was named as Northern Ireland’s 2015 Prince’s Ambassador for Corporate Responsibility.

To find out more about this year’s winners, please visit: www.bitcni.org.uk

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MOTORING

F-Sport Lexus NX

by Ian Beasant, BUSINESSFIRSTMAGAZINE motoring correspondent

he Lexus NX SUV is certainly a stylish looking vehicle. According to the company, the story behind the name of its new NX is that it stands for 'nimble crossover'.

This is, after all, a smaller counterpart to the big RX 450h that's designed as an alternative to the likes of the Audi Q5 and BMW X3. One thing that is definitely different in the Lexus is that is powered by two engines –yes it’s a hybrid. Up front is a 2 0 litre turbocharged petrol engine and at the rear you have an electric motor that is charged up by the power used when braking and driving downhill – well, basically. Power deliver is simply super smooth.

Style may not be everything when it comes to SUVs, but it counts for a great deal. Which is why the Lexus NX has a head start over its rivals – there are few cars that turn heads like the NX with its bold creases, imposing spindle grille and slim, slashed lights. It’s a seriously good-looking SUV. It is also a practical one as well, with plenty of room inside and offering a very comfortable journey for its occupants.

Fitted with a six-speed automatic gearbox the driver has the choice of using the transmission in normal, sport mode or economy mode. I tried them all and yes sport mode does waken the NX up a bit quicker while the normal mode offered a very relaxing and comfortable way to drive.

The driving position is excellent as you sit quite high and with the seat and the steering wheel fully adjustable it is easy to find a comfortable position. Visibility is also excellent and with the help of the rear view camera, parking is a doddle.

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The rest of the interior is as you would expect from Lexus; high quality, high class materials used throughout and a very well designed – some may say over designed – dashboard which houses all the switch gear which is easy to use and has a nice quality feel.

Most SUV’S are heavy and when you add the Hybrid system that is on the Lexus NX it adds to the weight, this becomes noticeable when you are pushing on a bit as the NX feels a little heavy when braking hard – to combat this Lexus have fitted a large set of brakes which keep the NX under control at all times.

The Four–Wheel drive system keeps the NX firmly glued to the road. The Lexus NX has good road manners and feels extremely safe to drive, one thing I could not achieve was the manufactures quoted economy figure of 50+ miles per gallon of petrol I found if I got around 35 MPG I was doing well. As far as driving the NX on the motorway it was nearly silent and effortless.

The Lexus NX is well equipped, well made and a quality vehicle, it may offer only petrol engines but then again it does them very well and against the opposition it really does stack up.

Make mine a Mazda

by Ian Beasant, BUSINESSFIRSTMAGAZINE motoring correspondent

he new Mazda 6 is not a revolution more of an evolution – well that is what I first thought. In order to keep pace with a very competitive part of the market that’s seen plenty of recent renewal, the Mazda 6 has had some exterior and interior styling improvements, powertrain and chassis tweaks, added active safety equipment and extra standard kit and it all has been beneficial.

I chose to test the Mazda 6 fitted with 150bhp 2.2-litre turbo diesel Tourer, in midspec SE-L trim, with Mazda’s six-speed manual transmission which was an excellent combination , The six speed gearbox is a short throw and feels precise and sporty – it is a pleasure to use The interior has been completely redesigned and for the better For starters, Mazda’s easily smudged, fingerprint-magnet gloss black fascia trim has been replaced by a fillet of leather-faced plastic – and it’s vastly preferable. Applying the touchscreen multimedia screen, rotary controller and heating and ventilation controls add to the quality of the new interior. The new clocks are nice and simple making them very easy to read. The driving position is good and easily achieved with both steering column and seat adjustment. The Tourer is a big practical car with plenty of room four 5 adults and plenty of storage space.

The big difference to the precious Mazda 6 are under the skin., The 2.2 litre diesel engine is one of the quietest diesel engines I have encountered, with the six speed gearbox it delivers its 150 bhp onto the road without

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any fuss and feels nice and lively, The chassis which has been redesigned and lightened is a beauty, as the Mazda 6 tourer make look a bit bulky but underneath it is a svelte athlete.

The Steering is pinpoint sharp and the new suspension keeps the body roll to a minimum , It is no slouch either ,it will propel you to 60mph from a standstill in 9.3 seconds and is capable of 130mph . Then you get another bonus the Mazda 6 will easily do 55 miles to the gallon on a combined set of travels.

The Mazda 6 with its new underpinnings and suspension set up is a real fun car to drive, the engine and gearbox are made for each other and yes it is very practical as well.

You really cannot question Mazda’s reliability as that has never been in doubt. Enjoyable to drive? Yes. Economical to run? Yes. Practical?

Yes and good value for money with prices starting for this model at £24,495 – I think so.

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MOTORING

Premium Passat

he Volkswagen Passat is in its eighth generation and for 2015 is a completely new car incorporating Volkswagen’s extremely successful new manufacturing techniques called MQB platform.

The new Passat shares the same underpinnings with the VW Golf and the Audi

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A3. With a longer wheelbase, lower centre of gravity, improved torsional rigidity and better weight distribution, the Passat is more dynamic than ever. The styling is very sleek and very classy, this all adds to the premium look and feel of the new Passat I drove a 2.0 litre Bluemotion estate model

of the new Passat. The Blue motion ensures an economical vehicle and I averaged 55miles per gallon from the 150 bhp diesel engine.

The transmission is provided by Volkswagens six-Speed DSG gearbox driving the front wheels. And with the usual diesel rattle well damped, it was difficult to tell that this was a diesel car – especially when cruising on the motorway where the car is almost silent.

The new MQB Platform allows the engine to be set lower in the car and gives it better weight distribution. It also helps that the car is lighter than before. As a result, this latest Passat is faster on its feet and more agile than past models. It shares the same unflustered cornering composure and linear steering feel as the smaller Golf, while body control is excellent and there’s lots of grip. Traction is good on the exit of tighter corners and it feels exciting and enjoyable to drive and does not feel big and heavy in anyway- in fact quite the opposite.

The interior is well designed, simple and easy to use; the weight of the switch gear is just about perfect and gives you that lovely weighted top class feel.

My car was fitted with Volkswagen’s new Ergo Comfort seats, which come with electric backrest adjustment for the driver. Full leather is optional and was fitted to my car – I would thoroughly recommend it.

The Passat Estate is a totally practical car, looks extremely well, solidly built, drives beautifully and handles the bumps and potholes on our roads with ease.

Hyundai i20 T he new Hyundai i20 has been completely re-designed, re-engineered and re- modelled – and is all the better

for it.

Over the years Hyundai has really transformed itself from a car maker that customers would buy from because of price.

Now we flock to them as the vehicles are well built, offer an outstanding five year warranty and roadside assistance, are practical, pleasing on the eye and great to drive. It’s a winning formula that is working.

I had a week of driving the new i20 over a number of different routes of mostly B roads.

The petrol 1.2 engine felt a little bit lethargic at times but used with the five –speed gearbox it was acceptable and where it really excelled was its ability to cover miles and miles without using any fuel. Hyundai say you should be able to achieve 88 miles per gallon in this car and I got very close to that.

The interior of the i20 is well put together using premium materials and a simple but very effective layout. The i20 is bigger than its city rivals and it has plenty of room to transport five adults in comfort.

The driving position is great and it’s easy

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to get comfortable with help of adjustable seat height and reach and rake adjustment on the steering column. The i20 is a fun and comfortable car to drive with a premium feel even with our bumpy roads and potholes. It handles neatly and while I would have liked the steering to offer more feedback, that’s a small thing as the rest of the i20 is well tuned to the road.

The new Hyundai i20 is a good looking car as well. With so many manufacturers chasing

this small car market the Hyundai comes out very well in all areas. Starting at £10,695 if you move up to the SE model it comes with air –con, blue tooth and a host of extras that are all worthwhile.

The i20 may not suit badge snobs , but look a little closer and this a premium car that is will fulfil all your needs whether its City driving , motorway cruising or dashing across county and all with comfort style and it will put a smile on your face.

The Final Word

Time to fix the makeup of political representation

by Chris Brown, MCE Public Relations ast month I was part of the team that rolled out TEDxStormontWomen which took the successful TEDxStormont events to the next level and created a bespoke event putting the spotlight on some of the most successful and interesting women in Northern Ireland.

It was a sell-out. We would have filled the room four times over with a reserve waiting list of around 200. I was surprised at how this event was embraced and how many people engaged with it on social media and in person. It struck me that these types of issues based events are actually few and far between in Northern Ireland, so it was no wonder it received the attention it did.

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Female representation in politics It is no secret that women are significantly underrepresented at local government level and the Assembly here in Northern Ireland.

Generally speaking, it is not exactly regarded as an outrage either.

With the exception of Dáil Éireann, the Northern Ireland Assembly has the lowest female representation of devolved and national legislatures in these islands.

In a European context, with the exception of some Italian regional legislatures, the Northern Ireland Assembly has the lowest female representation of comparable devolved institutions in Western Europe. The stats prove this: • Only 21 MLAs (out of 108) are female •Three (out of 18 constituencies in Northern Ireland) have no female representation at the Assembly •Nine constituencies only have one female representative at the Assembly • Sinn Fein has the most female MLAs with nine with the DUP in second place with five

Uphill struggle Unless something is done, we may see female representation stagnate at the current level or at best, only marginally increase.

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Our electoral system means we have a larger numbers of seats which tend to favour women, so any planned reductions may affect the numbers of women returned. In this case, the reduction in the number of councils and a corresponding reduction in the number of Assembly seats may indirectly influence the supply of future potential female MLAs, if council representation can be seen as an initial step in political life.

There is also a barrier at the initial candidate selection stage. The Sex Discrimination (Election Candidates) Act 2002 permits political parties to practice positive discrimination in relation to the selection of candidates. Men can be selected over woman without explanation or sanction.

This provision has been extended to 2030 which means that there is little legislative backing, if any, to deal with this situation.

Assembly Report Earlier this year the Assembly and Executive Review Committee at Stormont published a report on ‘Women in politics and the Northern Ireland Assembly’. It concluded that the under-representation of women in politics in Northern Ireland is a serious issue which must be addressed as matter of urgency. It also stated that the Assembly and political parties play a key role in encouraging women to seek and secure election to the Northern Ireland Assembly.

However, the Committee considered, but could not agree on, the introduction of quotas and legislation in respect of financial penalties for political parties should they fail to meet an agreed gender quota.

It came up with 29 recommendations for the likes of the Political Parties, the Assembly and the Executive to address. Some of the recommendations included that: • Political parties should consider developing targeted membership strategies to encourage more women to get involved and become members of their parties.

• Political parties review their internal media strategy to ensure greater visibility of female politicians.

• The Assembly should establish a working group on a gender sensitive parliament and that the working group should have equal membership of male and female MLAs. • The Assembly should consider hosting at least one annual event to highlight the work of female politicians. This should coincide with either International Women’s Day or during Parliamentary Week.

• The Executive should consider the implementation of gender mainstreaming and gender budgeting in Executive policies and legislation development.

• The Executive should take steps to increase the diversity of public bodies and in particular introduce measures to address the gender imbalance in public appointments in Northern Ireland.

Plans in place This year the Politics Plus initiative at the Northern Ireland Assembly launched a Women in Politics Leadership Programme to look at themes such as creating successful alliances, enduring partnerships, judgement, decision-making and evidence-based arguments among other skills development courses. I understand that it has been successful to date and should be supported.

It is good to see that action is being taken, but it must be sustained as we move forward into new elections, a reduced number of Assembly seats, a brand new super-council set up and a decrease in government departments. It would be a good thing to get more females into politics and public life here, and who knows, we might even get a different outcome to the political problems we face on a regular basis.

Connect with Chris Twitter: @CB_PRandPA Email: chrisbrown@mcepublicrelations.com