Business Eye August 2021 by Buckley Publications

Issue 208 August 2021 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

Paddy Doody & Henderson Group Investing Throughout The Pandemic Features:

Sustainable Futures The NI Agenda

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The 2021 Danske Bank Business Eye Profit 200

Stena Line - Navigating The Challenges Of Covid & Brexit

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Contents 18

CITB - The Skills & Training Agenda

Barry Neilson, CITB’s Chief Executive, talks about changing times and new challenge for the construction industry and the increased importance of the role of skills and training.

August 2021 ISSUE 208

Paddy Doody & Henderson Group - Investing Throughout The Pandemic

Henderson Group Sales Director Paddy Doody tells Business Eye about the many challenges faced by the group during the 18 months of the pandemic, how it’s won over more and more shoppers and how investment in stores has continued at a pace.

Invest NI’s Vicky Kell Spotlighting Innovation

Invest Northern Ireland and its partners are stepping up the pace on Innovate NI, the Innovation Accreditation Programme for Northern Ireland. This month will see the launch of a marketing campaign that is set to encourage Northern Ireland businesses to innovate and to fly their innovation colours.

Danske Bank Business 67 Eye Profit 200 2021 Thanks to delays in filing dates, the Covid pandemic has had a limited effect on this year’s Top 200 Companies for Northern Ireland, ranked by pre-tax profit. There might be few surprises at the top of the list, but with plenty of new entrants and clear trends, it makes for fascinating reading.

Mark Regan & Kingsbridge - New 30 Era For Private Healthcare Bigger & Better - Galgorm 84 Collection Bounces Back Mark Regan remembers walking into the brand new Kingsbridge Private Hospital in Belfast ten years ago and worrying whether there would ever be enough private patients to keep the new facility ticking over. Now he’s wondering where to put them all.

Sustainable Futures - The NI Agenda

Business Eye teamed up with Deloitte to stage a virtual round table discussion from NIAVAC’s Belfast studio spotlighting the practical steps that NI companies of all sizes can take to lower their own climate impact, and how they can learn from industry leaders.

NITEC - Driving Technology 37 During The Pandemic Eighteen months on from one of our last face-to-face interviews before the pandemic struck, we return to Antrim Technology Park to catch up with the three directors of one of NI’s leading technology consultancies, Nitec Solutions.

Richard Mayne & DrinksInc 44 Adapting To Changing Markets For DrinksInc the pandemic has been something of a rollercoaster. On one hand, licensed premises were closed. On the other, the off trade boomed. Meanwhile, consumer trends continue to ebb and flow. Wholesale Director Richard Mayne takes look at the drinks industry state of play.

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Galgorm Collection Financial Director Tiernan O’Neill talks to Business Eye about the hotel group’s recovery from Covid closure and its large-scale investment at The Rabbit in Templepatrick and the newly acquired Old Inn at Crawfordsburn.

Belfast Welcomes Cruise Ships 88 Back To Northern Ireland It’s been a busy summer at Belfast’s cruise port as it has welcomed the big ships back for the first time since the summer of 2019. Mary Jo McCanny of Visit Belfast and Michael Robinson of Belfast Harbour welcome the return and look at the potential for future years.

Paul Grant & Stena Line Navigating Twin Challenges

For Paul Grant and his team at Stena Line, the past 18 months has produced something of a perfect storm. The company has had to keep its Irish Sea routes running, and crews safe, during the entire pandemic while wrestling with the out tworkings of Brexit.

Peter Corry - Entertainment 92 Looks To The Future ‘The Show Must Go On’ - if ever the old adage had its moment, then this is it. Top local entertainer Peter Corry looks back over the months of enforced inactivity and fervently hopes that the show can now go on….and on. Editor Richard Buckley Commercial Director Brenda Buckley

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It can’t have made very comfortable reading for Sir Jeffrey Donaldson and the DUP, unbending opponents of the NI Protocol, but the recent statistics on allIreland trade brought some very positive news indeed for Northern Ireland.

Comment

“Whatever the politics, the CSO figures clearly show that Northern Ireland exporters are benefitting from our unique position. It’s a fact.”

mports to the Republic from Northern Ireland have rocketed by 77% since Brexit, according to the numbers from the Dublin Government’s Central Statistics Office. That means that the total value of NI to ROI trade rose to €1.77 billion accordingly. It’s a lot of money and a lot of trade. It’s hardly surprising, of course, and it doesn’t take a PhD in economics to work out that NorthSouth trade was going to be in for a boost in the wake of the UK’s exit from the EU and Northern Ireland’s unique position within it. What has taken most people by surprise is the sheer scale of the change. It’s pretty close to €800 million worth of additional sales of Northern Irish goods over the border in just six months…and that’s an awful lot of goods by anyone’s standards. Leading Dublin economist David McWilliams said that Brexit was causing the rapid integration of the all Ireland economy, bringing the two parts of the island much closer economically. He’s probably right, but it’s not a comment that is going to be welcomed by the unionists, especially those of the DUP variety. Unionists will, of course, quickly point out that it’s a two-way street. The extent of the disruption to trade between Britain and Northern Ireland won’t be known until the arguing stops and the dust eventually settles. That won’t be for a while yet. But it’s worth bearing in mind that we’re talking here about GB to Northern Ireland trade. Not exports – if we can call them that – heads across the Irish Sea in the opposite direction. Still, there’s an element of swings and roundabout perhaps.

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

But, whatever the politics, the CSO figures clearly show that Northern Ireland exporters are benefitting from our unique position. It’s a fact. And to sacrifice such a competitive advantage on the altar of flag-based politics would be unforgivable. If the Protocol situation is going to be sorted out, then it has to be done in such a way that clear economic games aren’t negatively affected. _____________________________________ Meanwhile, on the Covid front, August has seen Northern Ireland struggling with an upsurge in positive cases where other parts of the UK seem to moving – largely – in the opposite direction. It’s all being put down to a strange reticence on the part of large sections of our society to get vaccinated. Here at Business Eye, we’ve never been big fans of extended lockdowns and we’ve always pushed forward the opening up agenda. But, in common with a fairly sizeable majority, we’re bemused by the anti-vax brigade, both those who claim to have a bit of knowledge and those who are swayed by any old unauthenticated claptrap that they come across on Facebook. Get the jab, for heaven’s sake, and let’s get back to normal. It’s within touching distance.

Need a way? Let’s clear the way. Innovation can keep your business ahead of the competition. Take the first step today – complete the innovation self-assessment and start your innovation journey. Visit InnovateNI.com

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Eye on News

Major Wins As Corporate Travel Back On The Business Agenda Selective Travel Management, headquartered in Belfast but serving organisations across the UK and Ireland, has been quick to capitalise on the rising confidence of the business community as it prepares once again to take to the skies, post-pandemic.

uring lockdown Selective successfully tendered for major high profile contracts including NI Government, Government Framework in Kent, NEST Corporation and the University of Sunderland, delivering an estimated value to the company of c. £135M. Managing Director Keith Graham says, “Travel was one of the first sectors to feel the commercial impact of the pandemic and it has, arguably, been one of the hardest hit, with tourism taking the brunt of the blow. Full recovery will obviously take considerable time and may prove patchy across the world but, in business travel terms, we are beginning to feel that the worst is behind us. “After a year plus in lockdown many businesses and organisations are recognising that, despite their obvious convenience, virtual connections cannot totally replace face-to-face meetings, site visits, product inspections or networking sorties. Many of our existing customers have already been testing the waters with limited, essential travel, and we see that pattern ramping up swiftly as more countries get the green light. Business leaders are desperate to make up for lost

Keith Graham, Managing Director, Selective Travel Management announces major new contract wins.

time and they are planning ahead; corporate travel is back on their business agenda.” Covid continues to colour travel plans however, and not only in terms of red, amber or green ratings. Selective has responded by forging key covid-testing partnerships with Randox and Qured and providing real-time advice and information across technology platforms which are instantly accessible to its travelling customers. Growing market confidence has been reflected for Selective Travel Management in a spate of retained and new contract wins over the past year, with new SME business spread across a range of sectors. Notably, Selective has retained significant contracts within Higher Education, reinforcing its acknowledged strength in this growing specialist sector. Significantly, the company also retained the Northern Ireland Government Contract and, in addition, was one of three Travel Management Companies to win a place on a new UK Government framework which will operate as a ‘select list’ for Government-related travel across the UK. Selective has the advantage of being ranked as Number 1 Supplier but will compete in a series of ‘mini competitions’ for travel business which may incorporate Councils, Police, Health Bodies, and Central Government Departments. Keith Graham says, “This expansion of our Government Division strengthens our expertise on Government Contracts and paves the way

for other opportunities in Europe as well as the UK. This year we are ranked #22 in Europe’s leading Travel Management Companies. That is a solid and enviable position but we remain ambitious and we are determined, and ideally positioned, to grow and develop still further. “We have used the time in lockdown wisely, and our business ‘war chest’ gave us security to weather the storm and the scope to continue to invest in inhouse technology and to update our technology platforms. We further developed our Traveller Tracking and Traveller Profile Suite and launched an enhanced self-booking tool, featuring everything from the latest Covid information to lowest carbon options. We also introduced mobile app and risk management software which have been key for travel during the pandemic. All our IT developments are our own Intellectual Property which gives us vital standout in a technologically-aware market sector.” Armed with renewed ambition and firmly focused on the future, Selective Travel Management has embraced new growth goals for 2022 and backed them with new work practices. “The economic impact of the pandemic has been such that we cannot expect simply to pick up where we left off,“ says Keith. “If the pandemic has taught businesses anything, it is that success belongs to those who meet problems with agility, adaptability and determination.”

Helping Northern Ireland grow again danskebank.co.uk/business

Eye on News

FinTrU announces availability of hybrid working for all employees Fintru CEO Darragh McCarthy

FinTrU has announced that hybrid working will be available for all employees across Northern Ireland. Employees will be able to choose a pattern of working which can incorporate both working from home and/or working in a FinTrU office over the course of the week.

inTrU employees were surveyed to ascertain their working preference with many opting for a hybrid model which combines both working from home and in a FinTrU office. FinTrU Founder & CEO, Darragh McCarthy, said “FinTrU’s response to Covid-19 in March 2020 was initiated with the health and wellbeing of our employees at the forefront. Therefore, we want to continue in this vein and support our employees in maintaining their work/life balance with a career that complements their schedule both inside and outside of the workplace. We firmly believe that our solution as a company is what is ideal for our employees.” Since March 2020, FinTrU employees (and all subsequent new joiners) have been provided with hardware, software, extra monitors and office furniture to transition to working from home. All

new employees are provided with this ahead of their first day of employment. No FinTrU employees were placed on furlough and the company has continued to grow with over 500 new joiners embarking on a career at FinTrU since March 2020. FinTrU Chief of Staff, Katrien Roppe, said “FinTrU’s culture has always been an imperative outlet for our employees and we moved to ensure that it was still maintained in a virtual environment over the past 16 months. We have seen huge engagement company-wide and we will continue to support our employees in a hybrid manner with online and offline initiatives available for all. FinTrU is presently refurbishing a number of additional new office spaces across Belfast and Derry/Londonderry as we continue with our ambitious growth trajectory plans.” FinTrU employees are also provided with

additional financial support including a monthly working from home allowance and early payment of their salaries every month. Darragh added “Having recently been named ‘Workplace of the Year’ at the Digital DNA Awards, FinTrU is firmly committed to ensuring that employees feel supported with the work environment that is most suitable to them.”

Crafting Exceptional THE

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Eye on News

Galgorm Collection goes for gold in new strategic partnership with NOW Group Hospitality group, Galgorm Collection, has confirmed a new three-year strategic partnership with the NOW Group which will see the first ever Gold Jam Card membership on the island of Ireland awarded to a hospitality partner.

stablished in 2000, the NOW Group is a social enterprise focused on supporting people with learning difficulties and autism into jobs with a future. The group’s JAM Card Gold Membership is awarded to businesses that demonstrably place diversity and accessibility at the heart of business. Through the programme, Galgorm Collection will place its full team through rigorous training to become JAM Card friendly, which means that guests requiring additional time and patience can discretely alert team members and ask for ‘Just A Minute’. It is hoped that the new initiative will help to support guests and visitors with learning difficulties, autism, or communication barriers to experience its full five-star service. Galgorm Collection has also committed to creating at least five new jobs for people living with autism and enrolled with NOW Group’s employment service. The new jobs cover a range of hospitality roles throughout Galgorm’s collection of properties in Belfast, Ballymena, Crawfordsburn and Templepatrick. Tiarnán O’Neill, Group Finance Director at Galgorm Collection, said: “As a responsible business and major local employer, Galgorm Collection is deeply committed to excellence and inclusivity which is firmly embedded within our business. We’re delighted to be the first

hospitality partner on the island of Ireland set to achieve Gold Jam Card Membership status and affirm our commitment to supporting our communities. We continually strive to exceed customer expectations and offer an unforgettable service across our collection of award-winning, luxury hotels and restaurants and I’m delighted that this partnership will enable us to deliver this to all guests. We’re also thrilled to confirm a new threeyear strategic partnership with the NOW Group to really drive our credentials in the area of diversity and inclusion and to provide new employment opportunities to those living with autism or learning difficulties, which we hope to build on throughout the partnership.” Maeve Monaghan, Chief Executive of NOW Group, said: “We are thrilled to confirm Galgorm Collection as our first strategic hospitality partner and to work with the group in achieving Gold JAM Card Membership which represents our top mark for diversity and inclusion. Since launching the JAM Card initiative in 2012, the scheme has been a resounding success with more than 1,800 organisations across the region participating in the training programme. We’re delighted to now build upon that momentum by announcing a new strategic partnership with

Pictured celebrating the announcement are (L-R): Maeve Monaghan, Chief Executive of NOW Group, Laura Millar, Group HR Manager at Galgorm Collection, Richard Magowan, Group Staff Engagement Officer Galgorm Collection and Tiarnán O’Neill, Group Finance Director at Galgorm Collection.

Northern Ireland’s leading hospitality group which will take the programme to the next level. Galgorm Collection is a key strategic partner for us and we’re excited to work closely with the group to deliver upon this new programme. Not only will this partnership create new employment opportunities for our service users, but it will allow Galgorm Collection to lead the hospitality industry in terms of neurodiversity and how it supports vulnerable customers. We hope that this programme will encourage other organisations across all industries to see the benefits of joining us in committing to support those with visible and hidden disabilities through our JAM Card initiative.” In addition to the new jobs created, Galgorm Collection will further support the NOW Group’s social enterprise Loaf Pottery. Located in Crawfordsburn, the café and ceramics shop sits directly opposite Galgorm Collection’s newest venture, The Old Inn, which was acquired by the group earlier this year.

Eye on Cloud Communications

Getting ready for a digitally-focused future By Stephen McQuoid, Regional Director, Ireland, Radius Connect

It’s easy to get weighed down after the challenges of the last 18 months which have affected businesses large and small but, thankfully, the economic recovery is gathering speed and the opportunities for business are increasing.

orthern Ireland’s business environment is resilient, ambitious and vibrant. It’s one of the most digitally connected and engaged locations in the world after years of forward-thinking investment in superfast broadband, wireless infrastructure, cutting-edge technology and data science. It gets better. Last year, Belfast was among only three UK cities to be chosen by the World Economic Forum as a ‘global smart city’ in its alliance of 22 countries to help realise its full digital potential. This is why Northern Ireland is gaining a reputation globally as a place to do business. So what does all this mean for local businesses? Firstly, we can gain comfort that investment pledged many years ago has and is delivering the digital frameworks we need right now to run our businesses more productively, connect with colleagues and clients more easily from anywhere - and save money in the process. Better access to superfast broadband and more reliable 4G and 5G mobile networks will help the economy to create jobs and support innovation and growth, and it opens up a plethora of new and exciting options for businesses who have not yet fully embraced the digital journey – online file sharing, access to the ‘Cloud’, data storage and backup, video conferencing and much, much more. So whether you are an established enterprise, or a start-up, the way you do business has changed – from remote

working, customers increasing use of digital channels to taking advantage of our place in the global economy. Radius Connect has been connecting, supporting and helping to drive businesses forward for more than 30 years, locally and internationally with a trusted local team that delivers a bespoke range of solutions to fit every need. With the big tools in place – access to superfast broadband and high-speed mobile networks – local businesses now have an unrivalled opportunity to make sure they have the best digital kit to keep them on the road to recovery and further growth. Radius Connect delivers bespoke solutions every day and we continue to help some of Northern Ireland’s biggest – and smallest – names strengthen their foundation for future national and international growth. Top agricultural supplier UPU Industries is investing right now in a major digital transformation that confidently links it from its headquarters in Lisburn to its Kansas, US base and all across the world to further build its commercial might, while CBRE is underscoring its continued success with greater connectivity and mobility across its Belfast-based team. By choosing Radius Connect to help exploit the advantages of a more digitally-focused future, you will gain a business partner that will work and grow with you. Committed to Northern Ireland, Radius has been operating here for over 25 years, establishing ourselves as the supplier of choice for thousands

of businesses for mobiles and business phones, internet solutions cloud services, business applications, data security and services. With an in-house team of accredited engineers based here in Belfast, businesses across Northern Ireland can continue to rely on Radius Connect to deliver to their exacting needs, freeing valuable time to drive new business growth and productivity in a better connected world. Radius Connect provides an expansive range of services based on solutions from industryleading technology providers like Microsoft, NFon, Cisco, Avaya and 8×8, as well as services from EE, Gamma, O2, and Vodafone. Now is the time to connect your business to Northern Ireland’s economic recovery.

Radius Connect is rapidly becoming a leader in business telecoms in the UK and Ireland. For more information on its full range of services visit www.radiusconnectsolutions.com

Eye on News

EZ LIVING INTERIORS INVESTS IN ‘LAST MILE DELIVERY’ IN BUSINESS EXPANSION

Pictured is Lisa McAteer, Director at CBRE NI and Oliver Campbell, Store Manager at EZ Living Interiors

omeware store EZ Living Interiors has expanded its business and created 25 new jobs in Belfast, with the investment in a 9,000 sq ft warehouse. The warehouse based within Titanic Quarter in Channel Commercial Park supports its ‘last mile delivery’ strategy in Northern Ireland. CBRE NI Director Lisa McAteer, who acted on behalf of the landlord Titanic Quarter Ltd, commented: “We are thrilled to have helped facilitate this extremely exciting phase of expansion for EZ Living Interiors, as the business up-scales to a new fulfilment and delivery facility in Belfast. “There has been increased competition for industrial and logistics units in Northern Ireland over the last year due to Covid-19 and the surge in online retailing, which has led to a demand for manufacturing, storage and distribution space.” James Eyre, Commercial Director at Titanic Quarter Ltd, said: “We are delighted that EZ Living Interiors has

chosen Channel Commercial Park in Titanic Quarter. The strategic location of Channel Commercial Park was a key deciding factor for EZ Living Interiors and we welcome them alongside a number of existing local, national and international occupiers in the park.” Oliver Campbell, Store Manager at EZ Living Interiors, said: “A central warehouse means our customers can easily collect smaller items six days a week, making our services more accessible to families whose free time is precious considering the difficult times we find ourselves in. “We’ve invested in six delivery vans and three container lorries to allow us to deliver furniture quickly and efficiently. “Covid-19 has been a strain on everyone but at EZ Living Interiors we used the time as an opportunity to improve our customer experience including better order fulfilment on our product range to ensure that our customers can have what they want quickly and easily.”

EY Partners With Catalyst To Help Develop NI’s Innovation Ecosystem

atalyst has announced a new partnership with professional services firm EY, which will see the two organisations work together to grow and enhance Northern Ireland’s innovation economy. Catalyst is an independent, notfor-profit organisation focused on fostering entrepreneurship and innovation, supporting transformative businesses and developing Northern Ireland’s tech industry. As one of Catalyst’s platinum partners, EY will engage with the Catalyst ecosystem, to learn from other partner organisations and to influence the range of programmes it runs for entrepreneurs and start-up companies at all stages of development. EY Northern Ireland employs over 600 people and provides Consulting, Assurance (audit), Tax and Strategy and Transactions services to NI’s leading businesses, working with 78 of the top 100 companies in the region. Ian Edwards, Tax Partner, EY Northern Ireland said: “We look forward to working closely with the team at Catalyst to support their ongoing

drive to improve and enhance the local science and technology sector. Having supported hundreds of NI businesses in the past 24 years of our EY Entrepreneur of the Year programme, we have seen the massive potential of Northern Ireland’s vibrant tech sector and are excited to bring that expertise to the fore in this partnership with Catalyst. “In the past 16 months of the pandemic we have all learned that in times of crisis there are significant opportunities to transform, innovate and thrive and we’re excited to support tech entrepreneurs on their journey to reach higher and succeed faster now and into the future.” Trudy Parry, Partner Programme Manager at Catalyst, said: “We are really happy to have EY coming on board to support Catalyst as a Platinum member company and look forward to working with the team in Belfast to benefit from their global expertise and create initiatives that will further enhance Northern Ireland’s international reputation as a tech hub. “Catalyst has identified a number of

Pictured at the Catalyst Innovation Centre on Queen’s Island in Belfast are and Trudy Parry from Catalyst and Ian Edwards from EY

key clusters that will drive Northern Ireland’s economy in the coming decade and we are delighted to have the support of industry partners like

EY who recognise the need to embrace the opportunities created by the new technologies and new ways of doing business that are emerging.”

Eye on Energy

Driving forward to a cleaner, greener future This summer, Power NI, Northern Ireland’s leading electricity supplier, was the first energy company in NI to launch an EV (electric vehicle) tariff for domestic customers. This project is the latest in a pipeline of exciting new developments for Power NI’s parent company, Energia Group.

iara Moane, EV Product Owner for the Energia Group, commented: “We are delighted to launch the Power NI EV Anytime and EV Nightshift tariffs. Charging at home is a crucial part of ownership for most electric vehicle drivers. Our 100% renewable EV tariffs, developed specifically for EV drivers, will help reduce the costs of home charging and save our customers money. I want to thank Power NI’s Mick O’Reilly and the Product Design & Delivery team for bringing the new tariffs to market for customers in Northern Ireland.” Increasingly, consumers are becoming conscious of their carbon footprint. Between 2019 and 2020, electric vehicle sales tripled in Northern Ireland, despite the pandemic, and there are now over 5,000 electric vehicles registered here. This is set to increase significantly in the coming

years with the electrification of transport playing a major role in the fight against climate change and the net-zero emission targets for 2050. Market analysis and electric vehicle charging behaviour tell us that EV charging will mostly be done at home and usually overnight. Power NI’s new EV tariffs enable domestic customers with an electric vehicle to charge when it is most convenient and make additional savings on their electricity bills compared to Power NI’s standard tariff rate. In addition to cost savings, drivers will also reduce their carbon footprint as the new EV tariffs are powered by 100% renewable energy. Ciara continued: “We are at the beginning of the electric vehicle revolution, and so it is key to understand consumer needs. The majority of EV owners will rely on the convenience of charging

Power NI’s Francesca Woodman and Mick O’Reilly launch the new Power NI EV tariffs.

Ciara Moane, EV Product Owner, Energia Group

their vehicle at home overnight. We want to provide an EV charging ecosystem accessible to all EV owners, including cost-effective charging solutions powered by green energy. Consumers shouldn’t have to worry about sourcing a charge point or finding an electrical contractor to carry out the installation. We will simplify the transition for our customers and help them with every step of their exciting journey to driving an electric vehicle. “At the Energia Group, we are committed to creating a cleaner, greener future. We are at the forefront of innovative sustainable energy projects across the island. We are aiding the decarbonisation of both the electricity sector and the transportation sector. We recently launched NI’s first hydrogen-powered double-decker buses in conjunction with Translink and Wrightbus and we are part of the Belfast Maritime Consortium led by Artemis Technologies, developing a zero-emissions hydrofoil ferry between Belfast and Bangor.” Ciara concluded: “We are trying to change energy for the better. We are innovating with the latest technology, promoting sustainability and transforming the way our customers choose and use energy.”

To find out more about Power NI’s new EV tariffs, visit powerni.co.uk/electric

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hello@gentechrecruitment.com www.gentechrecruitment.com hello@gentechrecruitment.com www.gentechrecruitment.com

Garvey Studios 2 Longstone Street Lisburn Garvey Studios 1TP 2BT28 Longst one Street Lisburn BT28 1TP

Tanya Lyttle

GenTech puts the spotlight on recruitment agency life GenTech Directors, Joe Reid & Stuart Mowatt

Gary Braithwaite

There are many misconceptions about the world of recruitment. It can be seen as a numbers game, a stressful vocation and often challenging to achieve targets. Lisburn based, GenTech Specialist Recruitment Solutions wants to dispel those negative connotations and prides itself on doing things differently, leading the way to a positive work ethos.

he company works hard to harness a culture that is supportive and enables its team to manage a healthy work-life balance. This in turn enables the expert staff to provide valuable support for candidates and achieve excellent results for it’s clients. Directors, Stuart Mowatt and Joe Reid have collectively worked in recruitment for over two decades and they knew GenTech had to be unique in order to be successful. GenTech specialises in tailor-made services for clients including HR employment services, specialist training certificates and occupation health & wellbeing support. With local knowledge and sector expertise, GenTech offers a 360 approach to recruitment and business services. One of the most important elements of working in recruitment is building long term relationships, whilst having expert communication skills. Having experienced staff plays such a vital role in making GenTech a success. The team provides a 360 service that supports candidates into employment while fulfilling client’s requirements to a high level. Recruitment consultant, Tanya Lyttle brings 17 years’ industry experience to the GenTech team and states, “our secret is teamwork and the fact that our directors are very hands on in the daily running of the business. I see success in our work as understanding the needs of clients from many diverse sectors and building long-standing relationships. GenTech provides a working environment that facilitates staff

learning and personal development on a daily basis.” A valued team member is Gary Braithwaite who highlighted the flexibility of working from home, “GenTech looks after its own staff so well and this way of dealing with people is reflected in the ethos we have when I’m placing staff in a particular role with one of our clients. We go the extra mile to make sure candidates are more likely to stay with the company once that relationship is established. It’s what sets us apart from our competitors.” Natasha Lowey is GenTech’s Accounts & Payroll Manager. She said: “I have never worked anywhere before that is so comfortable. Some companies are very rigid, but at GenTech we are constantly encouraged by Joe and Stuart to find new processes that make things run smoothly. Management recognise that family life is hectic, and they are always supportive. We have an extremely busy office and although my job can be challenging, the environment we work in is so warm and supportive. To me, GenTech is a family, and I am lucky to be part of it.” Sophie Faloon, GenTech’s Receptionist & Payroll Administrator, commented, “I love greeting new candidates when they walk through our door and helping with the first steps of their employment journey. Our team shares the same goals and it makes the workplace feel like a home away from home. Our wonderful clients and candidates are an integral part of our business. We have a fantastic team who support each other through all aspects of our jobs.”

Natasha Lowey

Sophie Faloon

If you would like to find out more about a role at GenTech, or find out about our services, visit gentechrecruitment.com or call 028 9267 9668.

Eye on Construction Industry

CITB NI’s Barry Neilson Skills & Training Are Vital To A Changing Construction Industry Skills and training will play an increasingly important role in the continued development of the construction industry here in Northern Ireland.

hat’s the view of Barry Neilson, Chief Executive of the Construction Industry Training Board NI (CITB NI), the arm’s length public sector body under the wing of government but with its own board of directors and funded by the industry itself. “It’s a strong partnership between government and the industry,” he says, “and it’s one that puts the people who work in construction right at the centre of the picture. Our role is to develop and train people, make them the best they can be, for the industry

as a whole.” A native of Glasgow, he’s lived here for 11 years since taking on the Chief Executive’s role. But he’s worked in and around the construction industry all of his working life as a draughtsman and, following his degree, as a civil engineer. CITB NI has thrown training and certification into sharp focus over its years of operation. “There are many, many people working in the industry who are good at what they do. Where we come in is we can assess them and show that they’re good at

what they do. We support in turning talent into qualifications where possible, but it’s not just about obtaining a piece of paper. It goes a lot deeper than that for the employee and the employer.” CITB NI is approaching the 60th anniversary of its establishment. The organisation is based at Nutt’s Corner, where it operates its own purpose-built training centre hosting a variety of courses for construction workers. Barry Neilson has seen plenty of changes in the industry over the years, and he says that it continues to evolve. “Many firms of all sizes, put a lot of emphasis on training, quality and professionalism of their people, but some don’t have the resources in place to structure the training

and development of their staff,” he says. “But our job is to get across the message that a focus on skills also means a focus on profit. There is a direct correlation between the two. Skills and training have a huge bearing on quality and therefore on the bottom line. If the finished job is good, and there is no need to go back and fix things, then the financial result is a better one.” Northern Ireland construction companies, he says, have learned a lot from expanding out into other markets, and not just the large ones. “They have picked up new ideas about the management of the construction process and this has had an impact on performance over the years. They’ve also worked hard to embrace and adapt to the

Eye on Construction Industry digital agenda, and they’re squaring up to the next big challenge facing the industry – the green agenda and decarbonisation. We’re already witnessing a big increase in the number of energy efficient buildings going up around Northern Ireland, and we’re going to see a lot more.” Barry Neilson makes no apologies for returning time and time again to the theme of quality and the importance of quality. He laments the reduction of the independent inspection role the traditional Clerks of Works. “Some firms are trying to reintroduce this element but the relentless drive to reduce construction costs means this is an area that has been difficult to maintain. Contractors and clients should consider building this back into the system to help drive quality and efficiency. Construction, he adds, isn’t a young industry. “If anything, this sector is an ageing one in terms of the age profile of its employees and that’s something that will have to change. It’s crucial that we encourage young people to consider careers in construction. What this industry can offer is a brilliant training environment for young people. And those young people can build a real, lasting career with plenty of opportunities for advancement and progression.” Barry Neilson is a strong advocate of the concept of apprenticeships, a long standing tradition in construction but growing in popularity across a wide range of different sectors these days. “There are effective apprenticeships

Launching the CITB NI Built Environment bursary award last year were from left, student Beth McGann, Barry Neilson Chief Executive CITB NI and student Caelan Fisher.

in law and in medicine...look at it that way,” he says. “Learning while earning has always been an integral part of how we do things in this industry and it’s going to be crucial as we go forward.” But increased recruitment, apprenticeships and a firm commitment to training are dependent on construction companies having a strong pipeline of work coming through. “At the moment, the market looks fairly strong,” says Barry Neilson. “But none of us are sure of the long term impact of the Covid crisis and how the economy will be a little further Supporting #NIAW2021 Barry Neilson CITB NI, Matilda Beattie and Jemma Lowry, Lowry Building and Civil Engineering.

Helping to launch CITB NI’s mental health and wellbeing courses were, from left, Elaine Doran CITB NI mental health champion, Barry Neilson CE CITB NI and Gavan Megaw Inspire Workplaces.

down the line. Therefore, there are uncertainties around the availability of finance going forward.” He estimates that the construction industry here in Northern Ireland provides employment for 63,000 to 65,000 people at any given time. “It’s hard to be exact, and it’s a nomadic kind of industry with people moving from job to job all the time. Also, we export a lot of our skilled workers over to contracts in GB.” Like every other sector, it’s had to face up to Covid challenges. “Back at the start of the pandemic, the industry had to grapple with social distancing and hygiene measures, and some workers were furloughed right across the sector.

But, largely, the sector has kept working and it has done so very successfully. “There are challenges ahead on the infrastructure and financial fronts, but we’re a resilient bunch in this industry and we’re optimistic by nature. So we’re quietly confident about the future.”

For further information on CITB NI including training grants and apprenticeship support visit www.citbni.org.uk, like us on Facebook www.facebook.com/ CITBNorthernIreland or follow on Twitter @CITBNI Instagram @CITB1 and LinkedIn

Eye on Cover Story

Paddy Doody & Henderson Investing Group Throughout

The Pandemic

For an organisation the size and scale of Henderson Group, the challenges of Covid have been many and they’ve been complex. But, compared to many other businesses here in Northern Ireland, this is one that hasn’t just survived, but also prospered, during the crisis.

e’re catching up with Paddy Doody, Henderson Group’s Sales & Marketing Director, at the group’s new headquarters building at Mallusk, populated these days – like most big office buildings – by only a handful of staff. Yet, next door at one of the company’s vast warehouses, life goes on as normal around the clock and throughout the week, but with strict Covid protocols in place. “We absolutely can’t risk an outbreak in one of our warehouses. The consequences on our day to day operation just don’t bear thinking about,” says Paddy Doody. Like every other business, Henderson Group had to react quickly at the very start of the pandemic. Supply chains had to be protected, warehouse operations maintained and pandemic measures introduced at the group’s

hundreds of stores here. “But there was no interruption. The stores and our warehouse operations stayed running right from those very early days. It had to be business as usual to us...there was no other way.” It’s a measure of how things changed and changed rapidly that, in the spring of last year, fuel sales on SPAR forecourts were down by a massive 80% at one stage as the majority of the population literally stayed at home. The group’s Henderson Foodservice business, which supplies hotels, restaurants, schools and other customer sites was also negatively impacted, although it’s now quickly returning to pre-pandemic levels. “At the same time, food sales in store were up by quite a margin for much the same reasons. Our customers were staying close to home and they were shopping locally. Overall, group turnover went up by 4.2%.”

Paddy Doody also sees a longerterm benefit. “We found that a lot of shoppers who came in during the pandemic hadn’t really shopped with us before. So they found out what we could do, that we stocked just about everything that they needed and that we were offering the same value as much larger supermarkets. “So they’ve continued to shop in our stores and, in some ways, it’s been a bit of a game changer for us as a retailer.” The company, of course, had to make a substantial investment in its stores for the Covid era – installing screens and hand sanitiser stations along with electronic door control systems to limit the number of shoppers allowed in store at any one time. And it has to change the way it does things at headquarters level and in its administrative functions. “We used to have a lot of paper floating about to be signed and passed. That’s simply

“We found that a lot of shoppers who came in during the pandemic hadn’t really shopped with us before. So they found out what we could do, that we stocked just about everything that they needed and that we were offering the same value as much larger supermarkets.”

Eye on Cover Story

EUROSPAR Doagh

not the case any more. Everything can be handled electronically, and it’s helped to make us much more efficient. So that’s another net benefit,” says Paddy Doody. “On the other hand, what we miss are the social interactions, the impromptu meetings and discussions in the office, the ideas that can be born out of those meetings,” he adds. “We’ve recruited members of staff to my departments during

the pandemic who I haven’t even been able to meet yet.” In the uncertain early days of the pandemic, the Group paused capital expenditures for a number of months. “We had to see how things were going to pan out. None of us knew how this was likely to develop so it was the same for just about every business in every sector. But it quickly became clear that we could survive and we could continue

says. “Every store is different and has a different dynamic. A store on a busy road in Belfast will be different, say, to a store in a housing estate or one serving a village or small town. We’ll aim for the optimum range to suit the location.” The group’s EUROSPAR concept, larger convenience stores with an enhanced range of goods, has been growing exponentially and ahead of expectations, according to Paddy

“This group has long been driven by good stewardship and that’s something that’s driven from the shareholders themselves. They’ve never been risk averse.”

to work as we always have done, and that includes investment.” It’s a remarkable reflection of the company that it managed to complete some 90 different projects – ranging from new builds to refurbishments – worth £30 million during the lifespan of the pandemic. “We’ve opened brand new stores and refurbished stores in the likes of Newcastle, Doagh and Rossdowney in L/Derry, and we’ve continued to co-invest with our independent retailers right across the estate,” he

Doody. “When we first introduced EUROSPAR, we envisaged a relatively small number of stores in the 6,000 to 8,000 square foot size range but they’ve been proving so popular that we’ve been opening more all the time. We have more than 70 across Northern Ireland now.” But the group isn’t just about retail. It has brought another large Mallusk warehouse into operation to add to its extensive footprint north of the city. “The ideal warehouse,” says Paddy Doody. “is a big square box

with straight lines. But we’ve been working hard on the advanced technology that drives these warehouse operations including some leading edge automation and warehouse management systems. “As a company, we’ve never been afraid to invest and that’s an ethos that comes directly from Martin and Geoffrey Agnew (the group’s joint MD & Chairmen). We’ll analyse projects, we’ll look at them carefully and, if we think there’s a return there, we’ll not be slow to move forward. “This group has long been driven by good stewardship and that’s something that’s driven from the shareholders themselves. They’ve never been risk averse.” Whilst he’s keen to stay well away from politics, Paddy Doody admits that Brexit has given the company a headache or two since the start of 2021. “There are challenges. Of course there are. But we’ve just had to work a bit harder to come up with solutions,” he says philosophically. “It’s important that we all work to get the Northern Ireland Protocol and the out workings from it sorted out. Don’t forget that we have yet to get through to the final stages of that.” Henderson Group celebrated the 60th anniversary of the arrival of the SPAR brand in Northern Ireland this year and it has had to do so in muted style, with plans for a major celebratory ball put on ice until next year. “It would have been good to be able to celebrate a little,” says Paddy Doody. “But we can celebrate in the way that we know best – by continuing to invest in bigger and better stores and in more fresh food and more extensive ranges.” He talks about former Belfast pub group chief Jas Mooney – now based in Australia – who reckoned that his pubs ran in five-year investment cycles....three years to renovate and get into gear, two years to make money, then the process is repeated. “It’s not a whole lot different to the approach we take as a company when it comes to our retail outlets. Nowadays, it’s what our shoppers expect of us.”

Eye on Investment

INVESTING FOR YOUR CHILDREN AND GRANDCHILDREN By Leanne McCrystal,Chartered Wealth Manager, Davy Introduction With the ever-increasing financial challenges faced by the younger generation, parents and grandparents often find themselves wondering how they can invest for their children’s futures. Whatever hopes and dreams you have for your children or grandchildren, it’s reassuring to know you can take steps now to help put them on the path to achieving their goals. Perhaps

your goal may be to help them purchase their first home or contribute towards the rising costs of further education; taking small steps whilst children are young can help enormously towards achieving these goals.

for adequate returns on savings, particularly for the younger generation. Whilst cash may seem like the safe option, the negligible interest rates currently available for savings, coupled with inflation, has exposed the true cost of holding cash.

The cost of holding cash Today’s low interest rate environment has created challenges for investors looking

The power of compounding An alternative to cash is to invest designated savings to give your

children or grandchildren a headstart in their investing career. The old adage of ‘Time in the market rather than timing the market’ holds true, particularly for the younger generation for whom compounding can be their greatest asset. The power of compounding can be easy to overlook. However, regularly investing small sums whilst letting the funds compound over the long

Eye on Investment term can make a monumental difference to a savings pot for your children or grandchildren. For example, a one-off lump sum of £10,000 invested when a child is first born could grow to nearly £28,000 by the time the child turns 21, or over £186,000 by the time they reach 60, assuming a growth rate of 5% per year net of fees.1 Warning: These figures are estimates only. They are not a reliable guide to the future performance.

Possible investment vehicles There are a variety of ways to invest for both children and grandchildren, depending on the quantum of funds you wish to invest and the level of control you would like to retain over how and when the funds are accessed. 1. Junior ISA For children under 18, a Junior Stocks & Shares ISA is a popular choice. Under the 2021/22 tax rules, up to £9,000 can be invested in a Junior ISA each year, with no tax payable on the interest, dividends or gains accrued. Whilst the account needs to be opened by a parent or legal guardian, once open anyone can add funds to it, including grandparents or other family members. Investing the maximum £9,000 into a Junior Stocks & Shares ISA for 18 years could result in a pot valued at c.£288,000, assuming a growth rate of 5% each year, net of fees (assuming the annual JISA allowance remains at £9,000 throughout this period). 2 One potential area for consideration for those thinking about a Junior ISA is that the minor will become fully entitled to the funds upon reaching 18, when the Junior ISA will automatically convert to an ISA in their sole name. If giving a young adult unfettered access to a substantial amount of money is a concern, there are alternative investment vehicles which can be considered. 1&2

2. Pension If you wish to consider a longerterm investment vehicle, then pensions are one of the most tax efficient investment vehicles available for savers. A SIPP or a Stakeholder pension can be an extremely tax efficient way of investing for children or grandchildren. Whilst contributions are limited to £2,880 per year for children and non-taxpayers, pensions have the added advantage of receiving an additional 20% top-up from the government in the form of basic rate tax relief (i.e. a £2,880 contribution will become £3,600 once basic rate tax relief is received ). The overarching benefit of a pension is the long-term investment horizon, with access limited until the beneficiary reaches age 57. The long-term investment horizon provides an opportunity to invest funds in higher risk investments, thereby targeting a possible higher return over the long term.

This, coupled with the benefit of compounding, can build a significant nest egg for young savers to help them in later life.

The information contained herein is based on our understanding of current tax legislation in the UK and the current HMRC interpretation thereof and is subject to change without notice. It is intended as a guide only and not as a substitute for professional advice. You should consult your tax adviser for the rules that apply in your individual circumstances.

enabling you to retain control of the assets should you wish to do so, even after your death. Effective trust planning also has the added benefit of potentially reducing your estate for Inheritance Tax purposes. Trusts can be administratively simple to set up, but careful consideration should be given when considering your overall financial objectives, including who you would like to benefit, when, and how much control you wish to retain of the assets.

3. Trust Planning If your principal objective is to gift larger sums of money to your children or grandchildren, trust planning can be considered. Trusts can be useful vehicles for transferring wealth to the younger generation, whilst

Speak to your adviser today to discuss the various savings vehicles and investment options available and how these can be used to give your children and grandchildren a head-start in achieving their financial goals.

This projection is intended for illustration purposes only. The assumed growth rate is not based on actual past performance and is not an indication of anticipated future performance. The illustrated return is based on a 5% growth rate per annum after all costs and charges. Returns are not guaranteed.

Eye on Hospitality

New Look Malone Hotel Opens With Great Food And Exemplary Service At Its Core

General Manager Suzi McIlhatton

A boutique hotel in South Belfast has rebranded and unveiled the first of a three phased refurbishment programme.

he Malone Hotel – formerly The Malone Lodge – based in leafy Eglantine Avenue between the city’s Lisburn and Malone Roads has spent more than £250,000 on a brand new restaurant, a new bar area and a range of soft alterations to a number of its rooms. The 4-star luxury boutique hotel, which this year marks its 30th anniversary, has a new management team in place, led by General Manager Suzi McIlhatton and has recruited Andrew McConnell, formerly of The Culloden Hotel as its Executive Chef. Suzi McIhatton said great food and exemplary customer service would be at the forefront of the new offering at The Malone. “We really want our new restaurant, Gallery, to become a food destination in its own right. Our food offering is exciting, creative and elegant, but more importantly, it’s underpinned by an inspirational and memorable guest experience. Our new Restaurant Manager, Darrell O’Hanlon, brings with him experience from North America that has really helped us define our very own style of service that is centred on ensuring our guests are looked after in a manner that’s attentive, yet also discreet and relaxed. “Our new bar, The Greyhound, has a range of classic local dishes including our signature Tayto crisp sandwich! We’ve stocked a range of great local beers and spirits, including our very own bespoke lager that we’re confident guests will love. “Overall, we believe our new hotel

brand will be perfectly suited to the new, confident Belfast and will appeal to locals who perhaps want to enjoy a meal or drink as part of an evening out as well as businesspeople desiring somewhere discreet to meet, or the city break guest seeking a location that’s on the fringe of the city with the added advantage of free car parking.” Suzi McIlhatton says booking levels have been strong since the hotel’s reopening. “Weekends in particular are proving to be very popular amongst those wishing to enjoy a staycation in the city with so much to do and see within such a short distance of the hotel. We’ve noticed a lot of interest particularly from those in the Republic of Ireland, many of whom are visiting Belfast for the first time and are amazed at what we have to offer.” The Malone has recruited more than 30 new staff in recent weeks. Suzi McIlhatton said many of her new team were attracted by the hotel’s commitment to ‘re-framing’ hospitality as a career. “Hospitality has lost a lot of great talent during lockdown to other sectors, with many being put off returning to it due to the long hours and bad reputation for low pay. “We have sought to address that by bringing in more staff so no one is having to work longer hours than they want and we have chosen to pay above the market rate to show our team we value the contribution they make. We know if we look after our staff, they will look after our guests.”

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Eye on News

Ballymena BID Kick Starts Town Centre Recovery Plan

This week saw the official launch of the Ballymena Business Improvement District’s (BID’s) fiveyear business plan, which will see over £1M invested directly into Ballymena town centre.

lmost 70 attendees, made up of local business owners, stakeholders, strategic partners and board members were welcomed by local businessman Stephen Reynolds who was re-elected Chairman of Ballymena BID at their AGM recently. Guest speaker Simon Hamilton, CEO of Belfast Chamber, addressed a receptive, early morning audience at the breakfast event in Rococo Restaurant in the town. Economic recovery, shared town and city centre learnings, alongside a cohesive strategy for business success for all local

(L-R) Stephen Reynolds, Chairman of Ballymena BID, is pictured alongside Andy Storey, BID Vice Chair, Paul Black, Crime Prevention Officer, Mid & East Antrim District, PSNI Neighbourhood Inspector Beverlie Reid and Emma McCrea, BID Manager (centre).

businesses, was on the agenda. The five-year plan, which will double as part of a post-COVID economic recovery strategy, is aimed at getting “local investment in local issues by local business owners.” The overarching aim of the BID’s focus is to help re-establish Ballymena as Northern Ireland’s premier retail and hospitality destination of choice. The BID board, most of whom operate a business in the town, encouraged fellow traders to engage as part of new subcommittees to assist with decision making on areas such as marketing and promotion, making Ballymena a safe, clean and welcoming destination, as well as providing business support for local businesses. Andy Storey BID Vice Chair said: “Today is a hugely significant day as we officially kick-start our plans for making Ballymena the premier shopping, working and hospitality town in Northern

Ireland and we encourage every business owner to engage and play a part in that success. “We will continue to work closely with our partners at Mid and East Antrim Borough Council, Ballymena Chamber of Commerce, Ballymena Retailers Against Crime (BRAC) and PSNI to help meet our targets and objectives. Andy concluded: “By pooling our resources and combining our various skill sets we can make a bigger impact to assist with the recovery process and continued growth that is vital to the success of any local economy.” Stephen Reynolds added, “Ballymena was the first BID to be established in Northern Ireland in 2015. It has been deemed a huge success and acquired an 80% YES vote in favour of a 2nd five-year term at the recent re-ballot.” Emma McCrea BID Manager continued: “Today’s brilliant turnout at our launch event is testimony to the commitment of the local

decision makers and business owners as we navigate our way out of the past 18 months.” “This morning we unveiled an exciting calendar of events for the next year which will help Ballymena offer a more experiential offering for those visiting our many independent and big-name stores.” Police in Mid and East Antrim have been working closely with Ballymena Business Improvement District (BID) to ensure our town centre is a safe and welcoming place. Neighbourhood Inspector Beverlie Reid explained “The retail community plays an important role in our Borough and we are delighted to be working with BID to ensure retailers and customers feel safe. “Retail crime can cost businesses thousands of pounds, impacting on sustainability and ultimately putting jobs at risk. “The partnership between police and the business and retail sector helps us to collectively address challenges and resolve issues quickly. As well as providing a visible presence in the town centre we are able to offer advice and information through our Crime Prevention Officer on a range of issues from counterfeit money and scams to identifying, preventing and effectively tackling theft and distraction offences. Inspector Reid concluded: “We want our Neighbourhood team to be present and approachable in our town centre and we value the support of BID in terms of building relationships and helping keep our community safe.”

For details of the Ballymena BID’s business plan visit www.ballymenameans.com

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Eye on Health

Mark Regan –

New Era For Private Healthcare Group Kingsbridge Mark Regan remembers walking into the brand new Kingsbridge Private Hospital in Belfast ten years ago and worrying whether there would ever be enough private patients to keep the new facility ticking over.

“T

en years later, we’ve expanded on the original site, we’ve acquired neighbouring buildings for further expansion and my worries now are about whether we can accommodate all the patients who are coming through our doors.” Today’s Kingsbridge has come a very long way in a decade. With a new two-bed intensive care unit due to open soon, and cardiac surgery commencing for the first time, the hospital will be carrying

out a similar range of surgeries and procedures as any of the other main regional NHS hospitals, the likes of Antrim, Altnagelvin and Causeway. “But we obviously don’t deal with complex trauma or Covid patients as we are a ‘Covid Zero’ hospital,” Mark explains. “The hospital has changed immeasurably, but the landscape has also changed over the same period of time,” says Kingsbridge Hospitals Chief Executive. “Back in 2011, NHS waiting lists were

Eye on Health a lot shorter than they are now. On average, it was taking a year to 18 months to see a consultant. That’s very definitely not the case at the moment. “What has also changed is the type of patients we’re treating. Back in those early days, almost all of our patients were funded by their health insurance policies. Ten years on, the majority of our patient are self-funding. “For years, there’s been a common misconception that you needed to be part of some kind of private health insurance ‘club’ to be able to access private healthcare, but it’s a myth that’s been dispelled for some time now. We have patients coming to see us every day who are only too happy to pay for their treatment whatever way they can. They see it as money well spent.” Mark Regan goes on to pick up on a second misconception around private healthcare. “For too many years, patients thought that they needed a GP’s referral to be able to see one of our consultants. That’s not the case. Anyone can contact us directly and we’ll guide them through the process.” Kingsbridge Private Hospital forms part of a private healthcare group originally founded in 2003 by Dr. Suresh Tharma, a consultant obstetrician and gynaecologist, and Mr. Ashok Songra, a consultant maxillo-facial surgeon. Both continued to work as NHS consultants during the early days of the new 3FiveTwo Group, as it was then known. The name harks back to the company’s first premises on Belfast’s Lisburn Road. Starting out as a private consultation operation, it grew rapidly, adding CT scanning and a number of additional consulting centres as business prospered. The key decision to develop Kingsbridge Private Hospital was taken in response to that growing demand, but still represented a major leap of faith by the shareholders, who continue to own the company today. Alongside Kingsbridge Private Hospital, the group also includes a hospital in Sligo and an outpatient clinic in Letterkenny. In July of this year, the group announced the acquisition of North West Private Hospital close to Derry/ Londonderry. It has also spread

its wings into areas such as audiology and optical care. The Covid crisis has had a major impact right across the health sector. “Because of Covid, waiting lists have exploded,” says Mark Regan. “They’ve reached the kind of levels no one thought was possible. “As a direct result, we’ve seen a big uptick in demand for our services from patients who face the prospect of not being able to access NHS treatment for a number of years. Those patients are coming here to be treated for a wide range of conditions, and they’re coming here from all over the island of Ireland and beyond.” In fact, Kingsbridge has become a pioneer of the concept of medical tourism. Patients can ‘package’ up their trip to Belfast to include a stay in one of the city’s top hotels prior to their surgery. “Customer service is front and centre of everything that we do here at Kingsbridge,” says Mark Regan. “We offer what’s effectively a concierge service, guiding our patients right through the process, from booking their first consultation with a consultant right through to surgery or treatment and all the after-care that is required. “In fact, a lot of our patients, if they come back for any further treatment, will ask for the same person who helped them through their first experience.” To deal with thousands of patients each year, Kingsbridge has some 300 of Northern Ireland’s leading consultants on its books, offering a bewildering range of medical specialities. Alongside the main hospital building, an outpatient centre with in-house

scanning facilities acts as the main base for patient consultations. The hospital also launched a highly successful private GP service a number of years ago, and is planning to recruit more GPs to cope with growing numbers of

patients. An £89 consultation fee covers the initial appointment with the GP, and unlike NHS doctors, with access to CT and MRI scanning facilities if required. What’s the next step for the Kingsbridge Group? North West Private Hospital will be integrated into the wider Kingsbridge fold, and within the coming months (depending on planning permission), work could start on a further extension to the rear of the main Kingsbridge building on Belfast’s Lisburn Road. “We’ve invested steadily through many years in this business, and we’ve no intention of stopping now,” says Mark Regan. “These are changed times for private healthcare in Northern Ireland. Patients welcome what we do, doctors are part of what we do, and we’re helping to make a real difference to patient care here.”

Eye on Round Table

Sustainable Futures & How Northern Ireland Companies Can Step Up The Pace In The NIAVAC Studio

The Participants

Aisléan Nicholson Tax Partner, Deloitte

Via Zoom

Ian Kelsall Audit Partner, Deloitte

RB – Why is Deloitte interested in sustainability and why does it make sense for business in Northern Ireland to follow that path?

Richard Kennedy Chief Executive, Devenish

Paul McElvaney Group CEO, Learning Pool

Richard Buckley Editor, Business Eye – Host

Deloitte & Business Eye organised and staged a virtual round table discussion spotlighting the practical steps that NI companies of all sizes can take to lower their own climate impact, drawing on input from some of the regions leadingedge sustainability practitioners and a group of business leaders.

Lianne Taylor Head of Environment, GRAHAM

Brian Murphy CEO, Balcas

AN – We’re an organisation of 330,000 people globally so there’s an internal and external element to sustainability. We think about our use of offices, our approach to travel, our impact on supply chains and our power as a buyer. We also think of the people we work with and how we can educate them to make the right decisions. Externally, we have to prove our sustainability credentials when we pitch for work, but it goes further than that. It’s becoming a pillar of everything we advise on.

AN – I think they are. This is no longer an option, it’s an imperative. The companies we’re about to hear from are at the forefront of this, and let’s hope that they can motivate other organisations to do more in this space. IK – This was my first year of involvement in our Best Managed Companies Programme and a lot of the conversations were around sustainability. It’s fair to say that every single company was looking at ways of doing things differently. RB – How do we encourage more companies to follow the path?

IK – We’re seeing it everywhere. The public sector has changed its procurement and tendering processes. The onus is on companies now not just to look at themselves but to look externally, at their suppliers, their customers and their competitors. It’s all about being ahead of the curve.

AN – Part of the process is having conversations like this, hearing how sustainability can add value and that it’s not just a box ticking exercise. It can differentiate you from your competition and it can meet the needs of your wider stakeholders, whether that’s employees, customers or suppliers.

RB – The companies with us today are, by Northern Ireland standards, large companies. But are more companies across the board adopting sustainability practices?

IK – If we look at ourselves, we have new graduates joining us every year and this is high up on their agenda. That makes it even more important that we embrace it.

Eye on Round Table

RB – To set the scene, I’d like to ask each of you to tell us a bit about your company and where you are with sustainability.

eat and drink the SDGs (Sustainable Development Goals) and also prepare this company for the decades to come.

RK – We’re nutritionists at our core and we work in the food supply chain. Our aim has always been the most effective utilisation of nutrients for food production. That’s the essence of a supply chain. Up until now, sustainability has been a good thing and a nice thing to do. It is now a necessity and, at Devenish, we live it and breathe it every day. When Deloitte audits in the future, it will audit on ESG (Environmental Social & Governance) and on the delivery of ESG commitments. That is a fundamental challenge but also a fundamental opportunity. If you’re not already there, you need to get on this journey now.

LT – We’ve understood for some time that our industry has a big part to play in this and that we need to bring our supply chain partners with us. We can’t get to net zero without them. We’re publishing a climate action strategy soon, and it’s a roadmap for how we’re going to get to net zero. Over the past five years, this has come into sharp focus for us and it’s at the core of what we’re doing every day.

BM - We are in a business that is itself sustainable. We use raw materials that are the best natural absorbers of Co2 known to mankind. In fact, we consume about a million tonnes of trees each year. People have said that we’re environmental terrorists. But we’re not because every tree used is re-grown. It’s a self-sustaining circle. We’re also a large provider of sustainable fuel and all of the electricity that we use in our manufacturing processes is entirely renewable too. We’re far from perfect but we’re trying to live,

PM – We’ve got about 270 people worldwide and look after around 1100 clients. We’re a tech business, we don’t physically make anything so the sustainability challenge is quite different. We look at it from two perspectives. How we as a business can minimise our impact on the planet and how we can help our customers to minimise their impact when it comes to delivering training.

and more. I work to ensure that our sites meet our guidelines and that they have a positive effect on the environment around them. We have to go beyond just meeting requirements. I’ve also been working hard on our climate action strategy and it’s not easy because all of the answers aren’t yet out there. But, while there are unknowns, it’s vital that we all do what we can in the here and now. RB – How has GRAHAM’s approach to sustainability developed and changed over recent years? LT – We’ve recognised that we need to be a leader on this. The climate science is

compelling and we’re seeing the evidence ourselves through extreme weather events which are now increasingly commonplace. So we’ve tried to create a culture where positive environmental impacts are prioritised. Since 2014, we’ve reduced our emissions by 30%, our waste intensity by 44% and our water consumption by 45%. We’ve done all that through a number of initiatives, helped along by enhanced training for our staff and investment in systems. We’re trying to put sustainability at the core of everything that we do. RB – But you are a big firm, is this reflected across the industry or is that a much bigger challenge?

RB – I’m going to focus on each of you in turn. Starting with you, Lianne. Tell us more about your role as Head of Environment at GRAHAM. LT – I work right across the business on anything environmental – climate action, waste, biodiversity, environmental management systems

Eye on Round Table

LT – It’s recognised by the industry as a whole that we have both moral and legal duties. A lot of clients only want to engage with responsible and sustainable businesses, so that firms that are taking action can reap the benefits. In terms of tenders, we’re seeing more and more clients buying into this agenda. Look at how many local authorities have declared climate emergencies. Their requirements filter through to us as contractors, and procurement policies are setting the agenda for net zero. IK – Can I ask if you’re pushing this down to your suppliers? LT – Yes, and that’s important. What we do ourselves is only part of the impact that we can make. We are mandating an increased percentage of our suppliers to set their own targets. RB – What about encouraging buy-in from employees? LT – We’ve introduced a range of measures. 75% of our vehicles including company cars are either fully electric or plug-in hybrid. We have bike parking and showers at head office and we’ve pioneering carbon literacy training which we want to roll out across our whole workforce. It’s important that staff get training that is appropriate to their role in the company but it’s about making sure that they know what this all means and what they can actually do.

RB – Paul, it’s easy to say that software probably doesn’t have much of a carbon footprint in that you don’t actually make anything. But that’s not true if you take in the wider tech sector. PM – We probably do more damage than we’d want to admit. We started our own journey by driving efficiencies throughout the business, signing up with renewable energy suppliers and all the usual first steps. A lot of this is about keeping up momentum, so we have a team of activists and leaders within the business who make sure we don’t lose sight of what we’re supposed to be doing. We also make it fun. Everyone in Learning Pool can sign up, measure their own carbon score and then work to reduce it. It brings in a bit of competition, and that’s good. The Covid era hasn’t done any harm in that we’re not jumping on and off aeroplanes for the moment. We can’t say that we won’t ever fly again, but we’re not likely to get back to pre-pandemic levels for a while. Most of our staff continue to work at home but we’d like to aim for a hybrid working model when it’s possible. Working from home has been good in sustainability terms but it’s also opened up the talent pool for us. RB – Lianne talked about the correlation between environmental credentials and actual orders. Does that come into play for you?

PM – Not so much. But we’ve taken action in any case. The biggest factor in our supply chain is where we host our servers and where our technology actually lives. We’re on a path to get to carbon neutral by 2025 on that front. RB – A broader issue on technology is what we should do with our old hardware? How best can it be disposed of and recycled? PM – The best advice at enterprise level is simply to move from servers to the cloud. By its architecture, it is much more environmentally advantageous. When it comes to kit that people interact with, recycling has come a long way and most companies now will have a recycling policy in place. Here at Learning Pool, we’ve securely recycled some of our kit into schools. RB – Richard, it’s obvious reading about Devenish that sustainability is very important to you. Does it really form an integral part of what you do now? RK – Very much so. Our total focus is on delivering sustainable solutions. We’ve been through a transformation with the pandemic but this is even greater. But, as Ian has mentioned, we have to filter it down through the tiers. We’ve developed software, a digital twin, for farms to measure the nutrients coming in and going out. Our research shows that we can sequester large amounts of carbon

and we can produce highly nutritious but highly sustainable feeds. We have a portfolio of new products that we know we can deliver. To give you an example, we have helped to lower the carbon footprint of pork by 17%. But that’s not enough. We know we can go further. Consumers are demanding authentic transparency in their supply chains. Not ‘we’d like to do it’ or ‘we think we should do it’ but ‘we are doing it’. There are targets set for 2030 and 2050. They are ambitious and they’ll stretch us all but they’re very important. RB – Do you see much higher levels of buy-in from other organisations? RK – It would be nice to say yes, but not in real terms. I don’t think people are real enough about this, about the fundamental changes that are required. RB – Can agriculture become a climate solution rather than a climate problem, as it is viewed by some? RK – That would entail significant change and new collaborative networks. Making significant changes will have a cost impact and that has to be considered. So you can’t flick a switch, but you can say that we’re going on this journey together. That’s why authentic transparency in the supply chain is fundamental. RB – You also have operations in the US, Mexico and Turkey. It must be a challenge to apply standards across the board.

Eye on Round Table RK – It is a challenge, but we’ve changed how we work during the pandemic and thanks to companies like Paul’s we can effectively train all of our people online to the same standards. That makes a big difference. And the same goes for communications. We don’t need to fly long haul. RB – We’ve all come across the phrase ‘circular economy’ and it’s become a bit of a buzzword. Brian, tell us about what that means for Balcas. BM - I think we’re probably the epitome of circularity. Our forests are part of our environment but they also support rural employment and a vital industry. Trees grow, we process them, they provide the cleanest of all the construction products and the co-products - sawdust, wood chip and bark - are used to produce electricity for this factory. Left over from the electricity is heat, and that’s used in our wood pellet production. That fuel, in its own right, displaces 100 million litres of oil. In fact, I can safely claim that three supertankers of oil didn’t come to these islands because of this little company and its products. On a smaller scale, we’ve introduced a whole range of initiatives to help make us more sustainable - from banning plastic bottles to converting forklift fleet to bio-LPG and even planting a wildflower meadow. Richard is right, cost is a problem and it can be a blockage. Smaller companies focused on cost might well have to say no, and that’s clearly an issue. RB – Are you always looking down the road for the next steps on the sustainability journey? BM - First, we have to regain a bit of the momentum that we lost over the course of the pandemic. We want to tell the story of how the forests of this island can provide heat and power. Heat pumps won’t work everywhere and our message is that good carbon solutions are available without going there. We’re also at the forefront of innovations like cross-laminated timber, a sustainable product that can displace steel and make buildings more environmentally friendly. It is storing Co2 and it is clean. Timber is one of the oldest construction materials known to man but we’re going to see a lot more uses for it. RB – I’d like to come back to Ian and Aisléan in the studio. What are your reflections on what you’ve heard? Are you encouraged?

AN – I think it is very positive. A lot of people have mentioned the education piece and it’s crucial that we keep focused on telling the story and educating as many people as we can. You’re a creator of content, Paul, is this something that’s in greater demand? PM - Yes, and we’re working on a number of products for our customers to help them to get their message across on this. Demand might have been affected by the pandemic but it will come back. This is all about changing behaviour so education has to be in the mix. The challenge is to bring it from the interest stage to the action stage. IK - We’ve heard from four very different companies, but we’ve also heard about other companies that you’ve all brought into the mix. That crossfertilisation is really important. But I’m also really encouraged by the passion that comes through from all of you. RB – How important is the role of government? Should government be doing more? BM - Government is key to making this happen. We’re all under pressure on costs, but government can encourage and drive the agenda through legislation, subsidies and other methods and it can also help lead the education effort. Anecdotally, we helped put wood pellet boilers into both Dail Eireann and Stormont, so we could have been accused of fuelling most the hot air produced on the island. But they both got cheaper gas…so they stopped using wood pellets. That aside, I think government is belatedly trying to lead. RK – Brian’s wood pellet boiler example shows where we get it wrong. The per unit cost of heat might have been cheaper, but what about the per unit cost

of environmental damage down the line? We have to get away from a singular focus on cost. Government intervention is required and decisive government leadership is required. We can learn lessons from the pandemic. Government intervention and decisive leadership made a difference, especially to businesses. There is no choice here. It’s about how we react and how quickly we react without allowing any further damage. LT – Government is key. There’s no doubt about it. They’ve set out targets, and that’s fine, but now they have to back that up with very specific courses of action. It’s about how we achieve those targets. This applies to all industries, all companies and to every person. But the points being made on cost are very valid. It can be difficult for us to persuade others to use sustainable options in instances where they cost more. It has to be made easier. RB – I’d like to ask of you one closing question. In terms of your own organisations, and the world we live in, where would you like us to be on sustainability in five years time?

LT – We’d like the industry to be a lot further down the road. If we’re going to build to net zero standards, we have to make other changes. A consistent measurement tool for whole life carbon has to be adopted across the construction industry. Low carbon alternatives to traditional construction materials can be hard to get so that has to change. BM - I’d like to develop our story even more. It isn’t always easy to get everyone on board yet it’s crucial that we get the general public with us, and that’s a challenge that government must lead on. RK – I’d love to be able to say that in Northern Ireland we embraced the opportunity. We learned from the pandemic, we saw what could be done and we applied that to become leaders in the sustainability field. PM - I’d like to double the size of our company but not grow our carbon footprint at all. And, from a wider society perspective, I’d like to be looking at an environment where sustainability is just part of the fabric of life and doing the right thing is encouraged and made easy. IK - There are lots of good ideas and good emotions out there. It’s the seismic shift to change habits which is absolutely fundamental. To see a wholesale shift in our way of thinking would be fantastic. AN – For me, it has to stop being seen as an option but as an imperative. And everyone has to stop and think about their own lives and what differences they can make. If we all did that, it could make an enormous difference.

Eye on Accountancy

ASM Chartered Accountants Officially Move Into Their New Premises The team at ASM Chartered Accountants have moved to a new location on Cunninghams Lane, Dungannon to accommodate an expansion of their team, and to improve the setting for staff and clients.

he premises which had been vacant since March 2019 were acquired by the firm just before the lockdown in February 2020. After a delay of about 5 months the premises, which were previously a GP surgery, have recently undergone a major renovation. The new premises will provide staff & clients with a modern working environment including ample car-parking and is fully accessible for all needs. The feedback from clients to date who have visited the new premises has been very positive and staff are also enjoying being back into the office in a new working environment. Since the beginning of 2021, the firm has recruited 3 new members of staff to fully meet

the growing needs of their clients and still has ample room to grow staff numbers further. ASM Chartered Accountants were established in 1995 and have had an office in Dungannon since 1999 when it acquired the existing business of Robinson & Company. It strengthened its position in Dungannon in 2005 with the acquisition of the R J Sutton & Co, Accountants. The current director is Alistair Cooke, who has been with the firm since the acquisition of Robinson & Co, in 1999. ASM are members of Accelerate, a UK based community of relationship-focused, technologydriven, value-based accounting firms as well as a Business Associate of Crowe Global, one of

the largest worldwide accounting networks. So clients get the best of both – the scale and performance of a big organisation as well as a commitment to its core values of transparent, timely and accurate advice to local SME’s. As a firm, ASM remain proudly independent - locally based, locally focused and locally owned. That is what helps to make them so flexible and fast moving. They are a firm with a clear understanding of their region, economy and business challenges. An area of work which has been busy for the team at ASM Dungannon recently has been advising clients on Brexit. As an approved service provider for InterTrade Ireland’s Brexit Advisory Service, ASM Dungannon have been able to assist many clients with navigating their way through the key changes following the end of the Brexit Transition period on 31 December 2020. They have been able to assist clients in getting registered with the Trader Support Service and assist them in ensuring the

businesses have all of the correct documentation available to ensure they are able to continue importing and exporting the goods which are vital for the business. They have also been able to assist clients in training their staff in the completion of the supplementary declarations which business need to make when importing goods into N Ireland. InterTrade Ireland have been assisting businesses by offering ‘Brexit Vouchers’ up to the value of £2,000 towards professional advice in Brexit matters when means businesses can avail of this advice at no additional cost to themselves.

If your business could benefit from this service please contact the team as ASM or visit www.intertradeireland.com/ brexit/funding

Eye on Technology

NITEC–

Driving Technology For Clients Through The Pandemic

Business Eye’s Richard Buckley catches up with NITEC Solutions directors Nigel Mulholland, Gavin Woods and Michael Hutchinson.

t’s been said before that for SME’s across a range of sectors having a knowledgeable, dependable and innovative tech partner is worth its proverbial weight in gold. But, during the 18 months (and counting) of the Covid pandemic, the crucial importance of having the right technology, and the right technology supplier, in place has been brought into even sharper focus. Back on 11th March 2020, the three Nitec directors were the last people I interviewed

(in person) before we were all plunged into very different circumstances. Looking back on the ensuing period, it’s refreshing that growth is the major theme for the Antrim-based business. “Yes, we’ve grown our headcount to a total of 56 over the Covid period,” says Michael Hutchinson. “We’ve been flat out, to be honest, and it’s been like that since the very early days of the pandemic.” Back then, when fear and uncertainty were the overriding emotions, Nitec’s directors and staff found themselves working around the clock to help their clients adapt – and adapt very quickly – to working from home. It was a steep learning curve for some. “We went early and sent our own people home ahead of most companies,” says Nigel Mulholland.

“Thankfully we called it right, and we were in a position to be able to help our clients when the calls started to come in.” Since those heady days, the pandemic has evolved, client companies have settled into new ways of working, and the emphasis now is very different. But the pace hasn’t slackened. “We’ve had periods where we’ve squeezed about a year’s worth of work into a three month period,” Nigel adds. “Our clients are looking to the future. They’re examining how they can safely bring staff back into their offices once again, and they’re looking closely at how hybrid working models are going to work for them,” says Gavin Woods. “Technology plays a big part in all of those decisions going forward.” All three Nitec directors

emphasise the importance of the consultancy role that the firm plays. “It’s what we’re all about,” adds Nigel Mulholland. “We talk to our customers all day every day to get a feel for what they’re doing and how we can help them to do it, and do it better. That’s what good technology is all about. “And quite a decent proportion of our customers haven’t just survived the pandemic, they’ve managed to prosper and grow. If I look back to March 11th 2020, I think that’s the thing that had surprised me most. Northern Ireland businesses are resilient. They knuckled down and got on with it. It’s a cultural thing and it stood us in good stead.” Like plenty of their counterparts in boardrooms – and virtual boardrooms – across

Eye on Technology “Our clients are looking to the future. They’re examining how they can safely bring staff back into their offices once again, and they’re looking closely at how hybrid working models are going to work for them.”

Northern Ireland, Nitec’s directors have been dealing with the ongoing pandemic coupled with the net effects of Brexit. “It’s causing supply chain problems for us, in common with many other companies. There are transport issues, and then there is the current worldwide shortage of chips, which is impacting directly on the manufacture and supply of hardware, just as it is hitting other industry such as the automotive sector,” explains Nigel Mulholland. “We’re looking at a threemonth delay in some cases, and it’s probably going to get worse before it gets better. One net result of all of this, I reckon, will be the demise of Just In Time manufacturing. It’s great as a concept, but it’s led directly to problems like we’re facing now. “Aggressive and sudden Covid lockdowns in parts of Asia haven’t helped the supply chain issues. So, in some ways, we’ve been coping with a perfect storm.” On the product front, Nitec has reaped the benefits of its close relationship with Microsoft to partner with its customers on one particular Microsoft product which has proved invaluable during the Covid crisis – Microsoft Teams. “As soon as Covid kicked in, Zoom gave Microsoft a bit of a kick on the butt and they threw everything they had at Teams, improving it, tweaking it, adding features and making sure that it was up to the job that lay ahead of it,” says Michael Hutchinson. “Our job has been to work closely with our customers to make sure that they were and are getting the best out of Teams and all of the many features that it offers. “We’re also helping a lot of them to set up meeting rooms in their offices which they’ll be able to use going forward, and Teams will continue to play a really central role. “The days of hopping on to a

plane to meet someone in London or elsewhere might not have gone completely, but there will definitely be a lot less of it. What Covid has done is to prove that we can all have the meeting and conferencing technology that makes effective communications both possible and easy. “It needs to be productive and it needs to be both reliable and robust to work effectively and the crisis has shown us that it does all of those things.” Some customers, especially those in isolated rural areas, have suffered through the pandemic because of poor internet quality. It’s a problem that’s outside the control of tech specialists like Nitec, but it’s something they’ve had to try to help customers with to ensure that they stay operational. “Cloud telephony is the new normal for business,” adds Gavin Woods. “That’s another direct result of the pandemic. For obvious reasons, landline systems have been redundant and companies have had to look at ways of keeping all of their people operational. “Also, video calls by Teams or Zoom have become the norm. When was the last time you had a phone meeting with anyone without video? These days, it’s all about seamless staff roaming – in the office, at home, in a coffee shop, at an airport....wherever. People expect their tech to work anywhere now.” As more companies start to plan phased returns, or partial returns, to office working, Nitec’s three directors agree that staff confidence is central to any decision-making. “I think most of the companies we deal with are continuing to take a cautious approach. No one wants to spook the people who work for them or force them into something they’re not entirely comfortable with,” says Nigel Mulholland. “So we’re seeing a softly softly approach.”

The so-called ‘pingdemic’ was also more of a problem for those working in office environments than it was for companies still largely working from home, although the effect has since been eased by the decision to exempt double-vaccinated people from having to isolate when pinged. “I think some companies tried to return too soon and quite a few just couldn’t adapt easily to the idea of working from home.” A long-running concern for anyone in the tech industry, and one that hasn’t been improved by the pandemic, is cyber security. Nigel Mulholland has kept close to security issues throughout his career and continues to watch developments closely. “It’s a frightening fact that 2020 was twice as bad as 2019 when it came to ransomware. We just can’t ignore the threats any more,” he says simply. “I think that we will see well-known Northern Ireland-based companies being hit over the next couple of years and that we will be hearing a lot more about really costly cyber attacks.” Like others in the technology sector, Nitec hasn’t found it easy to recruit new members of staff. The directors agree that working arrangements are key when it comes to staff making career choices. “Companies need to think carefully about what working arrangements they are offering their employees. Some might want to work from an office part of the time, others want to be able to work flexibly and from home. Either way, it’s going to be crucial to recruitment and retention going forward.” Looking to the short-term future, Michael Hutchinson says that Nitec’s first priority is accelerating the enhancement of our customers’ security and productivity based on modern cloud-based management. “That means we have to stay even closer to our customers as we hopefully continue to move out of the pandemic and on to whatever the future holds. “There are bound to be challenges, but are they going to be as formidable as the challenges we’ve all had to face over the past 18 months? Let’s hope not.”

Eye on Real Estate

Commercial Property In Northern Ireland It’s A Brave New World

Eye on Real Estate For Northern Ireland’s property professionals, the pandemic has delivered plenty of challenges. Even now, 18 months since Covid closed economies down, the goalposts continue to shift and the future remains unclear.

“T

his time last year, we all thought that we’d be heading back into our offices in a couple of months time and returning to where we had been before Covid,” says Brian Lavery, Managing Director of CBRE Northern Ireland. “It’s pretty clear now that that’s not going to happen, at least not quickly. But there is a definite move back towards offices and that will accelerate going into the autumn. “We’re hearing a lot from clients about adopting hybrid working models, at least in the short term, but intentions vary on a scale between big accountancy firms who have said that they’re bringing everyone back into their offices through to government offices with no plans to bring anyone back for now.” But Brian Lavery says that CBRE’s team of property professionals has been busy throughout the pandemic working with clients on their property requirements. Lavery led a management buy-out of the Northern Ireland business from the broader group along with colleagues Robert Ditty and Gerard McCann, which was completed during the pandemic. That’s no mean achievement. CBRE NI has also added five new employees to its Belfast team recently, two working in consultancy and three on property management. “Consultancy work has grown while agency has been more challenging. But there’s no doubt that client property requirements are changing and that’s where we come in. We’ve been busy working with lots of clients who are trying to re-engineer their space, look for new offices, sell other ones and change how they work. It can be complex and it can be challenging,” he says. Whilst the Covid era has brought its own pressures and will deliver plenty of changes, he warns of another sea change coming the way of property owners. We’re all used to the energy performance certificates (EPCs) that exist for all properties – both commercial and residential. Over the coming years between now and 2027 (for the first stage) and 2030, government has now indicated EPC requirements will be ramped up in commercial buildings. Property owners, in several years time, won’t be able to sell or rent buildings and space in buildings unless they meet increasingly exacting environmental and energy standards. “As things stand, quite a lot of older buildings simply wouldn’t meet the kind of standards we’re talking about, so they’ll require substantial investment to get them up to scratch. It’s a major potential expense for a lot of building

owners and investors, but it’s a challenge that is quickly coming down the tracks. We are already witnessing a number of institutional investors seeking minimum EPC standards when acquiring commercial investments, well in advance of future timescales for minimum standards so this is a serious issue needing consideration now. “Potentially, it could lead to a lot of unusable space and create a real blockage. But we still do have some time as an industry to try to get to grips with it and work together to turn the challenge into an opportunity, achieving the green credentials needed for the net zero ambition.” Increasingly, he says, major property investors as well as big companies renting space, are looking closely at the green credentials of any building as well as the wellness of the space. It adds a new dynamic to the commercial property marketplace. “Building wellness can mean a lot of different factors,” says Brian Lavery. “It can relate to air quality – both air conditioning and fresh air – it can relate to thermal comfort, daylight, acoustics and active design, as well as design aimed at increasing activity within a building. “There is a lot to think about and exponents of wellness in buildings want us all to move away from heading up in a lift and sitting in one place all day in a warm, poorly ventilated office with artificial light. As we move towards the future, offices will be a lot more pleasant, but there will be costs involved for those picking up the bill.” Moves towards wellness and environmental performance will add to Northern Ireland’s stock of so-called ‘grey buildings’, a lot of them Civil Service office blocks built cheaply years ago and now probably useless as the tide continues to turn. Included amongst them are some large city centre buildings, as well as a whole estate worth of poor quality, no longer fit for purpose government

buildings on the Stormont Estate. They represent a monumental problem – literally – for government and other private sector owners here. Retail is another sector adversely affected by the pandemic...but not all of it. “Our city and town centres have been badly hit, and faced closure for long periods, but several of our retail parks have come out of this all the stronger,” says Brian Lavery. “They’ve performed really well, particularly those with strong, footfall driving tenants like Lidl, B&M or Home Bargains on board. They’re also continuing to prove very popular with investors, as the competitive bidding on the sale of Shane Retail Park in Belfast illustrated.” In the city centre, he points to the emergence of a new trend whereby former retail space can be taken over by leisure operators. The former Debenhams site in Belfast’s CastleCourt is set to be transformed into a large-scale leisure offering. Investors, he says, continue to show interest in Belfast and Northern Ireland. “The figures have been warped by the record-breaking sale of Merchant Square for £87 million in the first quarter of this year, but the market is holding up very well. “Here at CBRE, we’re working towards offering a range of different opportunities for sale over the coming months, and it’s good to hear international investors contacting us to enquire about investments.” On development land, Brian Lavery welcomes the progress made by Belfast Harbour at City Quays and by Titanic Quarter, but says that he’s keen to see development work get underway at Tribeca in the Royal Avenue/North Street area and at Waterside Belfast, the former Sirocco Works site. “It’s also good to see procurement underway for the Weaver’s Cross development by Translink which will include the new Belfast Transport Hub. But there’s nothing that brings positivity more than the sound of boots on site,” he says.

Eye on Property

Riding The Property Boom Tom Smyth & Dream Apartments Tom Smyth is taking the serviced apartments industry in the UK and beyond by storm. Tom is also part of multiple massively successful property development companies including Future Home Developments & Dream Luxury.

om opened Dream Luxury Serviced Apartments in 2017 and celebrated the company’s fourth birthday in June 2021. Tom’s dream became a reality after he travelled to Dubai and saw a massive gap in the market for serviced apartments in the incredible city of Belfast. Now, with over 500 apartments based in Belfast, Manchester, Liverpool, Newcastle and Middlesbrough, Dream Luxury Serviced Apartments are the perfect choice when travelling on business or for leisure. “It’s all about seeing potential where others do not,” states Tom, “many people questioned us opening our serviced apartments in Middlesbrough, and failed to see the potential of this incredible town.” Since forming Dream Luxury Serviced Apartments and throughout the Covid-19 pandemic, the company has grown at an exponential rate. Dream Luxury Serviced Apartments is one of few businesses to thrive throughout a worldwide pandemic. Property tycoon Tom Smyth has multiple years experience in real estate, purchasing his first home at the young age of 18. He has always had a keen interest in property and is now involved in all aspects from construction & development to managing. Future Home Developments, a property development company, was created together with Tom’s good friend and business

partner Gary Sinnerton, who sadly passed away in July 2021. One of Future Home Developments current projects is Gardiner Square, an impressive new residential development comprising 9 modern apartments and 6 town-houses with associated car parking and amenity facilities. The development is situated in the prime location of Belfast city centre, within 500 yards of the brand new University that will be opening, 25 metres away from the Tribeca triangle where the local council is investing £500 million to create a new urban zone that combines the region’s heritage with cutting-edge design to create a dynamic mixeduse space for people to live and work and is also a 5 minute-walk from the biggest transport hub, currently under construction, in Northern Ireland. Future Home Developments is

also responsible for an incredible apartment scheme at University Avenue in Belfast where 13 apartments are being built for Ark Housing Association. The company made a connection with Ark back in 2018 when they completed a development on the Glen Road in Comber for those in need of housing. With the success of Tom’s development background and his expertise from managing Dream Luxury Serviced Apartments, Tom made the decision to create Dream Luxury, a brand new development business dedicated to building prospective buyers their dream homes. To kickstart the Dream Luxury brand, Tom has recently purchased a stunning Grade 2 listed building, which was once a school in the 1940’s. The red court building was

originally built by prominent Scottish banker George Rae between 1876 and 1879 and will soon be converted to in to fifteen stunning apartments. Situated in one of Liverpool’s most affluent areas, the Wirral, the building is steeped in history, telling stories of the past. These incredible new homes will offer modern design along with tonnes of historic character, making them an incredible home for anyone looking to reside in the Liverpool area. With direct links to Liverpool city-centre and being situated in an opulent neighbourhood this development, is an incredible project for the Belfast entrepreneur. The success of Tom’s development projects have encouraged him to become more and more involved in the industry and sees huge opportunity throughout the UK and Ireland. As he says – the expansion continues.

Eye on News

‘The WorkSpace’ Launch of a new dedicated hot desk and remote working hub in Portrush

new initiative, ‘The WorkSpace’, has launched in the heart of Portrush, Co. Antrim this week – aiming to meet growing demand in the popular seaside resort for hot desk facilities to support remote working. As an increasing number of businesses across Northern Ireland continue to operate a hybrid working model, with staff working flexibly between home and the office, people now have the opportunity to successfully work from anywhere in the region. ‘The WorkSpace’ was launched to meet this need, offering everyone from remote workers and freelancers to local start-ups

and visiting professionals the opportunity to access affordable hot desk and co-working facilities combined with high-speed internet. Ben Brennan, founder of ‘The WorkSpace’, said: “I have been working remotely for over 18 months and found myself, when restrictions permitted, working from my family home in Portrush. Despite the lure of being by the sea, it came with challenges - from unreliable, and sometimes non-existent internet connectivity, to not having a suitable quiet space to work from. “Inspired by this experience, ‘The WorkSpace’ was born, offering flexible and affordable, hot desk facilities in Portrush – recently named

thesecond-best place* in the UK for remote working. The unit, which also has kitchen facilities, is equipped with the latest Ultrafast Full Fibre broadband, providing consistent, reliable and fast connectivity. “Whether working from home is proving difficulty, you have a lengthy commute, or if you need a quiet, flexible space to operate from while living locally or visiting the town for holidays, we provide the community and connectivity all under one roof.” The WorkSpace, which is located on Eglinton Lane in Portrush town centre, offers nine desk spaces which are available to book on a daily, monthly or bespoke basis. For more information contact info@theworkspaceni.co.uk or visit www.theworkspaceni.co.uk

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Eye on Drinks Trade

Richard Mayne & Drinks Inc. Adapting To Changing Markets

For Richard Mayne and Drinks Inc. – in common with others in the drinks trade – the pandemic has been something of a rollercoaster. On one hand, the company’s on trade customers (pubs, clubs, hotels and restaurants) have endured long periods of closure during lockdown. On the other, off licences have boomed.

Eye on Drinks Trade

Tom Kinnier, sales manager, Peter McBride, wine specialist and Richard Mayne, wholesale director of Drinks Inc

“W

e’ve had to adapt and we had to do so very quickly,” he says. “When the hospitality sector had to close its doors, we had to focus our attentions on the off trade and on the products needed to serve the off trade and the public. “But we had to make sure that we didn’t forget our on trade customers and the significant challenges they were facing. Our sales team kept working right through the crisis to keep in touch with our customers, even those whose doors were closed.” As for Richard, he certainly didn’t stop working. The Musgrave Group, which acquired Drinks Inc. back at the tail end of 2019, quickly implemented a work at home policy for its headquarters staff. In his role as the group’s Wholesale Director, he’s responsible for both Drinks Inc. and the largescale Musgrave MarketPlace Cash & Carry Branches. Drinks Inc. was founded by Belfast entrepreneur Paul Camplisson some 20 years ago but is now the drinks wholesale arm of the family owned, all-island Musgrave operation, operator of the SuperValu, Centra, Mace and Musgrave MarketPlace outlets here. “As a large food wholesale and retail business, Musgrave had been looking for an opportunity in the drinks sector and, when the Drinks Inc. opportunity arose,

it wasn’t a difficult decision. “In a lot of ways, the lockdown period has given us a good chance to work through the details of bringing the two businesses together, and that means the whole picture from systems and technology through to the company culture and ethos,” he says. “Celebrating 20 years in business is a fantastic achievement and is testament to the strong team in place at Drinks Inc. This industry knowledge, combined with Musgrave’s longstanding track record in foodservice and retail, is a perfect pairing as we continue to expand our position in the alcohol market.” Drinks Inc’s catchy maxim is ‘All We Do Is Drink’ and it’s not a bad description. Leaving all food-related products to its parent company, the Boucher Road-based operation supplies everything from spirits and wine to canned, bottled and keg beer as well as mixers and soft drinks. “We’ve one of the most extensive portfolios in the business here in Northern Ireland – for us it’s all about range and variety” says Richard. During all of the main lockdown periods when all hospitality was closed, Drinks Inc. has geared its efforts towards supplying offlicences while consumers were forced to stay – and drink – at home. “That was a challenge for the industry as well as for us as suppliers,” says Richard. “Almost overnight, demand for keg beer

disappeared and demand for bottled and canned beer went through the roof. And, as the pandemic went on, we all had to adapt to changes being announced with very little notice involved.” On the run up to April and May, when outdoor and then indoor hospitality was permitted to re-open, the industry including Drinks Inc. had to square up to the challenge of making sure that pubs, restaurants and hotels were stocked, equipped and ready to start serving drinks to the public. Despite what some might think, that hasn’t meant a dramatic dropoff in off-trade drinks sales. “There has been a bit of a drop, of course, but not nearly as dramatic as we might have expected,” he adds. “I think that reflects a change in habits amongst consumers. They’ve

got more used to drinking and entertaining at home, and they’ve set themselves up to do it better.” The market, of course, is still not back to where it used to be. Nightclubs here in Northern Ireland remain closed and major events have still to be given the go-ahead. Consumer trends have also seen subtle changes over the pandemic period. “We’re seeing consumers trying new wines more than they used to do, for example. But we’re also seeing people trading up. Certainly when bars and restaurants were closed, consumers were prepared to pay a bit more for the wines and other drinks that they wanted to enjoy at home. They weren’t slow to treat themselves. “What they missed, of course, were good pints of draught beer and professionally made cocktails, and those are what people were looking for when the pubs were allowed to open their doors again.” Looking to the future, Richard says that the drinks industry and the licensed trade is extremely resilient. “It has to be, given the challenges that it has had to face,” he says. “There are still plenty of challenges out there, but the industry will do what it does best and that’s serving its customers.” As a company, Drinks Inc. hasn’t just worked hard on its integration within the Musgrave Group. It has also been investing in the future, building its team and appointing a new Sales Manager in Tom Kinnier and Wine Specialist, Peter McBride. “It’s a very competitive industry and customer service is absolutely crucial. That’s something we’ve maintained right through the pandemic and we’re not going to let our standards drop now.”

Eye on Property Investment

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he company managed its own property portfolio but also manages those of a growing number of landlords in the private rental marketplace. AMD has expanded its own property portfolio through the years by buying, maintaining, and renovating properties to a high standard for the private rental market. A new division, AMD Property Management, was born with the aim of saving landlords and property owners money by working directly and closely with them. Costs are competitive. AMD charges a £348 management fee for 12 months*, an affordable fee proving popular in the private rental sector. AMD hasn’t just saved money for landlords and investors, but has also added value to their properties by employing its own in-house maintenance team combining maximum value for money with quality workmanship. By maintaining properties to an extremely high standard, AMD has established excellent working relationships with property owners, landlords and tenants.

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general and preventative maintenance. All with their expert eye on establishing quality workmanship and maintaining the very highest standards.

Eye on Venues

Titanic Hotel Belfast – Your Future Venue in a Heritage Location

s businesses emerge from the COVID pandemic many are choosing hybrid meetings as the first choice for conferences and events, and it’s easy to see why. Being able to host in-person presenters and socially distanced attendees, combined with virtual attendees creates a whole world of possibilities and new opportunities. Connect with your staff or clients far and wide from a beautiful and unique location – Titanic Hotel Belfast.

Titanic Hotel Belfast, although a historic venue, is equipped with the latest technology and modern facilities to enable hybrid meetings with ease and when your business is ready to meet again face-to-face, the hotel and its team are ready to accommodate in-person meetings too! Titanic Hotel Belfast is located in the former headquarters of Harland & Wolff and provides the perfect destination for your next business

meeting or event. The hotel has been accredited with the UK-wide industry standard – ‘We’re Good to Go’. In addition to this, risk assessments are carried out for each individual event, providing you the reassurance every measure is being dutifully taken to ensure your event can go ahead safely. The hotel is home to seven private meeting rooms in the former offices of the managing directors of Harland and Wolff and therefore named in their honour. Each room is of different proportions and varying design, allowing you the flexibility to choose a space tailored to suit your specific needs. Thomas Andrews’ Office has been fully restored and boasts many of its original period architectural features including the decorative fireplace, high ceilings, large windows, and moulded cornicing, making it an illustrious and impressive venue for any event, catering for up to 10. Lord Pirrie’s Office offers an Edwardian style with wood panelled walls, marrying period architectural features with modern artwork to create a spacious room, perfect for gatherings of as little as 16. The awe-inspiring Drawing Office One, which dates to the 1800s, is where Draughtsmen created, designed and built

thousands of ships, including the ill-fated Titanic. This vast space, with three story cathedral-like ceilings, and views of the iconic Titanic Belfast visitor attraction, can comfortably accommodate large functions of up to 170 guests with social distancing measures in place (or 300 guests in normal times). The hotel boasts 119 luxury bedrooms finished in a nautical theme and complimented by streamlined Art Deco furniture, perfect for delegates when events run over several days. The award-winning Wolff Grill (Ireland’s Hotel Restaurant of the Year) can cater for both private groups or smaller informal dinners with views towards the spectacular Titanic Belfast building and historic slipways where Titanic was constructed. The hotel has been accredited ‘Northern Ireland’s Leading Hotel’ at the World Travel Awards for its third consecutive year due to the firstclass service provided and continued commitment to excellence. Titanic Hotel Belfast is infused with heritage and poignancy. Half hotel, half museum, tours of this historical building can be arranged through the hotel’s Concierge team, where your delegates can learn all about the ‘Heart of the Yard’. Day Delegate Rates start from just £35 per person (terms and conditions apply). Bespoke event, residential meeting and private dinner packages are also available.

Make your next event a memorable one by hosting it at Titanic Hotel Belfast. Contact the team to find out more on events@ titanichotelbelfast.com or by calling +44 (0)28 9508 2000.

Eye on News

Hinch Distillery wins gold at IWSC

Northern Ireland’s newest distillery, Hinch, has beckoned a prestigious Gold Medal awarded for its Imperial Stout Finish Irish Whiskey, one of three whiskeys in their Craft & Casks range.

he accolade, awarded by the International Wine and Spirit Competition (IWSC), London, saw the Whiskey receive 95 points from a potential 100, one of the highest scores ever given to an Irish whiskey finished in ex craft beer casks. IWSC 2021 was the competition’s largest ever event and saw 80 experts judge over 4,000 spirits.

L-R Hinch Distillery Head Distiller Aaron Flaherty, Chairman Dr Terry Cross OBE & International Sales Director Michael Morris

Hinch Distillery’s Craft & Casks range is a trio of fine Irish whiskeys that up the flavour game in the segment having been finished using craft beer casks from Whitewater Brewing in Northern Ireland and Kinnegar Brewery in Co Donegal. The range consists of three whiskeys; the Imperial Stout Finish, Irish Red Rye Finish and Rye Export Stout Finish, which have been disrupting the taste profile of the whiskey scene since they launched earlier this year. The Craft & Casks range offers a distinctly flavoured beer barrel aged whiskey which is an emerging trend in the industry and while Hinch is a relatively new name to the drinks’ fraternity, it has quickly risen to a par with the best around, beckoning prestigious awards in its two years of operation. The IWSC Award is testament to its stature and is awarded on the back of large distribution deals the business has secured with firms in China, Hong Kong, Taiwan, Australia, New Zealand, the US, France, Germany, Poland and Russia. Judges said: “Hops, buttered teacake and floral freshness make a great start to this rich and indulgent journey through creamy butterscotch, candied orange, juicy sultanas, cinnamon and gingerbread. The alcohol is so well-integrated as to be barely perceptible.” Speaking about the win, Hinch Chairman Dr Terry Cross OBE, who recently opened his distillery

and restaurant to the public at the end of May said: “Despite not being able to open our public offering fully at the distillery for over a year, we have continued to develop our offering, expand our portfolio and win major deals in the shadows of what has been a very challenging economic climate. “We are delighted to receive a Gold Medal for our Craft & Casks Imperial Stout Finish. It’s an innovative pairing and it’s great that we can now open up our distillery to the world and shout about the noise our spirits have been making behind the scenes. This prestigious award proves we have produced yet another new and bold offering with an award-winning profile.” Aaron Flaherty, Head Distiller at Hinch Distillery, added: “Premium Irish Whiskey is one of the fastest growing spirits categories in the world. We have been very creative in ramping up our offering by pairing matured whiskeys with craft beers from this part of Ireland.” Hinch Distillery also makes Ninth Wave Gin, which was the most highly awarded gin in the world in 2020.

The distillery now offers tours of its whiskey making process, as well as gin tours. To book, visit www.hinchdistillery.com

Eye on Innovation

Invest NI’s Vicky Kell – Driving the Innovation Agenda Invest Northern Ireland and its partners are stepping up the pace on Innovate NI, the Innovation Accreditation Programme for Northern Ireland. This month will see the launch of a marketing campaign that is set to encourage Northern Ireland businesses to innovate and to fly their innovation colours.

he initiative has its roots in the publication of a major UK-wide Innovation Survey, carried out by the Office of National Statistics back in 2018. It claimed that only 39% of NI businesses were engaged in innovation, leaving us languishing 12th out of the 12 UK regions. It’s a result that didn’t sit well with one of the key objectives of NI’s Programme For Government, published in 2016, which had innovation front and centre

of its economic priorities. The Programme’s published objective was that Northern Ireland should be in the top quartile in UK terms for innovation. But it’s also a survey result that had Invest NI and quite a few others scratching their heads in disbelief. Although the agency knew that Northern Ireland businesses were engaging in innovation, the outcome showed that only a small proportion of businesses here identified

Pictured (L-R) are Elwyn Agnew, PAC Group Engineering Director with Dr Vicky Kell, Invest NI Head of Innovation, Research & Development and Gavin Rankin, PAC Group Technical Director.

Eye on Innovation

Pictured (L-R) is George McKinney, Director of Technology and Services, Invest NI with Orlagh Kelly, Founder and Managing Director of Briefed.pro

themselves as actually doing so. “We didn’t want to be chasing the ambulance in the wake of the survey, but we knew that we had to take action,” says Dr. Vicky Kell, Invest NI’s Director of Innovation, Research & Development. “The very word innovation means different things to different people. It doesn’t have to mean large companies, labs and white coats. Innovation covers just about every business activity and process. “We know for a fact that Northern Ireland business is innovative as well as being resilient. The thing is that we just don’t make a habit of talking about it. “We also recognise that we must innovate more efficiently. Locally we invest heavily in research and development, however we do not commericalise or implement our innovations frequently enough.” Talking about innovation and highlighting Northern Ireland’s innovation prowess is a central theme of the Innovate NI initiative, soon to be supported by a promotional campaign in the media and online. Local companies across every business sector are being encouraged to log on to

innovateni.com and use the Innovation Self-Assessment questionnaire to give them a baseline assessment of where their organisation stands. Innovate NI and the Innovation Accreditation Programme is open to all businesses here in Northern Ireland. Charities, sole traders, the self-employed, and innovative individuals can also apply. Action points are identified and the organisation can then work its way through the four levels of official recognition (Bronze, Silver, Gold and Platinum), with an official recognition certificate issued to successful companies each step along the way. “It’s an awareness process first of all, ensuring that organisations realise the value of innovation, understand that they can innovate and then we provide a framework for successful innovation to support commercialisation and implementation. We want to encourage organisations that are innovating to look at ways of stepping up that innovation and embedding the process of innovation into their businesses.” says Vicky Kell. “It’s also a signposting process, directing companies towards help and resources available through

online support and various agencies, colleges and universities. “Most importantly, Innovate NI gets the message out there that innovation isn’t some kind of black art. There are no secrets to it, there is a tried and tested framework to follow and it can only deliver benefits across the board, including on the bottom line, for businesses. Every company can do it.” Innovate NI also runs online seminars for companies taking part in the certification process, and more are planned for the future. “It’s important that we continue to look at how we can do things better, at how we can streamline the innovation process. But we’re not re-inventing the wheel. A lot of this is common sense in business terms. It’s about applying innovation to the business as a whole. Vicky Kell stresses that it need not be a time-consuming process or one which will divert people away from core business activities. “The initial diagnostic takes ten minutes or so and my team at Invest NI will effectively triage organisations who want to follow the Innovate NI path before they do anything. After that, it’s up to each organisation how much they

want to put into the process, but it need not be time-consuming.” Since its launch in October 2018, Innovate NI has recognised 925 local businesses; 278 at Bronze level, 431 at Silver, 106 at Gold and 110 at the top Platinum tier. The target now is to persuade more local businesses to step forward and get involved. A new awareness campaign will encourage aspiring and active innovators to get involved with the Programme by profiling a combination of fictional stories and real life examples of successful innovation locally. For example, Belfast based engineering firm PAC Group and GDPR compliance specialists Briefed.pro (both pictured) have followed the Innovation Framework and successfully commercialised and have created value for their business by selling their unique products. Vicky Kell is keen to highlight the fact that the hundreds of local companies already certified for their innovation achievements find that it’s a USP, something they can use in marketing and in promoting themselves to existing and potential customers. “The fact that these organisations have been certified as innovators can help set them apart from their competitors,” she says. “But it can also have a direct impact on profits and the bottom line.” Innovation, she reckons, increased during the pandemic as companies quickly innovated – or ‘pivoted’, to use the Covid era buzzword – to adapt to very different trading environments. “Northern Ireland companies are very resilient. Resilience is in our DNA.” says Vicky Kell. “We get out and we do things and, as has been said many times, we punch well above our weight. But we don’t tend to think that we’re doing anything special. That’s why so many companies out there are innovating all the time, but don’t know that they’re doing it. “Innovate NI gives every company the opportunity to recognise what they are doing, and allow us to recognise it too. For others, it can give them the tools they need to start out on the innovation trail.”

Eye on Infrastructure

NI Water is playing its part in creating a transformational sustainable energy system Climate change is undoubtedly one of the main challenges of our time as this summer has shown. With record temperatures here in Northern Ireland, and catastrophic floods in Europe and China, we have seen the scale and pace of extreme weather events increase across the globe.

ut, whilst we shouldn’t underestimate the threat that climate change poses to our way of life, we also shouldn’t under-estimate the opportunities it opens up for economies such as Northern Ireland if we make the right decisions in the right way. Historically our economy has been heavily dependent on high carbon fossil fuels which, because they had to be imported, were also relatively higher cost. That tended to mean our energy costs were also higher so putting us at a competitive disadvantage to other countries. The question, therefore, as we decarbonise our energy supply is whether we can both eliminate our dependence on fossil fuel imports and become more competitive in the process? All too often decarbonisation and growth are seen to pull in different

directions. Can we in Northern Ireland not just align those two objectives, but do so in a way that gives us a competitive advantage? Already we have made a good start harnessing the one natural resource that Northern Ireland has more of than the rest of Europe: the wind. Nearly half our electricity supply now comes from renewable sources - a huge transformation which has made Northern Ireland a leading example of how to create a sustainable energy system. But, to finish the job, we need to go further. At the moment 88% of that renewable supply comes from what is called variable sources - in other words, the wind or the sun. Great when the wind is blowing or the sun is shining. Not so good when they’re not. At the moment the gaps in supply are made up for by reverting to fossil fuel power

plants, but the question is: how do we replicate that safety net once they have been phased out to help meet the Net Zero target?

Peatland restoration at Lough Bradan completed in February 2021

Eye on Infrastructure

Electrolyser at Kinnegar

One of our electric vehicles

For NI Water getting the right answer to that is vital. As the biggest user of electricity in Northern Ireland, we need to have both a secure supply, and an affordable supply. Without the former we can’t do our job, but without the latter we can’t do it at a cost our customers can afford. That’s the challenge, but as we have thought our way through the issue over the past few years, we have come to realise that part of the answer lies in our own hands. The key to making a renewable energy system work is to create the flexibility in both the supply of electricity and its use to cope with the “down” times when the wind isn’t blowing or the sun isn’t shining. At NI Water we have realised we can use our assets to help create that flexibility. Using enhanced data analytics we can “flex” the times when we turn on, or off, our pumps and other assets according to when the

demand on the electricity system is at its peak, mostly during the day, and at its lowest, mostly at night. But we could also use some of the 3,000 sites we have spread

out across Northern Ireland as the location for batteries which could store the power generated by wind turbines during those “down” times - power which could then be fed into the system when it is needed. And we could find further uses for that surplus wind. At our Kinnegar works in Holywood we have been running a small scale electrolyser pilot. Using a combination of renewable energy and water it produces hydrogen and oxygen in a process which epitomises how Northern Ireland could create its own sustainable energy system. The hydrogen could be used to power heavy-duty vehicles, such as our buses, whilst the oxygen has the potential to increase the capacity of our waste water works - a major constraint on our ability to grow our towns and villages. A lot more work needs to be done to realise that potential and develop it even further into areas such as

agriculture where we could use the heat from our waste water works to introduce expanded greenhouse farming to Northern Ireland. What is clear already, however, is that in Northern Ireland we have the assets - wind, water, land - and the engineering pedigree needed to build a sustainable energy system. “Green growth” is possible. We can decarbonise and grow our economy at the same time, but to do that we need to do two essential things. We need to innovate - keep pushing the boundaries of the possible. But we also need to collaborate not just within organisations such as NI Water, but across the utility sector, government and our regulators. Climate change doesn’t respect institutional boundaries and neither should the answer. The chance to make “green growth” a reality in Northern Ireland is there. Together we should seize it.

Lough Fingrean

Eye on Law

With offices in Saintfield, Comber and Lisburn, Peter Bowles + Co Solicitors is raising the bar with a new, specialist family law sister company, Curran Bowles Family Law. Business Eye speaks to Managing Director, Peter Bowles, and Director, Clare Curran on the company’s growth and eye on the future… Peter, tell us more about the company’s history? After practising law in a number of respected firms for ten years, in 2008, I founded Peter Bowles + Co. Solicitors, initially with just a legal secretary and myself. Saintfield was the ideal location and from then on, I set to create a legal practice that prioritised clients, building longlasting relationships. Our business grew quickly, in spite of the recession at that time, with many clients having been with us since those initial days.

In 2017, we invested in a new building on Main Street, Saintfield, that matched our ambition, giving us the space to grow, and this was followed by a complementary office in Comber and the acquisition of a further premises in Lisburn. Thanks to the continuing support of the local community, constant referrals from clients, colleagues and other professionals, together with instructions from across Northern Ireland’s business community, we’ve grown year-on-year.

What sets Peter Bowles + Co Solicitors apart? Our business is firmly rooted in the local communities where our offices are based and our initial values of providing the best possible expertise and counsel to our clients remains our priority. Our long-lasting client relationships are one of the things of which I’m most proud, that and our extended, dedicated team. We are lucky to have experienced lawyers practising in specialist areas at the Firm, including Catherine Heyes, one of Northern Ireland’s leading property solicitors, who’s a Director in the business and Head of Property at Peter Bowles + Co. Fellow Director, Clare Curran, is an experienced, specialist family law solicitor, who has joined the business, and with whom I’ve launched our specialist sister company Curran Bowles Family Law. Catherine, Clare and I lead a dedicated and capable team of solicitors and wider legal associates who deliver a great service to our clients on a wide variety of legal matters, but with the specialist knowledge that’s required for many of our more complex cases.

Why launch a sister company – Curran Bowles Family Law? Family law is an ever-growing area of work with high levels of demand for advice relating to an array of matrimonial, family and childcare issues. It is clear that with this growing demand, there is a need for clients to know where to turn when they need specialist, expert advice in this area. We launched this facet of the business to reassure clients that we have a team at Curran Bowles Family Law that’s dedicated purely to advising and assisting in this field. The family law side of the company is complemented by the existing expertise in all other legal matters from across the wider practice and ensures that as a business, we will continue to lead the way on all aspects of the law, including litigation, employment, property and family law. Clare, tell us about your background? For over 20 years, I have worked exclusively in the field of matrimonial, family and childcare law, advising clients across Northern Ireland on all types of

Eye on Law legal issues relating to family breakdown; particularly in relation to separation and divorce, with an emphasis on helping couples resolve their property and other financial affairs after separation. I regularly advise clients dealing with issues such as sorting out ownership of their family home and other properties, pension issues, the impact upon a family business, as well as any other legal issues which may arise. I also represent clients in cases pertaining to children’s law issues, in particular arising after a relationship breakdown and increasingly in cases with an international element or with other complicating factors. I am a longstanding member of the Law Society’s Children Order Panel, as well as other specialist panels in this area of work, such as the NIGALA Children Order Panel and the Hague Convention Solicitors’ Panel. I am also a qualified Collaborative lawyer and Advanced Advocate, meaning I can assist those clients who wish to avoid contentious court proceedings in attempting to negotiate agreements away from court, and I am also qualified to represent clients at all court levels here as an advanced advocate. I love the work that I do and hope that I can help make what can be one of the most difficult experiences that a person can ever go through, that little bit easier to manage. What makes Curran Bowles Family Law different? Curran Bowles Family Law is a niche practice that focuses on providing straightforward, clear, concise and practical advice to those needing guidance on all family law matters. We have experience of managing separation, divorce and difficult children’s law disputes, such as custody disputes, relocation applications and international Hague Convention child abduction/ child retention cases, as well as complex Care Order cases, such as those involving alleged non accidental injuries. We have many years’ experience in advising in relation to separation, divorce, and financial cases, frequently acting collaboratively to reach agreements outside of court and representing clients in court where that is not achievable. Our overarching vision is to deliver clear, concise and practical advice in a sensitive way in an effort to achieve the best outcome for our clients. Whether you are seeking advice on an annulment, a separation or a divorce, or simply a relationship breakdown, pre or post nuptial settlements, surrogacy

Clare Curran

or adoption, or a case involving Social Services’ involvement, we are here to offer our advice and expertise. We endeavour to apply our experience and knowledge in these areas, sensitively and proactively in order to achieve the best outcome we can for our clients, no matter what their situation. And finally, Peter, what’s the composition of your client base? With the senior team who are individually well regarded in their respective areas - litigation, conveyancing, employment law, personal injury, family/ childcare and matrimonial law – our Practice endeavours to lead the way on all aspects of the law, and our growing and broad client base reflects this. Whilst we are committed to assisting those living and working in the communities where our offices are

Peter Bowles

based, we increasingly act on behalf of clients all across Northern Ireland and beyond, particularly with regard to employment law, commercial litigation; property and family law. More and more clients are choosing their representation based on reputation, the quality of advice and recommendations from family, friends or colleagues, rather than geographical location and with the ever-increasing availability of remote technology, there are now fewer barriers to working on behalf of those clients who need our expertise, regardless of whether they live in the local area, or in Belfast or indeed anywhere across Northern Ireland. We’ve grown significantly since 2008 and our ambition is still as strong today as it was back when I first opened the doors of our Saintfield office. There’s much more to come…

Peter Bowles + Co. Solicitors provides the highest quality legal representation to clients across the country in areas including litigation, conveyancing, and employment law and now through further investment in the specialist company Curran Bowles Family Law Ltd, in all areas of family/ childcare and matrimonial law. The company continues to excel in representing a range of clients including individuals, SMEs and many high-profile businesses, operating within the healthcare, hospitality, property and retail sectors.

For further information, please see www.bowles-law.com or call 028 9751 2722 to discuss your case in confidence.

Catherine Heyes, Peter Bowles & Clare Curran

Keeping the wheels in motion GMcG’s Susan Dunlop talks about the accountancy firm’s resilience, adaptability and new employee working model.

hrases like ‘unprecedented times’ and ‘the new normal’ have become familiar to many of us over the past year, featuring prominently in analyses of how the pandemic has affected business operations and consumer behaviours across virtually all sectors. The long term impact will vary from business to business but one thing many business owners have in common is the speed at which they needed to adapt in order to remain viable. Like most business advisers, GMcG Chartered Accountants faced major decisions around its operations

and how to maintain levels of support and service to its diverse client base. “Our success has always been about our people and our client relationships, but resilience and adaptability have taken on a new focus in terms of how the firm has evolved over the past year. As a leading independent Accountancy firm, many of our key strengths lie in our ability to get things done quickly through local decision making and management. This really came to the fore when major decisions were needed regarding how our business should adapt”. That’s the view of Susan Dunlop, GMcG Chartered Accountants Managing

Director, who shares her insights on how the firm managed changes to its operations through the pandemic. One of seven Directors at GMcG, Susan joined the firm more than 20 years ago and became Managing Director in 2019. Between Brexit and Coronavirus, the inbox of the firm’s new Managing Director quickly took on a somewhat different look from what might have been anticipated. Managing the impact of these developments presented challenges but Susan has been able to count on the support of her fellow Directors and almost 90 employees across the firm’s Belfast, Lisburn and Portadown locations.

As was the case for many business owners, the announcement of each lockdown and COVID restriction meant decisions had to be made quickly, often late at night, to protect employees and ensure a seamless continuation of client services. There is no doubt that the firm’s policy of continual investment in IT played a huge part in achieving this goal in addition to having the autonomy that comes with being a local independent firm. Susan adds: “Accessibility is regularly acknowledged as being of considerable value to GMcG clients and this is something we could not allow to change.

Eye on Business As clients were faced with the reality of pandemic related challenges, it was important that we continued to provide the levels of accessibility and support they needed. Being able to do this is testament to our employees, IT support and clients who have showed such versatility in terms of meeting the demands of virtual meetings, video conferencing and remote working.”

This planning also facilitates the continuation of client meetings in each office along with the safe return of employees. The Director team feels this is important for both the firm and for clients and it has been achieved through a significant investment in protective screens, social distancing, hand sanitisation points and other equipment. Susan adds:

“The challenges of the pandemic have put into sharp focus the need for GMcG advisers to be available to support clients with the right type of expertise, when they need it.” Post lockdown, GMcG became one of the first local firms to offer a hybrid working model for employees. This arrangement facilitates the option of working from home for up to two days per week. Along with flexible working hours, the hybrid model has clear benefits for employees and is part of GMcG’s drive to promote a good work-life balance without compromising the quality or level of client engagement. Susan explains: “Given the success of remote working during lockdown, we were confident this hybrid model could be implemented and managed effectively. Through teamwork and planning, employees can securely access files, meet clients and complete assignments remotely.”

“Whilst Microsoft Teams still has an important role we feel there is no substitute for face to face meetings and one to one employee training. We can now do this safely and over the past year we were actually one of very few local firms to offer students a placement or internship experience in the office environment.” Regardless of sector or size of business, the challenges of the pandemic have put into sharp focus the need for GMcG advisers to be available to support clients with the right type of expertise, when they need it. This highlights the importance of being positioned as the complete business advisor and having the knowledge, understanding and experience to deliver.

Gabriel Greene, Director, Forensic Accounting & Investigation

“Businesses evolve through different circumstances and with different requirements. We need to be one step ahead, knowing everything about the issues unique to their business and providing the right support at the right time. GMcG offers this expertise through our service lines which include Audit and Business Advisory, Tax, Forensic Accounting and Investigation, Corporate Finance, GMcG Digital and International liaison, through our TIAG membership.” Notwithstanding the range of Covid support measures that have been available to businesses, the prospect of pre-pandemic levels of trading and profit remains a distant reality for

some businesses. With the easing of restrictions and increased trading activity in a number of sectors, there is optimism that an improving economic climate will provide a shot in the arm for those businesses on the road to recovery. With the right type of expertise and experience, GMcG remains committed to ensuring clients are well equipped to overcome challenges and maximise opportunities along that road to recovery.

Susan Dunlop can be contacted on 028 9031 1113 or dunlops@gmcgca.com gmcgca.com

L to R: Directors Susan Dunlop, Stephen Houston, Lyn Canning Hagan, Robbie Milliken, Nigel Moore, Gill Johnston

Eye on Economics

No Return to Business as Usual This year’s Business Eye Profit 200 shows the robust health of the 200 most profitable companies in Northern Ireland. However, for many businesses, the past 18 months of the pandemic have been amongst the most challenging times ever experienced.

hilst the global economy may be on its way to recovering much of its lost output, there is no doubt that for many sectors it will not be a simple case of a return to “business as usual”. The past 18 months have seen profound and permanent changes in many sectors, and in the way we do business. The Return of Retail Since the full re-opening of non-essential retail in Northern Ireland on 30th April, shoppers who feel safe about returning to the high street, have released pent-up demand for the physical retail experience. Barclays’ recent report “Retail Unlocked: Strategies for a New Future” offers some insights to the changes currently being seen in the retail sector. Shopping habits formed during the pandemic have largely persisted – e-commerce has been the undisputed winner throughout, but not far behind are community high streets, as shoppers seek to ‘look local’ and support the stores on their doorstep. One of the key developments we expect to see continue is that home and hybrid workers will retain their preference for shopping locally. We predict this trend to “go-local” could fuel

demand for nearly 17,000 new local high street premises across the UK over the coming 12 months. Retailers are also likely to assess new physical options such as pop-ups, collaborations, and drop-off and collection points. Increasingly, they will also be harnessing data to enhance their understanding of customer demographics and key locations. Our research shows that consumers still love shopping in-store, with 42% saying it’s

their preferred way to shop – however there is a clear age divide emerging, with the majority of 16-24 year olds favouring online rather than in-store shopping. Generation Z’s preference for digital is already influencing the strategies retailers adopt to entice this age demographic into stores. It’s clear that all these changes will precipitate some profound changes in the high street in the years to come.

BLK BOX is an example of one local company which has seen their D2C sales explode during the pandemic. The fitness equipment manufacturer has recently invested in a £2m expansion to bring new manufacturing and distribution capacity to cope with increased demand driven by increasingly health conscious consumers working out at home.

The Rise of E-commerce As mentioned above, one of the biggest winners throughout the pandemic has been the move to e-commerce – a trend which was already happening prepandemic has really accelerated over the past 18 months. Research from UK Finance has shown an acceleration in trends such as the reduction in cash usage and the growth in contactless and mobile payments. Our own research from Barclaycard, which processes nearly half of the UK’s debt and credit card transactions, shows the use of contactless card payments has rocketed over the past year, and now makes up over 90% of all card transactions. With the contactless limit shortly increasing to £100 it is likely this percentage will continue to increase. Directly linked to the rise of e-commerce is the growing trend for manufacturers to sell Direct to Consumer (“D2C”). Research Barclays conducted earlier this year showed Northern Ireland as having the highest potential growth for D2C of all the UK’s regions. Two thirds (64%) of NI people surveyed said they now frequently go direct to manufacturers because they believe they will get a better price (54%) and better service (29%). BLK BOX is an example of one

Eye on Economics local company which has seen their D2C sales explode during the pandemic. The fitness equipment manufacturer has recently invested in a £2m expansion to bring new manufacturing and distribution capacity to cope with increased demand driven by increasingly health conscious consumers working out at home. Our research actually highlights food and drink manufacturing as being the sector that could benefit most from the D2C trend over the next three years, which would auger well for our economy given the scale of this sector in Northern Ireland.

Digitalisation Goes Mainstream Whether it was the migration to online shopping, the rise of payto-view TV streaming, university lectures being delivered online, or seeing your doctor by video call, nearly every sector has seen an acceleration of digitalisation over the past 18 months. In many cases, digital transformation projects that would normally have taken years to deliver were accomplished in weeks. Just this month, Translink announced the latest stage of its £43m project to transform its ticketing system with the introduction of new Oyster style “tap on, tap off” technology on all of its bus and train services

by the end of next year. Whilst there will always be a place for cash, consumers are increasingly demanding online options, whether for speed, security, or in the post-Covid world, to simply avoid touching cash. All these shifts are causing governments and businesses to rethink their traditional ways of doing things. Businesses and consumers are voting with their feet, and this includes the world of banking. At Barclays we have welcomed significant numbers of new business customers who have moved specifically to take advantage of the latest banking technology. There is no doubt digital transformation offers tremendous benefits for every public and private sector organisation – this trend is here to stay.

Eye on Finance

William Wilson Chartered Accountants plans for expansion with new head office

Richard Todd (left) and William Wilson.

Eye on Finance Local accountancy practice William Wilson Chartered Accountants has made a six figure investment in a new 2,500 sq ft head office in Holywood as part of its expansion plans which also include creating four new jobs in the coming year.

he Northern Ireland based accountancy practice works with small, medium and large owner managed businesses throughout the UK and Ireland to provide sound financial, accounting and tax support. The team offers a range of services including annual audits and accounts, corporate and personal tax compliance, management accounts, bookkeeping and payroll in addition to strategic business and tax planning for companies and individuals. Having enjoyed a period of significant growth, the company plans to add to its specialist team of chartered accountants and support staff based out of the new Holywood head office. Commenting on the expansion, Chartered Accountant and Principal, William Wilson said, “This investment represents our commitment to growth and will help to ensure that our team continues to provide clients with the highest and most comprehensive levels of service. The last eighteen months have been challenging for businesses and we are extremely grateful to have been able to help guide and support our clients throughout this time.” William continues, “Now more than ever businesses are seeking trusted advice and guidance to help in the recovery and rebuilding process post-pandemic. As optimism returns within the business community, we look forward to continuing to support our clients and bringing new talent onboard to provide straight talking advice to clients as they move forward in their business journeys.” The practice prides itself on working with many businesses, of varying sizes, with each receiving a tailored service in line with their individual requirements. This all-inclusive approach has been a key factor in the practice’s continued success and has led to the firm having many wellknown companies and brands on its impressive client list. “We are fortunate to have the

opportunity to work with a number of great businesses from across the retail, hospitality, travel, property, marketing, legal, health and construction sectors. Our inclusive approach has enabled us to develop our specialisms in each sector over the last number of years, and as the business continues to grow, we are excited to develop our team further in line with these specialisms.” An increased area of specialism for William Wilson Chartered

Accountants includes dedicated corporate and personal tax advice led by Richard Todd, Chartered Tax Adviser and current President of the Association of Taxation Technicians (ATT). Looking forward, Richard recognises that 2021, following the UK Tax Day back in March, has brought about the conversation around the future of the operation of the tax system as HMRC seeks to move more tax compliance into a digital space. Richard explains, “The UK held their first Tax Day on 23 March this year and one of the consultations launched was entitled ‘The tax administration system framework: Supporting a 21st century tax system’. This consultation focuses

on modernising the tax system, which is the start of an important conversation and a step forward in the right direction to bring some processes into the 21st century. This also means that businesses will need to prepare for further digitisation of their tax affairs and ensure they are getting the best advice from a trusted tax practitioner.”

William Wilson Chartered Accountants 25 Shore Road, Holywood BT18 9HX Tel: 028 9592 0240 Email: william@wwaccountancy.com richard@wwaccountancy.com

Eye on Charity

CORPORATE FUNDRAISING WITH ST VINCENT DE PAUL For almost 180 years, The Society of St Vincent de Paul has been serving all parts of the community right across Northern Ireland. Its goal is to fight poverty in all its forms through practical assistance in a non-judgemental way.

s well as providing vulnerable people and families with wide ranging support through local offices and shops, the Society is committed to social justice and is dependent on its more than 2,000 members and volunteers in 180 conferences. How can your organisation get involved with SVP to help the local community where you do business? There are various ways in which your organisation can get involved in helping your local community with SVP.

Charity of the Year By nominating SVP as your Charity of the Year you are committing to help those in need, in communities across Northern Ireland, for a calendar year with focused fundraising activities. This can be an opportune way of engaging staff, boosting morale and creating a positive atmosphere among your employees. A Charity of the Year partnership with SVP really helps connect employees with the work of the Society and encourages links with SVP volunteers and members at a local level in the community in which they work.

Fundraising Events Staff organised fundraising events are a great way to raise funds while having fun as a team. From a coffee

morning to a sponsored cycle, SVP can help your organisation generate a one off fundraising event or programme of engaging fundraising activities that will motivate your employees whilst helping people who really need it in your community. Events can be registered on SVP fundraising pages and donations will go directly to those who need it most.

Eamonn Holmes recently visited St Vincent de Paul’s Regional Office and met with Mary Waide, Regional President of St Vincent de Paul North Region, and Pauline Brown, Regional Manager of St Vincent de Paul, to learn about the charity’s work serving all parts of the community right across Northern Ireland.

Volunteering Staff can volunteer of their time to help with various SVP initiatives throughout the year from lending an hour to help in one of 33 local Vincent’s shops across Northern Ireland to delivering much needed supplies to the vulnerable or those in need.

Corporate Gifting A corporate gift is one way of making a real difference to disadvantaged communities in your area.

Corporate Stock Donations Vincent’s shops are well placed to accept large donations of stock from stores on the High Street. Corporates can be reassured that their donations can and do go to every nook and cranny in Ireland and are resold to generate much needed funds for SVP

as well as providing Vincent’s loyal customers the opportunity to purchase top quality items at a price they can afford.

Payroll Giving Your employees can give to SVP directly from their pay cheque through payroll giving. This is one of the easiest ways to donate to help people who need it most.

Christmas SVP partners with a number of organisations at Christmas to provide gift vouchers to families who are faced with impossible choices of heating the home or purchasing food to make the Christmas dinner. SVP empowers parents to use gift vouchers donated by SVP to choose gifts for their children ensuring that no child wakes up to an empty Christmas.

Last Christmas SVP partners included AllState NI, Cyber Source, First Derivatives, Huhtamaki, Lagan Construction, Tughans Solicitors, Ulster Property Sales, Vaughans and Whitemountain. SVP also works with The Salvation Army to deliver The Family Appeal which was driven last year by online donations and is supported by partners including Education Authority, Chartered Accountants, Translink, U105 and Belfast Live.

SVP and You If you would like to find out more about how your organisation can get involved with SVP, please contact Pauline Brown, Regional Manager of SVP by email pauline.brown@svpni.co.uk

Eye on News

Ormeau Business Park Celebrates 21 years at Gasworks

rmeau Business Park (OBP) is celebrating 21 years in the Gasworks in South Belfast. OBP was one of the first developers to set-up on the Gasworks site which when redeveloped for commercial use back in 1999 by Belfast City Council and Laganside Corporation, won an award from UK Regeneration. Currently, OBP shares the Gasworks with some prestigious corporations such as FinTru and Deloitte. OBP has maintained high occupancy levels throughout its two decades in operation and its first three tenants remain within the Park today. This prestigious site is currently home to around 23 businesses, employing more than 171 people. According to Patricia McNeill, Manager at Ormeau Business Park, this is in part is due to how OBP has

successfully created a dynamic hub for small businesses to operate in. “Whilst we have had a wide and varied mix of tenants over the 21 years we have, in more recent years, attracted tenants which have been predominantly from the digital sector.” “We are extremely proud of this achievement and believe the business park has been an essential part of the community in the South Belfast area since it first opened more than two decades ago. A large part of the success and longevity of the business park can definitely be attributed to our tenants. We are very honoured to have worked with so many brilliant businesses, some of which have been with us since day one.” “Following an unpredictable 2020 and 2021 we are now delighted to be celebrating this landmark

Michael Burke - Burke Systems & Solutions, Patricia McNeill – Manager Ormeau Business Park, Keith Bell – Tedford’s Ltd, Lord Mayor of Belfast - Kate Nicholl, and Peter McDowell - PTM Calibration

year at the Gasworks and as we look towards the future we aim to further establish relationships with new businesses while helping our current tenants to grow.” OBP works in partnership with Belfast City Council to offer support to those ambitious businesses that are availing of the councils ‘Go For It’ and ‘Kick Start’ programmes. Both programmes are run free

of charge and include a wide range of business services. Aside from renting property to businesses, OBP also offers business programmes for start-ups, a venue for meetings and events, monthly advice clinics, business training & mentoring run by industry leaders, and other business services like accountancy, networking opportunities, PR, and legal advice.

Eye on Business Support

Boosting 720 Newry Mourne and Down District businesses

Business support programmes offered by Newry, Mourne and Down District Council have, to date, assisted 720 local businesses, resulting in the creation of 111 immediate jobs roles.

ouncillor Cathy Mason, Chair of Newry, Mourne and Down District Council is encouraging more local businesses to get involved in the current and new suite of programmes saying “The diverse range of support programmes available to our local businesses is testimony to Council’s dedication to assist in their growth and development. With bespoke advice available, I would urge new and existing businesses to make contact with NMD Business to discuss and

avail of the support offered” She also added “Recently announced participant figures of 720 businesses since programme commencement is fantastic and the creation of 111 immediate jobs is such a positive contribution, making a real difference. I encourage other businesses to become empowered in unlocking their potential too.” Coupled with this, the Council continued to implement the ‘COVID-19 Recovery Revitalisation Plan’ which aimed to deliver financial support for a range of

businesses across the district’s urban and rural settlements. In total, a funding package of £1.9 M was secured from the Department for Communities (DFC), the Department of Agriculture, Environment and Rural Affairs (DAERA) and the Department for Infrastructure (DFI) to address the negative economic issues arising from the Covid-19 pandemic. A popular Shop Enhancement Scheme issued over 800 letters of offer of grant aid to small business owners, representing an investment of £1.1M into the local economy. Projects such as the provision of hand sanitisers, signage, painting schemes, awnings, outdoor furniture and IT items to facilitate remote working has all helped the local business base to respond the challenges

of post Covid-19 trading. Capital investment support will also be provided to rural based businesses in the district as a result of the recent Rural Business Development Grant scheme on behalf of DAERA’s Tackling Rural Poverty and Social Isolation (TRPSI) Programme to assist with business recovery, sustainability and growth. Encouraging residents to shop locally through the Make It Local campaign is a key priority for the Council who continue to work closely with representatives from local chambers of commerce. Encouraging as many businesses as possible to embrace the ‘Make It Local’ approach to business practices is evident in the current social media campaign featuring videos of a collection of local businesses.

Eye on Business Support FREE specialist business support programmes are delivered by expert mentors who are available to offer bespoke advice on a one to one basis, on topics such as reopening and the impact of Covid-19; Brexit; Social Media; sales; marketing; and financial management to name just a few. Virtual training is also provided in the form of workshops on topical issues with other likeminded local businesses. The current suite of programmes which focus on sustainability, growth and employment include: NMD Business Growth provides specific specialist business support to enhance competitiveness in local and export markets. This programme delivers practical advice to overcome barriers and help identify and exploit new welcomed business opportunities.

Digital Transformation will drive digital inclination, whilst demystifying various advanced digital technologies and tools through high quality ideation support and put in place a digital acceleration plan for core participants. The programme will enable business transformation to incorporate digital technology into business operations with 198 core participants selected for intensive support, identified as those with the highest potential for digital transformation. This programme is expected to launch in Autumn 2021.

Additional business programmes supported by Newry, Mourne and Down District Council include Go For It – Business Start Up support programme, Yes You Can which supports female entrepreneurship, Exploring Enterprise Programme which aims to help those who are thinking about employment and self-employment get into work, a programme to support the creation and development of Social Enterprises, an Innovate Accelerate Programme and Co-Innovate Programme which aim to support the growth and innovation capability of local Newry Mourne and Down District Council.

Contact us today to discuss your business needs or find out more about how we can help support your business on business@nmandd.org. For more timely information on programmes, events or funding opportunities sign up for our monthly e-zine at nmdbusiness.org or follow us on Facebook, Twitter or LinkedIn on @NMDBusiness.

Tender for Growth helps businesses to target and bid for new tendering opportunities by providing the necessary skills and confidence to identify tenders in your field, assess your readiness and provide the chance to work collaboratively with other businesses to jointly bid for new contracts. Digital Growth designed to give businesses valuable advice and support from experts to enhance your digital capabilities and develop knowledge in new and existing platforms including social media management and advertising; SEO; PPC; and web optimisation. Sales Accelerator is the newest addition to the programmes available and aims to provide trade focused mentoring, group mentoring and exposure to support the growth of small businesses in generating new sales at home and in GB. This is a very timely support programme for local businesses dealing with the economic shock of Coivd-19 and also the effect this has had on their preparations for Brexit and any new trading rules that are brought forward.

Eye on Public Affairs

Harnessing business expertise for good policy gains By Dave Cullen, Director, LK Communications

The stopwatch for next year’s election to the Northern Ireland Assembly has started. Whether that time runs out next May, as initially planned, or before that, remains to be seen. However, one thing is clear – the Stormont to-do list is long and getting longer.

he recent labour market stats suggest an encouraging economic outlook in Northern Ireland though the eagle-eyed reader will already have also noticed the increasing inflationary pressure of late. Whilst economists disagree on what the full impact of the furlough scheme coming to end will be and the size of the pandemic bill, most agree that the economic effects will be felt for a long time yet amid tightening public finances. In the context of Northern Ireland, each of the parties will begin the election period fully aware of the challenges and the list of priorities that face an incoming Executive who will be acting on our behalf. Importantly, there is a key role to be played by business, the third sector and wider civic society which is often mischaracterised or overlooked altogether. By their very nature, political representatives are not always fully knowledgeable of the issues at hand. They are required to create and scrutinise policy across a wide range of areas on our behalf – they are generalists by necessity. Similarly, the civil service is a government administration. Whilst some civil servants will develop significant expertise in their own areas of policy, it is that extra real “on the ground”

industry experience that can make the difference in terms of efficacy and stakeholder buy-in to new policy ideas. As experts in their fields, businesses, charities and other civic organisations play a vital role in our democracy by providing information, ideas, challenge and scrutiny and this input is regularly used to help elected representatives and civil servants make good policy. The absolute key thing is in how this engagement takes place. The overwhelming majority of political relations between organisations and elected representatives is completely legitimate, transparent, positive, and ethical in nature. However, the public affairs industry has been working hard over the years, through initiatives like PRCA’s Public Affairs Register and the Public Affairs Code, to take the lead on rooting out the limited number of instances of unacceptable practice. For businesses and the third sector, thinking ahead to the Northern Ireland Assembly election is vital for ensuring their voices are clearly heard on important matters that will impact them and their ideas, experience and expertise are desperately needed to collectively address the challenges that lie ahead. Some of the issues that will be

facing an incoming Executive are obvious and have already received significant media attention, such as the need to tackle our growing waiting lists and stimulate our economic recovery in a postpandemic context. But there are opportunities as well as challenges. With a new Energy Strategy due to be published later this year, which the industry has already been working closely with the policymakers to shape, there is an unprecedented moment looming now to work together to meet our climate change and net-zero ambitions. The commitments under the

New Decade, New Approach Agreement for a new Economic/ Industrial Strategy and Investment Strategy present further opportunities for public-private collaboration to enhance this region’s position as a global hub for tech and the creative industries. As we approach the Assembly Election in a post-pandemic context, now is the time for businesses and civic organisations to harness their experience and expertise and demonstrate their ideas and constructive challenge. This can only help our economy and society progress and prosper and ensure we get it right.

Eye

onprofit 200

200 Sponsored by

Information supplied by

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Eye on Profit200

Looking to a more sustainable future By Shaun McAnee, Managing Director of Corporate & Business Banking at Danske Bank.

It is my pleasure to once again introduce the annual Business Eye Profit 200 list of the most profitable companies in Northern Ireland, which every year provides a good barometer of how our best private sector businesses are performing.

would like to congratulate all of the fantastic companies featured on this list. Their presence reflects the hard work their management, employees and shareholders have put into their respective businesses. We can’t reflect on the past year without acknowledging that the timing of the Profit 200 means that, for some, the financials listed won’t fully capture the impact of the Covid-19 pandemic on our economy and wider society. It has, without doubt, been a trying time for many of Northern Ireland’s major industries. But through the past 18 months I have been heartened to see, time and again, how Northern Ireland companies have shown resilience, innovation and agility to adapt to the crisis. Many of our customers have also had to contend with the disruption to trade following the end of the Brexit transition period, and adjustment to new regulations. But, while I haven’t met anyone who is delighted about having to fill in more forms or shoulder additional costs, they

continue to get on with business. Some are also taking advantage of the opportunities afforded by Northern Ireland’s new status as part of both the UK market and the EU single market for goods, with several firms securing contracts they wouldn’t ordinarily have won. The crisis has brought into sharp focus that in difficult times, customers need someone to talk to, someone who can both empathise with them and provide expert advice. Our locally-based relationship managers – the largest team in NI - have in-depth sectoral knowledge and experience and over the last 18 months this has been more important than ever for our customers. Although the impacts of the pandemic are still being felt, we are on an upward trajectory, with Danske Bank forecasting that the Northern Ireland economy will grow by 6.2% this year and by a further 4.5% in 2022.

Helping Northern Ireland grow again As Northern Ireland’s biggest bank and a key player in the local economy, we’re committed to helping get Northern Ireland back on its feet and playing our part in driving the future success and recovery of Northern Ireland. We need to be a leader for business, for the economy and in society, and to build back responsibly. I’m optimistic about the year ahead. We are already seeing confidence

return to the economy and organisations starting to think and plan for long term investments again. Those green shoots are part of the reason we launched our £500m Helping NI Grow Again fund, targeted at medium-large sized businesses, both existing customers and businesses who are currently with other banks but who are open to moving their banking relationship to Danske Bank. New business customers who borrow from the fund will benefit from removal of the cost of switching through no arrangement, valuation or legal fees, as well as transactional fee discounts for six months. While people and relationships remain at the heart of business and corporate banking, we’re listening to our customers and continuing to develop new technology. Based on customer feedback, we recently gave our online banking platform, District, a facelift, making it easier for customers to navigate. Later this year we’ll will launch new services to further improve integration between the bank and the accounting packages many business customers use.

Towards a more sustainable future Our own plans for growth include expansion of our capabilities in Great Britain, where we’ve already funded a number of housing associations and syndicated lending for major UK Corporates.

But one of our key focus areas is sustainability. NI is an SME economy; many businesses are involved in supply chains providing goods and services to people in UK, Europe and beyond. Even smaller businesses who don’t think this really impacts them, will soon need to demonstrate their own climate credentials very clearly. The financial services sector has a big part to play in helping businesses and transition towards a zero carbon economy. We have put climate change at the top of our agenda and have created a dedicated Sustainability team within Corporate & Business Banking to help drive this agenda across every part of our business. We’ve also worked with Business in the Community to co-develop a Climate Action Programme which helps businesses become carbon literate. Six of our customers have recently completed a pilot of the programme and learned how to measure their own carbon footprint, mitigate their climate impact and ultimately commit to taking action. We’ve invested in upskilling our Relationship Managers and are developing a range of sustainability focused loan products. Of course we need to look at our own footprint too and while we’ve been leading our sector locally for a number of years when it comes to environmental impact, there is more to be done. We’re serious about playing our part and encouraging other businesses to do the same.

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

NI Electricity Networks Ltd

31/12/20

92,700

302,200

72,900

276,300

1,200

NI Water Ltd

31/03/20

84,466

429,114

80,670

416,442

1,285

Qubis Ltd

31/07/20

77,225

1,552

29,773

1,151

Moy Park Ltd

31/12/19

70,033

1,580,444

67,303

1,567,151

10,126

AES (NI) Ltd

31/12/19

65,790

75,224

41,873

Almac Group Ltd

30/09/20

63,550

677,254

47,646

634,280

5,466

Terex GB Ltd

31/12/19

59,232

429,490

49,822

368050

1,781

Energia Group NI Holdings Ltd

31/03/20

56,700

61,200

145

Schrader Electronics Ltd

31/12/19

49,972

390,907

95,439

418,929

1,137

Lagan Asphalt Group Ltd

31/12/19

43,785

4,031

W.& R. Barnett Group

31/07/20

43,742

1,135,843

46,342

1,355,474

Lynn’s Country Foods Ltd

28/02/20

42,343

141,978

5,026

77,985

513

Encirc Ltd

31/12/19

39,602

326,959

40,635

313288

1,329

N.I.I.B. Group Ltd

31/12/19

33,807

22,401

124

John Henderson (Holdings) Ltd

31/12/19

32,340

918,062

33,279

853,009

3,872

LCC Group Holdings Ltd

30/09/19

32,107

924,104

19,674

942,028

318

Herbert Corporate Holdings Ltd

29/12/19

29,833

190,458

9,593

182,751

3,567

MRP Land Ltd

30/09/20

28,182

96,410

36,341

73,471

Coolkeeragh ESB Ltd

31/12/19

26,470

137,419

-13,000

129,833

Gardrum Holdings Ltd

31/12/19

25,177

143,741

20,091

145,073

172 69

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Power NI Energy Ltd

31/03/20

24,600

662,200

28,800

579,900

392

Eakin Healthcare Group Ltd

31/03/20

22,749

88,761

367

Hilton Foods Ltd

29/12/19

20,586

29,200

26,229

35,462

SHS Group Ltd

03/01/20

19,566

569,981

18,395

54,880

1,148

Kingspan Env & Renewables Ltd

31/12/19

19,034

148

Kainos Software Ltd

31/03/20

19,016

114,330

16,653

110,255

728

Dundarave Properties Ltd

30/06/20

18,529

662,482

-896,106

299,479

Agrii Holdings (UK) Ltd

31/07/20

18,431

18,722

M.J.M. Marine Ltd

31/12/19

17,974

116,615

17,447

97,725

281

Andor Technology Ltd

31/03/20

17,122

63,810

14,690

75,164

255

Phoenix Natural Gas Ltd

31/12/19

16,817

62,682

15,496

62055

118

Severfield (NI) Ltd

31/03/20

16,488

139,263

16,057

100,712

335

T.G. Eakin Ltd

31/03/20

15,362

34,616

15,974

33,631

Dartan Hall Holdings Ltd

30/09/20

14,532

83,353

2,977

64,032

224

Westland Horticulture Ltd

30/08/20

14,531

208,034

10,170

182,382

696

Linamar Light Metals Belfast Ltd

31/12/19

14,250

84,495

13,922

95,406

565

GE Grid Solutions (UK) Ltd

31/12/19

14,214

76,289

16,109

64,977

249

Northern Bank Ltd (Danske)

31/12/20

13,077

223,912

90,030

235,394

1,341

John Graham Holdings Ltd

31/03/21

12,133

808,097

11,293

853,257

2,111

Firmus Energy (Distribution) Ltd

31/12/19

12,091

27,826

11,278

26,175

108

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

William Keys & Son No.2 Ltd

31/12/19

11,730

93,565

5,172

102,571

Moyle Interconnector Ltd

31/03/20

11,611

30,641

15,338

31,098

Mutual Energy Ltd

31/03/20

11,160

72,044

11,446

65,306

Tobermore Concrete Products Ltd

30/04/20

10,745

48,218

11,902

50,745

303

Allstate Northern Ireland Ltd

31/12/19

10,716

125,519

4,281

114,789

2,302

SSE Airtricity Energy Supply (NI) Ltd

31/03/20

10,677

226,395

2,541

243,885

Northstone (NI) Ltd

31/12/19

10,643

383,506

7,511

374,546

1,462

Nelipak Healthcare Packaging Ltd

31/12/19

10,335

68,459

12,644

64,110

282

Energis (Ireland) Ltd

31/03/20

10,083

-2,613

43,666

Moyle Interconector (Financing) PLC

31/03/20

9,879

30,641

13,593

31,098

Cranswick Country Foods (Ballymena)

28/03/20

9,857

115,458

2,975

93,457

431

Kainos PLC

31/03/20

9,806

41,026

4,500

29,581

265

Dale Farm Co-op Ltd

31/03/20

9,772

504,528

12,007

509,363

1,199

Whitemountain Quarries Ltd

31/12/19

9,331

91,518

6,438

76,565

253

Foyle Food Group Holdings Ltd

01/01/21

9,229

381,860

5,179

370,737

1,342

Ceres 2012 Ltd

31/07/20

9,200

7,650

Medwyn Holding Ltd

31/03/20

8,946

74,630

7,881

67,379

427

Multi Packaging Solutions Belfast Ltd

30/09/19

8,904

33,056

6,987

26,703

152

The Old Bushmills Distillery Co Ltd

31/12/19

8,877

43,696

6,634

33,552

110

B.H.C. Ltd

31/03/20

8,768

74,630

8,155

67,379

427 71

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Coca-Cola HBC Northern Ireland Ltd

31/12/19

8,651

232,100

11,522

213,491

457

Isaac Agnew Ltd

31/12/19

8,623

330,448

8,683

289,624

686

Full Circle Generation Ltd

31/03/20

8,510

20,502

7,739

7,985

Pharmapac Holdings Ltd

30/06/20

8,480

60,122

6,022

63,653

202

Energia Customer Solutions NI Ltd

30/03/20

8,215

85,505

7,410

236,996

139

Floorform Holdings Ltd

30/04/20

8,123

1,386

2,131

934

Premier Transmission Financing PLC

31/03/20

8,101

25,121

-419

13,356

Lough Erne Investments Ltd

25/12/19

7,939

65,046

8,007

73,075

173

Belfast International Airport Ltd

31/12/19

7,828

48,240

6,525

45,565

208

Balcas Timber Ltd

31/12/19

7,790

108,671

5,468

97,990

379

Inspired Business Investments Ltd

31/12/19

7,513

752

-26

650

Cahore Holdings Ltd

31/03/20

7,488

10,889

4,937

10,342

United Wine Merchants Ltd

31/12/19

7,430

47,961

743

45,310

Kelvatek Ltd

31/12/20

7,275

17,525

9,187

17,581

Fane Valley Co-op

30/09/19

7,204

155,429

11,578

135,793

714

Brett Martin Holdings Ltd

31/12/19

7,202

165,431

6,029

170,981

962

Hospital Services Ltd

30/09/20

7,091

44,965

297

21,170

WRM Holdings Ltd

30/06/20

6,997

46,115

882

10,324

BSG Civil Engineering Ltd

31/12/19

6,990

33,169

6,190

35,080

Avondale Foods (Craigavon) Ltd

31/03/20

6,986

63,143

501

63,099

499

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Carson McDowell LLP

30/04/20

6,986

15,737

6,763

14,809

146

SSE Renewables UK Ltd

31/03/20

6,900

26,000

10,900

316,000

Savage & Whitten Wholesale Ltd

31/12/20

6,702

126,664

3,475

103,093

234

Isaac Agnew (Holdings) Ltd

31/12/19

6,700

1,255

5,606

967

Mzuri Group Ltd

31/12/19

6,644

87,795

4,057

72,728

1,170

BHH Ltd

31/07/20

6,615

203,922

6,346

240,575

197

Edge Innovate (NI) Ltd

31/12/19

6,528

28,569

3,824

24,198

167

JMW Farms Ltd

30/09/20

6,359

53,594

3,614

43,147

102

Aidan Strain Electrical Engineering Ltd

29/02/20

6,329

40,122

4,201

35,941

130

Capita Managed IT Solutions Ltd

31/12/20

6,257

78,595

6,971

82,510

477

D. Shannon Stewart Ltd

30/04/20

6,235

92,639

6,508

89,161

844

N & R Gordon (Gordons Chemist)

30/04/20

6,235

92,639

6,574

89,161

844

CES Quarry Products Ltd

31/03/20

6,092

16,842

789

17,544

Nicholls’ (Fuel Oils) Ltd

31/05/20

6,087

278,633

2,307

348,996

248

Brockaghboy Windfarm Ltd

31/12/20

6,026

10,873

6,739

11,757

McLaughlin & Harvey Holdings Ltd

31/12/20

5,875

480,345

11,486

513,445

800

The Sycamore Avenue Company Ltd

31/12/19

5,857

83,729

684

6,637

758

Premier Transmission Ltd

31/03/20

5,842

25,121

1,584

23,356

621

CDE Global Ltd

31/12/20

5,832

64,321

4,869

69,714

257

31/12/19

5,765

11,845

1,622

12,789

100 Teva NI Ltd

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

101 Teemore Wind Ltd

31/12/19

5,706

5,636

102 CDE Group Holdings Ltd *

31/12/20

5,682

46,887

401

103 Agricolor Ltd

30/09/20

5,669

141,419

4,401

118,596

104 Gilbert-Ash Ltd

31/12/19

5,668

163,089

7,662

179,426

174

105 Regen Waste Holdings Ltd

31/12/19

5,663

33,202

3,460

27,941

243

106 Orby Holdings Ltd

31/08/20

5,620

12,692

147,999

13,201

107 Kilmona Group Ltd

30/06/20

5,618

18,031

-4,970

23,817

372

108 Forestview Trading Ltd

30/09/20

5,600

23,499

1,926

13,798

215

109 Texthelp Ltd.

30/09/20

5,546

21,971

3,375

19,214

176

110 SSE Airtricity Gas Supply (NI) Ltd

31/03/20

5,536

122,741

-3,938

109,038

111 MacNaughton Blair Ltd

31/12/20

5,462

75,120

6,162

96,748

380

112 Portview Fit-Out Ltd

30/11/19

5,457

49,428

10,250

52,339

113 Charles Hurst Ltd

31/12/19

5,454

660,537

7,107

622,660

1,023

114 Germinal Holdings Ltd

30/06/20

5,445

29,524

5,247

27,619

115 Heron Bros. Ltd

28/02/19

5,433

106,988

8,552

74,586

249

116 Konstruction Contract Services Ltd

30/02/20

5,390

22,266

1259

13,277

117 Kilwaughter Holdings Ltd

30/04/20

5,381

38,484

7,955

40,379

204

118 W.I. Hill Holdings Ltd

31/12/19

5,256

15,270

5,611

16,094

119 Regen Waste Ltd

31/12/19

5,216

34,734

3,164

29,587

241

120 P&O Ferrymasters Ltd

31/12/19

5,101

458,257

3,282

454,443

393

* Incorporated 28/02/2020

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

121 Walter Watson Ltd

31/12/20

5,056

52,038

3,472

54,241

230

122 McBurney Holdings Ltd

31/12/19

4,955

103,803

3,929

100,358

812

123 Multi Packaging Solutions NI Ltd

30/09/19

4,865

8,208

124 P.J. Conway Contractors Ltd

31/12/19

4,857

20,130

6,507

21,958

561

125 Haldane Shiells and Company Ltd

31/12/19

4,821

130,643

5,006

127,688

628

126 Mallaghan (Holdings) Ltd

31/12/19

4,706

69,901

1,988

55,490

365

127 Cooneen By Design Ltd

27/11/20

4,702

70,421

1,029

70,211

218

128 Hill Engineering Ltd

31/12/19

4,676

15,235

5,011

16,078

129 Dungannon Proteins Ltd

31/12/19

4,628

10,206

4,592

10,519

130 Kingspan Water & Energy Ltd

31/12/19

4,528

95,742

5,070

99,909

742

131 Huhtamaki (Lurgan) Ltd

31/12/19

4,465

39,196

5,493

37,439

264

132 Sisk Healthcare (UK) Ltd

31/12/19

4,464

28,135

4,065

26,569

133 Mannok Cement (NI) Ltd

31/12/19

4,449

12,921

4,887

17,634

134 Munster Simms Engineering Ltd

31/12/19

4,444

22,909

3,873

21,836

194

135 Andras House Ltd

30/04/20

4,325

24,508

5,149

25,978

349

136 Seopa Ltd

29/02/20

4,312

15,504

4,427

14,704

137 Mivan Marine Ltd

31/12/19

4,309

365,732

3,247

29,045

197

138 Armstrong Medical Ltd

31/05/20

4,275

18,685

2,257

14,040

173

139 EOS IT Management Solutions (UK) Ltd 30/06/20

4,260

32,478

6,002

38,007

196

140 Barbican Newcastle Ltd

4,240

140

7,700

28/12/19

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

141 Galgorm Manor Hotel Ltd

31/12/19

4,230

24,523

4,005

22,479

516

142 Pinsent Masons Belfast LLP

30/04/20

4,216

8,995

3,997

8,532

2,982

143 Woodside Logistics Group Ltd

31/03/20

4,151

69,875

3,578

67,337

536

144 DCC Energy Ltd

31/03/20

4,040

53,239

3,744

64,387

145 Regal Processors Ltd

31/12/19

4,014

12,151

3,938

13,167

146 Tullymore House Ltd

31/10/19

3,964

26,758

4224

24125

589

147 Calor Gas Northern Ireland Ltd

31/12/20

3,953

30,245

5,286

31,983

148 Ballygarvey Holdings Ltd

30/09/20

3,927

33,021

4,506

31,089

149 Keystone Lintels Ltd

31/12/19

3,869

52,903

4,047

53,307

474

150 Hannon Transport Ltd

31/01/20

3,839

54,767

2,254

45,682

422

151 Hotpursuit Enterprises Ltd

31/12/19

3,838

24,667

3,104

24,958

283

152 Sangers (Northern Ireland) Ltd

31/03/20

3,779

41,659

3,024

39,755

153 McLegz Holdings Ltd

30/11/19

3,778

20,830

671

20,235

542

154 McBurney Transport Group Ltd

31/12/19

3,777

92,048

3,139

89,708

625

155 Clearway Disposals Ltd

31/12/19

3,765

72,254

15,355

85,515

156 Diageo Global Supply IBC Ltd

30/06/20

3,761

73,236

3,055

62,300

122

157 River Ridge Recycling (Portadown) Ltd

30/06/20

3,736

46,787

5,447

47,409

275

158 Cancom Managed Services Ltd

31/12/19

3,734

42,099

1,084

33,515

228

159 Springvale EPS Ltd

30/06/20

3,698

21,345

5,962

32,137

117

160 Greiner Packaging Ltd

31/12/19

3,682

45,025

2,967

41,865

258

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

161 Dunbia (Northern Ireland) *

30/12/18

3,637

236,268

810

179,058

938

162 3173 Ltd

31/03/21

3,634

20,605

2,473

16,498

188

163 Charles Tennant and Company (NI) ltd

31/12/19

3,628

72,541

3,696

60,509

110

164 Tracey Concrete Ltd

31/03/20

3,625

26,709

2,100

22,515

309

165 Lamont Stone Ltd

31/12/19

3,591

8,459

3,511

8,726

166 Morgan McLernon Ltd

30/12/19

3,554

56,138

3,019

49,508

439

167 Controlled Electronic Mgmt. Systems Ltd 30/09/20

3,528

21,897

3,433

23,156

180

168 Titanic Belfast Ltd

31/03/20

3,485

17,120

4,028

17,940

292

169 Huhtamaki Foodservice Delta Ltd

31/12/19

3,460

62,282

4,001

54,890

428

170 Linergy Group Ltd

27/09/20

3,393

16,348

1,351

12,401

171 Metal Technology Ltd

31/12/19

3,383

17,459

3,228

17,448

172 Highway Barrier Solutions Ltd

31/03/21

3,372

18,343

3,273

20,626

173 Westbank Business Park Ltd

31/08/20

3,348

40,922

2,563

29,828

174 Corbo Ltd **

31/10/19

3,347

9,078

3,972

9,565

175 Downtown Radio Ltd

31/12/19

3,342

11,497

3,193

9,638

176 Valpar Micro Matic Ltd

30/04/20

3,337

15,743

5,000

18,324

177 John Hogg & Co Ltd

30/09/20

3,285

100,295

2,588

60,620

277

178 A.J. Plumbing Supplies Ltd

31/12/19

3,281

31,455

3,330

25,209

179 Banah UK Ltd

30/04/20

3,248

23,546

-2,119

4074

180 Castlehill Enterprises Ltd

31/03/20

3,247

19,532

3,198

21963

* Extended to 30/06/2020

** Accounts extended 30/04/2021

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

Helping Northern Ireland grow again danskebank.co.uk/business 9467 Business Eye Profit 200 Strip 210x20mm PRINT.indd 1

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

181 Belfast Container Terminal (BCT) Ltd

31/12/19

3,229

10,958

3,032

10,003

182 Lagan Homes Group Ltd

31/12/19

3,181

77,464

4,565

60,581

183 Woodside Holdco NI Ltd

31/03/20

3,179

20,852

2,443

15,257

836

184 Conexpo (NI) Ltd

31/12/19

3,157

25,597

2,826

23,499

185 Henry Group (NI) Limted

31/03/21

3,156

56,912

3,251

71,758

208

186 Trench Holdings Ltd

31/12/20

3,125

208,162

4,362

245,018

313

187 RLC Langford Lodge Limted

30/06/20

3,116

37,485

5,141

38,098

277

188 Budget Energy Ltd

30/09/19

3,075

39,231

-1,741

39,204

189 Learning Pool Ltd

30/04/20

3,061

16,164

2,776

13,513

167

190 Charles Brand Group Limted

31/03/20

2,987

44,584

4,129

52,823

191 Larne Harbour Ltd

31/12/19

2,979

51,822

5,011

3,056

192 Newpark Developments (NW) Ltd

31/12/19

2,972

14,571

195

4,217

193 Delwyn Enterprises Ltd

31/08/20

2,956

11,884

2,483

10,840

194 RKingscompetitions Ltd

31/10/20

2,938

195 Geda Construction Company Ltd

31/12/20

2,917

37,918

981

3,698

125

196 Terumo BCT Ltd.

31/03/21

2,908

35,514

3,267

31630

284

197 Dennison Commercials Ltd

31/12/19

2,908

78,247

3,028

71,559

259

198 Norbrook Laboratories Ltd

31/07/20

2,900

167,657

-7,728

188,410

1,497

199 McLaughlin & Harvey Ltd

31/12/20

2,750

272,276

7,124

268,753

487

200 Premier Electrics Ltd

31/12/21

2,623

36,686

4,752

43,857

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We reserve the right to amend or withdraw this offer at any time. Whether we provide credit depends on your circumstances, and you must be 18 or over. Normal account opening procedures apply. Lending terms and conditions apply. You can get details of terms and conditions, fees, service charges and interest rates that may apply to our products from any of our branches and on our website. At the end of the 6 month discounted period standard fees will apply. Available to businesses registered or domiciled in Northern Ireland. COM4702

Eye on The Business Of Sport

Stephen Martin - A Year In The Chair At The Irish FA Taking over as chair of one of the world’s oldest football association’s is a challenge at the best of times. Doing so amid a global pandemic it could be said, is a whole new ball game. One year into the role, we caught up with Irish FA chairman, Stephen Martin, as he takes stock of the last 12 months.

Eye on The Business Of Sport

he former Deputy Chief Constable says he was attracted to the post for a number of reasons. Firstly it offered him, as a Fellow of the Institute of Directors, an opportunity to utilise his professional qualifications and expertise in the area of promoting good corporate governance. Secondly, the work of the Foundation, the Irish FA’s charity arm, appealed to a strong sense of social responsibility developed during a life in public service. Last but by no means least, it gave him the chance to make an impact in football, his sporting passion. As a lifelong Liverpool supporter, he joked that he perfectly understood the highs and lows of football: “Covid added a challenging dimension to taking up the reigns,” said Martin who, after life as a police officer for nearly 34 years in Northern Ireland, joined the Irish FA in June 2020, “but I was reassured that many of the initial steps required to help ensure the association survived the pandemic had already been put in place by the board and senior leadership team which gave me a solid bedrock to build on.” He now leads the board of an organisation which has a simple objective; to promote, foster and develop football for all throughout Northern Ireland. The Irish FA has over 120 members of staff, an average annual turnover of £18m and a diversity of stakeholders from both inside football such as leagues and divisional associations, and outside the game in the form of local politicians and business bodies. There is also significant liaison with domestic sporting federations like the GAA and Ulster Rugby and on the global stage with UEFA and FIFA. “Anyone involved in the game will appreciate that football associations the world over need to deliver competitions and tournaments which can be complex and logistically demanding. Adding the rules and regulations around Covid into this, brought a whole new suite of stipulations. We worked as a team to safeguard the association and whilst commercial interests were a high priority, the health and wellbeing of our staff was of paramount importance. Added to that, we set out to help clubs right across the game by lobbying for Government support funding at every juncture. The pandemic has shown me that football is a resourceful industry, and I am confident our game will continue to emerge from this, not just ready to go again but to flourish. “And rest assured, the Irish FA stands ready to help where it can.”

Martin is a regular attendee at both international games and at a local level. He concedes he didn’t enter the Irish FA with an in-depth knowledge of the game’s governance structures but when the opportunity to chair the organisation arose, he got to work on his own due diligence: “I quickly saw it was an organisation that had a compelling strategy and a clear vision. The Irish FA Foundation does excellent work using football as a tool to promote physical and mental wellbeing, challenging issues such as sectarianism and racism, enhancing the lives of people right across our communities. This was a real attraction. Being chair of an organisation with the business scope and scale of the Irish FA was a significant draw but being involved in one that was having such a positive and tangible effect on people’s lives, really sold the proposition to me. Through his police work, Martin already had experience of the Foundation’s ‘Stay Onside Programme’ which is aimed at diverting young people away from offending. The programme is delivered in both custodial settings (Maghaberry, Magilligan, Hydebank Wood and Knockbracken) and also in the community, and Martin reaffirmed his support and commitment for initiatives like this. Having left the police after a long and distinguished career, his Chartered Director status left him ideally placed to pursue his interest in corporate governance and organisational life. He has already secured a position on the Policing Authority in Dublin and has also been appointed to the board of Belfast Harbour. He describes the role of a nonexecutive chair as “eyes in, hands out”. “This is a challenging governance role in what is a significant organisation within the sporting landscape on these islands. And I understand how best I can make an impact: constructively challenging and encouraging the senior executive team; monitoring and holding them to account for organisational performance; ensuring that corporate strategy is developed and implemented effectively, that stakeholders are being properly consulted and listened to and; that the finances are robust.” Martin has travelled with the senior men’s international team, allowing him to build relationships with the manager Ian Baraclough, and his backroom team and players, as well as an additional network of fellow football administrators from across the European game. His commitment to lifelong learning is

further evidenced by the fact he is commencing his UEFA Certificate in Football Management later this year, to help further enhance his growing understanding of the football industry. Stephen is looking to the future and determined to ensure that football is a force for good. He has worked with fellow board members and senior executives, with the help of UEFA, football’s European governing body, on a new five-year corporate strategy which is currently being finalised and will help plot the pathway for the organisation to develop football in Northern Ireland and grow the game across all levels: “This is an ambitious piece of work. It sets out a clear vision with important and progressive objectives to help football grow from the grassroots level up, developing the pathway for talented players to progress from young boys and girls through to the senior international game, always wearing the green jersey with pride. An important part of this is our Academy based at the Ulster University campus at Jordanstown and I was delighted to have been involved in recently appointing the new head of this critical part of our business. I was also particularly keen that the new strategy contains a strong emphasis on corporate social responsibility and sustainability.” Martin is also eagerly anticipating the debut appearance of the Northern Ireland senior women’s team at the UEFA Women’s Euro finals next summer in England, and he paid a special tribute to the burgeoning success of the women and girls game: “Our senior women’s international team has excelled and achieved a level of success that we all wanted, but many hadn’t necessarily expected. Kudos to the manager, Kenny Shiels, who has fostered an amazing team spirit. “It is the job of the board and the executive team at the Irish FA to

help in every way we can to ensure we go to England next summer and compete favourably with the rest of Europe’s elite teams. And this of course filters down to the grassroots. The players are exceptional role models and their success is the stimulus for increased interest and participation. These are exciting times for the women’s and girl’s game.” “To build on this even further, I was delighted to welcome an additional director onto the board earlier this year specifically from the women’s game, and we are also just about to appoint a full time director of women’s football to our executive team. Martin recognises the parallels between the Irish FA and his former employers, the PSNI, as two high profile organisations that will often be the subject of media and public scrutiny: “As a former Deputy Chief Constable, the decisions I made and the things I said were often subject to commentary by others. It went with the territory. I spent nearly 34 years with the PSNI and I hope that, along with breadth of experience, it has equipped me with well-developed transferable skills and sound judgement, that I will bring to the association.” And with Northern Ireland set to compete in next year’s Powerchair Football World Cup in Australia and the UEFA Super Cup, the curtain raiser for the European football season being played in Belfast this August, Martin is confident that, as far as the association is concerned anything is possible and the governing body can continue to play a positive role in people’s lives both on and off the pitch. “I really do think the future is bright for the Irish FA and football in Northern Ireland,” said Martin “and I am very much looking forward to playing my full part. It’s a challenge and an adventure that I will relish.”

Eye on News

FLAGSHIP CENTRE BOUGHT BY BANGOR DEVELOPER

Bangor’s Flagship Centre has been sold in a multi-millionpound deal to local company Brookland Property. Headed up by Ricky McLarnon, who also comes from Bangor, Brookland will take possession of the 157,000sq ft centre and 430 space carpark with immediate effect.

ommenting on the deal, Mr McLarnon said, “The Flagship Centre has been vacant for over 2 years now. With its prime town centre location, extensive indoor space and generously sized carpark, it’s just crying out for regeneration investment. Our first priority will be to get the carpark back into use as soon as possible and we will be making an innovative proposal to Ards and North Down Borough Council imminently. As

someone who was brought up in Bangor, I remember the Flagship Centre as a vibrant part of the town centre and it is our plan that with the right investment and vision, that that economic and social contribution to Bangor will return. With my personal connection to the town, I’m delighted that the professional team also comprises two more Bangorians namely Drew Nesbitt, Partner with Wilson Nesbitt Solicitors and Mark Riddell from property

agents Riddell McKibbin.” Mark Riddell, sales agent for administrator Alex Kachani said, “We are very pleased to complete the sale of flagship centre, Bangor to Brookland during what has been a challenging period for high streets and town centres across the country. Brookland have ambitious and achievable plans for the scheme which will enhance the wider town centre experience and which should reverse the recent increase in vacancy,

building delinquency and anti-social issues in the town centre. The acquisition should be the regeneration kickstart that Bangor town centre needs and the fact that Brookland are based locally can only improve the prospects of delivering a successful repositioning of the town centre. We wish them every success in this exciting and necessary project.” While the centre itself has been empty since 2019, North Down Community Network has occupied the adjacent unit on Main Street which is also part of the sale. Brookland has extended the charity’s licence and has more than doubled its footprint to 9,000sq ft. Louise Little, Manager, North Down Community Network said, “We are beyond delighted to be supported by the new Flagship owner Ricky, to not only remain in such a vital location to provide the essential services and signposting that we do, but to have a larger footprint on Main Street is incredible. After the past 18 months of the pandemic people are desperate to have more safe spaces they can come to for support, information and to connect

with others. So being able to provide additional space for even more individuals and groups is amazing; it will be able to provide so many opportunities for positive connection and regeneration of hope and optimism for people. It’s wonderful to have an owner with a vision for business and regeneration, but also one with a heart for Bangor, its community and people.” During the 90’s, Flagship was a key retail centre in the town spread over two floors anchored by Dunnes and with a thriving food court. Geoff Thompson, President of Bangor Chamber of Commerce welcomed news of the new ownership. “This is a much-needed boost for Bangor’s town centre and will complement other major projects including the proposed development at Queen’s Parade and the regeneration of Bangor’s waterfront. Increased footfall and further incentives to visit the town are imperative to Bangor’s future success. We look forward to engaging with the new owners of the Flagship and wish them well with their latest venture.”

Eye on Office Design

We’re Coming Back To Work... But It’s A New Era For Offices It’s no surprise that Paul Black is optimistic about the role that offices and workplace will play in the wake of the pandemic. As CEO of the Alpha Group, his core business is the design, installation and fit-out of leading edge work spaces.

ut the Alpha boss says that even he’s surprised at the gathering pace at which Northern Ireland private sector companies are starting to return to office working. “I really do think that there has been a bit of a sea change,” he says. “We’re certainly hearing from more and more clients who are either actively moving back towards office working, or actively planning to do so. “There is some caution. Of course there is. Some organisations are planning to bring 50% of their people back initially, and then take it from there. Others are a bit more ambitious. “While there is still plenty of talk about new hybrid working models coming into play, even those seem to be evolving as time goes on and as more progress is made on vaccinations. We’re hearing from companies who are looking at having their people in the workplace four days a week with one day working from home.” It’s all a bit of a change from the midst of the pandemic when some were forecasting the death of the office as we know it, at least one large employer here announced that there would be no return to the workplace, and countless others tipped hybrid working as the way ahead. “The vaccine programme has been the game changer,” says Paul Black, whose company has bases in Belfast as well as Glasgow and also operates throughout GB and in the Republic of Ireland. “Now that we’re heading in the right direction, there’s a real appetite out there to get back to the workplace, from employees as well as employers. “There’s no doubt that, for a lot of people, home working was something that had to be done, but they’ll be really glad to get back to some level of normality. People miss the social aspect of working together, and companies miss the creativity and productivity that is encouraged by workplace environments.

“We’ve all heard employers talking about how productivity was maintained during the working from home era, but I don’t think too many really believe that that’s the case.” He’s encouraged by developments in an around Belfast. PwC is introducing more and more staff to its leading-edge new office at Merchant Square in the centre of the city, work is well underway at the former Movie House cinema site on Dublin Road, soon to be home to Kainos, and Deloitte’s impressive Bedford Square headquarters are at the fit out stage. The nature of offices, their layout and how they’re designed has changed and will continue to change, says Paul Black. New designs and fresh thinking are already in evidence at PwC’s new Belfast office and at the other major new projects in the city. “Today’s offices and the workplaces of the future are all about collaborative spaces,” he says. “Rows of desks are being taken out and replaced by flexible areas, where employees can make use of different work stations, desks and collaborative areas, where space is created, and where light is maximised. “We’re all trying to move away from the idea of taking the lift up in the morning,

sitting down at the same desk and staying there all day until you take the lift back down in the evening. We’re talking about different ways of working and much more productive ways of working. But we’re also talking about welcoming environments, and thats important as people return to the workplace. “Private meeting rooms are also key to the modern office and they’re a bit less formal than they used to be, but if working life is about collaboration, then it’s vital that there are spaces to be able to do that.” Bright, modern, collaborative office spaces, he says, will help to encourage employees back to work, but they can

also play an important role in staff retention, an important consideration in just about every sector these days. “Younger people value really good workplaces and it’s an important factor for them when it comes to choosing where they want to work,” adds Paul Black. Alpha Group, he says, is almost back to pre-Covid levels of business. “Like others, we were hit badly at the very start of the pandemic, but saved by furlough and other initiatives. Then things started to pick up last summer. “The really hard bit, and it was the same for almost everyone I talk to, was the winter period after Christmas when we went back into lockdown. That was really difficult for everyone in business. “But the market is improving all the time now that we’re moving forward. Clients are planning ahead, and offices are opening up all the time. The atmosphere is so much more positive.” Brexit, he says, has opened up some opportunities for the company, particularly south of the border. And, outside of some minor supply issues from GB manufacturers, the fall-out from Brexit hasn’t caused Alpha too many problems. “It can bring more opportunities thanks to our unique position,” he says. “So we’re happy to be able to dip a toe into a few new markets if we can do it. Let business get on with it and let’s grab whatever opportunities we can.”

Eye on Hospitality

Bigger & Better – Galgorm Collection Bounces Back From Covid Crisis

Palm House at Galgorm

It’s easy to understand how a financial director in the hospitality sector might be happier these days relieved even. But Tiarnan O’Neill goes one better than that. He exudes optimism.

Tiarnan O’Neill

he fact that bookings at Galgorm Collection’s largest property, Galgorm Spa & Golf Resort outside Ballymena are extremely positive between now and the autumn months might be something to do with it. Then there are ambitious developments taking place at The Rabbit Templepatrick, described by the marketing people as Galgorm’s ‘laid-back little sister’, and the fact that the group found the time, resources and outright bravery to make a major acquisition during the pandemic. Galgorm Collection bought

The Old Inn at Crawfordsburn on County Down’s ‘Gold Coast’ and has already embarked on a preopening refurbishment project. Like every other hospitality business, the group was hit quickly and hit hard when the Covid crisis began, “We were trading very well with occupancy across all our properties, we had 750 strong team across the properties, and like everyone else in the very early days, we had no idea what was going to happen,” says Tiarnan. Galgorm didn’t make any of their workforce redundant, and still hasn’t laid off any of their team.

Instead, it used cash reserves for the short period until Rishi Sunak announced the furlough scheme, and then utilised the scheme to look after their employees. “We also worked with our bank to take a CBILS loan, we were glad of reduced VAT rates, tax deferrals and, like others, we’re working on insurance claims,” he adds. “Opening up last summer and autumn and then having to close down again was particularly tough but – hopefully – we’ve seen the back of that kind of thing”. “It will take us a while to build back up to where we were. But the fact that our largest property, Galgorm, has seen strong bookings is very encouraging and a cause for real optimism. Were very fortunate that our key

Eye on Hospitality

The Loft at The Rabbit Hotel & Retreat

The Old Inn at Crawfordsburn

constituency has always been guests coming from Northern Ireland and the Republic of Ireland, for short breaks. We’ve never been reliant on overseas guests or business travellers, so we’re in a much better position than some of the big city centre hotels for example.” As well as the two County Antrim hotels and the newly acquired Old Inn, Galgorm Collection also owns Parisien in Donegall Square and Fratelli’s on Great Victoria Street. Parisien has re-opened it doors again but not in its previous format, instead the former restaurant

is now an exclusive, privateuse events space. Fratelli in Belfast meanwhile, is expected to re-open in Autumn 2021. And the group is due to start work soon on another project, the creating of a brand-new bar and restaurant in a former church building on Belfast’s Ormeau Road. We’re chatting in The Rabbit Hotel & Retreat at Templepatrick, which Galgorm Collection acquired (it was the Templeton Hotel) just before the pandemic. It opened last summer as a bar and restaurant but since then has unveiled The Loft, its 140-seater events venue and its 33

guestrooms. Construction is also well underway on the Relaxation Burrow (aka their spa) which includes Swedish sauna, hot tubs, steam room, salt chamber and showstopping Roman Baths…all of this overlooking a picturesque lake which nestles to the rear of the property. Across Belfast in the village of Crawfordsburn, work is underway behind closed doors at the historic Old Inn. With an initial strategic investment of £1 million, Galgorm Collection are planning to build upon the hotel’s award-winning credentials and extend the site to incorporate a boutique spa with infinity pool, hot tub, sauna and relax space in addition to a refurbishment of the hotel’s bar and restaurant. “The Old Inn is one of the region’s most historic and appealing hotels, and Galgorm look forward to taking this iconic property into a new era for tourism and hospitality.” Company owners Nicholas and Paul Hill continue to be hands on, “They are the visionaries behind all that we are doing ,” says Tiarnan. They have made significant investments across

all our properties and we are lucky that the company doesn’t carry a huge level of debt. A chartered accountant, he spent 10 years with PwC’s Belfast office before heading out into the world of business, initially working for a large local charity before linking up with Galgorm Collection. “We’re very optimistic about the future” he says. “We’ve created something very special at Galgorm, as anyone who has stayed with us will know. And we have come through the Covid crisis in fairly good health. “We haven’t made any redundancies, in fact we added an additional 180 members to our team, taking our total workforce to 900 team members”. “And we are always on the look out for more opportunities. We certainly wouldn’t rule out more acquisitions.” But he does make a final heartfelt call to local politicians. “Forget about the politics and let’s re-build the economy here in Northern Ireland and create some much needed stability”.

Eye on News

WHITEROCK FINANCE DELIVER FUNDING FOR PIVOTAL EXPANSION

Pivotal, a transactional management group headquartered in Belfast, has secured a £2m funding boost from Whiterock’s Growth Finance Fund.

ivotal (formerly known as RMS Group Services) was established as a cash management business in 2005. The business has since expanded both its geographical presence and service offering across the UK and Ireland providing clients with leading edge solutions to support cash and digital transactions. The newly secured funding through the Growth Finance Fund will facilitate the accelerated growth of its existing transactional management business as well as the group’s new fintech division ‘Pivotal Pay’. Finance for the £30m Growth Finance Fund has been provided by the British Business Bank, Invest Northern Ireland and private investors, Northern Ireland Local Government Officers’ Superannuation Committee (NILGOSC). Rather than being a re-seller, Pivotal has developed and owns its digital payments technology in Pivotal Pay. With its own card terminals, Pivotal customers will have access to a comprehensive ‘all inclusive’ transactional management service. The group has recently opened new bespoke

Una Warnock of Whiterock Finance with Ronan Harper, CEO of Pivotal

transactional management premises in Edinburgh and Birmingham with a further facility scheduled to open for Bristol later in 2021. Pivotal currently has sites in Belfast, Dublin, Leeds, Reading, and Slough delivering its services to over 3,000 customers across the UK and Ireland. The company’s ambitious growth plans mean that it is actively recruiting for roles across the business including sales, customer service, operations and software development with the plan to create 100 new jobs over the next year. The group has strengthened its senior management team with the recent appointment of Rónán Harper as CEO who brings a wealth of strategic and financial experience. Rónán Harper, CEO of Pivotal Group said: “We are ambitious and have identified a clear opportunity for significant growth in the transactional management market in Ireland and the UK. While cash is and will remain a significant element of both ours and our customer’s business models, the launch of our fintech division ‘Pivotal Pay’ in May of this year allows us to bring the ‘all-inclusive’ payments package solution to our customers so that they can manage their transactions under one simple, safe and secure platform. Thanks to the backing

from Whiterock Finance, we’ll be able to expand our additional offerings through-out the UK and continue our growth journey from there.” Una Warnock, Head of Portfolio at Whiterock Finance said: “Having previously borrowed £1.25m from the Growth Loan Fund in 2016, Pivotal Group has delivered year on year growth in terms of both revenue and profitability. We’re excited to able to support Pivotal as it expands further into the UK and the digital payments market. It is great example of local companies fulfilling their growth potential by expanding into new markets whilst continuing to improve their service by offering customers smart solutions for their own business needs.” The Growth Finance Fund provides loans from £500,000 up to £2million to established high growth potential SMEs in Northern Ireland. Companies seeking funding must be based in Northern Ireland and demonstrate existing growth.

For more information about the Growth Finance Fund’s criteria please visit www.whiterockfinance.co.uk

Introducing

Established in 2005, Pivotal are industry leaders across the U.K. and Ireland for their market leading cash management solutions. As a business, Pivotal are committed to being innovative and influential leaders within the Transaction Management industry, in line with this they are excited to announce the official launch of PivotalPay. Following significant research and investment the launch of PivotalPay

enables Pivotal to provide card acceptance solutions for all types of businesses. As the only payment provider headquartered in Belfast, PivotalPay can provide our customers with unrivalled customer service, simple pricing structures and clear invoicing. Combined with our easy to understand reporting PivotalPay will allow businesses to spend time focusing on their core business.

PAY

With the launch of PivotalPay, Pivotal can offer all our customers a comprehensive suite of transactional products, including Cash processing all with one trusted, and local provider. The benefits of switching to PivotalPay include

If you are looking for a simple, effective, and best value solution for card acceptance for your business, or to explore Partnership opportunities, please contact us at PivotalPay@wearepivotal.io or call 03450 04 16 12

www.wearepivotal.io

Eye on Tourism

Belfast Welcomes Cruise Visitors Back To Northern Ireland Cruise Belfast partnership hopes to welcome 70 ships as cruise tourism returns.

Michael Robinson, Port Director, Belfast Harbour

n 17th June, Belfast welcomed the first cruise ship back to the city after 18 months. The MSC Virtuosa is one of more than 30 cruise calls so far this year, following the easing of travel restrictions in Northern Ireland and it is hoped 70 calls will be received by the end of 2021. The success of the restart is credited to almost 12 months

work by Cruise Belfast, the cruise marketing partnership between Belfast Harbour and Visit Belfast, and industry operators and relevant agencies who have worked in close partnership to develop a robust, Public Health Agency (PHA) approved, Covid-19 Port Management Plan for Belfast. The Plan ensures that strict health and safety protocols are in

place, including reduced passenger capacity, health screening and testing for passengers and crew. The protocols were developed in partnership with PHA, the Port Health Authority and Belfast City Council and are based on the UK Chamber of Shipping Framework for Cruise Operations. As regulations have relaxed, vessel capacity has grown in

Eye on Tourism

Mary Jo McCanny, Director of Visitor Services, Visit Belfast

stages, in line with guidance, with larger vessels able to carry up to 50 percent of their passenger capacity, with all passengers double vaccinated. Passenger testing is now routinely undertaken on board, with shore excursions principally operating on the basis of sociallydistanced ‘bubbles’. Independent shore visits have recently been approved by the UK’s Department of Transport - a move supported here in Northern Ireland provided that appropriate risk assessments are in place and local guidelines are adhered to. Staff are also tested regularly with the aim of providing the safest possible environment for cruise guests, crew, local staff and the wider local population. In preparing for the return of cruise, further investment has been made to the Cruise Welcome Facility in Belfast Harbour, with funding support from the DfE Tourism Recovery Programme administered through Tourism Northern Ireland. This has allowed additional safety

measures including the creation of extra space for passengers arriving and departing, Plexiglas screens, hand sanitising stations and temperature checks and Michael Robinson, Port Director at Belfast Harbour, said: “Belfast Harbour has been working closely with the Public Health Agency, Visit Belfast, Port Health, Belfast City

Council and the cruise industry to develop a Port Management plan that has been approved by the PHA, which has facilitated a safe return to cruise activity in Northern Ireland since June 2021. Our cruise partners are working in close conjunction with PHA, UK government and the Chamber of Shipping ensuring robust protocols remain in place across all UK destination ports. “We’re delighted to see the cruise lines familiar to Belfast making a return to the city. It has also been well received by the people of Belfast who are always keen to spot arrivals into the port. In recent months, cruise visitors arriving here have received the customary warm welcome and we look forward to this continuing through to the Autumn.” Mary Jo McCanny, Director of Visitor Servicing at Visit Belfast, added: “The important and necessary safety protocols put in place have made this year different to any previous cruise season, however, we have continued to deliver the first-class welcome the city is renowned for. The tourism industry has also worked hard to make sure they are ready to welcome visitors back safely too – many successfully receiving the UK wide tourism industry standard ‘We’re Good to Go’ measure in order to provide reassurance and confidence for visitors arriving at their premises. Prior to Covid-19, cruise tourism was one of Belfast and Northern Ireland’s major success stories of the last 20 years. Since 1999, Cruise Belfast has successfully marketed and

promoted Belfast and Northern Ireland as one of the best cruise destinations in northern Europe, investing considerable resources and funds in the development and promotion of cruise tourism to Belfast. Between 2016 and 2019, Belfast’s cruise market grew by 136%, bringing an increasing number of international and first time visitors to the region and becoming a key contributor to the region’s tourism economy – an estimated 275,000 cruise visitors arrived in to Belfast in 2019, as part of a ‘Britain and Ireland’ or Northern European cruise itinerary, bringing an estimated £15 million in passenger and crew spend alone. Belfast was also named best port of call in the UK and Ireland that year by renowned cruise publication Cruise Critic – the accolade was awarded by a global panel of cruise experts as part of the 2019 Cruise Critic Editors’ Pick Awards. Mary Jo added: “Belfast has welcomed almost 30cruise ships so far this year, and the news of further easing of restrictions, which will see some cruise lines offering independent shore visits for their passengers, will be a further boost to this important element of the city’s tourism mix, supporting local businesses and ultimately, wider economic recovery.” Michael concluded: “Belfast and Northern Ireland offers an unrivalled visitor experience and the investments made in cruise infrastructure and capacity to date put us in an excellent position to grow more safely and securely long into the future.”

The MSC Virtuosa

Eye on Travel & Tourism

Paul Grant & Stena – Navigating The Twin Challenges Of Covid & Brexit Paul Grant remembers early March of last year very well. Stena Line had just welcomed two brand new, ultra modern ships – Stena Estrid & Stena Embla – on to its BelfastLiverpool and Dublin-Holyhead routes.

Eye on Travel & Tourism

“W

e had just invested £200 million in the two new ships with a third new ship, Stena Embla soon to follow,” says Stena’s Irish Sea Route Director, “but within a few days half of our customers disappeared and we were heading into lockdown.” Paul Grant and his team couldn’t pull the shutters down and send all its staff home with laptops. Leisure travel might have disappeared overnight, but 64% of freight between GB and Northern Ireland and vice versa is carried on Stena ships. “We had to keep going, and we had to act quickly to adapt our ships and make sure that we looked after our passengers as well as our crews,” he says. “That means looking at social distancing, hygiene measures and a whole lot more besides. But we’ve also learnt a lot about being more flexible and moving assets to where they’re needed.” A recent example of that was the company’s decision to deploy one of its new ships to a temporary Holyhead – Belfast service to help cope with increasing GB-NI business. Over recent months, freight volume on the ROI-GB routes has decreased by 30% while volume on NI-GB has increased by 15%. Stena also re-deployed ships on to routes linking Dublin and Rosslare directly with France, increasing direct Ireland-Europe freight links, and allowing hauliers to avoid having to travel via GB. “The pandemic and the out-workings of Brexit post-January have been a perfect storm for us,” says Paul Grant. “It’s a bit of an understatement, but we’ve had plenty to think about and plenty to do. But, as the old saying goes, necessity is the mother of invention.” But the business continues to grow. It’s a lesser-known fact that Belfast ranks as Stena Line’s biggest hub port anywhere in Europe. The company operates two ships on the BelfastCairnryan route, three on Belfast-Liverpool and Belfast-Birkenhead and another two on the freight only Belfast-Heysham service. In total, it now has no less than 12 ships operating on its various Irish Sea routes. Paul Grant agrees that it’s been a tough time for the company. “It has been very challenging for us as a ferry operator. On one hand, we had to maintain vital routes. On the other, we lost all of our leisure traffic for a long period of time. And we had to get through the pandemic with absolutely no support from government. Airports were given financial help, ferry operators didn’t... despite being an essential service.” Across its port operations and on board its ships, Stena Line employs some 2,000 people in its Irish Sea region. With lockdown restrictions largely lifted, the company has witnessed a sharp jump in the level of leisure traffic on all of its routes from Belfast. The new vessels, introduced just before Covid, are coming into their own. Complete with 175 cabins, including six suites with private deck

Stena Line plans to launch the fossil and emission free battery powered vessels on the route between Gothenburg in Sweden and Frederikshavn in Denmark no later than 2030.

“The pandemic and the out-workings of Brexit postJanuary have been a perfect storm for us,” says Paul Grant. “It’s a bit of an understatement, but we’ve had plenty to think about and plenty to do. But, as the old saying goes, necessity is the mother of invention.” access, and a cruise ship-style atrium, they’re carrying more passengers and cars then ever before across the Irish Sea, reminiscent of the halcyon days of the Belfast-Liverpool route. “We bring around 1.3 million people into Northern Ireland on a normal year, so we’re crucial to the wider tourism picture here,” says Paul Grant. “It’s good to see our ships busy with leisure travellers once again after many months of carrying freight and very little else. “We’d also be confident that we can welcome some new customers on board as people turn to ferry travel as a more comfortable and potentially safer alternative to travelling by air.” Amongst the current challenges for Stena is the availability of labour. “There just aren’t enough seafarers out there,” Paul Grant adds. “Not everyone is willing to go to sea for periods of time, so we’ve become reliant on overseas seafarers and service staff. The combination of Covid and Brexit hasn’t helped on that front.” Then there is the perennial question around roads infrastructure. Scotland is a prime example. “We have invested in new ships and in efficient port facilities in Belfast and at Loch Ryan, but once vehicles come off our ships, the road infrastructure doesn’t match up. The main A75 road heading east towards Dumfries and England has long been a bone of contention. “It’s a really poor road and it carries thousands and thousands of freight units every year through small towns so it’s a big frustration for hauliers and others,” says Paul Grant. “By contrast, the new and improved road heading through Wales from Holyhead has

made a huge difference to travel times.” Stena Edda and Stena Embla are both examples of the new generation, fuel efficient ferry vessels leading the charge on the Irish Sea. Over in Scandinavia, meanwhile, Stena’s forward thinking continues. It is currently working on the development of new generation electric vessels, likely to be the ferries of the future. Back in Belfast, it continues to invest in port facilities as well as in ships. The BelfastLiverpool terminal is currently being given a £2 million refurbishment to brings its facilities up to scratch. Space is always a major issue for ferry companies like Stena, which owns some of its ports but is effectively a tenant at others, Belfast Port included. “An increasing amount of freight traffic crosses the Irish Sea unaccompanied, which means that we’ve got to find storage space at the port for units to wait for drivers to pick them up or to go on ships,” explains Paul Grant. The Irish Sea Director says that he’s proud of what has been achieved over recent years. “It’s a vote of confidence in Belfast by the senior management team at Stena, and we’re very proud of the product that we’re able to offer our customers now. “But we won’t be resting on our laurels. We survey customers who use each of our ships on a regular basis to find out what they thought of the service and the overall experience. We really care about service to customers, and we also care about our employees. That’s an ethos that comes directly from Dan Sten Olsson (owner and CEO of the Swedish-based shipping group).”

Eye on Entertainment

Peter Corry -

Entertainment Business Looks To The Future

If there was ever a time to use the quote, ‘The Show Must Go On’ then this is it! After a horrendous year and a quarter, during which the entertainment industry was quite literally brought to its knees, there is, finally, some light at the end of the tunnel.

Eye on Entertainment

name synonymous with live entertainment in Northern Ireland, and with 25 years show business experience, is Peter Corry. Business Eye caught up with him, along with his wife and business partner, Fleur, to find out what the future holds post pandemic, and how NI’s only full-service production house is looking forward to a busy period ahead. “These last 15 months or so have been truly difficult, we’re extremely relieved to see the end is in sight! But I am not going to dwell on the past, it’s time to look forward to an exciting future and at Peter Corry Productions we are very excited about what lies ahead! “We finally have a number of projects in the pipeline which are fueling our creative fires, and we are delighted to confirm that a few of our much-loved annual events including, The Red Velvet Cabaret and Christmas at the Cathedral, will be returning this year. But one thing that really jumps out is the desire from the corporate world to bring back the fun! “There has been a lot of interest from organisations keen to inject some fun and optimism back into their places of work and there is a real feeling that employers want to give employees and customers

a special treat after a tough year. “We are working on projects on a variety of scales, for some, we are curating full scale shows or events, seeing the project through from conception to completion, with others, budgets are tighter and we are simply required to deliver on one or two performances to fit in with the planned event or project. “Whatever the event and whatever the level of involvement, we are flexible, and our team are bursting with creativity and ready to take on any challenge or brief thrown at us! It’s fun to be back and it’s wonderful to be planning events again. We are so excited to see our world come alive once more!” “The last 18 months has seen a lot of entertainment having to find a new home online. We have also had virtual offerings for our corporate clients and will continue to do so for those that need it. Our hearts do sit with live entertainment though and we look forward to the green light that allows us to bring back that direct interaction and the magic that only happens with a live audience. Moving forward, for corporate entertainment as always, we’ll be concentrating on delivering quality as we bring a lot of fun into the event space, it’s what we’ve all been missing.

Peter goes on to say; “If the pandemic has taught us anything, it’s to take nothing for granted. I hope the first time we all get the chance to see performers back on stage, whether, that’s in a theatre, at a corporate event or in our local pub. We cheer, we applaud and let them know how we missed them and how vital they are.” According to the Arts Council of Northern Ireland, about 7,500 people are employed in arts and entertainment on a permanent or freelance basis and none of these people, from performers, to stage managers, lighting technicians and everyone in between, have had any work for well over a year. Wife and Business Partner, Fleur Mellor works alongside Peter as a producer and choreographer and she’s keen to see those who work in the industry get back on their feet; “Being back to the planning stages is truly awesome and we are looking forward to working with our clients old and new. One of the main focuses for us will be bringing on board a whole range of additional professional performers to help create unique and interesting characters who fully engage with the audiences.

“So many of our colleagues have had to take on other jobs outside the sector in order to simply survive, I know there are many who are desperate to get back to doing what they truly love and bringing happiness and joy to all of us through their art. “This summer, we are hosting auditions where we will be seeking to uncover new faces with a variety of talents to help us make these events a reality! Of course, we already have a relationship with many great performers, but we‘re always keen to meet new people and discover new talent.” As we all look forward to seeing performers on stages, listening to singers serenade us and engage in some form of live entertainment. Spare a thought for an industry that after such a long period of time just wants to get back to work, engage with an enthusiastic audience and create the good times once more!

For more information on working with Peter Corry Productions please visit www. petercorryproductions.com

Eye on Whiskey

Bushmills Bridges The Atlantic With New American Oak Cask Finish Whiskey

Bushmills® Irish Whiskey has announced the release of the American Oak Cask Finish, the second in a series of exciting and innovative whiskeys from the new Bushmills® Original Cask Finish range.

nspired by a partnership spanning decades between Bushmills and legendary barrel makers Kelvin Cooperage, the American Oak Cask Finish celebrates the amalgamation of two of the world’s great whiskey-making capitals,

Bushmills and Louisville, Kentucky. In 2008, Louisville, the home of Kelvin Cooperage, was twinned with the village of Bushmills during celebrations marking Bushmills 400th anniversary, further strengthening the

ties between these two areas steeped in whiskey heritage. The American Oak Cask Finish features the award-winning single malt used in Bushmills® Original Irish Whiskey, finished in double-charred American Oak barrels. It is then blended with the brand’s signature triple distilled Irish grain whiskey, giving it an extra smooth character with fresh wood and sweet vanilla notes. Small batches of the finest American Oak barrels are handselected at Kelvin Cooperage and double-charred for Bushmills, giving these casks unique properties ideal for whiskey maturation. Bushmills single malt then ages in these casks, resulting in a deeper interaction between the whiskey and the oak, delivering the superior flavour profile achieved in this cask finish expression. Scotsman Paul McLaughlin, President, Kelvin Cooperage, said: “Our relationship with the team at The Old Bushmills Distillery began over 30 years ago. Over the course of three decades, we have worked closely in a continuous process of mutual learning and collaboration. “At Kelvin Cooperage, we have remained true to time-tested traditional techniques, handcrafting and charring each cask, ensuring that The Old Bushmills Distilleryonly receives the finest American oak casks for this release. The doublecharring process has a substantial impact on the flavour profile the cask imparts on the whiskey, which is what makes this American Oak Cask Finish product truly special. “We are thrilled to be involved in this project and look forward to Bushmills fans having the opportunity to enjoy this exceptional whiskey.” Paul McLaughlin’s father ran a family owned cooperage firm in Glasgow supplying Scotland’s whisky distilleries before the family’s move across the Atlantic to

American bourbon’s spiritual home. At an online launch event for the new cask finish, he described how the Louisville cooperage treats, toasts and chars American oak to shape into barrels, including those eventually exported to the North Coast of Northern Ireland. Each process has a bearing on the eventual flavours and tastes imparted to the finished product. Colum Egan, Bushmills Master Distiller, said: “The Cask Finish range is an exciting and innovative move for Bushmills Irish Whiskey. The series offers discerning whiskey drinkers an accessible introduction to the unique casks ageing the exquisite whiskey we have here at The Old Bushmills Distillery. The American Oak Cask finish is the result of our long-standing relationship with Paul and his team at Kelvin Cooperage, world-renowned for producing the finest American casks. We are immensely proud of our new Cask Finish range and are excited to bring our latest innovation to whiskey fans across the globe.” The Bushmills American Oak Cask Finish is bottled at 40% ABV and priced at €30 / £24 for 700ml.

Bushmills American Oak Cask Finish Colour: Rich gold in colour with a distinctive amber hue Nose: On the nose, accents of fresh honey and biscuit entwine distinctive toasted oak aromas, with the double charred American Oak cask accentuating the warm wood sweetness and vanilla scents Taste: Rich yet mellow on the palate, the double charred maturation process imparts balanced sweet notes of crème brûlée, toffee apple and vanilla Finish: With notes of maple syrup and oak, the finish is deep and smooth

Eye on Finance

Supporting Northern Ireland’s emerging sectors as Belfast takes its place as global tech hub Mark Sterritt, UK Network Director, Northern Ireland, British Business Bank showed that 67% of total equity investment in Northern Ireland in 2020 was in the tech sector. Across the UK, the report showed that investment in deep tech companies has grown rapidly, rising 291% to £2.3bn in 2020. Around 28,000 people are employed in Northern Ireland’s tech sector, with Belfast now regarded as a leading location for new software development projects as well as a global cyber security hub. Only last year the city was ranked as one of the best places in Europe for tech firms by fDi Intelligence, a specialist division of the Financial Times The local pharmaceutical and life sciences sector is also booming, with 18,000 full time jobs and advances in biomedical research into cancer, cardiovascular disease and Cystic Fibrosis. At last month’s EmTech Europe conference, the theme was Forging a Brighter Future as delegates explored four key themes: A sustainable future, an intelligent future, a healthy future and an equitable future.

In a sign of Belfast’s growing reputation as a global tech hub, some of Europe’s best technology leaders, researchers and innovators met virtually in the city last month for a prestigious international conference.

mTech Europe will also be held physically in Belfast in 2022 and 2023 as delegates explore innovative, practical and commercial ways to harness the world’s cutting-edge technologies, to create an economy and society with sustainability and inclusivity at its core. For generations Belfast was regarded as a world leader in linen production, ship building and was even the biggest manufacturer of soft drinks on the planet. As market dynamics have changed, however, Northern Ireland and Belfast’s reputation has become increasingly synonymous with the emerging technology and life sciences sectors. At the British Business Bank, we have seen this reflected in our recently published annual Small Business Equity Tracker, which

The government has recently set out its plans for the UK to take its place as a ‘science superpower’ as well as its Life Sciences Vision which outlines ambitions for the sector over the next decade and plans to stimulate a thriving UK life sciences sector. Smaller businesses in Northern Ireland in the life sciences and tech sectors will play their role in supporting both these aspirations and the British Business Bank will continue to help provide the access to finance they need to prosper and grow. Funds which have been supported by the Bank are more likely to invest in technology and IP-based businesses than the overall equity market in 2020, according to our Small Business Equity Tracker, with 49%

of Bank supported deals in this sector compared to 40% of the wider market. Since being established in 2014, the Bank has played a central role in supporting local smaller businesses. So far in Northern Ireland, we have delivered £81.8 million of finance to 1,773 smaller businesses and provided 1,049 Start Up loans – worth almost £7.7 million. In 2018, the Bank committed £10.5m to a £30m Growth Finance Fund aimed exclusively at supporting growing businesses in Northern Ireland. Over the last year, the Bank has supported businesses through the pandemic, with nearly 44,500 businesses in Northern Ireland benefitting from over £2bn of funding under the two biggest Coronavirus loan schemes administered by the Bank, the Coronavirus Business Interruption Loan Scheme and the Bounce Bank Loan scheme. This level of emergency funding represented 3% of the UK total, in line with the relative size of Northern Ireland’s business population (2%). The Bank doesn’t lend or invest directly into smaller businesses. Instead, it provides funds and guarantees through private sector partners, enabling them to finance a greater number of smaller businesses, either through debt or equity programmes. With technology and life sciences at the heart of the conversation on how we can build a brighter future, it is thrilling to think that Belfast’s voice is being heard on the global stage. The British Business Bank is here to offer its full support to smaller businesses looking to start up, scale up and stay ahead through the economic recovery. As the UK’s economic development bank, we work to help equip smaller businesses with independent and impartial information on their finance options and more information is available via our Finance Hub https://www.britishbusiness-bank.co.uk/finance-hub/

Eye on Retail

Poundland emerges from pandemic with clear vision for the future

Store openings and broadening its range is discount retailer’s key to success

By Olivia McLoughlin, Country Manager, Poundland & Dealz

here is no doubting the pandemic has caused major disruption across many sectors with traditional business models now at odds with rapidly changing consumer trends. As the spectre of Covid-19 begins to clear, there is a growing realisation that discount retailers could be the big winners as the recovery gains pace. Analysts, GlobalData, predict the discount retailing sector in the UK alone will expand by 36% by next year, reaching £32.5billion. It’s not a wild suggestion to say discount retailers could help our high streets regenerate post-pandemic. If there was a stigma surrounding discount retailers in the past, this is evaporating quickly as value savvy consumers see the attraction of fixed low prices in comparison to premium supermarkets’ offers or voucher incentives. For example, the opening of our Dealz store in up-market Carrickmines in Dublin was a recordbreaking opening in terms of revenue. In an article on the future of retail and town centres in Northern Ireland, planning consultancy Turley reported recently that economic, social and technological changes are shaping retailing. Two of the key trends they said that are having a major effect are ‘price’ and ‘top-up shopping’. As customers tighten their belts, retailers are seeing consumers make informed choices about the products they purchase. Turley says this has affected the profitability of large format food stores and has given rise to the growth in discount stores.

Turley also reports that shoppers are ditching the weekly shop in favour of top-up shopping. Sales of non-food items and a reduced level of spending on grocery items have forced retailers to evaluate their portfolio of stores. At Poundland we have been driving a transformation strategy pre-pandemic. This includes investment in new stores, refurbishments, more choice, new ranges and distribution. We have sourced and secured leading brands as well as quality own brand products such as PEP&CO across a range of homeware, clothing and beauty essentials, which are all flying off the shelves this summer. Additional product categories we are expanding include food and drink, health and beauty, baby, batteries, pet, books and DVDs, toys and celebrations. We’re also expanding our seasonal ranges which include everything from summer staycation essentials, gardening equipment, Easter, Halloween and back to school. It’s been the biggest transformation in our history and our ambitious plans are helping to support the recovery. At a time when, unfortunately some of the biggest names in retailing have suffered, I am proud that Poundland is helping to play a major role in the re-invention of our high streets. Despite the challenges in retail, we’re in roll-out mode opening stores, creating jobs and we’re confident about driving our continued growth and expansion. This is great news for our customers, colleagues and communities. It’s also great news for our suppliers as we can supply a route for their product to millions of customers. Across the island of Ireland, the growth of Poundland and

Dealz has benefitted significantly from this transformation strategy. For example, over half of Dealz’ Irish stores now have PEP&CO ‘shop-in-shops’ offering customers a full range of women’s, men’s and kids’ fashion, with a broad range of stores in Northern Ireland offering the stand-out clothing ranges for excellent value. We now have a portfolio of 114 stores here, and we are continuing to expand, particularly within smaller and regional areas. It’s an exciting time for the company as we have plans to open more Dealz and Poundland stores in the coming months. In the last few months alone with have employed over 120 new colleagues including those at our stores at Carrickmines, Ballymun, Mullingar, Armagh and Cookstown. I’m proud of these good news stories and delighted for the communities where we are opening new stores, especially as we emerge from the pandemic and jobs are critical to the recovery. I think our response to the pandemic has been greatly appreciated by our customers in particular. We endeavoured to keep as many of our stores open, serving communities when they needed us most. Our colleagues went above and beyond to provide the items people needed in a safe environment and I am proud of each and every one of them. The recent Global State of the Consumer Tracker from Deloitte reported that 37% of people surveyed said they would purchase more from a brand that responded well to the crisis and that is in line with our experience. We have been there for our customers and communities when they have needed us, and this brings an incredible sense of pride for me. The retail landscape has shifted enormously in recent times, but the more things change the more Poundland and Dealz will remain the same – offering amazing value every day on the item’s customers need and want the most.

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Eye on News

UK Tech Accolade For Derry Firm Element

Jennifer Neff and Leeann Monk-Ozgul.

Elemental Software, the Derryheadquartered provider of digital social prescribing solutions, has been named one of the UK’s top health tech innovators.

he company, which employs over 30 people and counts health trusts, universities, housing associations, GP practices and other organsiations across the UK and Ireland as customers, features in the latest annual HealthTech 50, compiled by Business Cloud magazine. The HealthTech 50 focuses on companies creating tech for personal and preventative healthcare, as well as GP practice management and messaging platforms. The final ranking was decided by a combination of selections by an independent judging panel and a public vote on a 90-strong shortlist. Coming in at number 8, Elemental is the only Northern Ireland-based business to feature in the prestigious HealthTech 50 listing. This latest accolade follows Elemental being named a winner earlier this year in the Tech Nation Rising Stars which celebrates innovative, scaling tech companies across England, Scotland, Wales and Northern Ireland. Out of over 330 applicants, Elemental was one of only 10 winners. Elemental Software CEO Jennifer Neff said: “This really highlights all of the hard work, determination and passion that goes into Elemental. And it is

recognition for all of our team, our partners and our customers. Our focus remains firmly on our primary mission, halting avoidable health inequalities, and as a result, we continue to see a dramatic increase in the adoption of Elemental right across the UK and Ireland.” Founded by Derry entrepreneurs Jennifer Neff and Leeann Monk-Ozgul, Elemental Software provides the technical infrastructure and expertise for the social prescribing model of care to be established, grown and its impact measured. Elemental has continued to grow its customer footprint throughout the past year during the pandemic increasing the size of its team by 66%, as more and more health care trusts, local councils, community and voluntary sector organisations, housing associations and prisons see the difference that Elemental can make to halting avoidable health inequalities in their communities.

https://elementalsoftware.co/

Allstate celebrates 20 years in the North West Northern Ireland’s largest IT company, Allstate NI, is celebrating 20 years in business in the North West.

he award-winning technology giant established operations in L’Derry in 2001 with just 20 staff, including a mix of seasoned developers and IT graduates, and now employs over 900 in the region. Allstate NI provides high-quality software development services and business solutions to support its parent company, The Allstate Corporation, one of the largest publicly held property and casualty insurance companies in the United States. Spearheaded by the initial North West team, 12 of whom are still employed by Allstate today, the operation evolved into a centre of excellence for mainframe technologies before settling at its current home on the Northland Road in 2008. Now, the team has a footprint in cutting edge skills including Machine Learning, Security Engineering, AI and Data Science. With corporate responsibility embedded firmly within their culture, the team at Allstate NI are committed to serving Derry and the wider North West area. Through the Allstate Force for Good NI committee,

they have logged over 10,000 hours of volunteer work, benefitted 238 local charities and saw over £30,000 pledged to 23 projects in local communities. The company also sponsored a state-of-the-art computing lab at Ulster University’s Magee Campus in 2019 to bring sustained educational resources, jobs and enhanced investment potential to the area. When all 2,400 staff moved to remote work in March 2020, employees in the North West supported the corporation’s global operations through the Allstate Technology Support Centre and won several awards at the 2020 Contact Centre National Network NI awards. The company has also garnered local accolades, including Best NW Large Business in the North West Business Awards 2019. Managing Director and Vice President of Allstate NI John Healy said: “We are thrilled to be celebrating 20 years of business in the North West, an area that is integral to our continued success in Northern Ireland. Our initial

Senior Leader at Allstate NI David Quinn, Senior Application Developer Tanya Adair and Business Information Security Officer Tony McElhinney.

setup in Derry was about accessing the deep talent pool in the region. What we have managed to achieve in the past 20 years is a testament to the resilience, ingenuity and innovation of our community in the North West.” Senior Leader at Allstate NI David Quinn said:

“It’s fantastic to have played a part in Allstate’s expansion across the North West over the last 20 years. We have evolved from a small team in 2001 to a 900-person team that will continue to innovate for years to come.”

AIB Business Eye AWARDS 2021

AWARDS 2021

Eye on Awards AWARDS 2021

Company of the Year

Tourism & Hospitality Award

Northern Ireland’s overall company of the year in the opinion of the judging panel. Companies can be of any size/scale, number of employees, and must be able to exhibit exceptional performance, especially but not exclusively during the 12 month period to 28th February 2021.

The company or organisation making the most valuable contribution to the continued development of tourism & hospitality here in Northern Ireland. Possible entrants might include hotels/hotel groups, other forms of accommodation, tourism development organisations, restaurants, travel facilities, etc.

Sponsored by AIB Sponsored by Visit Belfast

Employer of the Year

The category is open to senior managers and leaders in businesses and organisations across the private, public and voluntary sectors, whose leadership and achievement can be clearly demonstrated.

This category sets out to recognise those local organisations exhibiting best practice in terms of people management. The judging panel will look for clear evidence of class-leading initiatives designed to make the organisation a better and more caring employer.

Covid Business Hero Award A new award reflecting the Covid era and recognising the outstanding contribution made by an individual on behalf of a specific sector or the wider business community during the crisis.

100

A second Covid era award, this time spotlighting innovation, adaptation and/or a change in business direction of leading NI companies in direct response to the challenges of the coronavirus crisis.

Research & Development Award The Research & Development (Innovation) project which, in the opinion of the judges, is the best example of how companies can harness research, development and innovation to further their business aims and objectives.

Young Business Personality of the Year

Sponsored by Ulster University Business School

Covid Response Company of the Year